MANAGING GOSSIP, CLIQUE'S & INTERNAL CONFLICT
Written by Jaco Parkin
Every employer knows the moment. A client leaves with a colour that isn't quite right, a Hairdresser keeps arriving late, or a Beauty Therapist rushes through a facial. You know you need to say something, but you also know how quickly one wrong word can sour the mood in a small team.
In the Hairdressing, Cosmetology, Beauty and Skincare Industry, feedback is personal. Hairdressers, Nail technicians, Beauty Therapists, and Barbers put their hands, their creativity, and their reputation into every client interaction. Criticism of their work can easily feel like criticism of who they are. And when everyone works side by side all day, a bad conversation doesn't stay in the back room. It shows on the floor, and clients may notice it too.
The good news is that giving feedback well is a skill anyone can learn. Done right, it helps maintain good working relationships, keeps standards high, and protects the interests of the establishment.
Why feedback sometimes backfires
Most of us remember feedback that made things worse, not better. Research agrees: a major review of feedback studies found that, although feedback improved performance on average, more than one in three feedback interventions actually reduced performance. The researchers found that feedback can become less effective when attention shifts away from the task and towards the individual.
In an establishment, that sounds like:
"You're so careless" instead of "The toner stayed on too long on Mrs Smith's highlights."
Pointing out a mistake in front of a client or the whole team.
Only speaking up when something goes wrong.
Comparing Employees: "Why can't you be more like Lerato?"
The flip side is just as clear. Gallup found that 80% of Employees who said they had received meaningful feedback in the past week were fully engaged in their work. Meaningful feedback includes recognition, collaboration, clear goals and strengths, not only mistakes.
Build trust before you need it
A junior Employee who trusts you will say, "I'm not confident doing a colour correction on this hair yet," before attempting it. One who doesn't trust you may try it and hope for the best, and your client could pay the price.
Harvard researcher Amy Edmondson examined psychological safety: a shared belief within a team that it is safe to take interpersonal risks, such as admitting mistakes and asking for help.
You can encourage it in small, everyday ways:
Notice good work out loud. A quick "That fade was spot on" between clients goes a long way.
Own your slip-ups. "I double-booked you on Saturday. That's on me."
Ask your team for feedback too. "What would make your day run smoother?"
Treat everyone fairly. Your top earner and your newest assistant should be held to consistent standards.
Keep team huddles positive. Use them for wins, bookings, and plans, not for calling people out.
How to give feedback in the establishment
Pick your moment: not in the middle of a client appointment, not on the establishment floor, and not when you're angry. Speak privately between appointments or at the end of the day.
Talk about the work, not the person. "The cuticle work on your last two manicures was rushed" is more constructive than "You're lazy."
Be specific. "Good job" and "Your attitude needs work" give someone little to act on. Explain what went well or what needs to change.
Don't sit on it. Raise the concern promptly, while everyone still remembers what happened and the details can be discussed accurately.
Listen first. Ask for their side. There may be a new product they weren't trained on, a client who changed their mind halfway, a taxi strike, or a sick child at home.
Agree on the next step. Discuss what needs to change, what help or training is needed, and when you'll check in again.
A simple way to say it
The Center for Creative Leadership recommends a three-part approach called Situation–Behaviour–Impact. Describe when and where it happened, what you observed, and the impact it had. Then ask for the Employee's perspective. The approach can be used for praise as well as correction.
Here is how that sounds in practice:
Instead of telling a receptionist, "You're always rude to clients," try: "This morning at reception, when Mrs Daniels asked about her booking, you kept looking at your phone. That may have left her feeling overlooked, and she's one of our regulars. What was going on?"
Instead of telling a Beauty Therapist, "Your facials are rushed," try: "Your last three facials finished 15 minutes early, and Ms Botha mentioned she didn't receive her massage. Clients pay for that treatment time. Is something making you rush?"
And instead of a quick "Great work today," try: "On Saturday, when the bridesmaid's updo slipped, you stayed calm and redid it in ten minutes. The bride left very happy and has already booked her anniversary treatment. Thank you."
An establishment example:
Thandi is a talented Nail technician. Over three weeks, two clients return with gel applications that lifted after a few days, and her bookings start running 15 to 20 minutes over.
What damages the relationship: At the Saturday morning team huddle, the employer says, "Some of us need to stop rushing and sort out our quality." Everyone knows who is being referred to. Thandi is humiliated, the team feels uneasy, and the underlying problem remains unresolved.
What strengthens it: The employer asks Thandi to meet privately for ten minutes after her last client on Monday. The employer explains what has been observed, including the two repeat appointments and the overruns, and how these are affecting the appointment schedule. Then the employer asks what is happening. Thandi explains that, since the establishment switched to a new gel brand, she has been unsure about the preparation steps and has been taking longer to be safe.
Together, they agree that the supplier's representative will provide a training session within two weeks, that gel appointments will be allocated an additional 15 minutes until then, and that they will meet again in a month. The employer makes a brief note of the discussion and agreed actions. Thandi feels supported, the underlying problem can be addressed, and the working relationship has a better chance of improving.
What the law expects
You don't need to be a labour lawyer to get this right, but it helps to know the basics.
Poor performance needs to be addressed fairly. South Africa's Code of Practice: Dismissal, published in September 2025, provides guidance on fair dismissal, including dismissal related to an Employee's capacity. Where concerns relate to poor work performance, employers should clearly explain the performance standard and the shortcomings, consider appropriate guidance or training, and provide a reasonable opportunity to improve where appropriate. The steps required depend on the circumstances. The Code recognises that the nature and size of an establishment may be relevant to procedural fairness, but this does not remove the requirement for a fair reason and a fair procedure where dismissal is contemplated.
Feedback is not automatically bullying or harassment, but conduct matters. Shouting, humiliating an Employee in front of clients or repeatedly targeting someone may raise concerns, depending on the nature, seriousness and circumstances of the conduct. The Code of Good Practice on the Prevention and Elimination of Harassment in the Workplace, published in 2022, provides guidance on preventing and addressing workplace harassment. Employers should take concerns seriously and respond appropriately.
Write it down. A few lines after a conversation, recording the date, what was discussed, what was agreed, and when you will follow up, can help establish a clear record if the matter later reaches the bargaining council or the Commission for Conciliation, Mediation and Arbitration (CCMA). Keep records factual and confidential, and follow applicable record-keeping requirements.
Know the difference between coaching and discipline. An Employee who is still learning may need training and support. A refusal to follow a reasonable instruction may raise a conduct issue requiring further consideration. The correct response depends on the circumstances, and a formal disciplinary process may be necessary where misconduct is alleged. If you're unsure which approach applies, contact EOHCB for guidance before proceeding.
Quick checklist before the conversation
Am I calm, and are we somewhere private?
Can I say exactly what happened and when?
Do I know how it affected the client, the team, or the establishment?
Am I ready to listen to the Employee's side?
Do I know what training or support I can offer?
Have we agreed on a next step and a date to check in?
Will I make a short note afterwards?
In closing, your team is the heart of your establishment, and clients often follow the person who does their hair, nails, or skin. Feedback that is private, specific, regular, and two-way helps retain good Employees and maintain high standards. Feedback that is vague, public, or personal can damage working relationships and contribute to Employees leaving.
Start small this week: give each team member one specific, genuine compliment, and prepare properly for one conversation about something that needs to change. If you need help with a difficult performance conversation, an improvement plan, or deciding whether a matter calls for coaching or discipline, EOHCB is here to help.
