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Thrive
11 yellow
A lot of regular discussions on store and team could improve on the individual TM discussions
12 yellow
Providing hope and a defined career path and opportunities is very important

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Green
TLs have regular meetings either in person or Zoom with their managers.

TLs generally have openings and opportunities for growth; key holder, assistant managers, managers. Employees are rewarded for performance. Fun opportunities like social media posts or doing the chalkboard--encourages engagement and participation.

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The 4 Boxes - we go through these on a regular basis for each TM.

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11. Yellow
- Many do not want the responsibility of management
- Since Covid, less and less want any responsibility
- We do perform quarterly performance reviews

12. Yellow -

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Green:  Bring assistant manager to Huddle.

Offer continuing education, other than Sport Clips.

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Yellow
Tend to focus on the TM's
Quarterly reviews where they set their own goals.

New TM's sending them to Training, MTC track.

Different people doing different task.

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Yellow

Several long term employees that are growing the stores. However, the mindset after COVID is a tough fight.

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Yellow

Need to emphasize the mission statement regularly and the value of it.

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Green
TLs all focus on engagement with managers. We all involve our managers with decisions such as pricing for haircuts, add on services such as beard trims.

Opportunities exist to translate the mission statement into everyday execution.

TLs and Managers listen to TMs.

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GROW
Regular meetings and communication
Really effort to keep things positive
Really let team decide on team building additions

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Green

Open door policy - they can reach out at any time.

Our teams know about the WM Fund.

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YELLOW
- Mindset since Covid is more about being burned out
- Most employees know that they can contact TLs in case of emergency and/or to discuss life issues

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7.   Green.
8.   Yellow
9.    Yellow
10. Green

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Yellow
Long term TMs  are proof that managers' opinions are valued, however need to work harder with new TMs.  Need to get all TMS to feel valued and that they have opportunity to Grow.
Pay advances, COVID bonuses, low turn-over=belonging/valued TM.
Green area:  Technical skills are recognized and celebrated, this shows commitment to the quality of work.
Do not tolerate drama, keep the store a happy, fun place.
One-on-ones with TL: What can I do to support you?

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Green
7.
Monthly pep rallies we ask for feedback, first we present it to the Managers get their buy in and they take it back to the TM's.

8.
TM's feel they are an Award winning team
and only the best work in that store.

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7. Green. We are very transparent with our teams and invite them to ask questions and challenge us.

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Yellow. Yearly employee surveys. Quarterly manager meetings.

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Keep.   Yellow.    Weekly newsletter for recognition.   Public praises with client present when possible

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Keep.   Yellow.    Weekly newsletter for recognition.   Public praises with client present when possible

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Yellow
The group all agrees this is different from store to store. We all need to share best practices. Ensure all employees feel valued.
Regular touch points via 1:1 meetings.

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Yellow,
3
Weekly meeting with Manager, and in the store weekly.
Coach is our emotional cheerleader.
Coaches spend more time with the managers  development.
Managers have become supervisors instead of LEADERS.
Monthly pep rally- awards are given.
Managers having 1-1 with each TM.

Green
4
Stylist won gift cards, gave the gift cards to a TM that really needed it.
Monthly contest where we paired TM's based on strength and weakness.

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Yellow-ish/orange(??)

We don’t do enough to recognize and praise in the way TMs want. Difficult at times to recognize stylists when they don’t meet expectations.

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We have a mix of solid, long term team members that are green and highly rate these things, and others that are yellow and churn.

It starts with an Inspirational manager.

Managers are very territorial and hard-working.  Sometimes not very warm and fuzzy and new members of the team need to fit in and step up.   Could use more recognition and praise for team.

Each store has their own culture.

Empowerment through all of the team.  Not all stylists make good managers.   Figure out what each persons strengths are and reward and recognize them for those things.

Team needs to know that the leaders care about them.

Leaders lead by example.  Jump in and help  when they can.  All are part of team.

Praise in Public.  Correct in private.

Fun Awards - pins, buttons, rotating trophies.

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3.Yellow. Being short staffed has them stressed out. We have shortened hours and have closed Sundays to help with the hours.

4. Green.  We post positive surveys about our employees everyday on the stylists GroupMe chat. We also highlight top performers every payroll.

5.Green. We have stylists that watch each other’s kids so they can go to work

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Yellow

With the stresses of today's environment,  recognition can be lost.

TL store visits are positive, asks how can I help. Avoids complaint session. Engages TM on personal topics.

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YELLOW
We try to make ourselves available
Ask for their opinions to solve their problems
We try to compliment
We try to recognize their achievements
Post rankings and positive feedback

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GREEN:
Our area manager has weekly calls with managers and managers ask each of these "KEEP" questions of their TMS at quarterly reviews.   As a TL, I can improve how I recognize and support my TMS.

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Recognize different TM every month on Facebook , have a suggestion box.

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Yellow
Need consistent on boarding--focus on new hire orientation
Prioritize training
Utilize Schoox

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GET

Onboarding has become a high focus area. Red Carpet welcome.

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We have a complete onboarding process to give the the tools for success right away.

Every new person learns our team values first (flip book).  Personality check to fit in with which team.

Two days of computer training during Schoox

No new stylist starts cutting hair without all of the other training for the store and job shadowing

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Yellow
Text Managers on busy day and have them go get Starbucks or Ice Cream.

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RED

1.How would you rate yourself in these questions?  Red, Yellow, Green
Varies based on store

2.  Share best practices
When we have  strong managers, we do well with helping our teams to understand expectations.  In stores with no manager, or new manager, we need to improve.
In stores that lack English speakers, we rate ourselves as "RED" because it is difficult to communicate expectations.

Get area manager to deliver expectations to all new TMS.

Need better onboarding--must be consistent among stores.

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yellow
Orientation/ on boarding
consistency
buy into the 5 point play

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Green/Yellow on training our employees. A majority of the group feel good about how their training goes and the expectations of the job. I feel like we could improve on expectations and making sure our stylists understand their job, our job and compensation among other things.

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GET.  Yellow. They are documented but not always understood

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GET.  Yellow. They are documented but not always understood

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YELLOW

1. We feel that we provide the proper support to set expectations
2. We feel the follow through may not be happening - why? Management busy, overwhelmed or not focused on development
3. Have we developed our manager to be the employer of choice? Probably not - need to figure this out

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Get.     Green.     Weekly manager meetings and feedback on performance and overall vibe in the store.      Be aware when manager gets quiet and/or "everything is fine" responses    

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Get.     Green.     Weekly manager meetings and feedback on performance and overall vibe in the store.      Be aware when manager gets quiet and/or "everything is fine" responses    

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GET:
Yellow

Adapts on-boarding to manager's strengths

Need to develop a consistent on-boarding/training system

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Yellow

Better on-boarding, better at identifying what a new TM needs to be successful

Address challenges when hiring someone to a franchise environment for the first time