LEADING FORMER PEERS & MANAGING AUTHORITY DYNAMICS

Written by Siphesihle Mthombeni

In the hairdressing, cosmetology, beauty, and skincare industry, work is deeply personal. You spend long hours together, share clients, help each other when things get busy, and sometimes even become friends. That is why things can feel awkward when one day you are working side by side, and the next day, you are the one in charge.

Maybe you used to laugh together in the staff room, swap shifts, or complain about difficult clients. Now you must check performance, approve leave, and sometimes correct behaviour. It can feel uncomfortable, and if we are honest, a bit emotional too. But this situation is actually very common in salon/spa spaces, especially where people grow into leadership from within the team.

The biggest change is not really the job; it is the relationship.

Shifting Relationships and Building Fairness

When you become a leader, people still remember the “old you.” Some may still treat you like nothing has changed. Others might watch closely to see if you favour certain people. That is why fairness becomes very important. You do not have to become cold or distant, but you do have to be consistent. The same rules must apply to everyone, even friends.

Fairness is not only a personal value; it is also a professional requirement. In South Africa, the Labour Relations Act (1995) and the Basic Conditions of Employment Act (1997) set clear expectations for workplace fairness and compliance. These laws remind leaders that consistency is not optional; it is the foundation of professional responsibility.

Communication as a Leadership Tool

Clear communication helps a lot. Instead of assuming everyone understands your new role, explain expectations openly. For example, talk about working hours, client handling, and responsibilities. When people know what is expected, they adjust more easily. It removes confusion and prevents misunderstandings.

Consider a scenario where a salon/spa introduces new client booking systems. If the leader explains the process step by step, staff feel included and respected. If not, frustration builds quickly. This is why communication is not just about talking; it is about listening, clarifying, and ensuring everyone feels part of the journey.

The Department of Employment and Labour’s Workplace Compliance Guidelines (2023) emphasise that communication is central to compliance. Leaders who explain policies clearly reduce conflict and strengthen trust.

Formal Structures and Industry Standards

In South Africa, workplaces operate within formal labour structures that guide how employees and employers interact. The hair and beauty industry follows standards set by the bargaining council that help ensure fair treatment and proper procedures. If serious workplace conflict happens, there are formal systems to resolve disputes fairly.

The Commission for Conciliation, Mediation and Arbitration (CCMA) plays a vital role here. Its 2022/2023 Annual Report highlights how disputes are resolved through mediation and conciliation, ensuring fairness for both employees and employers. For salon/spa leaders, this means that conflict management is not just about personal diplomacy; it is about following recognised procedures.

The Employers' Organisation for Hairdressing, Cosmetology, and Beauty (EOHCB) also provides agreements and compliance guidance specific to the sector. These agreements remind leaders that fairness is not just about how they feel; it is about aligning with industry-wide standards.

Leadership Beyond Rules: Supporting Growth

Workplace leadership is also shaped by national employment regulation and training standards. There are clear expectations around compliance, skills development, and professional growth. This means leadership is not only about managing people, but it is also about meeting industry standards and supporting professional development.

The Services SETA Sector Skills Plan (2020–2025) highlights the importance of continuous training in the services sector, including beauty and hairdressing. Leaders who encourage staff to pursue accredited training not only strengthen their team’s skills but also contribute to the industry’s long-term growth.

Imagine a salon/spa leader who supports a junior staff member or a member who has been in the industry for many years without a formal qualification or skills certificate in enrolling for an accredited course/qualification. That investment builds loyalty, improves service quality, and positions the salon/spa as a professional space. Leadership, therefore, becomes a bridge between compliance and creativity.

Balancing Kindness and Accountability

But leadership is not only about rules. It is also about people. The hair and beauty industry is built on relationships, creativity, and trust. Your team still needs to feel respected and supported. You can still be kind, approachable, and understanding. The difference is that now you must balance kindness with accountability.

Think of it like this: before, you were part of the group. Now, you are responsible for the group. That does not mean losing connection; it means guiding it more healthily. Over time, if you are fair, clear, and respectful, most former colleagues will adjust. Some may even support you more because they know you, your work ethic, and how hard you worked to get there.

Practical Leadership Guide: What You Must Do and Must Not Do

What you must do:

• Be fair to everyone, even when it is uncomfortable. For example, if two employees request leave at the same time, apply the same criteria to both.

• Communicate clearly about expectations, schedules, and responsibilities. A weekly team briefing can prevent confusion.

• Listen to your team, people want to feel heard and respected. Even small suggestions can improve workflow.

• Stay professional when making decisions, especially difficult ones. Professionalism builds trust even when outcomes are tough.

• Lead by example: arrive on time, follow rules, and show the behaviour you expect. Consistency sets the tone.

• Support growth: help team members improve their skills and confidence. Encourage training and mentorship.

• Address problems early: small issues grow quickly in close working spaces. A quick conversation can prevent bigger disputes.

What you must not do:

• Do not favour friends/colleagues or treat people differently. Favouritism damages morale.

• Do not avoid difficult conversations; silence creates resentment.

• Do not try to please everyone all the time. Leadership requires balance, not popularity.

• Do not correct people harshly in front of clients or coworkers. Respect must guide discipline.

• Do not forget that respect goes both ways; authority is not control.

• Do not ignore workplace policies or procedures. They protect everyone, including you.

• Do not take things personally. Leadership decisions must stay professional.

Leadership as Care and Responsibility

Leading people who were once your equals is not always easy. But in the hairdressing, cosmetology, beauty, and skincare industry, where trust and teamwork matter so much, it can also be one of the most meaningful ways to grow as a professional.

When handled with honesty and consistency, leadership becomes less about power and more about care, responsibility, and setting the right example every day. It is about balancing compliance with compassion, rules with relationships, and accountability with growth.

In simple terms, good leadership is about balance, being human, being fair, and being responsible at the same time. And when leaders embrace this balance, they not only strengthen their teams but also contribute to the professionalism and sustainability of the industry itself.