Salon Managers

At Stevens Great, our Salon Managers are the most important leaders in the company. You set the tone, coach the team, and deliver the experience that keeps customers coming back. This isn’t a clipboard job. It’s a people-first leadership role that requires clarity, accountability, and heart.

When our salons succeed, it’s because of strong, present, and committed managers. When they struggle, it’s often because this role is unclear or under-executed. That’s why we created this guide — to give you everything you need to understand, own, and excel in this crucial position.

At Stevens Great, the title “Manager” isn’t about holding a position — it’s about leading with purpose and living our values. You are the heartbeat of your salon and the keeper of the customer and stylist experience.

Mindset You Must Bring

● Ownership > Excuses

● Clarity > Confusion

● Growth > Comfort

Your Core Responsibility

You are responsible for everything that happens or fails to happen in your salon — from people to process to performance.

  • ○ Create a smart, well-balanced schedule that covers peak times and supports your team.

    ○ Ensure strong weekend and evening coverage while honoring flexibility and fairness.

  • ○ Show up with positivity, energy, and trust.

    ○ Spark fun, motivation, and connection through contests, challenges, and daily recognition.

  • ○ The salon reflects your leadership.

    ○ Ensure the cleaning checklist is done daily and details are never overlooked.

    ○ The salon is ready daily is the cosmetology board or Great Clips corporate were to visit for a facility inspection.

  • ○ Don’t hand off checklists — coach for growth.

    ○ Use GCU, Leads, and StevensGreat tools to help every stylist thrive.

  • ○ Set the tone — warm greetings, great service, friendly conversations, and a strong close.

    ○ Step in early when something feels off.

  • ○ Work with your GM + recruiter to keep your salon fully staffed.

    ○ Always be recruiting and building your bench.

  • ○ Use reports in Salon Data to track progress and close gaps.

    ○ Focus on customer count, retention, CPH, and retail.

Time Based Tasks and Responsibilities

As Needed

- Posting Salon goals and Summaries with notes for team
- Redo Log

- Handle deposit discrepancies, over/shorts, resolve issues
- Audit the facilities and ensure salon is up to standards
- ESST – Ensure understanding of ESST vs PTO
- Tension Removing Conversations with employees
- Interview Incoming Applicants
- Cut Hair intentionally for coaching opportunities
- Call Outs (Help find coverage or shift team schedule)
- Shout out salon teams on Band for day-to-day achievements
- New Hire Onboarding

– Train/supervise using certification process
- Ensure stylists can sign into GCU and conduct trainings
- Special Events

– Plan for peak busy seasons
- Acknowledge birthdays/anniversaries via text & social media
- Lead salon tech issue resolution (ICS, Foundation)

Daily

- Attendance Log Execution
- Reflect on Payroll, Waits, Customer Count, CPH, Floor Hours
- Clean Salon
- Appreciation and Celebrations

– Chief Celebration Leader!

Weekly

- Scheduling & Conversations on availability
- Review bubble sheet, customer demand, complete schedule
- Submit schedule by deadline
- Weekend/Blackout Calendars, unmet peak analysis
- Weekly Check-Ins planning & execution with stylists
- Manage Redo Communication/Training
- Time Off Requests
- ESST Visibility / Make-up shift plans
- Variance Report
- Product Sales by Employee
- Salon Goals – Review and Post
- Organize weekly manager schedule & 1:1 plans
- Assign GCU trainings based on stylist needs

Monthly

- Employee Performance Reports
- Monitor Fake OCI
- Contest Creation / Team Focus Planning
– Train next leader/assistant
- Order Supplies
- Inventory Reconciliation
- Customer Perception Checklist
- Quality Connections
- Recruiting

– 5 stylist connects

Quarterly

- Quarterly Salon Planning Workflow
- Execute Pod Social Outing
- Facility Review of Salon

Annually

- Conduct Stylist Annual Reviews
- Execute PGPs
- Salon Audit – 3 months prior to PGPs