When to Hire Your First Employee at Your Barbershop

Marcus had been cutting hair for six years when he hit the wall.

It happened on a Tuesday. He was mid-fade on his 2 o'clock when his phone buzzed — a text from his wife: "Jamie scored his first goal. Wish you could've seen it." He'd promised he'd make this game. He'd meant it when he said it.

His calendar was booked three weeks out. He was working 10-hour days, six days a week. Clients he'd had since he opened — guys who'd driven across town to follow him from his old shop — were starting to go elsewhere because they couldn't get an appointment.

He was making good money. More than he'd ever imagined when he started. But he was exhausted, missing his kid's milestones, and one bad flu away from losing a week of income with zero backup.

He knew something had to change. But hiring someone? That felt like jumping off a cliff.

What if they mess up my clients? What if they steal them? What if I can't afford it?

If those thoughts sound familiar, this is for you.

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The signs Marcus ignored (until he couldn't)

Looking back, Marcus admits the signs were there for months. He just didn't want to see them:

• Turning away 5+ clients per week — not because he didn't want them, but because there was literally no room. "I'll call you if something opens up," he'd say, knowing it wouldn't.
• Zero flexibility — a dentist appointment meant losing $200+ in revenue. He'd rescheduled the same cavity filling three times.
• Burnout creeping in — Sunday nights filled with dread instead of rest. He'd lie awake doing math in his head.
• Regulars complaining — "Bro, I used to get in same week. Now it's a month wait. What's going on?"
• No growth possible — he'd maxed out what one person could do. The ceiling was his own two hands.

He told himself he'd hire "when things settle down."

Things never settle down when you're the bottleneck.

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The math that finally convinced him

Marcus sat down one Thursday night after closing. The shop was quiet. He pulled out a legal pad and a cold beer, and he did the math he'd been avoiding:

His current situation:

• 45 cuts/week × $45 average = $2,025/week
• Working 55+ hours to make it happen
• Turning away ~8 potential cuts/week ($360 walking out the door)

With one employee (50% commission):

• His cuts: 40/week × $45 = $1,800
• Employee cuts: 30/week × $45 = $1,350 → His take: $675
• New weekly total: $2,475
• Working 45 hours instead of 55

He stared at the numbers. $450 more per week. 10 fewer hours. And he'd stop bleeding clients to the shop down the street.

He texted his wife: "I think I'm gonna do it."

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What Marcus got wrong at first

His first hire lasted six weeks. Here's what went wrong:

Mistake #1: Hiring for skill, ignoring fit

The guy — let's call him Derek — was technically solid. Clean fades, knew his way around a straight razor. But he showed up 10 minutes late like it was a personality trait. He complained about clients under his breath. He left a weird tension in the air whenever Marcus walked in.

"Skills can be taught," Marcus says now. "I learned that the expensive way."

Mistake #2: No clear expectations

Marcus assumed things were obvious. They weren't. There was no discussion about dress code, phone policy, how to handle slow days, or what "clean your station" actually meant. Derek's version of clean and Marcus's version were very different things.

Mistake #3: Letting small things slide

Marcus didn't address the lateness early because he "didn't want to be that boss." He told himself it wasn't a big deal. The issues grew. Resentment built on both sides. By week six, they weren't really talking. Derek left without two weeks notice, and Marcus felt relieved.

Then immediately panicked about being back to square one.

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What worked with his second hire

Six months later, Marcus tried again. This time, he did it differently:

He hired for attitude first

Danielle had less experience — she was two years out of barber school, mostly doing basic cuts at a chain. But something about her stood out. She showed up early to the interview. She asked questions about his clients, not just the commission rate. She treated the shop like somewhere she wanted to be, not just work.

"I could teach her the techniques," Marcus realized. "I couldn't teach her to care."

He created a simple handbook

Nothing fancy — just two pages printed and stapled, covering:

• Hours and scheduling expectations (be ready at open, not walking in at open)
• Commission structure and pay schedule
• Station cleanliness standards (photos included)
• Client interaction guidelines
• What happens if things aren't working — for either of them

He had weekly check-ins

Every Monday morning, 15 minutes before the first client. Coffee in hand. What's working? What's frustrating? Any clients to discuss? It felt awkward at first, then became the best part of his week. Small issues got caught before they could fester.

He gave her room to build her own clientele

Instead of hoarding all the walk-ins, he intentionally sent new clients her way. It felt counterintuitive — almost painful — the first few times. But her success was his success. Danielle building a book meant Marcus building a business.

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The questions to ask yourself

Before you hire, get honest with yourself:

1. Is the demand real and consistent? One busy month after a viral TikTok isn't enough. You need 3-6 months of turning people away.

2. Can you afford a slow start? New hires take time to build clientele. Can you cover a base for 2-3 months if their chair is half-empty?

3. Are you ready to manage someone? Hiring means feedback conversations, scheduling headaches, occasional conflict resolution. It's a completely different skill than cutting hair. Not harder — different.

4. Do you have the systems? Separate booking, clear commission tracking, defined policies. Winging it creates resentment.

5. Is your shop physically ready? Do you have the second chair, the tools, the space that doesn't feel cramped with two people working?

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Commission vs. hourly vs. booth rental

Marcus went with commission. Here's his thinking:

For a first hire, commission often makes sense. You both win when they're busy. Nobody resents anyone when the math is the same for both of you.

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One year later

Marcus works 45 hours a week now instead of 60. He makes more money than before — about $1,800 more per month when things are humming. He took a real vacation for the first time in four years. A whole week. Phone on silent.

Danielle is fully booked now, three weeks out just like he used to be. She's talking about bringing in her own apprentice someday.

The shop has a different energy. It's a place with conversation, with laughter, with someone to high-five when the day's been good. It's a business, not a one-man survival test.

Last month, Marcus made it to Jamie's soccer game. The whole thing.

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Is it time for you?

If you're:

• Consistently turning away clients
• Working more hours than your body can sustain
• One illness away from financial disaster
• Unable to take a single day off without losing money

...it might be time.

Hiring is scary. The first one might not work. The learning curve is real.

But staying stuck is scarier. Burning out alone is scarier. Watching your clients walk away is scarier.

The right hire doesn't take from your business. They multiply what you've built.

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When your team starts growing, so does the chaos — if you let it. Vinci 26 helps barbershops handle scheduling, track chair performance, and keep everyone on the same page without drowning in spreadsheets or paying marketplace fees. Built for shops like Marcus's, not chains.