• Sleep Tourism Is Trending in 2023

    Sleep Tourism Is Trending in 2023

    Content by: CONDÉ NAST TRAVELER

    “Every person has internal and environmental sensitivities that affect their sleep, including temperature, sounds, aromas, textures, surfaces, and their physical and mental health.”

    In the heart of bustling, energetic Midtown Manhattan—where taxicabs are honking, bus brakes are screeching, and bright lights are shining—two blocks from Central Park South and across the street from Carnegie Hall, you will find the Park Hyatt New York. The property occupies the first 25 floors of a 90-story skyscraper on 57th Street. Walk through its bronze double doors and up to your room, and you will be whisked away into a dark, quiet, serene space, secluded from the chaos of the city buzzing below. This is especially the case if you enter one of the hotel’s six dedicated “sleep suites.”

    Park Hyatt New York, which has a robust wellness program including an award-winning spa, is one of many hotels that is in the midst of innovating the sleep experience it offers guests. 

    The idea for the new sleep suites took shape at a time when the hotel was reimagining its wellness story, in April 2021, as it reopened following a 376-day closure due to the pandemic. The concept revolved around a partnership with A.I. mattress startup Bryte

    “The partnership with Bryte came at the perfect time post-pandemic,” general manager Laurent Ebzant says. “Focusing on the attributes of a room that has a prime sleeping area was a point of focus for us.”

    The five-star hotel unveiled the suites in January 2022. The Bryte mattresses are the hallmark of them—each one has 90 intelligent cushions that sense, adjust to, and relieve the body’s pressure points. The mattress also controls the climate, tracks and provides sleep statistics and insights that can be accessed on your phone, and is able to respond to the unique needs of couples. 

    READ THE FULL ARTICLE AND GET INSPIRATION FOR YOUR SPA HERE

  • Mistakes managers make in spa and wellness (updated for 2023)

    Mistakes managers make in spa and wellness (updated for 2023)

    Content Contributed by:  MAGAZINE

    (Spa Executive is published by Book4Time)

     

    Are you making mistakes that are costing your spa revenue, staff, and business opportunities? Check out these common mistakes managers make in spa and wellness.

     

    Spa managers and directors have a lot going on and sometimes things get overlooked or go wrong because you’re pulled in too many directions at once. And sometimes we make mistakes, which can be costly. Fortunately, we can learn from our mistakes and come out better for them in the end. 

    Are you making mistakes that are costing your spa revenue, staff, and business opportunities? Check out these common mistakes managers make in spa and wellness.

    Relying on only one or two revenue streams

    Having too few revenue streams puts your business in a precarious position, because if you lose them, you lose everything, as many spas discovered during the COVID-19 shutdowns. Multiple revenue streams help during these times as well as during slow seasons, and increase profits all year round. There are many ways to diversify revenue streams. Membership programs, for example, through which customers pay a monthly fee for a set number of treatments or services and/or regular use of amenities, bring in steady revenue. Subscription services are a way to stay connected with your guests and bring in extra revenue with products or packages. Partnering with experts to offer adjunct services and experiences at your spa is another option, while leveraging retail is an obvious example that some spas forget about. A spa does not have to offer only traditional services and in-store retail. Everyone can get creative with potential revenue streams and should. 

    Skipping over internal talent for promotions

    Team members quitting is an all too common complaint in spa and hospitality and one of the main reasons for this is a lack of upward mobility. Overlooking internal talent for promotions is one of the most common mistakes managers make in spa, and in all industries, to be fair. People want (and need) opportunities for advancement and, if they don’t get them, they’ll move on to move up. If you have an excellent massage therapist who was expressed interest in growing within the brand but you’re holding them back because you think you need them in the treatment room, they’re going to leave you for a better opportunity, or at least become disengaged from their work (also known as “quiet quitting” these days), which will impact your guest experience and your revenue.

    Deirdre Strunk, Vice President of Spa, Fitness and Beauty at Canyon Ranch, once told us, “Promotion from within is ideal because those leaders understand your business and have established relationships with team members.” Even if you feel that the person is missing some key skills, if they have been working with you for some time, they will be starting with a valuable foundation that is hard to find elsewhere, and those extra skills can be learned. 

    Slacking on training

    Everyone performs better when they know what is expected of them and have been given the proper training. Your spa team should never wonder what they are supposed to be doing. From entry-level employees to senior management, everyone should get the benefit of proper training and, if they don’t, your business will struggle.

    Carlos Calvo Rodriguez, now Senior Spa Director Four Seasons Toronto, once told us he thought it unfortunate that the industry puts all its focus on training therapists or spa attendants, and neglects to train managers. And Kathryn Moore, Founder and Managing Director at Spa Connectors, shared similar opinions. She said, “In some cases they’re running these huge assets, multi-million dollar spas, and they’re not making any money. It’s dead, because they don’t know how to do the sales and marketing; they don’t know how to manage the team; to manage performance, to run a training schedule; they don’t know how to make sure the inventory is looked after. So, there’s stock on the shelves that’s been there forever, or is expired, or stolen. We’re expecting these kids to run businesses without teaching them how.” 

     

    READ THE FULL ARTICLE HERE

  • What you do is not who you are. Why Your Job Shouldn’t Be Your Identity.

    What You Do Is Not Who You Are. Building A Community That Matters.

    Content Contributed by: Well Defined 

    Author: Froswa Booker-Drew, Ph.D. | Guidely

     

    “…we are forced to reckon with our identities being so much more than what we do but recognizing the vastness that embodies each of us…”

     

    Years ago, I lost a job, and it was devastating. Not only because of the financial implications but also because my identity had become so woven into the work. The role had become an integral part of who I was, and it was unnerving to realize that I had placed so much emphasis on seeing myself solely through a lens of what I did for a living. I’m so grateful for a community that offered support, guidance, and grace during a difficult season to remind me that I am so much more—I am a seeker, a learner, and a connector. I am more than my 9 to 5.

    While working on my Ph.D., I saw this same pattern in the women that were a part of my research group. One of the ladies lost her job as a director and without this role, she was influx in determining not only who she was but also how others would view her. It’s in these experiences that we are forced to reckon with our identities being so much more than what we do but recognizing the vastness that embodies each of us—it is embracing the breadth and depth of our lived experiences that shape us. If the time is taken to truly discover who you are, you will discover the uniqueness that you bring to the world and that no one can be like you.

     

    Building Community and Connections Are Important

    Part of understanding our identity is recognizing the importance of community. When we isolate ourselves, we are unable to see the totality of who we are….

    READ THE FULL ARTICLE HERE

     

    ABOUT THE AUTHOR

    Froswa provides coaching and group facilitation through Guidely, an intelligent personal development platform, connecting people seeking healing, inspiration, and answers with experts who help transform their lives.

    In addition, she is the host of the Tapestry podcast, the author of four books, an adjunct professor at Tulane University, and president of Soulstice Consultancy. Join the Guidely Community and visit Froswa’s profile for more information.

  • New Survey of U.S. Workers Reveals Priority Shifts, Desire for Workplace Burnout Reduction Strategies

    New Survey of U.S. Workers Reveals Priority Shifts, Desire for Workplace Burnout Reduction Strategies

    By Guest Contributer: Julie Keller Callaghan | Co-founder of Well Defined 

    “Employee burnout was simmering even before the pandemic…This means leaders must fully understand what is working and what isn’t for employees, and then collaborate on specific solutions that will work for an organization’s business strategy and the workforce.”

    A new survey from Eagle Hill Consulting reveals that more than half of the U.S. workforce is burnt out, with younger workers feeling the most strain, at 62 percent. Workers say that implementing a four-day work week and reducing workload would alleviate stress. And as the workforce shortage continues and quit rates reach historic levels, more than one-third of the workforce plans to leave their job in the next 12 months. More than half of workers polled (51 percent) say the pandemic has triggered a re-evaluation of their personal priorities. 

    “Both employers and employees are near the breaking point,” says Melissa Jezior, president and chief executive officer of Eagle Hill Consulting. “Employers are struggling to find workers, and employees are stressed at work. Unfortunately, the workforce situation likely will worsen before it gets better. The so-called Great Resignation means that employers must start a Great Re-Evaluation, re-thinking everything from their culture to how work gets done.” 

     

    The survey’s key findings are as follows:

    Asked if they are feeling burnout at work, 53 percent of working Americans said yes, with women at 56 percent and men slightly lower at 51 percent. Burnout is highest among younger workers (62 percent for those aged 18 to 34), followed by mid-career workers (58 percent for those aged 35 to 54), and lowest among older workers (33 percent for those 55 and older). 

    When asked about the causes of burnout, employees say their workload is the top culprit (52 percent), followed by a lack of communication (44 percent), juggling work and personal life (35 percent), time pressures (32 percent), a lack of clarity about expectations (27 percent), not feeling connected to their colleagues (25 percent), performance expectations (24 percent), not feeling connected to the company vision, culture, and values (23 percent), and not feeling empowered (22 percent). 

    When asked how to reduce burnout, 83 percent said a four-day work week would help. That was especially true for women and younger workers. Other options included increased flexibility (84 percent), decreased workload (82 percent), better health and wellness (78 percent), reduced administrative burdens (76 percent), more on-site amenities (73 percent), working from home (67 percent), and the ability to relocate or work from multiple locations (58 percent). 

    One-third of employees indicate they plan to leave their organization in the next 12 months, up from 26 percent in November 2020 and 29 percent in May 2021. The planned departure rates are even higher for younger workers (41 percent for 18 to 34-year-old workers), followed by mid-career workers (35 percent for 35 to 54-year-old workers), and 20 percent for those 55 and older. 

    The pandemic has triggered many employees to re-think their lives and careers. More than half (51 percent) say the pandemic has caused a re-evaluation of personal priorities, especially for younger workers (65 percent). Thirty-one percent of employees say the pandemic has them considering changing careers, with 34 percent considering changing employers and 21 percent thinking of changing where they live. 

     

    These findings are from a workforce survey from Eagle Hill Consulting, a woman-owned business, conducted by Ipsos from August 11-16, 2021. The 2021 Eagle Hill Consulting COVID-19 Workforce Burnout Survey included 1,010 respondents from a random sample of employees across the United States. The survey polled respondents on burnout and retention in light of the COVID-19 pandemic.

    “Employee burnout was simmering even before the pandemic, and now it’s boiled over for more than half of workers,” says Jezior. “It’s simply an unsustainable situation for a business when burnout is rising, and the labor shortage continues. This means leaders must fully understand what is working and what isn’t for employees, and then collaborate on specific solutions that will work for an organization’s business strategy and the workforce. It’s complicated, because there isn’t a one-size-fits-all approach. For example, a four-day work week may work well for some businesses, but it’s impossible for others.”   

    She adds, “One bright spot in our research—two-thirds of workers say they value their employer more since the pandemic. Smart employers will dig in to find out exactly what employees value so they can leverage the positive to retain those employees.”   

    ABOUT THE AUTHOR

    Julie Keller Callaghan

    Julie is the co-founder of Well Defined and a longtime influencer and advocate in the wellness world. Along with her work at Well Defined, she is an executive recruiter and marketing specialist for Hutchinson Consulting. She is also a consultant and content strategist for numerous wellness brands. She is the former editor-in-chief and publisher of American Spa and was named a 2019 Folio Top Woman in Media in the Industry Trailblazers category and a 2018 winner of ISPA’s Innovate Award. She is also a seasoned journalist, specializing in spa, travel, health, fitness, wellness, sustainability, and beauty. She has been published in DeparturesForbesTraveler.comE! OnlineGayot.comInsider’s Guide to Spas, Luxury Travel Advisor, Marin Magazine, Ocean Home, Smart Meetings, Spa Asia, and Travel Agent.

  • The Infinite Value of Regional Spa Associations

    The Infinite Value of Regional Spa Associations

    By Guest Contributer: Mia A. Mackman | President & Owner, Mackman ES and Founder & President | Arizona Spa Association 

     

    “The mission of most [professional associations] is to unite local industry, build new relationships, and share information that supports success, continued education and overall industry growth.”

     

    With accelerating growth across the spa-and-wellness market, new post-COVID protocols have ascended throughout hospitality. These include a renewed focus on development thresholds, facility concerns, consumer products and multilateral demand factors.

    The spa-and-wellness industry is still a new and developing market. Under less pressure pre-COVID, these segments were accelerating and improving with robust, record growth year-over-year since 2009.

    Reflecting back to 2009, a variety of operational choices that were made impacted the whole of the spa-and-wellness trajectory over the last decade. Many of these choices were beneficial. However, some of these choices were detrimental to the operational growth and program agility of the industry-at-large. Despite a decade of strong growth,  there were hurdles in deploying an advanced concentration on wellbeing and service diversity. This has been an ongoing, slow curve for many spas, properties, and businesses across the market.

    While facing the 2009 downturn, many veteran spa directors, and senior operator roles were dissolved, or reduced for budget and payroll revisions. This further led to slow pivots in a market growing at an ever-vibrant rate. Meanwhile, this frequently resulted in a lack of deliberate growth, dynasticism and leadership proficiencies. While reducing costs is a primary goal of many businesses, some of these moves created less gradation in the field of expertise. This led to slower innovations in education, and stagnated performance strategies in select market segments.

    Over the last ten years, the pace of the industry has ignited new factors to contend with such as, information accessibility challenges. Alongside, staffing hurdles and attention to nuance. Many of those in leadership roles found themselves insulated from new information lacking the time to explore new vendors and educational options. This also made discovering the increasing array of high-performing, wellness-programs a slow-moving effort. 

    The spa-and-wellness industry is still a new and developing market. Under less pressure pre-COVID, these segments were accelerating and improving with robust, record growth year-over-year since 2009.

    Reflecting back to 2009, a variety of operational choices that were made impacted the whole of the spa-and-wellness trajectory over the last decade. Many of these choices were beneficial. However, some of these choices were detrimental to the operational growth and program agility of the industry-at-large. Despite a decade of strong growth,  there were hurdles in deploying an advanced concentration on wellbeing and service diversity. This has been an ongoing, slow curve for many spas, properties, and businesses across the market.

    While facing the 2009 downturn, many veteran spa directors, and senior operator roles were dissolved, or reduced for budget and payroll revisions. This further led to slow pivots in a market growing at an ever-vibrant rate. Meanwhile, this frequently resulted in a lack of deliberate growth, dynasticism and leadership proficiencies. While reducing costs is a primary goal of many businesses, some of these moves created less gradation in the field of expertise. This led to slower innovations in education, and stagnated performance strategies in select market segments.

    Over the last ten years, the pace of the industry has ignited new factors to contend with such as, information accessibility challenges. Alongside, staffing hurdles and attention to nuance. Many of those in leadership roles found themselves insulated from new information lacking the time to explore new vendors and educational options. This also made discovering the increasing array of high-performing, wellness-programs a slow-moving effort.

    Arizona Spa and Wellness

    In 2009, I experienced a serious personal health crisis. Through this experience, I learned profound and valuable information that led me to holistically heal the cellular impact of my condition. The World Research Foundation, based in Sedona, was a keystone to helping me through this process of healing. In an effort to share these alternative healing modalities with the spa industry, I started the Sedona Spa Association in 2010.

    This expanded and grew to become the Arizona Spa & Wellness Association in 2012. The premise of forming this group has always been to share wellness-and-health related propositions, with spa operators to accelerate the integration and progress of healing-and-health through spa services, and the hospitality market.

    In May 2013, the Arizona Spa & Wellness Association held its first conference format event at Miraval in Tucson. This event was titled “The Spirit, Spa and Science of Wellbeing.” This event was created to relay the urgent advent of the intersection between integrative-wellness and new models for spa services. Since 2013, these propositions have dramatically come to the fore of the market. This event enabled Arizona’s membership to collectively discuss and discover emergent wellness program attributes in strategic and important ways.

     

    Emerging Associations and Alliances

    To serve the new growth and demands of the market, new national and global spa industry event circuits have emerged with rapid speed. Meanwhile, the spa-and-wellness market has seen the rise and fall of many great industry associations. Subsequently, as COVID has significantly challenged in-person meetings and events, across all industries, the recent call for local, and regional associations continues to be loud and wide.

    Forming new relationships and participating in industry collaborations, conferences and groups have become cornerstones to building strong frameworks to conducting business. This is true for most all industries, and especially true for industries of caregivers, and healers. COVID has provoked unprecedented travel restrictions, and disrupted meeting, group and conference schedules, everywhere. This has put a spotlight on many things, including the importance of developing local, resilient, interpersonal and professional relationships. While digital and remote meetings have their useful benefits, these modes of interactions cannot fully replace the appetite for in-person meetings.

    Meanwhile, the need for personal and professional support has quickened in tandem with an urgency to cope with operational challenges, critical to moving forward amongst vast uncertainties. The new chapter we face as an industry, introduces a crucial time to revive and reinvent local and regionally focused associations and groups. The Las Vegas Spa Association and Florida Spa Association have played important roles of advancing the value, context and relevancy of regional associations. Thus, new regional groups have formed in recent years including the Southeast Spa and Wellness Association, and the Rocky Mountain Spa & Wellness Association.

     

    Greater Good and Associations

    Professional Associations are founded for various reasons and developed with a multitude of goals in mind. These have distinct demographic business cultures and unique ways of engaging their members. Some of the most common shared goals are simple. The mission of most is to unite local industry, build new relationships, and share information that supports success, continued education and overall industry growth.

    While larger global and national associations offer a tremendous scope of membership benefits, they are unable to zoom-in on various and important local demographic features. The International Spa Association (ISPA) and the Global Wellness Institute (GWI) are long-standing industry platforms. They have been excellent resources throughout the pandemic. They have created and introduced comprehensive COVID reopening guidelines, shared wider market data, and offered valuable protocols. These larger groups have also provided helpful tools and best practices related to questions and challenges entwined in reopening spa facilities, future market growth and client management.

    Meanwhile, regional associations are perfectly suited to discuss today’s varying COVID and local challenges. These groups are ideal to facilitate ongoing support networks with local, long-view relationship building, while creating more intimate forums to address specific issues impacting select markets and areas. As evidenced throughout the pandemic, each country, state, city, and county have experienced a wide range of operational challenges and unique guidelines. Furthermore, there continues to be stark operational and management contrasts in various places around the U.S. and the world.

     

    Education and Growth

    It takes considerable time and energy to investigate emerging modalities, new product options and effective operating and marketing tools. By working with partners and vendors, regional associations are able to harness and disseminate product knowledge, industry information and partnership opportunities in unique and relevant ways.

    Vendor relationships have been the lifeline for many associations. Being that the marketplace continues to debut new products, brands, and supplier options, there is a lot to keep up with. In addition to product awareness, industry education, CEU attainment and modality certifications are constantly changing. Having access to advanced training techniques, energy and healing modalities, acupuncture, and other forms of wellness services, improves the impact of the business. Moreover, these attributes elevate and improve the wherewithal and skills of healers and providers throughout the process.

    Ultimately, the responsibility and task of being an industry association, far exceeds solely facilitating vendor relationships and certifications. There are social-demographic, technical and incremental conversations that warrant depth and attention. The ripples of COVID include vast and complex personal and professional challenges. These conditions have also heightened individual health concerns, and a focus on self-awareness. Atop rising mental health issues, and an extensive search for trust, purpose and meaning; having a local sense of community-industry can be a treasured resource.

     

    Performance Metrics and Benchmarks

    The hospitality sector and spa-and-wellness market are in the midst of a vital transition. Many businesses and properties are managing workforce shortages, amid ongoing and various operational restrictions and hesitations. This is an important time to collaborate with partners and peers, create mentorship initiatives and prepare for what lies ahead. Whereas leisure and lifestyle markets continue to rapidly overlap and expand, the need to refine performance metrics with functional agility are urgent and essential.

    The level of diverse demand we can expect in the years to come is significant. This will require new tactical solutions and preeminent industry benchmarks on a widescale. This growth will also merit improved routes to technical training, and the creation of stronger mentorship models. Mentoring is a critical piece to inspire and support, new and rising talent in the market. Associations can help to build bridges between these key intersections, to discuss performance, reveal shared challenges and facilitate new solutions.

    It is no surprise there is a rising number of new spa-and-wellness industry associations around the world. These groups provide helpful, and specific resources for distinct markets worldwide. These platforms bring people together for localized, social, professional and tactical support. Whereas the industry continues to swell with growth and change, the significance of regional associations continues to evolve and be progressively valuable.

     

    Final Thoughts

    Associations are key leadership groups within the spa, wellness and hospitality industry. As such, there is a responsibility to not only keep our eye on what lays ahead, but to also discover and solve what may be holding us back. By exploring these challenges, we can be better positioned as we embark on accumulative solutions in our respective markets going forward.

    Industry associations have the potential to unite and inspire people in extraordinary ways. This trickles down to inspiring teams, clients, and business cultures. The more we can share and learn as professionals and providers, the better prepared we are to help people live better lives. With the intent to deliver value, while uplifting and caring for others, participating in regional associations can be core to supporting intricate success. This creates a potent pathway to improving the future of our industry, society and communities.

     

     

    ABOUT THE AUTHOR

    Mia A. Mackman has more than 25 years of beauty, spa, and wellness industry experience. Ms. Mackman is the principal and founder of Mackman|ES, a comprehensive, future-ready wellness and spa consultancy and HVS Managing Director, Spa and Wellness Consulting division. She specializes in market foresight, strategy, asset repositioning, financial projections, and facility development. In partnership with HVS, Ms. Mackman provides the spa-and-wellness consulting services for HVS’s global client network, including market and feasibility studies, valuation narratives, and data analysis. Ms. Mackman works with global investment firms, hotel and mixed-use property developers, and hospitality organizations. She contributes as an industry expert to global think-tanks, international business reports, and improving global industry standards. Ms. Mackman is also Founder & President of the Arizona Spa & Wellness Association. Based in Sedona, Arizona, Ms. Mackman is recognized for her industry knowledge and her propensity to foresee imperative hospitality market shifts. This supports her broad client base to effectively navigate, adapt, and excel in a fast-changing market.

     

  • How Are YOU Feeling Blog Series – Part III

    Wellness Week Blog Series: How Are YOU Feeling - Part III

    “Positive social habits can help you…stay healthier mentally and physically”

    The Rocky Mountain Spa & Wellness Association dedicates the first week of every month to all things wellness.

    In this three part blog series contributing author, Ellie Whalen, will explore simple steps we can take to get our health on track and live WELL!

     

    Social Health

    By social health we do not mean social media, but it can have both a positive and negative impact on our social health.  

    From the time you’re born, your relationships help you learn to navigate the world. You learn how to interact with others, express yourself, conduct everyday health habits, and be a part of different communities from those around you. Positive social habits can help you build support systems and stay healthier mentally and physically. Maintaining positive social health has really been a huge challenge over the past year. Every member of the family has been impacted. It is a great time to assess and be more aware of your social health. 

    As restrictions start to ease it is a good time right NOW to put in place strategies to help you have positive social health as we begin to reengage. 

     

    6 strategies for improving your social health from NIH 

    For now some of these may need to happen virtually, but you can lay the ground work now.  

    • Make connections 
    • Join a group focused on a favorite hobby 
    • Learn something new 
    • Help with gardening at a community garden or park. 
    • Take care of yourself while caring for others 
    • Keep up with your hobbies and interests. Join a care givers support group 
    • Eat healthy foods, and exercise as often as you can.. 
    • Get active together 
    • Start a walking group with friends, neighbors, or co-workers. 
    • Try different activities to find the ones you really enjoy, and have fun while being active! 
    • Bond with your kids 
    • Ask about your child’s concerns, worries, goals, and ideas. 
    • Look for opportunities to spend time as a family, like taking after-dinner walks or reading books together. 
    • Build healthy relationships 
    • Share your feelings honestly. Ask for what you need from others. 
    • Listen to others without judgement or blame. Be caring and empathetic.  
    • Protect yourself from violent and abusive people. Set boundaries with others. 
    • Shape your family’s health habits 
    • Be a role model. Eat healthy family meals together. Walk or ride bikes instead of watching TV or surfing the Web. 
    • Make healthy choices easy. Put nutritious food where it’s easy to see. 
    • Focus on fun. Play in the park, or walk through the zoo or on a nature trail. 
    • Cook a healthy meal together. Limit screen time 

    We hope you benefited from this three part blog series. Meet the author virtually on June 8 at 12pm MT during our Spotlight Series Virtual featuring Sprayology!

    Join the conversation HERE on Zoom!

     

    ABOUT THE AUTHOR

    ELLIE WHALEN – CEO | SPRAYOLOGY

    Ellie spent the last 25 years working in marketing, sales, operations and management with innovative and luxury brands such as Swatch Watch, Christian Dior and Sprayology.

    As part of the founding Sprayology team in 1999, her fingerprint has been on every aspect of the brand. Ellie’s endless efforts and innovative spirit have been paramount in the creation, direction and growth of the company. Her well-rounded talents are highlighted by her natural sales and marketing ability and her passion for health, wellness and the Sprayology brand. 

  • How Are YOU Feeling Blog Series – Part II

    Wellness Week Blog Series: How Are YOU Feeling - Part II

    “A good night sleep can do wonders

    The Rocky Mountain Spa & Wellness Association dedicates the first week of every month to all things wellness.

    In this three part blog series contributing author, Ellie Whalen, will explore simple steps we can take to get our health on track and live WELL!

    Sleep Matters!

    We all know a good night sleep can do wonders, but the facts are, getting consistent, quality sleep is a major health benefit. Sleep helps to IMPROVE mental focus, heart health, weight control, blood sugar, mood, immune function and athletic performance. 

    No wonder Sprayology SleepEase has been our #1 selling formula for 20 years! 

    Sleep Recommendation Per Age  (Age Range Recommended Hours of Sleep) 

    • Newborn 0-3 months old 14-17 hours 
    • Infant 4-11 months old 12-15 hours 
    • Toddler 1-2 years old 11-14 hours 
    • Preschool 3-5 years old 10-13 hours 
    • School-age 6-13 years old 9-11 hours 
    • Teen 14-17 years old 8-10 hours 
    • Young Adult 18-25 years old 7-9 hours 
    • Adult 26-64 years old 7-9 hours 
    • Older Adult 65 or more years old 7-8 hours  

    Emotional Health 

    Being emotionally healthy doesn’t mean you’re happy all the time. It means you’re aware of your emotions. You can deal with them, whether they’re positive or negative.

    Emotionally healthy people still feel stress, anger, and sadness. But they know how to manage their negative feelings. They can tell when a problem is more than they can handle on their own. They also know when to seek help. The past year has been a mentally challenging time for many people. Below we have listed some healthy practices and areas to assess and work on to improve your emotional health.  

    • Be aware of your emotions and reactions.  
    • Express your feelings in appropriate ways.  
    • Think before you act.  
    • Manage stress.  
    • Strive for balance.  
    • Take care of your physical health.  
    • Connect with others.  
    • Find purpose and meaning.  
    • Stay positive. 

    Stay tuned for Part III launching Wednesday, June 2!

     

    ABOUT THE AUTHOR

    ELLIE WHALEN – CEO | SPRAYOLOGY

    Ellie spent the last 25 years working in marketing, sales, operations and management with innovative and luxury brands such as Swatch Watch, Christian Dior and Sprayology.

    As part of the founding Sprayology team in 1999, her fingerprint has been on every aspect of the brand. Ellie’s endless efforts and innovative spirit have been paramount in the creation, direction and growth of the company. Her well-rounded talents are highlighted by her natural sales and marketing ability and her passion for health, wellness and the Sprayology brand.

  • How Are YOU Feeling Blog Series – Part 1

    Wellness Wednesday Blog Series: How Are YOU Feeling - Part I

    “Wellness is the sum of all the positive steps you take in order to lead a healthier life.”

    The Rocky Mountain Spa & Wellness Association dedicates the first week of every month to all things wellness.

    In this three part blog series contributing author, Ellie Whalen, will explore simple steps we can take to get our health on track and live WELL!

    Self-Assessment & Awareness

    Your know your body better than anyone else, so pay attention to it! What is your body telling you? Consider symptoms as data & LISTEN to them!

    Main Aspects of Personal Health

    Medical, physical, emotional & social health are some of the components of wellness. Together they make up how you feel everyday.

    How Can You FEEL Better Everyday?

    • Determine your baseline in each area
    • Create wellness goals in each area
    • Set a plan with specific actions to take
    • Monitor results & make adjustments

    Your Body – Your Responsibility

    Medical Health Encompasses A LOT! Unfortunately, it is not often discussed as a component of wellness. For many, Medical Health triggers thoughts of doctors’ offices, being sick and not being in control. But times have changes and today it is easier & more important than ever to monitor & improve your medical health.

    Accessing medical records electronically is easier today. Look back, track changes in weight, BMI, blood pressure, blood work etc. Many medical data points can be improved with lifestyle adjustments, so set a goal, set an action plan and make daily changes. Your goal could be to lower a data point like BMI or it could be to get sick less frequently. No matter the goals, you can have a positive impact on your overall wellness by being more aware, informed and by making simple daily adjustments. Start by listening to your body & practice daily self-care, everyday!

    Physical & Emotional Health

    Research is pretty clear on this one: a healthy body and mind go hand-in-hand. Keeping your mind healthy and feeling well is easier when your body is healthy and fit. Similarly, maintaining or improving your physical health and fitness is easier when your mind if in a better place.

    The 3 biggies of Physical Health include activity, nutrition and sleep. Assess how you are doing in each area. If needing improvement, set a goal and make little daily changes. If you are not very active, start walking a little bit each day, then build on it. To assess your nutrition we suggest tracking everything you eat for 2 weeks. Then chart out something you can reduce, drop or substitute with a healthier option. Maybe skip alcohol on weekdays or eating vegetarian 2 dinners a week. Being consistent is your greatest health tool! PS – take a good multi-vitamin!

    Stay tuned for Part II launching Wednesday, May 5!

     

    ABOUT THE AUTHOR

    ELLIE WHALEN – CEO | SPRAYOLOGY

    Ellie spent the last 25 years working in marketing, sales, operations and management with innovative and luxury brands such as Swatch Watch, Christian Dior and Sprayology.

    As part of the founding Sprayology team in 1999, her fingerprint has been on every aspect of the brand. Ellie’s endless efforts and innovative spirit have been paramount in the creation, direction and growth of the company. Her well-rounded talents are highlighted by her natural sales and marketing ability and her passion for health, wellness and the Sprayology brand.

  • SPAS OF AMERICA’S TOP 100 SPAS OF 2020

    SPAS OF AMERICA’S TOP 100 SPAS OF 2020

    Celebrating the Top Spas of 2020

    2020 was a strange year, to say the least, and met with challenges that no one ever anticipated. And while travel to destinations outside of our backyard came to screeching halt, PLANNING travel did not.

    As Covid-fatigue set in, people from all over the world were seeking a refuge from stay-at-home orders, school closures, and the like and spa destinations top their travel wish list. 

    Every year, Spas of America publishes the Top 100 Spas in the Americas and the Caribbean. The annual award provides insight into consumers’ favorite spas of the year, based on unique page views and consumer choices on www.spasofamerica.com.

    The Top 100 Spas of 2020 list includes 74 spas from the United States, 19 spas from Canada, three from Mexico, and one each from Barbados, the Bahamas, Jamaica and the U.S. Virgin Islands.

    Read on to see who made the list…

  • GWI Announces New Research

    GWI Announces New Mental Wellness Research

    “Defining the Mental Wellness Economy”

    Earlier this week, the Global Wellness Institute released a major research report, “Defining the Mental Wellness Economy,” at the 2020 Global Wellness Summit. It’s the first study to define mental wellness as opposed to mental health.

    It’s also the first research to measure mental wellness as a global industry and to identify and benchmark its key sub-segments and provide a market value.

    This research finds the mental wellness economy is worth $121 billion – based on spend in 4 markets:

    – Senses, spaces, and sleep – $49.5 B
    – Brain-boosting nutraceuticals & botanicals – $34.8 B
    – Self-improvement – $33.6 B
    – Meditation & mindfulness – $2.9 B

    Read the press release to learn more about this ground-breaking research.