Untitled by Flaunt Boutique
Industry: Hairdressing & Retail
About: Untitled by Flaunt Boutique is a Salon and Lifestyle brand. The founder wanted to create a space to add sophistication to getting your hair done. A hair outing with atmosphere, conversation, and drinks - a speak-easy with a confidant.
Ideal Culture: Autonomy and Collaboration co-existing.
Roadblock: Decision-making was hard for the team. There was a lot of talk and sharing of opinions without goals, expectations, and responsibilities being clearly communicated from the founder to the team. No one was clear on how to work together, what they were working on, who was making decisions, or how they were made.
Results: Collectively gathering collective values, putting clear communication practices into place and identifying key decision-makers freed up time and space for people to work more autonomously and creatively. The founder was able to step back into their visionary role.
“As a creative business owner, I found it hard to make decisions because I was trying to please everyone. I wanted everyone to be happy and autonomous and earn a good living in a cool chill space.
After working with Georgia, I began to see in trying to please everyone, pleased no one. Taking time to consider individual communication styles, including my own, we implemented a variety of tools to facilitate information gathering and sharing. We now have that cool, chill place by learning to embrace decision-making.
- Ivan Gibski - Founder
The Approach
Get Curious
Real-time needs assessment through observing, anonymous surveys and interviews with every team member
Get Clear
Values exercise, Goal defining and Vision sharing with the whole team
Get Connected
How we work roadmap: Meetings, newsletters, communication tools (Slack), regular business and individual goal-setting meetings, updated policy guides.
If decision-making is hard for you and your team, you are taking on more work than you can manage and feeling drained; a needs assessment could help you get clear the real problem.
