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The Big Challenge Stage 3:


I recognise that you already have a team that works for you. Some you love and some you would love to ‘love out’.

When you take on new team in the future you will do it in a different way but your first step is to get your existing team on board with your plan.

A line in the sand has to be drawn by you, which clearly defines the standards to which you expect your team to work.

In 3·6·5 we have two types of standards:

The first are Emotive Standards which form the culture that we expect our team to work by. The ‘Guidelines to Greatness’ have been our culture since the club was formed and today they are as relevant as ever. Everyone I have ever spoken to agrees with every guideline yet everyone I have ever spoken to breaks these wonderful guidelines regularly.

Why is that?

Why do people continue to gossip and fail to help others when they need it? Why do they believe that they know enough and close their minds to further learning opportunities? Other emotive standards are things like dress codes and any other information that should already be included in your employees’ handbook.

The second type of standards are Performance Standards.

There are two types of Performance Standards, both of which have clearly defined purposes and are vital to your business.

Minimum Performance Standards: These are the very least that you expect from a team member and which, if they fail to achieve, their job may be at risk. These can also be described as Consequential Standards.

Promotion Criteria:  These are the criteria that, when a team member achieves them, they are guaranteed promotion. These can be described as Aspirational Standards. 

Both types of Performance Standards have to be SMART




Results Focused


This challenge is going to be crucial moving forward in your salon, especially when recruiting and growing your team.

Your stage three challenge is to set Minimum Performance Standards for each job role in your salon. If these are set correctly then they will prove invaluable for monitoring the progress of any new team members. From Day One they will know what is expected of them. They will know the standards that are required to be part of your team and they will know the standards that they need to achieve to remain as part of your team. They will also provide you with the information to ‘love out’ any underperforming team members in your business.

As Salon Owners this has historically been a weak point for us. We accept second best, we live with people who are ‘getting there’ even though we have never actually laid down in writing where ‘there’ is.

Make no bones about it, we are in sales. We sell our skills, our ideas and creativity, but nevertheless our guests pay us.

If they pay us they must be buying. If they are buying then someone must be selling.

Any other sales force in any other industry would have clearly defined Minimum Performance Standards.

How you ultimately choose to manage these will be your choice, but without setting your standards you will have no choice.

When coming to set these Minimum Performance Standards consider every role in your salon. Stylists, managers, receptionists, trainees. Every single role.

Where to Start

  • You will find attached an Excel file named Minimum Performance Standards.
  • Please copy the uncompleted file to your computer.
  • Open and ‘Save as’. Rename the file with your salon name and min performance standards. This is the file I want you to work with and send back to me.  (You will still have an empty copy of the original file left on your computer.)
  • You will see in the file that there is a set of 12 grids. In each of the grids, type into the blue box the job title to which the standards apply to. For example new stylist, senior stylist, receptionist, apprentice etc.
  • Now list each of the key performance indicators (KPIs) that you will measure and the standards that you will require.
  • Please remember that what I am asking you to create is Minimum Performance Standards and not Promotion criteria. A Minimum Performance Standard is the very least that you expect from a team member if they wish to remain as part of your team.

Below is an example:


The numbers in my example are obviously silly, on purpose, as I want you all to think seriously about what is right for your business. Stage one showed us all how many stylists are underachieving, and growing people has to be a managed process. I am sure this will set our closed Facebook group buzzing (please only use the Big Challenge closed group for these discussions).

Remember that you are not all the same. Your prices are not all the same. Your teams are not all the same. However, you do all have very similar challenges.

When you have completed your document, please email them to me as an attachment:

Please check before you send them to me that you have renamed the Excel file for identification purposes.

Now, let’s get started!


Ken West AKA KAK


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