Battleground Conditions in the Spa
Gearing up for Work in a Tough Industry

By Steve Capellini

You may be idealistically seeking your first spa job, with visions in your mind of marble hallways, bubbling fountains, endless quietude, and a high-class clientele waiting in line wearing robes and looks of blissed-out anticipation. Or you may be thinking about opening your own spa one day, with sublime visions of friendly customers, high profits, and a staff of eager, self-motivated, well-behaved therapists and estheticians working for you.

If this is you, you are what I would term a “spa optimist.” And squared off against you on the opposite end of the spectrum are the “spa pessimists” who are often veteran spa therapists, burned out and disillusioned. Their vision is quite different. They often focus on issues such as overwork, low pay, and a lack of understanding by spa managers who have no clue about their therapeutic skills.

The optimists need a little of the pessimists’ hard edge in order to better align their expectations with reality. And the pessimists need some of the optimists’ hope, energy, and enthusiasm in order to thrive in the spa industry. In truth, the optimist and the pessimist are more alike than they know. They are both facing the same challenges but dealing with them through the filter of a different set of experiences and expectations. Like the eager young recruit going off to defend his country in battle and the grizzled veteran returning from an experience that has left him with more questions than answers, they are actually one in the same person, separated only by time. I wish I could introduce these two therapists to each other so they could meet and share their wisdom. By admitting their similarities rather than focusing on their differences, they could begin to heal the division we’ve created in our own profession regarding work in spas.

It may help, then, to consider spa work in terms of this battlefield analogy. It is ironic, hyperbolic, and perhaps inflammatory to compare the tranquil sanctuary of a spa with a battleground, but I believe it will serve a purpose in the self-contained world of this article. So, for a moment, let us examine Battleground Spa.

Spa Stress
Spas, while they may offer guests a peaceful sanctuary, sometimes offer just the opposite to therapists who work in them. In fact, for front-line employees like massage therapists, spas can definitely seem like a battleground. In the same way that those in the middle of armed conflict experience a particular brand of stress, known as “battleground stress,” therapists working in the spa industry can experience their own version of fatigue, burnout, and even injury, which I call “spa stress.” The following is an exploration of this stress, along with some ideas I hope will help alleviate it.

It is paradoxical that modern spas, which owe their very existence to the concept of peace and tranquility, can engender so much stress and craziness among employees. Behind the scenes, in back of the velvet curtain pulled before the guests’ eyes, spas can be as bad as the most hectic of businesses, such as restaurants or even a stock exchange, with people shouting, and confusion reigning. Of course, all of this is exacerbated by the fact that it must remain strictly concealed from the guests, who expect nothing but calmness and serenity as they float from treatment to treatment on a cloud of bliss. The dichotomy between the front of the house and the back creates a unique tension in spas that makes them peculiarly prone to internal ruptures and strains. Strangely, it’s this very calm, cool, collected image spas strive to project that creates stress. And, sadly, it might just be completely unnecessary. This modern trend toward ultra-tranquility in spas may be a reaction against the noise and fast pace of our lives, but it was not always the case.

In earlier times, spas were often the seat of bustling activity, commerce, entertainment, and general hullabaloo. Ancient Roman spas, for example, were anything but tranquil. And even though these Roman spas were the original inspiration for all Western spas, they form a sharp contrast to our modern expectations of what a spa should be.

As evidence of that, here is a description of an ancient Roman spa by Seneca, a famed philosopher and politician who happened to live next door to one of the baths:

“Imagine all these kinds of voices ... While the sporting types take exercise with dumbbells, either working hard or pretending to do so, I hear groans; every time they release the breath they have been holding, I hear sibilant and jarring respiration. When I meet some idle fellow content with a cheap massage, I hear the smack of a hand on the shoulders, and, according to if it is open or closed when it strikes, it gives a different sound. If a ballplayer appears on the scene and begins to count the scores, I’m finished! Suppose there is also some brawler, and a thief caught in the act, and a man who likes the sound of his own voice while taking his bath. Then there are the bathers who leap into the pool, making a mighty splash. But all these people at least have a natural voice. Just imagine the shrill and strident cries of the attendants who pluck the hair from the bathers’ bodies, who never cease their noise except when they are plucking the hair from somebody’s armpits and making another scream instead of themselves. Then there are various cries of the pastry cooks, the sausage-sellers, and all the hawkers from the cook-shops, who advertise their wares with a sing-song all their own.”

— from The Grandeur that was Rome , by J.C. Stobart, New York: Praeger, 1961.

Imagine trying to work in such a Roman spa with the same expectations modern therapists have of spa work. “What about my therapeutic intentions and the wellness options I am attempting to convey to my client?” the modern therapist might complain. “And how about all that noise and distraction? How can my therapeutic gifts be fully appreciated under such circumstances? And why am I forced to work on so many clients one after the other? And what about my pay? You’re not giving me what I’m worth. You’re treating me like a slave!”

Exactly. Those early Roman massage therapists, who worked in the most majestic and elaborate spas ever built, were, in fact, slaves. We modern spa therapists are certainly not slaves, but we have to keep in mind that we are part of a system that is not focused solely, or even primarily, on our own happiness and spiritual fulfillment. We are there to perform a job. Many therapists lose sight of (or never had sight of) the fact that if we work for somebody else, it is our responsibility to fulfill that employer’s expectations, not the other way around. The problem is that a high percentage of massage therapists get into the business in the first place because of a pronounced independent streak. Then, when we find we need a job, we are forced to “lower” ourselves to actually work for somebody else.
(No wonder spa owners and directors have such a difficult time with us.)

So, out of necessity, many of us take spa jobs, and then we try to hide our dissatisfaction and frustration, at least for a while. Because therapists cannot allow it to be seen by the guests, spa stress is a silent kind of stress, and just like high blood pressure, which is known as “the silent killer,” it can be deadly. Undue amounts of stress among employees can kill off the esprit de corps that is vital for a spa’s success. This stress can lead to the gradual disintegration of a spas’ reputation, no matter how well-established the business is. The first step in this downhill slide usually takes place when clients begin to pick up on the “bad energy” and it affects their experience. And, perhaps more importantly for therapists, it can be the first step that leads to a predominantly bitter attitude toward spas in general.

Therapists who are not happy in their positions, then, create a vicious circle, their discontent rubbing off on the guests, who then complain to management, who then make the therapists’ lives harder. It is a self-fulfilling prophecy. Yes, spas are challenging places to work. They can grind us down and are even hazardous at times. Spa stress and possible injury from repetitive use syndrome are real dangers. We need to take responsibility for our health, well-being, and state of mind when we work in spas. In order to create a more positive environment for all involved (therapists, guests, and management/ownership), it is vital that therapists learn how to deal with this spa stress effectively. If you want to get an idea of what types of situations might cause stress in the spa environment, take a look at “Battleground Scenarios” on page 52. You may notice that all of the scenarios have a few common threads running through them. Essentially, each problem a therapist has to deal with in the spa can be traced back to a thought process that goes something like this: 1) My manager/director/boss is causing a problem; or 2) This guest is causing a problem; or 3) This coworker is causing a problem; or, least likely, 4) I am having a bad day.

Notice the other-directedness of the first three thought processes and the unnecessary self-recrimination of the last. Almost always, spa therapists will look for a way to blame others or needlessly blame themselves when things go poorly rather than proactively seek ways to correct the situation without laying blame. Indeed, among spa owners and directors, massage therapists are famous for this blame game. If you can find a way to build your self-confidence enough to avoid this constant blaming, you will be one of the most precious assets any spa director could hope for, and you will go far in this industry. Techniques can be taught. Skills can be learned. It is extremely difficult, however, to instill an attitude of self-reliance, acceptance, and responsibility.

Spa Solutions
What, then, to do about this pandemic of negativity in the spa? How to react to the constant barrage of battleground-like events that occur without blaming the situation unnecessarily on someone else or yourself? In my view, there are three paths toward possible solutions: Create a relationship with management/ownership; set personal boundaries while respecting the spa’s needs; work hard while taking care of yourself.

Create a Relationship with Management/Ownership
One of the biggest underlying problems for massage therapists in the spa industry is that we separate ourselves emotionally, mentally, and spiritually from management and ownership, so much so that it seems to me as if we are imposing a caste system on ourselves, creating an unpleasant and unnecessary Us vs. Them mentality. “They” do not understand our needs. “They” do not understand what we are trying to accomplish therapeutically with the guests. “They” do not understand how difficult bodywork is to perform. “They” are obstacles. This does not accurately reflect the reality of the situation.

In reality, spa owners and spa directors are trying their best to satisfy the guests while also making a profit. In the spa industry, this profit is much lower than what most massage therapists assume it is. A healthy profit for a spa is 15 percent above operating expenses (and by far the largest operating expense for all spas in the industry is the pay given to massage therapists, by the way). Most spas would go out of business were it not for the profits from retail sales, yet massage therapists refuse to help sell these very products that will keep the spa in business and thus continue to provide them a job. Understandably, this is frustrating for owners and managers.

While it is true that the boss/employee relationship is a stressful one in many industries, in the spa industry this problem is magnified. I believe it is up to us to change it. It may not seem like it, but most managers and owners are willing to meet you halfway if you are willing to speak with them intelligently and knowledgeably about the situation.

One of the biggest complaints heard from therapists about directors is they do not understand or care about the therapeutic process. Yet, I have known directors who went to the time and expense of enrolling in a full massage school program in order to understand that therapeutic process better. How many therapists do you know who have gone to the trouble to learn about the challenges that spa owners and managers face?

In order to truly play a positive role in the dialogue between yourself and management, you have to be willing to make a conscious effort to see things from their point of view. You can accomplish this by simply reading a few issues of the magazines they read, such as Spa Management Journal. If you are truly serious about forging a career in the spa industry, you will greatly benefit by attending one of the many conferences and seminars held around the country through organizations such as the International Spa Association (ISPA) and the Day Spa Association. Sit in on some presentations geared to spa managers and owners. Accept the fact that, for the most part, they are human beings just like you, trying to do their job, often without the major benefit you have — a passionate calling to follow a path that helps other people in a concrete way. Understand their concerns. Then try to conceive ways in which you can achieve your own aims in the spa while helping them achieve theirs.

Set Personal Boundaries While Respecting the Spa’s Needs
Many therapists find it unpleasant to perform other duties in addition to massage while employed at a spa. They feel it is somehow beneath them and that their massage training entitles them to “opt out” of more menial chores. If you look closely at the job description for massage therapists at most major spas, however, you will find that those chores are right there in black and white. They are not hidden. It is your duty as an applicant for any position to find out exactly what that position entails. Just because the title is “massage therapist,” does not mean massage is all you’ll be expected to do.

For example, look at this excerpt from the job description for massage therapists at the exquisite Mii Amo Spa at the Enchantment Resort in the red rock canyons of Sedona, Ariz.

The massage therapist provides professional massage
at the spa and is involved in the operation of the spa and
guest service … The therapist will assist and perform daily prep work duties such as restocking rooms, refilling bottles, help team keep prep rooms clean and organized, and keep rooms clean. During downtime assist with duties as directed by Director of Spa Operations or Treatment Supervisor. (Reprinted with permission from Mii Amo Spa, Sedona, Ariz.)

That being said, it is also important for you to know what your boundaries are regarding spa work. If you feel you are being taken advantage of, you must be able to state in concrete terms the nature of this violation. You must be able to point to the official job description at your spa and show how what you are being asked to do is not included. Spa directors do not react well to a crew that complains about the very job they have agreed to perform, but if you have a legitimate complaint, and you voice it clearly and respectfully, you have every right to assume your voice will be heard. Those spa managers who ignore and take advantage of their employees quickly earn a poor reputation. Therapists should rightfully avoid them and seek work elsewhere.

Work Hard While Taking Care of Yourself
There’s one thing every therapist who has ever been employed in a spa quickly comes to realize: It’s seriously hard work. Massage itself is demanding enough, but when you combine the rigorous demands of bodywork with a back-to-back schedule of five, six, or even more clients day after day, it is no wonder so many therapists complain of exploitation on the part of spa management. Remember, though, that for every therapist who is complaining about overwork, there are an equal number who are complaining to the same manager about not getting enough work. So, how is that manager supposed to respond?

You need to strike a realistic balance between the needs of the spa and your own needs. Most managers will respect a therapist’s preferences regarding number of treatments per day if those preferences are presented under two conditions:

1. The preferences have to be flexible. If the spa at Marriott Desert Springs needs you to work an extra long shift because a huge convention has just flooded the resort to capacity, you need to be willing to accommodate them, without complaint.

2. The preferences have to be earned. It is inappropriate and ineffective to request special concessions from a spa manager or owner before you have proven your willingness to fulfill her needs and expectations first.

Some therapists complain that spas offer no chance for advancement and that they are forced to either slave away until their bodies break down or they quit. In my own experience teaching spa workshops and working in spas, though, I’ve known many therapists who have found creative ways to avoid this no-win situation. For example:

1. Many therapists quickly advance their careers in the spa industry by expanding their roles into training and supervision of other therapists. The opportunities here are huge because of the continued expansion of the spa market. Therapists often get to travel to other spas and even become consultants, but only after a few years of experience and dedication.

2. Therapists who strive to master all the modalities offered at their spa may actually lessen their risk of injury. Many spa modalities are easier on the body and hands and, incidentally, usually more lucrative for the therapists, if only for the increased number of bookings (some spas actually pay their therapists more for performing these treatments).

3. Therapists can limit the number of hours they work at the spa, as long as it fulfills the spa’s needs. This may lessen the chance of receiving benefits or preferred schedules, but it offers you the time and energy to pursue outside work, perhaps unrelated to massage, thus saving you wear and tear on your body.

4. As a spa therapist, you might even try doing what the spa owner hopes you will do — supplement your income with commissions from retail sales, even though this might seem like the last thing you want to do at first. There are several trainings that can help with this. Try getting your spa owner to hire a spa retail trainer such as Preston Wynne
(www.pwsuccesssystems.com). Wynne can also train massage therapists in the basics of spa management so the staff can gain a better understanding of their directors’ and owners’ point of view.

5. Finally, you might want to take that leap and open your own spa one day, thus expanding your duties in a hundred different directions and cutting down on all those hours of bodywork.

If you do open your own spa one day, you will suddenly find yourself on the enemy’s side in Battleground Spa, and you will quite rapidly discover that all the seemingly random, malicious behavior on the part of those managers, directors, and owners was aimed all along at one overarching goal — to satisfy the guests and create a successful business. How different is that from your own goals right now? In a way, we are fighting this battle against ourselves. Perhaps it is time to join forces. By all means, stand up for your rights as a therapist and become an advocate for spa reform, but it is counterproductive to do so as an angry, embittered, powerless bystander. Know that the enemy is actually within, approach challenges proactively, without assigning blame, and then perhaps things can begin to change.

Steve Capellini is a noted massage therapist, business trainer, and spa consultant. He’s the author of three texts including The Massage Therapy Career Guide. Capellini has organized and educated massage staffs at some of the top spas in the country. Contact him at steve@royaltreatment.com.

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