Communication: What Every Owner Wishes His Employee Knew...And Vice Versa 😉
Fresh off the SAF Profit Blast in Albany — a packed room, Tim Farrell on design and pricing, and a show of hands that revealed how many owners closed their shops for a day of education — Vonda and Lori bring their stage presentation to the podcast. They called it "If I Could Only Read Your Mind," and every line of it came from real Flower Clique members: owners answering "what do you wish your staff knew about you?" and employees answering the reverse. If communication in your shop feels like two groups talking past each other, this one is worth playing for the whole team.
What owners wish employees knew
My name is on the door. Every arrangement that leaves the shop and every word spoken on the phone is a reflection of the owner — even on the owner's day off. Have a bad day at the counter, and the review still says "I'm never going to Vonda's flower shop again."
Sometimes I can't stop to listen — but I want to. Owners confessed they're often short with interrupting employees, and they feel bad about it. When you're getting a bride consultation onto a spreadsheet before it evaporates, the fifth interruption is going to get a sharp answer. Lori's fix for employees: first ask whether you can solve it yourself; if it's truly urgent, come with a proposed solution so the boss only has to say yes or no. And Vonda's fix for the personal stuff: say "I need to talk," and let the owner offer a time thirty minutes out.
Your problems become my problems. When the babysitter cancels or the tire goes flat, the owner is the one left scrambling — this slide got every head in the Albany audience nodding. Life happens; the ask is simply awareness. If you can text a coworker and help solve the coverage gap before you report the problem, you've made yourself invaluable.
Tell me if you're upset with me — I can't read your mind. Though Lori plays employee advocate here: this only works if the boss is actually approachable. If your vibe says "I'll judge you for bringing this to me," you'll get a revolving door of employees instead of honest conversations.
I worry about sales, and I wish I could pay you more. What keeps owners up at night is the bills — and the wish that they could pay valued people better. The hosts' plea to employees, echoed by Tim Farrell: before you hand in a resignation over money, give your boss a heads-up and a seat at the table. Incentive programs exist for designers, salespeople, even drivers — let them try.
What employees wish owners knew
I want positive feedback, not just corrections. A trained AIFD eye goes straight to what's wrong with the arrangement. Start with what's right — even "you picked a beautiful color of roses" — before the suggestions. And catch people doing things well: one member found a salesperson had reorganized and color-coordinated the vases on a slow morning, unasked. The owner nearly cried, handed her $50, and — just as important — every other employee took notice.
Be clear about what you actually want. "Be at work at nine" means, to some people, one foot in the door at nine with coat and rain boots still on. If you mean "ready to answer the phone at nine o'clock," say exactly that. Plenty of good employees do their best work when told precisely what's expected — they balance the future-obsessed visionaries.
Have my back, and give credit where it's due. Employees need to know the boss believes in them, especially mid-conflict with an angry customer. Vonda's favorite example is her husband Bud, the front-facing half of their shop, who never touched a flower: when customers thanked him for a beautiful arrangement, he'd say "that was Rachel — didn't she do a great job?" Bonus: publicly crediting your designers cures the customers who insist on speaking only to the owner.
Four things that close the gap
The hosts wrap with four action items. Listen — five-minute one-on-one check-ins where the employee has your full attention. Recognize frequently — not trophies, just "I see you, I saw what you did there." Lead with empathy — keep a pulse on tension in the shop, and if you're not a natural feeler, deputize the team member who is. And educate everyone — from SAF Profit Blasts (upcoming stops include Cedar Rapids in June and Colorado in October, plus convention in Orlando in September) to virtual options, owners who model learning build teams that want to grow.
Key takeaways
- Most communication breakdowns are two sincere people who can't see each other's motives — say the quiet part out loud, in both directions.
- Employees: bring solutions with your problems, and give your boss a chance before quitting over pay.
- Owners: lead feedback with the positive, spell out expectations precisely, and credit your people by name.
- Five-minute one-on-ones, frequent recognition, empathy, and education for all are the four levers that change shop culture.