How do hairdresser owners challenge managing employees?

Embarked on the road of entrepreneurship is like embarking on a challenging road, a hairdressing shop wants to achieve prosperous performance, the boss must lead by example, so we as the boss should do it ?

1. Match words with deeds.

There is a famous saying: "Procrastination must fail, waiting must die" Even if they do not explicitly express this expectation, but this expectation will manifest itself in other ways, This expectation is the basis for a manager's instructions to employees.

At the same time, employees expect their managers to be consistent and trustworthy. In other words, only by forming a relationship of mutual trust between managers and employees can a hairdresser be successful.

2. Clear goals

Assign clear and specific goals to employees. In addition to setting clear and specific goals for employees, managers should also tell them about the benefits of achieving these goals for the employees themselves. Such goals can be tailored to the specific circumstances of the employee. Technically, the goal and direction of phased promotion should be specified, such as opening night education and phased assessment, so as to achieve the middle work of all employees;

3. Planning prospects

Describe the work prospects to employees in a certain period of time. If the manager tells the employee that if he does what he asks, he can do a big job and store manager in ten years, will the employee be inspired? Hardly! Because ten years is too long, in this decade, anything can happen. However, employees will gladly hope that the manager and boss will tell him what position he will get in return in two or three years, provided of course that he must do a good job. If you can't get employees to see short-term goals, then the manager is not a competent manager.

4, help employees

Be able to give employees as much help as possible. As a manager, many people tend to go to two extremes, one is a control freak, this kind of person wants to dominate all the behavior of employees, they care about how many hours you work in a day, how many customers you serve, how many products you sell, how much performance you create, how much attitude you have to treat guests, and even how you dress, of course, this military style sometimes works; The other is laissez-faire managers, who value results, they don't bother with anything else as long as they achieve the desired goal, and they give you a lot of room to use your skills.

5. Direct expression

If you are not happy, say it. If managers are unhappy, employees often want to know immediately what is happening and why. If managers can speak frankly, employees don't have to guess. Unfortunately, some managers are reluctant to show their unpleasantness. They suppress the unpleasantness in their hearts, hoping that it will automatically dissipate after a while, and this unwillingness to show will only gradually worsen and swell until it erupts more violently.

6. Cultivate employees' sense of ownership

Give employees a sense of ownership. Not every employee can become a shareholder in a hairdressing shop, and some salons are themselves sole proprietorship, and their ownership is not shared by outsiders, but even if they can't become shareholders, employees still want to experience the feeling of being a master. For many managers, this problem is easy to solve. For example, when all the business of the hairdressing shop is smooth and profitable, the remuneration paid to employees can be higher (this remuneration is improved on the premise that employees create value), the benefits can be better, as long as the hairdressing shop can afford it, it should also let employees share the joy of success as much as possible.

Blessed sharing is not difficult to do. What really hard for a manager is how to treat his employees as a leader when the salon is not working well. For example, if for some reason there is a problem of efficiency, and the hairdressing shop has to make decisions to reduce employees' wages and benefits, cut budget expenses, streamline personnel and extend working hours, can managers (including bosses) also have the same difficulties as employees? Only those managers who can share happiness and hardship with employees and find ways to overcome difficulties together can be respected by employees.