John Paul Mitchell Systems works with distributors in 46 countries who supply approximately 90,000 salons in the United States and another 15,000 worldwide. The company has maintained its commitment to hair care professionals, selling its 90-plus products only to salons. Because John Paul Mitchell System’s financial health is directly linked to the profitability of those who buy from it, it also provides these small businesses with the tools they need to thrive.
“Part of our mission is to educate,” DeJoria says. “We teach everything from how to use our products and display them to how to keep their clients coming back. We offer free in-salon courses and inexpensive advanced classes at seminars and our affiliated schools. We see ourselves as a resource for our customers.”
DeJoria takes a hands-on approach to running the company, visiting the hair care salons that stock his products just as he did in the early years. In fact, he spends only one or two days a week in the home office. The rest of time he’s on the road, or more precisely, in the air, traveling from city to city to meet with regional managers, distributors, sales reps, salon owners and stylists. That’s why he calls his private plane his most important communication tool.
“I’m not a big fan of cell phones, and I don’t do e-mail,” he says. “I prefer face-to-face contact whenever possible.”
DeJoria didn’t get his know-how from an MBA; instead, it comes from his many years at the helm. Here are a few of his fundamentals for how to get the best from the people who work with and for you.
- Reprimand behind closed doors, one on one. Don’t ever talk about what’s wrong without also talking about what’s right
- Praise loudly, publicly and often.
- Don’t act like a boss, imposing your authority and telling others what to do. Include employees as partners, draw them in, get them to see what you see and want what you want.
- Bring your people with you. Never sacrifice others for your own advancement or ego.
- Set the tone. Then give everyone in the organization space to contribute.
- Be accessible. Encourage staff at every level to share ideas and talk about issues with you and other members of management
- Be honest, be direct and be sensitive to the feelings, needs and motivations of others.
- It sounds like a cliche, but always go by the Golden Rule.
DeJoria lives — and leads — by the motto “Success unshared is failure.”
