workforce ). We are in the business of relieving stress , so as an industry , we need to provide avenues to better nurture the mental health of our teams . Wellness and therapy apps , access to mental health services and active education on how to manage stress and build inner strength and resilience are just some of those avenues . We can also tap into our own resources . We know that regular exercise can help reduce stress , so if your spa has a fitness component , offer use of that space to employees . If your spa doesn ’ t have such a space , get creative and form partnerships with nearby yoga or fitness studios .
Those suggestions are just the tip of the iceberg , but they are part of something our industry needs : a corporate social responsibility vision that aligns with our brand and will resonate with those we want to join us . This cannot be a mere PR stunt but should instead be a sincere reconfiguration of the way we operate , a deep commitment to society and the planet , authentically demonstrated at the local level . We need to tap into the entrepreneurial spirit of our team and invite them into the planning process for menus , retail , programs and processes . Leaders can teach the business end of spa to our teams and be unapologetic about getting return on investment , setting trends and building a brand and loyalty to it — but have the team provide meaningful input into the “ how ” and “ what ” of our operation . Set aside and pay your midlevel managers for “ thinking ” time to allow them the space to lead strategic discussions and set the spa ’ s vision . Use technology to more effectively , more frequently communicate with your team . Establish a set of core values that define your culture and that are imbedded into every conversation in a natural but relentless way to reflect all that you do back to your vision . Invest in and grow the talent you have . Pay for CEU ’ s , assist with tuition if someone is seeking related certifications or licenses .
“ Work-life balance isn ’ t something we can preach to our guests and neglect ourselves .”
Value growth even if it means losing someone . And most importantly , pay a living wage to your support staff and provider staff , because as Seth Godin said during his Stronger Together Summit Power Session , “ the lowest-paid person is responsible for the guest experience .”
So how do we take this new prioritization of health , family and relationships to our guests ? Certainly , it ’ s a natural fit for spas . Where I see opportunity is in integration . Too often our teams work in silos where trainers and instructors don ’ t educate providers on the fitness goals and challenges of their guests , and providers don ’ t engage and educate trainers and instructors on the injuries they are seeing on the treatment table . Our nutritionists do an amazing job of turning around our guests ’ lives but don ’ t often educate the rest of the team or influence the menus and choices in our food and beverage operations . Our salon staff aren ’ t taught techniques that enhance experiences through educated touch and trigger point work even though experts on the subject are working only a few rooms away . And though these steps may take place on the team member side , out of sight of our guests , it makes sense that if we emphasize integration internally , our bonds with our guests could become even stronger . Deepening those relationships , educating our guests and improving their health will only make our businesses healthier at the end of the day . And integration isn ’ t a dead end if you are a spa business that has less depth and fewer resources . There are so many opportunities to develop relationships with other professionals in your area and build a complete community of well-being that can serve your guests . We are primed for seeking connection and growth in all areas .
My belief is that the future of our industry lies in finding ways to have deeper relationships with our guests and our teams . To do that , we must be authentic , stay true to our vision and brand , and be willing to stretch ourselves and lead in ways that might not come naturally but provide a strong foundation for growth . It may not be easy , but things worth doing rarely are . I , for one , am looking forward to the journey ! ■
ELLA KENT is a seasoned luxury hospitality professional with 20 years of experience in the luxury Forbes 5 Star , AAA Five Diamond market . Currently the Rooms Director for Sea Island Resort , she previously held the position of Spa , Fitness and Tennis Director from 2014-1019 . Ella has also served for many years as a volunteer and mentor in the spa community , including eight years on the Board of Directors for the International Spa Association . She was the recipient of the 2020 ISPA Dedicated Contributor Award .
AUGUST 2021 ■ PULSE 43