Build a business - setting standards for your team

Official Build a Business expert Antony Whitaker looks at the importance of setting standards for your salon team from the outset. In life we all live by agreed codes of conduct that govern our behaviour and daily lives. Depending on the context they might be set down explicitly, inflexible and enforced, or they may be less formal and more fluid. They might be called laws, rules, standards, behaviours or  responsibilities. The point is we need and (mostly) accept them because they help us function in a way that avoids chaos, confusion and anarchy. Your business is no different. To be successful your salon needs every team member to be singing from the same song sheet, and that means an agreed set of standards that define the parameters of acceptable behaviour. An agreed code of expected behaviour gives you and your team a structure in which to operate. It provides a sense of control and security, reduces fear of the unknown and provides a clear direction, focus and purpose. It will reinforce your company’s values and leave everyone in no doubt about your expectations and their accountability. Many people find the idea of ‘rules’ oppressive and off-putting, so think about the words you use to describe your code. You could call it an agreement, a code of conduct, a list of team responsibilities. The important thing is ensure it is seen as a positive expression of your business ethos and beliefs; a formal framework that will make day-to-day salon life easier by helping everyone understand exactly what is acceptable, what standards are expected of them and what they should expect from the people they work with. It is also important to have your code of conduct clearly written out so it there is no confusion about what is in it. You could incorporate it into individual job descriptions, or include it in your business’s policy and procedures manual. This doesn’t mean every point has to be set in stone forever – like any other part of your business structure it can evolve to fit changing circumstances. You might decide from time to time to rewrite or change certain aspects as issues are raised at team meetings, for example. Although the ultimate responsibility for what is included rests with you, incorporating changes suggested by and agreed with the team could also have the benefit of giving team members a feeling of ownership in the code, which would tend to make it more self-enforcing. As for what is in your code, that is down to you. You need to draw up a set of standards that reflect your own business values and circumstances. As an example, it could include the following:

•  Be on time – punctuality is important
• Be willing to support the company vision
• Be supportive and always speak with good intentions
• Always allow others their point of view
• Remember there is no failure except the failure to participate
• Make agreements and stick to them
• Be effective and efficient with your resources and time
• Always aim for a win-win situation
• Treat others as you would like them to treat you
• Respect each other
• Focus on what works, always look at the positive in people and situations. If you’re not sure, check and trust your intuition
• Be open to change, be prepared to try, be constructive

  Antony Whitaker is a leading educator and motivator, with a worldwide reputation based on more than 30 years’ experience in the hairdressing industry. An award-winning stylist-turned-educator, business coach and best-selling author, he has taken his message on management, money, marketing, team-building and retailing to more than 250,000 hairdressers in 40-plus countries. www.growmysalonbusiness.com   For more informative and inspirational business news and features subscribe to HJ