Why investing in your team is the real secret to scaling your business

If I have a question or concern or need something, they also want to hear it, right? It’s not just saying, you know, yes to everything and the good things. I think especially, and I’d like to talk a little bit, shift into the franchise model. I think especially for when you’re scaling at such a wide pace and trying to maintain consistency, those are those little nuances that you actually can standardize. And I think that’s where you’ve really cracked the code on.

A lot of this is. It can feel like, how do I replicate the magic that we have in this one place with this one set of people? Welcome to the managing made simple podcast, where you get a masterclass in managing your team with ease and 15 minutes or less. I’m Lia Garvin, your host and team operations consultant through this show and my programs with small businesses and corporate teams. I condense a decade of experience driving team operations in some of the most influential companies in tech into strategies to save you time, money, and most of all stress.

Doesn’t matter if you’re a business owner who realized that running a team isn’t as easy as you thought it would be. Are a new manager learning the ropes or a seasoned manager ready to up their game? Everyone is welcome to hang out with Managing Made Simple. From conflicts, to feedback, to delegating, and more, we leave no stone unturned when it comes to what makes us love managing, kind of hate it, and everything in between. Let’s go.

Managing people is the hardest thing about running a business or being a team leader. I mean, of course it is, right? We’re dealing with people. And doing it well? Well, that’s even harder. After hearing over and over from the leaders I was working with, Just tell me what I need to do to make managing easier. I decided to create something. Enter your legendary leader action tracker. This is a list of 10 things you can do every week to show up better for your team, get out of the weeds and make both your and your team members jobs easier.

Welcome back to the show today. I am so, so, so excited to have Brittany Driscoll with me today. She is the co founder and chief executive officer of Squeeze, a way better massage experience from the founders of Drybar. With nearly a hundred locations in development, Britney is spearheading the rapid nationwide growth of the brand by empowering other entrepreneurs to own and operate their own squeeze location through franchising. She’s also co founded and leads the feel good company, a service agency supporting a collective of wellness brands dedicated to bettering the mind, body, and soul for good.

And serves as chairwoman of the board for okay humans, a new talk therapy concept and bright side, a brighter take on infrared yoga and saunas. Brittany spent four years running marketing for dry bar where she helped take the company from 30 million to more than a hundred million. And prior to that, Brittany spent over a decade in marketing and advertising as a female entrepreneur, cancer survivor, and wellness advocate. Brittany has a strong passion for supporting other women in business and has become a thought leader in her community.

She believes in speaking up for what you believe in, empowering people to use their voice, and that we all have the ability to transform our communities for good. So I came to learn of Brittany and her work through the Chris Harder Show podcast when he mentioned Britain, one of his episodes saying the line, if you don’t have SOPs, you don’t have a business. And in that moment, I literally paused the show, sent Chris a DM and said, Oh my God, that’s me.

I’m the SOP person. And hearing this quote from Brit has really solidified my focus on helping business owners streamline their team operations, really simplify the way work gets done on their teams. And honestly was kickstarted me writing my book, The Unstoppable Team. So Britt, I could not wait to have you on the show to talk about all of this and all of your incredible work in scaling businesses and really a passion for making work make sense in the companies that you’re supporting.

I’m so honored to be here, Lia. Thank you so much for having me. And I love that story, so I’m so glad you started with it. I feel so honored to be a very small part of your beautiful creation and all the inspiration that you bring into this world. And yes, I mean, more business owners and leaders need this. clarity around simplifying process and communication. Cause Lord knows we suck at it at times and create a lot of chaos.

Oh, I know. And I mean, I think what’s awesome and we’ll talk about this is I think people look at process and systems like it’s complicating things. And I think something that we have in common is it’s about really bringing a people first approach and getting people communicating. And it’s about simplifying. Simplifying and making work easier in the end. That’s right. It’s that old adage, working smarter, not harder. I mean, there’s so much that a system helps you to do.

Like it actually helps you to accomplish more and be able to focus on the big things to move your business forward. If you’ve got all the little things tied up in. process, you know, it frees up so much more of your time. And that is a hard thing, I think, for a lot of people to grasp. I mean, even me, I’m not the most process oriented person. I appreciate it. And I have a lot of people on my team who are very good at making those things happen.

Um, but it does, it requires a lot of  intention and appreciation for, you know, for the benefit that it, that it can bring. Yeah, absolutely. So I’d love us just to get started by, you know, you have such an incredible journey to sharing kind of an overview of that journey from, you know, getting started with Drybar to now becoming CEO of Squeeze and kind of how that really shaped you and the work you do. Yeah, I feel so fortunate.

This life is so short and I’ve been given a lot of. Really cool. I call them squeeze me moments, but pinch me moments along the way. I started my career in marketing and advertising. I’ve always been very passionate about people and creating experience and meaningful connections. And so, you know, I can look back and kind of easily connect the dots as my career has gone along. But prior to working for dry bar, I was actually working with.

Hot Wheels and Barbie and Disney and, you know, kind of living in imagination land, which was a lot of fun. And I enjoyed my experience there. I learned a ton, had a lot of cool opportunities, but I was very passionate about Drybar. I was a client. I loved the experience. You know, I, because of my marketing background, you know, did a lot of digging on the brand and, learned Ali’s story. She was a stay at home mom and a hairstylist and she wanted to find something for herself and all was always on the search for a perfect blowout.

And, you know, had this wild idea and she convinced her bald brother and her bald husband at the time to, you know, help her bring this idea to life. And they just did, they did all the little things so well, you know, they really brought. magical moments into this experience that we always used to say, you know, we were selling happiness and confidence, not necessarily a blowout, but that feeling that comes with it. And, you know, they just did such a beautiful job packaging up the whole thing.

And I was a client, I understood, you know, the brand and was so excited at the idea of bringing this to the masses and helping them scale and really, you know, refining their processes and, and whatnot so that we could impact more people positively. And it was the ride of a lifetime. Yeah, that’s incredible. Yeah. And I think, I’m still curious around, as you were doing that, what are some of the biggest learnings, I guess, from Drybar that you potentially brought to Squeeze now that you were building something from the ground up and in this sort of different role as CEO?

Yeah, the bridge to that was I spent four years at Drybar, helped take the company from 30 million to over a hundred million. We launched like 60 doors at that time, the product line internationally and an all prestige retail. And then I’ve just always been an entrepreneurial spirit and was itching kind of the next step. challenge of the unknown, you know, the chaos that comes with the building phase. I, I like putting all those pieces together.

And so I was just itching for something new. And we had always talked about improving the massage space while I was at dry bar and the stars just kind of aligned, but there was so much that we brought into this space Squeeze experience from hindsight at, at dry bar and the beauty of, of hindsight of course is, is taking the good and adjusting the things that you wish you could have done differently, which is a lot of what we did.

And you know, the good things that we brought in were things like how to build a beautiful brand and how to create those surprise and delight moments and all of the, those, again, the little, I always like to say that there’s like those touches when it comes to a brand experience that if they didn’t exist, you wouldn’t know. Yeah. Otherwise, but because they do, you really recognize how much someone thought about you in that moment. Yeah.

And really wanted to make sure that your experience was extra special. And so we brought in that similar mindset and methodology to creating Squeeze. And for those who don’t know Squeeze, it’s a, you know, it’s a, it’s a,  modern approach to massage. We’ve brought in a beautiful brand and, you know, creative, sophisticated, luxurious design with the same team that created and designed Drybar. And then we also have a technology platform that really helps to create a very seamless booking and checkout experience.

So everything happens on our app. You book, you set all your personalized preferences, you pay rate, tip and review. And  the technology side was certainly a component that at Drybar, you know, we. We didn’t have thought out as much, I’ll say, as we did at Squeeze, you know, in terms of really kind of creating that full end to end experience for the guest. So, I would actually say that the customer facing elements that Drybar did so well, we brought into Squeeze.

But quite frankly, A lot of the back end, the technology, the operations, the documentation, the processes, the protocols, a lot of that, we were like building on the fly  at Drybar. And we were able to take a lot of those foundational learnings and apply them from the outset at Squeeze, which has really helped us to be able to scale to the pace in which we’re starting to build an open location. Absolutely. As you were saying, some of those brand elements that you maybe are less tangible, but you feel them and you definitely notice.

When they’re not there, I think the same applies so much to a team and creating a positive team culture. Like sometimes it can be hard to articulate those things, but I know one of your big priorities is really having a people first team and making sure that everybody feels that same support and care that you want to create for your, for all the clients and customers. Like, what are some of the things that you really prioritize from the team aspect?

Yeah, I do. I do like to refer to That we’re in the people industry, not the service industry. You know, because it is such a people centric operation, both in that we need customers to come in and we need massage therapists and people to be there to ensure they have a great experience. And I think the insight as we started to build out this brand for me was demand for massage is relatively endless. You know, I mean, there are enough bodies to go around that need Recovery and rejuvenation and the healing that comes from massage I mean, I know literally every single person who’s listening to this right now is probably like, oh, yeah, I could like my neck  And my back hurts and my legs are tight and you know, it’s like we all feel that every single day So we knew that The demand was there and we certainly approached building the brand experience from a consumer standpoint and that we were all avid consumers of massage But I recognized really early on that the only way we were going to win in this industry was if we got the massage therapist experience right.

Because again, we need great massage therapists to, to create happy customers and, you know, build the business. So some of the things that we did from the outset was we actually consulted with a ton of massage therapists from the beginning. You know, we interviewed them, we got a sense of, What were the things they liked about their job? What did they not like? What are the things that they wish, you know, existed in their environment that they didn’t have?

And we truly took that to heart. I mean, it, it mattered to me everything that they were saying. And so some examples of what we’ve applied in our business around that are, you know, one of the things we heard the most was,  I hate upselling. I’m a therapist. I went to school to help and heal people. I don’t want to push aromatherapy for 10 extra dollars on someone. I just want to create a great experience for them.

And on the flip side, as we were creating the consumer experience, we challenged ourselves with the constant question of does this make me feel good? And that was like a perfect blend of You know, meeting the needs of both sides because we always felt like yeah I want to go in and pay whatever I think I’m paying and not have to pay ten more dollars for aromatherapy If I want it and the massage therapist doesn’t want to be pushing it on someone So one of our benefits at Squeeze is extras don’t cost extra, you know, you come in you’re paying one price  Aromatherapy, deep tissue, heat therapy, um Aromatherapy, it’s all included in your experience prenatal massage you get, you know at the price that you see and the beauty for the massage Therapist and the team is that they can just focus on creating a great experience They don’t have to feel like they’re meeting a quota or you know, kind of making someone uncomfortable so That’s one thing.

I mean, we pad our carpets in our suite so that massage therapists have a little bit more cushion while they’re working day in and day out. We have a ton of different programs built into our business that focus on supporting the individual as a whole, not just improving their skillset at work, but also investing in their development as a person. So we bring in financial advisors and wellness coaches on a regular basis to give back to the team and create.

experiences off site where they can grow together with each other, they can reflect on who they are as people. So we really do just try and come at it from a holistic perspective. And for me, the older I get, the more I just want to make people feel good and like leave positive little experiences on people. And I do feel really proud of the work we’re doing at Squeeze around that, you know, and I think that our team feels genuinely.

valued for who they are as a person before their contribution to the company. And, you know, if we do nothing else other than that, then I think we’ve done amazing work. Yeah. I love that so much. I mean, I think the focusing on an employee  obviously translate to a better customer experience, right? Because as you said, you know, if something, if a team member feels awkward or uncomfortable, then it will feel salesy and the whole thing won’t go well.

Right. Or if they’re back hurts because the setup of the room isn’t thought through or you’ve kind of cut corners on things or whatever, that’s going to translate. And so I think one thing I just want to underscore with you talked about is if thinking about this stuff in advance by asking people, right? Like, and listening to them and doing that, you know, user research, almost like a product development process, right? You’ve been able to address these things that then translate into better service, which translates into happier clients and more clients and really growing the business, you know, and I, Yeah.

Well, I think, yeah, go ahead. We were saying that is, I think, yes, we asked people, we asked therapists in the beginning, their feedback so that we could apply it in the design and the build out and the foundational concept. But then we’ve also added a ton of additional touchpoints for our employees to provide us feedback as we go. We have several different channels that we use internally, you know, there’s One on ones with managers. There’s anonymous feedback that they can provide.

We have another system in our internal communication platform that people can literally in real time say, Hey, there’s oil splattered on wall in suite, in the wheat, you know, suite two, or One of like the simple examples again was opening weekend We hadn’t thought to bring in like a multi phone charger for all of our massage therapist’s phone because they’re not allowed to have their phones in the rooms, of course. And one of our therapists was like, hey, can we get a charger station so that we can all, and it was like, of course.

That’s such a simple thing to respond to and to do, and we did it immediately, but I think what that does as managers is one, it demonstrates that you’re listening and what it does, the team is Oh, management cares about us. They want our experience to be positive, so I’m going to show up and make sure that I’m doing my best today. Exactly. And I also know that I’m going to be cared for, that if I have another idea or another small ask, like little things or big things, they matter, you know, and I think that is so important to us and that totally needs to be something that people feel.

Day in and day out. Yeah. And it creates this sense of personal accountability. I mean, this has been a theme I’ve been talking a lot about lately that folks have asked me like, what is kind of, what are some of the main qualities to hire for? Like, what are, what’s the most important thing? And it kind of hit me, I, I really feel like. A sense of personal accountability is probably up on the top three, but you fuel that through doing the stuff that you talked about, right?

Because you have someone that’s self motivated and cares about the job and wants to do their best, but you’ll lose that if you don’t show that you care for them. You can also ignite that in someone who maybe they hadn’t thought about their work in that way, but then they start to feel a sense of personal accountability because they know, you know, that they’re being cared for and that, Hey, when I bring an idea, maybe it’s Folks want to hear it.

If I have a question or concern or need something, they also want to hear it, right? It’s not just saying, you know, yes to everything and the good things. I think especially, and I’d like to talk a little bit, shift into the franchise model. I think especially for when you’re scaling at such a wide pace and trying to maintain consistency, those are those little nuances that you actually can standardize. And I think that’s where you’ve really cracked the code on.

And a lot of this is. It can feel like, how do I replicate the magic that we have in this one place with this one set of people across the board? And when you really have strong people centered values and protocols, and you have some really kind of cultural elements that you hold true to, like, you know, the stuff that you’ve already talked about, which are, you know, kind of implicitly in team first, that’s kind of the starting point for how you replicate that.

And it’s getting it out of your head or just one person’s way of thinking about it and say, like, these are the really fundamentals around supporting the team. And you can scale that because you’ve actually written it down or articulated it out loud. That’s right. I mean, there’s reference for someone else to come in and then be able to, to replicate it. That, that is so much the name of the game when it comes to franchising is, you know, creating a process that can easily be documented and digested and then, um, Applied and executed accordingly.

I mean our operations manual is 550 pages long and growing We thankfully have a much more digestible way to take all that information. Yeah, we don’t make you read 500 pages We’ve got you know learning management platform and courses and different ways that you’re taking all that in But it’s still there to reference. It’s still there if you need to go back and you know, go through how to You know, run payroll or what do I do to, you know, if my manager or my maitre d calls out, you know, there’s all those protocols written down so that, you know, any operating partner, wherever they are in the country, have that to reference.

And then there’s also, you know, additional things that we’ve layered into our system. We have like a buddy program. So there’s like a mentor mentee kind of system for newer operating partners to gain support. We have what’s called a franchise advisory council, which is. It’s very common in the franchising space, but it’s representatives within the operating partner community that really represent the community of operating partners to then work with us. I call my team support, not corporate because I don’t want to be corporate, but support where we can improve some of the challenges that they’re seeing in the field.

So I do think that we’ve applied a lot of this similar methodology and mindset around supporting our team to then also supporting our operating partners. Because at the end of the day, you know, they’re the ones then setting the tone. for their teams in the field. So yeah, it’s been a, it’s been a labor of love. That’s for sure. Yeah. And it’s interesting. That’s one of the places I’ve started focusing on is supporting a brand that’s franchising.

How do they support their franchisees with the managing of teams? Because I think one thing that you see a lot is someone has a passion for building a business and wants to start a franchise, but actually, The running of the team is something maybe they’ve had no experience on, or they maybe worked in a whole different environment and it’s very different in this space. And so, yeah, by bringing some of the fundamentals around managing effective teams, I think that’s a place to start.

I mean, I’m curious from what you’ve seen, where do franchise owners feel maybe the most overwhelmed when it comes to managing their teams and what are some of the things that you’ve tried to do to support them? Yeah, I think that. You’re right. A lot of people who are coming into this have been successful in other industries, but they haven’t necessarily, you know, built out a similar team. They haven’t run their own business. So we offer, in addition to functional support, you know, kind of in each of the areas of the business, Site selection, construction, recruiting, marketing, you know, we have support in each one of those functions that we walk the operating partner through when they’re, you know, when they’re at that stage of the business.

But we’ve also invested in two additional components that I do think is super important. And I know this is becoming more common in franchising because there is a similar challenge to it. To your exact point, which is we have a professional, uh, development coach who works with our operating partners on a monthly basis to focus on leadership and develop skills,  you know, figure out how do I address, you know, employees when there’s challenging situations, how do I show up as a business owner?

A lot of the times, you know, these are people’s first entrepreneurial ventures. And so it’s a different mindset to go from. Working for a boss to working for yourself and just all that comes with it. So we provide that level of coaching and then we also offer that same coach, you know, we’ve got a discounted rate on her, uh, one on one coaching. So the operating partners can choose to opt into that. And we did that at dry bar too.

And we know we saw our best operators, um, came out of that coaching program. So that’s one thing. And then we also have. What we call, um, internally as success managers, some other systems call them coaches as well, business coaches, but it’s essentially someone who’s really helping to refine your performance. They’re looking at the true action oriented levers in your business and helping you identify, okay, this is the challenge that I’m seeing. Like, what do I do next?

What are the steps that I take? I think between those two. Those things, we are certainly ahead of a lot of other systems, I know that, just through being ingrained in the industry, and we’re certainly not perfect, and there’s definitely other things I’m sure we can be doing, but I do think that those are, at least for us as an emerging brand, pretty unheard of at this stage. And I’m doing that. I’m over investing because I believe that’s going to set the right foundation to be able to grow the system.

Absolutely. And I think that’s one of those things where I think we, some of us, I know I wouldn’t assume this, but I think folks can assume that, Hey, it’s just people. I can figure this out or I should be able to figure this out or I have so many other things to invest in. from a time or money perspective. And I, I just love that you’re calling out the deliberate investment of time and resources to that because that is the thing that’s going to cost you the most.

And it can feel counterintuitive. I think sometimes we feel like I got to spend any money I have on marketing or running ads or bringing people in. But what I like to remind business owners and team leaders is if you have more business but you don’t have a structure under or Your folks don’t know how to manage people or team members are unhappy, or there’s all these bottlenecks. You’re not going to be able to deliver on that service.

And so it is, it’s so important to make sure that you have that foundation, like you just talked about, because if you don’t, it’s, everything’s going to go slower and you’re not going to know why you’re going to be losing great talent and you’re not going to know why. And it was really simple shifts that could have been made. Like. Teaching people how to have feedback conversations. I mean, I think with franchises, I’m hearing a lot coming up of, you know, how do I motivate employees or with franchises, most with hourly employees or franchises, how do I motivate team members that maybe work part time a few hours a week?

You know, what’s the incentive? I can’t pay more. Or that person actually. Just wants to do four hours a week. They don’t really actually want more. So like money isn’t the motivator. There’s all these questions I think that are coming up more and more that we’re having to wrestle with. And those are real, you know, those are real challenges that exist. I think what we learned very early on, and I think it’s such a simple thing to your point that people overlook, you know, myself included, it’s like there’s been learning, you know, learnings.

Steps as we’ve gone along and things that we’ve had to refine but if you treat people as people first and not employees like if you get to know who they are if you figure out What, what makes them tick? What are their challenges? Like, what are their kids names? What are the things they’re excited about in their life? Like, if you get to know them as people genuinely and you show interest  as if you care, which you should if you’re a business owner.

Yeah. Managing people, that’s the number one thing that we look for is like, do you love people? Do you love to love on people? That’s it. That’s your number one thing that just gets you going because that’s what this business is about. But, you know, but it is, it’s going to, it’s going to ensure your success. And it’s like, if you do those things first, foundationally, those harder conversations of like, Hey, you know, you’ve been 15 minutes late in the past six months.

Seven shifts. Let’s talk about this. We should be waiting seven shifts to have that conversation. You know what I mean? Like, you know, it makes it easier to have those conversations. And, and to your point, what that requires is just time. It requires you being face to face in front of people and not having an agenda other than just getting to know them and genuinely caring. And that’s going to serve you so much better. So much, you know, so well and so much better down the line when you have to have those hard conversations is because there’s that underlying understanding of just genuine respect.

And I think that’s so necessary today. And one thing that people are craving, I mean, you know, we all want to feel validated. We all want to feel like we matter and we want to be seen and heard. And you know, I think that’s like the number one advice that I would give to managers is like, invest in just getting to know your people and genuinely care about them. Absolutely. The rest won’t fall into place. It’s so true.

And it’s minimal upfront investment for like huge return on the other side. Like you said, there’s nothing more costly and just like draining than having to continually rehire and re onboard and, or to have really great people that leave because you, you didn’t really get what mattered to them. And yeah. You know, with, by getting to know someone, you understand what is that, what’s their appreciation language as they say, do they really want public recognition? Do they want more pay?

Does that actually not really motivate them? Do they want just an experience, whatever it looks like? We can’t guess. And a lot of times we apply. What we find or we think, well, of course, folks are here to get paid more. And if I can’t do that, then there’s nothing I can do. But I think one thing that’s been really clear in what you’ve talked about throughout this conversation is. We really have to make sure our team members know why you work in this company as opposed to somewhere else.

Because especially with the service provider industry, folks can get jobs other places. There is opportunity to move around. There is a lot of transitions and there’s also folks that stay a long time because they’re really bought in. And so you can be the difference if you show people who you are. Why? And it’s something I think that business owners and leaders have to, you don’t just tell people once and you don’t just tell them, you show them, right?

And you show them all the day, all the time with all of these actions that you’re talking about. Yeah, that and you’re bringing up a point that we haven’t talked about yet, but at Squeeze, we’re a very values oriented organization. We have Five different core values that we actually use in our daily operations. So they’re not just words that live on a page, but they’re actually actions that the team takes every single day. They recognize each other for living our values.

And so that’s how we keep it alive. But I think to your point about buy in, it’s really making sure that you’re communicating those living by example, of course, but not letting that concept Die on the vine in the beginning. Yeah constantly reminding people. Hey, this is why we’re here. This is what we’re all about This is what we’re showing up for and yes, we all need a paycheck because we’ve got to live and survive But this is our purpose.

This is why you know, we’re here to serve. We’re here to make people feel good What a yeah, what a joy and a privilege and an opportunity It is as much as it is a responsibility. And I think having that shared language and also shared values, right? Like a shared purpose, a shared desire on how you want to show up in the world, which is a lot of the conversation we have with our employees in our cultural interviews.

We do cultural interviews before we do what we call auditions or practicals to really understand skillset. We talk more about, Hey, what motivates you? What do you care about in the world? Like, let’s make sure we’re aligned there first. And I do think to your point, reinforcing that from a brand standpoint. Uh, makes people feel aligned, makes people feel like they’re a part of something bigger. And I think that, that’s where it’s at. Yeah, no, absolutely.

And I love that you weave it into meetings and conversations into the interview process. Like it’s, I think a lot of times we find out later that someone wasn’t a fit, but when you bring it into all the way from recruiting, the kinds of maybe industries that you’re looking for, the questions you’re asking, like you said, having a separate interview for that, that’s how we find out and no, it’s not a, there’s no perfect system, but you’re reducing that, that you’re.

You’re mitigating the risk for it being nobody’s a fit and why does this keep happening? And I would encourage folks that if you’re listening to this and you’re thinking, gosh, yeah, I keep having high turnover and I, I don’t know what to do. Try this. Start with your next hire and take a step back and say, okay, what are our values and what are we doing? What would some of the questions be that could tease some of this out?

Are there antidotes I want them to share or are there scenarios we want to walk through? Whatever it looks like, because you think there is actually quite a bit more that we can suss out. And your point around some folks being apprehensive, talk about sales and money with customers and different things. I think one strategy. Many of the folks in the service industry that I’ve worked with have started to deploy through working with them is talking about what’s on the other side.

Like you’re helping this client achieve this goal. And if there’s something that goes with that, you know, it’s not an upsell and that maybe shouldn’t be communicated at the end, right? It’s like, Hey, let’s talk about this holistically. What’s the plan? How do you get to your results and really teaching your team members? like about that and what that is and helping break this feeling of it’s sales are icky. I don’t want to talk about money, but what are our goals here?

We want this client to come away feeling like that person got me, they understood and they saw I had opportunity to get to this result faster. And that’s why we’re talking about this. And I don’t feel pressure and I don’t feel like I have to do this, but someone is like in my corner trying to get me there. So, but that comes through talking to your team members and really making sure they understand the why behind it.

Yes, exactly. And aligning on the benefits too,  whether you’re selling a product or a service, you’re out there trying to deliver value to your customer. And so the more you can talk about the benefits of whether it’s frequency and product or service, or adding this, that, the other thing to the benefit in, in what you’re wanting to see that again, to your point, like it’s, so it serves everybody and it’s about helping someone, not just selling and pushing something, which I do think is like the best form of marketing when you’re.

educating, helping, providing value. I mean, that’s really where the magic comes from. Yeah. I love that. Well, curious, you know, is there any sort of last takeaway around managing, marketing, scaling that you want to leave folks with before we wrap up? Gosh, I think it’s just remember that everyone’s human. I think that is one of the, the best things that we can do as leaders and as managers is just Reflect being a human also back to your team I think that’s one thing I’m learning more and more is just like the more vulnerable I am and open I am about hey I don’t know the answer to that or this is one thing that I’m not sure how we should go about the more it allows other people to do the same and Just creates a safe space and and also an opportunity for us to To grow and get new ideas and new perspectives.

So I think it’s just show up as a human being, not a boss or a manager, be a person and appreciate your team for the people they are too. It will serve you and the business tremendously. Yes. I love that so much. That’s the perfect place to end. And where can folks learn more about Squeeze, about your work, anything, get involved in any way? Yes, SqueezeMassage. com is where everything’s at. You can book, you can learn more about franchising, follow us at Squeeze on Instagram, and hopefully we’ll be treating you to a massage sooner than later.

You deserve it. Awesome. I love that. So much Britt. I loved our conversation and I just appreciate so much how your work has been such an inspiration to me. Thanks, girl. Back at you. Keep going. I’m rooting for you. Thank you. That’s all I have for today. Thank you so much for tuning in to the Managing Made Simple podcast where my goal is to demystify the job of people management so that together we can make the workplace somewhere everyone can thrive.

With that said, let’s spread the word. If you love this episode, please pass it along to someone who might benefit from it. See you next time.