A Q&A WITH RACHEL ROSELT, SPA DIRECTOR AT BULGARI LONDON
Rachel Roselt, Spa Director at Bulgari, Knightsbridge London, provides insights into leading a spa through a global pandemic. Thank you Rachel, a leader we love.
How have you changed your leadership style to manage the added stresses of the pandemic?
I am normally a very inclusive leader and like to involve my team in decision making, problem solving and evolution of the Spa. Having said that, I also ensured to have firm boundaries in place with my team to cope with the demands of running the Spa and manage my own stress levels. As the pandemic was beginning to show signs of a real impact to our business, I was faced with creating scenario’s where we could still operate productively. In the initial moments I held meetings with the Spa Management team to keep them informed of the decisions we were going to face and the potential effects on the team and the business should we be forced to operate differently and worst case scenario having to close. We then held interdepartmental meetings to keep the lines of communication open with Therapists, Sales & Reservationists, Spa Attendants and our partners in the gym and hair salon etc. The team were in a state of denial and blissfully unaware of the magnitude of the situation, but speaking with them and carefully offering up the facts and scenarios we may face, all the while reassuring them that their health and job safety is our greatest concern, instilled a sense of confidence in them which helped when we were eventually forced to close. The days leading up to the closure with intensely difficult as many colleagues were being signed off work left, right and centre, including myself which was a really hard blow. I couldn’t be there when the team needed me most. That was the beginning of virtual leadership and my inclusive leadership style needed to evolve.
I felt that the best way I could relate to my team during the closure, was to show that I am one of them and that the only difference between them and I was that I was still working and doing everything I could to help us to reopen safely and save all of our jobs whilst also trying to navigate life in lockdown. They too were managing their home life which for many yielded to different roles, some became fulltime parents and home schoolers, some volunteered and continued to work, some studied and upskilled and some took the opportunity to have a rest, all very valid and rewarding substitutes of their previous life in Spa. I hosted weekly Managers Zoom calls followed by Full Team Zoom calls, and also created a weekly newsletter based on our personal lockdown lives and wore my heart on my sleeve with complete transparency. This carried us for the 21 weeks of lockdown and created a strong bond and resilient team to the point that when we reopened on August 15th, it felt like we were never apart, however much we missed the human contact.
What changes have you seen in the team?
The team have become more open in terms of communication, their feelings around deeply challenging topics that we have been faced with such as loss and grief of both loved ones and our previous lives, in addition to racial equality and general equality in our lives and in the work place. Individuals have been forced into self-development, reflection and survival in some cases which changed people in ways we will only begin to see as we continue to navigate our way out of this pandemic. Operationally and practically, the team have been willing to help out in every way possible and they have graciously accepted their adjusted roles and responsibilities in support of our job retention plan across the hotel. Colleagues have responded very well to the empowerment we have given them with regards to being part of the reactive and proactive steps we are constantly taking. They have proposed brilliant ideas for us to adjust in ways to make us financial viable and still high luxury.
How have you managed your own stress during throughout the changes to your business?
On a personal level, I took the time to reflect on past experiences that I survived and thrived afterwards and drew from that well of hope to keep me focussed on our plan of action. I began to set myself personal goals to stay active and started running which I found hugely rewarding. Professionally, I appreciated the guidelines shared by the UKSA and PB and took elements from these and World Health organisation/NHS recommendations when writing our Post-Covid Secure plan for Bvlgari Spa London. We, the Spa industry found ourselves in unchartered waters with very little guidelines to follow in order to be confident that we were on the right path. That was quite stressful, so I looked at my resources and weighed up what the most important element of reopening successfully would be and decided to focus on the cleanliness and sanitization of the Spa. I worked closely with our Executive Housekeeper, her and I were appointed cleanliness champions for BHL to bring the hotel through the pandemic. This forced me to become an expert in this area and boosted my confidence in what we were doing and reassurance to know that it was not only the right thing to do but also the best options were agreed upon collectively.
What are your lasting lessons from this experience?
My lasting lesson is that anything is possible. Not much more to say than that! I learnt this lesson time and time again from April – August 2020 (and continuing to) so now I will remain the student, ever learning, evolving and being open to change, potentially even seeking change at all times. I realise that that is a great place to be. Erring on the side of delight, expect the unexpected and never be surprised.
What can we, as an industry learn from 2020?
The Spa & wellness industry as never seemed more relevant to society. The power of touch, the need to strengthen our immune system, exercising for mental health, holistic therapies and remedies for prevention of illness. Not to mention the beauty and grooming aspect of Spa’s and Salons which are integral to our outwardly appearance fuelling our inner voice of confidence. We are ready for a boom in 2021 and need to lead the way in educating people in the benefits of all that we do.
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