Sherin

Leadership style is the pattern of behavior that people use to influence others, as perceived by those being influenced.

Directive Management Behavior concentrates on how to do the task. It involves telling and showing people what to do and when to do it and providing frequent feedback on results. This is instrumental in developing competence in others.

Supportive Management Behavior focuses on developing people's initiative and on their attitudes & feelings toward the task. Examples of Supportive Management Behavior are praising, listening, encouraging, and involving others in problem solving and decision making. Supportive Behavior is instrumental in building Commitment in otheres!

sbtan

Lead by example!

top250tansyou

I wish I had the time to start 3 new threads all at once. Guess I need better people to free up more of my time for goofing off.

JohnnyComeLately

But leaders know that you also need to vary your style by situation and followers. You have knowledge and attitudes to keep in mind. You have four quadrants, Highly willing/Highly Able, Low Willing/Highly Able, High Willing/Low able, low willing/low able. Each of these will need a different leadership style.

This may not apply to salons, but you also have situational leadership. If a task is critical and time sensitive, you will likely need to be very directive (e.g. "There is a fire, get out NOW!"), however in lesser situations that are not time sensitive (e.g. "You can wipe down the top canopy first, wipe seat/door handle, and then the bottom. Or do it how you think is best")

All this aside, I'm finding most of my leadership training is out the window with minimum wage workers who don't care. We have a 17 yr old with awesome skills who can do $500 in a 7 hour shift in her sleep on any shift, the others are lucky to break $100 on any shift.

Side question: What ramifications are there to firing if there's no 90-day clause on the application?

John, MBA[ This Message was edited by: JohnnyComeLately on 2004-12-10 15:40 ]

ramcat

Not sure about CA, but FL is a "right to work" state. We can fire whomever we want for no reason. Of course, that is not a smart thing to do, but it is lawful.

I find that just talking to the youngsters and explaining the needs of the business and how it reflects their pay ususlly motivates them into doing the job I need done correctly. I believe you can be friendly to your employees, butthey are not your friends.

tanu01

I always believed if you lead with your heart and truth,that was enough, NOT.
Bob

Sherin

John, I agree!

Side question: What ramifications are there to firing if there's no 90-day clause on the application?

Not paying their bills? That was my primary reason for having a job when I was that age...
I had a car loan & rent so I didn't have to live at home.
I will have to say that most of the work force in this age bracket have had it too easy...My own kids included!

I don't have an MBA but obviously you & I have been in some of the same classes.
I agree that it all may not apply with this work-force, but the ideas and processes are sound.

Ramcat, I also agree you can be friendly but not friends!

MJ

Friendly but not friends...absolutely..that is a fine line to walk. But it is possible. John the fire at will states do not have it any easier then the states that have to have a reason. Like it was pointed out firing for little to no reason often brings on unnecessary trouble.

At the interview I give them a description of the job along with a cleaning check list detailed, and the requirements to get commission and salon policies.
That clearly state no cell phones, friends hanging out...etc.

IF I want to hire them I give them a copy of all of that and tell them the job is yours if they want it. Take that stuff home read it....and home call me tomorrow if you think you will be able to perform your job we will set a day for you start training. I am looking forward to hearing from you. bluh bluh bluh And express to them how important they read the policies and job descriptions before they answer.

You would be surprised how many do not call.

The temporary trail period is partly what throws them off. Or maybe it is the cleaning check list, no cell phones allowed on on shift, any of these things could be the reason..no matter... I am glad they did not call. I probably would had to fire them before the thrity days was up anyway.

I like to hire on a temporary basis. It is a total of 90 days and employees are informed of this at the time they are hired.

The first 30 day trail period - gives them time to learn the tanning aspect, opening closing cleaning, software, packages and the art of selling etc...
I am particular about the salon and give little breaks when it comes to learning how it is supposed to be done in my salon.

If they seem competent...they go to the last part, the 60 day trail period wherein they perfect their sales techniques. They are expected to maintain a certain LPPA and sell a certain amount of packages. If they do not I can and have let them go. Some just do nto have teh innate abilty to sell. or are just too shy.

If they do good, they get a raise and become officially part of the staff. And their commission goes up. I never have more then 3-4 people as official staff members at one time. Good employees are hard to find. But I keep looking.

This process helps me to weeds out the "I have to get a job cause my mom said I have to start paying half my car insurance" types.

Yes, it is a pain in the ***. and I work a lot of hours but I refuse to hire out of desperation. However, it helps me keep a decent staff of sellers and what is left of my sanity. I wish I was less OCD at times but most of the time it pays off for me.
I am not quite sure what my management style is but I know this I have three children that hardly do what I am told ..I have to take care of them..I will not take on more kids that do not listen to me.

Sherin

Good things to consider!
Thanks!

JohnnyComeLately

Wow, thanks for the great write-up MJ. If you don't mind the plagerism, I'm going to basicly cut and paste most of what you just wrote and make it part of our employee manual.

For me, it's somewhat hard to transition, sometimes, to the different leadership roles. I have, in effect 3 or 4 "jobs". I have the full time job of dad/husband. Full-time job for a manufacturer, leading a 14 person technical support group/warranty repair desk. Part-time job as an officer in the Air National Guard, leading a crew of 6 enlisted, full-time troops. Lastly, full/part time owner (with my wife) of the tanning salon. Each have different pay-ranges, motivation techniques, and personnel challenges. To be honest, I wish I could clone my "enlisted troops" and replace everyone else with them (minus my son/wife...the first "job" I listed). Part of the reason I got back in the military (after 8 years active duty, and then 3 years strictly "civilian") was that I missed the comraderie, and the "get the job done, get it done right, and be professional" attitude from active duty. If I tell an NCO something needs to be done, I don't have to tell him/her "how" or worry from that point that it got done. But I sense I'm starting to go off on a tangant.....

John
PS. While writing this, just got call from "best" employee who, once again, has done 3-4 times the sales all the others girls are able to do on any shift. This is why we've stepped up her promotion and pay raise from 3-6 months from now, to next pay period. Her raise, plus the communication of what we expect, should (hopefully) turn the other girls around.