ep97 – Holly Fox

This week on Headcases I’m thrilled to welcome a true powerhouse of the beauty industry. With more than 30 years of experience as a master stylist, a brand educator, a business owner, and a leadership development coach, she has inspired thousands to believe in themselves and transform their careers. She is a certified Little Voice Mastery Facilitator and a Blair Singer Certified Educator known for her ability to elevate and empower those around her. Listen in as she shares her insights on rebuilding stronger after a walkout. Here is Holly Fox.

• 5:19 – Education and the influence of family
• 6:17 – Rebuilding after a walkout
• 10:33 – Having a Code of Honor and team dynamics
• 18:53 – Mentorship and team support
• 26:52 – Building trust and team bonding

Complete Transcript

Chris Baran 0:00
How great would it be to get up close and personal with the beauty industry heroes we love and admire and to ask them, How did you learn to do what you do? I’m Chris Baran, a hairstylist and educator for 40 plus years, and I’m inviting all our heroes to chat and share the secrets of their success. You Well, welcome to head cases. And this episode’s guest has 30 plus years in the business, transforming hair lives and careers. She’s a master stylist, brand educator, business owner and a leadership development coach. She is an educator for two prestigious color brands. She’s a feature industry speaker. She is a certified Little Voice mastery facilitator and a Blair singer, certified educator. She has mentored hundreds of salon and industry leaders who have become shareholders in their companies, and has helped 1000s believe in themselves and actually achieve dreams that they’ve never thought possible. She not only teaches, but she also inspires, elevates and transforms all the people she touches, including moi. We’re jumping into the murky waters today of rebuilding after a walk out. So let’s get into this week’s head case, the owner of Metropolitan Salon and Spa, Holly Fox, well, Holly, first of all, welcome to head cases. It’s an absolute pleasure to have you on board.

Holly Fox 1:42
Thank you so much for having me, Chris. I’m super excited to be here. And you know, this is the first time I have to say that head case, to me, is a little different than it usually is, because usually I’m saying I’m a head case, and I’m like, Oh no, I get to be on a Headcase. I love it. So thanks,

Chris Baran 1:58
yeah, well, and thank you, you know, because I think the thing we’ve had a lot of people asking us questions beyond just like, what’s the inspiration you get from people? And that’s the main reason why I wanted to have you on here. And I, first of all, I’m going to say this with unadulterated pleasure, simply because we’ve known each other for a long time. And yes, and I can remember being I think the last time that we were together was in Minneapolis, and you were doing some programs in there, and I was sitting in the room, I was just absolutely blown away by your speaking ability and the way that your authenticity came out with the audience, and how they just connected with you immediately. And I watched everybody watch you, and everybody was taking notes, and everybody was discussing all the things that you had to say. And that’s one of the main reasons why I wanted to have you on here, because we have those ones where it’s just, you know, it’s about the people that we know and love in the industry, but it’s also we wanted to make an impact, where we can actually give out info for people where they really do some of the things that some people might be hidden under the table, like what we’re going to talk about today with walkouts. We you know they’re the everybody goes through them, and that’s really why I wanted to have you on here, because I know your expertise and that can help people with it. But we before we do, I always like to know so people know a little bit of the synopsis of your hair story. Where did you get in? How did you get into it? What prompted it? What was your journey?

Holly Fox 3:30
Oh, man, so you’re taking me back a few years. I have to say three or four. Yeah, three or four, yeah, yeah. You know, I sent you over my bio, and it says, I think I was born with shears and a color brush, because it just always has been part of who I am. I was the kid that was cutting my own bangs, cutting my Barbies bangs. I had one of those heads, you know, where you had that sits on the table, where you do the styling. I’m probably even dating myself. I had a doll that you press the button, belly button, and it pulled up the hair, and you’re like, so it’s always been a thing for me, and I just have always loved it. I did try the college thing for a year and a half. I majored in partying when I did that, so it wasn’t my thing. And so and I just it was, I was called to do it. I love it. I love making people feel beautiful. It definitely wasn’t an easy journey. Once I explained to my parents what I wanted to do, they were all on board. But, you know, I grew up in a small town, people were like, Oh, you got to go to a four year school to be successful. And that’s just not the case. And so here I am. I’ve got a couple of my kids that are looking to join the industry too, because I realized how much like I love what I do every day. It’s evolved a little bit, you know, from being behind the chair to being a mentor to now being a salon owner and a coach. So, yeah, I It’s in my blood.

Chris Baran 4:54
Yeah. I mean, I did go through that, and I was, I’m trying to think of a clever, clever response. For a BA I never had the grades that I could have went they would have rejected me. But I did go through that where it was part of your brains out, and then, until you get some of that out of your way, and what was the hook that you that gave you into you’ve always loved hair and but where did the education part start? How did that happen?

Holly Fox 5:21
A lot of that happened for me because my dad was a teacher and he my cousin teacher, yeah, oh yeah. Get this, Chris, he was a math teacher. So yeah. I mean, when you talk about two opposite sides of the spectrum there, yeah, I Yeah. He really tried to get me to understand math. And I was like, I’ve just loved playing with colors and doing the color wheel. I’m gonna just focus on that. But it really was too It’s like he was always trying to help people, always try to encourage people to see the best of them. And he was in middle school, I mean, which is not a fun age to deal with, and just in general. But like, that’s where I became, like, the teaching part of it was always part of who I, who I was, and just giving back to somebody else. And I just, I think that that is kind of the legacy that I bring to from him, you know, into my field. So,

Chris Baran 6:15
big shout out to your folks for that, for giving you, giving you us with that so, but let’s want to jump into that right now and just jump in, because we all the title of that title, this is rebuilding after a walkout. Yeah. So I guess first question is, have you been through them?

Holly Fox 6:33
Have I Yes. We were talking about this earlier. It’s like, how many have I had? It’s more like the question it’s, I’ve had, I’ve had a couple, and each one of them have been a little different. Scenario is like, why it happened and how it happened, you know, I’ve had the slow trickle. I’ve had them all leave at one time, you know. I’ve had somewhere, you know, trying to figure out where we’re at. But, yeah, they’re done it a couple times, yeah,

Chris Baran 7:01
the you know. And I think anybody that’s out there that if, because, if you’re listening, watching right now, and you’ll, you’ll know that whether you’re a salon owner, a stylist, you’ve, you’ve either had them, and you’re either you’ve had them, or you’re about to have one, because it’s all it’s going to happen. It happens in our business all the time. And, you know, I think there’s also been that part where a lot of people that, whether you’re a stylist or an owner, you’ve probably went through just one in the last couple years, that might have been not. It was, I don’t call it, it was, it was inflicted upon you simply because of COVID, and those have the same results. So people that had that. And I was just talking to an owner just the other day, and from here in Phoenix, and he said that he had, he had 40 chairs, and when COVID hit him, it was like a forced walkout, like he had to, it wasn’t that they walked out. He had to keep separation lines in there, and it could only have out of the 40 stations, could only have x number. So he had to lay people off. And then had to go all through that. So, you know, there’s this thing of, how do you piece your team back together once that happens? So if you could just say, what’s the what’s the first move that if something happens, what would be the first thing that somebody should do?

Holly Fox 8:16
Honestly, it’s breathe. I know that seems odd, but it is, it’s like, just take a breath. Because I think so many times what happens, it’s like, and we think it’s all because of us, you know, I mean, like, we have all these stories that go on. And, I mean, it really, truly was just to sit in the space and just breathe, and just to be able to, like, regain composure in your thoughts and and then it really is okay. Like, dialing back into it is like, for myself, personally, it was like, you talked about this, like, give yourself the moment to cry, like, and to freak out, and to have all of that, and then you just pick yourself up by your pants, and the next day you go in, you’re like, Okay, now what do we need to do? What are the things that need to happen in order for me to do it? But I think sometimes you know what I’ve done in the past, or I’ve seen happen too, is, but when people do this is they just go into work mode and like, I’m gonna do this, and I’m gonna, like, almost like, you hit the ground running, which you have to do. But if you don’t breathe and you don’t allow yourself the space to, like, have the cry or yell or scream, you just aren’t as effective. I just don’t find that you’re just hitting the points where you need to be,

Chris Baran 9:24
you know, it’s interesting because, you know, I’ve gone through them, and my version of crying was, you know, and this happened to me. And it’s when something that happens, whenever you hit a big, huge wrinkle in your life, in your career, and to me, is the only way I could get over them is, yeah, I might have cried, got, you know, peeled, I got upset, yelled, screamed, did whatever, but it was always and I had that same thing you just talked about it me. What did I do wrong? Why am i What’s this? Why is this happening to me? All this stuff that goes through our brain, and I think our mindset. Shifts, and I found the only thing that I could do is I would just, you know, I’d go to bed, and it was just like, I’ll go into the bed, fetal position thumb and thumb in my mouth, twirl my hair, grab my wubby, and feel that soothing feeling of that, you know. And no, I didn’t have a wubby, but I wish I would have at the time. But the reality is, is we take that on, on ourselves, but at the end of the way, at the end of the day, we still got to remember that we’re the leader, right? And I know that we talked about a bit about this at the at the beginning, and we talked about about we both believe in have codes of honor, and I think that code of honor is something that I want to know, how you use that during the walkout. But maybe before you talk us about that, there’s we’ve got people out there that might not know, like, What the hell is a code of honor and how do you use it? And how is it different than maybe a, what do you call it, your rules of regs that you have just in your house for what to wear to school, your new policies and procedures, the word I’m trying to figure out, what is it?

Holly Fox 11:08
Well, and like you said, those are policies and procedures. Like these are the rules where, like your your code of honor is your value. It’s the things that to your core, you believe in. I have a personal code of honor. I have one with my husband. I have one with the team. And, you know, it really, truly, because sometimes, you know, we we get in ourselves in these situations where, like, you know, how are we going to react? And when we have a code, or we have our values laid out of, like, how we’re going to react to something, or what’s going to happen, it’s like, now we can, we can act with integrity. Now we can go back and say, This is what I’m doing to be able to show up for the people in my life and to show up for myself. You know, I think sometimes, I mean, I’m a mom of four, I’ve so honor of how many different people it’s like. I think sometimes we forget to put ourselves in that space of like we need to take care of ourselves so that we can show up for other people. So like, my code prevents me, protects me from me sometimes where, you know, having the having my values laid out, when I’m in a sane moment, you know, and I’m not freaking out about something, it allows me to show up and show up better when there is chaos that’s going on around me? Yeah,

Chris Baran 12:21
and you know, when I think you hit it hit the nail right on the head. There was, is that, you know, like I know, for our company, what we do is we always find that we use part of our code. Yes, we have our values, and that’s what we all have in common. We have to make sure, if you have the same values, it’s easier to work together. If you don’t have the same values and belief system, then that creates chaos. And I know simple as things that we can have in in our thing is just like, you know, I find in so many salons, everybody walks on eggshells. The moment somebody does something wrong, nobody calls each other on anything or puts it, makes everybody accountable. And then that builds, and it festers, and then, then there’s chaos in there. Then everybody’s fighting, nobody’s happy. And if you just create these are things you can do to have a happy working environment even when it’s not happy. So for instance, like we have call or be called, and I know you know what that is. Our both of our same teachers taught us on how to do that, but it’s just that if you have a rule in your code of honor that would say, I’m going to call you on your shit if, if, if that comes up, and if we say that, you know, code of honor means that be there, be early, whatever, in your policies. But, and people are doing it, I can call you on that. And you have to be able to take it because it’s late. And if people know how to do it, of just saying, look at you know, and I would say to you, or you would Holly would say to me, you know, Chris, we love you here, but your behavior is unacceptable because you’re doing X, Y, Z, and I’ve got to take it on, because it’s just fact. And I think the moment that you can do things like that, or have those things in your code of honor, that you can call people on their stuff, and you all agree that you’re going to take it if it’s not your fault, you just don’t have to make excuses. It makes everything a little bit happier, even when those little speed bumps come up. So how did, how did that help you, like when you went through having that coat of honor? What? What did it do to help you during that process?

Holly Fox 14:17
Well, one of ours in our company is no man left behind, you know? And a lot of time that, a lot of times like we as stylists, me, it means, oh, well, you know, we’re, we’re going to make sure everything’s done before we leave. But for me, it’s like I was the man that couldn’t be left behind. So I had to lean into my team and say, Hey guys, I need your help now i and they didn’t leave me behind. They helped carry me. They helped, you know, with the people that were there, like, Hey, these are the things that are broken. They were honest. And to your point, they gave me, and they did it with integrity. We call them heart to hearts, like we did a lot of heart to hearts, sitting down with people, and they’re, you know, saying, like, these are the things that aren’t working. These. Of the things that happened, you know, how do we together create a different culture? And, like, our entire culture shit shifted and changed with everybody. And it wasn’t just a me thing. I needed to lean into the rest of my team. Yeah, yeah.

Chris Baran 15:17
And you know what, I think you hit it really deep there, when it when it’s if people can have that heart to heart, I love that saying. I’m going to use that from now on. I love it, and I’ll credit you for it. But I think it’s just when you can have the liberty, when times are tough, like in a walkout, and people know that, you know it’s emotions are going to be high, and we know all that whole thing about emotions are high, intelligence is low. But if we can just get, as you said earlier, breathe and then say, what’s the problems? And how do we keep this from happening again, rather than, you know, just going ahead, full bore as an owner, and say, now I’ve just got to earn more money so I don’t have time to talk to anybody. I’m just going to start creating revenue so I can pay bills. And that’s sometimes the wrong thing to do, is when you have to sit back and just analyze and just say to everybody, okay, look at what’s what’s wrong. What do we what do we need to do to correct it, and what do we need to do to make it right and to understand that in here’s one thing I’ve learned along the way, and and prop might have been from you in one of your classes is you’re never wrong when you tell people how you feel. So rather than saying, oh, Chris, as your owner, this is what you did wrong as when this was going on in salon, this is how it made me feel. And you’re never wrong. You’re never wrong when you if you just tell people how you feel. This episode is sponsored by the salon associate accelerator from trainers playbook.com. Are you struggling with the time and cost of associate training? Do you feel like your salon is running you? We’ll get your associates on the floor, all with 90% less time from you so you can get back to building your business, get the world class design, finishing, color and client care skills they’ll use every day for the rest of their career while you focus on realizing your vision. Go to trainers playbook.com, and get the salon associate accelerator, and now back to the show. So did you, what did you do, and how did you get that out in your code of honor that you brought that bank being back to the process of rebuilding.

Holly Fox 17:37
So really, when we, when we did that, we dialed in to touch points. So like, every day there was a touch point. We started to do in our communication with our team every day we had, you know what was going on, how we were doing. And it wasn’t always about numbers, but it was about like, what’s going on. And in our code of honor, once again, is celebrate wins. So we were celebrating everything. Like, if we had a day where, you know, we were people were hitting their goals, or people were doing something, we were celebrating them. We were doing big shout outs for people. We were acknowledging and I know those seems like little things, but when, when you’re in a state of emotion where you’re like, Oh man, like, what’s going to happen? And people are worried. It’s like, when you can celebrate people’s wins, and you can bring up that energy for them, then they’re like, Man, this is great. Like, I don’t know why those people left. I don’t know why they’re not here anymore, but, man, now we’re we’re patting each other on the back. We’re doing these things. We’re helping each other out. And I was right in the trenches with them. I had actually gone away from being behind the chair for three years, so I jumped back in to being on the floor. And I think too, it’s like I came into work and I was kind. I was smiling. I was helping people. I was applying color for other people. Like it was like we were working together as a team, which here we are about a year later after this, and now they’re like, Okay, so we want, we want you to train us to how to be a trainer, because they saw the evolution of it all. So now we’ve created a mentor program. So I have three people that are in a mentor program that they’ve gone through. So it’s like, they want to be the mentors that kind of lead other people now, and now they’re saying, like, we know that you’re really important here, even though having you on the floor was fun. We love having you there, but we need you to support us and our growth now, which is an amazing thing, versus Why isn’t the owner helping us on the floor? So, yeah,

Chris Baran 19:40
yeah, it and what I love that you said was, it was, I’m going to use the wrong word, but what is the anticip and the it was the complete opposite of what we said that most owners would have done, is, I’m going to bring my head in the sand. I’m going to get more clients in. I’m going to start. Earlier, I’m going to work later, and then all that does is just ignore your staff, and you get and they even feel more out of touch with the owner, right? So I loved what you were talking about, about mentorship, etc. How did did what was the program like? Was it a program, or was it something you just started up in order to get them to that mentorship status? What did you do there?

Holly Fox 20:21
So we created a six week program, and it’s something that we do in our in the salon. And so every week we did an hour, and we did and so this is what I think is so interesting. And like, training is my jam is a lot of times we think, oh, we need to teach somebody how to cut hair. And I know, and I’ve learned this from you sitting in your room, Chris is like, you need to teach people how to be a facilitator, how to be a teacher, before they can do something. So our mentor program isn’t about how they do something behind the chair or how they have, you know, what they do their skill set. It’s, how do they how do they do it? It’s we do a lot of personal development. It’s basically six weeks of personal development. How to coach we talk about the see, do method. We talk about, how do you coach people? How do you talk to their little voices? That’s another thing, like we created all of that during this time, and the people that are stepping up are feeling really good about where they’re at. And we talked about this, it takes a level of vulnerability as a as an owner as well, to be able to be in this space like I can’t do it all.

Chris Baran 21:29
Do you find that it’s funny as you’re talking here and people watching see me have my pen here, and I’m always doing little doodles as it goes along to help me remember. And I just wrote down like a squiggle that was up and down with an arrow at the end that went up slightly. And because we always have to remember that we got these valleys that we go through, and you’re going to go through them. It’s like, you know, life and business is not just 100% holding hands, singing Kumbaya and having Happy Camp. You’re going to go through wrinkles and you’re going to go through problems, but you’ve got to, you know, what’s the process you go through to get to the other side. So here’s my point is, and it’s actually two point to this, is that while I’m not going to blame anyone in particular, I’ve often found that sometimes, whether it was things, and I’m going to reflect to what happened in our businesses is whether something that I, we the business did that didn’t they didn’t like, but if that, if that problem exacerbated, and they, they now those people ended up being these, they would kind of spread this little cancerous thing around and and they would gather people, then they would all leave. And we would go through that, everything we talked about earlier. But if people would just remember that when you go through that hard part, that line, that squiggly line, goes up because every time it gets better, and sometimes getting rid of those. Let me rephrase that, because that sounded like sometimes, when those people leave and find happiness somewhere else, that your happiness and your culture goes up and it increases. Does that make sense? Or was that just me?

Holly Fox 23:17
No, it totally makes sense. And I think too, when we were talking about this is like, I buried my head in the sand in this, in this specific incidence, this last walk out, it was like, I buried my head in my sand because I knew things were going on. Like, you’re talking about, like, the seed thing, and you’re like, Yeah, and I know owners do it. I mean, like, I talk to owners all the time, and I know I’ve done it too. Or you just put the blinders on where you’re like, if I only focus on this, i It’ll be okay. Things will go away. You know? It’ll work itself, work itself out.

Chris Baran 23:49
Yeah, yeah, that works itself out into a walkout, is what it does. Yeah, yep, sure did.

Holly Fox 23:55
And so it’s like, for for us, and when that, when that happened with with the team. It’s like because we put our head in our sand, it, oh, it allowed us to become more authentic and have bigger conversations with our team too, because it now they’re not afraid to say, You know what? I just don’t think this, this person is the best fit, or this person needs help somewhere, or the and how can I help them? And so it wasn’t just a people were coming to me to fix it. They now became responsible for what was happening in the company and inside the culture. And to your point, if you’re I’m going to take it when Stefani said this on the voice, she’s like, everybody leaves here at some point. And I think that that was something that I really took into this last time was like, everybody in this company is going to leave. At some point, I’m going to leave, my partner is going to leave. The people that are like, at some point things are going to shift and change. It’s like, how do we how do we make people feel comfortable enough to make that change without it being hard feelings? And I think that was something too is like, and. Tell my team now, like, at some point you’re going to move on, like, I don’t know what that you could move to a different state. You decide to have a baby, you maybe you do decide to do something else. It’s like, but no longer is there this anticipation of pain or this fear that’s involved with with it, from both sides of it. You know, my team, too, they were like, they only did what they knew, that they that they heard they should do. So

Chris Baran 25:24
if you could, I mean, based on that is this, we’ve been talking about what you know as it goes through, etc, but if you could give, based on your advice of based on what you went through, what would you tell owners to do in order to come out stronger after it. Because it’s, you know, I think that’s a big word in there, is to come out stronger at the end, as opposed to just being where you were before trying to get back. What do you what can you do to make this even better at the end of it? What would you advise people?

Holly Fox 25:56
Um, so we did. It’s called a spot analysis. It’s strength, weakness, opportunity and threats. And we did it as a with team like so we did it with our leadership team. But that’s really what I would would dial in on, because when you look at it like, what are your strengths as a company? You know? I think when we start off after a walkout, we’re like, oh, everything, you know, we try to change everything, but really it’s kind of going back to celebrate the wins. Like, what are the strengths? What does your company do? Really freaking well that now you can can bring to that next level. What are the areas that you’re weak in? Like, where are the areas that you’re more challenged in? Then when you look at the opportunities, where does your company now have opportunities? Is it to add new services? Is it to, you know, maybe do some different things with your team? And then threats are like, what are the threats like? What are the you know, what are other companies doing? What are, what are the reasons why people are leaving your company? And when we did that, we had dialed that in. And it wasn’t just us that was realizing it was also the team and and really being mindful of it, and we talked about earlier, being vulnerable, having your team help you in those situations, is what I think, is that’s how you get on the other side of it, in the middle of it, it’s tough. I’m not gonna lie, it is tough, but when you can get to the other side, it makes a huge difference when you come out on it, with your other with your team, to being able to have those conversations,

Chris Baran 27:26
you know, I think you just said it right. There is that, you know, I think just as a life lesson every time, whether it’s a walkout or, God forbid, a divorce, or whatever that might be, it can be, it can be life altering right at the time and and yet, sometimes when you get to the other side, you and I’m not going to say it wasn’t painful, I’m not going to say that it wasn’t hard, but if you can keep in mind that if you do what you were saying about having a SWOT analysis, if you can look at, what do I need to grow from this? What’s my strength that I can get? How can I get better out of this at the end, even if that just means I need the time to get through it, at the end of it, when you look back, you end up, more often than not, in a better place than you were before. And I think that’s the hardest part to see when you’re going through it, and the easiest part to see with that hindsight, 2020 when you’re through it and you’re in that better place, is that something that you would advise or tell people for sure,

Holly Fox 28:35
for sure, because even you know when you go through a lockout, you got to tighten your financials like You go through everything with a fine tooth comb, and here we are. A year later, we’ve gone through it like we’ve gone through everything with the fine tooth comb. Now our financials are in a better spot because we’re we’re way more on top of it. Like, where our team, you know, like, how we use it, use color. How do we implement things? Like, what are like? We did all of these things to make sure that we would be, still be profitable as a company as we were going through it. Well, now we’ve created those systems. Now they’re there. Now we’re like, Hey, this is great, because now, now we’re seeing, you know that that work paying off. And to me, a lot of times it’s when you are living in this space where, like, things are going really well. You forget to do those like, I know I do like, you know, but we looked at our break even, we we dialed in on all of our numbers. Like, those are the things that we did right away financially, to be like, What can we do? And we got really strong on, like, what are the things that we’re going to do moving forward with our team? And, you know,

Chris Baran 29:36
so when you said about, excuse me, when you said that you were about being vulnerable and about, were you sharing numbers? Sharing the numbers on with your staff on, okay, look at here’s the numbers that we have. We have this much. We have this amount of people that have left. We have, you know, we’ve got to literally tighten up our belt on on the expenses that we have. And maybe it’s not so much expenses as waste that we have in our expenses, is that what you were referring to

Holly Fox 30:07
a little bit we we dialed in on what our break even was, so when what and how we did that is with our team, is like, these are our daily goals. So we actually sat through and did our daily goals let our team know what that was to help us make our break even. And that really, because I think so many times, like I said, I think we get to that point where we are like, Oh, look at how well we’re doing. But we really our break even isn’t our break even anymore. Now we’ve overspent, and we’ve become a lot more cautious about it. We also we had, we, we dialed in on um, our product lines, on what we were doing, on our back bar, and it has, yes, those are things that we did talk to our team about, like, this is where we’re, where we are right now. This is where what we need to do moving forward. Can we do something different? Yes, but right now, this is where we’re at. And so our team was aware of it, and we did share that information with them.

Chris Baran 31:01
It’s interesting. Yeah, yeah, exactly. And it’s interesting, though, isn’t it fun? Sometimes we found the best advice. Sometimes the best things that you can do differently that you don’t think about might come from your staff. Like, what can we do differently just to cut down on costs and expenses that don’t hurt you, and they’ll often give you those great things that you can do. So just And real quickly, I just want you to touch on this, because I know we talked about this, etc, is trust. And sometimes during trust, there’s you’ve got to do a rebuild process. And I know that we’ve talked about it, trust is a really hard thing to rebuild and on that might be with the people that leave, but sometimes you do have a very loyal group that’s saying, Dale, I’m sticking with you. I’m I’m here for the long haul, but tell talk to a little bit about about trust and making sure that that stays there with the people you have.

Holly Fox 32:04
So to me, it’s a lot like, like, a marriage. You know, I’ve been married now for 22 years, and you know, it’s about the time. It’s about consistency. It’s about, I don’t know that I ever believe that everything’s a 5050, just in my experience with with my relationship. So for me, a lot of it was, how do I earn my team’s trust? What do I need to do for that? We spent a lot of time together. We did a lot of team bonding. You know, where I also know what their love languages are? We got really we found out really fast, like, what are people’s love languages? So we would come in. And for some people, it was a gift, you know, making sure that I talked to them and giving them a gift. Some people were words of affirmation, talking to them and really celebrating them. Sometimes, too, is like I would ask them for help, because they wanted to be active service was important to them. So it really was building that up, that they could trust me. And so we, I know a lot of salons will be like, Oh, we have an open door policy, like, and I’ve said it before, like, Oh, we’re open door. But realistically, like, just sitting in the back room and having a conversation with them and talking to them and knowing what’s going on is what helped build that up, you know, and built that culture up.

Chris Baran 33:24
That’s, I mean, it’s all been good stuff. And I just wanted to say, like, the first of all, just before we kind of wrap this up in here, because this has been a great conversation. And I, and I do want to have you back on because this is great. And to that point, if the people listening out there, if you, if you love this conversation and you want to have more of it, we’d love if you can give us a review on there, whatever platform you’re on, and leave a review for us, or leave a comments, just so people, we can have more people in here that can take advantage of information that you have in here. So I just wanted to say, Holly, thank you so much for taking time out of your day, and being able to share this thing, particularly on such such a sensitive topic as having walk out. So thank you so much for being here.

Holly Fox 34:09
Thanks for having me, Chris. It’s been amazing. I appreciate it. And you know, I’ve I like to share these things because I know for me, it was having friends that had also been through it, and having a community made a huge difference as well. Yeah,

Chris Baran 34:22
and if people want to get a hold of you, like, let’s say, if they want to salons want want to get your advice, or want to have you come in and talk to them about it on multitudes of topics that you have. How can they get a hold of you?

Holly Fox 34:34
You can follow me at Holly at Metro on Instagram, or Holly at Metropolitan on Facebook.

Chris Baran 34:43
Well, once again, Holly, thank you so much. And again, I really value as as a teacher, as person I’ve learned from, and also as a friend. So thank you for being here.

Holly Fox 34:53
Thank you so much for having me, Chris. I really appreciate it.

Chris Baran 34:58
Cases is produced by Cut Action Media with Marjorie Phillips doing the planning parts, Lee Baran on the video bits, and Adrian Taverner mixing the audio jazz you.