Page 276 - Harnessing the Management Secrets of Disney in Your Company

Dream, Believe, Dare, Do 257

Has the experiment worked? Since 1993, the business has grown from
a simple 900-square-foot salon into a collection of three salons and spas that
have been custom designed exclusively for relaxation and restoration of the
body, mind, and spirit. Features and services include a spa with four treat-
ment rooms; a vichy shower; a steam shower; a manicure/pedicure sanctuary;
a tranquil spa lounge; a men’s salon; a sports-themed room complete with a
pool table; a color lab for mixing personalized color formulations; 20 styling
stations; an experience area where guests are greeted upon entering and encour-
aged to test products as well as browse through team portfolios; and, finally, a
café that serves up tasty, healthy smoothies and a variety of other refreshments.
What started with four hairdressers who could barely spell “secret service” is
now a team of 140 who bring John and Stacy’s credo to life. From the brink
of losing Nana’s stocks (and the fear of being forever “cursed”) to generating
over $4 million dollars in annual sales, John Robert’s has redefined the salon
experience and is truly a model for any industry.

Believe

As is true at Ernst & Young, John Robert’s employees get top billing. John
explains, “What that means is that if you are going to work at John Robert’s,
your team members need to be a high priority—as high, if not higher than
our guests.” This is reflected in the John Robert’s mission, “For every long-
term employee to regard their decision to work at John Robert’s as one of the best
decisions of their life.” Eric Hammond, director of operations, explained, “We
have a great team philosophy. When I first came to work here, I tried to fig-
ure out how it came to be. It starts with the leaders and just trickles down.
We don’t do a ton of stuff that encourages team play. It’s just the foundation
that John Robert’s is built on.” 105
John and Stacy believe that it’s everyone’s job, including their own, to live
the John Robert’s mission. One day a client witnessed Stacy sweeping the floor
and asked her, “Can’t you hire someone to do that?” Stacy, John, and their
management team lead by example, based on their brand of “secret service.”
Most new hires at John Robert’s seem to quickly adopt the teaming and service
standards that are now tightly woven into the very fabric of the company. As
Eric explained, “When someone comes in who really isn’t a team player, they
stick out like a sour thumb. In those rare instances, we make every effort to
coach the employee and bring them into the fold.” In the early years of John
Robert’s, Eric was training a new employee who didn’t understand the benefits