{"id":3132,"date":"2021-01-19T13:46:00","date_gmt":"2021-01-19T12:46:00","guid":{"rendered":"http:\/\/www.spa-balance.com\/?p=3132"},"modified":"2021-03-29T21:40:10","modified_gmt":"2021-03-29T19:40:10","slug":"five-core-leadership-competencies-spa-managers-must-develop","status":"publish","type":"post","link":"https:\/\/www.spa-balance.com\/es\/2021\/01\/five-core-leadership-competencies-spa-managers-must-develop\/","title":{"rendered":"Five core leadership competencies spa managers must develop"},"content":{"rendered":"

<\/p>\n

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With about 121,595 spa leaders, each, on average, managing a team of 17 staff members and generating an annual turnover of $625,000, it becomes even more important to provide our leaders with the right training to achieve success.<\/em><\/p>\n<\/blockquote>\n

<\/p>\n

According to the GWI, in 2015, the spa industry generated US$76bn in revenue through 121,595 spas and 2.1m employees*. When we break down these statistics, this gives us at least 121,595 spa leaders across the globe, each, on average, managing a spa with an annual turnover of about $625,000 and a team of 17 employees. Hence, on average, we\u2019re looking at quite sizeable operations, not only in terms of complexity, but also in terms of human capital and revenues. Are our spa managers well equipped to lead such operations? If not, how can we ensure our leaders are successful in their jobs?<\/p>\n

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Hard skills vs. soft skills: What determines job success?<\/strong><\/h4>\n
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85% of job success comes from having well-developed soft skills and people skills, and only 15% from technical skills and knowledge.<\/em><\/p>\n<\/blockquote>\n

According to research conducted by Harvard University, the Carnegie Foundation and Stanford Research Center, \u201c85% of job success comes from having well-developed \u2018soft\u2019 and people skills\u201d, whereas only 15% of success is the result of technical knowledge and intellect (\u2018hard\u2019 skills). However, most leaders are generally hired and evaluated by their hard skills even though only 15% of job success comes from those skills.<\/p>\n

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\"The-Soft-Skill-Disconnect-Research-by-Harvard-University-the-Carnegie-Foundation-and-Stanford-Research-Center\"<\/a><\/p>\n

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Additionally, companies invest more resources in developing these less important skills. Research across various sectors demonstrated that although 85% of job success comes from soft or social skills, employers spend only about 28% on soft skill development. And the spa industry is no different.<\/p>\n

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What core competencies does a good leader have?<\/strong><\/h4>\n

Considering the current state and imbalances that exist between hard and soft skills, we need to prepare and train our leaders in core competencies aimed at improving their soft skills. But, what are those skills? What are some of the measures that good managers implement in the workplace? And, what makes an effective leader?<\/p>\n

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According to an extensive survey conducted by Sunni Giles, a leadership development consultant, where Giles interviewed 195 leaders across 15 countries, there were a series of key abilities they all affirmed successful leaders to demonstrate. Let\u2019s take a closer look at these top five highly rated competencies.<\/p>\n

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1. Create a work environment based on safety and trust<\/strong><\/h4>\n
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The most highly rated leadership competency was having high ethical and moral standards.<\/em><\/p>\n<\/blockquote>\n

The ability to build a healthy work environment was considered the number one job of a leader. The two most highly rated attributes were \u201chigh ethical and moral standards\u201d and \u201ccommunicating clear expectations\u201d. A leader who has high ethical and moral standards demonstrates fairness and instils confidence within his or her team. Additionally, when a leader clearly communicates their expectations, they ensure that all their team members are on the same page and working towards the same objectives. And when employees feel safe, trusted and in a fair environment, they are more relaxed and confident and able to unleash their full capabilities.<\/p>\n

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2. Empower and encourage autonomy among the team<\/strong><\/h4>\n
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Leaders who in contrast empower their team members by providing a clear focus while allowing them to organise their own time, promote more productive and proactive teams.<\/em><\/p>\n<\/blockquote>\n

Most managers who are new to leadership fall into the common trap of trying to control their entire team, albeit with good intentions of ensuring spa operations run perfectly (in their eyes). However, this level of control can often times be counterproductive. Leaders who in contrast empower their team members by providing a clear focus while allowing them to organise their own time, promote more productive and proactive teams.<\/p>\n

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3. Foster a sense of connection and belonging<\/strong><\/h4>\n
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As a social species, we want to connect with others and feel a sense of belonging.<\/em><\/p>\n<\/blockquote>\n

According to the survey leaders who \u201ccommunicate often and openly\u201d and \u201ccreate a feeling of succeeding and failing together as a pack\u201d build a strong foundation for connection. As a social species, we want to connect with others and feel a sense of belonging. Good leaders are able to connect with people and foster a sense of belonging among employees, thereby encouraging team commitment, loyalty and happiness in the workplace.<\/p>\n

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4. Stay open and promote organisational learning<\/strong><\/h4>\n
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If organisations want to move forward, they need to be ready to learn and treat failure as an important ingredient of their learning process.<\/em><\/p>\n<\/blockquote>\n

Today, more than ever, leaders are required to have an open and flexible mind that enables them to take risks. If organisations want to move forward, they need to be ready to learn and treat failure as an important ingredient of their learning process. This is exactly why \u201cflexibility to change opinions,\u201d \u201cbeing open to new ideas\u201d and allowing room for \u201ctrial an error\u201d came out as some of the most important competencies listed in Giles\u2019 survey regarding leadership.<\/p>\n

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5. Promote growth<\/strong><\/h4>\n
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When leaders show a commitment to our growth, employees are motivated to reciprocate, expressing their gratitude or loyalty by going the extra mile.<\/em><\/p>\n<\/blockquote>\n

This is another crucial core competency that our future leaders need to implement in their spas and wellness centres. Nurturing growth among employees is another way of addressing one of the most vital needs of any human being. As stated by Sunni Giles, \u201cwhen leaders show a commitment to our growth, employees are motivated to reciprocate, expressing their gratitude or loyalty by going the extra mile.\u201d<\/p>\n

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Change in mindset<\/strong><\/h4>\n

As we have seen, these core competencies have nothing to do with things like confidence, authority, knowledge or experience. Instead, they are focused on the ability to foster harmony and positive human interactions in the workplace through a series of actions aimed at fulfilling our own human needs.<\/p>\n

Adopting these five core competencies is a challenging task not only because of the unnatural balance that exists today between soft and hard skills but also because so many managers do not have the mindset to adopt some of those competencies. As stated by Sunni Giles, improving those skills \u201crequires acting against our nature.\u201d This may sound difficult but it is certainly a challenge worth to take if we truly want to improve the leadership of the spa industry.<\/p>\n


\n<\/p>\n

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Con cerca de 121.595 l\u00edderes de spa a nivel mundial, cada uno de ellos gestionando en promedio un spa con un ingreso anual de 625.000 d\u00f3lares y un equipo de 17 empleados, se hace a\u00fan m\u00e1s importante proveer a nuestros l\u00edderes con la formaci\u00f3n adecuada para alcanzar el \u00e9xito.<\/em><\/p>\n<\/blockquote>\n

<\/p>\n

Seg\u00fan la Global Wellness Institute, en el 2015 la industria del spa gener\u00f3 76 mil millones de d\u00f3lares a trav\u00e9s de 121.595 spas y 2.1 millones de empleados. Cuando analizamos estas estad\u00edsticas, nos damos cuenta que hay unos 121595 l\u00edderes de spa a nivel mundial, cada uno de ellos gestionando en promedio un spa con un ingreso anual de 625.000 d\u00f3lares y liderando un equipo de 17 empleados. Por esta raz\u00f3n, estamos de frente a un conjunto de operaciones bastante considerable no solo en t\u00e9rminos de complejidad sino tambi\u00e9n en t\u00e9rminos de personal e ingresos. \u00bfEst\u00e1n nuestros gerentes de spa bien equipados para liderar ese tipo de operaciones? Si no es as\u00ed, \u00bfc\u00f3mo podemos asegurarnos de que nuestros l\u00edderes tengan \u00e9xito en sus trabajos?<\/p>\n

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Habilidades duras vs. habilidades suaves: \u00bfQu\u00e9 determina el \u00e9xito en el trabajo?<\/strong><\/p>\n

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El 85% del \u00e9xito en el trabajo proviene de habilidades \u2018suaves\u2019 y sociales, mientras que las empresas invierten solo un 28% de su capital en el desarrollo de habilidades suaves.<\/em><\/p>\n<\/blockquote>\n

De acuerdo con investigaci\u00f3n llevada a cabo por la Universidad de Harvard, La Fundaci\u00f3n Carnegie y el Centro de Investigaci\u00f3n de Stanford, \u201cel 85% del \u00e9xito en el trabajo proviene de un buen desarrollo de habilidades \u2018suaves\u2019 y de trato personal\u201d, mientras que solo el 15% del \u00e9xito proviene del conocimiento t\u00e9cnico e intelectual (habilidades \u2018duras\u2019). A pesar de ello, la mayor\u00eda de l\u00edderes son contratados y evaluados de acuerdo a sus habilidades duras a\u00fan si solo el 15% del \u00e9xito en el trabajo proviene de dichas habilidades.<\/p>\n

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\"The-Soft-Skill-Disconnect-Research-by-Harvard-University-the-Carnegie-Foundation-and-Stanford-Research-Center\"<\/a><\/p>\n

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Adem\u00e1s, las compa\u00f1\u00edas invierten muchos m\u00e1s recursos en desarrollar estas habilidades menos importantes. Estudios a lo largo de varios sectores demostraron que a pesar de que el 85% del \u00e9xito en el trabajo provenga de habilidades \u2018suaves\u2019 y sociales, las empresas invierten solo un 28% de su capital en el desarrollo de habilidades \u2018suaves\u2019, algo que tambi\u00e9n ocurre en la industria del spa.<\/p>\n

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\u00bfQu\u00e9 competencias principales tiene un buen l\u00edder?<\/strong><\/p>\n

Considerando el estado actual y el desequilibrio que existe entre habilidades duras y suaves, necesitamos preparar y formar a nuestros l\u00edderes en competencias encaminadas a mejorar las habilidades suaves. Pero, \u00bfcu\u00e1les son dichas habilidades?, \u00bfcu\u00e1les son algunas de las acciones que los buenos l\u00edderes implementan en el lugar de trabajo? y \u00bfqu\u00e9 hace que un l\u00edder sea eficaz? Veamos el siguiente conjunto de competencias principales que Sunni Giles, la consultora en desarrollo de liderazgo, list\u00f3 en una amplia investigaci\u00f3n basada en un estudio con 195 l\u00edderes en 15 pa\u00edses alrededor del mundo.<\/p>\n

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1. Crear un ambiente de trabajo basado en la seguridad y confianza<\/strong><\/p>\n

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La competencia de liderazgo m\u00e1s valorada fue tener altos est\u00e1ndares \u00e9ticos y morales.<\/em><\/p>\n<\/blockquote>\n

Construir un ambiente sano de trabajo deber\u00eda ser una de las m\u00e1s altas prioridades de cualquier l\u00edder. Un ambiente sano es creado por alguien con altos est\u00e1ndares \u00e9ticos y morales capaz de establecer expectativas claras entre los empleados. El impacto positivo que se puede ganar de ello es enorme. De hecho, el estudio de Giles encontr\u00f3 que las competencia de liderazgo m\u00e1s valoradas fueron \u201ctener altos est\u00e1ndares \u00e9ticos y morales\u201d y \u201ccomunicar de manera clara las expectativas\u201d.<\/p>\n

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2. Potenciar y fomentar la autonom\u00eda entre el equipo<\/strong><\/p>\n

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Cuando un l\u00edder est\u00e1 dispuesto a potenciar a la personas ofreci\u00e9ndoles un enfoque claro y permiti\u00e9ndoles organizar su propio tiempo, promueve equipos m\u00e1s productivos y proactivos.<\/em><\/p>\n<\/blockquote>\n

El gran fallo que la mayor\u00eda de los nuevos spa managers cometen es intentar controlar cada detalle de la operativa y asegurar que todo est\u00e9 perfecto (seg\u00fan sus ojos). No obstante, esa obsesi\u00f3n al control y a la perfecci\u00f3n puede resultar contraproducente. Cuando un l\u00edder est\u00e1 dispuesto a potenciar a la personas ofreci\u00e9ndoles un enfoque claro y permiti\u00e9ndoles organizar su propio tiempo, promueve equipos m\u00e1s productivos y proactivos dentro de su organizaci\u00f3n.<\/p>\n

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3. Promover un sentido de conexi\u00f3n y pertenencia<\/strong><\/p>\n

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Somos una especie social, queremos conectar con los dem\u00e1s y sentirnos parte de un lugar y del manada.<\/em><\/p>\n<\/blockquote>\n

Los buenos l\u00edderes saben como comunicar con frecuencia y claridad. Haciendo eso, los buenos l\u00edderes son capaces de conectarse con las personas y fomentar un sentido de pertenencia entre los empleados. Basta solo hacer esto para generar un gran impacto en t\u00e9rminos de compromiso, lealtad y felicidad en el lugar de trabajo. \u00bfQue los empleados felices trabajan mejor? \u00a1No tenga dudas al respecto!<\/p>\n

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4. Mantenerse abierto y promover el aprendizaje organizacional<\/strong><\/p>\n

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Para que una organizaci\u00f3n progrese, es necesario que aprenda y trate el fracaso como un importante ingrediente del proceso de aprendizaje de su filosof\u00eda.<\/em><\/p>\n<\/blockquote>\n

Hoy, m\u00e1s que nunca, es necesario que tenga una mente abierta y flexible que le permita tomar riesgos. Para que una organizaci\u00f3n progrese, es necesario que aprenda y trate el fracaso como un importante ingrediente del proceso de aprendizaje de su filosofia. Es precisamente por esto que la \u201cflexibilidad para cambiar opiniones\u201d, \u201cestar abierto a nueva ideas\u201d y el darle espacio a la \u201cprueba y al error\u201d se establecieron como algunas de las m\u00e1s importantes competencias en el estudio que Giles hizo sobre liderazgo.<\/p>\n

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5. Promover el crecimiento<\/strong><\/p>\n

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Cuando los l\u00edderes muestran compromiso con respecto a nuestro crecimiento, los empleados est\u00e1n motivados para corresponder expresando su gratitud y lealtad llevando a cabo un esfuerzo adicional.<\/em><\/p>\n<\/blockquote>\n

Esta es otra competencia principal que nuestros futuros l\u00edderes de spas y centros de wellness necesitan implementar. Alimentar el crecimiento entre los empleados es otra forma de responder a una de las necesidades m\u00e1s vitales de cualquier ser humano. Tal y como lo expres\u00f3 Sunni Giles, \u201ccuando los l\u00edderes muestran compromiso con respecto a nuestro crecimiento, los empleados est\u00e1n motivados para corresponder expresando su gratitud y lealtad llevando a cabo un esfuerzo adicional\u201d.<\/p>\n

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Un cambio de perspectiva<\/strong><\/p>\n

Como hemos visto, estas competencia de base no tienen nada que ver con cosas como la confianza, autoridad, conocimiento o experiencia. Por el contrario, ellas est\u00e1n enfocadas en la habilidad de promover armon\u00eda e interacciones humanas positivas en el lugar de trabajo a trav\u00e9s de una serie de acciones encaminadas a llenar nuestras propias necesidades humanas.<\/p>\n

Adoptar estas cinco competencias principales es una tarea que implica un gran desaf\u00edo no solo por el innatural desequilibrio que existe hoy en d\u00eda entre las habilidades duras y suaves sino tambi\u00e9n porque una gran cantidad de gerentes no cuenta con la disposici\u00f3n mental para adoptar algunas de dichas competencias. Como lo afirm\u00f3 Sunni Giles, mejorar esas habilidades \u201crequiere actuar contra nuestra propia naturaleza\u201d. Esto puede resultar dif\u00edcil pero es ciertamente un desaf\u00edo que vale la pena tomar si de verdad queremos mejorar el liderazgo de la industria del spa.<\/p>\n

<\/p>","protected":false},"excerpt":{"rendered":"

With about 121,595 spa leaders, each, on average, managing a team of 17 staff members and generating an annual turnover of $625,000, it becomes even more important to provide our leaders with the right training to achieve success.<\/p>","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[9],"tags":[5,95,8,570,302,567,571,322,323,572,93],"class_list":["post-3132","post","type-post","status-publish","format-standard","hentry","category-spa-management-2","tag-asesores-de-spas","tag-consultoria-spas","tag-gestion-de-spas","tag-management-skills","tag-sonal-uberoi","tag-spa-balance-consulting","tag-spa-leadership","tag-spa-management-courses","tag-spa-managers","tag-spa-managment","tag-spas-2"],"acf":[],"yoast_head":"\nFive core leadership competencies spa managers must develop — Spa 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