Her first skill was relentless hustle. “In those days, you were selling the concept of having your hair styled,” she recalls. “It was more expensive than going to the barbershop, so you were not just selling the idea of ‘I’m the best hairstylist’; you were selling the idea that you should spend three times more on your haircut, but I managed to get them in.” She cajoled customers to provide referrals, and when business was slow, she’d call them up: “John, it’s six weeks since your last haircut, and you’re going to look shabby.” She’d hit executive watering holes after work, and flirt and pass out business cards; instead of taking a lunch hour, she’d fit in extra clients who only had time to come during their own lunch breaks.
In short order, she’d developed a clientele of powerful Bay Area professionals from major companies like Levi Strauss and Wells Fargo, and eventually launched her own salon. And she made good use of her time with them. “When I had people sitting in my chair, I’d say to people in the public relations business, ‘If you had a small hairstyling salon, how would you promote it?’ Or I’d ask what made you the best salesperson in your company, or what did you do in your company that prompted a big company to want to buy it? I’d say to other stylists, ‘Why would you talk drivel when you have the most interesting people in your chair?’ You take advantage of having interesting people in front of you who know more than you in certain areas.”