If you have team members who aren’t meeting clients’ expectations, you need to find the right way to help them change, writes HELLEN WARD

I’ve always been fond of an analogy. I often find that using a comparison to make something relevant really helps in getting my managerial message across succinctly.

I was recently dealing with a performance-related issue with one of my team. This person had been with the company nearing 20 years, yet their performance was sliding. By comparing it not just to the previous year, but tracking back, it was evident that they were in a downward spiral.

Taking price increases into account over the time periods, it became abundantly clear that they weren’t performing to their price point and title compared to their peers. Reviewing the data, we were both in agreement that something was going seriously wrong.

I’d highlighted this several times but found I couldn’t really get this team member to truly own their poor performance. Taking the “do you want to be right or do you want to be happy?” approach, I’d let this slip through the net and, to be honest, had in effect given up on trying to get them to see the light.

As managers of people, we have a duty of care to find the individual incentive for every team member – that one motivational element

Fair comparison

Then I had a bit of a lightbulb moment. I used an analogy that finally hit the spot. Imagine you are taking the holiday of a lifetime, I told my team member. Imagine you’ve saved up for, looked forward to, and planned this trip for months. You’re flying first class for the very first time. Think how excited you would be. Imagine you are treating the person you love to this amazing experience.

What made you spend the money to go first class?

After all, you’re on the same plane as the people in the cheap seats; you’re not going to get there any quicker. You’re still going to experience turbulence. In effect, you’re going to get the same flight experience. But of course, you’re not.

So, now imagine you’re told, “sorry, we haven’t got any champagne today – is prosecco all right?” Or, “sorry, we’ve run out of linen napkins and champagne flutes, so you’ve got a disposable serviette and a plastic cup”.

Of course, none of this would be acceptable.

Yet my team member has been charging first-class prices and delivering economy service for some time. And it was showing in their figures; all the main KPIs were in freefall: request rate, occupancy rate, turnover, average bill, retail sales. All down.

Skill levels

So, what was the eureka moment? What finally made them see the light? “I’m happy for you to deliver economy service if you refuse to upskill”, I told them. “But, no longer will you be charging first-class prices. No longer can I market you as such. I will demote your price level and title in accordance with your choice of service offering.”

The team member was horrified. This was their Achilles heel. The result was a complete U-turn. Improved service, more attention to detail, increased technical expertise, re-training; finally, they got it.

As managers of people, we have a duty of care to find the individual incentive for every team member – that one motivational element that can lead to long-term behavioral change and increased performance.

Hellen Ward is managing director of Richard Ward Hair & Metrospa in London’s Sloane Square and chair of Trailblazers for the hairdressing sector. Send your feedback to hellen@professionalbeauty.co.uk