Healthy accountability—the power tool behind top-performing franchises

Here at Great Clips, we’re in the thick of preparing for Zone Meetings—high-energy regional gatherings where franchisees, salon managers, and corporate staff come together for keynote speakers, breakout sessions, and one of my favorite parts, celebrating award winners.

As we’ve been reviewing the testimonials for those awards, one word keeps coming up again and again: accountability.

When we look at the salons and franchisees earning top honors, they have one thing in common: leaders—whether they’re managers, general managers, stylists, or franchise owners—who take responsibility for results and hold each other accountable.

And not in the “scold and write someone up” kind of way. I’m talking about healthy accountability—the kind that fuels growth, teamwork, and success.

What healthy accountability looks like

Kevin Sensenig, who studies workplace culture, describes healthy accountability as something people actually seek out, not something they avoid. It’s about giving people ownership, connecting their work to the bigger picture, and applying standards consistently at every level.

That’s exactly what we see in our most successful Great Clips franchise organizations.

Franchisees putting accountability into action

Take Kristy Beliew, who owns four Great Clips salons in the Jonesboro, Arkansas market. Her advice to other franchisees is simple: “Don’t assume your team is already doing it just because you think they are.” She’s referring to the specific customer service steps every Great Clips stylist is trained to follow.

Kristy knows that without accountability, it’s easy for steps to be skipped. She measures, she checks, and she follows up—not because she’s micromanaging, but because she knows consistency is the foundation of a great customer experience.

Or look at Kara and Mike O’Rourke, who operate seven salons in the Boston area. For them, accountability starts with culture.

Kara says, “Our salon culture is built around being a good team and a good teammate. When someone doesn’t do what they committed to do, they’re letting down the team, and ultimately the customer.”

Notice the focus there—it’s not about blame, it’s about impact. Mike coaches their managers to address the issue in a constructive way, rather than punish. If someone’s late or leaves early, it affects both the team and the customer. The O’Rourkes work with their employees to understand the cause and find solutions together.

Celebrating wins

These franchisees also view accountability as a chance to spotlight what’s going well. Recognition is a huge part of their leadership style. When someone meets their goals, they celebrate it—with public praise, incentives, or a simple thank-you. That’s healthy accountability in action: clear expectations, support to meet them, and appreciation when they’re met.

What I love about these examples is that they bust the myth that accountability is only about catching mistakes. In reality, it’s about building trust.

When leaders set high standards and follow through—every time—people know where they stand. They take more pride in their work. They look for ways to improve. And they pull together to meet shared goals.

That’s the kind of accountability that wins awards. And more importantly, it’s the kind that keeps businesses thriving.

If you want to know more about how Great Clips franchisees create this kind of culture—and how we would work alongside you to build it in your own franchise business—let’s talk. I’m always happy to share what I’ve learned from franchisees who are doing it best.

Beth Nilssen

Director of Franchise Development | Great Clips, Inc.
800-947-1143 | [email protected]