Beauty Pro To CEO

Episode 4: Promotion Requests - some ideas for managing team growth

• Debbie Mulhall • Episode 4

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Empowering Your Team: Promotions, Growth & Career Pathways 

💡 As your business grows, your team needs to grow with it. In this episode, Debbie Mulhall shares her approach to promoting team members, encouraging personal and professional growth, and creating a supportive, joy-filled business culture. Whether you’re navigating team promotions or wondering how to keep your staff engaged, this episode is full of practical strategies and inspiring insights.


What You’ll Learn in This Episode:

  • Creating Clear Career Pathways – How to help team members grow within your business and why it matters.
  • Training & Development Strategies – Tools and tips for nurturing talent, from SOPs to off-site workshops and team-building.
  • Handling Promotions with Clarity – What to do when a team member wants more responsibility—and how to say yes with structure and support.
  • Aligning Work with Joy – Why identifying “non-drinks of joy” can help you and your team stay aligned, energized, and productive.
  • Using Personality Tools for Team Growth – How DISC and Enneagram tests can help you understand your team better and assign roles they’ll thrive in.
  • Scaling Up as a Small Business – Smart delegation, consistent communication, and how to lead a lean team without burnout.
  • Building a Culture of Collaboration – Encouraging teamwork and fostering a growth-minded environment that inspires loyalty and innovation.


💬 Debbie’s Key Message: A salon should be more than a job—it should be a valuable, sellable asset. Without systems, strategy, and financial clarity, many beauty business owners face burnout and walk away with nothing. Start planning your exit now—so you can leave on your terms, with profit and purpose.

✨ Discover the 4 Biggest Profit Killers that could be holding your beauty business back 💸💔—straight from Beauty CEO & Mentor Debbie Mulhall 💄👩‍💼: https://www.beautybbm.com/signup

🎧 Tune in now to protect your passion, prepare your plan, and turn your salon into a sellable asset.

đź“© Have thoughts or questions? Connect with Debbie on:

Facebook: https://www.facebook.com/beautybusinessmasterybbm

Instagram: https://www.instagram.com/beauty_business_mastery/#

Website: https://www.beautybbm.com/

📢 Loved this episode? Subscribe, rate, and review! Your support helps empower more beauty entrepreneurs to build sustainable, stress-free success.

Debbie  0:00  

Debbie, welcome to Beauty Pro To CEO. I'm Debbie Mulhall and a cure-a-cure beauty or skin professional who wants to build a thriving, profitable business without the stress and burnout. You are in the right place. I started in this industry, just like you, working hands-on passionate about beauty, but quickly realizing the passion alone does not pay the bills. I built my business from the ground up, learned through trial and error, and became obsessed with mastering leadership systems and strategies to create a business that works for me, not the other way around. Now I help beauty clothes, just like you to do the same. This podcast is your go-to for practical business tips, no fluff, strategies and real talk behind the scenes, the highs, the lows, and everything in between. And because I'm all about mixing strategy with a little magic, you'll also get a little dose of Debbie de Lulu energetics and magic because mindset, intuition and energy are just as important as the numbers. So grab a copy. 


Debbie  1:00  

Get comfy, and let's dive in. Welcome back to beauty post, CEO. I'm so excited that you are here and listening with me. This is an impromptu one, something that came up this week in my own business. I still do run and operate. Well, I'm in the CEO position, I have a general an amazing General Manager running my two skin and beauty businesses. However, sometimes I just get prompted to share something that has come up with us. The challenges that we face in our business, for sure, are something that you could be dealing with in your business. So this week, we are dealing with a team member who would like promotion of sorts, one of our incredible long-term team members, very high-performing, high achieving, one of those Dream Team members that you never want to leave and just such a bubble of fun around the business. 


Debbie  1:58  

So yeah, that's what we're going to talk to today and speak a little bit around a team member who wants a promotion. Okay, so promotions- one thing I have learned in my experience is a promotion can come in many, many forms. So when I say she wants a promotion, or somebody wants promotion, we instantly think that this person is looking for a financial gain. This is very often the case, but not necessarily true with each team member. So we do operate a system of career pathways. So, if you have the goal and dream of running businesses long term, you do need to have a form of progression for your team members. I would say that, definitely, in the beginning, I really wasn't aware of this. I didn't have a sort of a specific set-in-stone career pathway for my team, and we certainly didn't communicate it to the team. And it wasn't because there was no career pathways. 


Debbie  3:00  

Always, always I have fostered. I'm just trying to think. I've never hired a manager externally. I've always been lucky that somebody on the team suited the role. And for sure, we did hire a few front of house from externally, but yeah, like that. Sometimes we've had team members who promoted to hybrid roles, which have worked so well for us in the areas of social media, marketing, front of house duties, admin duties, business management duties, and indeed, actually, our current General Manager started with us as a junior. I think she's with us since she's with me nearly seven years now. So yeah, we've always encouraged growth in the business. It's one of our core values, me personally as a company, but me personally very much empowering other females now and on this day and age. We're not supposed to be sexist, but I can't help I am who I am. I absolutely love getting other women to step up and giving them the little bit of encouragement and the tools and sometimes the tough love that they need to push them forward, if that's what they want. 


Debbie  4:06  

So if I have a team around me, growth-minded team members do very, very well, because if they have it all, got that hunger and passion, it's in our culture, in our company, we continuously train them. We continuously upskill them. Um, some of our team members have gone on to do external courses that are not specifically related to our business. Some have gone on to do semi permanent I had another lady who wanted to do She's an incredible makeup artist, and she name is one of these very, very talented creative people. We don't offer makeup as a service in our clinic, but she just had that itch she wanted to scratch, so she was able to offer that service within her business, outside of work. So she kind of had her own thing going on. So it's like that for a lot of my team members. If I can find a way to help my team members grow, I know they're going to be happier in their work. Okay? And. 


Debbie  5:00  

And that's big reason why your team members may be leaving if they don't see a future, if they don't see growth, and I'm sorry, but you can't fake this like you can pretend you want other people to do really well, because it will become very, very clear that's not the culture in your business. If each person on your team is not fostering that culture, it's not going. You can't just write it down on your team handbook and say, oh, yeah, we really want you all to grow. It doesn't work like that because it has to start from you at the top, and it has to filter through your management. Has to filter through your front of house, and most importantly, actually your senior team members. Because when your juniors are starting, they're the members that they're very often exposed to. We invest, oh, my goodness, so much time and so much money in team training, their development. So, for example, recording this in February, we are taking two days off. February is very good month for training, because we can have a quiet week at the beginning of February. 


Debbie  6:00  

So we've two full off-site days. We've never taken them off-site with the full team before. This my first year to do them off-site. To do it's team training, it's development. I have a little bit of Debbie Woo. Woo for them, because they don't like they all know me, so I'll bring a little bit of the Debbie Woo. I have some great gifts to give them, and they're not like, they're really nice. They're books. Okay, so I've told you what they are books, and we will do a lot around we will definitely go hard with revision. We will go hard with client case studies. But also in the background, I'm also getting that chance to connect with my main team. So at this point, I deal very closely with my general manager. I work very closely with that lady, Sheena. She does a lot of admin for me. She was a big part of helping me, even that girl, Sheena. For example, last year, when I did my online program, Sheena supported me with Kajabi. So she did a year of, I would say, like virtual assistant for me. 


Debbie  6:59  

Okay, so she wasn't like my personal assistant, but she was my virtual assistant. And, yeah, she'd never done anything in the lines of like, anything techy before. So those are the kinds of opportunities that would come up if you give people a chance to shine. But going back to the two days of that two days, for sure, I have an agenda. We go through our code of honor. We do yoga, right culture. Will do a lot, very heavy skin, advanced skin focus on this training. We have a couple of junior team members, and a couple of our senior team members are it's not a secret at this point. This podcast will be a couple of our senior team artists. At this point, actually, 122 of our senior and advanced skin therapists are just after having urban babies. We've had a few, and two more of our ladies will be leaving us later this summer. So as a sort of a pre-end, we're definitely working with our senior skin techs, and we've won Junior on the team bring them up to a more senior level because won't be able to provide the same level of service to their clients while they're on maternity. 


Debbie  8:05  

So that is what we're doing for those two days. On those two days, I'm for sure focusing my needs are that we make sure we get some high-quality training in me. Personally, I need to connect with my team, see how everybody's doing, and be there to listen to them, and obviously me putting energy into them is going to be so well received. And then I get that opportunity on those days, they're the days when you get to really dig in. And I'm kind of sneaky because right when we're done with something, we'll be in the middle talking about an acne protocol. And yeah, I really like to connect one-on-one. And at that, on those two days, I'll ask some questions. I put some little theaters out. They don't know what I'm doing, but like, I'm obviously, I want to see who wants to shine in different areas, and I'm always watching for talent. I don't know if that's just me, but like, I feel that's, again, that's really, and I'm coaching my manager to do this, like one of our youngest girls on the team right now. 


Debbie  9:01  

I say it all the time. I feel like she's gonna run the business someday, like she's the baby, she's one of the babies on the team. She's an urban baby, and feel like she has scandalous, scandalous, scandalous management potential. And at this point, she's not even a senior skin tech yet or skin esthetician, so yeah, I think it's great when you, when you spend a bit of time with the girls, you will you spot their talents, like, where they're really good, and also give them a chance to, like, just come straight out and say about the areas that they're not loving the areas and that they want to do a little bit more work in. I often do an exercise. You can do this exercise. It's not something I've created. It's something I learned many years ago. I think at business mastery in Palm Beach, I did a full week with a ton of really, really good business mentors for full week in West Palm Beach, my friend Jill Carroll came at the time. I want to say I spent about $8,000 It's been 10 years ago, but that $8,000 back then was honestly like spending 20k now. 


Debbie  10:05  

It was such a scary investment, but one of the best investments I ever made in my business. Anyway, we learned this thing called the non drink of joy. You can do it as a quadrant of joy. You can look it up. I cover it in BBM. It's one of those things. I'm not sure if I can explain it properly on the podcast. I do it with my one-to-one clients. I do it in the in the programs, but I'll briefly try and explain it, but I would say you should look up. It's a really good one for you to do. Essentially, what you do is you write down on a piece of paper, like the 9 million jobs that you do, everything from managing staff holiday requests to dealing with client grievances, performing treatments. If you perform treatments, write down every single treatment that you do. All of the tasks, like creating graphics on Canva, creating the text that goes with the posts, actually making the strategy for the business marketing plan, making the strategy for the year, deciding when to hire and fire. 


Debbie  11:05  

Are you the one that does the full hiring process? Do you do the practical interviews? Write down absolutely everything? Don't get overwhelmed, by the way, because I did this with one to one client recently, and even I was slightly overwhelmed for her because she's in that awkward stage. I don't want to go down a rabbit hole here. This is like typical Debbie. She's in that awkward stage of business where she has three team members. I always say, if you are that lady or that gentleman right now that has a salon of any nature, and you're around the tree person mark, quickly, get out of there. The two team member thing is fine once you hit three to four team member point, until you get to around the five member Mark, it is the toughest year to two or three. And please don't stay there forever. It is such a tough part of the business because all of a sudden, you have so many more jobs to do. 


Debbie  12:02  

So you still have to do payroll, you still have to do performance reviews. You now have to market your business because you need to keep them filled. You need to manage utilization. You need to start doing your KPIs. If you're doing all those things for two people, and you're the person doing it because you can't yet, and your business shouldn't be able to afford a management tier at this stage, it wouldn't make sense for most businesses, unless you're very high, I don't know, unless you're doing all semi permanent or very advanced treatments. At that point, you wouldn't have a management layer within your business. I would say that you This is the hardest part. Okay, I'm getting distracted, but at that point in your business, if you were to do this exercise, unfortunately, you're probably doing almost everything. And I've always said that, like for me personally, my dream business looks like me sitting right where I am today, doing the high-level tasks that I am so excellent at that really nobody else can do, and only those tasks that I love doing. 


Debbie  13:03  

And even in recent years, I really only want to work with people I want to work with. I don't do a mass advertisement for one-to-one clients. I don't want to work with people that I don't very much enjoy having on my team. So I have a team of maybe, I want to say there's like nine or 10 on my BBM company, but I only work with the lady who I chose to manage the project. So her name is FIA. Fi is my executive assistant. I only really work with Fia, so FIA takes care of all of the other team members. They're all working around the world. That's a virtual business. So they're everywhere and anywhere. But fear looks after that slack channel, and then I would work mostly with my GM for the urban business. So what that means is it gives me a chance to then get my work done. So if I to manage all those people all the time, I'd never get any work done. But yeah, that, to me, is the definition of success is when you only end up working doing the tasks that you love to do. 


Debbie  14:02  

Me, personally, I think I would spend any money to buy back my time, and I would spend any money to take tasks out of my day that I don't want to do. And there are years in my business where I was very happy to take a big dip in our percentage in profits, because I chose. That was my strategy for my business. That year, I wanted to have a management tier in probably when we didn't need as many managers. I've always been heavy on management. It's just my strategy. It keeps me saying, I still love my business. I love the business. I love running the business. Some people do choose to work on a little bit longer, but that point where you're at with two or three team members up to around five, it's hard, and here's why. When you list out all those tasks and all those jobs, you are going to see that so many of them do not bring you joy, and you're not working in alignment. That is one of the key things, I think, that I work with people. Is on helping them understand as well. 


Debbie  15:01  

If you're not working in areas that you love, it does not bring you joy. This is not sustainable for business growth. This is there's no longevity in that. This is why business owners burn out, and salon owners usually pull the pin after around seven years, or they scale back to just themselves. And this is why. So you can look up how to complete a nontrend or quadrant of joy. The quadrant is where you use four spaces. The non-rent is a little bit better if you're working with team members. It helps you identify the tasks that you are really good at and really off they go in one corner of your quadrant, or nontrend. They also help you determine the things that you're not so good at you actually love again. That would help you identify like a training need. We also look at the things that you are really good at, probably the only person that can do right now in your business, you really don't like them. They are sucking the life and soul out of you. You can't wait to get rid of them. 


Debbie  15:59  

And then in the other quadrant? Well, we just call it shit at and hate so they're the things that don't bring you any joy. You're absolutely crap at them, and you have 00, interest in learning. Now, unfortunately, I have had things in that quadrant. Ironically enough, at one point, anything tech related or computer related, for about 20 years would have been in that quadrant, until I realized that, yeah, my passion, my calling, required that I, on some level, get over myself, but mostly you don't end up really progressing in those areas. Unless you're a badass, hard ass and you've got a big plan, you just drive yourself to do it. See, I've had a sticky two years trying to learn how to be a little bit tech-savvy. I'm still brutal, but yeah, when I started my online business in 2024 2023, I was still typing with two fingers. Like my managers would laugh so hard at me trying to type, and everybody would just like, rip the keyboard off me. But yeah, the laugh is on me now because we have AI, and I use voice for everything. But anyway, the moral of the story, after getting so derailed from the topic of this podcast, the topic of the podcast is she's looking for a promotion. Okay, so let's get back to it. 


Debbie  17:10  

Hey, beauty boss, if you're loving this episode and you're serious about making more profit in your business without constantly hustling for it, then you need to check out my mini program, Beauty Profit First. This isn't just another pricing formula or spreadsheet. Beauty Profit First is all about flipping your mindset and creating rock-solid and simple habits that will protect and grow your profit week after week, month after month, no matter what stage of business you're in. I've also included a really, really handy plug-and-play beauty profit tracker for you to install straight away from today into your business, so you don't have to go building any crazy elaborate spreadsheets. It's all there, ready for you to go. So whether you're just starting out or you're already an established beauty entrepreneur, the difference between struggling and thriving isn't about working harder. It's definitely about working smarter and making those money moves, and that's exactly what I'm going to show you how to do inside Beauty Profit First. S,o if you're ready to start running your business like a true CEO and actually keep more of what you earn, then click the link in the show notes and grab Beauty Profit First today. All right, let's jump back into the episode. 


Debbie  18:21  

Anyway, this exercise is something that I would probably do with my team members, because I'll get it a little bit more how to understand what they love to do what they don't love to do very often as a perk, I will let people work their way out of tasks in the clinic that they don't like. And that works at every level, and that works for you. So that probably is a whole other day's work. That's stuff that I would do on podcast, but you can do that exercise yourself. Another thing we do with our team members is on those days we do so there's many different types. You can do the D, I, S, cC Tony Robbins DISC assessment. You can do Ray Dalio's principles test. 


Debbie  19:01  

And then you have, is it the Enneagram z. There are about three or four different types of tests that you can do, and they're basically personality tests to show what somebody is naturally predisposed to suit in their role, so what area they're naturally inclined to shine in? And it's really great for putting teams together. You can't. You don't want to build a team of three creatives. You know, you need your integrator. You need your manager. Some people are more inclined to do one thing over another. Now, if you look at the list of tasks that it takes to run a company or run a business, not one person was ever, let me just say and reiterate this, not one person was ever meant to do it all. It's the number one question. People say to me, Deb, how the heck do you do it all? This is where people go wrong. You're not supposed to be amazing at everything. No one was meant to do it all. This is the thing you're meant to outsource. You're meant. 


Debbie  20:00  

Into really, as quickly as possible, the more success every time you get a little bit successful, every time you reach a new seating, get more and more things out of your I don't want to do list anything that's draining your joy. Those things, it's, it's really, it's more expensive to not pay somebody to do it than to pay somebody to do it. Okay, so going back to this team member who wants a promotion, so this particular lady, she is a she is a class act. Okay, she's a class act. We all love her, and we will be as creative as possible to make sure that she stays very happy in her position. Because she'd be big loss. She would be such a big loss to the business. Now, not everybody wants more money as that doesn't always work as a career pathway: you make more money, you make more money. Well, eventually, you get to a point when you know, eventually the you know, the position that they hold at the end of the day, it's a business, so the position that they hold can only furnish a certain amount. 


Debbie  21:04  

And then all of a sudden, it's becoming it's not a viable request. Okay, then they need to start looking at maybe self-employed, or some sort of care rental in your business, or something to that effect. And there's only so far you can go a payroll, and then it stops working for the business. And again, you've only got so many spaces in your business. So, you know, it depends on each company, and it depends on your setup, so it won't go down strategy into things. But I just wanted to highlight that as an example. When you're promoting somebody in your business, sometimes it could be a really big win for you and that person to give them a new responsibility within their role, if they are a technician. Okay? So a lot of times it could be a thing where they're working their way to a particular schedule. 


Debbie  21:57  

I mean, for example, I have one team member, in my opinion, one of the world's greatest facialists, Roisin, like one of the greatest you could put Roisin on the schedule for from 5 pm to 2 pm four nights a week, and she Buck up. She's just got that. She's got a waiting list. She's incredible. Doesn't matter what day she works. She's always going to hold her own in the skin room. She's a very valued and respected team member, and she was big part of creating the lift and scoped facial massage training. So again, that was a nice little extra outside of the regular business for herself. You see what I mean about finding ways to really nurture people's talents. Anyway, point being somebody like Roisin may just want to not work on the weekends. She wants her Saturday off, and she wants a four-day week, and that's what she wants, and that's exactly what watching got because that was the level she worked to in the business. She was with me right through lockdown. She was one of the skeleton staff when the business closed for three of us; four of us stayed on. 


Debbie  23:04  

And Rosh was one of those girls, so she was like, ride or die. Okay, so this other lady is looking for some promotion, so I had to get a little bit creative because I want her to progress. And you know, she's still very much going to be in the treatment room. Her clients love her, but I have identified one juicy task that my general manager probably doesn't need to do and probably doesn't love doing, and she's incredible. She'll do it all day long, but I know it's not her favorite thing to do. Now, if I was to say to her, I want to give that particular task away, she would freak her tits, and she would say, Oh, my God, no, no, no, you can't give that like they won't be able to do it. It's not her favorite thing to do. She's except no; she is exceptional at doing it. There's no problem with her doing it, but I know it sucks the life out of work, right? 


Debbie  24:02  

And it's something that this other girl I know will take by the cojones, probably take about, I would say it'll take about three months to get her trained fully on it. And that'd be it. It'll be out of my general manager's role. It'll take this other lady about, I'd say she'll need to assign maybe two hours twice a month to do it. It's like a scheduling task. Let's say she's going to do the rosters for both clinics take about it'll take a few weeks to train her, and it'll take about three weeks of monitoring her, and then it can be done. And that will just mean that we'll move her towards her promotion. She has an ask, Will meet that need on the basis that she meets that need for business. So when somebody comes to you, one of your team members comes. I just want to give you a couple of little points about making something like that work in your business because you can't just, you know, dump a big new task on somebody and expect them to fly with it. 


Debbie  25:00  

So this is like management 101: so if somebody comes to you on your team and they want a progression, always definitely acknowledge them. If you want them to stay with you, you need to find a way to make it work. Okay, so get creative. Don't just sit there and say oh yes or no. Go away and think, use your brain and have a think about this person's natural abilities. What do they love doing? Where do they shine? And how could they support your business in a way that would help somebody else? So in this example, we're going to talk about maybe a scheduling task. So essentially, what you need to do is get very clear on what you're proposing, very clear and you need to identify how you're going to support that person in their progression. So that doesn't mean you dump a quick training on that person and then leave them to struggle and strive like we want to keep this person happy. 


Debbie  26:00  

Now, if she doesn't get really good training in this area and is not fully supported until she's ready to let go of the reins, things can go wrong. You don't want to upset her. You don't want her to feel like she's already so amazing at all her treatments and everything. So if, if she's challenged, now it's going to be that thing where you want to make sure that she doesn't feel like, oh my god, I'm so crap at this. And then give up no make sure that you have a proper system for training. You have a very clear SOP in place for her, for that person, for her new task. And be extremely clear. So you want to be very, very clear on the outcomes, the time frame. Be very specific on how you want to support them. Get the times allocated for hybrid roles. Make sure they have the same time. Is it weekly? Is it monthly? 


Debbie  26:50  

Make sure they go into their schedule prior to any other bookings going in, and make sure that they have a space to work so that they know where, how when, know who to ask questions to where they get support, and depending on the role, you need to give a very fair hand over time, and you need to consistently tweak that. Now, when you've you've assigned a challenging new project to one of your team members. It's a high stake, great. So, doing scheduling and rostering is high stakes, for example, because we want to make sure that all of our team members' needs are met. HR management is a very tricky role. There is very specific guidelines around how we implement our holiday requests, how we process unpaid leave, how we process sick leave. So this particular task, we need to be very clear where her position starts and ends, what her exact role is, so we're not trying to move her into a full HR role. She specifically will work in this example. I'm just giving you an example on creating the schedules and managing rosters for two clinics. She can totally do this. 


Debbie  28:00  

Okay, so you want to keep an eye on it but not be looking over their shoulder. You don't just give somebody a new task and come back in a month and then get all frustrated because that would drive you bonkers or your manager bonkers. I would say. You just need to let the person know when you're going to assess them. So in that example for handing over a task like that. This is the same if you're training up a manager or anything. I would say with this task, you're going to shadow whoever's already doing the task for two sessions. We're then going to give you a really detailed, clear SOP of guidelines on how we do this job, the who's, the how's, the what,s the whens the whys the whats we cover all of this in VBM, by the way. So this is huge, like systems and processes for everything. So I go through how to set that up. You create your system process for handing over the task. You then make sure that she is clear. So one thing, I think, is one thing for you to communicate something, but you have to make sure they understand it, get them to ask them questions. 


Debbie  28:59  

And then, in the case of their first week or two, or first time or two, make sure that you have the person who's already trained in that task, shadow them. So not say anything, just shadow them, be there as a support. And then you let them fly. And then you just reassess every month until you're both confident that you know you're you have this under control. Don't assume that that's the end of it, that there may be further training needs, but yeah, and then you also want to assess and make sure that the person is after the right and fair amount of time that they are managing now just fine. So in that situation, and there'll be a few sticking points. It may be a little bit hard for somebody who's been in your business for seven or eight, nine years or two years, whatever it is and already is like Queen, be it everything, it's good to have a little challenge. And if you're fostering that environment of growth, it's amazing. And hey, if it takes one more thing out of your diary or out of. 


Debbie  30:00  

Very busy manager's diary. It's really a win-win for everybody. Okay, so those are just a couple of things you don't want to look over their shoulder too much, but you want to support them. Give them a fair amount of time, give them very good training, and check back in with them. I always say to my manager, ask, show, tell, ask lots of questions. Show when needed. Tell when needed. So, yeah, that's just a little bit. I had made some notes here, yeah. So you kind of want to set them a task then, or, you know, do a performance for around the six-month mark and make sure that everything is up and running. And this is such a win for your business. So I went a little bit off track there, chatting about the, you know, particular types of roles that you know come up in a business and finding your joy and working in alignment really, really important to do those types of things with your team members and to definitely with yourself. 


Debbie  30:53  

Like, really do that every you want to do that every year, every time you do a new shift in your structure, so in your like, in your team structure, in your org chart, every time you move, you want to make sure people are moving into the right roles, and it's really important. So we cover a lot of that in the team mastery section of VM, but yeah, hopefully, like those little tips and tricks have inspired you, and hopefully, they have helped you a little bit. If you have team members come for promotions, there are a million ways to make sure that your team members are growing within your business. It's the number one reason your team members are going to kind of get jaded if they feel like there's nowhere else to go. And remember, it's not always about money. Sometimes it's training, sometimes it's more responsibility, sometimes it's more flexibility. So yeah, little bit of a ramble, a little bit of an off-the-cuff one. I'm so hoping that you're enjoying these podcasts. Really would love to get your feedback, so don't be shy. Drop by my DNS. I'm always excited to hear from you. 


Debbie  31:57  

Any takes, any, you know, aha moments, and certainly, if there's any burning questions, again, I'd love to be able to serve you and bring you some juicy content here. So I hope you enjoyed the episode, and I'm so looking forward to seeing you next time that is a wrap on today's episode, I hope you're leaving with fresh inspiration, new ideas and the confidence to take some action in your business, because, trust me, you are so capable of building something amazing. Thank you so much for hanging out with me today. I love having these chats, and if something in this episode lit a fire under you, please let me know. I'm always up for a good conversation. So feel free to reach out, ask questions or just tell me what you're taking away. And remember, sharing is caring. If you know another beauty pro needs to hear this, send it their way. Let's spread the love and help more beauty business owners step into their CEO power before you go. Don't forget to check out all of the goodies in the show notes. I've got some incredible resources waiting for you, including my free guide on the biggest profit killers in your business. 


Debbie  33:03  

Trust me, you will want to see these plus links to my programs if you are ready to deep diver and work with me. Alright, beauty boss, that's it for now. Keep growing glowing, and I'll catch you in the next episode.