DAYSPA is the business resource for spa & wellness professionals! Each issue covers the latest in skin care, spa treatments, wellness services and management strategies.
Issue link: https://dayspamagazine.epubxp.com/i/918922
dayspamagazine.com/freeinfo dayspamagazine.com • january 2018 • [ 65 ] © GETTY IMAGES and Rancho Santa Margarita, California. "Often the fi rst signs start with something that managers may overlook—no smile, a slight sigh or a lack of follow-through. It's important to connect with that employee immediately to give encouragement before it becomes a bigger concern." Phillips considers the "why bother?" attitude a red fl ag. That type of thinking can eventually cause staff ers to mentally, emotionally and physically check out. "We are all human, and we all get a little unmotivated at times," notes Duncan. "But when even simple tasks are overwhelming, you may have a problem." A meltdown or even a walkout is usually the result of unchecked burnout. Prevention and Recovery Surviving burnout requires you to rethink, refocus, recommit and rediscover your purpose. "We're in the spa industry because of our heart and passion," says Phillips. "We give and give and give; it can be very draining if we don't recharge our batteries." She advises owners to delegate more and try to fret less. "With smaller businesses in particular, owners think they have to do everything," she points out. "I once had a spa owner reschedule a consultation because she needed to run errands and go swap out the steamer machine. I remember thinking: 'She bills $100 an hour for a facial. Wouldn't it make more sense to pay someone $10 an hour to run those errands?'" Tamara Willis, owner of Allyu Spa in Chicago, relies upon her past experience as a full-time massage therapist to keep informed about burnout prevention among her staff ers. "I've always been hyper-aware of boundaries and taking care of myself," she explains. Willis applies the same criteria to her staff by encouraging fl exible schedules, which give them time for self-care and a break from work. "We have two coordinators rather than one spa manager. They each work four days a week," she says. "It allows them to share the load and enjoy some downtime." Even Allyu's front desk has "almost unlimited scheduling fl exibility," notes Willis. "They cover for each other, split shifts and do whatever they need to so that they can take vacations. A lot of it comes down to making sure there's enough room for quality of life."