『the Hello Hair Pro podcast』のカバーアート

the Hello Hair Pro podcast

the Hello Hair Pro podcast

著者： Jen & Todd Ford
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This is a place for education, inspiration, and entertainment. Our mission is to help as many hair pros, salon, and barbershop owners as possible by sharing our stories, experiences, and thoughts on business.

© 2026 the Hello Hair Pro podcast アート ファッション・テキスタイル マネジメント マネジメント・リーダーシップ リーダーシップ 経済学 装飾美術および設計
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  • Your Salon Looks Successful. But Is It? [EP:267]

    Your Salon Looks Successful. But Is It? [EP:267]
    2026/10/19
    "Send us a message!"A million-dollar salon. A fully booked schedule. A growing team. Multiple locations. Thousands of social media followers.Sounds successful, right?Maybe. But none of those things tell the whole story.Your salon might look successful from the outside. But what's actually happening behind the scenes?In this episode of Hello Hair Pro, we're challenging the things salon owners often associate with success and exploring what it really takes to build a business that works.We start with the numbers: why impressive revenue doesn't guarantee profitability, why being busy isn't the same as being financially healthy, and why copying another salon's strategies can be dangerous when you don't understand its business.Then we look beyond the financial statements. How do you know whether your employees are genuinely engaged? What does a healthy salon culture actually look like? And how can you tell whether the client experience you're delivering matches the expectations you've created through your marketing?We also share real experiences from Hello Hair Co., including difficult decisions that shaped our culture, our evolving approach to retail, a new client who chose us partly because of how we responded to negative reviews, and an area of our client experience that still needs improvement.Finally, we revisit why we started Hello Hair in the first place. Jen wanted to build a salon with a strong commitment to education and become a different kind of leader. Todd wanted purpose, meaningful work, and the freedom to eventually pursue new opportunities.We've built a business that looks very different from what we started with. But is it the business we actually wanted?Because a successful salon shouldn't just look impressive to everyone else.It should work for the people who own it, work in it, and choose to visit it.The Big IdeaSuccess isn't defined by how impressive your salon looks from the outside. It's determined by the business's financial health, the opportunities it creates for employees, the experience it delivers to clients, and whether it's accomplishing what you set out to build.Key TakeawaysHigh revenue, a full schedule, awards, and multiple locations don't automatically indicate success.Profitability matters more than impressive sales figures alone.Your profit and loss statement can reveal weaknesses and opportunities that revenue doesn't show.Copying other salons without understanding their financial circumstances can create problems.A healthy culture shows up in employee behavior, enthusiasm, trust, and buy-in.Leaders have to earn their team's trust through consistent actions.Different employees have different definitions of career success.Business decisions, including retail expansion, should align with your goals and values rather than industry trends.Your website, reviews, marketing, and booking experience all establish expectations for clients.Great marketing can't compensate for an experience that fails to deliver on those expectations.Consistency matters, including how you treat longtime clients, friends, and family.Owners need to define success for themselves rather than chase someone else's version.Freedom doesn't necessarily mean doing nothing. It means being able to choose what comes next.Timestamps00:00 — Opening Takes: Control what you can and a questionable marketing photo05:00 — This or That: Five difficult choices07:45 — Why some salons look more successful than they are09:30 — Revenue, awards, and the illusion of success11:30 — Fully booked schedules, staffing, and multiple locations13:00 — Followers, burnout, and financial health14:00 — Finding opportunities in your profit and loss statement16:00 — The danger of copying other salons17:00 — How employee happiness contributes to success19:00 — Measuring culture through trust, enthusiasm, and buy-in22:00 — Making changes employees don't immediately embrace24:00 — Different employees, different career goals26:00 — Our approach to retail and why we took our time28:30 — Does your salon experience match your marketing?33:00 — The client who found us through our review responses36:00 — Where we still need to improve our client experience39:00 — Did we build the business we wanted?43:00 — Different owners, different definitions of success45:00 — One Last ThingQuestion of the WeekIf nobody could see your revenue, follower count, awards, or how busy your salon looks, would you still consider your business successful? Why?Your business should serve you, so that you can serve others.And remember, success isn't about building a business that impresses everyone else. It's about building one that delivers what matters most to you.Links and Stuff:Our Newsletter Mentoring InquiriesFind more of our things:InstagramHello Hair Pro Website
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    47 分
  • Young Stylists Don't Want to Work? Think Again. [EP:266]

    Young Stylists Don't Want to Work? Think Again. [EP:266]
    2026/10/12
    "Send us a message!"“Young people just don't want to work anymore.”We hear it constantly from salon owners. They can't find good employees. Nobody wants to work weekends. The younger generation isn't loyal. People don't want to put in the effort.But what if the generation isn't the problem?In this episode, we're challenging one of the salon industry's most common complaints and asking a different question: Have we actually built workplaces that today's professionals want to be part of?We talk about what younger hairstylists and beauty professionals want in their careers, why the expectations we grew up with aren't always worth preserving, and how salon owners can adapt without compromising their businesses.We share how we approach flexibility, autonomy, education, growth, recognition, and leadership at Hello Hair Co.—including why giving employees freedom also means holding them accountable for their choices.Jen shares a story about attending an expensive education event early in her career, only to return to a salon that wouldn't let her apply what she'd learned. We also discuss why loyalty has to go both ways, what owners actually owe their employees, what employees owe the business, and why developing people who eventually surpass you might be one of the clearest signs of successful leadership.Because attracting great people isn't just about finding employees willing to work for you.It's about creating a business where talented people can build careers worth staying for.The Big IdeaStop expecting people to want what you wanted. Find out what they want, build opportunities around it, and give them the leadership and accountability to succeed.Key TakeawaysBlaming an entire generation for your recruiting problems doesn't solve anything.Younger professionals may want to work differently than previous generations—and that isn't automatically a bad thing.Ask people what they want from their careers instead of assuming you already know.Flexibility and autonomy can coexist with standards, professionalism, and accountability.Employees need to understand how their choices affect their earnings and opportunities.The business must remain sustainable. Not every employee request should become a policy.Great education means giving people opportunities to apply what they've learned.Freedom, growth, recognition, purpose, connection, and leadership can matter just as much as traditional job benefits.Salon owners should deliver the experience and opportunities they promise during hiring.Loyalty is earned in both directions.Employees owe the business honesty, professionalism, engagement, and a commitment to serving clients.Measure career development by more than how long someone stays.Leadership means listening, coaching, removing unnecessary obstacles, and helping people reach their goals.A team member surpassing the owner isn't a threat. It can show the owner is developing people successfully.Timestamps00:00 — Opening Takes: Build around people and embrace change03:00 — Do younger generations really not want to work?06:00 — Recruiting is an owner's problem to solve07:00 — Rethinking weekend schedules and employee flexibility09:00 — Adapting without putting the business at risk11:00 — Why employees may be voting with their employment13:00 — What today's beauty professionals actually want16:00 — Education, growth, and delivering what you promise18:00 — Jen's story: Education without opportunity21:00 — Freedom with accountability23:00 — How time off and scheduling decisions affect earnings26:00 — What salon owners owe their employees29:00 — Why loyalty has to go both ways31:00 — Listening, removing friction, and building relationships35:00 — What employees owe the business37:00 — Measuring engagement and growth with TEGI40:00 — Why employees want attention from their leaders42:00 — Are you willing to let your employees outgrow you?44:00 — One Last ThingQuestion of the WeekIf you were looking for a salon to build your career today, would you choose to work for yourself?Your business should serve you, so that you can serve others.Keep building a business where people can grow, contribute, and become more than they imagined possible.Links and Stuff:Our Newsletter Mentoring InquiriesFind more of our things:InstagramHello Hair Pro Website
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    45 分
  • What Does a Successful Salon Actually Look Like? [EP:265]

    What Does a Successful Salon Actually Look Like? [EP:265]
    2026/10/05

    "Send us a message!"

    Being fully booked sounds like the goal. But should it be?

    This week we're keeping things a little lighter and working through three salon-business questions we haven't spent much time preparing for ahead of time.

    First, why are recruiting and retention still such massive challenges for salon owners? We talk about what salons compete on, whether the careers we're offering have evolved with what employees actually want, and why promising a great workplace isn't enough if the reality doesn't match.

    Then we question one of the industry's favorite measures of success: being fully booked.

    If you're booked at 100% for the next six weeks, is that something to celebrate—or does it mean you waited too long to raise prices, have no room for new demand, can't accommodate existing clients who need to reschedule, and have eliminated flexibility from your business?

    Finally, we look at salon revenue. Industry data shows revenue increasing even while clients, visits, and services remain slightly down. So if your revenue increased because your prices increased, did your business actually grow?

    Revenue matters. But so do demand, profitability, utilization, client count, employee income, capacity, and what you're actually taking home.

    Sometimes the number going up isn't the whole story.

    Key Takeaways

    • Recruiting problems aren't necessarily solved by simply offering a higher commission.
    • Your hiring process, mission, values, employee growth opportunities, leadership, and understanding of who you want to attract all matter.
    • Don't promise employees a workplace experience you aren't actually delivering.
    • Salon careers need to evolve with what today's professionals actually value.
    • Being 100% booked isn't automatically the ultimate sign of success.
    • Extreme utilization may signal that you've waited too long to raise prices.
    • A completely full schedule leaves little room for cancellations, rescheduling, new clients, last-minute demand, or employee flexibility.
    • If clients repeatedly can't get an appointment, eventually they may stop trying.
    • The goal isn't an empty schedule, but the sweet spot probably isn't a permanently locked schedule either.
    • Revenue growth and business growth aren't necessarily the same thing.
    • If revenue increases only because prices rose while demand stayed flat or declined, you need more information before declaring victory.
    • Profit matters.
    • Demand matters.
    • Capacity and utilization matter.
    • Employee earnings matter.
    • Serving fewer clients can still represent improvement if you're producing more profit, more income, or a better business with less work.
    • The correct definition of growth ultimately depends on what you're trying to build.

    Time Stamps

    00:00 — Opening Takes
    04:00 — This or That
    09:00 — Why is salon recruiting still so difficult?
    10:00 — What are salons competing on for employees?
    11:30 — Have salon careers evolved with the workforce?
    13:00 — Why copying other salons doesn't solve recruiting
    15:00 — Delivering what you promised employees
    17:00 — Is being fully booked actually the goal?
    18:00 — What does 100% utilization really tell you?
    19:00 — Underpricing, demand and availability
    20:00 — The hidden problems with being booked six weeks out
    22:00 — Last-minute booking behavior has changed
    24:00 — Full books can eliminate flexibility and future demand
    25:00 — Salon revenue is growing—but is the business?
    27:00 — Revenue growth vs. demand growth
    28:00 — Why profit changes the conversation
    30:00 — What real salon growth looks like
    32:00 — The first question to ask when someone says their salon grew
    32:30 — One Last Thing

    Question of the Week

    If your salon's revenue grew 10% this year, what else would need to improve for you to consider that real growth?

    Your business should serve you, so that you can serve others.
    And as always, keep learning, keep growing, and keep having fun.


    Links and Stuff:
    Our Newsletter
    Mentoring Inquiries

    Find more of our things:
    Instagram
    Hello Hair Pro Website
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    34 分
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