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Green Tip of the Month

Sustainable Sincerity

Our upcoming Green Scene ("Mayan Marvel," September 2010) contains helpful tips on how to detect greenwashing when perusing "organic" product labels. That's when companies try to unjustifiably tout a product's environmental virtues.

As John Vater, co-ower of Spa Adriana in Huntington, New York, warns, "The big print giveth and the small print taketh away."

Here's some information about avoiding this pitfall:

  • Read labels with a discriminating eye.
    John and his wife, co-owner Adriana Vater, caution spa professionals against taking a product label at face value. "If the packaging claims it doesn't contain something, you should ask yourself what's there to do that ingredient's job," Adriana says. "Every component of a product has a purpose, and sometimes a so-called 'green' ingredient is just as offensive as the original."
  • Educate yourself.
    The Vaters say it's important to develop an understanding of how product ingredients work. "With today's Internet access, you can quickly look up the chemical composition of any item," John says.

It's not always easy going green. How do you ensure that your spa's environmental initiatives result in real, positive change? Send your ideas to Katie O'Reilly, associate editor, at koreilly@creativeage.com.

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Question of the Month
What's your most effective management style?


Dayspa Magazine?

Your staff is your most valuable resource—especially during these challenging economic times. As day spa owners identify target areas for growth to improve business, proper leadership skills are more important than ever.

 

Here's a sampling of how several spa professionals manage their employees:

"We're hands-on. We manage with honesty and integrity, and maintain a high level of communication. We're very direct, handle issues immediately, don't allow for negativity and enforce a professional environment."

—James Reza, general manager, Globe Salon, Las Vegas.

 

“I let my employees shine. I have three rules: Get here on time, dress in uniform and be nice to clients—that's it. I'm not here to come down on you. As a result, I've experienced low turnover".
—Nicole Cober-Blake, owner, Soul Day Spa & Salon, Bowie, Maryland and Washington, D.C.

 

“I try to work one-on-one with each staff member. I try to find their strengths and coach through their weaknesses. I'm patient—probably to a fault. I'm not an in-your-face type of manager.”

—Sandy Haynes, co-owner, What's New The Salon, Murfreesboro, Tennessee.

 

“I have high expectations, so I let everyone know what I expect. We all have mutual trust, love and respect for one another, and we promote each other. At the end of the day, we all want it to be great."

—Alicia Thompson Moreau, co-owner, Kara Spa, Greenville, South Carolina.

 

“You need to trust people. I like it to be a team effort. Everyone is on an equal level and responsible for the business."

—Jennifer Gross, owner, Allure Pilates Spa, Beverly Hills, California.

 

“The most effective interaction I have with my team is encouraging creativity and empowerment. Each team member needs to have ownership in growing the business and treating it as if it were her own. I experience low turnover, which I attribute to treating my staff with respect and dealing with each employee fairly."

—Lori Vargas, owner, Spa Vargas at Chicago Hilton/Indian Lakes Resort, Bloomington, Illinois

 

“I'm honest with my employees. I try to explain everything. If we work together, we can win together. It should be a team effort."

—Valentina Chistova, co-owner, Aquamedica Salon and Spa, Long Branch, New Jersey.


>> Go to next eNewsletter article, Ask the Expert




 

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