Pulse SPA Magazine June 2016

J U N E 2 0 1 6 P U L S E . E X P E R I E N C E I S PA . C O M

PATHHOW GREATLEADERS MAKETOUGH CALLS

CHOOSINGTHE RIGHT

—MICHAEL TOMPKINS, CHAIRMAN

2 PULSE � June 2016

ISPA BOARD OF DIRECTORS

CHAIRMEN’S COUNCIL

Past ISPA Chairmen who are current members:

Gayle Brady • Brady Spa Consulting

Jeff Kohl • Spa & Club Ideations

Jean Kolb • Well By Choice

John Korpi • Korpi & Korpi

Kate Mearns • 5 Spa Consulting LLC

Jim Root • Glen Ivy Hot Springs

Jane Segerberg • Segerberg SpaConsulting, LLC

Deborah Waldvogel • Sedona Resorts

2016

ELECTED OFFICERS

CHAIRMAN Michael TompkinsHutchinson Consulting

VICE CHAIRMANTodd ShawLa Quinta Resort & Club

SECRETARY/TREASURER Laura ParsonsESPA International (US) Ltd. (Spa Division)

IMMEDIATE PAST CHAIRMAN Ella StimpsonThe Spa at Sea Island

DIRECTORSSharilyn AbbajayISPA Foundation Vice Chairman

Noel AsmarNoel Asmar Group, Inc.

Blake FeeneyFeeney & Co.

Michael HarmsworthESPA International (US) Ltd.

Todd HewittShangri-La International

Kristine HuffmanHuffman Hospitality Concepts

Garrett Mersberger Kohler Co.

Julie Oliff St. Regis Aspen

Frank PitsikalisISPA Foundation Chairman

Eric StephensonWell World Group

Dawn TardifBodiScience Wellness Center & Spa

Todd WalterRed Door Spas

Lynne McNeesInternational SPA Association

MEDICAL ADVISORBrent A. Bauer, MDMayo Clinic

FROM YOUR

CHAIRMAN

hen faced with a conundrum, do you have the courage tomake the call?The ability to make decisions—and own it—is the difference

between a lousy boss and a great leader. Leaders have the courageto make difficult decisions, even at the risk of failing. It’s never easy to make tough decisions, but we make them every day

at work. Should we end a partnership that’s no longer mutuallybeneficial? Should we implement a business strategy that critics may call unpopular? On apersonal level, should we switch gears and leave a current job in order to pursue a different path?Recently, I’ve made my own tough decision when I decided to leave the wonderful team

at PALM Health to partner with Hutchinson Consulting in order to help continue the workand legacy of a good friend and spa veteran, Lori Hutchinson. Her passing weighed heavilyon me, but it helped me realize that life is too short to be afraid of the “what-ifs.” Let not fear of wrong decision cripple you with indecision. When faced with uncertainty,

I advise you to cling on to the wisdom of Ralph Waldo Emerson who once said: “Whatevercourse you decide upon, there is always someone to tell you that you are wrong. There arealways difficulties arising which tempt you to believe that your critics are right. To map outa course of action and follow it to an end requires courage.”So next time you are in a conundrum, have courage to make the tough call. Indecision in

itself is the worst business mistake you could ever make.


THE MAGAZINE FOR THE SPA PROFESSIONAL

Pulse is the official publication of the International SPA Association, a member organization for the spa and wellness industry. Copyright 2016.

All rights reserved. No part of this publication may be reproduced without written consent

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PULSEis the magazine for the spa professional. As the officialpublication of the InternationalSPA Association, its mission is to serve as the preeminentresource of expert insights,trends, tools and research tohelp spa professionals createinnovative solutions and makeinformed business decisions.

EXECUTIVELynne McNees • ISPA President

EDITORIALMae Mañacap-Johnson • Editor

DESIGNMarja Walker

ADVERTISING AND SALESTara Finn

ADVERTISING COORDINATORAshley Roberts

PRODUCTION MANAGERChris Guzicki

EDITORIAL OFFICESInternational SPA Association2365 Harrodsburg Road, Suite A325Lexington, Kentucky 40504, USAPhone: 1.859.425.50621.888.651.ISPA (4772) • Fax: 1.859.226.4445experienceispa.com

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Association


ARE YOU THE NEXT GREAT INNOVATOR?

MARIO

N PH

OTO

GRA

PHY STU

DIO

—MAE MAÑACAP-JOHNSON, EDITOR@ISPAPULSEEDITOR

At first, this may seem such a daunting question but, in truth, it’s a

challenge that we in the spa industry cannot simply dismiss. After all,

with modern-day technology and resources available at our fingertips,

what could possibly be our excuse not to innovate?

Medical Interactive Recovery Assistant (MIRA) Rehab CEO and Co-Founder

Cosmin Mihaiu (read Ask the Expert, page 64) certainly didn’t let age and inexpe-

rience get in the way of innovation when he co-developed the technology that turns

physical recovery into an engaging playtime for patients.

If one should follow Mihaiu’s example, spa leaders need to understand that in

today’s business world wherein every day is a battle for brand recognition, it is no longer

enough to follow and meet consumer demands. Instead, it has become imperative to

break the mold.

This is what great leaders do. Great leaders push the boundaries of what’s

possible in order to nurture the seed of innovation. Unlike “Toxic Bosses” (read page

24), great leaders welcome ideas from others. Great leaders are also decisive, like

battlefield-hardened military strategists (read Conversations, page 22) who are

unafraid to make “Tough Calls” (read page 46) even on the face of failure.

If one is to succeed in the spa industry as spa directors, CEOs or business

owners, you need to lead with a mind open to creative ideas, especially the “crazy”

ones that are bound to disrupt the existing systems.

The late Apple Founder Steve Jobs was, in fact, right: “Innovation distinguishes

between a leader and a follower.” The question is: Which one are you?

ARE YOU READY TO INNOVATE? Innovate is the 2016 ISPA Conference & Expo.Spark innovative thinking and attend this premiereannual event to learn, network and connect. Go toattendISPA.com to discover more reasons to joinyour peers or to register today!

DREAM. DISCOVER. DO.

“...with modern-daytechnology andresources available at our fingertips, what could possibly be our excuse not to innovate?”

JUNE2016


VOLUME 26ISSUE 4

Special Pulse AdvertisingSupplementTales of Success: Building a Top Brand

53

Client LoyaltyBuilding Brand Relationships That LastBY NAREN ARULRAJAH

34

Toxic BossesAre You the Bad Apple?BY MAE MAÑACAP-JOHNSON

24

34

Tough CallsHow Effective Leaders Make Difficult DecisionsBY MAE MAÑACAP-JOHNSON

46

WANTED:

HOW TO SPOT AND HIRE TOP TALENTS

BY MAE MAÑACAP-JOHNSON

BEFORE AFTER

91%of participants agreed thatthe fine lines around their

eyes were less visible in just two weeks!

BASED ON A SIX WEEK STUDY OF 50 PARTICIPANTS

Can one product really make a difference? We think so. We invite you to sample our award-winning eye cream, a four-dimensional treatment that diminishes the look of expression lines, wrinkles and pupuffiness while immediately brightening dark circles. It treats all the signs of aging around the eye area..

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Call today at 800.932.9873 to sample EYE AUTHORITY in your clinic, spa, or salon. Together we will see the difference.


2 From Your Chairman

6 Pulse Preview

14 Pulse Points

16 Member Profile: Celadon Day SpaFinding a Niche in a Political MetropolisBY ANDREW DEWSON

20 Member NewsBY TARA SALAH ELDIN AND BRIANA LEE

22 Conversations: Retired U.S. Marine CorpsLieutenant Colonel Justin ConstantineAuthor of My Battlefield, Your OfficeBY MAE MAÑACAP-JOHNSON

pulse.experienceispa.com

When leading a team, leaders often find themselves intough spots. Which road should they take when facedwith difficult choices? Should they opt to follow theunknown and take risks? Or should they remain in thepath that is familiar? In the end, great leaders always walka decisive path.

COVER PHOTOS © SHUTTERSTOCKCOVER ILLUSTRATION BY MARJA WALKER

22 62 64

7152

16

IN EVERY ISSUE32 SEE + BE SEEN

52 A Day in the Life: Darren HickmanPresident, ilike organic skincare from Szept EletBY MAE MAÑACAP-JOHNSON

62 Success Stories: Marc SayerCo-founder and President,GMC Skin Care USA Inc.

63 ISPA Foundation

64 Ask the Expert: Cosmin MihaiuCEO and Founder, Medical InteractiveRecovery Assistant (MIRA) Rehab

66 ISPA News and ISPA Calendar

67 ISPA Snapshot Survey

68 Product Spotlight

71 Social Connections:Sheila Otieno-OsanyaDirector, The Spa People andThe Spa at Marion on Nicol

72 End Notes

ABOUT THE COVER

32


PULSE POINTS

Leadership Among Top Prioritiesin Global Talent Market

According to data in Deloitte’s 2016 GlobalHuman Capital Trends report, leadershipremains a top concern in today’s talentmarket. Based on more than 7,000 surveyresponses gathered in over 130 countries

around the world, data from the report shows that leadershipranked higher in importance than it did in last year’s globalsurvey.The report states that “as organizations become increas-

ingly team-centric, the workforce becomes both younger andolder, technology catalyzes faster change, and businesschallenges grow more global and diverse, fresh challenges inleadership development [will also] emerge.”In 2016, 89 percent of companies see leadership as an

“important” or “very important issue” (up from 87 percent in2015), and 57 percent cite leadership as “very important” (upfrom 50 percent). Other key results include:

l Twenty-eight percent of respondents reported weak or veryweak leadership pipelines.

l Only seven percent of companies believe they are“excellent” at building millennial leaders.

l Thirteen percent of companies report they are “excellent”at building global leaders.

l Fourteen percent of companies surveyed describedthemselves as “strong” at succession planning throughoutthe business.

l Forty percent of respondents believe that their currentleadership programs provide only “some” value while 24percent report that they yield “little to no value.”

In your own spa or company, how much value is placed onleadership succession and programs? What is your leadership

development strategy? Are you producing the caliber of leadersyour spa or company needs? One recommendation from thereport is to cast a wider and deeper leadership net as well asfocus on young and diverse leaders in order to identifyleadership potential early on.

June 2016 � PULSE 15

The DuPont Nutrition & Health research,conducted with HealthFocus International,looks at wellness and nutrition motivations,needs and behaviors of consumers. Theinsight-driven research collected data from

more than 14,000 consumers based in 22 countries. The resultsled to the categorization of consumers into six core groups:Health Helpers, Weight Strugglers, Health Wise, Taste Driven,Good Life and Just Food. “Eighty-three percent of global consumers consider diet and

DuPont Nutrition & Health ResearchIdentifies Six Health and WellnessConsumer Segments

Perhaps one surprising result from the research is that themajority of respondents ranked “Tiredness” as their numberone health concern. This provides spas an opportunity tohighlight products and nutrition that offer energizing benefits,

nutrition important to well-being, which is greater than wealthor physical fitness,” says Greg Paul, Ph.D., MBA, globalmarketing director, Consumer Segments at DuPont Nutrition &Health. “We have become increasingly proactive about ourhealth, yet well-defined and decidedly varied segments stillexist.”In terms of health concerns, the majority of consumers

ranked “Tiredness, Health Disease and Stress” as top concerns,with the exception of Weight Strugglers who placed “Obesity”as their main health issue. For a detailed breakdown, see below:

Top Health Concerns

Tiredness

Heart Disease

Stress

Obesity

67% 56% 50% 49% 46% 38%

66% 55% 48% 39% 45% 34%

66% 46% 46% 47% 36%

63%

Health Helpers Weight Strugglers Health Wise Taste Driven Good Life Just Food

such as energy bar, supplement drinks and vitamins. Spascould also promote itself as a place not only to relax, but alsoget much-needed sleep in order to recharge one’s energy andfight any feelings of exhaustion or tiredness. n


MEMBER PROFILE

S ixteen years ago, thethought of an urban spa indowntown WashingtonD.C., never mind a

successful one, might have beenconsidered little more than a flight offancy. After all, as Celadon Day Spaowner Judith Koritsas recalled, the partof downtown where the day spa waseventually relocated wasn’t exactly asdeveloped back then as it is today. “It wasn’t a particularly attractive part

of the city then, and there was no realcompetition close by,” Koritsas says,referring to the downtown businessdistrict of D.C. where Celadon Day Spawas later relocated. Despite this, Koritsaseventually opted to move across townand leave the residential and high-endretail neighborhood of Georgetown, for adeveloping downtown business district. It proved to be the right business

move. “I wanted to cater to professionalmen and women and fit into their busywork schedules, and it was a risk thatluckily paid off. Now, 16 years later,there is huge growth in downtown D.C.and we are surrounded by high-endrestaurants and stores.”

Early ChallengesKoritsas admits that, at the time, shehad no idea if the move would work, butsays that, counterintuitively, it also madeperfect sense: “I started off in a moretypical spa suburban location but foundthat most of our customers worked

CELADON DAY SPA Finding a Niche in a PoliticalMetropolis BY ANDREW DEWSON

Aside from treatment rooms, Celadon Day Spa also has a seven-chair salon.


downtown. It was our customers whoasked us to move into the city, becausebeing closer to offices meant givingthem the flexibility their hectic schedulesneeded to include spa treatments.”Koritsas, who started the business

with a loan from a friend (who has sincebecame a business partner and a loyalcustomer), says that the early days werea struggle. “I came to the U.S. from theU.K. in 1989 and worked for a salon inGeorgetown for five years. I left thereand started working for myself in 1994,trying to create a business of my own. Iwas unable to get a loan as I had nocollateral, but this loyal client of minetook a chance on me—she could havelost it all but we were able to repay herin five years and she became a partner.”Back then, downtown D.C. was

somewhat of an eyesore. Buildings were,for the most part, rundown and in direneed of refurbishment and tenants, aprocess that is ongoing, and the thoughtof a spa tenant baffled the building

owners. “We were right on the edge of adevelopment area,” she says, “with littlebut offices nearby. There were almost noresidences or other retail. However, theother thing the area lacked, to ouradvantage, was competition.”

Trusting One’s InstinctsAs it turned out, Koritsas’ timing was asperfect as her thoughts about the lack ofcompetition. Almost from the momentCeladon moved into the Washingtoncity center, property developers havebeen at work almost non-stop. Now,surrounded by high-quality retail andresidential property, Celadon has grownrevenue and profit substantially sincefirst opening its doors, despiteoccupying a location with very limitedspace for expansion options. Since May 2000 when the spa first

opened, the spa’s team has grown fromthree to now seven hairstylists, fromthree to now four estheticians as well astwo manicurists and a massage

therapist. “Revenues have gone fromUS$2 million to US$3.2 million. Wewere able to pay back the loan from aclient-turned-business-partner within sixyears,” she says.Celadon’s success is perhaps down

to a mixture of good timing, urbanrenewal and location—none of whichwould have been possible if Koritsas hadnot had the foresight and conviction tomove in the first place. Celadon hasnow become part of the downtownD.C.’s landscape, so much so that whenits landlord decided to sell the building itoccupies, it used Celadon to advertisethe sale—the same landlord that wasinitially reluctant to have the spa as atenant.

Demands and TreatmentsFor a city where the spotlight is alwayson, spa guests—Koritsas estimates 95percent are local—tend to be driven bytreatments that may help enhance theirphysical looks. Anti-aging facial treat-

Celadon Day Spa's retail area offers a unique blend of products.


MEMBER PROFILE

ments are the spa’s most in-demandtreatments, particularly its Anti-AgingBlueberry Firming Facial. “Most of ourclients are interested in anti-aging treat-ments and this one really delivers. It isan Eminence Organic Skin Care Facial,but we customize all our facials to meetthe needs of the client every time theyvisit, so we rarely do the exact samefacial treatment on any one beyond theBlueberry Peel, which gives this facial itsname.”Koritsas says it was important to

customize one’s treatment each timeguests visit because their skin tends tochange often due to Washington’s ever-changing weather. “My estheticians areall very experienced and knowledgeableand adapt the facial to what they see intheir client’s skin, and what the clientwants each visit,” she says.In terms of skin-care trends, she says

anything that promises to firm the skinis always in high demand, includingtightening, toning and brightening treat-ments for hyper-pigmentation.

Recruiting RightMeeting the needs of Celadon’s guestsmeans recruiting the most qualifiedteam. “I have a wonderful staff, mosthave been with me since I opened,” shesays. “My estheticians are all very

JUDITH KORITSASOwner • Celadon Day Spa • Washington, D.C.

“It was our customers who asked us to moveinto the city, because being closer to officesmeant giving them the flexibility their hecticschedules needed to include spa treatments.”

experienced and knowledgeable andadapt the facial to what they see in theirclient’s skin, and what the client wantsin each visit.”To tap great talents, she is always on

the lookout for exceptional candidatesand provides paid-for training to staffmembers in order to ensure that theirskill sets are always growing. This alsoties-in with her choice of resourcepartner, as she not only looks forvendors that can provide products withtop-quality ingredients, great packagingor marketing and sample programs, butalso those that can offer the Celadonstaff training and continuing education.

Expanding MarketDespite its limited space (Celadonoperates just 3,000 square feet oftreatment space), the spa continues togrow in areas where it can. In fact,Koritsas sees an opportunity in tappingthe city’s growing visitors, drawnregularly to its colossal monuments andhistorical museums. According to theWashington D.C. Tourism Board, thecity had 20.2 million visitors in 2014.The revival in property development inD.C. has resulted in a number of newhigh-end hotels springing up close toCeladon. The spa has worked tocultivate relationships with hotel staff,

including offering hotel staff tour andtreatment discounts in order to promoteits facilities.Just like how she followed her

instincts when she first launched thespa, Koritsas intends to let her businessacumen drive the future of Celadon DaySpa. So far, she’s been spot on when itcomes to making the right calls. n

Spa open date: May 2000

Square footage: 3,000

Number of treatment rooms: 4 plus a7-chair hair salon

Number of full-time spa staff: 4

Guest ratio percentage (female vs.male): 90% vs 10%

Signature treatment: Age-DefyingBlueberry Firming Facial

Product lines used: Eminénce OrganicSkin Care

Skin-care lines on retail:SkinCeuticals, Dermalogica, AromatherapyAssociates, Mario Badescu, Indie Lee &Jack Black

Address:Celadon Day Spa1180 F St NWWashington D.C. 20004

Phone: 1.202.347.3333

Website: celadonspa.com

ABOUT THE SPA

OPEN FOR BUSINESSSanctuary on Camelback Mountain in Paradise Valley,Arizona has launched its new Spa House following a compre-hensive renovation. The spa will introduce the Citrus LavenderSoftening Scrub treatment, infused with aromas of bright citrusand balancing lavender.

� Michelle Young has been named Spa Director at Spa at Ballantyne Resortin Charlotte, North Carolina.

� Mandarin Oriental Hong Kong has appointed Anthony Costa toGeneral Manager.

� Douglas Ridge is the new Area General Manager at the Gaylord NationalResort and Convention Center in National Harbor, Maryland.

� Kelly Steward has been named General Manager at The Ritz Carlton,Rancho Mirage in California.

� Cecilia Hercik is the new Director of Spa Operations at Miraval Resort &Spa in Tucson, Arizona.

� Aromatherapy Associates, located in Frisco, Texas, has appointed TraceyWoodward as CEO.

� Omni La Costa Resort and Spa in Carlsbad, California has named LeslieJohnson its new spa director at The Spa at La Costa.

� Hart Griffith-Zill has been appointed Director of Business Development forTouchAmerica, Inc. based in Mebane, North Carolina.

� Thomas P. Botts has been named Senior Vice President and Chief MarketingOfficer at Miraval Resort & Spa in Tucson, Arizona.


BRILLIANT IDEA1. Deer Lake Lodge Resort and Spa in Montgomery, Texas hosteda class with wild edible plants expert Mark “Merriwether”Vorderbruggen. The class allowed guests the opportunity to exploreDeer Lake Lodge’s 50-acre property and learn ways to identify edibleand medicinal plants in the wild.

2. Matrix Fitness in Cottage Grove, Wisconsin has launchedmatrixlearningcenter.com, an online learning destination thatprovides a library of resources designed to assist commercial fitnessfacilities to maximize their Matrix investment.

MEMBER NEWS

THE SPA SHIFT Announcements marking spa industry players on the move.

BY TARA SALAH ELD IN AND BR IANA LEE

Anthony Costa

Cecilia HercikKelly Steward

Hart Griffith-ZillLeslie Johnson

Tracey Woodward

Thomas P. Botts

Douglas RidgeMichelle Young

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MEMBER UPDATES1. Spa Atlantis at the Atlantis Casino Resort Spa in Reno,Nevada has earned the Forbes Travel Guide Four-Star desig-nation. It is the only spa in northern Nevada to have attainedthe recognition.

2. The Spa at The Omni Homestead in Hot Springs, Virginiacelebrates its 250th anniversary with offerings through 2016.The property will offer monthly gala dinners, exclusivepartnerships, daily anniversary tea parties, a 250thanniversary spa package and more.

3. The Spa at Mandarin Oriental in Miami, Florida presentsthe new monthly Key to Wellness program supportinghealthy travel. The program is designed to improve mind,body and spirit through a combination to health and wellnessofferings, which provide the tools to establish healthy habits.

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NEW ON THE MENU1. One Ocean Resort Hotel and Spa in Atlantic Beach, Florida offersguests two seasonal specials: the Botanical Facial and the Lavender &Honeysuckle Parfait Pedi. The latter includes a fragrant lavender andhibiscus tub soak, followed by a shea sugar scrub and honey heel glaze.

2. Spa Esencia at the Hyatt Regency Trinidad now offers a new lineof fresh and natural body-care products. New treatments using theseproducts include the 80-minute Royal Coconut Milk and HoneyTreatment as well as the Sun Rescue Treatment for sun-exposed skin.

3. Montage Beverly Hills in Los Angeles, California has launched a newmenu of treatments in partnership with L.Raphael Geneve.

4. The Spa at Las Ventanas al Paraiso in Baja California Sur, Mexicohas launched the Sixty Fingers Massage, which is a couples’ massagetreatment that features four massage therapists. Local guitarists willperform live from the private rooftop terrace of the couples’ room soguests are treated to a live music while enjoying their treatment.

5. SiSpa at the Marriott Pompano Beach Resort & Spa in PompanoBeach, Florida has added Rejuvenating Indian Si Scrub to its menu. The50-minute treatment, which uses guava fruit as key ingredient, includesa guava scrub and refreshing shower, followed by a guava oil massage.

6. The Umstead Hotel and Spa in Cary, North Carolina offers guests itsFlower Hammam Ritual, a cleansing ritual that begins with an exfoli-ating Lemon Coffee Blossom Scrub before detoxifying the skin withwarm white clay.

7. The Spa at the Omni Grove Park Inn in Asheville, North Carolinahas expanded its wellness offerings with three exclusive BABOR treat-ments: the Ultimate Facial with SeaCreation, the ReVersive Facial, andthe Gentleman’s Facial featuring BABOR Men.

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PULSE: You were pursuing a degree in law when youdecided to serve and join the military. What inspired youto serve? Justin Constantine: A good friend of my father’s had beena U.S. Marine officer who served in Vietnam,and when I was in high school, heencouraged me to join the U.S. MarineCorps. I applied for a Reserve Officers’Training Corps (ROTC) scholarship forcollege, but did not make the cut. I had towork several jobs each summer duringcollege to pay for school, so going to OfficerCandidate School during the summertimewas not an option. Ultimately, I was workingat the school gym during law school and afriend came by to talk for a few minutes. Whenhe left, he said he was going to see the officer recruiter. I askedhim what he was talking about since we were 27 years old. Hesaid there was a specific program for attorneys in the U.S. MarineCorps, and I told him to tell the recruiter I would be down thenext day. That was April 1, 1997.

P: You have survived one of the toughest adversities fewcould imagine: a catastrophic gunshot wound in the

head. How did you manage to not only survive but riseabove such life-changing adversity?C: First, I have been extremely fortunate during my recovery. Thisstarts from the amazing Navy Corpsman George Grant, who

saved my life in Iraq, to my amazing wife Dahlia whodropped everything in her life to be with me after I wasinjured and who accepted my marriage proposal two yearsafter I was injured—it also includes the myriad of programsdesigned to support our veterans that I have participated inover the years. Second, I always knew I was going to havea successful recovery, and I made a conscious decision tonot only do really well at everything I spent time on, butto also focus on the things in life that were consistentwith my short- and long-term goals. I also learned that itis okay to ask for help when it is warranted, and I

encourage people to do a lot more of that.

P: Much like in the U.S. Marines wherein teamwork isdeemed critical, you’ve stressed in your book the need forthose in management to take care of their team. Can youshare some advice on how managers can put their teamtop priority? C: Yes, taking care of your people should be a manager’s toppriority. There are several easy ways to demonstrate this. Of

Some may say RETIRED U.S. MARINE CORPS LIEUTENANT COLONELJUSTIN CONSTANTINE’s story is nothing short of a miracle. By all accounts, heshould have been dead after he was shot in the head by an enemy sniper while on

a routine combat patrol in Iraq in 2006.

In his book My Battlefield, Your Office, he wrote: “I cannot see out of my left

eye. I am missing most of my teeth and the end of my tongue. I cannot run—the

doctors removed several bones in my legs to use in reconstructing my upper and

lower jaws.”

And yet, despite these challenges, Constantine not only survived and

recovered, but went on to work for the Department of Justice and for the Federal

Bureau of Investigation’s counter-terrorism team. He also worked as senior

advisor to the U.S. Chamber of Commerce’s Hiring Our Heroes campaign and later

became a TED speaker. Rightly so, he calls his new life his second act.

CONVERSATIONS WITH JUSTIN CONSTANTINE


course, these action items are predicated upon the manager trulybelieving in this philosophy—if he/she does not actually thinkthat taking care of others is a priority and is just “checking a box,”this will be obvious. First, make your team members understandthat they are a priority by making time for them. This may includemeeting regularly as a group or one-on-one, but your people wantto know that you take their concerns seriously and they can cometo you when they have an issue. Second, provide the training foryour people that they need. Nothing dampens morale more thanwhen an employee feels like they have not been adequatelyprepared to meet their goals, yet are held accountable for thoseresults. When you make sure that each of your team memberssucceed at work, you will succeed too. Third, lead from the front.That is, don’t ask your staff to do something that you would neverdo. For instance, if you expect them to stay late at work to finisha project, you should be right there with them.

P: In your book, you wrote “it’s okay to ask for help andlean on others for support.” Why do you think it’ssometimes difficult for those in management to seek helpwhen needed? C: I think that sometimes people view asking for help as a sign ofweakness, although I think it is the complete opposite. It is fareasier to keep a brave face and act as if everything is under controlthan it is to open up, potentially be vulnerable and ask for help.Further, you should look for opportunities to help other people—this kind of attitude is contagious, and can really change an entirework environment.

P: There is a chapter in your book that’s dedicated onconquering one’s own fears. Given the uncertainty ofyour future after such a devastating injury, how did youpersonally conquer your own fears? C: I certainly had a lot of fears after I was injured: Would I everlook “normal”? Would I be able to exercise? Would I speakclearly? Would my brain work correctly? Would I be able to holddown a job? One of the great things about my wife is that shealways encouraged me to be very open with her, and having heron my side while working through my issues made a hugedifference. Also, going to counseling for 18 months for Post-Traumatic Stress Disorder (PTSD) had a huge effect on myoutlook, how I viewed myself, and my understanding of why mybody and mind were reacting to what I experienced in Iraq.Finally, spending time identifying what I wanted to do with mylife, including short-, medium- and long-term goals, and the steps


WHAT MUST LEADERS KEEP in mindwhen creating a strategic vision for theirteam to ensure that everyone is pullingtoward the same direction? To read moreinsights from Constantine, Click here. Plus,go to justinconstantine.com to read moreabout the veteran and his latest book.

PERSONAL SIDE NOTES

I would have to take to achieve them, helped me push pastwhatever obstacles were in my way.

P: Why is mentorship an important part of leadership? C: Mentorship is about giving back and helping somebody elsewithout expecting something in return. This gets to the core ofstrong leadership. So, a good leader recognizes opportunities toprovide that sort of assistance to others. Everyone can use amentor, and it can be difficult to find the right one. If someoneasks you to be their mentor, show them the proper respect bydetermining if you have sufficient time to help them in themanner they need; automatically saying “yes” or “no”—withoutensuring if it is a good fit—will be bad for both of you. n

App most often used: Uber

Book currently reading: The MotivationManifesto by Brendon Burchard

Way you recharge your creative energy:Playing golf and relaxing in a steam roomand sauna

One great leader you’d like to be part of yourteam is: Abraham Lincoln, because he overcameso much in his personal life before he waselected U.S. president. His mentality ofsurrounding himself with people of differingopinions is mature and confident.

Best piece of advice you’vereceived was: Treat others theway you would like to betreated.

Way you live the spa lifestyle: Ihad my first couples’ massagewith my wife las year. We had agreat time, and have made plansto go several more times this year.


There are manyexamples of toxicbosses—some are unfortunatelytoo common in today’s work places.Have you ever worked for a boss whodeflates your confidence by micro-managing your every move? Isn’t itemotionally and creatively exhausting tocontribute ideas to a manager who onlyhas a “my way or the highway”

mentality? How taxing is it toconstantly be on thedefensive against amanager who bullies hisor her way to get thingsdone?

TELL-TALE SIGNSFor any leadership, it takes

humility to determine whether you orsomeone in your team has the makingsof being toxic. Often, one sign of poormanagement is when staff memberscome and go. “Just like toxins in the body, it is

critical you identify bad leadership andlearn how to deal with and eliminatethem, not always physically but alsomentally and emotionally. Similar to thebody, the expense of toxins in the workenvironment will lead to dysfunctionand eventual breakdown,” says Well byChoice Founder Jean Kolb. Skin Authority CEO and Co-founder

Celeste Hilling says it’s easy to spot badmanagers. “Along with toxic bossescomes intimidation and fear, whichtrumps innovation. When you can’tinnovate, you can’t grow,” she says. Some signs of toxic bosses include a

controlling attitude, untrustworthinessand inconsistency to the point thatemployees never know what to expect.A symptom of poor leadership, Hillingsays, is high turnover and employeeabsenteeism.

ARE YOU THE BAD APPLE?Like a bad apple that spoilsthe barrel, it takes one toxic boss to ruin a good culture which, in the bigger scheme of things, could lead to the death of any business.



In the same way that staff members provide guests much needed relaxation, Silverado Resort & Spa also encourages leadership to recharge theirbatteries to ensure that they are able to release any feelings of negativity.

(CONTINUED ON PAGE 28)

Suzy Bordeaux-Johlfs, spa director atSilverado Resort & Spa in Napa,California, says toxic bosses are oftenpower-seekers, emotional decision-makersand display negative attitudes and a lackof concern or empathy for others.At times, one can spot a toxic boss

through his or her nonverbal way ofcommunication. “Is the boss building upthe team? Or through words and actions,is the boss tearing everyone down?Toxins eventually destroy. Toxic bossescan destroy not only one’s employment,but one’s spirit. It is critical to noticewhat your thoughts and actions are inthese situations,” Kolb says.

MORALE AND BOTTOM LINEThere’s a dire need to eliminate badleadership because, aside from the factthat it can demoralize a team, it has adirect impact to the bottom line. “High

turnover rates of employees and partnersnegatively affect the bottom line. Theonly ones who stay are those who can’trise, so the business never reaches itsfull revenue potential,” says Hilling.High staff turnover rate is dangerous

because it can be contagious. “Whenpeople leave, the rest of the employeesstart to think, ‘Should I be leaving? Dothey know something I don’t know?’”she says.A revolving door, says Kolb, makes

one feel like the business is just runningin circles and progress is nowhere insight. “The engagement level goes downbecause existing associates will likely notinvest in new colleagues as they wouldthink new hires will be here today butgone tomorrow. It also takes a lot ofwork to train and retrain, not to mentionthe money a business has to invest.Statistics indicate that it takes one and a

half a person’s salary to train areplacement associate. Imagine what aspa could do with that money!” Kolbsays.Bordeaux-Johlfs thinks it is a leaders’

responsibility to motivate, support andlead a team toward a desired businessgoal. “If a leader is affecting the moraleof a spa, it will reflect negatively on thebottom line as associates lose sight ofpurpose and, ultimately, become disen-gaged.”She adds that associates who remain

in an organization where there is highturnover are usually the most loyal andresilient, which is why it is important toaddress toxic leadership before it is toolate. “They will stay as long as they feelthey are appreciated and can make adifference. If the toxic behavior continueswith no end in sight, eventually they, too,will leave,” she says.


TOXIC BOSSES(CONTINUED FROM PAGE 26)

OPPORTUNITIES FORIMPROVEMENTTo become a better leader, one mustlearn to build trust. “When you look attoday’s world, business is based onsuccessful relationships. It takes trustand mutual respect to create relation-ships, both of which are corrupted bytoxic leadership,” Hilling says. “Toxicbosses keep everyone off-balance anddisrupt trust within the team. When acompany is not built on trust, it’s impos-sible to create lasting relationships.”

As a way to help a toxic boss realizehis or her lack of leadership, Kolbrecommends assessing performance andhaving an honest conversation with poormanagers in terms of expectations onimproving leadership skill sets. “As JimCollins would say, find a way to helpthem ‘face the brutal facts.’ One toolthat I have found works well is a 360-degree feedback evaluation from variouslevels of individuals who interact withthe leader. A person cannot change ifthey do not see what they are doing and

how it is affecting others. In rare cases,someone will not care. However, I thinkhuman beings for the most part careabout how they come across to others,”she says.Bordeaux-Johlfs agrees that it’s

important to allow open and healthyconversations. “Address the concernswith clear examples and allow for a goodhealthy discussion. As perception isreality, they must understand how theirbehavior affects the group and, ultimately,the success of the business,” she says.

“Toxic bosses keep everyone off-balance and disrupt trustwithin the team. When a company is not built on trust, it'simpossible to create lasting relationships.”

— CELESTE HILLING, CEO and Co-Founder, Skin Authority

She says that it’s equally important todifferentiate toxic leadership from onewho may simply be burned out. “If theleader has a hospitality heart and this isa new behavior resulting from burnoutversus a negative management style,then top management should addressthe leader with care and concern andaccommodate with some much neededrest to recharge his or her batteries,”says Bordeaux-Johlfs.Providing opportunities for leadership

training is another way to turn toxicbosses into better leaders. “There’s a lotto be done with interpersonal skillstraining to develop them to become abetter leader. You have to identify thechallenges with them and give concreteexamples of the impact. Then, assign a

deadline for improvements—if unmet,make the decision to cut ties,” she says.

COPING RIGHTFor employees dealing with the dailyreality of working with a toxic boss, it isgood to have a support system to helpyou cope through challenging days. “It’s

very important for employees to becomea support system for each other. Theycan be cheerleaders and soundingboards but it’s important to keep theinteractions from becoming a pity party.Be constructive, don’t complain. Instead,look for solutions,” Hilling says.


“There is strength in numbers.Confiding in someone who 'gets it' canbe healthy and helps to relieve stressif it is used as a coaching opportunityto help the situation.”

— JEAN KOLB, Founder, Well by Choice


“We all have ups and downs inbusiness, which makes the boss

questions his or herdecisions. Duringthese times, don’tput your fearsinto the team,don’t pass blame,

and don’t go into‘beat up’ mode. You have

to be accountable, which takes some ofthe pressure off the staff. Also, life is tooshort! If you are becoming toxic, knowwhen to cut the cord.”

Celeste Hilling • CEO and Co-founder

Skin Authority • Carlsbad, California

“On occasion, it is a good idea to lookinward at opportunities where we get in

the way of ourselves.Find ways to relievestress at yourdesk. Go andwalk around andsay ‘hi’ to your

associates. The spaindustry is very

demanding on our soft skills and stayingbalanced and present is critical to aleaders’ success.”

Suzy Bordeaux-Johlfs • Spa Director

Silverado Resort & Spa • Napa, California

“To not become toxic, you needcontinual self-reflection and openness to

very honest and candidfeedback. Seek itout as a gift. Youhave to know thebrutal facts aboutyourself. Great

leaders are alwaysseeking to improve. Do

not blindside someone when asking forfeedback. Let them know in advancethat during a particular discussion, youwill be seeking feedback on yourperformance. Do not do it when you arehaving a conversation about theirperformance. The two are very separate.Create a safe environment of trust andappreciation.”

Jean Kolb • Founder

Well by Choice • Kohler, Wisconsin

How Not to Become Toxic

TOXIC BOSSES(CONTINUED FROM PAGE 29)

Like Hilling, Kolb sees the value ofhaving someone to talk to when thegoing gets tough. “There is strength innumbers. Confiding in someone who‘gets it’ can be healthy and helps to relievestress if it is used as a coaching oppor-tunity to help the situation,” she says.Bordeaux-Johlfs, however, cautions

from falling into the gossip trap. “It is agreat feeling to work somewhere whereyou have each other’s back. But becareful to not create your own toxicenvironment by participating in a dailyrumor mill about your superior. As thesaying goes: ‘You can either be part ofthe solution or part of the problem,’”she warns.

When dealing with close-mindedbosses whose idea of leadership is “myway or the highway,” Kolb says there’salways the option to provide a toxicboss a candid feedback. “That doescome with some anxiousness or senseof fear. Know that it takes courage tomake change,” she says. What you shouldn’t do, however, is

stab your boss’ back. “It is only areflection on you and does not doanything to change the situation. If youhave tried unsuccessfully, then there areproper channels to help, such as yourHuman Resources specialist. Use yourresources; use your tongue as a tool, nota weapon,” she says.

Hilling says it’s also important tounderstand the boss’ mentality to helpyou determine the best approach. “Pitchideas in a format of, ‘what’s in it forthem.’ Ask how they measure success.It’s important to realize you are notgoing to change them; you either haveto modify how you interact or pick yourbattles,” she says.One thing Bordeaux-Johlfs stresses

though is that, no matter how you feel,you always have an option. “You arenever stuck anywhere. If you are in anunhealthy environment and you feel thatyou have tried to express your concernsin a positive and respectful way but tono avail, it may be time to find a like-minded boss somewhere else.” n


FROM HOLLYWOOD TOLONDON. Hollywood Legends TippiHedren and Kieu-Chinh joined CNDat the 2016 Tet Parade in Westminster,California. CND also collaborated withfashion powerhouse VIN+OMI for theirAW16 London Fashion Week show.

BROWN ON STAGE. 2016 ISPAConference & Expo keynote speakerand author of Rising Strong BrenéBrownwas spotted on stage at theSouth by Southwest (SXSW) Conference.

SEE + BE SEEN

MEET AND CONNECT.Attendees at the Iconnection event helpedraise donations for the respective charities of Geraldine Howard and LoriHutchinson to help honor the lives of the late spa veterans. A 2016 ISPAConference & Expo registration was raffled off in order to raise the monetarydonation.

MINDFULACROBATICS.Mateo Daniel of Austin-based Playful WarriorYoga led a relaxingweekend with AcroYogaand Therapeutic Flight atDeer Lake Lodge andSpa, located inMontgomery, Texas.

WANT TO BE SEEN IN PULSE? Send your post-eventnews and photos to [email protected] and find yourself onthe pages of a future issue of Pulse magazine.

From left: Iconnection and Spa Connection events foundersJim Croghan, Scott Duncan, Dana Stallings, and Joanne Berryat The Hard Rock Hotel and Spa in San Diego, California.


LEAVING A LEGACY. Dr.Howard Murad received theLegacy Award during the BeautyChanges Lives dinner, joined byson Jeff Murad and BeautyChanges Lives FoundationPresident Lynelle Lynch. CONQUERING CANCER. Las Vegas Spa

Association participated in the 6th annual “CancerClimb.” Members of the team posed before theyconquered Red Rock Canyon.

ONE TEAM. Jindilli hosted “Immersion Days” for theirstaff and industry experts at their corporate headquarters inChicago, Illinois.

RUNWAY REPORT. Red Door participated in theVivienne Tam Fall/Winter 2016 Show at New York FashionWeek. From left: Red Door stylists Jamie Calderon andJessie Silverman were backstage to prep models.

IN SUPPORT OF WSPA. The ISPA communityshowed its support to the Washington Spa Allianceduring its 6th Annual Symposium. The event featured apanel of speakers composed of industry leaders,including ISPA Chairman Michael Tompkins and ISPAMedical Director Dr. Brent Bauer.


BY NAREN

ARULRAJAH

“Your website isn’t thecenter of your universe.

Your Facebook page isn’tthe center of your universe.

Your mobile app isn’t thecenter of your universe.

The customer is the center of your universe.”

— BRUCE ERNST, LEADiD SVP OF PRODUCTS

CLIENT LOYALTY IS A BIG CHALLENGE for many spa owners and marketers today.Technology advancements place the power of easy access to extensive information andchoices in the hands of consumers who are less inclined to stick to just one brand. Consumers tend to be finicky because they now have more choices and fewer reasons

to remain loyal to a brand. They come with heightened expectations of brand experiencesand will not hesitate to voice their disappointment or distrust of a brand over multipledigital channels. A brand without loyal customers, however, cannot stay competitive and profitable in the

long run. So the need for building strong brand loyalty and following is crucial for spas ifthey want to stay competitive and visible within their market space.

ClientLoyaltyBuilding Brand Relationships That Last


The Real Cost of RetentionWhat is the financial cost of building client loyalty? Althoughan expanding client base is a core business goal, the costassociated with attracting new customers is much highercompared to cost of retaining existing clients. According to theGartner Group, 80 percent of your company’s revenue willcome from just 20 percent of your existing customer base. Infact, Leading on the Edge of Chaos authors Emmet C. Murphyand Mark A. Murphy, estimate that, depending on one’sindustry, a simple five percent increase in customer retentioncan deliver an increase in business profits between 25 and 125percent. There is no doubt that client retention can be extremely

challenging for most brands; however, it is an attainable goal. Three areas of specific focus to build client loyalty include:

1. Focus on creating an amazing customerexperience.While spas need to keep an eye ontheir bottom line, it is equally important to ensurethat brand policies do not negatively affect the

client experience. No issue is too big or too small; if it involvesimproving client experiences, then it is worth considering. Tech giant, Apple, for example has built a culture of

excellent customer experience. By closely analyzing consumer“likes” and “dislikes,” the company has actively addressed anumber of customer issues and areas of potential futureconcern. Below is a good example of how they do this:

Instead of making their customers wait in line for a clerk toservice them, Apple came up with the idea of a Genius Bar attheir retail stores where customers have the option of sched-uling appointments with a “Genius.” With zero wait time, thecustomer is free to schedule his or her other appointments atconvenience. This is just one example of how the companygives its customers top priority.

PAUSE FOR THOUGHT: Taking the Apple example, how are

you putting your guests’ convenience top-of-mind even

before they step into your spa? Do you offer them easy ways

to set up appointments, whether through an app or a mobile-

responsive website? While waiting for a treatment, what

complimentary amenities do you offer guests to not only

make them feel welcome, but also help them disconnect

from the outside world? If Apple has a Genius Bar, have you

thought about offering a Detox or Vitality Bar where guests

can either unwind or learn about wellness while waiting for

their scheduled treatment? Thinking about every touchpoint

of your guests’ experience ensures that you’ll leave them

with a unique experience that would drive them back to your

spa.

2. Appeal to the trillion-dollar clientbase. With an estimated spending that isclose to US$600 billion, millennials are aconsumer force that no brand can afford to

ignore. This “always-connected generation” strives for ahealthier lifestyle and is not swayed by big brand names. Talkto them about farm-to-spa and organic products, or antioxi-dants and probiotics, and you just might manage to raise theirinterest. Being tech-savvy is a boon and almost a default attribute

with millennials. However, it brings with it the risk of mentaland physical exhaustion that can manifest itself in a number ofways. Spas can use this opportunity to build a loyal followingby offering services and products that are completely organicand customized to specific millennial concerns, includingstress and insomnia. If there is one brand that has played a pivotal role in

changing the perception of working out in the minds of health-conscious millennials, it is Nike. The company tailors itscampaigns and products to align closely with the interest andaffinities of its audience. Nike is not just a sneaker company. Itrepresents a lifestyle transformation for most millennials.

Air Jordan, for example, is a prized possession and carriesmassive iconic appeal. For shoppers, an equal part of theappeal is having the option to use colors and materials andcustomize their sneakers. With powerful taglines like “If you’rebrave enough to try, you’re strong enough to finish,” Nike iseffectively championing the cause of exercising to stay fit forwomen who want to balance work and personal life withoutcompromising their health.

By blending personalization with an almost organic appealin its product offerings, Nike speaks to its customers on apersonal level. And that is what millennials crave.

PAUSE FOR THOUGHT: Taking cues from Nike, have you

created a marketing initiative targeted at millennial spa

guests? If you haven’t yet, it may be time to add this to

your marketing plan. Consider taking a simple survey as

part of either your intake or post-visit form that look into

millennials’ personal preferences in order to gain insight


into what may draw them back into your spa or business.

Are they looking for treatments that use organic products

or do they want the latest high-tech treatments? How are

you training staff members so that they are able to

customize treatments when guests demand for it? Since

millennials are always connected, are you engaging them

in digital channels that they frequently use, whether

that’s Instagram, Facebook, Twitter or Snapchat? Like

Nike, the way to connect with millennials is to understand

their unique demands for individuality and authenticity.

3. Walk the talk on your client servicepolicy. Client satisfaction is the foundationfor building a loyal client base. While mostbrands talk big about client service experi-

ences, very few walk the talk. In a study conducted byAccenture, findings suggest that the top areas that frustratecustomers are: l failure to quickly resolve an issue;l lengthy hold times;l interacting with representatives who cannot provide asolution.While these three are core issues for ensuring great client

service and building client loyalty, it is necessary to ensure thatall areas of brand interaction extend client satisfaction experi-ences. Just like how detoxification works from the inside out,brand loyalty and stellar client experiences work best in thesame way.

PAUSE FOR THOUGHT: Have you reviewed your spa’sresolution procedures lately? It may be time to update

some policies to further improve your team’s ability to

respond to guest-related issues? Since online reviews

matter to today’s digital-savvy guests, do you have

someone in your staff trained to monitor and respond to

reviews in order to address negative online feedback

accordingly? Aside from training staff members on

general spa policies, what other types of trainings do you

offer in order to equip your staff with the knowledge and

tools to properly and immediately resolve issues? More

importantly, given clients’ common frustration of speaking

with representatives who cannot offer real solution, how

do you empower your staff members so that they will have

the confidence to immediately resolve issues and win

unhappy guests back to your spa?

Personalized TouchesThe delivery of personalized client experiences is the mosteffective way of creating client relationships that can stand the testof time. Building brand loyalty revolves less around reward andrecognition programs. The focus for spas should instead be onbuilding high-value client relationships through compelling andpersonalized client experiences. Spas that understand their clientexpectations and pain points are the ones who are in the positionof delivering service experiences that encourage client loyalty. n

KEY THINGS TO

KEEP INMIND

NAREN ARULRAJAH is president and CEO of EkwaMarketing, a complete internet marketingcompany that focuses on SEO, social media,marketing education, and the online reputationsof medical, aesthetic and anti-aging profes-

sionals in cutting-edge spa-based practices. Witha team of more than 130 full-time marketers, Ekwa

Marketing (ekwa.com) helps doctors dominate theirmarket and grow their business significantly year after year. Arulrajahcan be reached at 1.877.249.9666.

HIRE PEOPLE-FRIENDLY PERSONNEL who come with not only the right kind of skill sets, but are

also committed to truly delivering excellent client service. Having the right mindset and attitude

to do a job is an absolute necessity when it comes to impressing and pleasing clients.

TRAINING FOR STAFF ON DELIVERING STELLAR CLIENT SERVICES should be a core brand policy asit helps in ensuring that the staff are in a position to not only answer service and product queries,

but are also trained to deal with difficult situations.

EXCELLENT CLIENT SERVICE should be a business-wide culture. When the leadership defines and

walks the “client experience is a top priority” talk, it sets the precedence for always delivering on

a brand’s commitment to excellent quality of service.

EMPLOYEE SATISFACTION is crucial to client satisfaction. Brands with happy employees have the

advantage of an engaged and loyal staff who serves as motivated brand ambassadors. Happy

employees are more willing to go the extra mile to ensure client satisfaction.


WANTED:

HOW TO SPOT AND HIRE

TOP TALENTS


ave you ever come across a rock staremployee in your work place? A rockstar team member is one whostrives for excellence, welcomesnew ideas, brings fresh perspectiveto the table, plays well with the team

but leads with accountability and, at theend of the day, gets things done because results matter.With companies competing to attract rock star

employees to their team, it can be challenging to win inthe war of talents. It is even more difficult in the spaindustry due to the shortage of qualified spa profes-sionals currently in demand. “When we hire wrong, not only do we lose money but

also time and employee morale. The ultimate goal is toget the best employees into your spa, ones who arepassionate, talented and committed to a career theylove,” says Julie Pankey, founder of JM Pankey Partners.



Treatment room at Absolute Spa in British Columbia, Canada

WHY HIRE ROCK STARS?According to WTS International Director of Training andDevelopment Henry Gudelsky, there’s a need to pay attention totop talents because a business’ success is dependent upon theperformance of its team members. “It does not matter if theperson is a director, attendant, service provider, or host,everyone contributes to the guest experience and performanceof the spa. Having rock star performers within our team enablesus to consistently deliver the level of service that keepscustomers coming back,” Gudelsky says.He adds that one can never discount the impact or influence

rock star performers have on other team members, making thisanother good reason why spas and businesses should be on thelookout for top talents. “In my experience, a rock staremployee’s attitude and performance is contagious. It will helpto elevate the performance of everyone around them.” Wendy Lisogar-Cocchia, CEO of Absolute Spa Group and

Soluzione Spa Products located in Vancouver, BritishColumbia in Canada, says putting together a “rock star” teamis essential in building brand loyalty and a strong client base.“Our amazing team is the very backbone of our spa. They are

what keep our guests coming back,” she says.Salt of the Earth owner and CEO Paul Heslop thinks the

importance of having exceptional team members is more feltin an industry focused on wellness, connection and healing.“People do business with people, not with your logo. Everyorganization is as good as the people that run it.” But while spas and businesses should invest in experi-

enced and stellar talents, Osmosis Day Spa Sanctuary GeneralManager Thor Holm says spotting candidates with “rock starpotential” is just as important in the hiring and staff retentionprocess. “What is more frequent, and just as important, isthat diamond in the rough,” Holm says.

QUALITIES TO LOOK FORRock star employees stand out because of the qualities theypossess. “One quality that seems to separate them from therest is an unquenchable thirst for knowledge or desire to learnways to do things better. While they are also typically over-achievers, they get the business side of the equation,” saysHolm.Lisogar-Cocchia thinks a rock star employee, aside from

“Our amazingteam is thevery backboneof our spa. Theyare what keepsour guestscoming back.”

— Wendy Lisogar-CocchiaCEO, Absolute Spa Group

and Soluzione Spa Products


WTS International recruits top talents to ensure they help elevate each other'sperformance and passion to serve.

being personable and outgoing, is also eager to grow with thecompany. “The best team members live and breathe guestexperience; they continually self-educate and keep up-to-dateon industry trends,” she says. Gudelsky, on his part, look for three qualities to spot top

talents: selflessness, commitment to excellence and passion.“Rock star employees are selfless and understand that theyaccomplish more as part of a team than they can as anindividual. They look for opportunities to coach and improvethe performance of everyone around them and jump at oppor-tunities to help others grow,” he says.Rock star employees display an enormous amount of

passion for what they do. “A person’s passion will lead thatindividual to deliver the highest level of service which, in theprocess, will help to generate more sales and service opportu-nities,” Gudelsky says. Heslop thinks that drive and passion will not only ensure

excellence in service but will also help when times get rough.“People who know how to put things past them and not allowthese to affect their professional work life are rock stars!” hesays.

RECRUITING TIPSThe recruitment process, stressed Holm, starts long before thefirst interview. This means it’s important to first build a goodreputation as a company that attracts top talents. “Create the

type of atmosphere and culture that would allow them tothrive. To be an employer of choice means that yourreputation precedes you,” he says. In addition, he uses theISPA Job Board to post open positions that require skill setsthat may be hard to find within the local market.WTS International employs a referral program to help

recruit only the best. Referrals may come from either teammembers or business partners that they have worked with inthe past. “We look to our internal talent bench for promo-tions before we look outside. With that said, we have adetailed recruiting strategy that we follow to find top talents,that includes posting on various job boards like LinkedIn andat trade schools, as well as hosting quarterly career fairs,”Gudelsky says.Aside from working closely with top esthetics and massage

schools in Vancouver to recruit top-of-class graduates,Lisogar-Cocchia relies on her employees to recommend goodtalents. “Happy team members are the best recruitmentprogram,” she says. “We have found that referrals from ourcurrent employees have been the best way to ensure stellarcandidates.”Referral is a good strategy, says Heslop, because it helps

make staff members feel involved in the recruitment process.“Having our staff buy-in and their desire to work with anindividual goes a long way as we are heavily focused oncreating a positive culture,” he says.

“Rock star employeesare selfless andunderstand that theyaccomplish more aspart of a team thanthey can as anindividual.”

— Henry GudelskyDirector of Training and Development

WTS International


CONDUCTING INTERVIEWSInterviews are an important part of the recruitment process,this is often the first step when one uncovers whether acandidate has the makings of a rock star employee. Duringthe interview process, Gudelsky says it’s important to buildrapport with the candidate, use consistent behavioralinterview questions and be prepared to share with thecandidate why your spa or company is a great place to work. “At WTS, we begin each interview by ensuring that the

candidate feels at ease and asking simple probing questionsabout their career. This helps the candidate feel relaxed and ismore likely to open up and feel connected to the interviewer,”

Gudelsky says. It’s important to have standardized interview decks with

behavioral interview questions in order to properly assess andmeasure whether a candidate is, in fact, a good fit. “Whenwe ask each question, we follow the S/TAR (Situation/Task,Actions, Results) Model and look for answers where thecandidate can tell us about their past experiences,” he says.“Finally, if we think the candidate is a good fit, it is time toexplain why WTS is a great place to work. Typically, I wouldshare success stories about internal growth as well as somedetails about exciting projects that WTS has planned for theupcoming year.”


“Use a team approach and include a currentsuperstar in your interview process. Finally,articulate your brand vision and culture so if acandidate is not a fit, he or she can tell you.”

— Thor HolmGeneral Manager, Osmosis Day Spa Sanctuary

Osmosis Day Spa Sanctuary looks for applicants with an innate passion to serve guests.

6


1.Detailed Job Descriptions: All spa positions need a detailed job description, outlining

necessary knowledge, skills and traits that the position requires. All management expec-

tations, along with scope and limits of authority, need to also be outlined. Your job

description is your measurement tool for employee performance and new hires. Candidates need to

meet at least 80 percent of what you are looking for, anything less and you are asking for problems.

2.Finding the Talent: Use your job descriptions to create your job postings. Be detailed

about what you need. Use social media to your advantage and post through all channels.

Additionally, post through the ISPA Job Board and other industry sites where talent visits.

Reach out through LinkedIn and network with your employees. To give employees a voice in who

works beside them, implement an Employee Referral Program where there is a monetary reward for

a referred new hire after 90 days.

3.The Interview: To make the interview count, be prepared and efficient. Establish a set of

interview questions that you use with all employees so it is easier to measure one against

the other. Ask probing questions and questions where they need to problem-solve. Have

your team participate and have all candidates interview with another staff member with similar

questions so you can compare answers and consistency. Besides a stellar resume, a candidate has

to have the right attitude and charisma to fit your business. Let your gut be your guide. If you are

not 100 percent on a candidate, you can also try a temp to permanent position or contract-to-hire.

4.Skills Testing: If you are hiring for a technical position, you always want to do a hands-

on practical evaluation. A candidate needs to demonstrate his or her technique and

proficiency. Set them up with a lead technician or other team member that you trust. Use

an assessment tool to rate their performance.

5.References: This is a critical step that is often left because owners are so desperate to get

someone in the door. You will be surprised what you learn. You can verify the following

with a reference: relationship to the candidate, dates of employment, titles, and job

responsibilities and duties. Most importantly, always ask: “Is there anything else I should know?”

and “Would you rehire this employee?”

6.Compensation: Nothing makes an employee want to jump ship or not take a job more

than compensation. Make sure that the employment package that you offer is fair, compet-

itive and has incentives and room for growth. In the spa industry, finding and keeping top

talent is hard and you don’t want to lose talent by not offering the best package that is financially

feasible for your business.

WAYS TO HIRE RIGHTTo minimize staff turnover, Pankey offers the following tips:


Holm advises being straightforward and transparent aboutexpectations, seasonality, workload and training opportu-nities. “Use a team approach and include a current superstarin the interview process,” he recommends. “Finally, articulateyour brand vision and culture so if a candidate is not a fit, heor she can tell you.”Aside from articulating during the interview process what

is expected from team members, Lisogar-Cocchia says it isalso important to put skill sets needed a top priority. “Thiswill ensure you hire the best fit for your team and your area ofneed,” she says.

HIRE SLOW, FIRE FASTHeslop warns that, even with the best interview techniques,there are no guarantees. A candidate may finish a series ofinterviews with flying colors, but then would later bringpersonal issues into the workplace. Instead, his advice is to

“hire slow, fire fast.” “I don’t sell the job to candidates, they have to want it,”

Heslop says. “I’d rather have them decide not to work for usnow than after we have hired and put in a lot of money andtime into them.”Pankey agrees that there is no fool-proof strategy when it

comes to hiring. “It is frustrating when you make a badhiring decision,” says Pankey. “No matter how experiencedyou are, it is possible to be fooled by a great interviewer whoturns out to be a less than great addition to your team.” Pankey says there are advantages and disadvantages to

immediately spotting a bad hire. “The advantage of realizingthis person may not work out is that you have the timeto work with them one-on-one and give them every oppor-tunity to improve,” she says. “The downside is that most ofthe time, your gut is right. This is why I feel so strongly abouthiring to your business culture.”

WANTED: ROCKSTAR(CONTINUED FROM PAGE 42)

“People do business with people, not withyour logo. Every organization is as good as thepeople that run it.”

— Paul Heslop, Owner and CEO, Salt of the Earth

As a company, Salt of the Earth understands that no amount of product branding can help them succeed without building the right team first.


JULIE PANKEYFounderJM Pankey PartnersNORTH BERWICK, MAINE

FEATURED SOURCES

HENRY GUDELSKYDirector of Training and Development WTS InternationalROCKVILLE, MARYLAND

WENDY LISOGAR-COCCHIACEO • Absolute Spa Group and Soluzione Spa ProductsVANCOUVER, BRITISH COLUMBIA

CANADA

PAUL HESLOPOwner and CEO Salt of the EarthWOODS CROSS, UTAH

THOR HOLMGeneral ManagerOsmosis Day SpaSanctuaryFREESTONE, CALIFORNIA

RETAINING ROCK STARSWinning top talents doesn’t end after you bring them on board.It’s equally important to create an environment that wouldnurture their talents in order to retain them. To do this, WTSInternational puts together personal development planscustomized for each team member and designed toward specificcareer goals. Having such development plan in place makes surethat a team member always has a new challenge at work withan opportunity to grow and develop. “We also have anemployee recognition program that gives everyone on our teaman opportunity to be recognized throughout the year.Demonstrating that you are invested in your team members aspeople, helping them grow, and making sure that they are recog-nized will ensure that your team sees your spa as a place tospend their career—not just another job,” Gudelsky says.Aside from positive company culture, top talents appre-

ciate regular feedback that would allow them to move up onthe career ladder. “People like to know where they stand andwhat they can do to move to the next level,” Heslop says.Training is also key, especially among those with “rock star

potential” who are often highly motivated to expand theirskill sets. “We recently brought in an outside-the-industryexpert to train our entire team on how to constantly improveand add value to their lives and the business. It’s called‘Kaizen’—a Japanese business philosophy of continualimprovement and personal practices,” he says.Holm, on the other hand, relies on a robust training

calendar developed by its training director and on ISPA’sresources to help build its top talents’ skill sets. “As an ISPAmember, I have always utilized the ISPA Certified SpaSupervisor program, which includes the ISPA Supervisory SkillBuilder’s Series, to develop supervisors and managers,” he

says. “We also frequently trade services with other spas inorder to acknowledge our team, but also invite them tobenchmark other spas, so that they are more engaged incontinuous improvement.”Hiring takes time and effort. “It can take months to fill a

position—and time is money,” says Pankey. However, if you putall the hard work required to find top talents, the pay-off can befar more than you can imagine. Finding rock star talents meancreating an environment where only the best in the industry canthrive—and that in itself is priceless to any business. n

WHAT ARE SOME of the common mistakesto avoid when conducting job interviews? Clickhere to read interview tips.

“When we hire wrong, notonly do we lose money butalso time and employeemorale. The ultimate goal is to get the best employeesinto your spa, ones who are passionate, talented and committed to a careerthey love.”

— Julie Pankey, Founder, JM Pankey Partners


How Effective Leaders Make Difficult Decisions



magine this: The spa is on the brink of a financial disaster. You’ve been given adifficult task to take drastic measures and cut expenses in order to help stopthe financial bleeding. Where should you cut? Should you consider makingpersonnel changes in order to lower high overhead expenses? Should you

switch to a new resource partner that can provide more benefits for lessinvestment, even at the cost of potentially burning bridges with a long-timebusiness partner? Every day, leaders are often faced with difficult decisions, butthe most effective ones are those who fully embrace the art of decision-making. “Without skill sets in decision-making, one cannot be successful as a leader,

teams cannot function in a productive manner, and organizations cannot grow,”says Irena James, co-founder and VP product development of CelleClé SkinCare in

Fountain Valley, California.ESPA International Chairmanand Founder SusanHarmsworth thinks it isimperative that leaders areable to make gooddecisions on a daily basis inorder to make a businessand team move forward. “It is better to make adecision, even if at times

it is the wrong one. Learn totrust your instincts,” she says.


Learning the Skill According to Dr. Diane Wong, ownerand medical director at Glow Medi Spalocated in Ontario, Canada, decision-making is a vital skill set because, in thelong run, the ability to solve problemsand make decisions can save anybusiness time, energy and money.“Unfortunately, you sometimes learnproblem-solving by trial and error, andyou have to use your past experiences toguide you in the future.”Dr. Wong adds that decision-making

is a learned skill set, but is often difficult

to teach because each business and itscomponents are different. “Making thewrong decision can be very costly. Youmust constantly have a finger on thepulse and be able to read your ownbusiness to know when somethingworks or doesn’t—and adapt or changeas needed.”Like Dr. Wong, Cooper Fitness Center

& Spa Assistant General Manager SarahCarroll thinks decision-making is a skillset learned through observation andpractice. “Ingrained in every leadershould be the desire to do the right

thing and that’s something that I’vetaken to heart in my management style,”she says.

Habits to Develop Leaders who excel in decision-makingdevelop habits that help strengthen theirability to find solutions when faced withdifficult problems. “An effective managermust be able to prioritize and avoidprocrastination, be decisive with awillingness to accept the possible conse-quences, and react quickly by changingcourse if certain decisions produce lessthan ideal results,” says James. When it comes to making tough

calls, James draws wisdom frombusiness magnate and philanthropistWarren Buffet, who once said: “It’sbetter to be approximately right thanprecisely wrong.”Dr. Wong agrees, stating that much

of decision-making comes down topriorities. “You don’t always want to be‘putting out fires’—so never pause andalways plan ahead,” she says, quicklyadding that having a list of priorities alsoensures that you stay on track whenfaced with multiple issues at once. It is equally important to form a

strong foundation. “To do this, youmust first realize what forms yourfoundation. Is it your people, yourproducts, or your physical space?Recognize and nurture it,” she says.Harmsworth, on her part, thinks

developing strong decision-making skillsmeans learning to do what’s important,not what’s urgent. “Learn who todelegate what tasks to and do the

Cooper Fitness Center & Spa trains staff to make the best possible decisions in serving guests.

“Learn who to delegate what tasks to and do thehardest things first so you'll have a clear mind.”

— Susan Harmsworth, Chairman and Founder, ESPA International


hardest things first so you’ll have a clearmind,” she advises.

Listen to Understand Carroll says a strong listening skill set isinvaluable in decision-making. “To seekout a resolution means to understandthe issue. Ask questions to get as deepinto the issue as much as possible,” shesays.Aside from the ability to listen well,

good leaders tend to also nurture theirown employee’s decision-makingcapacity. “Encourage your employees tobe self-sufficient so they can haveautonomy over their decisions,” saysAlicia Grande, CEO and founder ofGrande Naturals, LLC based in WhitePlains, New York. She stressed, however,that one cannot do this without hiringthe right people. “Make sure to hirecompetent people you trust to thinkfreely and make decisions. Whenmaking decisions and delegating toothers, take note of their compre-hension, give them a minute to write

things down, assure they are absorbingyour instructions, and give them spaceto execute.”Good decision-makers make it a point

to never stop learning. “Someone elsehas probably already dealt with similarissues at hand, so read leadership books,or even better, follow business andleadership blogs on a regular basis. Thiscan help support and shape some ofyour own thought-processes before theneed to make a decision,” Carroll says.

Analysis Paralysis The fear of making the wrong decision isoften the main reason why many finddecision-making difficult. In the process,one falls into the trap of over-analyzinga situation or problem, eventually gettingcrippled in a state of “analysis paralysis.”“People are afraid of making

decisions because they get comfortable[and are afraid of change],” Grande says.But James says the best strategy to

avoid analysis paralysis is to eliminateprocrastination. “Set realistic deadlines,

allowing an appropriate amount of timefor a well-informed and well thought-outdecision-making process,” says James. On the other side, she says it is

equally important to know when to step

Mandapa Spa, A Ritz-Carlton Reserve offers ESPA products and treatments.

back. “Allow yourself to ‘see the forestfor the trees,’” she says. “Not taking theappropriate amount of time needed toconsider crucial facts or the variousangles of any given situation can causerash decisions and mistakes in one’s

“Encourage youremployees to beself-sufficient sothey can haveautonomy overtheir decisions.”

— Alicia Grande, CEO and FounderGrande Naturals, LLC


own judgment. Walk away, take a breakfrom the chaos and endless options,sleep on it and look at it with fresh eyesthe next day.”Grande says it’s important to stop

oneself from over-analyzing because itonly leads to wasting valuable time on aproblem, instead of acting on a solution.“My advice is to maintain a perspectivein order to avoid over-analysis. If youdon’t move forward with a decision, youbecome stalled and stuck. That is notthe mind of an entrepreneur,” she says.One common mistake, she says, is

forgetting one’s company mission whenmaking decisions. “Sometimes peoplebecome unfocused from their companymission. Other times people fall victimto over-analysis and start fixating onspecific things. I like to think of mycompany as organic and think abouthow one decision might interact withother the decisions I make,” she says.

One should also be wary of commu-nications overload, as it could often leadto analysis paralysis. To avoid this,Carroll advises finding a spot or time ona regular basis to think about the thingsthat are most important. “Limit distrac-tions and make sure the focus is on arational and mostly fair conclusion,” shesays.

Focus on Facts To get the facts, Dr. Wong recommendscreating a list of pros and cons andcarefully weighing the risks. “There isalways a risk, but you should take acalculated risk, at best. You cannot rushin fool-heartedly; you have to know yourfacts and figures. But, on the one hand,don’t let the details scare you away fromlooking at the whole picture,” she says.In cases when other parties or

departments need to be involved, Carrollsuggests getting leaders in the same

room and setting aside time to talkthrough issues and resolutions.However, she cautions about involvingtoo many parties and having too manyideas, as these could halt good decision-making. “I recently read from Cyrus theGreat about ‘diversity in counsel, unityin command.’ There’s always the risk ofconversations and exchanges to get farfrom the original issue, and other issuesbecoming more prevalent or a higherpriority, so it’s certainly good to figureout the process in advance,” she says.Carroll also recommends sharing

information ahead of time so everyonecomes to a meeting ready to beengaged. “Before leaving a meeting,reduce potential resolutions down to afew possible options. If you cannot dothat, there may be some significantdysfunctions to address further downthe road,” she says.

Glow Medi Spa trains its reception staff to help address guest-related issues, should they arise.


IRENA JAMESCo-Founder and VPProduct Development CelleClé SkinCare FOUNTAIN VALLEY, CALIFORNIA

FEATURED SOURCES

SARAH CARROLLAssistant GeneralManager, Cooper FitnessCenter & SpaDALLAS, TEXAS

SUSAN HARMSWORTHChairman and FounderESPA InternationalFARNHAM, SURREY,

UNITED KINGDOM

DR. DIANE WONGOwner and MedicalDirectorGlow Medi SpaTORONTO, ONTARIO, CANADA

ALICIA GRANDECEO & FounderGrande Naturals, LLCWHITE PLAINS, NEW YORK

Dealing with Critics To make decisions, it’s essential to havea conviction and to take accountabilityfor one’s decisions, even when criticscast their doubts. “You or someone else can talk you

out of anything if you allow that tohappen,” says Dr. Wong. “Failure shouldbe seen as a lesson in life. It allows youto learn and grow. But try not to keepmaking the same mistakes repeatedly asthat certainly can dampen your zest intrying again. In Albert Einstein’s words:‘Insanity is doing the same thing overand over again and expecting a differentresult.’”When faced with critics, Harmsworth

suggests hearing out their ideas toconsider all sides.“Ask their opinion on what they

would do better or differently and thendissect why that would or wouldn’twork. It is always important to listenand be collaborative, but then decisive,”Harmsworth says.Carroll takes a similar approach.

“Figuring out why someone is

questioning my decision is typicallywhere I’d go. Did he or she not feelincluded? Did this person not have achance to provide feedback? Did Ichange my decision after consulting thisperson?” she says.James says it’s important to recognize

where the doubt may be coming from.“Many people question other’s decisionsdue to fear and uncertainty, not becausethey believe their judgment may bebetter. It’s important to remember thisand to not feel attacked whenquestioned,” she says. Like James, Grande advises not to

over-react when people raise doubts.“Responding negatively doesn’t reallyget you anywhere. I listen and try tounderstand why this person isquestioning me. I take it all in, processit, and later on find a moment to discussit meaningfully with them. This can be a

mutually beneficial experience andencourages trust, increasing everyone’sability to make cohesive decisions in awork environment,” she says.It takes constant practice to become

better in the art of decision-making. “Asyou learn and grow through work andlife experiences, decision-making doesn’tnecessarily become easier but becomesmore efficient, which means less time,energy and money is wasted inineffective solutions or wasted inprocrastination,” says Dr. Wong.As a whole, it is important to keep

emotions in check when makingdecisions. “Never make a permanentdecision based on a temporary emotion.One of the biggest mistakes we canmake is to lose control of our emotions,causing us to lose objectivity and allowemotional reactions to influenceimportant decisions,” says James. n

WHAT ARE some of the ways to eliminate, if not minimize, biaseswhen making tough calls at work? Click here to read more insights.

“Never make a permanent decision based on a temporaryemotion. One of the biggest mistakes we can make is to losecontrol of our emotions, causing us to lose objectivity andallow emotional reactions to influence important decisions.”

— Irena James, Co-Founder and VP Product Development, CelleClé SkinCare


ALife!

The life of a spa professional is a continuous cycle of dailyresponsibilities that help make the spa world go round. Pulseasks ISPA members to give us a sneak peek into their dailylives to help us understand the roles they play and the difference they make on a daily basis.in the

As far as skin-care trend goes, hethinks “natural products elevated to thescientific level with high-tech organicingredients, such as stem cells orhyaluronic acid, are the way to go formost spa professionals, especially ifindependent lab tests guarantee theexpected results.”Here’s what a typical day looks like

for Hickman at work:� 9 am Starts the day by responding toemails and voice mails, holding internalmeetings and taking actions to improvesales, customer service and fulfillment.

“I’m old school so I still rely on myMicrosoft Outlook Calendar and Post-itnotes to help me plan my day and stayefficient at work.”� 11 am Starts progressing from mid-to long-term projects, such as developingnew products, promotions and analytics.� 2 pm Calls external partners (who arejust starting their day at the West Coast)and takes care of pending tasks. Onstressful days, he relieves stress bytaking in-between breaks. “I get out ofthe office a couple of times a day for 30minutes to an hour to get a cup of coffeeor have a short meeting so I can befocused and intense for two to threehours at a time at my desk.”� 6 pm Ensures progress on high-priority tasks are made and kicks offplans for the following day. When itcomes to business resource, he regularlyrefers to Stephen R. Covey’s The 7 Habitsof Highly Effective People. “I use theCircle of Influence and Circle of Concernprinciples on a regular basis to avoidfocusing my energy on issues I cannotchange and focus instead on those Iwant to and can.” �

Day BY MAE MAÑACAP-JOHNSON

As half of the husband-and-wife tandem that leads ilikeorganic skin care from SzepElet, Darren Hickman says

operations, finance and mentoring areamong the top areas that make up mostof his time at work. He directly managesup to 15 team members and says themost challenging part of being thecompany president is ensuring thateveryone within the team remainsenergized and focused as well asmotivated by the same goals. “The mostrewarding part is seeing everyonemoving in the same direction,” he says.The brand has a rich history, which

helps from a marketing standpoint. In thelate 50s, the product line’s founder, IlikeMolnar (also known as Aunt Ilike),created organic skin-care products usingHungarian-grown herbs and fruits thatdrew minerals from the country’s rich soiland thermal hot springs located alongthe Carpathian basin. “Aunt Ilike was considered a pioneer

with unconventional ideas who createdeffective skin and body-care products.Today, using certified organic products iswidely prevailing in the spa industry,”Hickman says.

DAY-TO-DAY CHALLENGESFinance: When it comes to money matters, Hickman is involved inmetrics management and financial reviews.

Customer service: Hickman says one of the challenges of customerservice is promptly responding to every phone call and email in order tomeet the needs of every single customer or prospect. He providessupport in this area and mentors staff members to ensure that everyoneis working toward the same direction. When leading and managing, hetries to keep in mind the lessons of Ben Franklin. “He not only ledothers to accomplish, but he himself accomplished so much as ascientist, scholar, politician and businessman. He is truly an example ofsomeone who ‘walks the talk,’” he says.

DARREN HICKMAN President • ilike organic skin care from Szep Elet • Indianapolis, Indiana

Darren Hickman, with wife Szlvia, findsbalance in work and personal life.

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Boldijarre Koronczay • President

How do you rally and lead your team towardsuccess?I do it with transparency and humor. Each day, we

start with a kick-off meeting to share ourgoals, results and customer

feedback with ourentire company,including ourwarehouse andproduction teams.We infuse the

brief presen-tation with

employee recogni-tions, funny memes, GIFs, puns—anda joke or two from me.

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What has made your company or brand a success story?

Simply put: hard work! I attribute our success to countless hours,

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What key benefits does this featured product offer

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Incredible for all skin types, this facial oil

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Eric R. Snyder • Technical Director

How do you rally and lead your team towardsuccess?We provide continuous reinforcement of theimportance of exceeding client needs, knowl-edgeable advice and rapid delivery. It’s

important to empower teammembers with full

authority to resolveany issue to theclient’s satisfaction.We also give recog-nition, considerationand support to team

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EuroSpa Aromatics has offered consistent high-quality, high-purity

Eucalyptus Oil products and steam injection systems since 1977. What

has made the brand a success story is our

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EuroSpa Aromatics’ success.

What key benefits does this featured

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EuroSpa ShowerMist delivers 100

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quality to spa steam rooms as well as home showers. It keeps steam

rooms fresh!

Shannon McLinden • President and Founder

How do you rally and lead your team towardsuccess?

Our epicurean focus beginswith our true loves—goodfood and drinks. No punintended, but we areliterally marinating in anoverflow of newcreations and our

greatest challenge is oftenreining in the rally. The waiting

time between concept and launchfeels like centuries because we’re so excited aboutwhat’s to come!

FarmHouse FreshQuinsyberry Botanical Body OilFARMHOUSEFRESHGOODS.COM • 1.888.773.9626

What has made your company or brand a success

story?

Our farm-to-treatment spa offerings provide

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This new botanical oil is vitamin-rich and

full of antioxidants. It is made with black-

currant extract and a blend of botanical

oils, including grape seed, olive fruit, jojoba

and more. Together, the blend helps

rehydrate and bring radiance back to dry

skin. The light apple blossom scent is soft

and uplifting.

Grande NaturalsGrandeLASH-MDGRANDELASHMD.COM • GRANDEWHOLESALE.COM1.877.835.3010


Grande Naturals is a leader in functional cosmetics. In other

words, our products not only enhance the beauty of brows,

lashes and lips, but also improves their health with clinically

proven ingredients.

What key benefits does this featured product

offer to spa guests?

GrandeLASH-MD is a nine-time award-winning

eyelash conditioner, created with a proprietary

blend of vitamins, peptides, amino acids, plus condi-

tioning ingredients to promote longer, stronger and

thicker-looking lashes within four to six weeks with

full results within three months.

Alicia Grande • CEO

How do you rally and lead your team toward success?At Grande Naturals, we are all about our people. We

recognize that a business cannot grow andsucceed without the combined efforts

and talents of an entire team.Thus, we rally our team byseeking out passionate andenthusiastic individuals fromthe very start. Our employees’dedication is contagious and

when their work ethic is combinedwith excellent products, it makes for

a successful business model.


What has made your company or brand

a success story?

In last the 17 years, researchers

have published more than

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The primary benefit to spa guests is that when massage tables are

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grounding helps to prevent inflammation and extend a therapist’s

career. For related science on grounding the human body,

visit earthinginstitute.net.


Kristine Huffman • Owner and Founder


We help teams be successful by providing the rightenvironment, tools, co-workers and guidance.We have found that deeplistening, watching forpoints of tension within

the team and direct,constructive conflict resolution

is crucial. If that doesn’t work, I tryto add a good dose of humor.

Huffman HospitalityConceptsFull Service Hospitality ConsultingHUFFMANHOSPITALITYCONCEPTS.COM • 1.413.429.6952


The Huffman Hospitality Concepts consulting team, led by Kristine Huffman

and Michael Tompkins, has extensive experience in building some of the best

spa, wellness and resort brands in the business. We bring our hands-on

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build their dream.

What key benefits does this featured product offer to spa guests?

We believe that discerning travelers and spa-goers are seeking more than

just a comfortable hotel room and/or an average spa service. We help our

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Grounded Beauty Inc.Massage Table Grounding PadGROUNDEDBEAUTY.COM1.760.399.6196

Olivia A. Smith • President

How do you rally and lead your team toward success?

When our team receivesdaily feedback that ourproducts have helped toimprove a bodyworker oresthetician’s life, it takeslittle more to rally theteam than a call or

request for informationabout grounding. They are on

a mission.


Christopher Pachuilo • Vice President


To paraphrase the CheshireCat, it doesn’t matter whichway you go if you don’tknow where you want toend up. Ensure your teamunderstands where youwant the company to end

up because that will shape,guide and give understanding to

every decision. Consistency and passionare also a must.

HydroPeptideEye AuthorityHYDROPEPTIDE.COM • 1.800.932.9873


Hard work! I don’t think there has been anything more important over the past

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people to do it for you.


Eye Authority has consistently been our top-selling product. It treats all the

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Kent Stevens • Executive VP of Sales

How do you rally and lead your team towardsuccess?A significant portion of the success Matrix Fitness

has experienced can beattributed to a well-preparedand motivated sales team.A comprehensive trainingprogram for all of ourproducts andtechnologies give them

the confidence to truly bea valuable, consultative asset

to their customers. They reallylove what they do!

Matrix FitnessFitness EquipmentMATRIXFITNESS.COM • 1.866.693.4863


Matrix Fitness is the fastest-growing commercial fitness brand largely due to our

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We offer a comprehensive portfolio of premier cardio, strength and integrated

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bution allow us to offer customized solutions that reflect the customers’ brand

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Manon Pilon • Renowned Author, SPA/MED SPA Consultant, Speaker,International Educator and VP at Derme&Co

How do you rally and lead your team toward success?We believe in our staff; we trust their ability tosucceed. We allow our team members to express theirideas in order to reach and achieve success. Weencourage our staff to help each other, share

ideas, talk openly andexchange feedback.Teamwork isthe key toour success.

Nelly De VuystVitaList–C HA SerumDERME.CA • 1.514.333.8282

What has made your company or brand a

success story?

Over the years, Nelly De Vuyst has been

dedicated to provide aesthetic professionals

with the most innovative and results-

oriented skin-care products, on-going

trainings, advanced educational

programs, customized

business and marketing

support. We provide our

clients with business solutions to

help their continued development and

success.



The VitaLift-C HA Serum combines a new

generation of patented vitamin C and

hyaluronic acid specifically delivered into the skin by

biphasic liposomes. The actives are protected from oxidation and get

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brighten the complexion and provide a dramatic lifting effect.

Frank Pitsikalis • Founder and CEO

How do you rally and lead your team toward success?Creating a positive, innovative, communicative

atmosphere at our office is our keyto success. As a leader, allowing

your team to be successfulultimately allows yourteam to make yourcustomerssuccessful. Wehave a weekly

newsletter and holdcompany meetings often

to keep everyone in the loop aswell as keep all teams communicating with oneanother.

ResortSuiteSPA Check-In AppRESORTSUITE.COM • 1.866.4RSUITE


Innovation and customer success are at the forefront of our

company’s success story. Our staff members are dedicated to

providing the best product and best

customer care in the industry. Having a

family in ISPA throughout the years has

not only allowed ResortSuite to build

amazing relationships but has also

continued to push us to be the best.



The SPA Check-In App in the “Guest

Mode” allows guests to fill in

questionnaires and view their full

itinerary for the day. The app is

connected directly into

ResortSuite and will store all

information electronically, so your

staff will never have to worry about

digging up past questionnaires or

waivers when a guest comes in for an

appointment.


Michele Sellick • Vice President of Sales

How do you rally and lead your team toward success?The strong heritage of how RevitaLash Cosmetics began

with the courage and strength of onewoman, Gayle Brinkenhoff, who

inspired the birth of acompany, is a constantmotivator to ourteam. Her struggleagainst breastcancer and belief

that our lash andbrow products

help revitalize themind, body and soul inspire us totouch the lives of other women aswell as help them feel beautiful.

RevitaLash CosmeticsRevitaLash Advanced Eyelash ConditionerREVITALASH.COM • 1.877.909.5274

What has made your company or brand a success

story?

RevitaLash Cosmetics began with a unique eyelash

conditioner, created by Dr. Michael Brinkenhoff for

his wife, Gayle, to help her feel beautiful again during

her courageous fight against breast cancer. The

founders were inspired to create a collection of

cosmetic products that revitalize the natural beauty

and spirit of women.

What key benefits does this featured product

offer to spa guests?

Award-winning and best-selling RevitaLash

Advanced Eyelash Conditioner is a finely calibrated,

breakthrough cosmetic formula that addresses the

visual signs of eyelash aging and stress. This propri-

etary blend of scientifically advanced technology

and natural botanicals helps protect against

breakage and brittleness; thus, improving flexibility,

moisture and shine for more dramatic-looking

eyelashes.

Ann Brown • Founder and Owner

How do you rally and lead your teamtoward success?

I rally my team towardsuccess by leading by

example and with amission to serveand improve thehealth of others.It’s important tome that everyone

on our team knowswe are working side-by-

side and with purpose.Working from a place of respect is critical tosuccess in any relationships, whetherbusiness or personal.

SaltabilityHimalayan Salt Stone MassageSALTABILITY.COM • 1.888.241.2095


Saltability has solved a decade-old problem: turkey roasters with high-energy

consumption and toxic chemicals used for stone massage. Our unique, U.S.-

engineered warmer requires no water, chemicals, or setup, saving a spa up to 20,000

gallons of water each year. Eco-friendly, easy-to-use, Saltability stones and

warmers boost clients’ health—and therapists’.


Using Himalayan salt stones rich with 84 essential minerals (iron, magnesium,

calcium, potassium, and more) in a specific protocol addressing the body’s meridians

for deep relaxation, Saltability’s easy-to-learn massage benefits guests by

improving alkalinity for skin and body, replenishing minerals and rebalancing the

central nervous system and the body’s homeostasis.


A s a skin-care brand, G.M. Collin is known to use thelatest science and technology to develop innovativeskin-care products. Its brand story goes back to 1957

when an experienced aesthetician and renowned dermatologistwho pioneered the use of collagen pellicles founded G.M.Collin in France.As the company grew and global expansion became

apparent, G.M. Collin strategically co-founded LaboratoiresDermo-Cosmetik Inc.—based in Montreal, Quebec inCanada—in order to develop and manufacture its skin-careproducts for the North American market.“Our challenge is to establish G.M. Collin as the leading

professional brand in the market,” says G.M. Collin co-founderand President Marc Sayer. “[To establish the brand], wecontinue to challenge the status quo by excelling, by improvingskin conditions and empowering skin-care professionals. Webelieve in the quality-improvement process and continuallywork to find the best skin-care solutions.”

Secrets to SuccessBy staying focused on its mission to provide high-quality skin-care products backed by science and research, the company—anISPA member since 2000—has steadily experienced growth to itsmarket share. “Over the past 20 years of being present in all majormarkets, G.M. Collin has had substantial business growth in theUSA and Canada. Today, it is used by thousands of aestheticianswho provide millions of skin-care treatments to their spa guests.”One of the many reasons why G.M. Collin continues to

succeed in the market is its focus on providing a full-circle supportand education to its skin-care professional partners. “We provideour skin-care professional partners with a 360-degree support,including exceptional education programs, excellent customerservice, captivating marketing support and access to dynamicbusiness development consultants. We offer effective skin-careproducts for every skin type and condition, in addition toinnovative clinical treatments,” Sayer says. When it comes to business lessons learned from driving the

daily operations of the business, Sayer says quality andperformance are keys to differentiating a brand from itscompetitors. “From the beginning, our strategy has always been to focus on

quality and performance. We develop and manufacture ourproducts, conduct ongoing new product launches after rigorousR&D and clinical evaluations, thereby, addressing market needswith leading technologies,” he says.With these standards, it’s no surprise that the company

continues to earn accolades for its skin-care products, winningmore than 25 awards in total from a variety of consumer andprofessional publications that recognize excellence in skin care.

Market DemandsAs far as market demands go, Sayer says consumers are notonly looking for quality products, but also demand that well-trained skin-care professionals, no less, treat their skin.“Consumers are seeking out qualified professionals who are

SUCCESSSTORIESINSPIRING TALES OF STARTUPS, GROWTH AND OVERCOMING HARDSHIPS

MARC SAYER Co-founder and President, G.M. Collin - Laboratoires Dermo-Cosmetik Inc.Montreal, Quebec, Canada

Blending Science and Nature toCreate Skin-Care Solutions BY MAE MAÑACAP-JOHNSON



G.M. Collin attributes its success to its team's commitment to hard work and excellence.

SUCCESSSTORIES

able to perform accurate skin diagnostics and customized treat-ments,” he says.Responding to this market demand, Sayer has emphasized

to his team and partners the brand’s commitment to providepersonalized customer service. “We believe that our success is based on ethical hard work

by a team of professionals, by listening to our partners andhelping them to develop their business. As a result, our skin-care partners are doing a tremendous job providing the best fortheir clients.”

Looking AheadSayer believes that, when it comes to selecting products,consumers will increasingly become more results-driven, whichis why the demand for high-end skin-care products that incor-

porate the latest technologies and ingredients that provideefficacious results will remain high. This trend aligns with G.M. Collin’s philosophy in product

development, using only ingredients derived from natural plantand marine extracts which are technologically developed toachieve visible results. “While our laboratory uses the highestscientific standards, our philosophy of respect for theenvironment mandates that our products are not tested onanimals. This balanced commitment to good science is thecornerstone of all our product development.” For a five-year forecast, Sayer foresees continued growth and

more partnerships. “We forecast a continued growth byproviding the best support to our accounts throughout NorthAmerica, with launches of innovative products and by devel-oping new partnerships,” he says. n

(CONTINUED FROM PAGE 60)

July 13: Deadline to be eligible for inclusion in the Live Auction

August 10: Deadline to have your items at ISPA headquarters in order to be included inthe Auction Catalog


OFFICERS

CHAIRMAN Frank PitsikalisResortSuite

VICE CHAIRMAN Sharilyn AbbajayRed Door Spas

DIRECTORSTodd ShawISPA Vice Chairman

Michael TompkinsISPA Chairman

Lynne McNees ISPA President

MEDICAL ADVISORBrent Bauer, M.D.Mayo Clinic

HONORARY BOARD MEMBERSRuth StrickerThe Marsh, A Center for Balance and Fitness

Deborah SzekelyWELLNESS WARRIOR

The ISPA Foundation wishes to thank the following supporters for their generous contributions:

LUMINARY

Ruth Stricker

BENEFACTOR

Dr. Howard Murad

PATRON

Massage Envy Franchising, LLC

Red Door Spas

ResortSuite

FOUNDATION

ISPA FOUNDATIONBOARD OFDIRECTORS

2016

ISPA FOUNDATION

Donate to the ISPA Foundation

Create a Positive Brand Exposure

A part from supporting the research and educational initiatives of the ISPA Foundation,

donating to the ISPA Foundation Live and Silent Auctions is a great way to bring

your brand in front of attendees at the ISPA Conference & Expo. Delia McLinden,

VP of sales & business development at FarmHouse Fresh, a regular donor at the

Auctions, shares with ISPA Chairman Frank Pitsikalis how supporting the event has helped the

company create a positive brand exposure.

Frank Pitsikalis: How long have you been donating to the ISPA Foundation Auctions?Delia McLinden: Every year since we started coming to the ISPA Conference & Expo!

P:What items have you donated in the past?M: We provided a large farm basket with a wide selection of our most scrumptious top sellers.

P:What’s your tip in putting together the best possible donation package and drawinterest from bidders?M: It’s nice to give bidders a range of top sellers and some newer products or categories to try. Wealways include an information piece so bidders mayknow what makes our brand special and unique. Wewill often partner with a spa that is running our treat-ments, so the basket recipient can have the fullexperience—enjoying the products at home, but alsoexperiencing them in a fabulous treatment.

P: Do you have any advice on how tomaximize brand exposure at theAuction?M: Provide a large visual of your logo withinyour basket so your brand is easily recognizable.

P: How has the Auction benefited yourISPA Conference experience? M: We love to find out who receives our basket.It’s nice to be engaged in the total ISPA experience.We love so many other companies’ products, from hair to sunless tanning and makeup. We’re lucky tobe in such an amazing industry and supporting each other is a win-win.

—FRANK PITSIKALIS, ISPA FOUNDATION CHAIRMAN


Pulse: What sparked this innovative idea?Cosmin: MIRA started when me and three friends (Alina Calin,Andrei Dascalu and Andrei Cantea) were brainstorming for anidea for the Microsoft Imagine Cup—a competition forInformation Technology students around the world. I shared withthem how, after I broke my arm when I was seven years old, I hadto do simple yet repetitive and painful exercises to recover. Weexplored the physiotherapy market and realized specific video-games for people in need of physiotherapy would aid in theirrehabilitation. We built MIRA for the Microsoft Imagine Cupcompetition, but I don’t think we were thinking about thebusiness side of it then. We were more interested in buildingsomething great, something useful, worthy for the MicrosoftImagine Cup World Finals. After the competition and its greatfeedback, we decided to continue the project, eventually turningit into a business with the MIRA product.

P: What was the innovation process that led to the devel-opment of MIRA?C: My colleagues and I saw how patients find physical therapycumbersome and how some physiotherapists were usingcommercially available games for the Nintendo Wii or MicrosoftKinect for XBOX 360 to enlighten their patients’ recovery.However, these games were meant for healthy people and somepatients would find them too difficult. We decided to buildsomething more specific, a tool for physiotherapists to help theirpatients. Furthermore, as each patient is different, we had to buildMIRA as customizable software with many options so therapists

ASK THE EXPERT

may adapt the software to fit their patients’ needs.

P: As a young entrepreneur, what business tips can youshare to those wanting to start their own business? C: The best piece of advice I can think of is to have fun! A start-up is challenging, filled with ups and downs, which makes theexperience exciting and demanding. It’s important to rememberand celebrate the great moments. Also, no matter how exciting itis, I would suggest having some free time in other activities—ithelps to bring new perspective and fuel the energy to keep going.

P: What has been your greatest challenge in creating andpromoting MIRA?C: I believe the health-care industry is a great field, althoughconservative. This is for a good reason, as products need to besafe before being used with patients. The process sometimestakes a lot of time before products can be trialed or tested and,because MIRA was a new concept, we had to find people whobelieve in it and are willing to test it. When MIRA started beingused in institutions, one of the greatest feelings we had, and stillhave today, is when we see patients getting better with what webuilt for their rehabilitation.

P: Based on your research for the product, what weresome of the factors that made it challenging for patients tofollow their physical therapy treatment?C: Some patients follow their physiotherapist’s advice andexercise at home as they are meant to. However, a few other

At first glance, COSMIN MIHAIU may seem like youraverage 20-something millennial. But, at closer look, there’snothing average about this young entrepreneur and techexpert from Romania. Mihaiu is the CEO and co-founder ofMedical Interactive Recovery Assistant (MIRA) Rehab, whichdevelops software that engages patients in interactive andtherapeutic games, turning boring physical rehabilitation intoa fun recovery experience.

In this Pulse feature, Mihaiu walks us through the road hehas taken in his journey toward innovation.

COSMIN MIHAIU


patients, either adults or children, will probably not follow theirhome regime. They find the exercises boring, maybe even painful.Sometimes, the results can’t be seen after a given period of time;therefore, they will lose interest in the exercise. For adults, fittingin another task into their busy lives might also be a factor.

P: How does MIRA engage all ages and encourage adultsto play their way to recovery?C: Our mission is to “motivate people to get better in a faster,easy and fun way.” We want to give patients reasons to followtheir physiotherapist’s treatment and exercise at home in order toget better quicker. All physiotherapists agree that patients aremore likely to get better if they follow their exercises, but somepatients lack the motivationto exercise. We’re buildingseveral gaming environ-ments for patients of all agesto perform the exercisestheir therapists’ recommend.They are not complicatedgaming worlds, we’re justputting a visual and anaudio field around themovements for patients tosee the progression and howtheir exercises are projectedon a screen—these interactive fields may include a bee to collectpollen, a submarine to study artifacts, an auction house game,and so on. While patients play, MIRA tracks their performance toprovide not only the simplistic data so patients can understandhow they are progressing, but also a comprehensive report to theirphysiotherapists so they could adjust the treatment accordingly.

P: What advances are being made in the area of physicaltherapy?C: I believe the biggest change will come toward treatments athome. Currently, physiotherapists work with patients, teach themexercises and help them recover. The difficulty is in the hometreatment. No matter how much physiotherapists work withpatients, it is up to the patients to follow the home treatment andget better. As such, solutions like MIRA will help physiotherapistsprescribe and monitor their patients’ home treatment and willincentivize the patients to exercise, to help them get bettersooner.

P: After traveling to clinics across Europe and the UnitedStates to promote MIRA, what new information have yougathered in the field of physical therapy that will aidpatients and therapists? C: When we started developing MIRA, we decided to makesure it is an application therapists would use with theirpatients. Everything we develop is based on our partners andclients’ suggestions. We obviously speak to patients as well, tosee what gaming environments they’d like to see, as well ashow challenging and motivating they find the games. However,most of the feedback we have implemented has been from thespecialists who know what would be best for their patients.The most interesting concept we see is how physiotherapists

come up with new ideasto use MIRA, to engagepatients in theirtreatment. For example,some of them wouldhave patients sit on aphysiotherapy ball whileplaying to challenge theirbalance. Others wouldhave patients play withweights so it can bemore challenging. It’squite interesting for us

since we’ve designed MIRA as a tool for therapists.

P: Do you envision your technology getting integrated intoother fields, including the spa and wellness industry?C: Our current focus is to develop a product for people in needof therapy, people who need to exercise to recover their mobilityand get back to their normal lifestyle. We are more than happy tohave MIRA used in the spa and wellness industry, shouldspecialists or therapists think it’s a great tool for them. We havebig plans for MIRA, including expanding it with all sorts ofexercises and games, which will hopefully be of interest in thewellness industry to help people stay fit. n

WANT TO READ MORE about the younginnovator? Click here and find out which bookis on his reading list.


West Coast ISPA Media Event in Beverly Hills

Start of Ramadan

National Sun Safety Week

World Oceans Day

16

June is...� National Migraine & Headache Awareness Month� Professional Wellness Month

ISPA NEWS

June 30 marks the end of the 2016ISPA membership year. If you havenot yet renewed your ISPA

membership, be sure to do so before theend of the month to continue receiving thevaluable benefits that can’t be found anywhere else! ISPA’snew membership year will officially begin July 1. Once you renew your membership, don’t forget to

update your company profile so that the most up-to-dateinformation appears in your ISPA Member Directory listing.To update your profile:

Join the ConversationGet the latest ISPA news and alerts by finding ISPA onyour favorite social network. From sharing a photo onInstagram to reading ISPA’s newest Facebook post orfinding a message to retweet, you’re sure to findsomething interesting worth sharing with your network.

2016 ISPA

Conference & Expo Sept. 13 – 15

Tuesday – Thursday

THE VENETIAN, LAS VEGAS, NEVADA

85–11

12–19

UPDATE YOUR MEMBER PROFILE1. Log on to experienceispa.com.

2. Click My Account in the top-right corner.

3. Choose Manage My Account from the menu bar.

4. Update the information that has changed.

5. Click Save.

@ISpaDoYou

facebook.com/InternationalSPAAssoc

@ISpaDoYou

FOLLOW ISPA

17192130

ISPA Snapshot Survey opens

Father’s Day (U.S.)

International Yoga Day

Last day of 2015-2016 ISPAMembership Year

Deadline for US$799 ConferenceRegistration Rate

Men’s Health Week

PROFESSIONAL WELLNESS MONTH

UpdateYour ISPAInfo!

IT’S THAT TIME OF YEAR AGAIN!


DONT FORGET to keep an eye out for the next monthly Snapshot Survey to stay in-the-know withwhat’s trending in the spa industry!

The February Snapshot Survey focused on employee training and was packed full of great infor-

mation related to this topic. Since quality employee training is essential to the success of any

business, it was no surprise to find out that 97 percent of spa member respondents reported

offering a variety of training opportunities to ensure their clients receive the best experience possible. The

graph offers a glimpse into the types of trainings that spa respondents offer.


1. BioRepublic Lost Baggage under-eye treat-ments repair late-night damage and impede the signs of stress and aging. Each mask containstwo pure biocellulose under-eye patches thatdeliver a restorative infusion of peptides, elastin, hyaluronic acid and vitamin E. BIOREPUBLIC.COM | 1.404.723.3396

2. jane iredale’s Skin Is IN! collection featuresfour beauty essentials: Naturally Matte EyeShadow Kit, GreatShape Eyebrow Kit, White TeaPureGloss Lip Gloss and Flawless PurePressedBlush. JANEIREDALE.COM | 1.800.762.1132

3. New Harbinger Publication’s latest bookreleases Yoga & the Pursuit of Happiness bySam Chase and Balanced and Barefoot byAngela Hanscom highlight the power of yoga infinding happiness as well as the importance ofunrestricted outdoor play to encourage strongand confident children. NEWHARBINGER.COM | 1.510.594.6145

4. The Spa At The Hotel Hershey, in partnershipwith TARA Spa Therapy, upgrades its Chocolate,Cuban and Noche Azul collections with thelaunch of its new and natural signature line.CHOCOLATESPA.COM | 1.717.520.5826

5. Naturopathica’s Energize & Firm Collection,comprised of the Bio-Energy Lift Serum and Bio-Energy Lift Contouring Cream, improvescellular respiration and replenishes essentialhydration, minerals and barrier strength toimprove skin radiance and vitality. NATUROPATHICA.COM | 1.800.669.7618

6. Älsa Energy supplement mix contains a blend of Cognizin citicoline, which is clinically provento provide enhanced focus and memoryfunction; and PURENERGY, a patented ingredient that combines caffeine andpTeroPure pterostilbene for long-lasting energy. ALSAENERGY.COM | 1.949.887.4482

7. PurErb Bulgarian Rose Soothing Tonerfeatures Bulgarian Rose—world’s mostexpensive essential oil—plus Edelweiss plantstem cells in a complex blend of more than 20botanical oils and extracts. PURERBSKINCARE.COM | 1.626.962.1234

8. With a drop of OJAS Vitamin C Serum’s uniqueformula increases skin’s luminosity, fights sun-damage, and improves hyperpigmentation.It has natural skin-brightening ingredients like lemon, lime and orange blossom. OJASSKIN.COM | 1.510.384.9222

9. emerginC’s Vitamin C, Hemp, Avocado andArgan Body Lotion is designed to nourish andhydrate skin, while smoothing and even toningit. It contains key ingredients like hemp, vitaminC, avocado and argan. EMERGINC.COM | 1.800.257.9597

10. Kerstin Florian International’s New IntensiveRenewal Glycolic 15 has soothing botanicals andmaximum glycolic percentage to give you an at-home and powerful but gentle exfoliatingnight treatment. KERSTINFLORIAN.COM | 1.888.537.7846

WRAP ITLooking for retail items that your guests wouldn’t be able to resist to gift themselves, family or friends before leaving your spa?Here are a few recommendations. UP!

PRODUCT SPOTLIGHT

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2

3

7

6

4

1098

5


Lynne McNees • [email protected]

Crystal Ducker • Vice President of Research & Communications [email protected]

Jennifer Duckworth • Senior Director of [email protected]

Megan Browning • Marketing [email protected]

Tara Finn • Sales [email protected]

Allie Hembree Martin • Public Relations [email protected]

Briana Lee • Project [email protected]

Mae Mañacap-Johnson • [email protected]

ISPA STAFF

MISSION ISPA advances

the spa industry by providing

invaluable educational and

networking opportunities,

promoting the value of the spa

experience and speaking as the

authoritative voice to foster

professionalism and growth.

VISIONTo be the leader in

promoting and enhancing the

well-being of the spa industry

and the people it serves.

Proudly serving ISPA and the ISPA Foundation

Allison Martin • Membership Account [email protected]

Jessica Pfister • Fulfillment Coordinator [email protected]

Autumn Phelps • Trade Show [email protected]

Amber Phillips • Events [email protected]

Elizabeth Pulliam • Membership Experience [email protected]

Ashley Roberts • Project [email protected]

Tara Salah Eldin • Project [email protected]

Samantha Smith • Project [email protected]

Jenny Wallace • Strategic Communications [email protected]

THINK ABOUTattending

a CONFERENCE that

gives you PLENTY to think about.

REGISTERTODAY AT

attendISPA.comNEED ASSISTANCE?Contact [email protected] call 1.859.219.3512

2016 ISPA CONFERENCE & EXPO • SEPTEMBER 13-15 • LAS VEGAS, NEVADA


5 Biotone Professional Massage and Spa Products 1.800.445.6457 biotone.com

29 Blue Beautifly 510.788.7543 bluebeautifly.com

IFC Éminence Organic Skin Care& 1 1.888.747.6342 eminenceorganics.com

13 ESPA International (US) Ltd. 786.350.1192 us.espaskincare.com

19 EuroSpa Aromatics 1.800.395.6478 eurospaaromatics.com

INSERT FarmHouse Fresh 1.888.773.9626 farmhousefreshgoods.com

61 GMC Skin Care USA Inc 1.800.341.1531 gmcollin.com

37 GrandeLASH-MD 877.835.3010 grandelashmd.com

AD INDEX

Bold indicates year-round Pulse advertisers and 2016 ISPA Conference & Expo sponsors.

ISPA would like to thank the following Pulse advertisers for their support of the association:

ISPA Welcomes New Membersto the ISPA Community

54 Éminence Organic Skin Care

54 EuroSpa Aromatics

55 FarmHouse Fresh

55 Grande Naturals

56 Grounded Beauty

56 Huffman Hospitality Concepts

57 HydroPeptide

57 Matrix Fitness

58 Nelly De Vuyst

58 ResortSuite

59 RevitaLash Cosmetics

59 Saltability

Special PulseAdvertising Supplement

EDITOR’S NOTE: This includes new members from March 22-April 28. You can access the online membership directory at experienceispa.com.

8 & 9 HydraFacial MD – Edge Systems LLC 1.800.603.4996 edgeforlife.com

11 HydroPeptide 1.800.932.9873 hydropeptide.com

BC jane iredale – THE SKIN CARE MAKEUP 844.350.1610 janeiredale.com

IBC Nelly De Vuyst 1.800.263.8888 derme.ca

7 Phytomer Group Brands 1.800.227.8051 phytomerusa.com

27 Ready Care Industries 303.341.7171 purefiji.com

3 ResortSuite 1.866.477.8483 resortsuite.com

31 RevitaLash 877.909.5274 revitalash.com

Resource PartnerAmaya Textiles

Barefoot Dreams, Inc.

Bittersweet Designs

Chandanni.com

Chuao Chocolatier

CLAYTON SHAGAL

Eastern Vibration

Glycelene

In-Skin

Ipanema Footwear

Katari

Kathy Kamei Designs

KVG Group Inc.

Lemonwood Luxury Group

Leslie’s Makeup on Location Oakdale

Made It

Margot Elena Companies & Collections

Melis Accessories

Oncology Spa Solutions

Saphira

Sensi Sandals

Skinny & Company

Valor Equity Partners

Vast Spa Solutions

SpaAbsolute Precision

Advanced Skin and Body

Beach Club at The Charleston Harbor Resort and Marina

Gyrotonic Satnam

Mont Albo Wellness Corp

Mountaintop Golf & Lake Club

mysa

Resort Collection

RHEAL day spa

Sage Springs Club & Spa at Sunriver Resort

Spa at the Orlando World Center Marriott

Spa at Toscana Country Club

Spa Divine at the Inlet Inc.

The Now Massage Boutique - Los Angeles

The Now Massage Boutique - Santa Monica

The Spa at Bay Beach Club

The Spa at CopperWynd Resort

The Spa at Litchfield Hills

The Spa At Stein Eriksen Lodge

Woodhouse Day Spa - Denver

CollaborativeCaribbean Hotel & Tourism Association

StudentVictoria Levine

Shanon Klaers- van Dijck

Melanie Weimar


Like a true community, let's make meaningful connections. Aimed at

helping ISPA members discover each other, share one another's passions

and inspirations, and hopefully kick-start warm introductions among peers,

this section called Social Connections is all about building bridges. Share

your passion with Pulse and see yourself featured in this section.

SOCIAL

thespapeople.co.za @SpaPeople Sheila Otieno-Osanya

Sheila Otieno-OsanyaCO-OWNER • THE SPA PEOPLE

HURLINGHAM, JOHANNESBURG,

SOUTH AFRICA

CONNECTIONS

1. BOOK CURRENTLY READING: Humans of New York Stories by Brandon Stanton

2. FAVORITE TRAVEL DESTINATION: Mombasa, Kenya

FITNESS ROUTINE: Work out three times a week with apersonal trainer

3. MOST USED APP(S): Facebook, Twitter, Instagram, FitBit

4. INSPIRATIONAL BUSINESS ICON: Richard Branson

FAVORITE CHARITY/CAUSE TO SUPPORT: Abandonedchildren

FAVORITE MUSIC ARTIST: Love all music from the 70s and 80s

FAVORITE INSPIRATIONAL QUOTE: 1. Be Impeccable WithYour Word 2. Don’t Take Anything Personally 3. Don’t MakeAssumptions 4. Always Do Your Best – by Miguel Ruiz

CAN’T-LIVE-WITHOUT PIECE OF ACCESSORY: Earrings

HOTEL AMENITY YOU CAN’T LIVE WITHOUT: Gown andslippers

BEST PIECE OF ADVICE YOU’VE RECEIVED: Life is too shortnot to use the good dishes. �

3

1

4

2

H ave you been fortunate to work with a great leader? You’ll know

a great leader by how they inspire others to do more, learn more

and become more.In my family, my dad embodies the idea of a great leader. He instilled

in me a valuable leadership lesson to hope for the best, but plan for theworst. In fact, we like to tease him about a picture in his office of himsleeping on Air Force One, with a note his staff laid on his chest with thewords: “The Advance Man—always alert, always dedicated—alwaysready for anything.” He, along with many impressive leaders I have had the privilege to work

with over the years, has taught me countless management lessons. Someof the ones I took to heart include:

l Hire people smarter than yourself and get out of their way. l You can’t lead from the front— to truly lead people, walk behind them.l We can’t be good at everything—embrace what you are not good at doing and hirethe very best to do it.

l Don’t find fault, find a solution.

In preparation for this year’s ISPA Conference & Expo, we have been reading the books ofbest-selling author and TED speaker Simon Sinek, one of this year’s keynote speakers. Hiswords about leadership resonated within me, in particular when he wrote:“The role of a leader is not to come up with all the great ideas. The role of a leader is to

create an environment in which great ideas can happen.”Within ISPA, our passionate volunteer Board of Directors are the leaders who help to create

an environment that inspire great ideas to happen. We rely on their expertise as spa operatorsand business owners to provide clear direction that enable staff to meet their business needs.Similarly, the Board provides clear staff directives—but is quick to get out of the way. It is a timetested proven model that fosters a respectful relationship. Great leaders are gauged by their ability to inspire greatness in others. Who have you inspired today?


—LYNNE McNEES, ISPA PRESIDENT

CONNECT WITH MEON FACEBOOK!Lynne Walker McNees

STYLIN

G & PH

OTO BY

ECHOSTA

RMAKER.CO

M

“A man who wants to lead theorchestra must turn his backon the crowd.”

— Max Lucado

White House Advance Man, Ron Walker circa 1972

Pulse SPA Magazine June 2016

Documents

Transcript of Pulse SPA Magazine June 2016