Beauty Business Strategies
The podcast where salon, spa, medspa, barbershop, and lash studio owners — just like you — learn quick tips to make more money, inspire your team, and create world-class client experiences.
Beauty Business Strategies
Empowering the Beauty Industry: A Conversation on Trust, Communication, and Leadership
What happens when you combine open communication, vulnerability, and trust in the beauty industry? You get Trisha Koppert, the general manager of Dulcederm, who believes in the power of a safe and inclusive workspace.
Get ready to explore a stimulating conversation on the art of empowering not only the owner but also the team, interpreting the owner’s wishes, and transforming difficult conversations into dialogues that can foster growth and understanding.
In this enlightening chat, Trisha talks about the significance of building trust and creating a culture of investment in her team, and how these factors have shaped Dulcederm’s growth journey. She underscores the importance of listening to understand, not just respond, and how this practice lays the foundation for a successful team. Additionally, Trisha opens up about her experience of overcoming personal challenges and how it has shaped her as a leader.
This is not just a podcast about the beauty business, but an exploration of leadership, courage, and the crucial role of a fulfilling career in nurturing the soul.
Join us on this insightful journey with Trisha Koppert and take away valuable lessons on building a culture of empowerment and open dialogue.
00:03 - Welcome
01:17 - Meet Trisha Koppert
02:02 - Between owner and teams there's General Managers
04:14 - The salon/spa general manager's role
07:25 - Taking care of team
09:56 - Empowering your team's voice
16:02 - Fostering ownership and connection from your team
18:51 - Vulnerability and trust in building relationships
22:01 - How teams can ask for help
25:25 - Not every situation is beautiful and wonderful
27:17 - The role of passion and vulnerability
34:19 - The Importance of vulnerability and listening
36:38 - Being there for your manager
39:38 - Listen, translate, empower, educate, excite, and include everyone - The crux of the manager position
Watch the video version of this episode: https://youtu.be/E4X0bg4GOPI
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The Beauty Business Strategies Podcast is designed to give salon, spa, medspa, barbershop, and lash studio owners, just like you, quick tips to make more money, inspire your team, and create world-class client experiences.
Welcome to the Beauty Business Strategies podcast, where we give salon, spa and med spa owners quick tips to make more money, inspire your team and create world-class client experiences.
Trisha Koppert:Welcome everybody to the Beauty Business Strategies podcast. Once again, i'm your host, michael Yost, and today I am joined by Tricia Copert, the general manager of Dulsaderm. I'm really excited to have a great discussion with Tricia. We've got some really cool Tricia and I were having. obviously, as always happens, i have side conversations with people, whether it's through whatever connection, through coaching or just meeting them or however. I'm like, oh my gosh, people have to hear what you have to say. Tricia is no different in this same thing. But before we get into the topic of the day and the conversation of the day, i always like to start with having our guests introduce themselves and just give us a little bit of who they are, so that you, the listener, has a sense of who's talking. Tricia, welcome and give us a little bit, give the audience a bit of detail about you and your role.
Speaker 3:Yeah, thank you so much for having me on, michael. My name is Tricia. I work at Dulsaderm in Beaverton, oregon, which is a little suburb west of Portland Oregon, and I've been here for about seven years. I started as just bookkeeper and kind of worked my way in service provider and then eventually manager And I've been kind of running it for about five years I think. So we do primarily sugaring, hair removal and skincare and we have our own skincare line, and so I manage our one location And, yeah, that's kind of my elevator speech.
Trisha Koppert:Awesome, perfect, perfect speech. So what I'm so fascinated in talking to Tricia is the fact that I really want everyone out there to kind of hear I think there's a great Tricia's got a great voice as a general manager that I think can be very impactful for those that are out there listening from an owner's perspective and an owner's ear, but also the perspective of a team member And maybe a team member that is also in a similar type of position, a leadership type of position, or just honestly, a team member in general. But I really feel as though what I want to really kind of start discussing and talking to Tricia about is this position itself as a general manager really gets kind of stuck in the middle. I always like to say it's almost one of those kind of push-pull kind of moments, like stuck in that place between you know, we are the voice of team members, but we also need to be the voice of owners And sometimes that can put us into these situations that there's a lot of push-pull around that and what not, and challenges and what not to come up.
Trisha Koppert:So, tricia, i guess my first thing out of the gate would be you know, let's just start with the idea of what do you see as maybe some of the most important components about your job, just when it comes to how the business kind of works and functions? And really I'm talking more about that. I don't mean we could get into the behind the scenes and talk about numbers and this and that and the other, but that's not this conversation. I want this conversation to be more about the communication piece, more about the leadership piece, more about the roles and responsibilities piece. So give me, from your perspective you know that what are some of the most important components or ingredients in your role and how you view your position.
Speaker 3:Absolutely Yeah. So I, you're absolutely right. The role of a manager is in the middle, by definition, and I think what sets managers apart and what I strive to do most importantly is to remember why I'm here and why I love what I do. My passion and my drive for wanting to be a manager is because I want to help other people realize their dreams. So that fits both to the manager or to the owner, i'm sorry as well as to the team member, right? I want to create a space where everyone involved feels safe to communicate, ask what they need to find that drive to build their own career and their own life and the way they see it.
Speaker 3:So the biggest thing for me is having passion. You have to be passionate about being a manager. If you go into it with resentment or like I don't know, it's not going to be a great fit. You're going to feel the pressure of being stuck. You're going to feel that pressure regardless. But having the passion, you do a place to ground yourself and remind yourself why am I here? Why did I want to do this?
Speaker 3:The other part of it you know that you got to be a good communicator. You have to be able to hear and actually listen to what others are saying, or maybe what they're not saying because they don't know how or they're not sure if they have that trust that they can tell you exactly what they need to and turn that into something that they can hear back or the right person can hear it. So, whether that's interpreting what the owner's wishes are and then communicating that to a team in a way that feels uplifting and powerful, or helping a team member who's struggling and encouraging and empowering them to communicate with someone else that maybe, hey, when you do this, it makes me feel this way and I can't we can we talk about that, you know, instead of internalizing those things. So helping people find their voice, i think, is something that is really important in this role, and having the desire to make people smile, like I don't want someone to come into our space and not feel welcome and not have a reason to leave smiling right. So that includes my team members, that includes the owner, that includes myself, and you know, yes, we're busy juggling all sorts of different things as a manager. But getting down to the core of it and really driving from that passion point of here's what I love doing, here's how I can help in my corner of the world. And then how does that affect the rest of the world? It's by all of the people we see every day, sending them out with smiles, sending them out of a place where they feel safe and valued and heard and honored.
Speaker 3:I'm a huge proponent of if you don't take care of your team, they can't take care of clients. It's not my job as the manager to oversee every single interaction that the client has when they come in. It's my job to make sure that my team is equipped and supported and ready to help each individual client that they're seeing, because we're in the room with them As a service provider. They need to know that the second they walk out of that room, that they've got support, that their client is taken care of, that everything outside of that room is handled so they can focus on what they're doing. So, yeah, that's. Those are really the main structure points I think of being a manager, and one that's passionate and excited, because it can absolutely not be that way, right, yeah, so Well, again, you said a couple of things that certainly stand out, As you just mentioned that idea of being passionate.
Trisha Koppert:I think you're exactly right About the passion. You said that right at the beginning I think it was your first point just saying because without that you can build I wrote down without passion we can build resentment, and that's not something that obviously it's not going to be something that helps us to move forward. It keeps us stagnant or might take us backwards. But one thing that really jumped out at me was you mentioned the voice. I wrote down the voice and you talked about how do you? I guess my question is how do you help others have a voice and how do you see again, being in this middle between sometimes you're a voice from leadership, sometimes you're the voice of the team, sometimes you're your own voice. So talk to me a little bit more about how you help others and however you want to frame that, how do you empower others to have their voice and what's that look like?
Speaker 3:Yeah, absolutely So. The first thing's first is you have to be willing to take the time to get to know them. So, in regards to the team, empowering their voice can sometimes be a challenge. Some people don't have enough self-confidence, some people have plenty of it. But listening to them and asking good questions, getting to know them, spending those first few months really really kind of doing a little bit of a deep dive into who they are, what makes them tick, what makes them happy, where is their passion, what brings a smile on their face, what sets them off.
Speaker 3:I enjoy watching people and kind of observing how they talk to one another, how they interact with clients, listening to their conversations. I can hear things through the doors of the service rooms. So I'm kind of continuously listening in, watching their body language, all those sorts of things, to really kind of get a good picture of who they are. So that's kind of my first step learn who they are, get to know them. The next part is really just kind of helping them relate our values as a company to their values as a person. We do have some onboarding questionnaires that we do and things like that, so I can kind of have my own suspicions about things I need to drill down on and just take time to be with them and kind of just see how they respond. How do they handle when they're learning a new skill, what happens when they get frustrated, what makes them a little irritable, like all those kinds of things. And then I just ask them I do all of our one-on-ones, i do all of our team meetings. I will do as many one-on-ones with someone as they need, and everyone's different. Some people I meet with weekly, some I meet bi-weekly, sometimes just once a month. You know, at the very minimum it's once a month.
Speaker 3:And then I say what makes you feel empowered, what makes you feel strong, what makes you feel heard? And in our huddles, not quite every morning, but at least once a week, i remind them that we are professionals. We went to school, we've done education, we do continuing education, we invest in ourselves, we invest in them as a business. So with that, how do I help them feel more empowered? How do I help you feel like the professional you are? Because not everyone feels that And often the answer is oh well, that's a question. So we take some time when we think about it and then we come back together And the answer is just keep reminding me.
Speaker 3:And when I come to say something like then remind me oh, is this you feeling empowered when you say something kind of out of the blue or randomly, or and it's over time that folks actually start feeling that empowerment and want to come and talk to me about things, because ultimately, as a manager, I don't want them to hold anything in. I want that to be like constant. Oh, i had a thought, let me go talk to Trish, or oh, we tried this thing and it is not working. So, and I find that our team especially has really blossomed and have kind of taken that to the next level. And while they hated my line of questioning at first, they've come to understand that I can help them.
Speaker 3:If they want to deep dive on a topic because they don't feel like they have the right answer, great, we will quiz each other until they are answering questions without thinking about it. So we just really work on that. And it is an individual process, but for me it starts at the beginning. I have to build that trust with them, just like we do with our clients, so I have to build it with the team member first, so they can then believe it and live it and pass that on to the client, and then I also have to practice what I preach. So that's where it gets hard.
Trisha Koppert:Yeah, exactly That is where it gets hard. I love, again, just the insights and perspectives that you're bringing to this. What I can imagine is right now I don't know how far exactly we're into this conversation 10, 12, 13 minutes, something like that right at this stage of the game But I'm sure there's a number of owners out there that are listening and going man, i hope I have team members that are thinking in the same mindset that you think. And how can we replicate some of this ownership of the role that you have, which is fantastic? So let me ask the question this way If you were talking to a group of other owners, i want to ask this same question, but from a couple of different perspectives.
Trisha Koppert:We're going to start with the idea of if you were talking to a group of owners in companies from your role, what would you tell them would be the key things that they would need that they can give to a leader in their company I don't care what the title is General Manager, manager, department Head, whatever, right What would be the advice you would give them that might start to foster this idea of man. I want these team members to really take on that ownership and that level of connection. So where would you start with that?
Speaker 3:Yeah. So this is such a great question I think I would say start with trust. So trust is a two-way street. You've got to build it.
Speaker 3:Looking back on my experience with Tamara, the owner of Dolcederm, she modeled trust for me in a way that taught me that okay, yeah, okay she means what she says, okay, great, and then I could take the next small step forward. And then the next step and investment, understanding that, if you want a manager or whatever, a team member who's in a leadership role to feel empowered to treat it like their own business, which is ultimately the goal You want everyone to think of long-term best for business itself, invest in them, whether that be taking the time to really get to know them, finding out what their passions are and how does that relate to their role, or how can that serve their company. I talk and live and breathe dulcetum in a way that it is my company. No, i'm not the owner, but if you asked anyone who I've ever met, they will tell you I have more passion for my business than they know how to talk to me about, because I will tell everyone about it. I will tell them how much I love what we do, about the space we create.
Speaker 3:That's because Tamara, as the owner and the leader of the business, took the time to share her passion with me. That vulnerability, i think, is really where that investment and that trust is based out of. You have to be willing to be vulnerable, because if you can't, how can you expect them to be vulnerable enough to do the same thing with the rest of the team? We're asking team members to be vulnerable and to trust us and put their faith in us as their choice of a place to provide their family with a living. So that requires vulnerability And you work through that with trust and investment and time And by doing what you say.
Trisha Koppert:Right, yeah, i love it, i love it.
Trisha Koppert:I think that when you talk about that investment piece, when you first say that word, i think probably immediately people put a dollar sign right after it And what I love is the fact that hopefully everyone what I'm finding very interesting, this is a whole side conversation probably should be a whole side podcast about good communication and listening to listen, not to respond And listening because we oftentimes listen to something. We hear something called you know, we say oh, she's going to tell you. she said investment, and it probably took us the first minute. We probably didn't hear the first 60 seconds of what Trisha just shared because we were too, we were waiting for the dollar to go with that investment idea, and so what I love about that is obviously there's no discussion about that. And again, let's be serious, you know, i mean sure, you know money is a part of every business. You know it's, you know. but you know the fact of the matter is, when you really heard what really matters When she said investment. it's about investment in time that you can give to someone, investment in your passion, investment in sharing and building. you know, talk about linking in that trust, just the investment in, you know, just letting someone know that I support you, that I believe in you, and again, just the investment in. here's what this company is about And I want you to really understand that. you know, at the core, not to surface stuff. you know it's the core things that you attach to. So I love those two pieces. you know, great advice, again, recapping that great advice that you're sharing with the, with leaders, owners of companies, to say, hey, listen, just telling you as someone in this role, here's what the same people in your role need. man, show them trust, build trust, give trust and invest in those components that are so important in a business. Love that.
Trisha Koppert:Now take the same question and let's throw it on the, let's throw it from your lens, like you're talking to peer to peer in this. So again, so you're talking to someone maybe at this point that says, hey, you man, but you don't know, trisha, you don't know my situation. Like you sound like fully, like obviously there's all this trust and there's all this like man, you're so empowered and man that would be so cool, but you know you don't understand my situation, because I know that's kind of happening out there, like if only I had an owner like yours that was so blah, blah, blah, blah, blah. right, and they're putting these words to it.
Trisha Koppert:What would your advice and again, your direction be to say? because I'm sure, let's be honest, i'm sure this just didn't happen out of the ether in the blue. I'm sure it took a little bit of work and some knock and some heads a little bit and some push, pull and maybe it's a little bit of like how do I wanna say it, i don't wanna use the word some battles right In their battle of wills and opinions and thoughts to get to a point that we can kind of sense. So what would your peer to peer? what would you say to that person?
Speaker 3:Yeah. So, starting off, i am very blessed, i am very lucky and I put myself through the ringer to build trust with someone, overcoming all of my own personal things, and I put her through her own trials. So there have been battles, there have been tears, but you know what? I wouldn't trade it for the world, because you have to be courageous enough to really stand by your values and what you want And if you really are passionate about your position, you will stand up and say, okay, this is gonna get tough, but we're gonna stand up and we're gonna learn to work through it together. How do we need to communicate better? Are we miscommunicating or is this a difference of opinion? You know working through those things. I am so lucky. I met Tamara before I ever worked for her. I was her bartender, so I We're all great team members come from Yeah, i know that.
Speaker 3:Absolutely, but so I knew her a little bit. It's still in a very like not best friends way, but like, i knew of her and knew what she was doing And it got me hooked enough to be willing to say okay, let's sort this out, let's figure out what. How are we gonna grow this business? What are we gonna do? How do we move forward? You know all of those things. There's gonna be battles. There's gonna be days where you don't love your job because you gotta do something you can't or you don't wanna do.
Speaker 3:However, if you are not willing to do the work on yourself and figure out is this really a passion of mine At its core? is this something that fulfills my soul? If it's not, you won't be willing to walk through those battles, you won't even be willing to go to battle and show up, and so it requires a lot of self-reflection and you have to get a little selfish. You got to say how is this serving me? How is this fulfilling my soul? Does this help me with other things in my life? And if you know, i mean I get it.
Speaker 3:Not every situation is beautiful and wonderful, or it is for a time and then it's not. There's always ebbs and flows, but for me it comes down to you got to work on yourself and figure out is this what you want to do? Because, if it is, it's worth suiting up and going to battle. It's worth taking the time to find out who you are so you can tell your owner what you need And so you can actually support and relate to your team. Because you it's all fluff and stuff. If you're not willing to be vulnerable in who you are and what you need, how can you support someone, just like we're asking our team to support our clients by being present and creating a wonderful five star experience? You can't do that if your team member doesn't feel that they belong or empowerment or have any passion. So it starts with you.
Trisha Koppert:Love it, love it. There's a couple of things that I'm noticing is I always like to jot down some notes on the side As we're talking. Things are always kind of triggering in my brain from trying to listen to things that you're sharing, and there definitely are a few words that continue to constantly come up throughout this conversation. We're hearing that passion word continue to come up. Said it right at the beginning. It's come up a number of times since then. That idea of vulnerability comes up, that idea of again that trust piece comes up. These things keep showing up.
Trisha Koppert:We could almost kind of say in a lot of ways, what you shared to the owner is almost the same thing that you would share with team, Maybe if you were slightly different lens. But it still comes down to that idea of okay, listen, you got to have passion and you better have your own investment that you're also giving back. This whole thing has to be a two way street, and you said that in the earlier question, talking about the fact that, hey, you got to start with trust, but trust is a two way street. Again, you got to give it to get it. You got to give. You know it's in vice versa, right?
Trisha Koppert:So I love this whole idea that a lot of what's being shared here is that, you know, is that the idea of that two way street, and it is that idea of if we aren't willing to be vulnerable, that could be the Achilles heel that just holds us back from the greatness that we could achieve in that position. And being vulnerable gets a little bit, you know, i don't know, i think sometimes that can be something that gets a little bit scary, gets a little bit intimidating When you think, let me, let me define it this way, because I put the word out there and a lot of times I have my own impression about what I mean when I say that word. When you put out the word vulnerable, what does that mean to you? Like, what's vulnerability look like? Especially, let's frame it within the context of this dialogue, because it's going to mean different things in different scenarios.
Trisha Koppert:you know, vulnerable with me, with my significant others, a whole different kind of vulnerable than vulnerable at work, you know, is So, in this, in this framework, when you've used the word because it's come up a number of times and I love it what do you saying? what do you mean when you say that?
Speaker 3:Yeah. So for me, vulnerability in the workspace means that you are willing to share your goals. So everyone has goals, and by that I don't necessarily mean monetary goals. I mean what do you want out of your career? Can you tell me how your career helps you in your life outside of work? Because that's basically what we're here for, right? So how, how can you take something that's very personal and very vulnerable of like okay, this is what I want. This is my big, hairy, audacious goal is I want to be the best, whatever Great, let's get you there. Does that take more schooling? Does that take learning soft skills? Does that take time? What does that take? Being vulnerable enough to say I'm I want to buy my first house, this is my goal. I want to know that my financial situation is stable, has longevity, but you know, for every person it's different, right, but it's that motivation.
Speaker 3:If someone were to come here and say I just need a job And when I asked okay, we'll talk to me about some of your passions, and I dig in and I don't get anywhere. That's when someone is not being vulnerable. You have to be willing to share your goals so we can learn. A, if we can make things happen, but B to see if that aligns with how we choose to support the world around us, right? So, for example, here at Dulcet Arm, our goal is to provide living wage jobs for women with careers. Now, our industry is commonly seen as something that's a side gig. That's not the world we're in. So if someone comes in and says, oh, i just need a little side gig, i only want to work these days And oh, my goal with this job is just to have extra money, okay. And if that person isn't willing to go to the next level of like, okay, well, why? How does that serve the rest of your life? How does that fulfill your needs as a person? We're not hiring robots. We're not working with robots. We're working with people, and they have things that they love in their life.
Speaker 3:And if we can't find where that motivation is, then either they're not willing to be vulnerable or we're not asking the right questions. So for me, that's that starting vulnerability. Are you willing to share your actual dreams with me, not just what you tell people? And same goes to team members and to owners, right? So if Tara wasn't willing to share her dream with me, i never could have bought in, i never could have said, oh well, i mean, i literally just got goosebumps Oh, i want to do that. That's something I can support. Here's what makes me passionate. I can do that Like that alive feeling.
Speaker 3:You know, when you're interviewing someone or talking with someone, they can tell, they can tell that you're getting fed as a person and that you're willing to be vulnerable and say, hey, this is what makes me excited, this is my dream, this is the life I want. You know, and I recognize not everyone can do that, for whatever reason. So for me, that's that's what vulnerability in this space means. You could take it the same way in when people are having differences or having difficulties with their coworkers or things like that. Are you willing to get vulnerable and tell me why you're on edge?
Speaker 3:Are you willing to get vulnerable and tell me why you're snapping at someone or you know, whatever that might look like? no-transcript, it's not just something where you go to someone and say, hey, your behavior is inappropriate, you're snapping at people, you're really grumpy, da-da-da-da. No one's going to respond great to that. As a manager asking those questions, i got to be willing to be vulnerable and say, hey, i want to sit down and listen to you for a minute. What's really going on here, regardless of the fact that there might be so-and-so, got their feelings hurt or whatever. We're humans. We need time, we need connection and we need someone who's willing to listen. To be totally honest, it's vulnerable to just listen, right.
Trisha Koppert:Yeah, that's great observation, i love it.
Speaker 3:It's a skill not everyone has. You can listen or you can be thinking about what you're going to say next. Right, those are two very different things which, in my opinion, i think the listening to figure out what you're going to say next can lead you down a path that's maybe, in my world, not the best for a leader. Yeah, and more defensive than you need to get, because no one needs to get defensive if you're just listening to listen.
Trisha Koppert:I love that because you're exactly right. What a way to cut down on that, to say it. But it seems like it's a very first common reaction. And listen, we're all on the same team here. We're all trying to win the game, whatever that means to you, but we're all trying to win the game. This isn't like that whole defensive and things like that can really, but that stuff can creep in and prevent us from getting where we want to get to.
Trisha Koppert:I probably have about 10 more questions, but I want to be cognizant. I love to keep our podcast in a digestible length and form, so I'm going to start to. Maybe this might be the last question, maybe one more after this one. I don't know what kind of see where this leads us, but I think the question I have is actually to you is to say what's the one thing that maybe at this point I haven't asked that might have been needed, or maybe what's the one thing that you would be like Here's something that we haven't talked about that I think is important to share from your perspective around this dialogue and conversation that we've had today. Is there anything there? Because, knowing you, i believe there might be something there, but I'm just going out on a limb, i'm just taking a while guess.
Speaker 3:But I think there's probably something there.
Speaker 3:Absolutely OK. So I think that one thing I really want to make sure that the owners and team members really everyone hears is that it can be really hard to feel empowered in the day to day as a team member, as a leader, even as an owner. There are so many stressors going on at any point in time, not to mention month end, year end, like a million and one things right. But I think that everyone forgets that managers are people too And they have a voice. And because we're working so hard to listen to all the other voices and make sure they get heard, we actually don't. So, making sure that, as a team member who feels empowered, or as an owner who is stressed out, if you're stressed, they're definitely stressed. Like checking in on that personal connection hey, how are you doing? Is your day to day feeling your need? Are we feeling your cup or are we draining it? Do you feel like your voice is being heard right now? What do you want to say? Just like you asked me, what do I want to say? That's exactly it. Ask them that Maybe they see a solution and they're so busy listening to everyone else's that they don't have a pathway to share that right.
Speaker 3:So, in my view, the crux of a manager position is to listen to others, translate, empower, educate, excite, include everyone That can feel really exclusive, like you don't have another person to connect, you don't have someone bridging your gaps, right? So by everyone understanding, hey, yeah, it's Trisha's job to make all these things happen, but maybe let's check in and see hey, how are you doing? Is everything going OK? Is there anything we haven't heard from you yourself, versus your busy communicating bringing together all these other things? So, oddly enough, i think it's exactly the question you asked is what haven't we heard from you? What are you feeling? What are you not feeling? Because, as the middle part of the wheel that holds everything together, sometimes you get forgotten about as far as just all the other things. Make sure that's still greased up and working before we start worrying about the wheel falling off or spoke being out in the tire or whatever. So, yeah, i think that's.
Trisha Koppert:You know I love it And I think, in reflecting about this conversation today, it's something kind of tying this in to what we've started talking more and more about at strategies. Here is this the heart in the smart, this idea that we need to understand the smart side of our business again, the systems and the numbers and all that stuff on that end cashflow plans and all that good stuff. Right, we need to understand all that, but that's powered by the heart side and that's the relationship side, that's the connection side, that's the actions, a lot of action side, and I think today, without talking a one moment about anything on the smart side, i think everyone listening can see how this is the. This is the stuff that will bring that smart kind of component together. This idea of we let the ground work for this, the other things that we wanna see in happening in our business, gets so much easier to make happen when it comes to the let's just put this one when it comes to the tangible things such as, oh, growth and productivity and increases in retail and average tickets and whatever, right And again, all important, not trying to snuff them, you know, push them aside or diminish them, but I think everything that was talked about today. You can see how that can translate. But, more importantly, you know again I don't even wanna take away from this great conversation today is what a great way to start to just understand again the heart side of the business as it applies to leadership and as it applies to each one of our roles as team members, no matter what the title happens to be.
Trisha Koppert:You know, i think this is a great conversation today and I appreciate Trisha, especially from a perspective that, as you kind of shared at the end there it's like listen, we can kind of get lost in the shuffle, you know, sometimes And it can kind of almost get a little bit. I don't wanna, you never. You didn't say it, it's my words, not you, so I would take full blame for it. But I think it's true. I think a lot of times people in positions that are in leadership positions, in a little bit of that taken for granted, can kind of creep in there and just like the expected and it's just the expectation And we have to realize that you know, that doesn't build trust and that doesn't build that investment and passion and vulnerability and all these things that we've heard that's so key. So I love today. Trisha Mann, thank you so much. You know you've been awesome talking to today, for sure, so we appreciate the wisdom that you shared with us.
Trisha Koppert:With that being said, we're gonna wrap today up Again. Hope you enjoyed this conversation. If you didn't, you need to check your pulse. Because it was awesome, all right, so that's all I'm telling you and heated, and if it didn't feel real good, well, that means good, because there's some stuff in there that we need to keep working on. So the encouragement is go build trust, go give passion, go get vulnerable with your teams. You know, encourage that, encourage that voice from all of your team members, no matter what your role is this I'm saying that no matter what level that you're listening from. So, with that in mind, again, have a great rest of your day and we will talk to you on our next podcast. Thanks everyone.
Michael Yost:Thanks again for listening to the Beauty Business Strategies podcast. If you liked this episode, be sure to hit follow and please share the episode link with anyone who you think could benefit from today's content. To learn more about how strategies can help create more fun, profit and growth potential for you, your company and your team, we invite you to schedule a free 60 minute strategy session by clicking the direct link in the description of this episode. There you also find links to our wide array of coaching, seminar and learning opportunities, all of which can be found at Strategiescom.