Images Med Spa | Learning to Lead by imagesmedspa

IMAGES MED SPA

LEARNING to

LEAD

Learning to Lead E V E R Y T H I N G YO U N E E D T O K N OW A B O U T L E A D E R S H I P AT I M A G E S M E D S PA

8 10 12 14

INTRODUCTION Mission Vision Values

Table of Contents

01. LEADERSHIP Coaching Leadership Flexibility + Awareness are KEY Type of Leadership Styles

16 18 20 22 24

02. BUILDING TRUST The Best Learning Comes From Doing How Trust is Perceived How Trust is Credible

26 28 32 34

03. DELEGATING The Best Learning Comes From Doing Leadership takes effort and intentionality Questions to Reflect on

38 40 42 44

04. MOTIVATING YOUR TEAM Giving Feedback Gratitude. It Goes a Long Way Expressiom of the Face A Common Mistake

48 50 52 54 56

05. GIVING FEEDBACK Feedback Intentions Two-Way Coaching

58 60 61

06. MINDSET Setting Intentions Productivity vs. Effectiveness Proactive vs. Reactive Urgency + Importance Matrix

62 64 66 68 70

07. HIRING PROCESS What are we looking for?

72 74

08. TESTIMONIALS

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Learning to Lead

I have always said that we invest in Leadership at Images so we don’t need to manage (or micromanage) our Team. From my perspective, the goal of Leadership is to create a shared Mission and Vision that others can follow. At Images, our Vision is “To Focus on the Compete Image” and our Mission has always been to be the best aesthetic provider in the Chicagoland area. We don’t want to just be the best med spa…We want our patients to trust us over plastic surgeons and dermatologists. Our Mission and Vision were created in 2018 by Lauren and I as we began to build our brand and expand our footprint f rom 2 spas to 5. But we struggled to grow as we did not have a f ramework for how to treat people. Our Team understood our policies and the overarching goal, but we couldn’t give our team the experience they deserved because our expectations were in our head and our communication was lacking. Because of that, our culture suffered. Amie Martin identif ied this issue in mid-2019 and we met with an organizational coach to dissect our problem. What she suggested, was to document our company values and we did just that. We polled our team to ask them what they valued in their coworkers, management, and their environment, and our values were born. To this day, our employee responses to those questions are my proudest achievement during my time at Images. Finally, we realized that as we continued to grow, we would need to extend great leadership beyond our Leadership Team and build our next level of leaders – spa managers, esthetic leads and injection leads at each center – so we partnered with that same organizational coach to create a Leadership Series to teach our team how to lead at Images. This book outlines what we learned. My hope is that this is a useful tool for you and allows you to make fewer mistakes as a leader and succeed. Making mistakes is inevitable - the only way to become a great leader is to gain experiences and learn f rom them, as well as to have great mentors/managers who support you and believe in you – but if you continuously look back to our Mission and Vision and live our Values, there is a very good chance that you will exceed. Best, Jeff Glazer CEO, Images Med Spa

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“we focus on the complete image.” IMAGES MED SPA MISSION STATEMENT

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Our Vision We seek to be the premier boutique medical spa in the Chicagoland area. We accomplish this by training, mentoring and retaining the best nurse injectors and estheticians in the business and by continually trying to raise the bar. We are committed to honest, patientfirst treatment plans that get results and keep our patients coming back.

EDUCATION. ENVIRONMENT. R E S U LT S .

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“Our values represent our culture, our team, & our environment...” 14

Values Understanding who we are and where we are going, helps us understand what we stand for and what we value. We represent our culture, our team, and our environment.

R E L AT I O N S H I P S We value connection with each other and our patients over making the sale. We find satisfaction and meaning when developing a long-term bond.

PROFESSIONALISM We value that it requires education, skill, and training to perform our jobs. We encourage continuing education for all team members. Our team focuses on sharing with and mentoring each other, as well as other aesthetic providers. All while having fun because we love what we do.

HUSTLE We put in the work and the effort because we don’t expect someone else to hand it to us. We own our success.

CO L L A B O R AT I O N We value a team approach, and we recognize that it takes a village. Our goals are met when many minds weigh in on the ideas that generate and create a solution. We are stronger together.

F A M I LY When we say family comes first, we mean it. We love that our work environment is a family. We are here through the good and the not so good.

INTEGRITY We value honesty, kindness, trust, and respect. Your team values these attributes in you, management, and of our organization. LEARNING TO LEAD | 15

01.

What Kind of Leader Do You Want To Be? Before jumping into a leadership role, it’s important to take a look inside and determine what type of leader you want to be. What characterisitics do you want your team or staff to see in you? Who do you want them to know you as? Once you decide what type of leader you want to be, it will make every step after that even better.

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LEADERSHIP TIP: The best learning comes f rom doing.

Coaching It will help you to reflect on previous leaders you’ve had in your lifetime. What made your previous managers/leaders great? What made them not so great? Coaching is unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them. The best learning comes f rom doing.

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FLEXIBILITY. SITUATIONAL . EFFORT.

Leadership A Key f irst step, is helping someone understand what they need to achieve.

01. L E A D E R S M U S T B E F L E XI B L E . No model of leadership is right all the time; some are useful in different situations.

02. G O O D L E A D E R S H I P I S S I T U AT I O N A L . What is effective, motivating, and engaging in one situation may have just the opposite impact in another situation. A leader must be aware of three key factors: the person, the situation, and the skills/ experience match between the two.

03. L E A D E R S H I P TA K E S E F F O R T A N D I N T E N T I O N A L I T Y. Defaulting to “this is how I like to lead” can lead to spotty success. A leader with only one style in their toolkit will limit their success to specific situations.

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AWARENESS . UNDERSTANDING. COMPROMISE.

Flexibility & Awareness are KEY A key skill you need to manage effectively is the ability to adjust your leading style to the situation. Doing this successfully takes practice. You must be able to identify what the situation calls for and adapt your style to the situation.

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Types of Leadership Styles

Autocratic STYLE:

Laissez-Faire STYLE:

Coaching STYLE:

Partnership STYLE:

Low Tell/High Ask STYLE:

No Tell/High Ask STYLE:

Involves giving clear direction, specif ic instruction and keeping control. With an autocratic style of management, staff have little or no f reedom to make mistakes. When done at the right time, an autocratic style is perceived as being a strong management style. When done at the wrong time, it is perceived as micromanaging.

A French term that literally means “allow to do.” This style leaves things to take their own course, without interfering. This style focuses on trusting staff to use their own knowledge and skills to do something the correct way. Staff receive a very hands-off style of management and have maximum f reedom to implement plans as they see f it. When done at the right time, this is perceived as liberating and engaging. When done at the wrong time, it leaves staff feeling directionless, unsupported, confused, doubtful, and lacking in conf idence.

Your team members are skilled and reasonably conf ident in the role or task. Your aim is to show them how to solve problems and f ind solutions by themselves.

If a member of staff is highly competent in a role, show them that you trust their skill and judgement and let them run with it.

Try to shift to asking not telling (low tell/high ask) when interacting with individuals at this stage. You may still need to occasionally give answers, but you also want to start giving them the f reedom to explore systems on their own and make mistakes. Try setting an objective and asking the team member how they will achieve it, instead of telling them how they will achieve it.

Micromanaging staff who are highly competent is very demotivating and likely to lead to a decrease in conf idence, leading to unexpected errors. This can potentially lead to staff wondering why you don’t trust them, it can lead them to second guess themselves, and lowers overall engagement.

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02.

Building Trust Relationships of all kinds are built on and sustained by trust. They can also be broken down and destroyed by a lack of trust.

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GIVE TRUST. RECEIVE TRUST. ACCEPT TRUST.

The Best Learning Comes From Doing Trust is a cornerstone of leadership effectiveness. Trust is a foundation that will allow you to add more knowledge as you gain it. In order to form trust with your team, you have to give it to recieve it. Lead by example.

Foundational Beliefs: IMAGES MED SPA, LINCOLN PARK

01.

TALK ABOUT LP HERE...Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim TRUST CAN BE THE ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea G R E AT E S T C O Mcommodo M O D I T Yconsequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non YO U H AV E . proident, sunt in culpa qui officia deserunt mollit anim id est laborum. There are times while leading people, when the trust of your T O B E T R U S T E D, YO U team, peers, or manager is the M U S T G I V E T R U S T. greatest asset you have in 19070 Everett Blvd #202, getting things done. Mokena, IL 60448 Leaders who micro-manage, question their team, and set 708.435.2266 expectations low for the team do reservations@imagesmedspa.com not give trust. It is impossible to T O B E T R U S T E D, be trusted if you are not trusting. YO U M U S T WO R K T O B E

02.

03.

WO R T H Y O F T R U S T. Very few leaders start out with the intent to violate or be unworthy of trust. To be trusted, you must be intentional about creating and fostering trust. LEARNING TO LEAD | 29

“Trust is the glue of life. It is the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” - STEPHEN COVEY

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L OYA LT Y. RESPECT. HONESTY.

How Trust is Precieved Trust is about the reality of what the other person believes (what’s going on in their head). Trust isn’t about how you see you – it’s about how others see you.

IMAGES MED SPA, LINCOLN PARK TALK ABOUT LP HERE...Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

19070 Everett Blvd #202, Mokena, IL 60448 708.435.2266 reservations@imagesmedspa.com

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VALUES . COMPASSION. MORALS.

How Trust is Credible You have the biggest impact on your reputation. Whether you stick to your word, are honest about what you do and do not know, treat people well, can be relied upon and are willing to do the right thing, will drive whether people trust you.

19070 Everett Blvd #202, Mokena, IL 60448 708.435.2266 reservations@imagesmedspa.com

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Trust Perceived Credibility Perceived Empathy Perceived Risk

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03.

Delegating Relationships of all kinds are built on and sustained by trust. They can also be broken down and destroyed by a lack of trust.

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TEAMWORK. EFFORT. GROWTH.

The Best Learning Comes From Doing...

M O R E O F YO U R TIME SHOULD BE SPENT

teaching/coaching/reviewing/ growing others than doing tasks yourself.

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A K E Ysed R E Sdo P Oeiusmod NSIBILITY tempor

19070 Everett Blvd #202, Mokena, IL 60448 708.435.2266 reservations@imagesmedspa.com YO U R A B I L I T Y T O WO R K W I T H A N D D E V E L O P YO U R T E A M

to do more than you each can as individuals is a key marker of successful leadership.

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“Successfully delegating can save you hours, and can be one of the best ways to strengthen and develop your team into a high-performance powerhouse” 42

Leadership takes effort and intentionality A leader who tries to do everything themselves ends up with an underdeveloped staff who may feel micromanaaged and demotivated, while the leader themselves feels overworked and f rustrated.

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LEADERSHIP TIP: Your leadership style SHOULD NOT depend on your preference; it should depend on how your staff needs you to lead them in the situation.

Questions to Reflect on: 01. Do you hold onto work because you think there is no one in your team who can do it? 02. Do you do things yourself because it is quicker than training someone else to do it (and you really do not have the time to train others)? 03. Do you have a favorite member of staff who you rely on to do things competently, because others in the team just are not as good? 04. Are you aware of any of your highly competent people getting bored or demotivated? 05. Are all your team members performing as well as they should? 06. Do I have the time to delegate this?’ or ‘Do I have the time to not delegate this?’ 44

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“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” - LAO TZU

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04.

Motivating Your Team A key responsibility of leaders is to accomplish more than they can as individuals, through their teams. And a key element to doing this is properly motivating your team. Different people feel recognized and are motivated through different strategies. The best leaders know their people and know how to best motivate them.

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LEADERSHIP TIP: Your intention when giving feedback influences how feedback is received and impacts the outcome of your discussion.

Giving Feedback By asking “How could you do this better?” You encourage the recipient to think through the task, or issue at hand, and identify ways in which they could improve things. You may need to prompt them or offer your own perspective.

THE BEST TYPE OF FEEDBACK IS N O T “ G I V E N ” – I T I S “ C O A C H E D.”

T H AT

THIS

This is the difference between talking at someone and talking with someone. In its simplest form, this means that instead of telling someone how to do something better, we should ask them how they think they could do it better.

O F T E N , P E O P L E A R E AWA R E O F T H E I R B E H AV I O R , B U T A R E N O T AWA R E O F T H E I M PA C T O F T H E I R B E H AV I O R . Occasionally, you may need to point out something that the recipient has overlooked. This is ok if it is put forward as a suggestion, not as an instruction

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“Leadership is not about a title or a designation. It is about Impact, Influence and Inspiration.”

Gratitude. It Goes A Long Way! S AY I N G T H A N K YO U . A genuine ‘Thank you for the work you have done’, with a specif ic description of what someone did to drive impact, has more power than a small f inancial reward.

A N E W C H A L L E N G E . If someone has done something particularly well, asking them where else they’d like to learn is a great way to recognize work well done.

19070 Everett Blvd #202, Mokena, IL 60448 708.435.2266 reservations@imagesmedspa.com

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Expressions of the Face: Many of us are expressive and we wear our expressions on our faces or in our voices. You team will pick up on that. It’s important to be positive when motivating your team. Often times we can bring our outside lives into work with us. Facial expressions/tone of voice should match your enthusiasm when pumping up your staff. They will feel your energy and vibe off of that.

LEADERSHIP TIP: Leadership takes effort and intentionality. Defaulting to “they should do it because it’s their job” will get you the minimum required. True excellence comes f rom a deeply motivated team.

HELP THEM TO F E E L I N C L U D E D. . .

A sense of community f requently builds on the themes of value, challenge and control. The motivational principle of community states that people like to feel part of something.

19070 Everett Blvd #202, Mokena, IL 60448 708.435.2266 reservations@imagesmedspa.com

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A Common Mistake... made by inexperienced leaders is the perception that a task simply must be done in a certain way and at a certain time, in order to meet a business need. However, a manager can pass perceived control of this task to a member of staff by setting the challenge, making the end objectives clear, and allowing the staff member to determine the “how” of accomplishing a task.

T H I S C A N O F T E N B E T H E T O U G H E S T PA R T O F B E I N G A M O T I VAT I N G M A N A G E R – setting clear expectations, then letting go of the process to let those we lead learn, grow, and engage. When we micromanage, we rob people of their ownership (and then wonder why they aren’t engaged!).

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05.

Giving Feedback It is critical to successfully giving feedback that you authentically come from a place of seeking to understand, believe the person you are giving feedback to has the best intentions (as most people do most of the time), and are open to a true 2-way dialogue, which means leaving space for the fact that your perception may also need to evolve. Your team wants to succeed just as much as you do. Giving feedback wehile creating an open dialogue not only helps them to feel at ease, but also help both parties come to an understanding that is positive and creates room for progress.

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P E O P L E B E L I E V E W H AT T H E Y T E L L T H E M S E LV E S FA R M O R E T H A N W H AT S O M E O N E E L S E T E L L S T H E M . The individual will not feel that the feedback is irrelevant, or the improvements are impossible because they themselves have identif ied the impact (relevance), what needs to be done, and how they can do it. With a two-way coaching conversation, people will be left feeling that you are helping them, not attacking them.

A T WO -WAY C O A C H I N G C O N V E R S AT I O N H E L P S S O M E O N E T O E XP L O R E A N D U N D E R S TA N D B O T H W H AT W E N T W R O N G , A N D H OW T O F I X I T. The emphasis is on making the future easier by doing a task well, not berating a person for a previous failure. These conversations are solution focused, not punitive. Do not just tell someone they did a good job, empower them by helping them realize that they did a good job and what specif ically made it great so they can repeat it!

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06.

Mindset W E S TA R T W I T H S E T T I N G I N T E N T I O N . At times we may struggle with trying to get everything done as soon as we can. Having the mindset of “what can I delegate” vs. “what needs my attention NOW” gives you a minset of your priorities.

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LEADERSHIP TIP: Highly effective people don’t manage time, they manage themselves.

Setting Intention • • • • •

Create Self Awareness Recognize your strenghts and weaknesses Self Reflect Examine your decisions Identify your triggers

Productivity GETTING THINGS DONE. The rate at which products are created M A G E S M work E D S PisAcompleted. , LINCOLN PARK orI important TALK ABOUT LP HERE...Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

VS.

19070 Everett Blvd #202, Mokena, IL 60448 708.435.2266 reservations@imagesmedspa.com

Effectiveness GETTING THE RIGHT THINGS DONE.

The ability to avoid wasting materials, energy, efforts, and time in doing something or in producing a desired result be trusted if you are not trusting.

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Productivity VS. Effectiveness

LEADERSHIP TIP: Highly effective people don’t manage time, they manage themselves.

LEADERS SHOULD NURTURE BOTH:

As a leader, your job is to care about productivity, but you’ll also need to strike a balance that makes sense for your team. Productivity and Effectiveness can go hand in hand when you use the correct tools to create the desired outcome.

ONE IN

Sometimes two people doing the same job on the same team will have wildly different levels of productivity. Although there are about forty billion factors that can impact someone’s productivity, in some cases it just comes down to inefficient planning and time management.

THE SAME:

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Growth in the Mindset of: PROACTIVE + REACTIVE

Proactive • Assume responsibility • Exercise Control

Reactive • • • • •

• Have Choices • Freedom of choice • Guided by own Values and Principles

Victim mentality Powerless Blaming others Passive Guided by conditions created by others

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Urgency and Importance Matrix: At times we may struggle with trying to get everything done as soon as we can. Having the mindset of “what can I delegate” vs. “what needs my attention NOW” gives you a minset of your priorities.

PRESSING PROBLEMS LIMITED TIME MAJOR OPPORTUNITIES DEADLINE-DRIVEN

I M P O R TA N T

CRISIS + FIREFIGHTING

I N T E R R U PT I O N S ROUTINE CALLS/EMAILS/MEETINGS ” N I C E TO K N OW ” I N FO R M AT I O N

MEANINGFUL LEARNING R E L AT I O N S H I P B U I L D I N G I N N OVAT I O N + ST R E A M L I N I N G C U LT U R E B U I L D I N G

NON-URGENT

N O T- I M P O R TA N T

URGENT

PREVENTION + IMPROVEMENT

TRIVIAL , BUSYWORK MOST SOCIAL MEDIA P L E A S U R E A C T I V I T I E S (aka time wasters) I R R E L EVA N T L E A R N I N G

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07.

The Hiring Process “Leaders create and inspire new leaders by instilling faith in their leadership abilities and helping them develop and hone leadership skills they didn’t know they possess.” - John C. Maxwell “You don’t always hire for skills, you hire for ATTITUDE. Skills can be taught” - Simon Sinek

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LEADERSHIP TIP: If they deviate f rom the question, ask, “Tell me more about...OR how specif ically did you....?”

What are We Looking For? Think of the behavior or type of response you want this person to have. Examples: good under pressure, good with clients, proactive, creative, problem solver, hard-working, ability to handle stress, etc.

What is that behavior or ability?

DEVELOPING THE QUESTIONS

Example: Ability to handle an angry customer. Think about a situation where the candidate would have displayed your desired behavior in their history? i.e. Service went poorly.

QUESTIONS FOR T H E C A N D I D AT E

“Tell me about a time when.... What happened? What did you do?” “Give me an example when.... What happened? What did you do?”

Situation: What was the situation the candidate was in?

W H AT T O LISTEN FOR

Task: What was the task the candidate needed to accomplish? Action: What were the actions the candidate took to accomplish this task? Results: What were the results of their actions?

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08.

Testimonials A T E S T I M O N I A L I S L I K E A T R E E T H AT PA S S E S T H R O U G H VA R I O U S S TA G E S O F G R OW T H A N D D E V E L O P M E N T. Leading a team has so many variances. From each staff member and their differences in personality, to the tasks and services they can do, there’s alot of ground to cover. Many of us may second guess if we’re doing an “ok” job, and want nothing more than to see our teammates prosper and soar.

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LEADERSHIP TIP: “Leadership is not a position or title. It is an action or an example.” - Unknown

Testimonials

JEFF GLAZER C EO

Open your camera and scan the QR code to hear from our leaders at Images Med Spa.

GIA CORDARO Lead Ae s t h e t i c i a n

LAUREN LANGFIELD President

A L LY Z U R AW S K I I m a ges Med Spa H in s d ale, M a n a g er

B R I A N A S U J KA VP o f O perati o n s

AMIE MARTIN Le ad I n je c to r

S AV H A N A J O H N S O N Im ag es M e d S pa Wh eaton , M an ag er

CAROLINA BABICZ I m ag es M e d S pa Wi l m ette, M an ag e r

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IMAGES MED SPA

Learning to Lead