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How to Create a Salon/Spa Culture of Accountability Without Confrontation

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Salon/spa owners are always asking, “How do I get ‘them’ to hold each other accountable?”

The question that owners need to be asking is: How good am I at holding myself accountable?

When it comes to leadership, the answer is always, “You get what you model.”

Accountability is simply the responsibility to account for one's actions.

For owners and leaders, it is the responsibility to hold others accountable for actions and behaviors that are inconsistent with the company’s vision and values.

So why is accountability so hard for so many owners and leaders?

More importantly, how do we achieve accountability without being confrontational?

The answer, in most cases, is the fear, or discomfort, of initiating what could be an unpleasant conversation.

FACT: Too often, people in leadership positions are afraid, or just uncomfortable, because they relate accountability to confrontation.

Confrontation has a negative connotation. By definition, it is a hostile interaction (usually between opposing ideas).

Holding an employee accountable by confronting inconsistent actions and behaviors IS NOT the same as being confrontational.

OK, one more time:

Holding an employee accountable by confronting inconsistent actions and behaviors IS NOT the same as being confrontational.

FACT: In the absence of accountability, you undermine those you lead.

You undermine their growth, and in turn you undermine the entire team — and your salon/spa.

Here are my No-Compromise Leadership strategies to hold employees accountable without being confrontational:


  • You’re being called upon to “lead”: Fear and/or discomfort is typically an indicator that one or more employees need to be held accountable. Therefore, you must re-relate to what it means to “hold accountability” in those you lead.If just thinking about holding someone accountable makes you feel like you're going to have a confrontational experience, don't back down.Have the conversation you need to have. It can be as simple as telling someone that you really don't enjoy these conversations, and that addressing unacceptable behavior is not an option for you. You can't ignore any behaviors that undermine the team and the company.

  • Teach people how to treat you and how to treat your company: If you have to speak to Katie because she's late to huddle (again), you know that you’ll hear a litany of excuses — so you decide to give her a pass. You are teaching Katie that you will not confront her, never mind hold her accountable to being on time. The team sees how and who you do, or don't, hold accountable.When you don't hold accountability you teach them it's okay to do XYZ because it doesn't really matter - you aren't going to say anything.

    • You're teaching them that you're all talk.

    • You're teaching them NOT to trust you.




When you don't hold accountability, you teach them it's okay to do XYZ because it doesn't really matter — you aren't going to say anything.

When you teach them that you will address actions and behaviors, you will be holding your employees accountable to the culture, the skill, the communication, the dress code, and the time standards.

You are teaching them Accountability — that you are committed to facing what needs to be faced

You demonstrate a sense of urgency that you will do what needs to be done.

It's easy to avoid.

It's easy to hope the thing or person will fix itself. It never fixes itself.

  • Compromise is easy: Accountability requires a dedication to confronting what needs to be head-on. It requires communicating what needs to be done, setting a milestone, deadline or expectation to see change. Coaching up where need be, and coaching out when you aren't getting the right results.


Here’s my challenge to you: Confronting inconsistent employee actions and behaviors can be nasty and confrontational — or it can be an opportunity to coach an employee to a better level of performance and contribution.

There is also the danger of micromanaging everything an employee does or does not do. Micromanaging does more to aggravate people than improve performance.

Holding accountability is a non-negotiable for leaders. It begins with by holding yourself accountable to model your expectations for your team.

At the end of the day, it’s about doing the work to achieve your vision by keeping your culture free of contamination.

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