Pulse SPA Magazine June 2016

JUNE 2016

CHOOSING THE RIGHT

P U L S E . E X P E R I E N C E I S PA . C O M

PATH HOW GREAT LEADERS MAKE TOUGH CALLS

2016 ISPA BOARD OF DIRECTORS ELECTED OFFICERS CHAIRMAN Michael Tompkins Hutchinson Consulting VICE CHAIRMAN Todd Shaw La Quinta Resort & Club

FROM YOUR

CHAIRMAN

SECRETARY/TREASURER Laura Parsons ESPA International (US) Ltd. (Spa Division) IMMEDIATE PAST CHAIRMAN Ella Stimpson The Spa at Sea Island DIRECTORS Sharilyn Abbajay ISPA Foundation Vice Chairman Noel Asmar Noel Asmar Group, Inc.

hen faced with a conundrum, do you have the courage to make the call?

The ability to make decisions—and own it—is the difference between a lousy boss and a great leader. Leaders have the courage to make difficult decisions, even at the risk of failing.

It’s never easy to make tough decisions, but we make them every day at work. Should we end a partnership that’s no longer mutually beneficial? Should we implement a business strategy that critics may call unpopular? On a personal level, should we switch gears and leave a current job in order to pursue a different path?

Recently, I’ve made my own tough decision when I decided to leave the wonderful team at PALM Health to partner with Hutchinson Consulting in order to help continue the work and legacy of a good friend and spa veteran, Lori Hutchinson. Her passing weighed heavily on me, but it helped me realize that life is too short to be afraid of the “what-ifs.”

Let not fear of wrong decision cripple you with indecision. When faced with uncertainty, I advise you to cling on to the wisdom of Ralph Waldo Emerson who once said: “Whatever course you decide upon, there is always someone to tell you that you are wrong. There are always difficulties arising which tempt you to believe that your critics are right. To map out a course of action and follow it to an end requires courage.”

So next time you are in a conundrum, have courage to make the tough call. Indecision in itself is the worst business mistake you could ever make.

Blake Feeney Feeney & Co. Michael Harmsworth ESPA International (US) Ltd. Todd Hewitt Shangri-La International Kristine Huffman Huffman Hospitality Concepts Garrett Mersberger Kohler Co. Julie Oliff St. Regis Aspen Frank Pitsikalis ISPA Foundation Chairman Eric Stephenson Well World Group Dawn Tardif BodiScience Wellness Center & Spa Todd Walter Red Door Spas Lynne McNees International SPA Association MEDICAL ADVISOR Brent A. Bauer, MD Mayo Clinic

CHAIRMEN’S COUNCIL Past ISPA Chairmen who are current members:

—MICHAEL TOMPKINS, CHAIRMAN

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Gayle Brady • Brady Spa Consulting Jeff Kohl • Spa & Club Ideations Jean Kolb • Well By Choice John Korpi • Korpi & Korpi Kate Mearns • 5 Spa Consulting LLC Jim Root • Glen Ivy Hot Springs Jane Segerberg • Segerberg Spa Consulting, LLC Deborah Waldvogel • Sedona Resorts

THE MAGAZINE FOR THE SPA PROFESSIONAL

EXECUTIVE Lynne McNees • ISPA President EDITORIAL Mae Mañacap-Johnson • Editor DESIGN Marja Walker ADVERTISING AND SALES Tara Finn ADVERTISING COORDINATOR Ashley Roberts PRODUCTION MANAGER Chris Guzicki

Pulse is the official publication of the International SPA Association, a member organization for the spa and wellness industry. Copyright 2016.

All rights reserved. No part of this publication may be reproduced without written consent of ISPA. All inquiries should be sent to Pulse, 2365 Harrodsburg Road, Suite A325, Lexington, KY. 40504 USA. Canadian publication agreement No. 40042114.

PULSE ACCEPTS LETTERS TO THE EDITOR. Please include your name, title, company,

EDITORIAL OFFICES International SPA Association 2365 Harrodsburg Road, Suite A325 Lexington, Kentucky 40504, USA Phone: 1.859.425.5062 1.888.651.ISPA (4772) • Fax: 1.859.226.4445 experienceispa.com

address, phone and email address. Only your name, title, company and location will be published in the magazine. The editor reserves the right to edit for clarity and content. By submitting the letter, you are giving ISPA publishing rights.

Pulse (USPS 017-893, ISSN 15259226) is published 10 times a year – January/February, March/April, May, June, July, August, September, October, November and December

by Associations International, 2365 Harrodsburg Road, Suite A325, Lexington, Ky., 40504. Periodicals postage paid at Lexington, Kentucky, and additional mailing offices. POSTMASTER: Send address changes to Pulse, Attn: Member Services, 2365 Harrodsburg Rd., Suite. A325, Lexington, Kentucky, 40504, USA.

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is the magazine for the spa professional. As the official publication of the International SPA Association, its mission is to serve as the preeminent resource of expert insights, trends, tools and research to help spa professionals create innovative solutions and make informed business decisions.

FOLLOW US ON TWITTER! @ISpaDoYou LIKE US ON FACEBOOK! International SPA Association

ARE YOU THE NEXT GREAT INNOVATOR? t first, this may seem such a daunting question but, in truth, it’s a

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challenge that we in the spa industry cannot simply dismiss. After all, MARION PHOTOGRAPHY STUDIO

with modern-day technology and resources available at our fingertips, what could possibly be our excuse not to innovate?

Medical Interactive Recovery Assistant (MIRA) Rehab CEO and Co-Founder

Cosmin Mihaiu (read Ask the Expert, page 64) certainly didn’t let age and inexperience get in the way of innovation when he co-developed the technology that turns physical recovery into an engaging playtime for patients.

If one should follow Mihaiu’s example, spa leaders need to understand that in today’s business world wherein every day is a battle for brand recognition, it is no longer enough to follow and meet consumer demands. Instead, it has become imperative to break the mold.

This is what great leaders do. Great leaders push the boundaries of what’s possible in order to nurture the seed of innovation. Unlike “Toxic Bosses” (read page 24), great leaders welcome ideas from others. Great leaders are also decisive, like battlefield-hardened military strategists (read Conversations, page 22) who are unafraid to make “Tough Calls” (read page 46) even on the face of failure.

If one is to succeed in the spa industry as spa directors, CEOs or business owners, you need to lead with a mind open to creative ideas, especially the “crazy” ones that are bound to disrupt the existing systems.

The late Apple Founder Steve Jobs was, in fact, right: “Innovation distinguishes between a leader and a follower.” The question is: Which one are you?

—MAE MAÑACAP-JOHNSON, EDITOR @ISPAPULSEEDITOR

“...with modern-day technology and resources available at our fingertips, what could possibly be our excuse not to innovate?”

ARE YOU READY TO INNOVATE? Innovate is the 2016 ISPA Conference & Expo.

Spark innovative thinking and attend this premiere annual event to learn, network and connect. Go to attendISPA.com to discover more reasons to join your peers or to register today!

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DREAM. DISCOVER. DO.

JUNE

2016

V O LU M E 2 6 ISSUE 4

24

Toxic Bosses

34

Client Loyalty

46

Tough Calls

53

Special Pulse Advertising Supplement

Are You the Bad Apple?

BY MAE MAÑACAP-JOHNSON

WANTED: HOW TO SPOT AND HIRE TOP TALENTS

BY MAE MAÑACAPJOHNSON

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Building Brand Relationships That Last

BY NAREN ARULRAJAH

How Effective Leaders Make Difficult Decisions

BY MAE MAÑACAP-JOHNSON

Tales of Success: Building a Top Brand

Can one product really make a difference? We think so. We invite you to sample our award-winning eye cream, a four-dimensional treatment that diminishes the look of expression lines, wrinkles and puffiness while immediately pu brightening dark circles. It treats all the signs of aging around the eye area. .

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As part of the See the Difference campaign we are donating 3$ from every Eye Authority sold to charity: water. Our goal is to fund 12 clean water projects in 2016.

Call today at 800.932.9873 to sample EYE AUTHORITY in your clinic, spa, or salon. Together we will see the difference.

pulse.experienceispa.com

64

62

22

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IN EVERY ISSUE 2 6 14 16

From Your Chairman Pulse Preview Pulse Points Member Profile: Celadon Day Spa Finding a Niche in a Political Metropolis

BY ANDREW DEWSON

20

Conversations: Retired U.S. Marine Corps Lieutenant Colonel Justin Constantine Author of My Battlefield, Your Office

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SEE + BE SEEN A Day in the Life: Darren Hickman President, ilike organic skincare from Szept Elet

BY MAE MAÑACAP-JOHNSON

62

Success Stories: Marc Sayer Co-founder and President, GMC Skin Care USA Inc.

63 64

ISPA Foundation

Member News

BY TARA SALAH ELDIN AND BRIANA LEE

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32 52

71 66 67 68 71

ISPA News and ISPA Calendar

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End Notes

ISPA Snapshot Survey Product Spotlight Social Connections: Sheila Otieno-Osanya Director, The Spa People and The Spa at Marion on Nicol

Ask the Expert: Cosmin Mihaiu CEO and Founder, Medical Interactive Recovery Assistant (MIRA) Rehab

BY MAE MAÑACAP-JOHNSON

32 ABOUT THE COVER When leading a team, leaders often find themselves in tough spots. Which road should they take when faced with difficult choices? Should they opt to follow the unknown and take risks? Or should they remain in the path that is familiar? In the end, great leaders always walk a decisive path.

COVER PHOTOS © SHUTTERSTOCK COVER ILLUSTRATION BY MARJA WALKER

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PULSE POINTS

Leadership Among Top Priorities in Global Talent Market ccording to data in Deloitte’s 2016 Global Human Capital Trends report, leadership remains a top concern in today’s talent market. Based on more than 7,000 survey responses gathered in over 130 countries around the world, data from the report shows that leadership ranked higher in importance than it did in last year’s global survey.

The report states that “as organizations become increasingly team-centric, the workforce becomes both younger and older, technology catalyzes faster change, and business challenges grow more global and diverse, fresh challenges in leadership development [will also] emerge.”

In 2016, 89 percent of companies see leadership as an “important” or “very important issue” (up from 87 percent in 2015), and 57 percent cite leadership as “very important” (up from 50 percent). Other key results include:

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l l l l

l

Twenty-eight percent of respondents reported weak or very weak leadership pipelines.

Only seven percent of companies believe they are “excellent” at building millennial leaders.

Thirteen percent of companies report they are “excellent” at building global leaders.

Fourteen percent of companies surveyed described themselves as “strong” at succession planning throughout the business.

Forty percent of respondents believe that their current leadership programs provide only “some” value while 24 percent report that they yield “little to no value.”

In your own spa or company, how much value is placed on leadership succession and programs? What is your leadership

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development strategy? Are you producing the caliber of leaders your spa or company needs? One recommendation from the report is to cast a wider and deeper leadership net as well as focus on young and diverse leaders in order to identify leadership potential early on.

DuPont Nutrition & Health Research Identifies Six Health and Wellness Consumer Segments he DuPont Nutrition & Health research, conducted with HealthFocus International, looks at wellness and nutrition motivations, needs and behaviors of consumers. The insight-driven research collected data from more than 14,000 consumers based in 22 countries. The results led to the categorization of consumers into six core groups: Health Helpers, Weight Strugglers, Health Wise, Taste Driven, Good Life and Just Food.

“Eighty-three percent of global consumers consider diet and

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nutrition important to well-being, which is greater than wealth or physical fitness,” says Greg Paul, Ph.D., MBA, global marketing director, Consumer Segments at DuPont Nutrition & Health. “We have become increasingly proactive about our health, yet well-defined and decidedly varied segments still exist.”

In terms of health concerns, the majority of consumers ranked “Tiredness, Health Disease and Stress” as top concerns, with the exception of Weight Strugglers who placed “Obesity” as their main health issue. For a detailed breakdown, see below:

Top Health Concerns Health Helpers

Weight Strugglers

Health Wise

Taste Driven

Good Life

Just Food

Tiredness

67%

56%

50%

49%

46%

38%

Heart Disease

66%

55%

48%

39%

45%

34%

Stress

66%

46%

46%

47%

36%

Obesity

63%

Perhaps one surprising result from the research is that the majority of respondents ranked “Tiredness” as their number one health concern. This provides spas an opportunity to highlight products and nutrition that offer energizing benefits,

such as energy bar, supplement drinks and vitamins. Spas could also promote itself as a place not only to relax, but also get much-needed sleep in order to recharge one’s energy and fight any feelings of exhaustion or tiredness. n

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MEMBER PROFILE

CELADON DAY SPA

Finding a Niche in a Political Metropolis

BY ANDREW DEWSON

S

ixteen years ago, the thought of an urban spa in downtown Washington D.C., never mind a successful one, might have been considered little more than a flight of fancy. After all, as Celadon Day Spa owner Judith Koritsas recalled, the part of downtown where the day spa was eventually relocated wasn’t exactly as developed back then as it is today.

“It wasn’t a particularly attractive part of the city then, and there was no real competition close by,” Koritsas says, referring to the downtown business district of D.C. where Celadon Day Spa was later relocated. Despite this, Koritsas eventually opted to move across town and leave the residential and high-end retail neighborhood of Georgetown, for a developing downtown business district.

It proved to be the right business move. “I wanted to cater to professional men and women and fit into their busy work schedules, and it was a risk that luckily paid off. Now, 16 years later, there is huge growth in downtown D.C. and we are surrounded by high-end restaurants and stores.”

Early Challenges

Aside from treatment rooms, Celadon Day Spa also has a seven-chair salon.

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Koritsas admits that, at the time, she had no idea if the move would work, but says that, counterintuitively, it also made perfect sense: “I started off in a more typical spa suburban location but found that most of our customers worked

Celadon Day Spa's retail area offers a unique blend of products.

downtown. It was our customers who asked us to move into the city, because being closer to offices meant giving them the flexibility their hectic schedules needed to include spa treatments.”

Koritsas, who started the business with a loan from a friend (who has since became a business partner and a loyal customer), says that the early days were a struggle. “I came to the U.S. from the U.K. in 1989 and worked for a salon in Georgetown for five years. I left there and started working for myself in 1994, trying to create a business of my own. I was unable to get a loan as I had no collateral, but this loyal client of mine took a chance on me—she could have lost it all but we were able to repay her in five years and she became a partner.”

Back then, downtown D.C. was somewhat of an eyesore. Buildings were, for the most part, rundown and in dire need of refurbishment and tenants, a process that is ongoing, and the thought of a spa tenant baffled the building

owners. “We were right on the edge of a development area,” she says, “with little but offices nearby. There were almost no residences or other retail. However, the other thing the area lacked, to our advantage, was competition.”

Trusting One’s Instincts As it turned out, Koritsas’ timing was as perfect as her thoughts about the lack of competition. Almost from the moment Celadon moved into the Washington city center, property developers have been at work almost non-stop. Now, surrounded by high-quality retail and residential property, Celadon has grown revenue and profit substantially since first opening its doors, despite occupying a location with very limited space for expansion options.

Since May 2000 when the spa first opened, the spa’s team has grown from three to now seven hairstylists, from three to now four estheticians as well as two manicurists and a massage

therapist. “Revenues have gone from US$2 million to US$3.2 million. We were able to pay back the loan from a client-turned-business-partner within six years,” she says.

Celadon’s success is perhaps down to a mixture of good timing, urban renewal and location—none of which would have been possible if Koritsas had not had the foresight and conviction to move in the first place. Celadon has now become part of the downtown D.C.’s landscape, so much so that when its landlord decided to sell the building it occupies, it used Celadon to advertise the sale—the same landlord that was initially reluctant to have the spa as a tenant.

Demands and Treatments For a city where the spotlight is always on, spa guests—Koritsas estimates 95 percent are local—tend to be driven by treatments that may help enhance their physical looks. Anti-aging facial treat-

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MEMBER PROFILE

JUDITH KORITSAS Owner • Celadon Day Spa • Washington, D.C.

“It was our customers who asked us to move into the city, because being closer to offices meant giving them the flexibility their hectic schedules needed to include spa treatments.” ments are the spa’s most in-demand treatments, particularly its Anti-Aging Blueberry Firming Facial. “Most of our clients are interested in anti-aging treatments and this one really delivers. It is an Eminence Organic Skin Care Facial, but we customize all our facials to meet the needs of the client every time they visit, so we rarely do the exact same facial treatment on any one beyond the Blueberry Peel, which gives this facial its name.”

Koritsas says it was important to customize one’s treatment each time guests visit because their skin tends to change often due to Washington’s everchanging weather. “My estheticians are all very experienced and knowledgeable and adapt the facial to what they see in their client’s skin, and what the client wants each visit,” she says.

In terms of skin-care trends, she says anything that promises to firm the skin is always in high demand, including tightening, toning and brightening treatments for hyper-pigmentation.

Recruiting Right Meeting the needs of Celadon’s guests means recruiting the most qualified team. “I have a wonderful staff, most have been with me since I opened,” she says. “My estheticians are all very 18

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experienced and knowledgeable and adapt the facial to what they see in their client’s skin, and what the client wants in each visit.”

To tap great talents, she is always on the lookout for exceptional candidates and provides paid-for training to staff members in order to ensure that their skill sets are always growing. This also ties-in with her choice of resource partner, as she not only looks for vendors that can provide products with top-quality ingredients, great packaging or marketing and sample programs, but also those that can offer the Celadon staff training and continuing education.

Expanding Market Despite its limited space (Celadon operates just 3,000 square feet of treatment space), the spa continues to grow in areas where it can. In fact, Koritsas sees an opportunity in tapping the city’s growing visitors, drawn regularly to its colossal monuments and historical museums. According to the Washington D.C. Tourism Board, the city had 20.2 million visitors in 2014.

The revival in property development in D.C. has resulted in a number of new high-end hotels springing up close to Celadon. The spa has worked to cultivate relationships with hotel staff,

including offering hotel staff tour and treatment discounts in order to promote its facilities.

Just like how she followed her instincts when she first launched the spa, Koritsas intends to let her business acumen drive the future of Celadon Day Spa. So far, she’s been spot on when it comes to making the right calls. n

ABOUT THE SPA Spa open date: May 2000 Square footage: 3,000 Number of treatment rooms: 4 plus a 7-chair hair salon Number of full-time spa staff: 4 Guest ratio percentage (female vs. male): 90% vs 10% Signature treatment: Age-Defying Blueberry Firming Facial Product lines used: Eminénce Organic Skin Care Skin-care lines on retail: SkinCeuticals, Dermalogica, Aromatherapy Associates, Mario Badescu, Indie Lee & Jack Black Address: Celadon Day Spa 1180 F St NW Washington D.C. 20004 Phone: 1.202.347.3333 Website: celadonspa.com

MEMBER NEWS B Y TA R A S A L A H E L D I N A N D B R I A N A L E E

THE SPA SHIFT Announcements marking spa industry players on the move. ●

Michelle Young has been named Spa Director at Spa at Ballantyne Resort in Charlotte, North Carolina.

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Mandarin Oriental Hong Kong has appointed Anthony Costa to General Manager.

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Douglas Ridge is the new Area General Manager at the Gaylord National Resort and Convention Center in National Harbor, Maryland.

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Kelly Steward has been named General Manager at The Ritz Carlton, Rancho Mirage in California.

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Cecilia Hercik is the new Director of Spa Operations at Miraval Resort & Spa in Tucson, Arizona.

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Aromatherapy Associates, located in Frisco, Texas, has appointed Tracey Woodward as CEO.

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Omni La Costa Resort and Spa in Carlsbad, California has named Leslie Johnson its new spa director at The Spa at La Costa.

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Hart Griffith-Zill has been appointed Director of Business Development for TouchAmerica, Inc. based in Mebane, North Carolina.

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Thomas P. Botts has been named Senior Vice President and Chief Marketing Officer at Miraval Resort & Spa in Tucson, Arizona.

Michelle Young

Anthony Costa

Douglas Ridge

Kelly Steward

Cecilia Hercik

Tracey Woodward

Leslie Johnson

Hart Griffith-Zill

Thomas P. Botts

OPEN FOR BUSINESS Sanctuary on Camelback Mountain in Paradise Valley, Arizona has launched its new Spa House following a comprehensive renovation. The spa will introduce the Citrus Lavender Softening Scrub treatment, infused with aromas of bright citrus and balancing lavender.

BRILLIANT IDEA 1. Deer Lake Lodge Resort and Spa in Montgomery, Texas hosted a class with wild edible plants expert Mark “Merriwether” Vorderbruggen. The class allowed guests the opportunity to explore Deer Lake Lodge’s 50-acre property and learn ways to identify edible and medicinal plants in the wild.

2. Matrix Fitness in Cottage Grove, Wisconsin has launched matrixlearningcenter.com, an online learning destination that provides a library of resources designed to assist commercial fitness facilities to maximize their Matrix investment.

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MEMBER UPDATES 1. Spa Atlantis at the Atlantis Casino Resort Spa in Reno,

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Nevada has earned the Forbes Travel Guide Four-Star designation. It is the only spa in northern Nevada to have attained the recognition.

2. The Spa at The Omni Homestead in Hot Springs, Virginia celebrates its 250th anniversary with offerings through 2016.

The property will offer monthly gala dinners, exclusive partnerships, daily anniversary tea parties, a 250th anniversary spa package and more.

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3. The Spa at Mandarin Oriental in Miami, Florida presents the new monthly Key to Wellness program supporting healthy travel. The program is designed to improve mind, body and spirit through a combination to health and wellness offerings, which provide the tools to establish healthy habits.

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NEW ON THE MENU 1. One Ocean Resort Hotel and Spa in Atlantic Beach, Florida offers guests two seasonal specials: the Botanical Facial and the Lavender & Honeysuckle Parfait Pedi. The latter includes a fragrant lavender and hibiscus tub soak, followed by a shea sugar scrub and honey heel glaze.

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2. Spa Esencia at the Hyatt Regency Trinidad now offers a new line of fresh and natural body-care products. New treatments using these products include the 80-minute Royal Coconut Milk and Honey Treatment as well as the Sun Rescue Treatment for sun-exposed skin.

3. Montage Beverly Hills in Los Angeles, California has launched a new 3

menu of treatments in partnership with L.Raphael Geneve.

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4. The Spa at Las Ventanas al Paraiso in Baja California Sur, Mexico has launched the Sixty Fingers Massage, which is a couples’ massage treatment that features four massage therapists. Local guitarists will perform live from the private rooftop terrace of the couples’ room so guests are treated to a live music while enjoying their treatment.

5. SiSpa at the Marriott Pompano Beach Resort & Spa in Pompano 5

Beach, Florida has added Rejuvenating Indian Si Scrub to its menu. The 50-minute treatment, which uses guava fruit as key ingredient, includes a guava scrub and refreshing shower, followed by a guava oil massage.

6. The Umstead Hotel and Spa in Cary, North Carolina offers guests its Flower Hammam Ritual, a cleansing ritual that begins with an exfoliating Lemon Coffee Blossom Scrub before detoxifying the skin with warm white clay.

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7. The Spa at the Omni Grove Park Inn in Asheville, North Carolina has expanded its wellness offerings with three exclusive BABOR treatments: the Ultimate Facial with SeaCreation, the ReVersive Facial, and the Gentleman’s Facial featuring BABOR Men.

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CONVERSATIONS WITH JUSTIN CONSTANTINE

Some may say RETIRED U.S. MARINE CORPS LIEUTENANT COLONEL

JUSTIN CONSTANTINE’s story is nothing short of a miracle. By all accounts, he should have been dead after he was shot in the head by an enemy sniper while on a routine combat patrol in Iraq in 2006.

In his book My Battlefield, Your Office, he wrote: “I cannot see out of my left eye. I am missing most of my teeth and the end of my tongue. I cannot run—the doctors removed several bones in my legs to use in reconstructing my upper and lower jaws.”

And yet, despite these challenges, Constantine not only survived and recovered, but went on to work for the Department of Justice and for the Federal Bureau of Investigation’s counter-terrorism team. He also worked as senior advisor to the U.S. Chamber of Commerce’s Hiring Our Heroes campaign and later became a TED speaker. Rightly so, he calls his new life his second act.

PULSE: You were pursuing a degree in law when you decided to serve and join the military. What inspired you to serve?

Justin Constantine: A good friend of my father’s had been a U.S. Marine officer who served in Vietnam, and when I was in high school, he encouraged me to join the U.S. Marine Corps. I applied for a Reserve Officers’ Training Corps (ROTC) scholarship for college, but did not make the cut. I had to work several jobs each summer during college to pay for school, so going to Officer Candidate School during the summertime was not an option. Ultimately, I was working at the school gym during law school and a friend came by to talk for a few minutes. When he left, he said he was going to see the officer recruiter. I asked him what he was talking about since we were 27 years old. He said there was a specific program for attorneys in the U.S. Marine Corps, and I told him to tell the recruiter I would be down the next day. That was April 1, 1997.

P: You have survived one of the toughest adversities few could imagine: a catastrophic gunshot wound in the 22

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head. How did you manage to not only survive but rise above such life-changing adversity?

C: First, I have been extremely fortunate during my recovery. This starts from the amazing Navy Corpsman George Grant, who saved my life in Iraq, to my amazing wife Dahlia who dropped everything in her life to be with me after I was injured and who accepted my marriage proposal two years after I was injured—it also includes the myriad of programs designed to support our veterans that I have participated in over the years. Second, I always knew I was going to have a successful recovery, and I made a conscious decision to not only do really well at everything I spent time on, but to also focus on the things in life that were consistent with my short- and long-term goals. I also learned that it is okay to ask for help when it is warranted, and I encourage people to do a lot more of that.

P: Much like in the U.S. Marines wherein teamwork is deemed critical, you’ve stressed in your book the need for those in management to take care of their team. Can you share some advice on how managers can put their team top priority?

C: Yes, taking care of your people should be a manager’s top priority. There are several easy ways to demonstrate this. Of

BY MAE MAÑACAP-JOHNSON

course, these action items are predicated upon the manager truly believing in this philosophy—if he/she does not actually think that taking care of others is a priority and is just “checking a box,” this will be obvious. First, make your team members understand that they are a priority by making time for them. This may include meeting regularly as a group or one-on-one, but your people want to know that you take their concerns seriously and they can come to you when they have an issue. Second, provide the training for your people that they need. Nothing dampens morale more than when an employee feels like they have not been adequately prepared to meet their goals, yet are held accountable for those results. When you make sure that each of your team members succeed at work, you will succeed too. Third, lead from the front.

That is, don’t ask your staff to do something that you would never do. For instance, if you expect them to stay late at work to finish a project, you should be right there with them.

P: In your book, you wrote “it’s okay to ask for help and lean on others for support.” Why do you think it’s sometimes difficult for those in management to seek help when needed?

C: I think that sometimes people view asking for help as a sign of weakness, although I think it is the complete opposite. It is far easier to keep a brave face and act as if everything is under control than it is to open up, potentially be vulnerable and ask for help.

Further, you should look for opportunities to help other people— this kind of attitude is contagious, and can really change an entire work environment.

P: There is a chapter in your book that’s dedicated on conquering one’s own fears. Given the uncertainty of your future after such a devastating injury, how did you personally conquer your own fears?

C: I certainly had a lot of fears after I was injured: Would I ever look “normal”? Would I be able to exercise? Would I speak clearly? Would my brain work correctly? Would I be able to hold down a job? One of the great things about my wife is that she always encouraged me to be very open with her, and having her on my side while working through my issues made a huge difference. Also, going to counseling for 18 months for PostTraumatic Stress Disorder (PTSD) had a huge effect on my outlook, how I viewed myself, and my understanding of why my body and mind were reacting to what I experienced in Iraq.

Finally, spending time identifying what I wanted to do with my life, including short-, medium- and long-term goals, and the steps

I would have to take to achieve them, helped me push past whatever obstacles were in my way.

P: Why is mentorship an important part of leadership?

C: Mentorship is about giving back and helping somebody else without expecting something in return. This gets to the core of strong leadership. So, a good leader recognizes opportunities to provide that sort of assistance to others. Everyone can use a mentor, and it can be difficult to find the right one. If someone asks you to be their mentor, show them the proper respect by determining if you have sufficient time to help them in the manner they need; automatically saying “yes” or “no”—without ensuring if it is a good fit—will be bad for both of you. n

PERSONAL SIDE NOTES App most often used: Uber Book currently reading: The Motivation Manifesto by Brendon Burchard Way you recharge your creative energy: Playing golf and relaxing in a steam room and sauna One great leader you’d like to be part of your team is: Abraham Lincoln, because he overcame so much in his personal life before he was elected U.S. president. His mentality of surrounding himself with people of differing opinions is mature and confident.

Best piece of advice you’ve received was: Treat others the way you would like to be treated.

Way you live the spa lifestyle: I had my first couples’ massage with my wife las year. We had a great time, and have made plans to go several more times this year.

WHAT MUST LEADERS KEEP in mind when creating a strategic vision for their team to ensure that everyone is pulling toward the same direction? To read more insights from Constantine, Click here. Plus, go to justinconstantine.com to read more about the veteran and his latest book.

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There are many examples of toxic bosses—some are unfortunately too common in today’s work places.

Have you ever worked for a boss who deflates your confidence by micromanaging your every move? Isn’t it emotionally and creatively exhausting to contribute ideas to a manager who only has a “my way or the highway” mentality? How taxing is it to constantly be on the defensive against a manager who bullies his or her way to get things done?

ARE YOU THE BAD APPLE?

BY MAE MAÑACAPJOHNSON

Like a bad apple that spoils the barrel, it takes one toxic boss to ruin a good culture which, in the bigger scheme of things, could lead to the death of any business.

TELL-TALE SIGNS For any leadership, it takes humility to determine whether you or someone in your team has the makings of being toxic. Often, one sign of poor management is when staff members come and go.

“Just like toxins in the body, it is critical you identify bad leadership and learn how to deal with and eliminate them, not always physically but also mentally and emotionally. Similar to the body, the expense of toxins in the work environment will lead to dysfunction and eventual breakdown,” says Well by Choice Founder Jean Kolb.

Skin Authority CEO and Co-founder Celeste Hilling says it’s easy to spot bad managers. “Along with toxic bosses comes intimidation and fear, which trumps innovation. When you can’t innovate, you can’t grow,” she says.

Some signs of toxic bosses include a controlling attitude, untrustworthiness and inconsistency to the point that employees never know what to expect.

A symptom of poor leadership, Hilling says, is high turnover and employee absenteeism.

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In the same way that staff members provide guests much needed relaxation, Silverado Resort & Spa also encourages leadership to recharge their batteries to ensure that they are able to release any feelings of negativity.

Suzy Bordeaux-Johlfs, spa director at Silverado Resort & Spa in Napa, California, says toxic bosses are often power-seekers, emotional decision-makers and display negative attitudes and a lack of concern or empathy for others.

At times, one can spot a toxic boss through his or her nonverbal way of communication. “Is the boss building up the team? Or through words and actions, is the boss tearing everyone down?

Toxins eventually destroy. Toxic bosses can destroy not only one’s employment, but one’s spirit. It is critical to notice what your thoughts and actions are in these situations,” Kolb says.

MORALE AND BOTTOM LINE There’s a dire need to eliminate bad leadership because, aside from the fact that it can demoralize a team, it has a direct impact to the bottom line. “High

turnover rates of employees and partners negatively affect the bottom line. The only ones who stay are those who can’t rise, so the business never reaches its full revenue potential,” says Hilling.

High staff turnover rate is dangerous because it can be contagious. “When people leave, the rest of the employees start to think, ‘Should I be leaving? Do they know something I don’t know?’” she says.

A revolving door, says Kolb, makes one feel like the business is just running in circles and progress is nowhere in sight. “The engagement level goes down because existing associates will likely not invest in new colleagues as they would think new hires will be here today but gone tomorrow. It also takes a lot of work to train and retrain, not to mention the money a business has to invest.

Statistics indicate that it takes one and a

half a person’s salary to train a replacement associate. Imagine what a spa could do with that money!” Kolb says.

Bordeaux-Johlfs thinks it is a leaders’ responsibility to motivate, support and lead a team toward a desired business goal. “If a leader is affecting the morale of a spa, it will reflect negatively on the bottom line as associates lose sight of purpose and, ultimately, become disengaged.”

She adds that associates who remain in an organization where there is high turnover are usually the most loyal and resilient, which is why it is important to address toxic leadership before it is too late. “They will stay as long as they feel they are appreciated and can make a difference. If the toxic behavior continues with no end in sight, eventually they, too, will leave,” she says.

(CONTINUED ON PAGE 28)

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TOXIC BOSSES (CONTINUED FROM PAGE 26)

OPPORTUNITIES FOR IMPROVEMENT To become a better leader, one must learn to build trust. “When you look at today’s world, business is based on successful relationships. It takes trust and mutual respect to create relationships, both of which are corrupted by toxic leadership,” Hilling says. “Toxic bosses keep everyone off-balance and disrupt trust within the team. When a company is not built on trust, it’s impossible to create lasting relationships.”

As a way to help a toxic boss realize his or her lack of leadership, Kolb recommends assessing performance and having an honest conversation with poor managers in terms of expectations on improving leadership skill sets. “As Jim Collins would say, find a way to help them ‘face the brutal facts.’ One tool that I have found works well is a 360degree feedback evaluation from various levels of individuals who interact with the leader. A person cannot change if they do not see what they are doing and

how it is affecting others. In rare cases, someone will not care. However, I think human beings for the most part care about how they come across to others,” she says.

Bordeaux-Johlfs agrees that it’s important to allow open and healthy conversations. “Address the concerns with clear examples and allow for a good healthy discussion. As perception is reality, they must understand how their behavior affects the group and, ultimately, the success of the business,” she says.

“Toxic bosses keep everyone off-balance and disrupt trust within the team. When a company is not built on trust, it's impossible to create lasting relationships.”

— CELESTE HILLING, CEO and Co-Founder, Skin Authority

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She says that it’s equally important to differentiate toxic leadership from one who may simply be burned out. “If the leader has a hospitality heart and this is a new behavior resulting from burnout versus a negative management style, then top management should address the leader with care and concern and accommodate with some much needed rest to recharge his or her batteries,” says Bordeaux-Johlfs.

Providing opportunities for leadership training is another way to turn toxic bosses into better leaders. “There’s a lot to be done with interpersonal skills training to develop them to become a better leader. You have to identify the challenges with them and give concrete examples of the impact. Then, assign a

“There is strength in numbers.

Confiding in someone who 'gets it' can be healthy and helps to relieve stress if it is used as a coaching opportunity to help the situation.”

— JEAN KOLB, Founder, Well by Choice

deadline for improvements—if unmet, make the decision to cut ties,” she says.

COPING RIGHT For employees dealing with the daily reality of working with a toxic boss, it is good to have a support system to help you cope through challenging days. “It’s

very important for employees to become a support system for each other. They can be cheerleaders and sounding boards but it’s important to keep the interactions from becoming a pity party.

Be constructive, don’t complain. Instead, look for solutions,” Hilling says.

(CONTINUED ON PAGE 30)

TOXIC BOSSES (CONTINUED FROM PAGE 29)

Like Hilling, Kolb sees the value of having someone to talk to when the going gets tough. “There is strength in numbers. Confiding in someone who ‘gets it’ can be healthy and helps to relieve stress if it is used as a coaching opportunity to help the situation,” she says.

Bordeaux-Johlfs, however, cautions from falling into the gossip trap. “It is a great feeling to work somewhere where you have each other’s back. But be careful to not create your own toxic environment by participating in a daily rumor mill about your superior. As the saying goes: ‘You can either be part of the solution or part of the problem,’” she warns.

When dealing with close-minded bosses whose idea of leadership is “my way or the highway,” Kolb says there’s always the option to provide a toxic boss a candid feedback. “That does come with some anxiousness or sense of fear. Know that it takes courage to make change,” she says.

What you shouldn’t do, however, is stab your boss’ back. “It is only a reflection on you and does not do anything to change the situation. If you have tried unsuccessfully, then there are proper channels to help, such as your Human Resources specialist. Use your resources; use your tongue as a tool, not a weapon,” she says.

Hilling says it’s also important to understand the boss’ mentality to help you determine the best approach. “Pitch ideas in a format of, ‘what’s in it for them.’ Ask how they measure success.

It’s important to realize you are not going to change them; you either have to modify how you interact or pick your battles,” she says.

One thing Bordeaux-Johlfs stresses though is that, no matter how you feel, you always have an option. “You are never stuck anywhere. If you are in an unhealthy environment and you feel that you have tried to express your concerns in a positive and respectful way but to no avail, it may be time to find a likeminded boss somewhere else.” n

How Not to Become Toxic “We all have ups and downs in business, which makes the boss questions his or her decisions. During these times, don’t put your fears into the team, don’t pass blame, and don’t go into ‘beat up’ mode. You have to be accountable, which takes some of the pressure off the staff. Also, life is too short! If you are becoming toxic, know when to cut the cord.”

Celeste Hilling • CEO and Co-founder Skin Authority • Carlsbad, California

“To not become toxic, you need continual self-reflection and openness to very honest and candid feedback. Seek it out as a gift. You have to know the brutal facts about yourself. Great leaders are always seeking to improve. Do not blindside someone when asking for feedback. Let them know in advance that during a particular discussion, you will be seeking feedback on your performance. Do not do it when you are having a conversation about their performance. The two are very separate.

Create a safe environment of trust and appreciation.”

Jean Kolb • Founder Well by Choice • Kohler, Wisconsin

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“On occasion, it is a good idea to look inward at opportunities where we get in the way of ourselves.

Find ways to relieve stress at your desk. Go and walk around and say ‘hi’ to your associates. The spa industry is very demanding on our soft skills and staying balanced and present is critical to a leaders’ success.”

Suzy Bordeaux-Johlfs • Spa Director Silverado Resort & Spa • Napa, California

SEE + BE SEEN MINDFUL ACROBATICS.

BROWN ON STAGE. 2016 ISPA Conference & Expo keynote speaker and author of Rising Strong Brené Brown was spotted on stage at the South by Southwest (SXSW) Conference.

Mateo Daniel of Austinbased Playful Warrior Yoga led a relaxing weekend with AcroYoga and Therapeutic Flight at Deer Lake Lodge and Spa, located in Montgomery, Texas.

MEET AND CONNECT. Attendees at the Iconnection event helped raise donations for the respective charities of Geraldine Howard and Lori Hutchinson to help honor the lives of the late spa veterans. A 2016 ISPA Conference & Expo registration was raffled off in order to raise the monetary donation.

FROM HOLLYWOOD TO LONDON. Hollywood Legends Tippi Hedren and Kieu-Chinh joined CND at the 2016 Tet Parade in Westminster, California. CND also collaborated with fashion powerhouse VIN+OMI for their AW16 London Fashion Week show.

From left: Iconnection and Spa Connection events founders Jim Croghan, Scott Duncan, Dana Stallings, and Joanne Berry at The Hard Rock Hotel and Spa in San Diego, California.

WANT TO BE SEEN IN PULSE? Send your post-event news and photos to ispa@ispastaff.com and find yourself on the pages of a future issue of Pulse magazine.

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IN SUPPORT OF WSPA. The ISPA community showed its support to the Washington Spa Alliance during its 6th Annual Symposium. The event featured a panel of speakers composed of industry leaders, including ISPA Chairman Michael Tompkins and ISPA Medical Director Dr. Brent Bauer.

RUNWAY REPORT. Red Door participated in the Vivienne Tam Fall/Winter 2016 Show at New York Fashion Week. From left: Red Door stylists Jamie Calderon and Jessie Silverman were backstage to prep models.

ONE TEAM. Jindilli hosted “Immersion Days” for their staff and industry experts at their corporate headquarters in Chicago, Illinois.

LEAVING A LEGACY. Dr. Howard Murad received the Legacy Award during the Beauty Changes Lives dinner, joined by son Jeff Murad and Beauty Changes Lives Foundation President Lynelle Lynch.

CONQUERING CANCER. Las Vegas Spa Association participated in the 6th annual “Cancer Climb.” Members of the team posed before they conquered Red Rock Canyon.

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ClientLoyalty Building Brand Relationships That Last BY NAREN ARULRAJAH

“Your website isn’t the center of your universe.

Your Facebook page isn’t the center of your universe.

Your mobile app isn’t the center of your universe.

The customer is the center of your universe.”

— BRUCE ERNST, LEADiD SVP OF PRODUCTS

CLIENT LOYALTY IS A BIG CHALLENGE for many spa owners and marketers today.

Technology advancements place the power of easy access to extensive information and choices in the hands of consumers who are less inclined to stick to just one brand.

Consumers tend to be finicky because they now have more choices and fewer reasons to remain loyal to a brand. They come with heightened expectations of brand experiences and will not hesitate to voice their disappointment or distrust of a brand over multiple digital channels.

A brand without loyal customers, however, cannot stay competitive and profitable in the long run. So the need for building strong brand loyalty and following is crucial for spas if they want to stay competitive and visible within their market space.

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The Real Cost of Retention What is the financial cost of building client loyalty? Although an expanding client base is a core business goal, the cost associated with attracting new customers is much higher compared to cost of retaining existing clients. According to the Gartner Group, 80 percent of your company’s revenue will come from just 20 percent of your existing customer base. In fact, Leading on the Edge of Chaos authors Emmet C. Murphy and Mark A. Murphy, estimate that, depending on one’s industry, a simple five percent increase in customer retention can deliver an increase in business profits between 25 and 125 percent.

There is no doubt that client retention can be extremely challenging for most brands; however, it is an attainable goal.

Three areas of specific focus to build client loyalty include: Focus on creating an amazing customer experience. While spas need to keep an eye on their bottom line, it is equally important to ensure that brand policies do not negatively affect the client experience. No issue is too big or too small; if it involves improving client experiences, then it is worth considering.

Tech giant, Apple, for example has built a culture of excellent customer experience. By closely analyzing consumer “likes” and “dislikes,” the company has actively addressed a number of customer issues and areas of potential future concern. Below is a good example of how they do this: Instead of making their customers wait in line for a clerk to service them, Apple came up with the idea of a Genius Bar at their retail stores where customers have the option of scheduling appointments with a “Genius.” With zero wait time, the customer is free to schedule his or her other appointments at convenience. This is just one example of how the company gives its customers top priority.

1.

PAUSE FOR THOUGHT: Taking the Apple example, how are you putting your guests’ convenience top-of-mind even before they step into your spa? Do you offer them easy ways

their scheduled treatment? Thinking about every touchpoint of your guests’ experience ensures that you’ll leave them with a unique experience that would drive them back to your spa.

Appeal to the trillion-dollar client base. With an estimated spending that is close to US$600 billion, millennials are a consumer force that no brand can afford to ignore. This “always-connected generation” strives for a healthier lifestyle and is not swayed by big brand names. Talk to them about farm-to-spa and organic products, or antioxidants and probiotics, and you just might manage to raise their interest.

Being tech-savvy is a boon and almost a default attribute with millennials. However, it brings with it the risk of mental and physical exhaustion that can manifest itself in a number of ways. Spas can use this opportunity to build a loyal following by offering services and products that are completely organic and customized to specific millennial concerns, including stress and insomnia.

If there is one brand that has played a pivotal role in changing the perception of working out in the minds of healthconscious millennials, it is Nike. The company tailors its campaigns and products to align closely with the interest and affinities of its audience. Nike is not just a sneaker company. It represents a lifestyle transformation for most millennials.

Air Jordan, for example, is a prized possession and carries massive iconic appeal. For shoppers, an equal part of the appeal is having the option to use colors and materials and customize their sneakers. With powerful taglines like “If you’re brave enough to try, you’re strong enough to finish,” Nike is effectively championing the cause of exercising to stay fit for women who want to balance work and personal life without compromising their health.

By blending personalization with an almost organic appeal in its product offerings, Nike speaks to its customers on a personal level. And that is what millennials crave.

2.

to set up appointments, whether through an app or a mobileresponsive website? While waiting for a treatment, what

PAUSE FOR THOUGHT: Taking cues from Nike, have you

complimentary amenities do you offer guests to not only

created a marketing initiative targeted at millennial spa

make them feel welcome, but also help them disconnect

guests? If you haven’t yet, it may be time to add this to

from the outside world? If Apple has a Genius Bar, have you

your marketing plan. Consider taking a simple survey as

thought about offering a Detox or Vitality Bar where guests

part of either your intake or post-visit form that look into

can either unwind or learn about wellness while waiting for

millennials’ personal preferences in order to gain insight

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into what may draw them back into your spa or business.

respond to guest-related issues? Since online reviews

Are they looking for treatments that use organic products

matter to today’s digital-savvy guests, do you have

or do they want the latest high-tech treatments? How are

someone in your staff trained to monitor and respond to

you training staff members so that they are able to

reviews in order to address negative online feedback

customize treatments when guests demand for it? Since

accordingly? Aside from training staff members on

millennials are always connected, are you engaging them

general spa policies, what other types of trainings do you

in digital channels that they frequently use, whether

offer in order to equip your staff with the knowledge and

that’s Instagram, Facebook, Twitter or Snapchat? Like

tools to properly and immediately resolve issues? More

Nike, the way to connect with millennials is to understand

importantly, given clients’ common frustration of speaking

their unique demands for individuality and authenticity.

with representatives who cannot offer real solution, how do you empower your staff members so that they will have

Walk the talk on your client service policy. Client satisfaction is the foundation for building a loyal client base. While most brands talk big about client service experiences, very few walk the talk. In a study conducted by Accenture, findings suggest that the top areas that frustrate customers are: l failure to quickly resolve an issue; l lengthy hold times; l interacting with representatives who cannot provide a solution.

While these three are core issues for ensuring great client service and building client loyalty, it is necessary to ensure that all areas of brand interaction extend client satisfaction experiences. Just like how detoxification works from the inside out, brand loyalty and stellar client experiences work best in the same way.

3.

PAUSE FOR THOUGHT: Have you reviewed your spa’s resolution procedures lately? It may be time to update some policies to further improve your team’s ability to

KEY THINGS TO KEEP IN MIND

the confidence to immediately resolve issues and win unhappy guests back to your spa?

Personalized Touches The delivery of personalized client experiences is the most effective way of creating client relationships that can stand the test of time. Building brand loyalty revolves less around reward and recognition programs. The focus for spas should instead be on building high-value client relationships through compelling and personalized client experiences. Spas that understand their client expectations and pain points are the ones who are in the position of delivering service experiences that encourage client loyalty. n NAREN ARULRAJAH is president and CEO of Ekwa Marketing, a complete internet marketing company that focuses on SEO, social media, marketing education, and the online reputations of medical, aesthetic and anti-aging professionals in cutting-edge spa-based practices. With a team of more than 130 full-time marketers, Ekwa Marketing (ekwa.com) helps doctors dominate their market and grow their business significantly year after year. Arulrajah can be reached at 1.877.249.9666.

HIRE PEOPLE-FRIENDLY PERSONNEL who come with not only the right kind of skill sets, but are also committed to truly delivering excellent client service. Having the right mindset and attitude to do a job is an absolute necessity when it comes to impressing and pleasing clients.

TRAINING FOR STAFF ON DELIVERING STELLAR CLIENT SERVICES should be a core brand policy as it helps in ensuring that the staff are in a position to not only answer service and product queries, but are also trained to deal with difficult situations.

EXCELLENT CLIENT SERVICE should be a business-wide culture. When the leadership defines and walks the “client experience is a top priority” talk, it sets the precedence for always delivering on a brand’s commitment to excellent quality of service.

EMPLOYEE SATISFACTION is crucial to client satisfaction. Brands with happy employees have the advantage of an engaged and loyal staff who serves as motivated brand ambassadors. Happy employees are more willing to go the extra mile to ensure client satisfaction.

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WANTED:

HOW TO SPOT AND HIRE TOP TALENTS

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ave you ever come across a rock star employee in your work place? A rock star team member is one who

BY MAE strives for excellence, welcomes MAÑACAPJOHNSON new ideas, brings fresh perspective to the table, plays well with the team but leads with accountability and, at the end of the day, gets things done because results matter.

With companies competing to attract rock star employees to their team, it can be challenging to win in the war of talents. It is even more difficult in the spa industry due to the shortage of qualified spa professionals currently in demand.

“When we hire wrong, not only do we lose money but also time and employee morale. The ultimate goal is to get the best employees into your spa, ones who are passionate, talented and committed to a career they love,” says Julie Pankey, founder of JM Pankey Partners.

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“Our amazing team is the very backbone of our spa. They are what keeps our guests coming back.”

— Wendy Lisogar-Cocchia CEO, Absolute Spa Group and Soluzione Spa Products

Treatment room at Absolute Spa in British Columbia, Canada

WHY HIRE ROCK STARS? According to WTS International Director of Training and Development Henry Gudelsky, there’s a need to pay attention to top talents because a business’ success is dependent upon the performance of its team members. “It does not matter if the person is a director, attendant, service provider, or host, everyone contributes to the guest experience and performance of the spa. Having rock star performers within our team enables us to consistently deliver the level of service that keeps customers coming back,” Gudelsky says.

He adds that one can never discount the impact or influence rock star performers have on other team members, making this another good reason why spas and businesses should be on the lookout for top talents. “In my experience, a rock star employee’s attitude and performance is contagious. It will help to elevate the performance of everyone around them.”

Wendy Lisogar-Cocchia, CEO of Absolute Spa Group and Soluzione Spa Products located in Vancouver, British Columbia in Canada, says putting together a “rock star” team is essential in building brand loyalty and a strong client base.

“Our amazing team is the very backbone of our spa. They are

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what keep our guests coming back,” she says.

Salt of the Earth owner and CEO Paul Heslop thinks the importance of having exceptional team members is more felt in an industry focused on wellness, connection and healing.

“People do business with people, not with your logo. Every organization is as good as the people that run it.”

But while spas and businesses should invest in experienced and stellar talents, Osmosis Day Spa Sanctuary General Manager Thor Holm says spotting candidates with “rock star potential” is just as important in the hiring and staff retention process. “What is more frequent, and just as important, is that diamond in the rough,” Holm says.

QUALITIES TO LOOK FOR Rock star employees stand out because of the qualities they possess. “One quality that seems to separate them from the rest is an unquenchable thirst for knowledge or desire to learn ways to do things better. While they are also typically overachievers, they get the business side of the equation,” says Holm.

Lisogar-Cocchia thinks a rock star employee, aside from

being personable and outgoing, is also eager to grow with the company. “The best team members live and breathe guest experience; they continually self-educate and keep up-to-date on industry trends,” she says.

Gudelsky, on his part, look for three qualities to spot top talents: selflessness, commitment to excellence and passion.

“Rock star employees are selfless and understand that they accomplish more as part of a team than they can as an individual. They look for opportunities to coach and improve the performance of everyone around them and jump at opportunities to help others grow,” he says.

Rock star employees display an enormous amount of passion for what they do. “A person’s passion will lead that individual to deliver the highest level of service which, in the process, will help to generate more sales and service opportunities,” Gudelsky says.

Heslop thinks that drive and passion will not only ensure excellence in service but will also help when times get rough.

“People who know how to put things past them and not allow these to affect their professional work life are rock stars!” he says.

RECRUITING TIPS The recruitment process, stressed Holm, starts long before the first interview. This means it’s important to first build a good reputation as a company that attracts top talents. “Create the

type of atmosphere and culture that would allow them to thrive. To be an employer of choice means that your reputation precedes you,” he says. In addition, he uses the ISPA Job Board to post open positions that require skill sets that may be hard to find within the local market.

WTS International employs a referral program to help recruit only the best. Referrals may come from either team members or business partners that they have worked with in the past. “We look to our internal talent bench for promotions before we look outside. With that said, we have a detailed recruiting strategy that we follow to find top talents, that includes posting on various job boards like LinkedIn and at trade schools, as well as hosting quarterly career fairs,” Gudelsky says.

Aside from working closely with top esthetics and massage schools in Vancouver to recruit top-of-class graduates, Lisogar-Cocchia relies on her employees to recommend good talents. “Happy team members are the best recruitment program,” she says. “We have found that referrals from our current employees have been the best way to ensure stellar candidates.”

Referral is a good strategy, says Heslop, because it helps make staff members feel involved in the recruitment process.

“Having our staff buy-in and their desire to work with an individual goes a long way as we are heavily focused on creating a positive culture,” he says.

“Rock star employees are selfless and understand that they accomplish more as part of a team than they can as an individual.”

— Henry Gudelsky Director of Training and Development WTS International WTS International recruits top talents to ensure they help elevate each other's performance and passion to serve.

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CONDUCTING INTERVIEWS Interviews are an important part of the recruitment process, this is often the first step when one uncovers whether a candidate has the makings of a rock star employee. During the interview process, Gudelsky says it’s important to build rapport with the candidate, use consistent behavioral interview questions and be prepared to share with the candidate why your spa or company is a great place to work.

“At WTS, we begin each interview by ensuring that the candidate feels at ease and asking simple probing questions about their career. This helps the candidate feel relaxed and is more likely to open up and feel connected to the interviewer,”

Gudelsky says.

It’s important to have standardized interview decks with behavioral interview questions in order to properly assess and measure whether a candidate is, in fact, a good fit. “When we ask each question, we follow the S/TAR (Situation/Task, Actions, Results) Model and look for answers where the candidate can tell us about their past experiences,” he says.

“Finally, if we think the candidate is a good fit, it is time to explain why WTS is a great place to work. Typically, I would share success stories about internal growth as well as some details about exciting projects that WTS has planned for the upcoming year.”

(CONTINUED ON PAGE 44)

“Use a team approach and include a current superstar in your interview process. Finally, articulate your brand vision and culture so if a candidate is not a fit, he or she can tell you.”

— Thor Holm General Manager, Osmosis Day Spa Sanctuary

Osmosis Day Spa Sanctuary looks for applicants with an innate passion to serve guests.

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6 1.

WAYS TO HIRE RIGHT To minimize staff turnover, Pankey offers the following tips:

Detailed Job Descriptions: All spa positions need a detailed job description, outlining necessary knowledge, skills and traits that the position requires. All management expectations, along with scope and limits of authority, need to also be outlined. Your job

description is your measurement tool for employee performance and new hires. Candidates need to meet at least 80 percent of what you are looking for, anything less and you are asking for problems.

2.

Finding the Talent: Use your job descriptions to create your job postings. Be detailed about what you need. Use social media to your advantage and post through all channels.

Additionally, post through the ISPA Job Board and other industry sites where talent visits.

Reach out through LinkedIn and network with your employees. To give employees a voice in who works beside them, implement an Employee Referral Program where there is a monetary reward for a referred new hire after 90 days.

3.

The Interview: To make the interview count, be prepared and efficient. Establish a set of interview questions that you use with all employees so it is easier to measure one against the other. Ask probing questions and questions where they need to problem-solve. Have

your team participate and have all candidates interview with another staff member with similar questions so you can compare answers and consistency. Besides a stellar resume, a candidate has to have the right attitude and charisma to fit your business. Let your gut be your guide. If you are not 100 percent on a candidate, you can also try a temp to permanent position or contract-to-hire.

4.

5.

Skills Testing: If you are hiring for a technical position, you always want to do a handson practical evaluation. A candidate needs to demonstrate his or her technique and proficiency. Set them up with a lead technician or other team member that you trust. Use

an assessment tool to rate their performance.

References: This is a critical step that is often left because owners are so desperate to get someone in the door. You will be surprised what you learn. You can verify the following with a reference: relationship to the candidate, dates of employment, titles, and job

responsibilities and duties. Most importantly, always ask: “Is there anything else I should know?”

and “Would you rehire this employee?”

6.

Compensation: Nothing makes an employee want to jump ship or not take a job more than compensation. Make sure that the employment package that you offer is fair, competitive and has incentives and room for growth. In the spa industry, finding and keeping top

talent is hard and you don’t want to lose talent by not offering the best package that is financially feasible for your business.

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WANTED: ROCKSTAR (CONTINUED FROM PAGE 42)

Holm advises being straightforward and transparent about expectations, seasonality, workload and training opportunities. “Use a team approach and include a current superstar in the interview process,” he recommends. “Finally, articulate your brand vision and culture so if a candidate is not a fit, he or she can tell you.”

Aside from articulating during the interview process what is expected from team members, Lisogar-Cocchia says it is also important to put skill sets needed a top priority. “This will ensure you hire the best fit for your team and your area of need,” she says.

HIRE SLOW, FIRE FAST Heslop warns that, even with the best interview techniques, there are no guarantees. A candidate may finish a series of interviews with flying colors, but then would later bring personal issues into the workplace. Instead, his advice is to

“hire slow, fire fast.”

“I don’t sell the job to candidates, they have to want it,” Heslop says. “I’d rather have them decide not to work for us now than after we have hired and put in a lot of money and time into them.”

Pankey agrees that there is no fool-proof strategy when it comes to hiring. “It is frustrating when you make a bad hiring decision,” says Pankey. “No matter how experienced you are, it is possible to be fooled by a great interviewer who turns out to be a less than great addition to your team.”

Pankey says there are advantages and disadvantages to immediately spotting a bad hire. “The advantage of realizing this person may not work out is that you have the time to work with them one-on-one and give them every opportunity to improve,” she says. “The downside is that most of the time, your gut is right. This is why I feel so strongly about hiring to your business culture.”

“People do business with people, not with your logo. Every organization is as good as the people that run it.”

— Paul Heslop, Owner and CEO, Salt of the Earth

As a company, Salt of the Earth understands that no amount of product branding can help them succeed without building the right team first.

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RETAINING ROCK STARS Winning top talents doesn’t end after you bring them on board.

It’s equally important to create an environment that would nurture their talents in order to retain them. To do this, WTS International puts together personal development plans customized for each team member and designed toward specific career goals. Having such development plan in place makes sure that a team member always has a new challenge at work with an opportunity to grow and develop. “We also have an employee recognition program that gives everyone on our team an opportunity to be recognized throughout the year.

Demonstrating that you are invested in your team members as people, helping them grow, and making sure that they are recognized will ensure that your team sees your spa as a place to spend their career—not just another job,” Gudelsky says.

Aside from positive company culture, top talents appreciate regular feedback that would allow them to move up on the career ladder. “People like to know where they stand and what they can do to move to the next level,” Heslop says.

Training is also key, especially among those with “rock star potential” who are often highly motivated to expand their skill sets. “We recently brought in an outside-the-industry expert to train our entire team on how to constantly improve and add value to their lives and the business. It’s called ‘Kaizen’—a Japanese business philosophy of continual improvement and personal practices,” he says.

Holm, on the other hand, relies on a robust training calendar developed by its training director and on ISPA’s resources to help build its top talents’ skill sets. “As an ISPA member, I have always utilized the ISPA Certified Spa Supervisor program, which includes the ISPA Supervisory Skill Builder’s Series, to develop supervisors and managers,” he

“When we hire wrong, not only do we lose money but also time and employee morale. The ultimate goal is to get the best employees into your spa, ones who are passionate, talented and committed to a career they love.”

— Julie Pankey, Founder, JM Pankey Partners

says. “We also frequently trade services with other spas in order to acknowledge our team, but also invite them to benchmark other spas, so that they are more engaged in continuous improvement.”

Hiring takes time and effort. “It can take months to fill a position—and time is money,” says Pankey. However, if you put all the hard work required to find top talents, the pay-off can be far more than you can imagine. Finding rock star talents mean creating an environment where only the best in the industry can thrive—and that in itself is priceless to any business. n

WHAT ARE SOME of the common mistakes to avoid when conducting job interviews? Click here to read interview tips.

F E AT U R E D S O U R C E S

JULIE PANKEY

HENRY GUDELSKY

Founder JM Pankey Partners

Director of Training and Development WTS International

NORTH BERWICK, MAINE

ROCKVILLE, MARYLAND

WENDY LISOGAR-COCCHIA CEO • Absolute Spa Group and Soluzione Spa Products

PAUL HESLOP

THOR HOLM

Owner and CEO Salt of the Earth

General Manager Osmosis Day Spa Sanctuary

WOODS CROSS, UTAH

FREESTONE, CALIFORNIA

VANCOUVER, BRITISH COLUMBIA CANADA

June 2016

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BY MAE MAÑACAPJOHNSON

How Effective Leaders Make Difficult Decisions

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magine this: The spa is on the brink of a financial disaster. You’ve been given a difficult task to take drastic measures and cut expenses in order to help stop the financial bleeding. Where should you cut? Should you consider making personnel changes in order to lower high overhead expenses? Should you switch to a new resource partner that can provide more benefits for less investment, even at the cost of potentially burning bridges with a long-time business partner? Every day, leaders are often faced with difficult decisions, but the most effective ones are those who fully embrace the art of decision-making.

“Without skill sets in decision-making, one cannot be successful as a leader, teams cannot function in a productive manner, and organizations cannot grow,” says Irena James, co-founder and VP product development of CelleClé SkinCare in Fountain Valley, California.

ESPA International Chairman and Founder Susan Harmsworth thinks it is imperative that leaders are able to make good decisions on a daily basis in order to make a business and team move forward.

“It is better to make a decision, even if at times it is the wrong one. Learn to trust your instincts,” she says.

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thing and that’s something that I’ve taken to heart in my management style,” she says.

Habits to Develop

Cooper Fitness Center & Spa trains staff to make the best possible decisions in serving guests.

Learning the Skill According to Dr. Diane Wong, owner and medical director at Glow Medi Spa located in Ontario, Canada, decisionmaking is a vital skill set because, in the long run, the ability to solve problems and make decisions can save any business time, energy and money.

“Unfortunately, you sometimes learn problem-solving by trial and error, and you have to use your past experiences to guide you in the future.”

Dr. Wong adds that decision-making is a learned skill set, but is often difficult

to teach because each business and its components are different. “Making the wrong decision can be very costly. You must constantly have a finger on the pulse and be able to read your own business to know when something works or doesn’t—and adapt or change as needed.”

Like Dr. Wong, Cooper Fitness Center & Spa Assistant General Manager Sarah Carroll thinks decision-making is a skill set learned through observation and practice. “Ingrained in every leader should be the desire to do the right

Leaders who excel in decision-making develop habits that help strengthen their ability to find solutions when faced with difficult problems. “An effective manager must be able to prioritize and avoid procrastination, be decisive with a willingness to accept the possible consequences, and react quickly by changing course if certain decisions produce less than ideal results,” says James.

When it comes to making tough calls, James draws wisdom from business magnate and philanthropist Warren Buffet, who once said: “It’s better to be approximately right than precisely wrong.”

Dr. Wong agrees, stating that much of decision-making comes down to priorities. “You don’t always want to be ‘putting out fires’—so never pause and always plan ahead,” she says, quickly adding that having a list of priorities also ensures that you stay on track when faced with multiple issues at once.

It is equally important to form a strong foundation. “To do this, you must first realize what forms your foundation. Is it your people, your products, or your physical space?

Recognize and nurture it,” she says.

Harmsworth, on her part, thinks developing strong decision-making skills means learning to do what’s important, not what’s urgent. “Learn who to delegate what tasks to and do the

“Learn who to delegate what tasks to and do the hardest things first so you'll have a clear mind.”

— Susan Harmsworth, Chairman and Founder, ESPA International

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hardest things first so you’ll have a clear mind,” she advises.

Listen to Understand Carroll says a strong listening skill set is invaluable in decision-making. “To seek out a resolution means to understand the issue. Ask questions to get as deep into the issue as much as possible,” she says.

Aside from the ability to listen well, good leaders tend to also nurture their own employee’s decision-making capacity. “Encourage your employees to be self-sufficient so they can have autonomy over their decisions,” says Alicia Grande, CEO and founder of Grande Naturals, LLC based in White Plains, New York. She stressed, however, that one cannot do this without hiring the right people. “Make sure to hire competent people you trust to think freely and make decisions. When making decisions and delegating to others, take note of their comprehension, give them a minute to write

things down, assure they are absorbing your instructions, and give them space to execute.”

Good decision-makers make it a point to never stop learning. “Someone else has probably already dealt with similar issues at hand, so read leadership books, or even better, follow business and leadership blogs on a regular basis. This can help support and shape some of your own thought-processes before the need to make a decision,” Carroll says.

Analysis Paralysis The fear of making the wrong decision is often the main reason why many find decision-making difficult. In the process, one falls into the trap of over-analyzing a situation or problem, eventually getting crippled in a state of “analysis paralysis.”

“People are afraid of making decisions because they get comfortable [and are afraid of change],” Grande says.

But James says the best strategy to avoid analysis paralysis is to eliminate procrastination. “Set realistic deadlines,

allowing an appropriate amount of time for a well-informed and well thought-out decision-making process,” says James.

On the other side, she says it is equally important to know when to step

“Encourage your employees to be self-sufficient so they can have autonomy over their decisions.”

— Alicia Grande, CEO and Founder Grande Naturals, LLC

back. “Allow yourself to ‘see the forest for the trees,’” she says. “Not taking the appropriate amount of time needed to consider crucial facts or the various angles of any given situation can cause rash decisions and mistakes in one’s

Mandapa Spa, A Ritz-Carlton Reserve offers ESPA products and treatments.

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own judgment. Walk away, take a break from the chaos and endless options, sleep on it and look at it with fresh eyes the next day.”

Grande says it’s important to stop oneself from over-analyzing because it only leads to wasting valuable time on a problem, instead of acting on a solution.

“My advice is to maintain a perspective in order to avoid over-analysis. If you don’t move forward with a decision, you become stalled and stuck. That is not the mind of an entrepreneur,” she says.

One common mistake, she says, is forgetting one’s company mission when making decisions. “Sometimes people become unfocused from their company mission. Other times people fall victim to over-analysis and start fixating on specific things. I like to think of my company as organic and think about how one decision might interact with other the decisions I make,” she says.

One should also be wary of communications overload, as it could often lead to analysis paralysis. To avoid this, Carroll advises finding a spot or time on a regular basis to think about the things that are most important. “Limit distractions and make sure the focus is on a rational and mostly fair conclusion,” she says.

Focus on Facts To get the facts, Dr. Wong recommends creating a list of pros and cons and carefully weighing the risks. “There is always a risk, but you should take a calculated risk, at best. You cannot rush in fool-heartedly; you have to know your facts and figures. But, on the one hand, don’t let the details scare you away from looking at the whole picture,” she says.

In cases when other parties or departments need to be involved, Carroll suggests getting leaders in the same

Glow Medi Spa trains its reception staff to help address guest-related issues, should they arise.

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room and setting aside time to talk through issues and resolutions.

However, she cautions about involving too many parties and having too many ideas, as these could halt good decisionmaking. “I recently read from Cyrus the Great about ‘diversity in counsel, unity in command.’ There’s always the risk of conversations and exchanges to get far from the original issue, and other issues becoming more prevalent or a higher priority, so it’s certainly good to figure out the process in advance,” she says.

Carroll also recommends sharing information ahead of time so everyone comes to a meeting ready to be engaged. “Before leaving a meeting, reduce potential resolutions down to a few possible options. If you cannot do that, there may be some significant dysfunctions to address further down the road,” she says.

“Never make a permanent decision based on a temporary emotion. One of the biggest mistakes we can make is to lose control of our emotions, causing us to lose objectivity and allow emotional reactions to influence important decisions.”

— Irena James, Co-Founder and VP Product Development, CelleClé SkinCare

Dealing with Critics To make decisions, it’s essential to have a conviction and to take accountability for one’s decisions, even when critics cast their doubts.

“You or someone else can talk you out of anything if you allow that to happen,” says Dr. Wong. “Failure should be seen as a lesson in life. It allows you to learn and grow. But try not to keep making the same mistakes repeatedly as that certainly can dampen your zest in trying again. In Albert Einstein’s words: ‘Insanity is doing the same thing over and over again and expecting a different result.’”

When faced with critics, Harmsworth suggests hearing out their ideas to consider all sides.

“Ask their opinion on what they would do better or differently and then dissect why that would or wouldn’t work. It is always important to listen and be collaborative, but then decisive,” Harmsworth says.

Carroll takes a similar approach.

“Figuring out why someone is

questioning my decision is typically where I’d go. Did he or she not feel included? Did this person not have a chance to provide feedback? Did I change my decision after consulting this person?” she says.

James says it’s important to recognize where the doubt may be coming from.

“Many people question other’s decisions due to fear and uncertainty, not because they believe their judgment may be better. It’s important to remember this and to not feel attacked when questioned,” she says.

Like James, Grande advises not to over-react when people raise doubts.

“Responding negatively doesn’t really get you anywhere. I listen and try to understand why this person is questioning me. I take it all in, process it, and later on find a moment to discuss it meaningfully with them. This can be a

mutually beneficial experience and encourages trust, increasing everyone’s ability to make cohesive decisions in a work environment,” she says.

It takes constant practice to become better in the art of decision-making. “As you learn and grow through work and life experiences, decision-making doesn’t necessarily become easier but becomes more efficient, which means less time, energy and money is wasted in ineffective solutions or wasted in procrastination,” says Dr. Wong.

As a whole, it is important to keep emotions in check when making decisions. “Never make a permanent decision based on a temporary emotion.

One of the biggest mistakes we can make is to lose control of our emotions, causing us to lose objectivity and allow emotional reactions to influence important decisions,” says James. n

WHAT ARE some of the ways to eliminate, if not minimize, biases when making tough calls at work? Click here to read more insights.

F E AT U R E D S O U R C E S

IRENA JAMES

SARAH CARROLL

SUSAN HARMSWORTH

DR. DIANE WONG

ALICIA GRANDE

Co-Founder and VP Product Development CelleClé SkinCare

Assistant General Manager, Cooper Fitness Center & Spa

Chairman and Founder ESPA International

CEO & Founder Grande Naturals, LLC

FARNHAM, SURREY,

Owner and Medical Director Glow Medi Spa

FOUNTAIN VALLEY, CALIFORNIA

DALLAS, TEXAS

UNITED KINGDOM

TORONTO, ONTARIO, CANADA

WHITE PLAINS, NEW YORK

June 2016

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A Day in the Life!

BY MAE MAÑACAP-JOHNSON

The life of a spa professional is a continuous cycle of daily responsibilities that help make the spa world go round. Pulse asks ISPA members to give us a sneak peek into their daily lives to help us understand the roles they play and the difference they make on a daily basis.

Darren Hickman, with wife Szlvia, finds balance in work and personal life.

DARREN HICKMAN President • ilike organic skin care from Szep Elet • Indianapolis, Indiana

s half of the husband-andwife tandem that leads ilike organic skin care from Szep Elet, Darren Hickman says operations, finance and mentoring are among the top areas that make up most of his time at work. He directly manages up to 15 team members and says the most challenging part of being the company president is ensuring that everyone within the team remains energized and focused as well as motivated by the same goals. “The most rewarding part is seeing everyone moving in the same direction,” he says.

The brand has a rich history, which helps from a marketing standpoint. In the late 50s, the product line’s founder, Ilike Molnar (also known as Aunt Ilike), created organic skin-care products using Hungarian-grown herbs and fruits that drew minerals from the country’s rich soil and thermal hot springs located along the Carpathian basin.

“Aunt Ilike was considered a pioneer with unconventional ideas who created effective skin and body-care products.

Today, using certified organic products is widely prevailing in the spa industry,” Hickman says.

A

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As far as skin-care trend goes, he thinks “natural products elevated to the scientific level with high-tech organic ingredients, such as stem cells or hyaluronic acid, are the way to go for most spa professionals, especially if independent lab tests guarantee the expected results.”

Here’s what a typical day looks like for Hickman at work: ★ 9 am Starts the day by responding to emails and voice mails, holding internal meetings and taking actions to improve sales, customer service and fulfillment.

“I’m old school so I still rely on my Microsoft Outlook Calendar and Post-it notes to help me plan my day and stay efficient at work.” ★ 11 am Starts progressing from midto long-term projects, such as developing new products, promotions and analytics. ★ 2 pm Calls external partners (who are just starting their day at the West Coast) and takes care of pending tasks. On stressful days, he relieves stress by taking in-between breaks. “I get out of the office a couple of times a day for 30 minutes to an hour to get a cup of coffee or have a short meeting so I can be focused and intense for two to three hours at a time at my desk.” ★ 6 pm Ensures progress on highpriority tasks are made and kicks off plans for the following day. When it comes to business resource, he regularly refers to Stephen R. Covey’s The 7 Habits of Highly Effective People. “I use the Circle of Influence and Circle of Concern principles on a regular basis to avoid focusing my energy on issues I cannot change and focus instead on those I want to and can.” ■

DAY-TO-DAY CHALLENGES Finance: When it comes to money matters, Hickman is involved in metrics management and financial reviews.

Customer service: Hickman says one of the challenges of customer service is promptly responding to every phone call and email in order to meet the needs of every single customer or prospect. He provides support in this area and mentors staff members to ensure that everyone is working toward the same direction. When leading and managing, he tries to keep in mind the lessons of Ben Franklin. “He not only led others to accomplish, but he himself accomplished so much as a scientist, scholar, politician and businessman. He is truly an example of someone who ‘walks the talk,’” he says.

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even to this day, our parents in Hungary, we all work hard to make our company a success.

Boldijarre Koronczay • President

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How do you rally and lead your team toward success?

I do it with transparency and humor. Each day, we start with a kick-off meeting to share our goals, results and customer feedback with our entire company, including our warehouse and production teams.

We infuse the brief presentation with employee recognitions, funny memes, GIFs, puns—and a joke or two from me.

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EuroSpa Aromatics has offered consistent high-quality, high-purity

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Eric R. Snyder • Technical Director How do you rally and lead your team toward success?

We provide continuous reinforcement of the importance of exceeding client needs, knowledgeable advice and rapid delivery. It’s important to empower team members with full authority to resolve any issue to the client’s satisfaction.

We also give recognition, consideration and support to team members’ innovative and creative ideas to improve service or products in any manner necessary.

supports the entire spectrum of our clients’ needs. Innovation in product development and our unyielding commitment to using only Eucalyptus Oil and other pure plant oils of the highest quality and purity are keys to EuroSpa Aromatics’ success.

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EuroSpa ShowerMist delivers 100 percent pure Eucalyptus Oil and other plant oils providing aromatherapy benefits unique to Eucalyptus Oil, Lavender, Mint and Citrus oils. Pure 100 percent natural plant oils deliver exhilarating aroma-therapeutic quality to spa steam rooms as well as home showers. It keeps steam rooms fresh!

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Our farm-to-treatment spa offerings provide

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How do you rally and lead your team toward success?

Our epicurean focus begins with our true loves—good food and drinks. No pun intended, but we are literally marinating in an overflow of new creations and our greatest challenge is often reining in the rally. The waiting time between concept and launch feels like centuries because we’re so excited about what’s to come!

assortment has been voted by American Spa readers as “Top 5 Favorite All-Natural Lines and Body Care Lines” for many years.

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What has made your company or brand a success story?

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Alicia Grande • CEO

offer to spa guests?

How do you rally and lead your team toward success?

At Grande Naturals, we are all about our people. We recognize that a business cannot grow and succeed without the combined efforts and talents of an entire team.

Thus, we rally our team by seeking out passionate and enthusiastic individuals from the very start. Our employees’ dedication is contagious and when their work ethic is combined with excellent products, it makes for a successful business model.

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Olivia A. Smith • President How do you rally and lead your team toward success?

When our team receives daily feedback that our products have helped to improve a bodyworker or esthetician’s life, it takes little more to rally the team than a call or request for information about grounding. They are on a mission.

Massage Table Grounding Pad. What key benefits does this featured product offer to spa guests?

The primary benefit to spa guests is that when massage tables are grounded, massage therapists absorb less stress from clients, which helps to improve therapist energy and state of mind. More importantly, grounding helps to prevent inflammation and extend a therapist’s career. For related science on grounding the human body, visit earthinginstitute.net.

What has made your company or brand a success story?

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The Huffman Hospitality Concepts consulting team, led by Kristine Huffman and Michael Tompkins, has extensive experience in building some of the best

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Kristine Huffman • Owner and Founder How do you rally and lead your team toward success?

We help teams be successful by providing the right environment, tools, co-workers and guidance.

We have found that deep listening, watching for points of tension within the team and direct, constructive conflict resolution is crucial. If that doesn’t work, I try to add a good dose of humor.

What key benefits does this featured product offer to spa guests?

We believe that discerning travelers and spa-goers are seeking more than just a comfortable hotel room and/or an average spa service. We help our clients develop spaces, services, activities, operations and teams that deliver flawless, authentic experiences for guests to cherish, remember and repeat.

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Christopher Pachuilo • Vice President How do you rally and lead your team toward success?

To paraphrase the Cheshire Cat, it doesn’t matter which way you go if you don’t know where you want to end up. Ensure your team understands where you want the company to end up because that will shape, guide and give understanding to every decision. Consistency and passion are also a must.

What has made your company or brand a success story?

Hard work! I don’t think there has been anything more important over the past 11 years than rolling up the sleeves and working hard. Sometimes that means doing it yourself and, at times, that means working hard to find the right people to do it for you.

What key benefits does this featured product offer to spa guests?

Eye Authority has consistently been our top-selling product. It treats all the signs of aging around the eye. This year, we are excited to be donating US$3 from every bottle sold to charity: water to help fund clean water projects around the world as part of our See the Difference campaign.

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What has made your company or brand a success story?

Matrix Fitness is the fastest-growing commercial fitness brand largely due to our culture and our people. We applaud innovative thinking and methods of creative problem-solving. We listen to our customers to identify the issues they experience and create solutions based on their feedback.

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We offer a comprehensive portfolio of premier cardio, strength and integrated

How do you rally and lead your team toward success?

A significant portion of the success Matrix Fitness has experienced can be attributed to a well-prepared and motivated sales team.

A comprehensive training program for all of our products and technologies give them the confidence to truly be a valuable, consultative asset to their customers. They really love what they do!

technology solutions that enable our customers to—in turn—present inspired fitness opportunities to guests. The breadth of innovative products and distribution allow us to offer customized solutions that reflect the customers’ brand and maximizes their resources.

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How do you rally and lead your team toward success?

We believe in our staff; we trust their ability to succeed. We allow our team members to express their ideas in order to reach and achieve success. We encourage our staff to help each other, share ideas, talk openly and exchange feedback.

Teamwork is the key to our success.

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The VitaLift-C HA Serum combines a new generation of patented vitamin C and hyaluronic acid specifically delivered into the skin by biphasic liposomes. The actives are protected from oxidation and get delivered inside the cells. Within 30 days, VitaLift-C HA Serum will brighten the complexion and provide a dramatic lifting effect.

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Creating a positive, innovative, communicative atmosphere at our office is our key to success. As a leader, allowing your team to be successful ultimately allows your team to make your customers successful. We have a weekly newsletter and hold company meetings often to keep everyone in the loop as well as keep all teams communicating with one another.

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What key benefits does this featured product offer to spa guests?

The SPA Check-In App in the “Guest Mode” allows guests to fill in questionnaires and view their full itinerary for the day. The app is connected directly into ResortSuite and will store all information electronically, so your staff will never have to worry about digging up past questionnaires or waivers when a guest comes in for an appointment.

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What has made your company or brand a success story?

RevitaLash Cosmetics began with a unique eyelash conditioner, created by Dr. Michael Brinkenhoff for his wife, Gayle, to help her feel beautiful again during

Michele Sellick • Vice President of Sales

her courageous fight against breast cancer. The

How do you rally and lead your team toward success?

The strong heritage of how RevitaLash Cosmetics began with the courage and strength of one woman, Gayle Brinkenhoff, who inspired the birth of a company, is a constant motivator to our team. Her struggle against breast cancer and belief that our lash and brow products help revitalize the mind, body and soul inspire us to touch the lives of other women as well as help them feel beautiful.

founders were inspired to create a collection of cosmetic products that revitalize the natural beauty and spirit of women.

What key benefits does this featured product offer to spa guests?

Award-winning and best-selling RevitaLash Advanced Eyelash Conditioner is a finely calibrated, breakthrough cosmetic formula that addresses the visual signs of eyelash aging and stress. This proprietary blend of scientifically advanced technology and natural botanicals helps protect against breakage and brittleness; thus, improving flexibility, moisture and shine for more dramatic-looking eyelashes.

Saltability Himalayan Salt Stone Massage SALTABILITY.COM • 1.888.241.2095

What has made your company or brand a success story?

Saltability has solved a decade-old problem: turkey roasters with high-energy consumption and toxic chemicals used for stone massage. Our unique, U.S.engineered warmer requires no water, chemicals, or setup, saving a spa up to 20,000 gallons of water each year. Eco-friendly, easy-to-use, Saltability stones and

Ann Brown • Founder and Owner

warmers boost clients’ health—and therapists’.

How do you rally and lead your team toward success?

I rally my team toward success by leading by example and with a mission to serve and improve the health of others.

It’s important to me that everyone on our team knows we are working side-byside and with purpose.

Working from a place of respect is critical to success in any relationships, whether business or personal.

What key benefits does this featured product offer to spa guests?

Using Himalayan salt stones rich with 84 essential minerals (iron, magnesium, calcium, potassium, and more) in a specific protocol addressing the body’s meridians for deep relaxation, Saltability’s easy-to-learn massage benefits guests by improving alkalinity for skin and body, replenishing minerals and rebalancing the central nervous system and the body’s homeostasis.

SPECIAL PULSE ADVERTISING SUPPLEMENT

SUCCESSSTORIES INSPIRING TALES OF STARTUPS, GROWTH AND OVERCOMING HARDSHIPS

Blending Science and Nature to Create Skin-Care Solutions

BY MAE MAÑACAP-JOHNSON

MARC SAYER Co-founder and President, G.M. Collin - Laboratoires Dermo-Cosmetik Inc. Montreal, Quebec, Canada s a skin-care brand, G.M. Collin is known to use the latest science and technology to develop innovative skin-care products. Its brand story goes back to 1957 when an experienced aesthetician and renowned dermatologist who pioneered the use of collagen pellicles founded G.M. Collin in France.

As the company grew and global expansion became apparent, G.M. Collin strategically co-founded Laboratoires Dermo-Cosmetik Inc.—based in Montreal, Quebec in Canada—in order to develop and manufacture its skin-care products for the North American market.

“Our challenge is to establish G.M. Collin as the leading professional brand in the market,” says G.M. Collin co-founder and President Marc Sayer. “[To establish the brand], we continue to challenge the status quo by excelling, by improving skin conditions and empowering skin-care professionals. We believe in the quality-improvement process and continually work to find the best skin-care solutions.”

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Secrets to Success By staying focused on its mission to provide high-quality skincare products backed by science and research, the company—an ISPA member since 2000—has steadily experienced growth to its market share. “Over the past 20 years of being present in all major markets, G.M. Collin has had substantial business growth in the USA and Canada. Today, it is used by thousands of aestheticians who provide millions of skin-care treatments to their spa guests.”

One of the many reasons why G.M. Collin continues to succeed in the market is its focus on providing a full-circle support and education to its skin-care professional partners. “We provide our skin-care professional partners with a 360-degree support, including exceptional education programs, excellent customer service, captivating marketing support and access to dynamic business development consultants. We offer effective skin-care products for every skin type and condition, in addition to innovative clinical treatments,” Sayer says.

When it comes to business lessons learned from driving the daily operations of the business, Sayer says quality and performance are keys to differentiating a brand from its competitors.

“From the beginning, our strategy has always been to focus on quality and performance. We develop and manufacture our products, conduct ongoing new product launches after rigorous R&D and clinical evaluations, thereby, addressing market needs with leading technologies,” he says.

With these standards, it’s no surprise that the company continues to earn accolades for its skin-care products, winning more than 25 awards in total from a variety of consumer and professional publications that recognize excellence in skin care.

Market Demands As far as market demands go, Sayer says consumers are not only looking for quality products, but also demand that welltrained skin-care professionals, no less, treat their skin.

“Consumers are seeking out qualified professionals who are (CONTINUED ON PAGE 62)

SUCCESSSTORIES (CONTINUED FROM PAGE 60)

able to perform accurate skin diagnostics and customized treatments,” he says.

Responding to this market demand, Sayer has emphasized to his team and partners the brand’s commitment to provide personalized customer service.

“We believe that our success is based on ethical hard work by a team of professionals, by listening to our partners and helping them to develop their business. As a result, our skincare partners are doing a tremendous job providing the best for their clients.”

Looking Ahead Sayer believes that, when it comes to selecting products, consumers will increasingly become more results-driven, which is why the demand for high-end skin-care products that incor-

porate the latest technologies and ingredients that provide efficacious results will remain high.

This trend aligns with G.M. Collin’s philosophy in product development, using only ingredients derived from natural plant and marine extracts which are technologically developed to achieve visible results. “While our laboratory uses the highest scientific standards, our philosophy of respect for the environment mandates that our products are not tested on animals. This balanced commitment to good science is the cornerstone of all our product development.”

For a five-year forecast, Sayer foresees continued growth and more partnerships. “We forecast a continued growth by providing the best support to our accounts throughout North America, with launches of innovative products and by developing new partnerships,” he says. n

G.M. Collin attributes its success to its team's commitment to hard work and excellence.

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ISPA FOUNDATION

Donate to the ISPA Foundation FOUNDATION

2016 ISPA FOUNDATION BOARD OF DIRECTORS OFFICERS CHAIRMAN Frank Pitsikalis ResortSuite VICE CHAIRMAN Sharilyn Abbajay Red Door Spas

DIRECTORS Todd Shaw ISPA Vice Chairman Michael Tompkins ISPA Chairman Lynne McNees ISPA President

MEDICAL ADVISOR Brent Bauer, M.D. Mayo Clinic HONORARY BOARD MEMBERS Ruth Stricker The Marsh, A Center for Balance and Fitness Deborah Szekely WELLNESS WARRIOR

The ISPA Foundation wishes to thank the following supporters for their generous contributions:

Create a Positive Brand Exposure

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part from supporting the research and educational initiatives of the ISPA Foundation, donating to the ISPA Foundation Live and Silent Auctions is a great way to bring your brand in front of attendees at the ISPA Conference & Expo. Delia McLinden, VP of sales & business development at FarmHouse Fresh, a regular donor at the

Auctions, shares with ISPA Chairman Frank Pitsikalis how supporting the event has helped the company create a positive brand exposure.

Frank Pitsikalis: How long have you been donating to the ISPA Foundation Auctions?

Delia McLinden: Every year since we started coming to the ISPA Conference & Expo!

P: What items have you donated in the past?

M: We provided a large farm basket with a wide selection of our most scrumptious top sellers.

P: What’s your tip in putting together the best possible donation package and draw interest from bidders?

M: It’s nice to give bidders a range of top sellers and some newer products or categories to try. We always include an information piece so bidders may know what makes our brand special and unique. We will often partner with a spa that is running our treatments, so the basket recipient can have the full experience—enjoying the products at home, but also experiencing them in a fabulous treatment.

P: Do you have any advice on how to maximize brand exposure at the Auction?

M: Provide a large visual of your logo within your basket so your brand is easily recognizable.

P: How has the Auction benefited your ISPA Conference experience?

M: We love to find out who receives our basket.

It’s nice to be engaged in the total ISPA experience.

We love so many other companies’ products, from hair to sunless tanning and makeup. We’re lucky to be in such an amazing industry and supporting each other is a win-win.

LUMINARY

Ruth Stricker BENEFACTOR

Dr. Howard Murad

—FRANK PITSIKALIS, ISPA FOUNDATION CHAIRMAN

PATRON

Massage Envy Franchising, LLC Red Door Spas

July 13: Deadline to be eligible for inclusion in the Live Auction August 10: Deadline to have your items at ISPA headquarters in order to be included in the Auction Catalog

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ASK THE EXPERT

COSMIN MIHAIU

At first glance, COSMIN MIHAIU may seem like your average 20-something millennial. But, at closer look, there’s nothing average about this young entrepreneur and tech expert from Romania. Mihaiu is the CEO and co-founder of Medical Interactive Recovery Assistant (MIRA) Rehab, which develops software that engages patients in interactive and therapeutic games, turning boring physical rehabilitation into a fun recovery experience.

In this Pulse feature, Mihaiu walks us through the road he has taken in his journey toward innovation.

Pulse: What sparked this innovative idea?

Cosmin: MIRA started when me and three friends (Alina Calin, Andrei Dascalu and Andrei Cantea) were brainstorming for an idea for the Microsoft Imagine Cup—a competition for Information Technology students around the world. I shared with them how, after I broke my arm when I was seven years old, I had to do simple yet repetitive and painful exercises to recover. We explored the physiotherapy market and realized specific videogames for people in need of physiotherapy would aid in their rehabilitation. We built MIRA for the Microsoft Imagine Cup competition, but I don’t think we were thinking about the business side of it then. We were more interested in building something great, something useful, worthy for the Microsoft Imagine Cup World Finals. After the competition and its great feedback, we decided to continue the project, eventually turning it into a business with the MIRA product.

P: What was the innovation process that led to the development of MIRA? C: My colleagues and I saw how patients find physical therapy cumbersome and how some physiotherapists were using commercially available games for the Nintendo Wii or Microsoft Kinect for XBOX 360 to enlighten their patients’ recovery.

However, these games were meant for healthy people and some patients would find them too difficult. We decided to build something more specific, a tool for physiotherapists to help their patients. Furthermore, as each patient is different, we had to build MIRA as customizable software with many options so therapists 64

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may adapt the software to fit their patients’ needs.

P: As a young entrepreneur, what business tips can you share to those wanting to start their own business?

C: The best piece of advice I can think of is to have fun! A startup is challenging, filled with ups and downs, which makes the experience exciting and demanding. It’s important to remember and celebrate the great moments. Also, no matter how exciting it is, I would suggest having some free time in other activities—it helps to bring new perspective and fuel the energy to keep going.

P: What has been your greatest challenge in creating and promoting MIRA? C: I believe the health-care industry is a great field, although conservative. This is for a good reason, as products need to be safe before being used with patients. The process sometimes takes a lot of time before products can be trialed or tested and, because MIRA was a new concept, we had to find people who believe in it and are willing to test it. When MIRA started being used in institutions, one of the greatest feelings we had, and still have today, is when we see patients getting better with what we built for their rehabilitation.

P: Based on your research for the product, what were some of the factors that made it challenging for patients to follow their physical therapy treatment?

C: Some patients follow their physiotherapist’s advice and exercise at home as they are meant to. However, a few other

patients, either adults or children, will probably not follow their home regime. They find the exercises boring, maybe even painful.

Sometimes, the results can’t be seen after a given period of time; therefore, they will lose interest in the exercise. For adults, fitting in another task into their busy lives might also be a factor.

P: How does MIRA engage all ages and encourage adults to play their way to recovery?

C: Our mission is to “motivate people to get better in a faster, easy and fun way.” We want to give patients reasons to follow their physiotherapist’s treatment and exercise at home in order to get better quicker. All physiotherapists agree that patients are more likely to get better if they follow their exercises, but some patients lack the motivation to exercise. We’re building several gaming environments for patients of all ages to perform the exercises their therapists’ recommend.

They are not complicated gaming worlds, we’re just putting a visual and an audio field around the movements for patients to see the progression and how their exercises are projected on a screen—these interactive fields may include a bee to collect pollen, a submarine to study artifacts, an auction house game, and so on. While patients play, MIRA tracks their performance to provide not only the simplistic data so patients can understand how they are progressing, but also a comprehensive report to their physiotherapists so they could adjust the treatment accordingly.

P: What advances are being made in the area of physical therapy?

C: I believe the biggest change will come toward treatments at home. Currently, physiotherapists work with patients, teach them exercises and help them recover. The difficulty is in the home treatment. No matter how much physiotherapists work with patients, it is up to the patients to follow the home treatment and get better. As such, solutions like MIRA will help physiotherapists prescribe and monitor their patients’ home treatment and will incentivize the patients to exercise, to help them get better sooner.

P: After traveling to clinics across Europe and the United States to promote MIRA, what new information have you gathered in the field of physical therapy that will aid patients and therapists?

C: When we started developing MIRA, we decided to make sure it is an application therapists would use with their patients. Everything we develop is based on our partners and clients’ suggestions. We obviously speak to patients as well, to see what gaming environments they’d like to see, as well as how challenging and motivating they find the games. However, most of the feedback we have implemented has been from the specialists who know what would be best for their patients.

The most interesting concept we see is how physiotherapists come up with new ideas to use MIRA, to engage patients in their treatment. For example, some of them would have patients sit on a physiotherapy ball while playing to challenge their balance. Others would have patients play with weights so it can be more challenging. It’s quite interesting for us since we’ve designed MIRA as a tool for therapists.

P: Do you envision your technology getting integrated into other fields, including the spa and wellness industry?

C: Our current focus is to develop a product for people in need of therapy, people who need to exercise to recover their mobility and get back to their normal lifestyle. We are more than happy to have MIRA used in the spa and wellness industry, should specialists or therapists think it’s a great tool for them. We have big plans for MIRA, including expanding it with all sorts of exercises and games, which will hopefully be of interest in the wellness industry to help people stay fit. n

WANT TO READ MORE about the young innovator? Click here and find out which book is on his reading list.

June 2016

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ISPA NEWS

June is... ●

IT’S THAT TIME OF YEAR AGAIN!

●

National Migraine & Headache Awareness Month Professional Wellness Month

J

une 30 marks the end of the 2016 Update ISPA membership year. If you have Your ISPA not yet renewed your ISPA Info! membership, be sure to do so before the end of the month to continue receiving the valuable benefits that can’t be found anywhere else! ISPA’s new membership year will officially begin July 1.

Once you renew your membership, don’t forget to update your company profile so that the most up-to-date information appears in your ISPA Member Directory listing.

To update your profile:

UPDATE YOUR MEMBER PROFILE 1.

2.

3.

4.

5.

Log on to experienceispa.com.

Click My Account in the top-right corner.

Choose Manage My Account from the menu bar.

Update the information that has changed.

Click Save.

PROFESSIONAL WELLNESS MONTH

1 6

West Coast ISPA Media Event in Beverly Hills Start of Ramadan

5 –11

8

National Sun Safety Week

World Oceans Day

1 2 –19 Join the Conversation Get the latest ISPA news and alerts by finding ISPA on your favorite social network. From sharing a photo on Instagram to reading ISPA’s newest Facebook post or finding a message to retweet, you’re sure to find something interesting worth sharing with your network.

FOLLOW ISPA @ISpaDoYou facebook.com/InternationalSPAAssoc @ISpaDoYou

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Men’s Health Week

ISPA Snapshot Survey opens

Father’s Day (U.S.)

International Yoga Day

Last day of 2015-2016 ISPA Membership Year Deadline for US$799 Conference Registration Rate

2016 Conference ISPA & Expo Sept. 13 – 15 Tuesday – Thursday

THE VENETIAN, LAS VEGAS, NEVADA

T

he February Snapshot Survey focused on employee training and was packed full of great information related to this topic. Since quality employee training is essential to the success of any business, it was no surprise to find out that 97 percent of spa member respondents reported

offering a variety of training opportunities to ensure their clients receive the best experience possible. The graph offers a glimpse into the types of trainings that spa respondents offer.

DONT FORGET to keep an eye out for the next monthly Snapshot Survey to stay in-the-know with

what’s trending in the spa industry!

June 2016

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1. BioRepublic Lost Baggage under-eye treatments repair late-night damage and impede the signs of stress and aging. Each mask contains two pure biocellulose under-eye patches that deliver a restorative infusion of peptides, elastin, hyaluronic acid and vitamin E.

2

PRODUCT SPOTLIGHT

BIOREPUBLIC.COM | 1.404.723.3396

2. jane iredale’s Skin Is IN! collection features four beauty essentials: Naturally Matte Eye Shadow Kit, GreatShape Eyebrow Kit, White Tea PureGloss Lip Gloss and Flawless PurePressed Blush. JANEIREDALE.COM | 1.800.762.1132

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3. New Harbinger Publication’s latest book releases Yoga & the Pursuit of Happiness by Sam Chase and Balanced and Barefoot by Angela Hanscom highlight the power of yoga in finding happiness as well as the importance of unrestricted outdoor play to encourage strong and confident children.

NEWHARBINGER.COM | 1.510.594.6145

4. The Spa At The Hotel Hershey, in partnership with TARA Spa Therapy, upgrades its Chocolate, Cuban and Noche Azul collections with the launch of its new and natural signature line.

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CHOCOLATESPA.COM | 1.717.520.5826

WRAP IT

Looking for retail items that your guests wouldn’t be able to resist to gift themselves, family or friends before leaving your spa?

Here are a few recommendations.

UP!

5. Naturopathica’s Energize & Firm Collection, comprised of the Bio-Energy Lift Serum and Bio-Energy Lift Contouring Cream, improves cellular respiration and replenishes essential hydration, minerals and barrier strength to improve skin radiance and vitality.

NATUROPATHICA.COM | 1.800.669.7618

6. Älsa Energy supplement mix contains a blend of Cognizin citicoline, which is clinically proven to provide enhanced focus and memory function; and PURENERGY, a patented ingredient that combines caffeine and pTeroPure pterostilbene for long-lasting energy. ALSAENERGY.COM | 1.949.887.4482

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7. PurErb Bulgarian Rose Soothing Toner features Bulgarian Rose—world’s most expensive essential oil—plus Edelweiss plant stem cells in a complex blend of more than 20 botanical oils and extracts.

PURERBSKINCARE.COM | 1.626.962.1234

8. With a drop of OJAS Vitamin C Serum’s unique formula increases skin’s luminosity, fights sun-damage, and improves hyperpigmentation.

It has natural skin-brightening ingredients like lemon, lime and orange blossom.

OJASSKIN.COM | 1.510.384.9222

9. emerginC’s Vitamin C, Hemp, Avocado and Argan Body Lotion is designed to nourish and hydrate skin, while smoothing and even toning it. It contains key ingredients like hemp, vitamin C, avocado and argan. EMERGINC.COM | 1.800.257.9597

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10. Kerstin Florian International’s New Intensive Renewal Glycolic 15 has soothing botanicals and maximum glycolic percentage to give you an at-home and powerful but gentle exfoliating night treatment. KERSTINFLORIAN.COM | 1.888.537.7846

ISPA STAFF VISION To be the leader in promoting and enhancing the well-being of the spa industry and the people it serves.

MISSION ISPA advances the spa industry by providing invaluable educational and networking opportunities, promoting the value of the spa experience and speaking as the authoritative voice to foster professionalism and growth.

Proudly serving ISPA and the ISPA Foundation

Lynne McNees • President lynne.mcnees@ispastaff.com 1.859.226.4260

Allison Martin • Membership Account Executive allison.martin@ispastaff.com 1.859.226.4334

Crystal Ducker • Vice President of Research & Communications crystal.ducker@ispastaff.com 1.859.226.4427

Jessica Pfister • Fulfillment Coordinator jessica.pfister@ispastaff.com 1.859.687.7014

Jennifer Duckworth • Senior Director of Events jennifer.duckworth@ispastaff.com 1.859.226.4254 Megan Browning • Marketing Manager megan.browning@ispastaff.com 1.859.219.3549 Tara Finn • Sales Manager tara.finn@ispastaff.com 1.859.226.4372

Autumn Phelps • Trade Show Manager autumn.phelps@ispastaff.com 1.859.226.4207 Amber Phillips • Events Manager amber.phillips@ispastaff.com 1.859.226.4420 Elizabeth Pulliam • Membership Experience Specialist elizabeth.pulliam@ispastaff.com 1.859.219.3512 Ashley Roberts • Project Coordinator ashley.roberts@ispastaff.com 1.859.219.3621

Allie Hembree Martin • Public Relations Manager allie.martin@ispastaff.com 1.859.425.5072

Tara Salah Eldin • Project Coordinator tara.salaheldin@ispastaff.com 1.859.219.3615

Briana Lee • Project Manager briana.lee@ispastaff.com 1.859.219.3527

Samantha Smith • Project Manager samantha.smith@ispastaff.com 1.859.219.3619

Mae Mañacap-Johnson • Editor mae.manacap-johnson@ispastaff.com 1.859.425.5062

Jenny Wallace • Strategic Communications Manager jenny.wallace@ispastaff.com 1.859.226.4354

2016 ISPA CONFERENCE & EXPO • SEPTEMBER 13-15 • LAS VEGAS, NEVADA

REGISTER TODAY AT attendISPA .com NEED ASSIS

TANCE? Contact eliz abeth@isp astaff.com or call 1.85 9.219.351 2

THINK ABOUT attending a CONFERENCE that gives you PLENTY to think about.

June 2016

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AD INDEX 5

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IFC &1

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ISPA would like to thank the following Pulse advertisers for their support of the association:

Biotone Professional Massage and Spa Products 1.800.445.6457 biotone.com

8 & 9 HydraFacial MD – Edge Systems LLC 1.800.603.4996 edgeforlife.com

Blue Beautifly 510.788.7543 bluebeautifly.com

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Éminence Organic Skin Care 1.888.747.6342 eminenceorganics.com

BC

54 Éminence Organic Skin Care

jane iredale –

54 EuroSpa Aromatics

844.350.1610 janeiredale.com

55 FarmHouse Fresh 55 Grande Naturals

ESPA International (US) Ltd. 786.350.1192 us.espaskincare.com

IBC

EuroSpa Aromatics 1.800.395.6478 eurospaaromatics.com

7

Phytomer Group Brands 1.800.227.8051 phytomerusa.com

57 HydroPeptide

27

Ready Care Industries 303.341.7171 purefiji.com

58 Nelly De Vuyst

ResortSuite 1.866.477.8483 resortsuite.com

59 RevitaLash Cosmetics

1.888.773.9626 farmhousefreshgoods.com

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HydroPeptide 1.800.932.9873 hydropeptide.com

THE SKIN CARE MAKEUP

INSERT FarmHouse Fresh

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Special Pulse Advertising Supplement

GMC Skin Care USA Inc 1.800.341.1531 gmcollin.com GrandeLASH-MD 877.835.3010 grandelashmd.com

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Nelly De Vuyst 1.800.263.8888 derme.ca

56 Grounded Beauty 56 Huffman Hospitality Concepts

57 Matrix Fitness

58 ResortSuite

59 Saltability

RevitaLash 877.909.5274 revitalash.com

Bold indicates year-round Pulse advertisers and 2016 ISPA Conference & Expo sponsors.

ISPA Welcomes New Members to the ISPA Community Resource Partner Amaya Textiles Barefoot Dreams, Inc. Bittersweet Designs Chandanni.com Chuao Chocolatier CLAYTON SHAGAL Eastern Vibration Glycelene In-Skin Ipanema Footwear Katari Kathy Kamei Designs KVG Group Inc. Lemonwood Luxury Group Leslie’s Makeup on Location Oakdale Made It Margot Elena Companies & Collections Melis Accessories

Oncology Spa Solutions Saphira Sensi Sandals Skinny & Company Valor Equity Partners Vast Spa Solutions Spa Absolute Precision Advanced Skin and Body Beach Club at The Charleston Harbor Resort and Marina Gyrotonic Satnam Mont Albo Wellness Corp Mountaintop Golf & Lake Club mysa Resort Collection RHEAL day spa Sage Springs Club & Spa at Sunriver Resort

Spa at the Orlando World Center Marriott Spa at Toscana Country Club Spa Divine at the Inlet Inc. The Now Massage Boutique - Los Angeles The Now Massage Boutique - Santa Monica The Spa at Bay Beach Club The Spa at CopperWynd Resort The Spa at Litchfield Hills The Spa At Stein Eriksen Lodge Woodhouse Day Spa - Denver Collaborative Caribbean Hotel & Tourism Association Student Victoria Levine Shanon Klaers- van Dijck Melanie Weimar

EDITOR’S NOTE: This includes new members from March 22-April 28. You can access the online membership directory at experienceispa.com.

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SOCIAL CONNECTIONS

Like a true community, let's make meaningful connections. Aimed at helping ISPA members discover each other, share one another's passions and inspirations, and hopefully kick-start warm introductions among peers, this section called Social Connections is all about building bridges. Share your passion with Pulse and see yourself featured in this section.

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Sheila Otieno-Osanya CO-OWNER • THE SPA PEOPLE HURLINGHAM, JOHANNESBURG, SOUTH AFRICA

1. BOOK CURRENTLY READING: Humans of New York

Stories by Brandon Stanton 2. FAVORITE TRAVEL DESTINATION: Mombasa, Kenya FITNESS ROUTINE: Work out three times a week with a

personal trainer

FAVORITE MUSIC ARTIST: Love all music from the 70s and 80s FAVORITE INSPIRATIONAL QUOTE: 1. Be Impeccable With Your Word 2. Don’t Take Anything Personally 3. Don’t Make Assumptions 4. Always Do Your Best – by Miguel Ruiz CAN’T-LIVE-WITHOUT PIECE OF ACCESSORY: Earrings

3. MOST USED APP(S): Facebook, Twitter, Instagram, FitBit 4. INSPIRATIONAL BUSINESS ICON: Richard Branson FAVORITE CHARITY/CAUSE TO SUPPORT: Abandoned

children

thespapeople.co.za

HOTEL AMENITY YOU CAN’T LIVE WITHOUT: Gown and

slippers BEST PIECE OF ADVICE YOU’VE RECEIVED: Life is too short

not to use the good dishes.

@SpaPeople

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“A man who wants to lead the orchestra must turn his back on the crowd.”

— Max Lucado

H

ave you been fortunate to work with a great leader? You’ll know a great leader by how they inspire others to do more, learn more

l l l l

Hire people smarter than yourself and get out of their way.

You can’t lead from the front— to truly lead people, walk behind them.

We can’t be good at everything—embrace what you are not good at doing and hire the very best to do it.

Don’t find fault, find a solution.

In preparation for this year’s ISPA Conference & Expo, we have been reading the books of best-selling author and TED speaker Simon Sinek, one of this year’s keynote speakers. His words about leadership resonated within me, in particular when he wrote: “The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen.”

Within ISPA, our passionate volunteer Board of Directors are the leaders who help to create an environment that inspire great ideas to happen. We rely on their expertise as spa operators and business owners to provide clear direction that enable staff to meet their business needs.

Similarly, the Board provides clear staff directives—but is quick to get out of the way. It is a time tested proven model that fosters a respectful relationship.

Great leaders are gauged by their ability to inspire greatness in others.

Who have you inspired today?

—LYNNE McNEES, ISPA PRESIDENT

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and become more.

In my family, my dad embodies the idea of a great leader. He instilled in me a valuable leadership lesson to hope for the best, but plan for the worst. In fact, we like to tease him about a picture in his office of him sleeping on Air Force One, with a note his staff laid on his chest with the words: “The Advance Man—always alert, always dedicated—always ready for anything.”

He, along with many impressive leaders I have had the privilege to work with over the years, has taught me countless management lessons. Some of the ones I took to heart include:

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White House Advance Man, Ron Walker circa 1972

CONNECT WITH ME ON FACEBOOK! Lynne Walker McNees