pulse spa magazine november 2015

N O V E M B E R 2 0 1 5 � P U L S E . E X P E R I E N C E I S PA . CO M

SparkFire!

BE A LEADER

THE

s a global community of leaders, ISPA has

sparked countless of ideas—some have

spread like wildfire in the spa industry

and, in the process, helped to create a

shift in thinking.

What were some of these “you’ve seen it first at ISPA”

ideas? ISPA was first to bring the marriage of art and spa

into the spa community’s consciousness by having Eric Wahl speak twice at the ISPA

Conference & Expo and highlighting “Art in Spa” and the works of Tuska on the pages of

Pulse magazine. You also likely first saw Louis Schwartzberg and his magnificent time-

lapsed films at the 2012 ISPA Conference & Expo. Since he spoke at the ISPA Conference,

the film director has become ubiquitous in the spa industry.

Fueled by a passion to give back to the community, ISPA continues to stoke the chari-

table fire in many members like you by bringing forward philanthropic causes and

introducing you to inspiring people. Who can possibly forget TOMS founder Blake

Mycoskie who spoke at the 2013 ISPA Conference & Expo and changed the world of busi-

ness through his disruptive “One for One” model? And how about charity:water founder

Scott Harrison and Chez Panisse founder Alice Waters who, at this year’s ISPA Conference

& Expo, helped lead the conversations on two pressing issues, namely clean water and sus-

tainable food sources?

As a community of leaders, we have the power to disrupt old ways, change outdated

thinking and ignite new ideas. It doesn’t take much to push the boundaries of creativity, in

the same way that it doesn’t take a whole lot for a single match to spark a fire. Next time

you see a wildfire, ask yourself: “Did I first see this idea at ISPA?” But more importantly, ask

yourself: “Was I the match that sparked the fire?”

—MICHAEL TOMPKINS, CHAIRMAN

2 PULSE � November 2015

ISPA BOARD OF DIRECTORS

CHAIRMEN’S COUNCIL

Past ISPA Chairmen who are current members:

Gayle Brady • Brady Spa Consulting

Jeff Kohl • Spa & Club Ideations

Jean Kolb • Well By Choice

John Korpi • Korpi & Korpi

Kate Mearns • 5 Spa Consulting LLC

Jim Root • Glen Ivy Hot Springs

Jane Segerberg • Segerberg SpaConsulting, LLC

Deborah Waldvogel • Sedona Resorts

2015

OFFICERS

CHAIRMAN Michael TompkinsPALM Health

VICE CHAIRMANElla StimpsonThe Spa at Sea Island

SECRETARY/TREASURER Todd ShawThe Club at Las Campanas

DIRECTORSNoel AsmarNoel Asmar Group Inc.

Blake FeeneyFeeney & Co.

Todd HewittFour Seasons Toronto

Kristine HuffmanHuffman Hospitality Concepts

ISPA Foundation ChairmanFrank PitsikalisResortSuite

Julie Oliff St. Regis Aspen

Laura ParsonsZaSpa at Hotel ZaZa

ISPA Foundation Vice ChairmanSharilyn AbbajayRed Door Spas

Eric StephensonWell World Group

Todd WalterRed Door Spas

Lynne McNeesISPA President

MEDICAL ADVISORBrent A. Bauer, MDMayo Clinic

FROM YOURCHAIRMAN

Here’s an idea: Be the match thatsparked the fire.


THE MAGAZINE FOR THE SPA PROFESSIONAL

Pulse is the official publication of the International SPA Association, a member organization for the spa and wellness industry. Copyright 2015.

All rights reserved. No part of this publication may be reproduced without written consent

of ISPA. All inquiries should be sent to Pulse, 2365 Harrodsburg Road, Suite A325,

Lexington, KY. 40504 USA. Canadian publication agreement No. 40042114.

PULSE ACCEPTS LETTERS TO THE EDITOR. Please include your name, title, company,

address, phone and email address. Only your name, title, company and location will be

published in the magazine. The editor reserves the right to edit for clarity and content. By

submitting the letter, you are giving ISPA publishing rights.

Pulse (USPS 017-893, ISSN 15259226) is published 10 times a year – January/February,

March/April, May, June, July, August, September, October, November and December

by Associations International, 2365 Harrodsburg Road, Suite A325, Lexington,

Ky., 40504. Periodicals postage paid at Lexington, Kentucky, and additional mailing

offices. POSTMASTER: Send address changes to Pulse, Attn: Member Services, 2365

Harrodsburg Rd., Suite. A325, Lexington, Kentucky, 40504, USA.

PULSEis the magazine for the spa

professional. As the official

publication of the International

SPA Association, its mission is

to serve as the preeminent

resource of expert insights,

trends, tools and research to

help spa professionals create

innovative solutions and make

informed business decisions.

EXECUTIVE

Lynne McNees • ISPA President

EDITORIAL

Mae Mañacap-Johnson • Editor

DESIGN

Marja Walker

ADVERTISING AND SALES

Whitney Elswick

ADVERTISING COORDINATOR

Katherine Blake

PRODUCTION MANAGER

Chris Guzicki

EDITORIAL OFFICESInternational SPA Association

2365 Harrodsburg Road, Suite A325

Lexington, Kentucky 40504, USA

Phone: 1.859.425.5062

1.888.651.ISPA (4772) • Fax: 1.859.226.4445

experienceispa.com

“But don’t be misled—not all leaders hold a position of authority, in the samemanner as not all those in authority are leaders.”

MARION PHOTOGRAPHY STUDIO

Are you a leader who eats last?

GRAB YOUR PHONE SNAP A SELFIEYou’re spotted—and we love it! Snap a selfie with your favorite

Pulse issue and share it with us via [email protected] or on social

media using #PulseSelfie for a chance to be featured in Pulse and

win two inspirational books published by New Harbinger

Publications entitled What Would Buddha Say? by Barbara Ann Kipfer

and In This Moment by Kirk D. Strosahl, Ph.D. and Patricia J. Robinson, Ph.D.

Ready, pose and snap!

FOLLOW US ON TWITTER! @ISpaDoYou

LIKE US ON FACEBOOK!International SPA Association

—MAE MAÑACAP-JOHNSON, EDITOR@ISPAPULSEEDITOR


E ach time I think of leadership, I am always reminded of my interview with

Leaders Eat Last author, Simon Sinek. In the June 2015 issue of Pulse mag-

azine, he described how the Seniors in the U.S. Marine Corps would

selflessly let Juniors eat ahead of them during mealtime. To the leaders of the Marine

Corps, doing so is an act of leadership since it exemplifies putting others ahead of

their personal needs.

The idea of leading with humility and selflessness is a powerful concept that’s

once again echoed on the pages of this “Leadership” issue. On page 32, the article

“Everyday Habits of Great Leaders” defines the key traits that make inspiring leaders

as well as highlights small measures that you can incorporate into your daily life in

order to become a better leader. But don’t be misled—not all leaders hold a position

of authority, in the same manner as not all those in authority are leaders. A true

leader, whether his or her work title is CEO or massage therapist, is someone who

can inspire a tribe to take action. The ability to move others to dream, act and strive

for more (read Learning the Power of Influence, page 26) is one of the most power-

ful traits of an inspiring leader.

So next time your plate is full with fires to put out and deadlines to meet, pause for

a moment and think: Are you willing to set aside worries and personal hunger for power

or control to put other’s needs first? When it’s time to feed your team with inspiration

and empowerment, are you a leader who eats last?

BY ANDREW DEWSON

EVERYDAY HABITS

OF GREAT LEADERS

NOVEMBER2015


VOLUME 25ISSUE 9

32

The Perfect WorldBY SCOTT FRIEDMAN, CSP

40

Learning the Power of InfluenceMoving Others to Act

BY MAE MAÑACAP-JOHNSON

26

Voices: Risk ManagementUnderstanding the Four Important Parts

BY HAL KALKSTEIN

54

Special Anniversary Series:

Marking a MilestoneBY ALEXANDER MENRISKY

46


IN EVERY ISSUE

2 From Your Chairman

6 Pulse Preview

12 Pulse Points

16 Member Profile: Kurotel –

Longevity Center and Spa

Promoting Meditation and

Brain Health in Brazil

BY ALEXANDER MENRISKY

22 Member News

BY TARA SALAH ELDIN & SARAH HARMON

24 Conversations: Ella Stimpson

Director of Spa

The Spa at Sea Island


30 SEE + BE SEEN

58 Ask the Expert: Scott Steinberg

TechSavvy Global CEO and

Author of Make Change Work

for You

60 Success Stories: Jan Marini

Founder, Jan Marini Skin

Research Inc.

BY CHRISTINA BUSWELL

62 A Day in the Life:

Kara Willingham

Support and Training Manager

FIT Bodywrap

BY CHRISTINA BUSWELL

64 ISPA News

65 ISPA Snapshot Survey

66 ISPA Foundation

68 Product Spotlight

71 Social Connections:

Brian Brazeau

Chief Executive Officer, Babor,

Delray Beach, Florida

72 End Notes

ABOUT THE COVERThe metaphor is clear: Like a single match, it takes onegreat leader to spark a fire. This “Leadership” issue ofPulsemagazine stresses the idea that true leaders ignitecreative thinking, fuel commitment and inspire a tribeto follow with passion.

COVER PHOTO: SHUTTERSTOCK

16

24

62 71

6058


PULSE POINTS

IN A SURVEY conducted by Interact/Harris Poll, a whopping 91 percent of surveyed employees say communication issues can drag leaders down. The online poll surveyed roughly 1,000 U.S. workers.Results from the survey reflect top management complaints from employees, including micromanaging,

bullying, narcissism, indecisiveness, to name a few. When it comes to communication issues that prevent effective leadership, employees ranked the following as the top management offenses:

Top Employee ComplaintsAbout Leaders

Not recognizingemployee

achievements

Not giving clear

directions

Not having time to meet withemployees

Refusing to talk to

subordinates

Taking credit for others’ ideas

Not offering constructive criticism

Not knowingemployees’names

Refusing to talk to people on the phone/in person

Not asking about

employees’ lives outside

work

Carefully assess how you are communicating to your staff. Are you genuine? Do you have delegation issues that often leadto micromanagement on your part? Open up the communication lines with your staff in order to understand your weakpoints as a leader and improve in those areas.

63%

57%

52% 51%47%

39%36%

34%

23%

November 2015 � PULSE 13

Shortage of Leadership in Southeast Asia

Research firm Gallup has uncovered a leadership shortagein Southeast Asia. The 10 ASEAN member nations (i.e.,Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar,the Philippines, Singapore, Thailand and Vietnam) need

to address this issue if they are to compete on the global stage.As China’s economic growth slows, the Southeast Asian nations

need to develop more leaders in the region in order to capitalize itseconomic growth. The region is projected to be the fourth largestglobal economy by 2050.To identify strategies that can help bridge the leadership gap,

Gallup and the Human Capital Leadership Institute (HCLI) inter-viewed top-level business leaders in six ASEAN member nations.

The following are the five business strategies they haveidentified to help the region develop more leaders:

� Make long-term career plans but remain open to possibilities. Companies should encourage leaders to assess theirprogress approximately every three years and refocus or revise theirgoals as necessary.

� Go global early. Because cultural and language diversity areamong the common issues of leading in the ASEAN region,companies should provide emerging leaders opportunities to travelat different stages of their careers in order to equip them with theneeded skill sets.

� Early cross-functional experiences and risks pay off forexecutives. Companies should ensure leaders gain a workingknowledge of several different aspects of the business and have theopportunity to test their strength in each area to show diversity oftalents.

� Develop a deep professional network. Countries should helpleaders manage credible networks in their organizations that provideguidance and support.

� No need to “save face.” Showing vulnerability has proven to bea key component. Companies that encourage this character traitwill build a culture of transparency and objectivity.


MEMBER PROFILE

K urotel - Longevity Center andSpa in Gramado, Rio Grandedo Sul, Brazil, has alwaysoperated with one goal in

mind: to promote longevity and servethe people with a combination of per-sonal care, natural medicine and thebest in modern technology.“For more than 30 years, Kurotel has

had the same mission: Promoting ‘betterhealth, more life’ for each and every

KUROTEL – LONGEVITY CENTER AND SPA

Promoting Meditation and BrainHealth in Brazil BY ALEXANDER MENRISKY

ROCHELE SILVEIRADirectorKurotel – Longevity Center and SpaRio Grande do Sul, Brazil

client that comes through the complex,”says Director Rochele Silveira, whosefamily owns Kurotel.

Looking Back“The dream of having a space to receivepeople and assist them in their quest forwell-being and happiness became areality in 1982 when my parents, Neusaand Luís Carlos, created Kurotel,” Silveirasays. Over the course of the next 30

years, Kurotel has built an expansiverange of treatments, adding more andmore to its offerings to create a com-pletely holistic medical wellness facility.Shortly after Kurotel opened its

doors, the Silveira family introduced Kur


Pharmacy and Kur Cosmetics. The StressManagement Center, opened in 1985,enhanced Kurotel’s wellness concept.The spa continued to invest heavily inmedical techniques, staff and technologythroughout the 1990s as furtherexpansion included the DiagnosesCenter and Kur Longevity Diet.In 1997, Kurotel began operating its

Spa and Beauty Treatment branch, firmlyestablishing its wellness position in the

spa industry. It continued adding newcomponents such as Tobacco Controland Kinder Kur, which allowed thecenter to appeal to a younger clientele.The 2001 Longevity Center andPredictive Medicine phase establishedKurotel’s commitment to encouraginghealthier, longer lives, and in the early2000s, the Silveiras began to focus theirmedical attention in new directions,introducing a post-cancer treatment andBrain Health and Meditation program.Earlier this year, Kurotel was certified as“Cancer Aware” Wellness for Cancer,which provides standardized cancer-focused training and business criteria forthe spa and wellness industry.Kurotel has also broadened its vision

to include charity and community out-reach, establishing the non-governmentorganization called Mente Viva (Mind

Alive) in 2010 and expanding it interna-tionally in 2014.

Growth in BrazilKurotel’s medical spa business has seenparticularly positive growth in Brazil, acountry that has a long history of exem-plary medical wellness services. “Thereis a flow of international clients thatcome to Brazil to take care of theirhealth,” Silveira says. “Hospitals arebeing certified by regulatory authoritiesand consequently generate new jobs tojoin two traditional sectors: health careand tourism. For many visitors, going toa wellness spa where they can relax,enjoy their holidays, get to know a dif-ferent culture and take care of theirhealth in a preventive way is a memo-rable experience.”Kurotel meets its clients’ medical

needs through a preventive and predictiveapproach. After selecting state-of-the-artand scientifically proven treatment

“The technique used at Kurotel iscalled 'mindfulness,'which focuses on thepresent moment and 'turns off' thebrain, visualizing positive thoughts.”

With a mission to promote "Better Health, More

Life," Kurotel offers guests programs and products

that help promote well-being and longevity of life.


MEMBER PROFILE

methods, the team adapts the technolo-gies available to client requirements.Recently, Kurotel’s newly introduced

Brain Health program has been espe-cially popular. Designed in partnershipbetween neuroscientists and Kurotel’sown medical professionals, this one-week treatment program “investigatesand addresses cognitive and memorydeficits,” as well as issues in worka-holism, creativity and humor. Theprogram employs an array of neuropsy-chological tests and neuron fitnesstreatments to stimulate neural circuits,focus and associate facts to images anddevelop cognitive clues to helpaccomplish tasks.

“Just like the body, the brain needsannual checkups to analyze its health andperformance, and appropriate treatmentand exercises to develop and leverage itscognitive ability, attention and memory,”Silveira says. “Caring, humor and affectionare essential for well-being and theperception of life satisfaction. This meansreducing stress levels, blood pressure andanxiety, and improving sleep and theimmune system as well as family andsocial relationships.”The client-specific nature of these

treatments requires a skilled staff ofexperts. In order to maintain its highlyspecialized team, Kurotel recruits carefully.New employees undergo intensive train-

ing to learn Kurotel’s longevity programand are encouraged to continue trainingand education in accordance with medicalindustry regulations.“We are facing tougher markets in the

21st century,” Silveira says. “The worldhas changed and the demands are nolonger the same. Innovation has become aprerequisite for success and survival inthis new world order, and to be innovativeand unique, a brain needs training, careand assessment.”

Focus on Meditation The addition of meditation treatmentshas also proven popular with guests.“Meditation has gained scientific

Spa open date: 1982

Square footage: 244,082

Number of treatment rooms: 60

Number of full-time spa staff: 136

Guest ratio percentage (female vs. male): 65 percent vs. 35 percent

Signature treatment: Brain Health Program

Contact information: Kurotel – Longevity Center and Spa Rua Nacoes Unidas 53395670-000 Gramado, RS Brazil

Phone: 55.54.3295.9393

Website: kurotel.com.br

ABOUT THE SPAsupport and has proven benefits,”Silveira says. “The technique used atKurotel is called ‘mindfulness,’ whichfocuses on the present moment and‘turns off’ the brain, visualizing positivethoughts.”In addition to providing meditation

treatments to guests, Kurotel has alsobranched out to bring these principles toits community. The spa developed MenteViva in order to promote a culture ofpeace in schools through meditationtechniques.Originally established in southern

Brazil, the organization’s main objectivesare to bring attention to children andteens, promote development throughcare and to encourage collective feelings

of peace and belonging in the commu-nity. Today, Mente Viva operates in 150schools registered in several states andcountries, such as Spain and Portugal,and works with over 27,000 children,teens and teachers. So far, theorganization has seen a wide range ofresults, from reduced school violenceand signs of hyperactivity to improvedacademic performance and overall well-being.Silveira expects continued success.

“The entity is non-profit and has no polit-ical or religious purposes,” she says.“[Mente Viva’s] main goal is to integrateeach and every citizen who wishes tocontribute to a more humane and caringculture in different social relations.” �


MEMBER NEWS

THE SPA SHIFTAnnouncements marking spa industry players on the move.

� Jim Lewis has been named Chief Executive Officer at Marilyn MonroeSpas with headquarters in Orlando, Florida.

� Oakbrook Terrace, Illinois' Jindilli has appointed Lynille Steffenhagen asDirector of Training and Product Development.

� Ronel Corbin has been named Executive Vice President of Health,Wellness & Spa at The Carillon Hotel and Spa, located in Miami Beach,Florida.

� Dr. Hauschka Skin Care, headquartered in South Deerfield,Massachusetts, has announced several promotions and additions to itsteam. Carolina Hayes is now the company’s Vice President of Sales,Nicole S. Ktenas is the new Director of Sales, Specialty Channel.Elizabeth Crowel has been named Director of Sales, Natural Channel.Saysomphorn Sisavatdy is named Director of Sales, Premium Mass &Pharmacy Channel.

� Crystal McElroy is now Director of Sales for the Universal SpaEquipment division at Universal Companies Inc. in Abingdon, Virginia.

� Located in Naples, Florida, SpaTerre at LaPlaya Beach & Golf Resort hasappointed Marco Perry as Managing Director.

� Thor Holm is the new General Manager at Osmosis Day Spa Sanctuary,located in Freestone, California.

� Jennifer Wayland-Smith has accepted the position of Lead SalesRepresentative, Hotels, Resorts & Spa, for Impact Cryotherapy.

BY TAR A SAL AH ELD IN AND SAR AH HARMON

GIVING BACK1. Located at Paradise Valley, Arizona, Sanctuary on Camelback Mountainlaunched “Spa for a Dream,” a promotion benefitting Colleen’s DreamFoundation. The spa donated 10 percent of its proceeds from its speciallypriced US$99 60-minute Swedish Massages and 60-minute SanctuaryJewel Facials to the foundation, which helps to support accurate andaccessible early detection tests for ovarian cancer. The spa also donatedgift bags that included Kashwere, LLC blankets.

2. To mark the one-year anniversary of Hurricane Odile which devastatedthe Los Cabos region of Mexico, Mala and Mantra has introduced its“Crafted for a Cause” line to help raise funds for pressing social issues.The first in the series is the “I Am Cabo” collection. Located in Carlsbad,California, the accessory company will donate US$5 of every sale fromthe collection to the Cabo Hurricane Fund, an organization committed toproviding emergency services and rebuilding of the disaster-affected area.

Jim Lewis

Nicole S. KtenasCarolina Hayes

Crystal McElroySaysomphorn Sisavatdy

Jennifer Wayland-Smith

Thor Holm

Elizabeth Crowel

Lynille Steffenhagen Ronel Corbin

Marco Perry

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OPEN FOR BUSINESSThe Spa at Hilton Orlando has recently re-opened as eforea spa to offer guestsboth its signature global Journey Enhancements and localized experiences. Thenewly renovated spa’s offerings include indigenous treatments such as the OrangeBlossom Hydra-Lift Facial and Beach Body Contouring Wrap. The spa also bringsin skin-care lines from Florida-based Pevonia International, LLC.


BRILLIANT IDEATechnogym in Fairfield, New Jersey has launched Technogym E-Services. Thisonline customer service portal will track orders and service requests in real time,allowing customers to see when warranties are expiring, what pieces of equip-ment need maintenance, which spare parts are ordered, to name a few of itskey benefits.

NEW ON THE MENU1. Mirbeau Inn and Spa, located in Skaneateles, New York, now offers aParents-To-Be package. The spa portion of the package includes a tension-relieving Mother-To-Be massage for expectant mothers in their second orthird trimester, a 50-minute massage treatment of choice for the soon-to-befather, a prenatal yoga session and a Mirbeau teddy bear for keeps.

2. The Woodhouse Spas Corporation, of Victoria, Texas, now offers servicesincorporating Mio Skincare. Guests can now avail themselves of Mama Mioand Mio high-intensity body-care services as well as purchase Mio Skincareproducts at the day spa chain.

3. Guests can recover from the seasonal change with the new AutumnSkincare Fix-It Guide at Spa Gregorie’s, located in Newport Beach,California. Whether sun damage, dryness, dull, dead skin or free radicalexposure is the issue, the new autumn-infused line offers plenty ofpumpkin, apples and spices to the rescue.

MEMBER UPDATES1. Hilton Head Health and Arum Spa at Sonesta Resort Hilton Head Islandhave teamed up to provide more options to guests. Through March 20,2016, guests staying at the newly renovated Sonesta Resort can now par-ticipate in and take advantage of Hilton Head Health’s wellness programs.

2. Precor Incorporated, of Woodinville, Washington, has partnered with themakers of Spinning indoor cycling program to produce a new range ofindoor cycling equipment. The new lineup will feature brand-new engi-neering and design components co-developed by Precor and Spinning.

3. FarmHouse Fresh, of Frisco, Texas, has announced a new partnership withDollywood’s DreamMore Resort Spa, located in Pigeon Forge, Tennessee.The products are being offered as in-room amenities at the resort and arealso being featured in the spa’s Sweet Tea Surrender Mani/Pedi and Scentsof the Season Seasonal Treatment.

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PULSE: What was your reaction upon receiving the invi-tation to speak at the Forbes Travel Guide 2015 Awards? Ella Stimpson: Surprised and delighted, then sobered and alittle nervous. I wanted to make sure I could represent my peersadequately and I needed to do some information-gathering tomake that happen.

P: Why was it important that the spa industry was rep-resented at this year’s Forbes Travel Guide 2015 Awardspanel?S: This was the first time that a representative from the spa indus-try was invited to sit on the panel with the “big boys” from thehotel and restaurant managements. To me, that signaled a shift inthe official view that spas are an important triad in the Forbes five-star world—along with fine dining and fine accommodations.The spa industry has been grown up for a while and the hospital-ity industry is starting to recognize that maturity.

P: What were some of the most pressing issues relatingto hotel industry rating standards addressed during theevent?S: At the luxury level, we are struggling to stay true to our rootsof gracious hospitality—to have the “soul of an innkeeper.” Weneed to adjust the type of hospitality to the realities of our faster-paced world and the role of technology in the hospitality, diningand spa settings.

As the first spa leader invited to speak at the prestigious Forbes

Travel Guide 2015 Awards, The Spa at Sea Island’sDirector of Spa Ella Stimpson has made a historic first

for the spa industry. Speaking alongside a panel of hotel and

restaurant management experts, her presence on the Forbes

stage signals the travel industry’s recognition of the spa indus-

try as a formidable sector in the tourism and hospitality market.

With Stimpson at the helm, The Spa at Sea Island—located in

Sea Island, Georgia—earned a Forbes five-star rating this year.

Forbes serves as the gold standard of star-rating service for

hotels, restaurants and spas.

In this one-on-one Conversations, the immediate past ISPA

chairman relives the historic moment, shares important take-

aways and talks about traveler expectations.

P: Why do you think it’s important to establish a globalrating standard for the hotel industry? How would thisbenefit the spa industry in general?S: Consumers are drowning in information. Whether it’s con-sumer review sites, paid advertising that looks like reviews orother property distinctions, it’s hard to know what to trust. Thestandards at Forbes are strictly adhered to and regularly testedat all of its four- and five-star properties. Therefore, that ratingprovides reliable proof that the property, restaurant or spa isamong the best-in-class in the world.

P: What were some of the key takeaways or businesslessons shared at the event?S: For spas, we are seeing that there is increasing tensionbetween those who visit to be social and those who visit to betranquil. Few of our existing facilities accommodate both objec-tives. Spas in the future need to make sure there is a place forboth.

P: What are some of the innovations or plans for thefuture laid out by Forbes to ensure that it continues toimprove its rating categories?S: Forbes has created a Standards Advisory Committee. The com-mittee provides regular and relevant insights to Forbes about whatis happening in our businesses. This keeps the standards relevantand evolving—as our businesses and guests evolve.

CONVERSATIONS WITH ELLA STIMPSON BY MAE MAÑACAP-JOHNSON


P: According to talks at Forbes, in what way have socialmedia and technology affected travelers’ expectations?S: Many guests simply don’t want to talk with live reservationsagents anymore. There needs to be a seamless way to makeonline reservations that still meets the expectations of gracioushospitality. Likewise, the traditional check-in experience is evolv-ing in many properties—and spas are sure to follow—so thatguests can skip the lines and go straight to their rooms. In restau-rants and in many activities on property, tablet menus arereplacing paper. But most relevant to spa is the ubiquity of per-sonal devices in the spa space. Many spas are adjusting the oldexhortation of “no cell phones allowed” to a more realistic, “bringyour devices in—just respect your fellow guest’s privacy.”

P: What are some of the things implemented to ensurethat The Spa at Sea Island continues to earn Forbes’ five-star recognitions?S: We will continue our relentless emphasis on training andtesting the standards, on making sure our collateral, services andspa experiences are unique and tell an authentic story, and inoffering that good-old Southern charm, which comes so naturallyto Sea Island. �

For spas looking to earn a Forbesstar distinction, what piece ofadvice can you give? Get access to adirect, on-site training by the Forbes team. Even

if you don’t manage to achieve a four- or five-star

rating right away, your employees, and by exten-

sion, your guests will immediately benefit from

Forbes team’s excellent perspective and tips.

WHO WERE AMONG the Forbes Travel Guide 2015Star Award winners? Click here to see the full list.


Moving Others to Act

Do you have the power to move others to act? When was

the last time you were able to change another person’s

opinion? The ability to influence is a powerful skill every

good leader must learn. Without the power to influence,

it would be impossible for leaders to build a team and

inspire members to follow.

“The power of influence is so important that it can actu-

ally reveal the difference between a manager and a

leader,” says Tarik Acar, director of spa at Four Seasons

Bosphorus in Istanbul, Turkey. “The manager gives direc-

tions and orders, which creates benchmarks, but a leader

inspires and influences to exceed the benchmarks.”


THEPOWEROFInfluence

Learning


Among the great leaders in the world, he thinks MahatmaGandhi is one who displayed powerful influence. “He is notjust influential but a transformational leader,” he says, addingthat he most admires Gandhi’s virtues of simplicity, truthful-ness and faith in one’s self and in others. Leaders like Gandhi are able to inspire actions in others

because they have a fundamental quality that is needed tocreate influence in others: leadership through example.

Leading Through ExampleTo lead through example, one must have credibility. Acar,who describes his influencing style as “motivational andinspiring,” says the best way to create influence among teammembers is to support, praise and protect them whenneeded. “Respect them as individuals, not just as part of ateam,” he says. “Set clear goals and empower them to reachand exceed those goals.”In creating influence, it’s important to learn how to

actively listen in order to build trust. “As a leader you shouldnot think about what answer to give (and sometimes you do

“The manager gives directions and orders, which creates benchmarks, but aleader inspires and influences to exceed the benchmarks.”— TARIK ACAR • Director of Spa at Four Seasons Bosphorus • Istanbul, Turkey


not need to give an answer immediately) but just listen atthat moment to understand,” Acar says. “Active listeningcreates trust and confidence and is a sign of care.”When arguments arise at work, Acar stays neutral, giving

advice to both sides but empowering parties to resolve theissue among themselves. “I do not try to solve it for them butsimply follow up on the issue,” he says. When having difficulties influencing someone at work, his

solution is to first build trust. “I work on creating trustbetween us, which can take a long time and requires so muchactive listening and honesty in all actions and communica-tions, including giving feedback,” he says. In fact, asking forfeedback is a leadership habit he tries to practice daily in orderto further develop his ability to create influence.But a true test of influence is being able to inspire others

to assert their ability to motivate others to act. It is necessaryto create an entire environment of influence in which teammembers are empowered to influence peers and those whom

they interact with on a daily basis, including guests.

Influencing GuestsWhen spa staff members are empowered to assert their powerof influence, they are likely to also inspire guests to takeaction, especially when it comes to their health. “Spa industryprofessionals should advocate a message of health and focuson highlighting the role that spas may contribute to guests’overall wellness,” says Wendy Lisogar-Cocchia, president ofAbsolute Spa Group based in Vancouver, British Columbia inCanada. “We want our guests to leave knowing that theAbsolute Spa Group team cares about their heath, happinessand well-being. It’s our number one priority.”To do this, the spa empowers its staff to customize its guests’

spa experiences in order to meet individual needs and treat everyguest as a V.I.P. “In a competitive industry such as this, it isimperative to create positive, lasting memories for guests, whichwill ensure their desire to return,” Lisogar-Cocchia says.

“As consumers shift their focus to health and well-being, the spa industry should position itself as the center of integrated and holisticapproaches to wellness.”— WENDY LISOGAR-COCCHIA • President of Absolute Spa Group • British Columbia, Canada


This is most important, especially in the age of socialmedia, when guests are likely to also influence their circle offriends through their online recommendations. “Our clientsare our number one messengers. Happy guests share theirexperiences!” she says.

Getting the Message OutLike Absolute Spa Group, AgaveSpa Skincare, with U.S. head-quarters based in Coral Gables, Florida, is also committed toinfluencing guests to live a healthier lifestyle. “We expose ourcustomers to a new discovery of holistic approach,” says CEOand Founder Adriana Azuara. “Beauty is connected not onlyto the health of our bodies, but also to our spiritual self inconjunction with our habitat. We want to preserve our[Mexican] heritage, incorporating sustainability at the heart of our brand.”To bring its health and beauty message across, the

company creates a positive working synergy with spas thatcarry their products because they help tell AgaveSpa’s brandstory to spa guests. “To tell a new message is always chal-lenging, but we are happy to see that in the two and half

years since the launch of our line, we have a consistent pres-ence in more than 200 spas in the best resorts and hotels inMexico,” Azuara says.To reach an international audience, AgaveSpa has recently

launched in the United States. “[Our presence at the 2015ISPA Conference & Expo] marks the launch of our profes-sional line in the U.S.,” she says. Like Azuara who sees the spa’s role in the global health

scene, Lisogar-Cocchia thinks that the spa industry has thepower to become a truly influential voice when it comes toglobal health and well-being. “As consumers shift their focusto health and well-being, the spa industry should positionitself as the center of integrated and holistic approaches towellness. To tap into this growing market and spread ourmessage, the industry should develop specialized servicesthat target specific markets,” she says.In the end, whether influencing your team members or

guests, it’s important to keep in mind that in today’s businessworld, power, in itself, is no longer enough to create a lastinginfluence. Power and authority may force someone to followyou, but without true influence, you can never truly lead. �

“Beauty is connected not only to thehealth of our bodies, but also to our spiritual self in conjunction with ourhabitat.”

— ADRIANA AZUARA • CEO and Founder AgaveSpa Skincare • Coral Gables, Florida

3 Ways to Develop Your Power of InfluenceUNDERSTAND YOUR INFLUENCE STYLE. As a leader, how do you often influence others? Doyou do it by asserting your role? Do you influence others by negotiating? Or are you more likely to motivate

rather than assert? Certain situations and individuals you work with may require a slight change in your

influence style, so try to adapt as the situation changes.

GET FEEDBACK. When trying to learn to influence others, ask a peer to help you by giving feedbackafter you role-play certain situations.

FIND A ROLE MODEL. Sometimes, you simply need to observe a role model in order to pick up cueson how they influence others. Whether it’s your boss or a senior team member, be observant during meet-

ings or conversations to learn how they get others to change their opinions or take action.


SEE + BE SEEN

PLANNING 2016. The Florida Spa Association (FSA) Board Members held a retreatto plan out 2016. The group discussed proactive ways to provide support and tools for its

members and mapped out initiatives to grow its website. Present during the meeting were

Ilana Moses, FSA founder and CEO; Suzanne Holbrook, corporate director, spa

operations for the Americas, Marriott International; Terry Prager, VP business

development, ESPA International (US) Ltd.; Charlotte Prescott, director of spa,

fitness & retail, Biltmore Hotel; Amy Retay, director of spa operations, The Spa at

The Breakers and Linda Higgs, spa director, Spa at Shula’s.

LEAVING A LEGACY. LynelleLynch, president of Beauty Changes Lives

and Bellus Academy: The Academy of

Beauty & Spa, was seen at the Beauty

Changes Lives Foundation 2015 Legacy

Award. Held at the Art Institute of Chicago,

the event honors individuals in the profes-

sional beauty industry whose body of work

has left an indelible mark in the industry.

Lynch with Lenie and Robert Passage, whoaccepted the Beauty Changes Lives Foundation2015 Legacy Award on behalf of the late LeoPassage, founder of Pivot Point International Inc.

Dr. Oralia G. Dominic, researcher in Cancer, Diabetes and Health at Penn State University; ShelbySpoon; and Signature Beauty Soireé host Alana Cornish. Marcia Perry, founder & CEO of PerryMedia Group, was also present at the event.

BEAUTY SOIREÉ. FarmHouse Fresh sponsored Signature Beauty Soiree by Coco &Curls at The Hotel Hershey in Hershey, Pennsylvania.The upscale evening event was

attended by over 70 fashionable, multicultural women from ages 25 to 65, including corpo-

rate executives as well as stay-at-home moms. Attendees received FarmHouse Fresh’s

Sundae Best Chocolate Softening Face Mask and Whoopie! Cream in their gift bags, as well

as attended a tutorial on makeup trends by celebrity makeup artist Gavin Herbertwho

has worked with Phylicia Rashad and The Real Housewives of Atlanta.


Stephenson and Koerner with Oaks of OjaiPresident and CEO Cathy Cluff and GuestRelations Director Elizabeth Horton, CSS.

SPA WORKSHOP. Well World Inc.Director of Education Eric Stephenson,

LMT and Debra Koernerwere at the Oaks

at Ojai in Ojai, California to facilitate an imas-

sage workshop for the property’s spa team.

Tompkins with spa industry peers, Tracie Wertzand Wendy Bosalavage.

A DOSE OF INSPARATION. New York

Times best-seller and author of It Was Me All

Along: A Memoir, Andie Mitchell was at

Hilton Head Health for a workshop and

book signing event as part of the spa and

resort’s monthly InSPArational Series. To cele-

brate the grand opening of Hilton Head

Health’s new spa, The Indigo, the property

launched the powerful series which features

speakers who share their wisdom through

stories of change and adversity.

SUPPORTING EDUCATION. The Successful Hands Grant Program, launchedthrough the collaborative efforts of Biofreeze, Massage Envy Spa and Bon Vital’,

supports professional massage therapy students in their educational pursuits. At the ONE

Concept Conference in Atlanta, deserving massage therapy students were each awarded

US$500 grants.

Performance Health Vice President, Sales and Marketing, Thomas Heidenberger; Massage EnvySpa Franchising, LLC Vice President, Industry Relations and Product Development CG Funk;Performance Health Vice President, Massage and Spa Lynda Solien-Wolfe and Performance HealthCEO Marshall Dahneke awarded financial grants to Jessica Ward (second from left) of GeorgiaCareer Institute in Conyers, Georgia and Karen Young (fourth from left) of Southeastern Institutein Columbia, South Carolina.

GREEN GATHERING. ISPA ChairmanMichael Tompkins joined several spa indus-

try leaders at the 2015 Green Spa Network

(GSN) Buyer’s Conference held at the

Woodstock Inn & Resort in Vermont.


BY ANDREW DEWSON

EVERYDAY HABITS

OF GREAT LEADERS


ou don’t have to be at the top of your chosen

profession to consider yourself a leader. Anyone

who manages people can and should consider

themselves leaders, and should also be willing to

consider their leadership style, its results and how it

can be improved.

Good leadership can often make the difference between

a business dying, surviving or thriving. But it is a mistake to

assume that leaders are all born that way—very few have

the innate ability to be a good leader; most have to learn

along the way. In fact, the best leaders never stop learning.

Learning the habits of great leaders doesn’t mean turning

yourself into the next Winston Churchill or Martin Luther

King. Instead, it’s about learning small measures that you

can incorporate into your daily lives that over time will

become habits and improve your leadership skills.

In this Pulse feature, ISPA members who are leading their

own spas and businesses share their ideas of what makes a

great leader.


While it is important to accept thatsome of us just have more natural abilitythan others, it’s equally crucial to knowthat great leadership qualities can belearned and practiced. The starting pointis in knowing your own strengths andweaknesses.HydroPeptide President Steve Peck

defines a great leader as “someone whohas a winning attitude and a contagiouswork ethic that make others want to geton board.” For him, these qualities—when combined with a passion for thespa industry—would make anyone an“unstoppable leader.” Adaptability is another key character-

istic of great leadership. In all of life,

what you expect to happen may nothappen, but the importance of beingable to meet changing circumstanceswithout getting flustered or losing yourability to think and adapt cannot beoverstated. “Being flexible and having the ability

to go with the flow is of the utmostimportance,” says Miranda Moore, spadirector at Island Currents Spa at SonoraResort located in Richmond, BritishColumbia in Canada. “Things canchange in the blink of an eye and havingthe right mindset to be prepared toaccept change at a moment’s notice isthe key to success.”Moore adds that great leaders are

always prepared by gathering pertinentinformation, such as before meetings orwhen resolving issues. More importantly,a great leader should strive not to disap-point guests or staff members byover-promising yet under-delivering.Leadership requires courage, some-

times physical but always mental, and isoften exemplified by a willingness to doanything that is asked of anyone else.Don’t just sit in your office issuingorders, “stand in at any position andwork side by side with your staff” saysShane Bird, director of spa operations atSkana Spa in Verona, New York. “A greatleader is someone who has passion,integrity and guts.”

Great leaders know their strengths and weaknesses.

Take five minutes to think about your strengths and weaknesses, and practice

doing something that is on your weakness list. Over time, your habits will change

and your weakness list will shrink.

“Empower your team to

provide stellar service

even if it means doing

something completely

outside the norm. A different

and magical experience is a great reason

for your guest to come back.”

WHAT YOU CAN DO

EVERY DAY:

STEVE PECK • President • HydroPeptide


One of the most common complaintsabout poor leadership is lack of commu-nication. It is also very important toremember that communication is a two-way street: Listening is every bit asimportant as speaking or writing.It is also crucial to remember to com-

municate in good times and in bad. Aleader that goes into hiding when thingsare not going well (something that islikely to happen with every businessevery once in a while) is not going to bea popular leader. In fact, excellent leader-ship is often more closely associatedwith handling with adversity rather thanwith handling with success. For Bird, a leader with strong commu-

nication skills is someone who“connects with as many staff and cus-tomers as possible and being available

even when it’s inconvenient.”Communication also means provid-

ing staff with regular feedback, not justgiving a performance review every sixmonths: “When people feel appreciated,their work performance increases in effi-ciency and productivity. Giving yourteam necessary feedback will help toboost confidence and could also help toaddress concerns in a timely manner,”says Moore. Good leaders should alsoencourage feedback about their own per-

formance, not just give it to theiremployees. A simple yet highly effective way to

communicate with staff members moreeffectively is to inquire, politely ofcourse, about what is going on in theirlives. Knowing (and understanding) thata staff member is under stress due to ahome sale or the illness of a relative isan easy way to provide the kind ofempathetic leadership that is greatlyappreciated.

Great leaders are always open to communicate.

Communicate, with someone, anyone, in a way

that expands your communication experience.

Have a conversation with a staff member who you

don’t know very well and make sure you listen as

much as you talk.

WHAT YOU CAN DO

EVERY DAY:

“When people feel appreciated, their work performance

increases in efficiency and productivity. Giving

your team necessary feedback will help to boost

confidence and could also help to address concerns

in a timely manner.”

MIRANDA MOORE • Spa Director • Island Currents Spa at Sonora Resort


Do you want to assume the entireburden of leadership or do you want tonurture leadership qualities in your staff?For most managers, the answer isstraightforward: having more leadersmeans less burden, even if some staffmembers will embrace the opportunitywhile others may shy away from moreresponsibility. Either way, once the ability to

improve leadership is acknowledged,leadership training becomes the logical

next step.Moore explains her training philoso-

phy: “We recognize that each teammember has the ability to provide leader-ship in different ways. We provideseminars and the opportunity for atten-dance of conferences to enhanceknowledge and instill confidence for thedevelopment of leaders through internalpromotion.”Once you have identified where your

staff are weakest—it might be in conflict

resolution, task delegation or customerrelations—it is important to tailor train-ing programs accordingly. It’s alsoimportant for established leaders in yourbusiness to continue their leadershiptraining. Nobody knows everything (andit’s a very bad idea to give the impres-sion that you think you do!) and thereare always new techniques to learn andfine-tune your own leadership.At HydroPeptide, Peck says that

reading and sharing have become impor-tant training tools. “We havecompanywide training that is informa-tional, interactive and includesmentoring sessions. We also encourageemployees to read leadership and salesbooks that help to build their leadershipqualities. We discuss the implementa-tion of useful ideas from the books atour weekly sales meetings.”

Great leaders nurture future leaders.

Take a short time to consider a member of your

staff and think about how training could improve

his or her performance. Ask yourself if you can

train that person or if external training is war-

ranted—and start to plan action accordingly.

WHAT YOU CAN DO

EVERY DAY:


Great leaders not only empower others,but also bring out the best in them. Toinspire confidence, Moore says it’simportant to get to know your team byspending time with them and under-standing what drives them. Peck agrees, adding that great leaders

are keen observers of people. “Peoplethink I’m just ‘making the rounds’ but Iam taking note of people’s workingstyles, who is accomplishing their goal,what kind of attitude do they have andso on and so forth,” he says.To let staff members

shine at work, hethinks it’s impor-tant that leaders

provide opportunities for them to provethemselves. “There have been peoplewho wanted to go from logistics tosales, for example, and I have allowedthem to interview and make the transi-tion if they can really sell me on it in theinterview.”In order to foster leadership in the

workplace, Peck encourages his staffmembers to meet their goals and showthem the importance of accountability. Moore does the same, who says

giving staff tasks that they can dowell will help them shine.“Clearly we are alwaystraining our teammembers to be well-

rounded employees to share tasks, but itis beneficial for the business and for thestaff member to have them do taskswherein they are efficient and theyexcel,” she says.Ultimately, Bird stresses that a great

leader never loses sight of the fact that“a leader’s team members are his or herprimary ‘guests’ and their needs are apriority.” These are all vital in creating apositive spa environment.

Great leaders bring out the best in others.

“Stand in at any position

and work side by side

with your staff. A great

leader is someone

who has passion,

integrity and guts.”SHANE BIRD • Director of Spa Operations • Skana Spa

Observe, consider and decide:

Who on your staff has the

potential to make career

strides that will benefit your

business? If you don’t see their

potential, someone else will.

The ability to spot potential

can be the difference between

keeping great staff and

someone else poaching them.

WHAT YOU CAN DO EVERY DAY:


1 9 8:27 AM

Great leaders reward their followers—otherwise, where is the incentive tofollow? That reward can come in manyforms, and if a leader is inspirationalenough, merely being part of that teamcan be reward enough. Moore advises leaders to put thought

into how to reward staff. It need notalways be the same reward: “Understandhow they learn and what they are pas-sionate about. It is always nice to

reward someone with something theywill genuinely appreciate.”Great leadership isn’t just about

pushing the people who work for you towork harder and better. Pushing yourselfis just as important, there is no room inany business for a leader who is contentto sit on his or her laurels. “Empoweryour team to provide stellar service evenif it means doing something completelyoutside of the norm (parameters should

be provided during training/orientationso as not to give away the farm). A dif-ferent and magical experience is a greatreason for your guest to come back,”says Peck.Keeping your eye on the prize, what-

ever that happens to be, is somethingthat all leaders can do every day. Doingso helps to maintain focus in employees,will improve your customers’ experienceand improve business results. �

Great leaders reward and inspire.

Take time to consider how your staff are being rewarded and always communicate

that goal. Are rewards appropriate and are they creating the kind of drive and

passion that will improve your business and your customer experience?

WHAT YOU CAN DO

EVERY DAY:

8:27 AM


BY SCOTT FRIEDMAN, CSP

ThePERFECTWORLD


ancy, my directorof everything,and I weretalking abouthow we couldbetter serve ourclients and one

another. How can webe more efficientand effective in theoffice? How can wehighlight our

strengths and out-source or minimize ourweaknesses? Out of the dis-cussion came that one thingwe knew we had beenlooking for—the “perfectworld” concept. How do wecreate each other’s perfectworld? Wouldn’t it be nicefor our employer/employeerelationship if we created asituation in which we bothdid more of what we loved,outsourced what we didn’tlike, made it a point to doeverything possible to makesure the other is happy, andstayed focused on livingtrue to our values? What aconcept! In fact, that wouldbecome each of our jobdescriptions: to create eachother’s perfect world—simple, yet profound.

ISPACONFERENCESPEAKER


My Perfect World“Okay,” Nancy asked, “what is your perfect world?”“It’s having more joy and less hassle,” I said. I think in someway that is the same for all of us, right? “I want the freedomto create and to make a difference in this world on my terms.If you help me do that, I’ll be one happy boss.”

Nancy’s Perfect World“Okay, Nancy, what is your perfect world?” I asked. “Getting rid of anything to do with accounting and technol-ogy. I’d like to have more time for marketing and taking care

of our clients. I’d also like to spend more time with my son(David, who was 12 at the time), and I’d like to travel more.”

“Okay, done,” I replied. “No more accounting and tech-nology. We’ll order out. That will free you up to do moremarketing and spend more time with clients. We’ll create anincentive plan, and your reward will be free tickets to travelanywhere you’d like. “At the end of every month, we will grade ourselves on a

scale of one to 10 on how well we did at creating eachother’s perfect world. If we aren’t at a nine or a 10, we’llfigure out a way to raise the score the next month.”

(CONTINUED ON PAGE 44)


Creating Others’ Perfect WorldsWhat if we lived our lives with each other’s perfect world inmind? What if we spent more time asking questions and payingattention to the perfect worlds of our co-workers, customers,spouses, family, and friends? What if we made choices in lifebased on those perfect worlds? Would you sell more? Wouldyou be happier? Would the quality of your relationshipsimprove? Would the quality of your life improve? Would yourspa be more successful? I think you know the answer.How do you best go about creating another person’s perfect

world? You start by looking at the world through their eyes. Paymore attention.Start by asking questions. Ask the customers themselves, “If

we could have done one thing better in working with you, whatwould it have been?” Find out and then deliver. Ask, “How can Icreate a better experience for my customers? What can I do totruly connect with them? How can I move from being ordinaryto extraordinary?”I recently spoke in Sri Lanka and stayed at the Taj Sumatra

Hotel. Instead of checking in at the front desk, the staff took meright to my room and checked me in there. As we were goingthrough the passport/credit card routine, I noticed a colorfulphoto in a frame on the bedside table that looked familiar. Assoon as the check-in process was complete and I’d said goodbyeto the hotel staff, I curiously strolled over to the nightstand andpicked up the photo. It was a photo of me and eight kids from achildren’s home in Wiang Pa Pao, Thailand they’d taken off ofthe Facebook page of “Together We Can Change the World.” Ifounded this nonprofit organization with the mission to helpcreate sustainability in children’s homes and women’s projectsacross Southeast Asia. We had built this home in Wiang PaPao, Thailand and developed an emotional attachment to thesekids. Wow! What a surprise! How did they even know? Who

thought of this clever idea?And here lies the secret to truly connecting with customers

and creating their perfect worlds: If you truly want to make alasting impression and engage customers at the highest level,

surprise them with what’s highest on their joy list. Doing workwith “Together We Can Change the World” is high on my joylist. This photo represents a part of my life that I am passionateabout. To have the very first touch point at the hotel be such adelight would surely shape my experience for my entire stay. Infact, I would have had an amazing time even if the hotel hadbeen without hot water, had run out of food during my stay, orhad no Internet connection. The point is, the power of positive surprise creates not only

an amazing customer experience but customer loyalty as well.And it’s really not that hard to do. As the marketing staff at theTaj Sumatra hotel did in this case, take a look at people’sFacebook walls and Instagram accounts to find clues aboutwhat they really value. Simply right-click on a photo and youcan send an image to one of many different photo services toput on a coffee mug, T-shirt, in a book, or even on the side of abuilding—if you dare.Do you want to keep good customers? Want to keep good

employees? Want to keep good friends? Find out what driveseach of them. Find out what constitutes their perfect world.By living the “perfect world” philosophy, we provide an

opportunity for joy, spontaneity, curiosity,silliness and laughter to flourish. Andthat’s not a bad way to live. In fact,it’s...perfect! �

SCOTT FRIEDMAN, CSP is a motivational

humorist and author of Using Humor for a

Change and Punchlines, Pitfalls and Powerful

Programs. To learn more, visit scottfriedman.net.

THE PERFECT WORLD

(CONTINUED FROM PAGE 42)

A hotel in Sri Lanka took customer service to a whole new level when its

staff printed from Facebook and displayed inside Friedman's hotel room a

photo of the speaker posing with children helped by a nonprofit organiza-

tion he founded.

MISSED FRIEDMAN at the 2015ISPA Conference & Expo ProfessionalDevelopment Sessions (PDS)? [email protected] to inquire aboutthe PDS Audio Recordings.


SpecialAnniversary

Series

TO CELEBRATE ITS SILVER ANNIVERSARY, ISPA shares thelimelight with ISPA members who are celebrating 25 years ormore in the business. Here’s a continuation to Pulse’s SpecialAnniversary Series of ISPA members marking a milestone.

BY ALEXANDER MENRISKY


RANCHO LA PUERTASan Diego, California

Rancho La Puerta, based in SanDiego, California, was foundedin 1940 by the “godmother ofspa” Deborah Szekely

who—along with her latehusband, EdmondSzekely—envisioned ahealthy and sustainablecommunity. Over the past 75 years,

Rancho La Puerta has expanded its facili-ties and grown into a world-leadinghealth and wellness brand. It is widelyconsidered to be one of the foundinginstitutions of the modern spa industry.It upholds its motto “Siempre Mejor,”which means “Always Better,” at everyopportunity to serve its guests.“We started as a tent camp but we

are now recognized as a leader in ourindustry worldwide,” says GeneralManager Roberto Arjona. “WhileRancho La Puerta is a single locationdestination spa, our brand is recognizedand respected by many in our industry.”Arjona identifies Rancho La Puerta’sarrival in Tecate in 1940 and its extraor-dinary growth in the 1980s asparticularly important moments in thespa’s history.Despite the changing times, the spa

has continued to stay committed to notonly enhancing the lives of its gueststhrough better health but also protectingthe environment. The spa traces itsgreen roots to the philosophy of itsfounders and continues to create manyeco-programs through Fundacion LaPuerta. The spa also launched RanchCircle, a wellness program that embodies

LONGEVITY TIP: “Stay honest withyour principles and values, and don’tcompromise.”

Clockwise: The modern-day Rancho La Puerta

affords its guests a scenic view of nature;

outdoor yoga is offered to guests who want to

stay grounded; and an old photograph captured

a scene at the pool where guests spent their time

to enjoy the sun.

75YEARS!

the very ideals that lead to living theoptimal life.To celebrate its anniversary, Rancho

La Puerta will honor 75 years of“Helping healthy people get healthier”by opening a permanent exhibit at alocal museum showcasing the thou-

sands of Rancho La Puerta staff andleaders who have made the organizationsuccessful. The spa further plans tomaintain its momentum into the futureby cultivating its leading role in healthand wellness around the world.


INTERNATIONAL DAY SPA AND HEALING CENTERRedlands, California

Mimi Barre foundedInternational Day Spa andHealing Center inRedlands, California, in

1990, starting with a single-room spa “nobigger than a closet,” before moving to aslightly bigger two-room space. In 1995,the spa moved to its current location, a110-year-old, five-treatment-roomVictorian Cottage and expanded its menuto include European Hydrotherapy. It wasa move Barre considers the most impor-tant milestone in the spa’s history. Thespa’s packages and treatments were devel-oped based on Barre’s travels and fromspa services she received around theworld.“In 10 years, we became the top-of-

mind-awareness (TOMA) spa of SouthernSan Bernardino County. TOMA is in thesame manner as when someone asks tobuy a can of soup, they assume it’s

LONGEVITY TIP: “Creating and maintaining a connection with your clients will keepthem coming back. Continue to educate yourself by reading trade magazines and participat-ing in webinars. Always be willing to give to charitable events and organizations. Donatinga product or service is a wonderful way to get your name out there. I have personally foundsuccess by connecting with other local business owners. We are always willing to promoteeach other’s events and services as well as collaborate on spa treatments using their products. We all have talents that can benefit one another’s growth.”

Corri Vara (right), current

International Day Spa and Healing

Center owner, accepts a key from previ-

ous spa owner Mimi Barre as a symbol of

the passing of ownership of the day spa.

25YEARS!

Campbell’s, or if they want a tissue, they[say] Kleenex,” Barre says. “If someonewanted a gift certificate for a massage,people in the community automaticallyassumed it would be from InternationalDay Spa and Healing Center.”After 22 years of ownership and man-

agement, Barre retired in 2012. Corri Vara,who worked for Barre for six years, subse-quently purchased the spa. “My main goalin taking over International Day Spa wasto continue to provide the uncompromis-ingly finest in skin and body care to thecommunity, and though I have madesubtle changes, the core values ofInternational Day Spa remain the same,”Vara says.As the new owner, Vara envisions the

spa becoming a source for treatments

using local, farm-fresh ingredients, withan expanded menu for hydrotherapy treat-ments. She plans to also increase thespa’s digital presence through onlinebookings and retail, as well as introducean intensified social media strategy tomarket to potential clients.At the same time, Vara emphasizes

the spa’s commitment to maintaining tra-ditional hands-on treatments as digitaltechnologies evolve. “The more ‘techie’society becomes, the more ‘touchy’ thespa industry must be,” she says.International Day Spa celebrates its

25th anniversary with an event featuring apresentation by Dr. Howard Murad andthe attendance of Barre as guest of honor.“Our goal is to educate the communityon wellness and the effects of culturalstress in today’s society while celebratingour growth since 1990,” Vara says.


“If someone wanted a gift certificate for amassage, people in the community automaticallyassumed it would be fromInternational Day Spa andHealing Center.”

Door’s people remains a competitiveadvantage in the industry.”Looking back, one of the company’s

most historical moments took place in1934 when Arden opened a destination

MARKING A MILESTONE



RED DOORStamford, Connecticut

The iconic beautybrand Red Doorwas born in 1910,nine years before

the 19th Amendment wasratified and women in theUnited States gained theright to vote. With such longand rich history, Red Door’sfounder Elizabeth Arden was,by all definitions, an entrepreneurialvisionary. An advocate for women’s rights,it has been told that she once marchedalong with 15,000 fellow suffragettes—allwearing red lipstick as a symbol ofstrength.In a fitting manner, red eventually

became the beauty brand’s iconic color.After she opened her first Red Door Salonon New York City’s prestigious FifthAvenue, she decided to paint the salon’sdoor red, which became symbolic for theglobal beauty brand.“As an industry pioneer, Elizabeth

Arden was forced to create everythingfrom scratch,” says Red Door Spas CEOTodd Walter. In fact, in the early days,Arden had to cook up the ideas and for-mulations of her first cosmetic line in thecomfort of her own kitchen. “A key to hersuccess was finding people as passionateas she was in helping others look and feeltheir best. Her staff was the best trained,and over the course of her lifetime, sheopened every new location personally.Today, the quality and consistency of Red

LONGEVITY TIP: “First and foremost, start with your culture and people. Be disciplinedand fill the ranks with people who share your passion. We have found that when we get theculture right, our people take better care of our guests and deliver better beauty and well-ness results, which keep them coming back.”

Clockwise: Guests at Red Door Spas stayed fit

using the hula hoops; the luxurious Red Door

Spas' interiors bear the brand's signature red

door; and Red Door Spas CEO Todd Walter.

spa called Maine Chance Spa. “With thisopening, one woman masterminded theAmerican day spa, destination spa andcosmetic industries as we know themtoday, and enabled Red Door to becomethe beauty and wellness brand it istoday,” Walter said.With the continued growth of the spa

industry, it became a natural direction forthe skin-care company to officially launchRed Door Spas in October of 1992. Thisallowed Red Door Spas to independentlyfocus on growth and expand beyond itsfirst spa locations in Washington, D.C.and on Fifth Avenue in New York. Today,Red Door Spas has grown in numbers—21 day spas and eight hotel/resortlocations, with an estimated 600,000services performed by staff on 330,000guests annually.“A common misconception is that Red

Door is a more mature brand,” Waltersays. “In fact, the average age of our cus-tomer is 38, and while our primarycustomers are women, we are seeing an


105YEARS!

“...One woman master-minded the American dayspa, destination spa and cosmetic industries as weknow them today.”


MARKING A MILESTONE


Looking back, Lyon says she haslearned a lot from her years as an entre-preneur. Working for a few years as acosmetician, esthetician and later, spadirector, she thought she knew every-

SPAS2B INC.Waterloo, Ontario, Canada

Leslie Lyon founded LyonshareConsulting in 1985 as a consult-ing company, which in 2003was renamed, rebranded

and incorporated as Spas2bInc. The organization nowspecializes solely in bringingspa management educationto customers across theglobe. It began by teaching four-and five-day spa management class-room courses before expanding toshipping Distance Learning Kits in 2008.In 2014, Spas2b moved wholly to

online spa management education, servingstudents in 70 countries. Further establish-ing its international reputation, Spas2bachieved Confederation of InternationalBeauty Therapy & Cosmetology (CIBTAC)endorsement in 2012 and ContinuingEducation Unit (CEU) certification inseven provinces in Canada.

LONGEVITY TIP: “Never ask the advice of someone who doesn’t care about your future.If the conversation is only about what you can do for them, it’s time to turn that around.Remember, strategic alliances and industry relationships are everything.”

thing about the spa industry. “I was anaïve 28-year-old; short on experiencebut high in tenacity. As it turned out,that tenacity was going to serve me verywell,” she says.Throughout the years, she learned

important lessons, such as to takecaution in order not to over-promise andunder-deliver, to not waste time onthoughts that can sabotage positiveresults and to not be afraid to be out-standing at what you do. “Rememberthat those uncomfortable butterfliesmean growth is underway,” she says. �

“Remember that thoseuncomfortable butterfliesmean growth is underway.”

30YEARS!

increasing number of male guests. Theopportunities we see for growth are justthe tip of the iceberg.”Walter attributes the company’s rapid

growth to its commitment to its people,specifically in their training, and its abilityto embrace technology. In fact, Red DoorSpas has made recent investments instate-of-the-art point-of-sale and customerrelationship management systems in order to help associates exceed guests’expectations.“The role of technology will continue

to grow,” Walter says. “Whether it isthrough mobile and Web services to betterconnect our guests to our brand orthrough innovations that provide excep-tional beauty and wellness experiences (for

continue to invest in those systems thathelp our guests look and feel their best.”

example LED light therapy, e-stim or otheradvanced technologies), Red Door will

By the ISPA Spa Risk Management course definition, risk management is the process of identifying and analyzing exposure to risk and determiningand planning how to best handle such exposure. To help minimize risky situations, everyone working at the spa should be involved in

identifying what plans and protocols are needed to avoid, minimize or manage work-related risks. Traditionally, when talking about limiting risk for the spa and beauty industry,

insurance coverage is often a topic of discussion. General and excess liability as well as professional liability insurance coverage is an important part of managing risk for the beauty industry. Having a risk management program in place can provide the spa industry

with tools and techniques that can help prevent or reduce the impact of hazards and conditions that would otherwise lead to an insurance claim. Likewise, the spacan absorb some of the impact of certain losses.Risk management has four parts: (1) Risk Prevention or Avoidance (2)

Risk Reduction (3) Risk Assumption or Absorption (4) Risk Transfer (purchase of insurance). Here’s a closer look at each of these parts:

1.Risk Prevention or Avoidance: Accidents and injuries andthe resulting claims and lawsuits can be prevented andavoided by being aware of the underlying conditions that

can give rise to these claims.

WHAT CAN BE DONE:

HR policies: Pre-employment screening can help the spa or salon avoid hiring anemployee with a history of abusing patients. Training: Employee training can improve the quality of the services provided as wellas educate staff on topics of abuse, molestation and harassment in the work place.

HAL KALKSTEINis the president of Spa-Risk Management, a New York-based insurance servicecompany for the beautyand spa industry. Herecently completed theISPA Spa RiskManagement program. In this Voices feature, he shares some key risk managementinsights he learned from the online course.

Pulse welcomes contributionsfor Voices. Do you have relevant tipsor pressing industry topics or issues to

tackle? Email [email protected] to pitch

an article or share your expert insights.

Risk ManagementUnderstanding the FourImportant Parts

VOICES

54 PULSE � November 2015 (CONTINUED ON PAGE 56)

For more about the company, email [email protected]

or visit spa-riskmanagement.com.


1 9 10:28 AM

VOICES

Procedures and protocols: Proper spaprocedures and protocols, includingclient health history intake forms prior tochemical peels and facials, and gettingthese forms prior to treatments can helpprevent serious injuries to clients. Thiscan help determine which clients aresuitable candidates for these services.On-site inspection: A review of thecondition of the physical premises of thespa (including hazards such as floorwashing schedules leaving floors slip-pery, dangerous steps within the spaand exposed or sharp edges, etc.) canhelp prevent risky situations for guestsand staff.

2.Risk Reduction: If acci-dents, injuries andphysical damage cannot

be prevented, then their impact(both financial and human) canbe limited and reduced.

WHAT CAN BE DONE:

Protocols: Spa protocols can be estab-lished, such as stopping a facial or amassage treatment and immediatelytaking certain steps, like applying coldwater or cold packs, to areas wheretreatment was done. Another protocolmay include having a second employeepresent during certain treatments.Waiver and release liability forms:Waiver and release of liability forms canlimit the financial impact of mistakes incertain spa procedures as well as ofdefective products and equipment.Safety systems: Putting up a safetysystem includes installing a ventilationsystem and using employee breathingmasks, which can reduce the impact of

harmful chemical hair sprays, such asthose used when doing BrazilianBlowouts. Adding sprinklers and fire extin-guishers in the spa premises is also part ofhaving a safety system in place.

3.Risk Assumption orAbsorption: The finan-cial impact of certain

losses can be shared with theinsurance company by havinghigher deductibles. This way,the spa assumes and absorbssome of the financial costs ofclaims. By having higherdeductibles, this will oftenreduce the premium costs ofinsurance and, over time, willbecome significant savings onthe part of the spa owner.

4.Risk Transfer: Risktransfer is a risk man-agement strategy that

involves transferring or shiftingthe risks and financial impact ofunavoidable events to anotherparty, such as an insurancecompany. This will help protectthe spa as well as the employ-ees, owners and clients of theorganization. Insurance compa-nies are in the risk business andproperly designed insurance cov-erage is mandatory protection forthe spa industry.

WHAT CAN BE DONE:

Professional Liability: Make sure thatprofessional liability coverage is part ofthe spa’s insurance program. Too often,“barber” coverage is the only profes-

sional liability coverage, which leavesfacials, waxing, body wraps, microder-mabrasion, massage and other spatreatments uncovered. Special Coverage. For medi-spas, it isimportant that special coverage exists toinclude laser hair removal, chemicalpeels, cellulite reduction, skin rejuvena-tion, IPL, Radio Frequency and manyother medi-spa services. If Botox anddermal filler services are performed, it isimportant to have special insurance anda contract with a medical director.In addition, sufficient “limits” (i.e.,

amounts of insurance for both propertyand liability insurance) must exist andbe periodically reviewed for adequacy.This should include coverage at“replacement cost” to assure full restoration of services. �

TYPES OFLIABILITYThe ISPA Spa Risk Managementprogram identifies the followingtypes of liability that are important to spa owners:

General Liability, which includes arange of liabilities including products,fire, legal and automobile, and isrequired by most property leases.

Professional Liability, commonlyknown as malpractice.

Product Liability covers products thata spa or company manufactures, labels,or repackages.

Automobile Liability covers vehiclesowned by the spa or business, similar toa personal auto policy.

Umbrella Liability provides excessliability limits to provide additional coverage when underlying liabilitylimits are exhausted by a judgment.

TO LEARN MORE about the ISPA Spa Risk Management program, visit the Education/Resources page of experienceispa.com.


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PULSE: Change is constant—how can working profes-sionals and organizations succeed in such unpredictableenvironments?Scott Steinberg: To succeed in unpredictable environments,you have to find the courage to take chances. Inuncertain times, everyone wants to be risk-free.Instead, to get ahead and/or create competitiveadvantage, you should be risk-averse—i.e. rec-ognize that change is coming, and make smart,calculated and cost-affordable bets that can helpyou gain the insights, talents or capabilities todaythat will be in-demand tomorrow. Whatever yourgoal is, pick a portfolio of promising growth oppor-tunities to pursue—launch a new product line orre-launch an existing one; attend night school ortake online computer programming courses—andstart pursuing them immediately. Just don’t sit stillwhile times, trends and competitors are also evolv-ing. Staying ahead of the curve is easier than itsounds, as long as you’re staying in constant motion.

P: We live in a fast-moving and highly disruptive worldtoday. What can people do to future-proof themselves?S: Be courageous. Rather than wait for opportunities to findyou, seek them out. Instead of exercising the same skillsevery day at work, specifically seek out the education, train-ing and experience today that you’ll need to succeed in thefuture. Speak up, volunteer, and take action—constantly

ASK THE EXPERT

push your creative thinking abilities and comfort zone.Encourage yourself to learn, grow and take on more leader-ship and responsibility. Look for opportunities to pounce on

problems to fix and promising proj-ects to volunteer for. Think aboutwhat you need to do right here,right now to get to where you’d liketo be tomorrow. Then do it. Themore promising new options andavenues you pursue, the morechances you’ll create to put your-self in fortune’s sights.

P: What is the most surprisingthing people learn aboutgetting ahead in life andbusiness?S: People are often surprisedby the fact that we’re allcapable of successfully inno-

vating our way to the top—and all it takes isone simple shift in mindset to do so. Research shows theleading barrier to ongoing business success isn’t time,money, or resources: It’s resistance to change, and lack ofrisk tolerance. As fast-moving and unpredictable as today’sworld is though, we’re all forced to adapt on a daily basis.Haven’t taken a good look at your shifting schedule or prior-ities lately? Surprise—chances are, you’re successfully

TechSavvy Global CEO Scott Steinberg

says there’s no reason to fear change.

In his latest book, Make Change Work for

You, the strategic innovation expert

offers ways to future-proof yourself

despite the uncertainties of tomorrow.

SCOTT STEINBERG


changing and innovating every day already. If everyone iscapable of innovating, the only thing stopping you fromgetting ahead consistently is your own sense of perspective.As we discovered, fear comes in seven flavors. Learn toconquer them, and you’ll soon find out—the possibilitiesare endless.

P: You argue that the ability to find courage is among themost important new success skill sets today—why so?S: The research is staggering: Organizations like Amazonand Google create competitive advantage by consistentlyexperimenting with and learning from new ideas. Individualsare proven to succeed more frequently by thinking fast ontheir feet and resiliently forging ahead despite setbacks, notpossessing greater IQ or inborn talent. Constant, ongoingchange and evolution seem to be crucial ingredients for bothpersonal and professional success, and with a little strategicthinking and forethought, anyone can make them work intheir favor. It’s amazing what you can achieve when you’repersistent and open-minded.

P: What’s the one simple, practical piece of advice youhope people take away from Make Change Work for You?S: Innovation isn’t rocket science. I spoke with dozens ofexperts and authorities for my research for the book, includ-ing leading executives, entrepreneurs, pop culture icons andmore. Some of their most common pieces of advice forsuccess in life and business are “don’t be afraid to fail,”“think positive,” “take action” and “learn and improve fromyour efforts.” You don’t need legions of case studies, jour-nals, whitepapers, and others to transform a business,transform a life, or transform a career. You just need tochange your mindset. Study after study shows that attributesthat anyone can learn and possess like improvisation, com-munications, strategy and resilience are keys tosuccess—nothing more, nothing less. In other words, any-thing is possible when you put your mind to it.

P: How important is it to educate others about what ittakes to succeed in the modern world?S: We live in a world that celebrates entrepreneurs and risk-takers like Steve Jobs and Mark Zuckerberg. But very fewschools seem to be training future generations to practicethe qualities they possess, or providing education in vital

According to Steinberg, when we’re frightenedto make mistakes, step out of our comfort zone,and take chances, it directly affects our on-the-job performance. Fear can exert a powerfulforce over the decisions that we make and risksthat we are willing to take. Based on hisresearch, he found seven types of fear:

1. Failure. The possibility of being unable tosuccessfully achieve a goal or complete a taskset by yourself or others.

2. Embarrassment. The shame and self-con-sciousness felt when one feels humiliated,unable to live up to expectations, or sociallyconform.

3. Underperformance. Performing at a levelthat you or others believe to be less than ade-quate, or not reflective of your full potential.

4. Rejection. When you, your company, or theproducts or services you represent are refused,turned away, or avoided by others.

5. Change and Uncertainty. The process ofacting or reacting differently—and the discom-fort that accompanies these shifts orsurrounding risks and uncertainties.

6. Confrontation. Having a negative or hostilepersonal or professional interaction with others.

7. Isolation. The feeling of being alone or left tooperate solo without others’ support.

modern life skills like dynamic decision-making, entrepre-neurship and problem-solving. And this is happening evenas the traditional system for professional advancement iscrumbling and competitive environment getting tougher.Businesses, schools and even parent’s opinions shouldadapt to match the new reality. �

JAN MARINI Jan Marini Skin Research Inc. • San Jose, California

SUCCESS STORIESInspiring Tales of Startups, Growth and Overcoming HardshipsBY CHRISTINA BUSWELL

F or Jan Marini, founder of Jan Marini Skin Research Inc.(JMSR), every successful business starts with a clearvision. “You need to envision what you want your busi-

ness to be and what you want it to look like in five or 10 years,”Marini says. When she founded JMSR in 1994, Marini envisioneda skin-care company that delivers scientifically research-basedsolutions across a broad spectrum of skin-care concerns.To turn her vision into a reality, she made a bold move in

product distribution: She approached physicians instead of retail-ers to sell her products. It proved to be one of the company’smost challenging yet rewarding strategies.

Early Challenges“The practice of physicians dispensing [products] was not offi-cially sanctioned and acceptance was at a much smaller rate thanit is today,” she says of the challenging early years. “Many doctorswere offended at being approached to sell skin-care products fromtheir practice. Medi-spas and the esthetics end of medicine wereboth nowhere near as developed as they are today. Getting physi-cians to adopt a new and different way of doing business was mygreatest challenge.” She placed her focus on medical validation to help build

brand credibility, something those in the medical communitywanted to see. “We have a much greater emphasis on medicalvalidation via independent clinical studies and have amassed avery prestigious list of physician luminaries who contribute tothese efforts,” she says.

Marini’s hard work soon paid off as the brand slowly earnedthe respect of dermatologists and the medical skin-care commu-nity. In fact, JMSR’s Skin Care Management System is a five-timewinner of “Best Skin-Care System Sold in a Doctor’s Office”Award by NewBeauty Magazine. “We have achieved tremendousrecognition and respect in the medical community by stayingahead of cutting-edge research and development,” she says.

Changing with the TimesSince its founding, JMSR’s core philosophy has always been

focused on innovation and introducing technological firsts in skincare. For instance, in the same year the company was founded, itintroduced the “first lipid soluble Vitamin C in the market.” A yearlater, the company launched a product that utilizes targetedgrowth factors and peptides. This year, the company launched itsLuminate line, with the patent-pending Marini Luminate HandCream due to be released in December. As the company continued to launch many patented solutions

throughout its two decades of operations, it has also seen multi-ple branding evolutions—from its packaging to its latest logoredesign in 2008.“In the last 20 years, the professional market has become far

more sophisticated. It’s not just about which company has thebest products, it’s also about which company is the best to workwith,” she says.

Mentoring LeadersMarini learned that a big part of any company’s success is goodleadership. Good leaders are those who are willing to delegate andmentor others. “There comes a point in the growth cycle of anybusiness where you will stagnate or possibly fail if you are notwilling to delegate and encourage autonomy of your teammembers. These are essentials in building a culture of pride,responsibility and accountability,” she says. When asked about the most important business lesson she

has learned throughout the years, she stresses the importanceof trust. “This is a hard and often painful lesson, but you can’ttrust everyone and not everyone will have your best interest,”she cautions. “With that said, if you are trustworthy, ethicaland fair, you will attract certain key individuals who willbecome your most trusted, reliable and valuable core group.”She believes that, without JMSR’s close-knit circle, thecompany wouldn’t be where it is today. “No one can do it foryou, but you don’t have to do it alone.”

COMBINING BEAUTY AND SCIENCE


TO READ MORE about Jan Marini SkinResearch Inc., click here.


ALife!

The life of a spa professional is a continuous cycle of dailyresponsibilities that help make the spa world go round. Pulseasks ISPA members to give us a sneak peek into their dailylives to help us understand the roles they play and the difference they make on a daily basis.in the

to tackle important items for the dayahead.� 11 am Conducts personalized train-ing calls with certified providers todiscuss benefits, safety, sales and mar-keting. “Before you begin any training,you need to truly understand who youare training. This will allow you toadjust your educational material to bestsuit your audience,” she advises.� 2 pm Works on monthly webinardevelopment and order entry to ensurecustomers are getting products in atimely manner.

� 4 pm Makes customer care calls totouch base with certified providers fortheir business needs like gettingreplacement parts installed or support-ing them in designing their servicemenus.� 6 pm Hits the gym. “Wellness andfitness are a significant part of my dailyroutine. I like to meditate and practiceyoga, or hit the gym after work. On theweekends or days off, I prefer to prac-tice yoga in the morning. It’s a greatway to practice self-care before takingon the day!” �

Day BY CHRISTINA BUSWELL

As the support and trainingmanager of FIT Bodywrap,Kara Willingham is con-stantly thinking of ways to

equip the company’s certified providerswith the knowledge and training theyneed to help their clients and guests livea fit and healthy life.Willingham admits that the most chal-

lenging part of any given day is findingtime to meet clients’ needs. “Some days Ifind that I don’t have as much time as I’dlike to chat and catch up with our certi-fied providers,” she says. On the flip side, she finds it most

rewarding to hear from a happy client.“The most rewarding part of my job ishearing the excitement in a customer’svoice as they tell me about a client whois seeing great results or how integratingthe system to their current offerings hassignificantly improved their business,”she says. On average, here’s how Willingham’s

typical work day looks: � 8 am Starts the morning with a FITteam meeting. The entire team gathers

� Fitness trend you are seeing: “Detoxification is huge right now.Everywhere you look, there is a new type of liquid cleanse, pill or dietplan designed to detoxify the body. My recommendation is to make surecustomers are detoxifying in a way that is safe and healthy.”

� Best piece of life lesson learned: “Do what you love and do it withlove. Showing love to others can be as simple as taking the time to trulylisten to a client or fellow team member. I try to remind myself of thewords of the wise poet, Rumi, who said, ‘This is a subtle truth: Whateveryou love, you are.’”

� Productivity app or tool: “I use a calendar which is connected to myemail and provides daily pop-up reminders. It really helps to see a visualof what you are spending the most time on as well as on areas thatmight need a bit more attention.”

KARA WILLINGHAMSupport and Training Manager

FIT Bodywrap, Poway, California


Happy 3rd Birthday to the ISPA Blog!

Let ISPA Help YouHarness the Powerof Social MediaIt’s no secret that social media is a greattool for getting the word out—so why notlet ISPA help you? You are only a statusupdate away from our 10,000 Facebook fol-lowers, on top of the 17,000 that follow uson Twitter. Raise the profile of your busi-ness and who knows, your good newsmight go viral!

T he ISPA blog is celebrating its third anniversary this yearand we want to hear more from our most importantsource—our members. We’ve covered a number of differ-

ent issues on the blog but there is always space for more.Contributing to our blog is a great (and free!) opportunity foryour business. Have you introduced something new at your spathat you want to share? Has something unconventional workedfor your business? Email us, we’d love to hear from you!

ISPA NEWS

FOR BLOG IDEAS OR SHARE-WORTHY NEWS, [email protected]. Plus, be sure to follow ISPA on Facebook and Twitter.

ISPAWELCOMES NEW MEMBERS TO THE ISPA COMMUNITY COLLABORATIVEPROMED

RESOURCE PARTNERBiophotasBlu Spas Inc. Cheryl HartsoughCoastal Salt & SoulFleur’s USAL&L Sun Protective Fashion LLCL:A BruketL’Essence Des NotesNashellePeacock And Lewis ArchitectsPhytoceane USASavvy TravelerssecaSonäge Skin CareSpaMojo, LLCThermarium SPA-AnlagenbauTop Hat ImagewearVersaSpaVie USAViora Inc

SPAAlbany ResortAmanyara - Serenity Villa SpaArum Spa at Sonesta Resort Hilton Head IslandBeaches Negril - Red Lane SpaBeaches Turks & Caicos - Red Lane Spa Bliss Spa at W Hotel Fort LauderdaleCanyon Ranch in Lenox

Ginger Spa Hoi AnHotel Galvez and SpaHotel VitaleLora’s Skin StudioLotus Spa Eau ClaireNatural Elements Spa & SalonOne & Only Resorts - PalmillaPalm HealthQuapaw Baths LLCRainSpa at Place d’ArmesRed and White SpaRed Rock Casino Resort & SpaRemington HotelsRenaissance Salon and SpaSandals Antigua - Red Lane Spa Sandals Grande St. Lucia - Red Lane Spa Sandals Halcyon - Red Lane SpaSandals Montego Bay Resort & Spa Sandals Negril - Red Lane Spa Sandals Royal Bahamian - Red Lane Spa Sandals Royal Caribbean & Offshore Island-Red

Lane SpaSasanqua Spa at The Kiawah Island ClubSkinDeepSalon and SpaSpa at Loews Ventana CanyonSpa Botanica - Embassy Suites Charlotte/Concord

Golf Resort & SpaSpa del ReyStonewater Spa & BoutiqueSugar Beach, A Viceroy Resort Terminal Getaway SpaThe Blue Giraffe Day Spa SalonThe Chopra Center for Wellbeing

The Mineral Springs at The Adelphi HotelThe Naples Beach Hotel & Golf Club The Ritz-Carlton, Key BiscayneThe Ritz-Carlton, New Orleans The Spa at D.C. Ranch Health ClubTranquility Springs Wellness SpaTubac Golf Resort and SpaYhi Spa Gran Melia Puerto Rico

SPA UNDER DEVELOPMENTAlter IncMark GoulmyThe Mineral Springs at The Adelphi HotelVista Massage LLC

STUDENTElizabeth GarrisonJeffery DambrosioJennifer FennLeslie ShattoSarah BaranSelena Van Lingen

EDUCATORAmy GabrielAnna Karina WinterKathleen GrayMary RonnowPaul GallacherSimone Doudna

TRANSITIONALSue Thirlwall

EDITOR’S NOTE: This includes new members from August 27, 2015 – September 30, 2015. You can access the online membership directory at experienceispa.com.


Full-Time versus Part-Time EmployeesOverview of the Spa WorkforceThe August ISPA Snapshot Survey gives an overview of the current state of the spa workforce, specifically onfull-time versus part-time employees among ISPA members. Results show that spa members have increas-ingly been generous with time and benefits to both full-time and part-time staff members.Forty-two percent of all spas require only 30 hours of work per week for a staff member to be considered

as full-time employee. Fifteen percent of respondents have cut the number of hours required for staff membersto meet full-time employment status. That was more than double the percentage of spas that increased therequired work hours for full-time status. Only one in 10 spas required a traditional 40-hour work week fromfull-time employees.One noticeable change in the general workforce has been the increase in contract employees, although

they remain a minority in the spa industry. In day spas, only six percent of staff members are independentcontractors, slightly below the number in resort spas. ISPA members are also increasing the number of full-time and part-time staff members who qualify for tra-

ditional benefits, such as health and life insurance, sick leave and paid vacation time. Some spas are “thinkingoutside the box” when it comes to staff benefits, and the open-ended responses revealed some thought-pro-voking initiatives such as personal finance coaching and incentives for staff to bike or take public transportwhen traveling to and from work.

The monthly ISPA Snapshot Survey gives ISPA members the opportunity to participate in useable and rel-evant industry research. To receive the full monthly report, members must participate in the surveys.Check your inbox for the next survey link!


ISPA FOUNDATION

“Individual commitment to a group effort –that is what makes a team work, a companywork, a society work, a civilization work.”

— Vince Lombardi

“There are two ways of spreading light:to be the candle or the mirror it reflects.”

— Edith Wharton

� When you volunteer, you get back much more than you give!

� If you are going to make fun of someone, start with yourself.

� Document, document, document!

� Have a plan before you execute.

� Discussion and debate are healthy with a group of leaders—so is respect.

� Make every decision with the members in mind—ISPA belongs to them.

� Everyone deserves the opportunity to become involved.

� Mentoring is the greatest gift you can give.

� Friendships last a lifetime but life is short—treasure every moment.

Thank you for the many memories,

Jeff Kohl

Immediate Past ISPA Foundation Chairman

As my rein as ISPA Foundation chairman comes to

an end, I am reminded of these two powerful

quotes that inspire me daily. It has been an

honor to serve ISPA over the last several

decades. It is now time for my tenure as ISPA Foundation

chairman to end and others to play a role in continuing

the growth of the ISPA Foundation. Having watched

many leaders join our industry and association, the pro-

fessionalism they have brought has allowed us to reach

the successes we see today. As I depart in this role, I

would like to share with you a few of the valuable

lessons I’ve learned along the way.

OFFICERS

CHAIRMAN Frank PitsikalisResortSuite

VICE CHAIRMAN Sharilyn AbbajayRed Door Spas

DIRECTORSElla StimpsonISPA Vice ChairmanThe Spa at Sea Island

Michael TompkinsISPA ChairmanPALM Health

Lynne McNees ISPA President

MEDICAL ADVISORBrent Bauer, M.D.Mayo Clinic

HONORARY BOARD MEMBERSRuth StrickerThe Marsh, A Center for Balance and Fitness

Deborah SzekelyWELLNESS WARRIOR

The ISPA Foundation wishes to thank the following supporters for their generous contributions:

LUMINARY

Ruth Stricker

BENEFACTOR

Dr. Howard Murad

PATRON

Massage Envy Franchising, LLC

Red Door Spas

FOUNDATION

ISPA FOUNDATIONBOARD OFDIRECTORS

2015


NOVEMBER 2015November is...

� COPD Awareness Month

� Good Nutrition Month

� National Healthy Skin Month

� National Pomegranate Month

� National Sleep Comfort Month

� National Stomach Cancer Awareness Month

� Vegan Awareness Month

World Diabetes Day

1142027

November Snapshot Survey opens

Last day to participate in the November Snapshot Survey

Daylight Saving Time Ends (U.S.)

NATIONAL SLEEP COMFORT MONTH

NATIONAL POMEGRANATE MONTH

26-27 ISPA headquarters closed in observance of the U.S.Thanksgiving holiday


1. Holiday Scents. The Pure Candle’s Pure Seasons Gift Set comeswith three holiday-themed candles, namely Merry (Cinnamon orangescent), Cheer (Peppermint) and Peace (Christmas tree/spruce scent).Each candle is hand-poured in 10 oz. hand-crafted artisan Mexican recycled glass, with 100 percent pure essential oils, soy wax, and cottonwick.THEPURECANDLE.COM | 1.855.535.PURE (7873)

2. Luxury in a Box. Sothys USA Inc.’s Secrets de Sothys is aluxurious gift set that contains Secrets Global Anti-Aging De-stressingCare and Serum as well as complimentary Secrets Intense Lip Care. Thisexclusive sensorial global anti-aging trio features delicate textures andage-reversal solutions that help to slow the effects of time.SOTHYS-USA.COM | 1.800.325.0503

3. Aromatic Blend. Naturopathica’s Aromatic Alchemy Gift Set

makes a lovely aromatherapy gift. Made of exquisite blends of rare plantessences and extracts, the gift set includes 0.5 fl. oz each of ChillAromatic Alchemy, Inspire Aromatic Alchemy, Meditation AromaticAlchemy and Re-Boot Aromatic Alchemy. NATUROPATHICA.COM | 1.800.669.7618

4. Unmasking Delight. Bio Natural Inc. dba BioRepublic

SkinCare’s On the Glow Kit includes two of each of BioRepublic’s eco-friendly sheet masks: Pomegranate Crush Illuminating Sheet Mask,Aloe Rescue Revitalizing Sheet Mask, Cucumber Breeze Soothing SheetMask, Green Tea Detox Purifying Sheet Mask. Kit packaging is made frombiodegradable and recycled materials. BIOREPUBLIC.COM | 1.888.887.5704

5. Seasonal Cheer. Spread joy and cheer with FarmHouse Fresh’s

soy-blend Cozy Candles. Featuring holiday spiced rum and fir scents,each candle makes a lovely decorative gift or accessory for holiday decorating. For extra holiday fun, the Cozy Candles are dressed in knittedsweaters featuring cows, sheep, trees and snowflake designs. FARMHOUSEFRESHGOODS.COM | 1.888.773.9626

6. Hello, Winter! Welcome the cold season with Dr. Hauschka Skin

Care’s Winter Welcome Kit. It includes cold-weather favorites such as:Hydrating Hand Cream to nourish and protect hands; Lip Balm to soothand moisturize dry lips; and Spruce Warming Bath Essence to calm andcomfort. Gift–ready packaging makes this an easy, one-size-fits-all giftfor the holidays. DRHAUSCHKA.COM | 1.800.247.9907

7. Perfect Stroke. Help golf-loving guests improve their golf gamewith the Organic Male OM4’s Titleist Pro Golf Collection. Gift set includesOM4 Travel Bag, full-sized Baobalm Lip Therapy, Sun Secure, Treat andexclusive OM4 Titleist pro golf set. OM4MEN.COM | 1.877.898.MALE (6253)

8. Glowing Duo. Blissworld LLC’s bliss “glow” of hands set

is a mega-moisture duo of peppermint hand cream and snowberryhand cream. BLISSWORLD.COM | 1.212.931.6383

9. Merry Makeup. Get your guests ready for the holidays with jane

iredale - THE SKINCARE MAKEUP’s Holiday 2015 Makeup Collection.

In the blink of a Smoky Eye Kit is packaged in an artful travel box withmirror, dual-ended application brush and eight versatile shades to createthe perfect smoky eyes. With rose flower wax and beeswax to nourishand moisturize cheeks and lips, Forever Red Just Kissed® Lip and CheekStain makes for a great stocking stuffer. JANEIREDALE.COM | 1.800.762.1132

10. ‘Tis the Season for Colors. SpaRitual’s The Awakening

Collection features six holiday-inspired colors: Take Action (white pink-pearl with duo chrome shimmer), In The Wild (a grey crème),Visionary (icy blue shimmer), In Service (aqua shimmer), CreativeActivist (lilac gold duo with chrome shimmer) and Bright Future (plum crème). SPARITUAL.COM | 1.818.988.2228

Santa’s elves are hard at work.

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PRODUCT SPOTLIGHT

It’s time you do the same and give your guestsholiday gift ideas to help make the gift-giving

season stress-free. Here are some of theholiday gift ideas that could just be onSanta’s must-give list.SANTA


Lynne McNees • President

[email protected] • 1.859.226.4260

Crystal Ducker • Vice President of Research

& Communications


Katherine Blake • Project Manager


Megan Browning • Marketing Manager


Andrew Dewson • Content Strategist


Jennifer Duckworth • Senior Director of Events


Whitney Elswick • Sales Manager


Sarah Harmon • Customer Experience Manager


Allie Hembree • Public Relations Manager


Kerri Keefer • Director of Exhibitor Relations


Briana Lee • Project Manager


Mae Mañacap-Johnson • Editor

[email protected] •

1.859.425.5062

Allison Martin • Membership Account Executive


Amber Phillips • Events Manager


Tara Salah Eldin • Project Coordinator


Samantha Smith • Project Manager


Elyse Vincent • Membership Manager


ISPA STAFF Proudly serving ISPA and the ISPA Foundation

Vision: To be the leader in promoting and enhancing

the well-being of the spa industry and the

people it serves.

Mission: ISPA advances the spa industry by providing

invaluable educational and networking

opportunities, promoting the value of the

spa experience and speaking as

the authoritative voice

to foster profession-

alism and growth.


AD INDEX

Bold indicates year-round Pulse advertisers and 2015 ISPAConference & Expo Sponsors.

ISPA would like to thank the

following Pulse advertisers for their support of the association:

Bed of Nails 191.424.442.0660bedofnails.org

Bon Vital 571.800.253.6466bonvital.com

Chaleur Beauty By Forever YoungIntellectual Property, LLC 391.844.242.5387foreveryoungintellectualproperty.com/chaleur/

Éminence Organic Skin Care IFC, 11.888.747.6342eminenceorganics.com

ESPA International (US) Ltd. 51.888.705.0102us.espaskincare.com

FarmHouse Fresh INSERT1.888.773.9626farmhousefreshgoods.com

Fitness on Demand 611.877.474.0505fitnessondemand247.com

G.M. Collin Skincare 511.800.341.1531gmcollin.com

GrandeLASH – MD 451.877.835.3010grandelashmd.com

Grounded Beauty 631.888.223.8454groundedbeauty.com

HydraFacial MD –Edge Systems LLC 7, 111.800.603.4996skinhealthforlife.com

HydroPeptide 91.800.932.9873hydropeptide.com

jane iredale – THE SKIN CARE MAKEUP BC1.800.762.1132janeiredale.com

Jurlique 431.800.854.1110jurlique.com

Nelly De Vuyst 531.800.263.8888derme.ca

PCA Skin IBC1.877.722.7546pcaskin.com

Phytomer Group Brands 20, 211.801.284.8200phytomerusa.com

Pollogen Ltd. 553 5104110pollogen.com

Pure Fiji 491.800.477.4283purefiji.com

ResortSuite 31.866.477.8483resortsuite.com

SpaRitual 14, 151.818.988.2228sparitual.com

Vie USA 201.877.843.0800vieusa.com


Like a true community, let's make meaningful connections. Aimed at

helping ISPA members discover each other, share one another's passions

and inspirations, and hopefully kick-start warm introductions among

peers, this section called Social Connections is all about building bridges.

Share your passion with Pulse and see yourself featured in this section.

Most used app(s): Please don’t ask me to choose which app Iprefer most—I am in a deeply committed relationship with myiPhone.

Fitness routine: Anything that encourages the flow of adrenaline.

1. Book currently reading: I am a shoe freak so I am currentlyreading The Shoes That Were Danced to Pieces: The TwelveDancing Princesses by the Brothers Grimm.

Best piece of advice you’ve received: It’s better to ask for forgiveness than it is to get permission.

Favorite music artist or genre: Don’t box me in. I love alternative and new wave music from the 80s, musical icons likeEdith Piaf, Bulgarian throat singers and electronic dance music.

SOCIAL

@BrianBrazeau babor.com brianbrazeau

BRIAN BRAZEAU � CHIEF EXECUTIVE OFFICER, BABOR � DELRAY BEACH, FLORIDA

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2. Cause that you support: Love.

Most important business lesson learned: Go with your gut.

A great leader you’d love to share a conversation with: Iwouldn’t mind sharing a cup of coffee with Starbucks founder,Howard Schultz.

3. Hotel amenity you can’t live without: A quality coffeemaker. Better yet, a cup of quality coffee delivered to my room.

4. A “super power” you’d like to have: I wouldn’t mind havinga reliable set of wings.

5. Your idea of “me” time: Being totally and completely impul-sive and, if I am lucky enough, being totally and completelyimpulsive with the people I love. �

CONNECTIONS

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Life can (and often does) change in a second. As many of youknow, I recently had a health scare that reminded me —as muchas we would like to think so—we are not bullet proof. The daysbetween the initial doctor’s visits, the surgery and getting the all-

clear phone call reminded me of an important life lesson.

It’s funny how things in life can seem SO important (ISPA Conference,

25th anniversary, keynote speakers, etc.) and then can suddenly become

unimportant when things come to a grinding halt.

I began to focus on the little gifts—the gestures of kindness we show

to those we love the most and the subtle differences we can make in people’s lives

with a smile, a handwritten note or a personal touch.

During Pope Francis’ recent trip to the United States, he delivered a mass on this

topic. As I listened, it connected me back to the life lesson I am trying to practice as

I move past this recent reminder to slow down and breathe.

“… little gestures are those we learn at home, in the family. They get lost amid

all the other things we do, yet they do make each day different.

They are the quiet things done by mothers and grandmothers, by fathers

and grandfathers, by children. They are little signs of tenderness, affection and

compassion. Like the warm supper we look forward to at night, the early

lunch awaiting someone who gets up early to go to work. What

kind of world do we want to leave our children?”

As we approach the time for New Year’s resolutions and family reunions at holiday

get-togethers, don’t wait for a scare to focus on the things that really matter. Explore

what is within yourself, be grateful for what you have and focus on the little gestures.

What are your little gestures—and can you do more of them?


—LYNNE McNEES, ISPA PRESIDENT

FOLLOW ME ON TWITTER!@LynneMcNees

LIKE US ON FACEBOOK!International SPA Association

STYLIN

G & PHOTO BY ECHOSTARMAKER.COM

“Grant that I may not criticize my neighbor,

until I have walked a mile in his moccasins.”—Indian Prayer (which hung in my father’s office as a daily reminder)

pulse spa magazine november 2015

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