Good Brow Artists vs. Great Artists (Personality Traits Research)
Author: Holistic PMU Research Center, fact-checked and reviewed by an expert panel.
Contributor: Siiri Tabri
Curious case
In the competitive landscape of Powder Brows and microblading, the difference between "good" artists who achieve notable success and "great" artists who attain extraordinary results is striking. This article delves into the unexpected traits that set these two groups apart.
“Behind every great artist is often a supportive individual or team that balances out the artist’s open, creative, and slightly unconventional traits, allowing such partnerships to achieve remarkable outcomes.”
Study Results
In one of the most comprehensive studies conducted on this topic, over 1,700 students who began learning the Powder Brows and Microblading procedures were surveyed. The study revealed that only a relatively small percentage stayed in the business long-term. Specifically, after 18 months, just 18.7% remained active in the industry. Among this subset, approximately half were the top earners, collectively amassing around 81% of the total revenue generated from local clientele. Notably, the study included artists from the United States, the United Kingdom, and the European Union and found no significant differences based on geographic location.
Best of the Best
Today, we focus on the personality traits that set top-performing artists apart from their peers. We aim to understand what enables them to rise to the pinnacle of success in this field. This analysis is based on the responses provided by 78 of the most financially successful artists in the industry. Their answers were then mapped against a comprehensive assessment of personality traits to identify the critical factors contributing to their success.
Good Versus Great
In the realm of Powder Brows and microblading, there are artists who rise above the average and maintain their practice well beyond the 18-month mark. However, significant disparities exist between these "good" artists and a select few who achieve exceptional success. What we found especially intriguing was the apparent contradictions in the traits that set these two groups apart.
The Good Artists: Hardworking, Competitive, Productive, Systematic
The sound artists distinguished themselves through their strong work ethic and conscientiousness. These individuals had an exceptional ability to motivate themselves to practice and learn new techniques. Their high sense of duty, systematic approach, and attention to detail made them stand out. Compared to the average, these artists tended to be more reserved and had concrete viewpoints.
Their traits made them excellent managers of their time; they systematically and ambitiously completed projects and reached their goals. Additionally, these artists were intelligent, competitive, and results-oriented. These personality attributes lent themselves particularly well to tasks such as systematic marketing, sales, and work organization.
Such traits elevated them well above the nearly 80% of students who started the courses but did not continue performing the procedures regularly after 18 months. You might wonder what personality traits could possibly surpass these; initially, we also questioned whether there could be any that could.
The Great Artists: Creative, Open, Unconventional, and Spontaneous
What struck us initially when analyzing the best of the best was their stark contrast to the good artists. Aside from both groups having above-average intelligence in the conventional sense, they differed in many significant ways. The most exceptional artists weren't necessarily competing with other artists but were challenging the norms. But, their common characteristic was a tendency to be unconventional, even a bit "crazy" by conventional standards. These individuals focused more on innovation and developing new concepts than competing within the existing frameworks.
Compared to their good artist counterparts, the great artists were astonishingly more open—open in every sense of the word. They welcomed new ideas and were willing to experiment with different approaches for completing procedures, often leading to the development of new and improved methods. Additionally, they were socially open, tending towards extroversion to some degree.
However, these great artists had their own set of challenges. When enthralled by a new idea, they could easily lose track of time, making them less efficient time managers than good artists. Academic preferences also differed: they generally disliked mathematics in school and leaned towards excelling in writing and hands-on activities, contrasting the skill sets often seen in good artists.
Free-Spirited, Innovative, and Unmanageable
Surprisingly, the great artists displayed traits that, at first glance, seem counterproductive in a competitive business environment. They leaned toward being carefree and easygoing, showing a lower tendency to become irritated or emotionally distressed. While these traits might be seen as disadvantages, they were actually conducive to innovation and experimentation.
In terms of their approach to work, these exceptional artists were curious about new ideas and willing to take risks. They often failed in their experiments but occasionally stumbled upon groundbreaking innovations. This mindset starkly contrasted with that of the good artists, who viewed such trial-and-error as an "ineffective" use of time.
Furthermore, the best artists had an innate interest in the arts and often dabbled in other artistic ventures alongside brow procedures. This ranged from tattooing, painting, and interior design to music and often a combination of these. Their personality traits didn't necessarily make them excellent managers; they were notoriously hard to manage. Any sense of restriction or confinement led to decreased productivity and increased anxiety for these individuals.
Interestingly, there were a few attributes where the great artists aligned with the sound artists. Both groups had an entrepreneurial spirit, opting for self-employment over traditional career paths. And, as previously noted, both groups displayed higher-than-average intelligence. However, their paths to success were markedly different, shaped by their distinct sets of personality traits.
The Hidden Key to Success for Great Brow Artists
One intriguing factor unraveling the seeming contradiction of the great artists' success lies in their close-knit teams. Remarkably, these artists often surrounded themselves with individuals who possessed the opposite set of traits—traits commonly found in the "good" artists.
In over 75% of cases, these top-tier artists had a spouse or life partner who exhibited the characteristics of good artists: highly systematic, competitive, calculating, and less emotionally responsive. These partners were emotionally supportive and instrumental in managing the organizational aspects of the artists' businesses.
Almost all great artists eventually became trainers, so having a team with complementary skills was crucial for their success. Often, the spouse or life partner took on the role of event manager, handling the scheduling, repetitive tasks, and overall organization—tasks that the great artists were not just bad at but also despised. Sometimes, the artists were even willing to forgo potential financial gains to avoid dealing with such logistical concerns.
So, it's not just the artistic talents or personality traits that made these artists great; it was also their wisdom in teaming up with individuals who excelled in areas where they did not. This synergy allowed them to focus on what they do best: innovating and pushing the boundaries in the world of Powder Brows.
The Personality Traits of Exceptional Trainers
For many top-notch artists who transitioned into becoming trainers, the challenge was not merely imparting their artistic skills effectively but adhering to a well-organized, systematic training schedule. For these individuals, their genius often thrived outside the boundaries of conventional structure rather than within it. This became particularly crucial when dealing with larger groups, as their artistic nature sometimes clashed with the need for a well-organized, timely program.
To address this, most found the solution in delegation—by incorporating co-trainers, organizers, and assistants specializing in systematic planning and execution. In doing so, they could focus on what they did best: pushing the boundaries of artistic technique while their team ensured that the training ran smoothly and systematically.
Creators by Nature
Notably, the most exceptional artists in the Powder Brows industry possess innate traits that seem almost "biological" in nature. While good artists can learn skills that significantly aid their careers, those skills alone are insufficient to elevate them into the realm of the truly extraordinary. Regrettably, this implies that there must be an inherent predisposition towards the need to create and disrupt existing norms beyond just working systematically and adhering to rules.
This natural inclination explains why almost all top-tier artists have pioneered their own unique approaches and brow styles. Intriguingly, these innovations are often born not out of marketing strategy but from an internal compulsion to create something new. These unique approaches frequently gain widespread recognition and become industry standards, although that is seldom the artist's primary goal. They do it because they feel an internal need to create, not to gain followers or enhance their brand.
This places them in a rather unique and rare category of individuals. One highly successful artist eloquently said, "I'm like a child prodigy. I can create magnificent things unlike anyone else I know. However, without my team, not only would my business suffer, but what's more unsettling is that I wouldn't even care to manage it."
Field of PMU: An Ideal Platform for Monetizing Artistic Skills
When it comes to converting their exceptional creative talents into financial gain, it was evident that the great artists themselves were not adept at it. Most recounted periods early in their careers when they struggled to monetize their artistic skills despite their immense talent. Remarkably, the field of Permanent Makeup (PMU) has emerged as an ideal platform for many of these artists. This is primarily because the industry offers no upper limits on the quality of work, provides a wide range of variety, and has a robust financial model that allows for the monetization of almost all related activities.
Although many of these exceptional PMU artists maintain a somewhat paradoxical relationship with money—often caring less about it than their "good artist" counterparts—that's not the case for the management teams they've assembled around them. This side of the business is managed with exceptional care. Moreover, these top-tier artists' artistic genius secures their financial success and creates employment opportunities for many others, including those in their inner circles.
Unconventional Career Paths
An intriguing observation about these great artists is that very few, if any, initially set out to become PMU artists. While they were naturally inclined toward openness, ideation, and creativity, they didn't have a mapped-out career plan. The shift into the PMU industry was often abrupt, accidental, and sometimes even controversial. Given many great artists' spontaneous and carefree nature, these career decisions were usually made swiftly and without extensive contemplation.
The Persistent Drive for Improvement
Another commonality among exceptional artists is an insatiable desire for improvement. Unlike "good" artists, who work diligently when required, exceptional artists become engrossed in projects to enhance their skill set. They often dive into these tasks with near-obsessive enthusiasm, even willing to work through the night if the project captivates them. This intrinsic motivation proves invaluable when they transition into roles as trainers; they can instill a similar drive for improvement in their students.
Despite their typically affable and agreeable demeanors, these top-tier artists must also adhere to a meticulously pre-planned, systematic approach to become effective trainers. Great artists have immense potential to excel as trainers, provided a structured environment supports them. Additionally, they must focus on honing their skills to improve their work methods. Particularly when handling larger groups, these artists often make for charismatic trainers but benefit significantly from co-trainers who can focus on the specifics and help maintain the overall pace, ensuring that the class progresses smoothly without getting bogged down in minute details.
Conclusions
In summarizing the distinctions between "good" and "great" artists in the fields of Powder Brows and microblading, it's evident that personality traits play a significant role. "Good" artists, those who rise well above the average, are often intelligent, systematic, hardworking, competitive, somewhat introverted, conscientious, and highly adept at time management. Many have mapped out their careers meticulously, setting financial goals and achieving them. Their propensity for systematic thinking often extends to various aspects of their lives, including their financial ambitions.
In contrast, "great" artists display a much less structured approach to life. They are innately open and creative, fueled by a compelling urge to innovate and explore new ideas. Their focus leans more toward people and creative endeavors than toward financial gains. As a result, many have experienced phases in their lives where they invested all their earnings in pursuits that enabled further artistic creation.
The key to these great artists' unparalleled success, particularly in the domains of PMU, Powder Brows, and microblading, resides in their relationships. In almost every instance, they've partnered with a spouse, life partner, or close friend who complements them by embodying the traits of the "good" artists. These complementary partnerships form dynamic duos of success, excelling in artistic procedure creation and training and development.