A (0:00)

Words of affirmation cost you nothing. They cost you nothing. And they can give you tenfold. Women especially. It just fills our bucket up when you give us words of affirmation. And so this is why I'm very bullish on having a positive accountability system. So that you are filling their buckets up, that you are catching them when they're doing things right, that you are encouraging to them. You want to celebrate the attempts at the new thing. You want to celebrate the fact that you are aware that it takes courage for them to do what you're asking them to do and that you celebrate that. That you make this a part of the culture of your workplace. That, hey, we aspire to keep improving, we have a growth mindset here, when really it means we experience more of those emotions that can feel like discomfort because we're pushing ourselves out of our comfort zone all the time. That's what a growth mindset means. So. So be encouraging. Develop that culture. Are you growing a business or creating the Most sought after MedSpa in your market? Welcome to the MedSpa CEO podcast, where growth means better results, bigger profits, and a schedule that actually gives you your life back. I'm Heather, strategist to the industry's most profitable aesthetic practices. From solo injectors to multi seven figure teams, I'm here to help visionary leaders like you package your brilliance, scale with clarity, and build a business that feels as beautiful to run as the results you give your clients. It's time to set the standard, not blend into the industry noise. If you're ready to lead, to be seen and to grow a category of one brand, you're in the right place. Hey, beautiful friend. If you're a longtime listener of the podcast who's been dying to work with me but hasn't pulled the trigger yet, I have an incredible opportunity to work with me for a fraction of the cost. If your estheticians can't explain your signature plans or your new injectors panic every time they have to sell a high ticket consult, it's not their fault, it's the system, or more specifically, your lack of one. That's exactly why I built Ask Heather AI, the first strategist level tool for esthetic and wellness CEOs who want to scale with precise and stop flying by the seat of their pants. Inside, you get three powerful tools, each designed to solve the exact gaps that keep your growth tied to you. Turn your basic menu into a branded high ticket signature offer suite your whole team can sell. Train every team member to lead premium consults with confidence even if they've never sold a thing. Write magnetic messaging that attracts premium patients without sounding like every other clinic online. These are the same frameworks we've used to scale clinics to seven figures and beyond. And they used to cost five figures to access. Now you can have them in your back pocket. Try ask Heather AI for 30 days and see what happens when you stop guessing and start scaling with words that work. Head over to heatherturveen.com trial to learn more. Why hello my beautiful friend. Welcome back to another episode of the podcast. Today we're talking about a topic that is been very popular with my clients lately. And so I thought I'd bring it on over to the episode to sort of unpack over to the podcast. I mean, so why Sometimes your team can be stuck in resistance and how to lead them through it. So what happens inevitably is when you have a team, and this is true in every business environment, when you have a team that has been doing things a certain way way and you introduce a new way of doing things which happens as you progress in your businesses. Right? Because every time you guys are trying to uplevel, you probably are going to change some of the offerings, some of the systems, some of the structure and of the way you are doing things. And what can happen sometimes is that not everybody on your team thinks it's rainbows and daisies and sunshine and unicorns and all of those things when you decide to implement new things. So today we're going to talk about something that pops up for a lot of my clients and that is team resistance and how you can actually lead your team through the resistance that they might have when you are launching new initiatives and maybe restructuring how you've done things. So maybe it's a signature menu, maybe it's a new consult structure, maybe it's just asking your team to sell more comprehensively than maybe you've kept them accountable to selling before, Right? That pushback when you introduce something new. And let me tell you, if you felt like, why won't they just get on board? This episode is for you. Because resistance doesn't just mean your team is broken or lazy or unmotivated. It really just means that they're human. Human. And it's your job as a leader to really guide them through it. So first of all, resistance isn't necessarily mean failure. And resistance sometimes is the first step toward change. We know that as humans we are not always, actually most of the time we are adverse to change. And it's because change takes energy and Change feels unsafe. How we've been doing things feels like the path of least resistance. It feels safer than doing a new thing, right? Because we don't know what to expect. We don't know how things are going to go when we do something new where even if what we're doing isn't really that great, that feels safer in the short term. So just know that if your team's giving you resistance about any sort of new venture that you have, that that is actually a natural human response. So it shows up because change is uncomfortable. And the neuroscience actually is. The brain is really designed to avoid uncertainty. It codes change as danger. Okay? And so that's why depending on who the team member is, or even for you, sometimes you for sure had it pop up before too. But it's why there's this like nervous system response that is like, you know, it makes you think that you're in danger when you're not. And so it's funny, like a real life example could be like you're asking a provider to sell a, let's say a $5,000 package. And when they're used to selling a $200 thing, it feels like an identity threat to them. And it feels like in their minds, the thinking is that that's expensive. The person's gonna think that's expensive because they're projecting their own beliefs about the price sensitivity. And they're oftentimes going to have some resistance to it because it's not how they've been doing it. But furthermore, it's also feels unsafe. Now we know intellectually that they're going to live by presenting a more comprehensive thing, that they are not actually unsafe at all, but even experiencing rejection from somebody in that way. Many of your team members will avoid the conversations entirely if you don't create a positive accountability system for them to really grow and thrive in it. Because they will tell you the stories around why they're not doing it. And it's really that they're just avoiding those feelings and the perceived threat of having a conversation with somebody where they might say no. Right now we know just talking here, like, if somebody says no, it's no big deal. You will live to experience another day. It is not like a lion or a bear is attacking you, but your nervous system can actually fool you into thinking that you are actually in imminent danger. So what I've seen with many of my clients is that many of you and them make it mean that your team isn't motivated. This system won't work for us. I have the wrong people. And that is sometimes a trap because, yes, some of you have the wrong people. And some of you already know this, right? And the path of least resistance in your mind right now is keeping the people that are really underperformers. And when you have underperformers, your team, there is a cost to keeping them every single month and week. But some of you actually have people who are underperforming, who could be high performers. They're just in a system that isn't designed to help them be a high performer. So we want to create the system for you to have a team of rockstar high performers, no matter what. And then the underperformers will fall away, right? Whether they leave or you end up letting go of them, they will fall away. But we want to make sure that we're giving everybody a chance to actually be that high performer and that you have a system and a way of making sure that you have a structure to actually produce that. So the reality is that the first stage of implementing new key systems and structure into your business is always messy. And if you quit when you hit that first resistance, you're never going to build the capability to actually have confidence in the thing. When I'm coaching team members, and I'm coaching CEOs who are coaching their team members too, and then I'm ultimately coaching the leaders running the business too, I always remind folks of the Dan Sullivan's four C's okay? So when we are embarking on something new, we go through the four Cs and the problem that ends up happening for many of us is we've been told, your team has been told, you've been told that your team members just need to be more confident that it's mindset issues and that they just. You have to hire for the right mindset and then you have to like make sure that everybody has the right mindset, which really is not very useful. Like, do I do with that? Like, that is not a pragmatic strategy for actually helping me understand how I can help people. Right? So the four Cs are, is the first C is we have to commit to whatever the new thing is, okay? So we commit to the new goal, we commit to the new structure, we commit to the new implementation of our consult system, our menu, what, whatever it might be, okay? We're talking in the context of the things that we talk about here, but this is true for any big goal or any new thing that you are trying to achieve personally or professionally. Okay? And then the next C Is once we've committed, we actually have to have courage. And we don't have to be confident. We have to have courage. And courage doesn't always feel good. Courage actually feels like sometimes embarrassment, sometimes disappointment, sometimes it feels like defeat, sometimes it feels discomfort, resistance. All of those emotions are take courage. And what courage is, is experiencing those emotions and then taking the action anyway. And once we actually stay in the action and we face the courage and we have the uncomfortable emotions, and for you, it might be you or it might be team members, and they feel the uncomfortable emotions and they take action anyway, they feel the uncomfortable emotions and they take action anyway, and they feel the uncomfortable emotions and they take action anyways, then they will get to the third C, which is capability. We only get capable after we take, after we have the reps, after we take the action over and over again. And then once we have some consistent capability, then we get to the fourth C, which is confidence. Okay? But we keep telling everybody, you keep being told that you need to be more confident as a leader, that your team members need to be more confident. And confidence only happens after we become capable in something. And when we start new things, we aren't very capable right away. Right? So your team members, when you are asking them to do new things, you have to understand that they are going to have to go through the four Cs and that this is why most folks do not actually hit their New Year's resolutions. They're really good at the sea, which is like coming up and committing in their minds to whatever the New Year's resolution is, whether it's a weight loss, it's a fitness, it's new personal habit, right? Really good at the sea, right? But as soon as they hit where they have to have some courage, right? As soon as they hit the discomfort of the uncertainty, the doubt, the embarrassment, the fear, the anxiety, all of those emotions that are gonna come up when you start taking action on the new thing, they, you start experiencing this and then you think, well, this doesn't feel good, I'm quitting or I'm abandoning ship. And so you just have to know that when they commit that there is gonna be negative emotions. And you have to understand that those feelings are going to come up for folks. Now, there's a difference between folks who have some of these feelings that come up and are still with your support, willing to take action and the folks that are just completely opposed to doing new things. Those are the folks that are the underperformers that maybe are not going to be A good long term fit to helping us achieve our vision in our business. But when you know that once you commit that, we just have to have courage, right? Over and over again. And then once we stay courageously in action on the new things, then we will have capability, right? And we'll start building that capability. And then we will have confidence once we've become more capable in something. Okay? And so when you are helping to support yourself even into new ventures, this is something that's happening in the background. You have to tell yourself, because our human brain will tell us that something has gone terribly wrong. It feels bad, and that's totally normal. Actually, when you are doing something new and you are aspiring to be really great in any category of your life, right? If you're trying to become healthier and you want to strength train and run and eat healthier, right. It takes a lot of courage to actually, you know, work through the emotions that are gonna pop up to be consistent with it over time. But then over time, like now I strength train three to four days a week, every single week. And I have for years now, I have a lot more capability. I'm a lot more confident in my ability to strength train, in my ability to have self integrity. So when people who are naturally good at this, right, there's some people who are more innately able to do this in certain categories. Most of us though, are unaware of this phenomena happening in the background for us. But when we do this, when we know that this is what we have to actually work through in order to achieve the big goals, in order to hit new levels, if you will, to work and then to actually implement new things, then we actually build the muscle of self integrity. At the same time, it doesn't feel good when we're going through it, but we start to trust ourselves more. And so how can you lead through the resistance? Okay, number one, you have to have clarity. You have to be crystal clear on what the new system is and why it matters. Because resistance grows in vagueness. So the more vague you are with this commitment and what you want them to actually be doing, the more the resistance can grow. Because you will have the overthinking, you will have the confused mind that won't actually take the action. And then number two is that you want it to have alignment, you want to tie the change to the personal wins that they will actually experience. Okay? So eventually their consults, if they're like, let's just take a new consult system, eventually they're going to feel capability with their consults. Then they're going to have confidence in it. And so the consults will eventually be easier. You actually end up, when you do this game plan of the menu and the consults, you end up having life for patients and clients with you, which actually improves the experience for them of enjoying their job. Because I know that the more patients that I had that were on comprehensive long term game plan plans with me, who I absolutely adored working with, there was a lot of just personal satisfaction that I had from my job. The more that grew and the more that I saw those folks. For some of you, it's going to be happier patients. It's going to be more money for some of them, right. For those of you who have some sort of performance based bonus structure for them, ultimately it's going to lead to less stress eventually, even though in the short term it feels there's that resistance and discomfort in the meantime time. So number three is when you're leading them, you have to have repetition. So don't expect mastery the first time. Don't expect them to have confidence when they are doing something new. Right. Expect that it's going to have. There's going to be a learning curve. There's always a learning curve for all of us. But repetition will help them. Like the more you repeat it, the more that you stand your ground and say, hey, this is the new way that we're doing things. And so the more you can actually stay firm in that and actually encourage them and stay true and not switch things back and forth like say, oh, like we're abandoning this now because we did it for two weeks and it's not working. So stay in repetition with it. And consistency in that. That number four, encouragement. Words of affirmation cost you nothing. They cost you nothing. And they can give you tenfold, especially with your. And it's true for men too. Men like words of affirmation, but women especially, we are. It just fills our bucket up when you give us words of affirmation. And so this is why I'm very bullish on having a positive accountability system so that you are filling their buckets up, that you are catching them when they're doing things right, that you are encouraging to them. You want to celebrate the attempts at the new thing. You want to celebrate the fact that you are aware that it takes courage for them to do what you're asking them to do and that you celebrate that, that you make this a part of the culture of your workplace. That, hey, we aspire to keep improving over and over. We have a Growth mindset here. And so with a growth mindset, it sounds so lovely and fluffy, right? Like, we have a growth mindset when really it means we experience more of those, you know, emotions that can feel like discomfort because we have. We're pushing ourselves out of our comfort zone all the time. That's what a growth mindset means. So be encouraging, develop that culture, and then finally, structure. Give them tools, give them frameworks, give them actual formulas for them to follow. The more structure that you have, the more they will feel like they're not winging it. The more structure that you have, the more clarity they will have on what you're asking them to do. And clarity ultimately will help them feel less confused, will help them not overthink things, and will give them a clear game plan on what your expectations are for them. So this pops up a lot. And when you are leading your team, what can you do to actually have consistency with that positive accountability system? When you're looking at your months, your weeks, when you're doing team huddles, how can you actually ensure that you have a feedback loop always happening in the background for your team members as well, so that you're catching them when there's encouragement? So you maybe do encouragement publicly, right? You shout people out and then you constructively criticize, which can be constructive feedback as well, too. Privately, right? You're doing that more privately as well, too. But that making the culture that, like, we do feedback here because we're all trying to improve, all of us together, all of us could be doing better at where we are now, and then tracking and making them compete against themselves. Themselves, right? This is where you are right now, and then you are competing against yourself for next month. I'm not making this, like, war zone where they're all competing against each other in some sort of negative way that would make it, you know, a negative experience amongst your team members, right? You're competing against yourself. So when you actually come up with a way to help your team members work through the resistance and to be able to lead them confidently, you will build that powerhouse team of rock stars. And then when you're onboarding somebody new or you're helping or you need to actually implement a new initiative and whatever it might be for your offers, for how you're doing, your consults for your marketing, then you can be that confident leader that is able to captain the ship to wherever it is that you want to lead your folks to. Go, all right, my friend, that is what I have for you. This is week. I will see y' all next week. That's it for today on the MedSpa CEO podcast. If this show's been valuable to you, the best way to say thank you is to leave a quick rating and review. It means the absolute world to me. I read every single one. And it helps more women like you find the support they need to grow something they're proud of. I'm so glad you're here. Here.