How To Be A Salon Owner and Still Work Behind the Chair

we are live ladies and gentlemen we are back with another podcast episode james what are we talking about today uh how to be a salon owner and still work behind the chair many owners are like that all right so i i mean on my instagram my youtube i talk a lot about stepping away from behind the chair to really step into your ownership role and a lot of people are like i still love doing hair and i want to do hair still you can still do both Like I talk a lot of shit about having to like pick one or the other. It's because it's really hard when you have a big team and you got a lot of stuff going on and you got the Shopify store going, you got e-commerce and you have a team of 20. It's hard to do both, especially if you have multiple locations. And so a lot of what I talk about is really stepping into your ownership role, but you can still do hair. If you love doing hair and you want to be passionate about making people feel beautiful, you can still operate a successful salon. And you could still deliver great services behind the chair. It's challenging if you don't manage your energy properly, because the person who has to look at the numbers, handle payroll, do the inventory, have the hard conversations is not the same person that is going to be doing someone's hair behind the chair. So it's important that you don't just manage your energy. I'm sorry. You don't just manage your time. You manage your energy. Obviously, time plays a factor in it. So one of the things I like to teach is called CEO systems. and it's in the level up academy it's really just learning how to block off time in your schedule to focus on things that make you more successful as a salon owner just like you block your time for a full highlight you block your time for a partial highlight extension install a haircut color and you know exactly what you're doing in that time block for that service you need to block off time when you're focusing on your marketing having a meeting with your accountant you're meeting with your leadership team that is dedicated time that you cannot push off to any other spot in your schedule so every tuesday at 10 a.m you meet with your social media person and go over what's happening with social media every wednesday at 10 a.m you meet with your ads person to find out what just happened in the last week with ads then you meet with your front of the house front desk person who handles a lot of your guest experience to find out what's going on with the reviews why did you get a one-star review What's going on with the experience? Are we delivering on the promise that I'm saying we're doing in our social media content? Like, is that hold true? If I say we're a luxury salon, are we luxury or are we family? So that time block needs to be dedicated towards those specific things. You could get a lot done with focused time, like a three-hour time block, just focused on one particular area, and then you go back to doing hair again. So one of the... pdfs that i give out through my instagram it's called the passion what's it called here the passion focused salon owner it's a playbook i'm going to share my screen with you i'm going to go bust right through it real quick and just get through some of the key components that you need to install on your salon in order to be passionate behind a chair be profitable as a salon owner and not get burnt out so james if you want to share my screen bring that up to the stage real quick so i can see it all right So here it is. This is the playbook. If you guys want this playbook, DM me the word passion focused or passion playbook, something like that. And I'll send this over to you. If you're on YouTube watching right now, jump to my Instagram because I don't see it on YouTube. I don't think there's a DM section on there. So just message it to me right there on my Instagram. I'm at Nick Marabella. So this is how you scale your salon while you're still behind the chair. Phase one, before you do anything else, you want to create some kind of an organizational chart. You want to make sure that everybody on your team knows who they need to ask questions to. So if you are passionate about doing hair, you may not be the manager of your salon. You may not be the CEO of your salon. You're still the owner, but somebody else has that role within your organization. If you're a four-chair salon, you could wear multiple hats. You don't have that many people you're really managing or you're leading. But you do need to make sure that somebody is in charge of a particular role. and you build out a position agreement even if you're following it and a section on your org chart so let's take a look at what that looks like you're a salon manager or a general manager if you're a busier location with more than four or five people you're typically going to want somebody to be in that role if it's not you because you're focused on doing hair three five six days a week then you want to have a lead stylist or a senior stylist again that could be you but if you love doing hair and you hate doing the ownership stuff you just want to have a place that you can work on and call your own you could put somebody else in charge of that so it's cool if you have a lead stylist the outside of your role that on the days you're not doing hair they fill in that gap so somebody has to get their hair redone someone has to step in help another stylist formulate that is that lee silas's job then you have your front desk coordinator unless you plan on answering the phone yourself you want somebody in that position they're coordinating the whole entire salon it says front desk coordinator but in reality it's a salon coordinator they need to be able to look at that computer screen that your book booking software is on and be like all right denise is coming in at three o'clock somehow jen has a 330 vanessa who needs to get a full highlight and denise also getting a full highlight and both of these are hour-long appointments what do we do If you know both of those particular clients, that front desk coordinator knows that Denise always comes in late and Vanessa's always early. So call Vanessa and be like, hey, can you come in at three? And then you call Denise, tell her to come in at four. And you just move people around so there's no chaos within the scheduling and the booking software with multiple people coming in at the same time and they know your stylist. They know their timing. and they know the clients and they know who comes in late who comes in early how long does it really take to do denise's hair so this coordinator at the front desk is a really important position it's literally the backbone of your salon who does that that's a clearly defined role then you have someone managing inventory is it your assistant do you have a position for them is there a clear definition of success in that role then you have a training coordinator If you're not training your team, that could be the lead stylist. You could have somebody else who's involved in training. But these are some basic parts of an org chart that you're going to want to make sure that you have clearly defined. You want to make sure you assess your current team's capabilities so you could put them in that role or they know who to go to. So it's like, hey, Jen's really good at haircuts. If you've got a problem with anything involving haircuts, you're going to go to Jim. Vanessa's our amazing colorist. If there's a problem with color, Vanessa's your girl. And you just have kind of like a clear understanding of who and where people go when they need advice on certain things in your salon. This way no one feels left out. Nobody feels lost. That's crucial. You're building your foundation right here. Phase two is you're developing your position agreements and role clarity. So what a position agreement is, it's just an agreement between you and that person in that role. If the role is a stylist, the position agreement is the same for every single stylist. If your stylist is also helping with social media, so you could focus on doing clients behind the chair and not wearing 15 different hats in your salon, then your assistant has two position agreements. It's the social media person and it's the assistant. Two different things she signs off on so she understands what her definition of success is in each one of those roles. Super easy. Not that difficult. If you put the work in now and you clearly define their role, it makes for a really smooth employment experience because you're not throwing stuff at them three months from now or asking them, hey, why aren't you doing this? Why aren't you doing that? They know when they join the team, what their definition of success is based on that position agreement. Now, leadership development. If you want to step away from doing all the things in your salon, you're going to need some leaders in your salon. You want to focus on doing hair. Somebody has to lead the team. So a lot of owners who don't like having hard conversations, they don't like being owners. Someone needs to own the salon. And so when I say own it, they need to manage. They need to do the day-to-day things. And that's where a leadership team comes in. They're managing the operations, the business operations. So you could focus on doing hair. Guys, if you love doing hair. They keep doing hair, but someone has to do this stuff. What does that look like? How do you develop this team? If you're crystal clear on the vision of your salon, which is the most important thing that you get ironed out before you even sign a lease, then you could articulate that vision to your leadership team. If a decision needs to be made in your salon, they should ask themselves, does this bring us closer to that vision or take us further away from that vision? If it's further away, they don't do it. If it's... bringing us closer to that vision and it aligns with the vision then you do it really easy to do but your leadership team needs to get developed so you're gonna have to put a little work in in the beginning to make sure they fully understand what your vision is this way they can make decisions based on what it is you want your salon to be luxury salon family salon barbershop what is that what's it look like to you What's the perfect salon situation? What is the perfect experience for a client? What's the perfect experience for a stylist on your team? That leadership team needs to understand what that is. Systems and processes. Daily operations, client experience, team management. We just talked about that briefly. The easiest way to do it is called the camcorder method. I teach this in the Level Up Academy. Literally for the next three months, film everything you do from opening a salon to closing a salon. to booking an appointment, to doing a haircut, to shampooing a client, taking color down, applying color, making a coffee, everything. Restoring the Wi-Fi. I mean everything. Film it, document it, create some kind of a checklist and SOP for that particular task. That way, when you're doing someone's hair, you don't get asked a million questions on how to do the thing because it's documented. There's video. You can watch the video. Really easy to do. Systems and processes is covered right there. Delegation and empowerment. Now you go back to the org chart. Who are you delegating certain tasks to? Do they understand what the definition of success is in that role? Then you empower them to own that particular position. When you delegate, it does not mean you tell someone to do a particular task and then step in when they can't figure it out. You need to make sure you created the SOPs, the operating procedures, clear enough so that a stranger who doesn't even do hair or never worked in a hair salon can step in, watch that video, read that little training manual and be able to be successful in that role. And then you have to let your team own that role. You don't step into micromanage. You don't step in and take over and they can't figure it out. There's something I teach called the one, three, one rule. When someone on my team has an issue, a challenge, a question, I have them one, three, one. It's not mine. Got it from Dan Martel. Buy back your time. Get the book. It's amazing. People are going to come to you with a million different problems. What is the one problem that if we solved, would probably solve 80% of your other issues? What are three possible solutions or ways we could solve that problem out of those three? Which is the best one that you're going to take action on right now? Then go do that. You don't need to ask me any more questions. Go 131 it. Now, after you delegated, now you're going to optimize and scale. You're going to want to make sure you have some kind of a leadership feedback loop. You are going to have to play the owner role every now and then for your leadership team. But your leadership team is in charge of the rest of the team. You're in charge of your leadership team. So you can own a company and not be the CEO. That's what's happening here. You're creating the culture and the space that you want to work in. The reason why you left every salon you ever worked at before. And then you plug people into those roles. And then as time goes on, you keep optimizing those roles. the best way to do it is the person who's in charge of that role you let them tell you how they can create a better sop they can create a a better position for the stylist like what what are we missing from our team what do you think would add more value to this role how can i help serve you better what would help you be more successful as our salon coordinator as our education coordinator as our manager in our salon get the feedback And then if it's good feedback and it actually helps align the rest of the team with your vision and get to your end goal, then you take action on it and you apply it. And then you keep doing that every quarter, every six months, every year. And that's how you scale. You want to make sure that every position is tied to a number. This way, there's a way for you to measure success. Your marketing person who's in charge of marketing. James, you can take me off the screen now. You want to make sure that they're getting 30 new clients in every single month. organically from instagram then your ads person you want to make sure your customer acquisition cost is low enough that you're actually profitable for marketing services i can't tell you how many times people tell me facebook ads and google ads don't work they all work you just didn't know how to optimize them properly and if you pay someone to do that for you you have to make sure that what they're doing is cost effective for you because it's really not that hard to run ads yourself customer acquisition cost return on ad spend lifetime value of a customer average ticket price or average order value aov all those are important numbers that you have to fully understand so you can't hire someone in a role in your salon if you just want to focus on doing hair without at least understanding the language of that particular role that you're hiring someone to fulfill if you know the language then you can communicate and understand if they're being successful or you can understand if you're getting taken advantage of either way it's really important that you have clarity on both of those particular things because if you can take advantage of you're going to have going broke and if you don't know how to properly ask somebody in that role to do something because you don't speak that language well then they're never going to be able to accomplish really what you want them to do because you're not speaking their language so that's pretty much how you are going to set your salon up if you want to be a passionate behind the chair salon owner there is some front end work you have to do you do still have to communicate with each person at every level of your org chart your team they're going to want to hear from you so if you put a leadership person in the role that communicates with your team at least once a quarter i say have your one-on-ones with them at the very least like every two months every every every six months so twice a year you're the owner of the salon so yes you just want to focus on doing hair that's cool but you have to put all these other stuff in place. So your salon runs smooth. It's successful and you're profitable because if you're the owner of the salon and you're working behind the chair, but everything you're making behind the chair is going to paying the bills of salon and your team isn't paying the bills because they're not effectively running their particular portion of the, of the salon, like the front desk and everything else. And the marketing, you're just going to be paying people that do nothing. And you're better off in like a one or two share suite. So if you really want to own a salon and you want to have some impact and you don't want to do all the things and you still want to do hair behind the chair, it's 100% possible. But it's not possible if you don't know the language. Nobody has a clear definition of success in the role that they're playing in your salon. So you don't get pulled in a million different directions and you just focus on doing hair. So James, that said, I want to jump in some Q&A. Questions, answers, guys, drop it in the chat below. Give me the questions, James, if you got them. I can't hear you, James. I think your mic is still off. Sorry. We have Bree Jade. I have 19 ladies, and my problem is always being needed. I'm constantly pulled away from my guests. It has me not wanting to come to work anymore. Hey, you need this. You have 19 team members. You should have an assistant manager. Think about this. For all of you guys thinking right now, as a hairstylist, use that perspective. have four people in an hour you're applying a partial highlight you're doing a bang trim you're applying a gloss you're doing a single process then you gotta take the color down then you gotta tone it then you gotta blow that client out you can't do without an assistant just like you have a salon you need an assistant to do the things so you don't get pulled in a million of directions so when you're behind the chair you have an assistant helping you apply color take color down blow out your clients the salon business functions the same way you need to have people who are serving your stylist so they know who to go to. So that org chart, super important for you. Scheduling, I don't do scheduling. That's Jessica's job. Go talk to Jessica. Oh, the color, we're short on 5N. That's Brianna's job. Go talk to Brianna. And so your org chart's essential to be in the back room so they know this is the problem. This person has the solution or I have to tell that person, not you, the owner. And then you as the owner have to not do that person's job for them. oh it's color ask jessica oh it's scheduling ask brianna or i just mixed that up but you guys get what i'm saying so with 19 people it's way too many people if you're running your own four or five people you can effectively manage and still run the salon by yourself but i would say anything over like when you start getting to six people seven people eight people you're going to want some help even if it just looks like the front desk coordinator or a front desk person they're going to be like your assistant manager that's how i would play that out If not, you're never going to be able to effectively be an owner and be a stylist to your clients. Now, owners, you do understand that your clients are stylists who work behind your chair and also people who sit in those chairs to get their hair done. You have two sets of clients you know in a salon. So don't neglect your internal clients. All right, James, next question. i got maria gonzalez nick how do you handle it when you're mid-color and your front desk calls out sick and nobody's there to answer the phones all right i always have a backup so that's why it's nice to have an assistant who understands their front desk role so they could just step in that position and then everyone's kind of juggling a little bit more but when the phone rings have a really good system i like open foam it auto sends them a text I also like OpenPhone for this particular reason. When your front desk person calls out, they can just be at home sick and help pick up some of that workload. So in a digital age with cloud computing, your software is on the cloud. Like you can log into it from a browser. So your front desk person can literally book appointments probably from her iPhone, from an iPad, or from a laptop. So with OpenPhone, it's called QuoNow, Q-U-O. It's a voiceover IP system. Like a lot of Verizon has their system. They can get all phone calls sent right to their phone from an app. You're homesick. I get it. Help us out a little bit. So have them still work from home if they could, if they're not dying, right? That's how I would probably navigate those borders. Use technology to your advantage. Not Will Smith 22. How do you separate the emotions of being creative behind the chair versus having to make hard business decisions the same day? Two separate parts of your brain, and that's the reason why you want to have that CEO time first thing in the morning. All the hard decisions get made first thing in the morning before you deplete your ability to problem solve and think. Because when you're doing someone's hair, and if you're an owner, let me know in the chat right now if this applies to you. have you ever had like a busy morning in the salon and then you set a meeting up with one of your team members at like one o'clock and your morning was just crushed with corrective colors and questions and your and your clients just dumped on you things went wrong and by the time by the time you had to make a decision at one o'clock that was really important you had no more capacity or bandwidth left in your brain and so either avoiding that conversation with that person you push that meeting off to another time there's nothing left you it's called decision fatigue so Save all of your hardcore decisions for the morning and then do your clients in the afternoon. If you reverse it, what tends to happen is your client comes in late. The color doesn't come out the way you want it to. You push that meeting off. And by the time you have to make a really good executive decision, your brain's capacity to make an effective decision, it's not there. You have decision fatigue, which is why you see me wear like the same outfit every day. Why you see guys like Steve Jobs wear the same outfit. There's certain people. who are at high level positions in their life, they try to eliminate any decisions they have to make so they could use that part of their brain's capacity and effectively make better decisions all throughout the day. The less decisions you have to make, the easier it is to make decisions for longer periods of time as the day goes on. So as an owner, do all your heavy decision making in the morning before you start doing hair. gonna save your entire business i promise you and supplement peptides nmn nad plus uh make sure you're not loading up on shitty food sugary breakfasts like honestly guys like nutrition plays a big part in how your brain functions so look into how you can optimize your capacity to think so you can be in a more you could be a more effective owner don't eat crap food james Peachy Mama J. I have a tiny two-chair salon and I do everything myself right now. Is hiring one person really going to free up time or just create more problems? It depends on how you train that person. It could cause more problems and it could be a lifesaver for you. I 100% couldn't do what I do without the help that I have. So it's the reflection of how well you teach and communicate is how well that person is going to do. So a lot of times people hire people. and they don't effectively delegate the task so there's something called the 1080 10 rule 10 80 10. 10 of the project task the thing you do with them 80 they do they own it the last 10 you inspect what you expect and then you see how they did then you correct what you need to correct there's something called tnt leadership if you're part of the community in the level up academy go to the classroom put tt leadership in it's called train go teach not tell or train not tell When you tell someone to do something, they hear you, but they don't really learn anything. When you teach them, you're having them show you what you just told them to do. That way you could watch them actually do it. The secret to this is you have them teach it back to you. So what I like to do, there's a role that I want to pass on. I will create my training manual for it. My video, my checklist, my everything. Then I give that to somebody. Watch the video. read the checklist, read the manual, and then I want you to do it. Then I'm going to watch how you do it and see how successful you are at it. Then I'm going to have another person do it based on the feedback I get from the first person. I redo my manual, redo my video, give it to the second person and see if it got better. If it got better but not perfect, then I take the feedback from that person. Then what I do is I recreate it again. Now I have my third version. Gets better. I have each one of the two people recreate the training manual in their words and the way they want to do it. Now I have three solid versions that I then make into my ultimate SOP or training manual. Now I get two different perspectives plus my own from double the feedback from each person. That is how you do it. That way it's a win-win for everybody. And the people who recreated the training manual are probably really good at doing that particular task now. Now you have two options to go to when you have to have someone call out or be like the plan b for that role james next question uh xx westwood xx licensed barber here working at a salon i have four co-workers who are unlicensed and get 50 commission they feel voiceless because of their setup can slash should i stand up for them from time to time ask that question again james uh licensed barber here working at a salon not an owner yeah gotcha i have four co-workers i got it got it all right cool it's um 50 commission still isn't bad plus they're not licensed so i mean they're they're blessed to be working a salon who doesn't care if they're licensed or not hopefully they're doing good work but if they're being abused then talk to the owner like hey i think there's a better way to do it don't ever don't ever stand by and let someone get bullied but i think a 50 commission and they're not licensed like they can get in trouble too listen i'm all for doing what you want to do i don't i think the whole licensing committee in every state's bullshit. They don't know what they're doing. You have people who don't do hair, never did hair. Checking people, testing people, give them a license, inspecting salons, but never worked in a salon or ever did hair before. That's ridiculous to me. But yeah, stand up for your team members, but find out. I need to get more clarity on what's happening. But at 50% commission and they're not licensed, they got a pretty good deal, to be honest with you. They're getting abused or mentally, verbally, financially abused. then then step in there maybe it's time you open your own salon james next question um rachel run rachel runs late uh how do you keep yourself from micromanaging your team when you're literally right there watching them work have that's actually it's a beautiful question a discipline if it's something that's going to ruin someone's hair step in that just comes down to having discipline and then having something in your phone that you could make a record of it so you don't forget and then when you have your one-on-one with them you have to have the properly structured meeting so you bring that up so let things play out as long as no one's gonna get hurt no one's hair is gonna get ruined and see how it works now micromanaging is a defense mechanism because you are trying to get your result or how you think it should be done done that way. Sometimes people have a better way of doing things. So let it play out. See if the end goal and the end result's the same. The path might be different. Now, if there's a faster way to get there and more efficient, less costly, then definitely step in after they get the end result and see if you could help get them to the end result more cost-effective, faster, so the client has a better experience. But don't micromanage. You hired someone for that role. I would take a look in the mirror and see how effective your training is. So like I said, I say it all the time, said today on the coaching call the day before, there's a people problem and a process problem. What is your process for training your team? Is it not efficient? Is it not good? Because if a lot of people are doing things where you have to step into micromanage, that means your process is broken. It may not be the people. Now, if you've got four or five people who are doing everything great and you have one person who just keeps messing things up, your process is probably good. Then it might be the person. that particular language that you're trying to teach them in may be broken for that person so there's also another variable there's the five leadership languages are you communicating in a way that person can hear you and receive it owning a salon is difficult so you got to really figure out how that person speaks to communicate on a level they understand so i would definitely go back and revisit how your training is for everyone so you don't have to micromanage and then be clear on what your definition of success is, and if they could achieve that their own way, then I would just step back and let them do it. My whole goal is the result. I'm results-based. If you can get from point A to point B, achieve the same result that I get by going from point A to point C to point D to point B and get there, and it's still effective, the result's still beautiful, I don't really care. 80 done by somebody else is 100 awesome so step in there and coach them but let things play out a little bit before you start micromanaging james next question uh ryan fxr uh what does your morning routine look like on days that you're fully booked versus days you're doing business stuff all right my morning routine is pretty much the same i like to work out first thing in the morning i take a look at my schedule my calendar make sure there's you know Nothing messed up or nothing got moved that I don't know about. Someone canceled an appointment on me. But every morning is the same as an owner. You should have your CEO time first thing in the morning before you ever do clients. So if that means getting up at 6 in the morning and you don't take your first client until 9 a.m., so you have three hours of focused work, that's what you do. Now, three days a week, that's fine. You can spend another three days a week doing your clients first thing in the morning. So I believe in prepping for the day the night before. it's not so much what you do in the morning it's what you do the night before take a look at your booking software see what's going on with your day see if somebody moves see if somebody canceled see what's happening with the rest of your team so you have a full picture of what's happening in your salon for that day so you can go to bed and not worry about anything or if you do to make changes you just tackle them right now or you make a note in your little notepad next to your bed of what you do when you wake up first thing in the morning so the morning really gets one the night before so that's what i would do and my morning routine is typically wake up hydrate supplements workout i like to do some kind of mindfulness reading work like a meditation and then i prep my day visualization things like that but i get up really early i typically like to get up around four or five ideally is when i like to get up unless it's winter time it's too cold but i like to really get my body moving first thing in the morning i think that especially as an owner having the dopamine the epinephrine the natural chemicals that your body produces from working out the anti-stress chemicals it helps you really manage your stress and manage your day and make just make you a better communicator i feel that's why working out i think crucial for anyone in our role as an owner but to get something out of this it happens the night before not the morning of all right james last two questions uh jenny from li i'm a booth renner Making good money, but I'm starting to feel stuck. Is opening my own place the right next step or am I just bored? No. I think if you're feeling stuck, you feel like there's more for you, then definitely open your own salon. Do you want to make more money? Here's the issue with our industry. As a stylist, you don't make money if you don't work. You're always trading your time for money. If you don't do so much hair, you're really not getting paid. That's why e-commerce is important. That's why having multiple verticals, using your career capital is important. The personal economy, one of the main things I teach. Having the ability to maybe create a digital product might help you solve that feeling of being frustrated and burnt out and wanting to do more in the industry. Being an owner is really rewarding. There's other ways to make more money and stop trading your time for money. But I feel like having a team-based salon, is the best way to do it in our industry and i think that it's a natural evolution for you if you feel like you want more and so maybe start with a micro salon i think three to five chairs is perfect start there and that way you have other people bringing in revenue for you so you're not constantly trading your time for money and you definitely have enough time on your belt so i think it's time um nick NickKid03, do you keep your own social media separate from your salons or do you blend them when you're still the face of both? Beautiful question. You need a personal brand. The most valuable thing you could build today is a personal brand. So people need to understand what you're about and what your salon's about. Your personal brand as a salon owner is geared towards showcasing how you show up as an owner, what other people from the outside, You as a leader and then your salon is about the culture and what people should expect from being a team member there, but also being a client there. So your personal brand is one Instagram and then your salon's another. Now, if you're a hairstylist, all you need is one. You don't need two different accounts. You don't need your hair one and your personal page. Bullshit. Stop doing that. Silly. You are the personal brand. So who they get when they sit in your chair is how you show up on social media. As a salon owner, You have a salon and you have a personal brand too. I think you should have two there. But as a stylist, just one. Salon owner, you should have two. All right, James, we're going to wrap it up today. Guys, I hope they gave you a little more clarity on how you could still be a passion-focused salon owner, still work behind the chair, still run an effective salon, profitable salon. Have a great team. The PDF I showed you during this live, go to Instagram, DM me, passion PDF. I'll send it over to you. It breaks everything down a little more elegantly than I did on this live. If you're following on YouTube, make sure you click subscribe. Instagram, you probably wouldn't see this if you don't follow me yet. But if you are watching on YouTube after the fact or listening to the podcast, just jump to my Instagram and then shoot me that little message and I'll get you over that PDF. Guys, thanks for watching. I'll see you all later.

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🎙️ LIVE TODAY at 3PM | The Mirabella Mindset Podcast
Hosted by Nick Mirabella

Episode Title: How To Be A Salon Owner and Still Work Behind the Chair

Can you build a successful salon and still stay behind the chair?

Or is that the exact thing holding you back?

In today’s LIVE episode, Nick Mirabella breaks down the real truth about balancing ownership and artistry. What works, what doesn’t, and how to design a salon business that actually supports your life instead of controlling it.

This is for you if:
- You’re a salon owner still taking clients
- You want to grow but feel stuck in the day-to-day
- You’re trying to scale without burning out
- You’re ready to think like a CEO without losing your passion behind the chair

Expect real talk, proven strategies, and the mindset shifts that separate struggling salon owners from those who scale with intention.

🕒 Go LIVE with us at 3PM
Bring your questions. Bring your ambition. Let’s level up.

💬 Drop a comment, tag a stylist or salon owner who needs this, and don’t forget to subscribe for more high-level salon business strategies.

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