C R E AT I NG THE WEL

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1 C R E AT I NG THE WEL Use this s i x - s t e pp ro c e s sto h e l pt ra n s fo r myo u r facility f rom a f i t n e s s business to a we l l n e s s bu s i n e s s. The health and fitness industry has g rown enormously over the past 20 years, but we re still c o m p e t- ing for the same members t h e m o re committed exerc i s e r s. What s more, these exercisers are more sophisticated these days; they re looking for the latest classes or equipment and, as such, they are becoming more difficult to please. As competition intensifies, some clubs will not survive. But, owners and managers w h o h a v e enough foresight w i l l re a l ize that there are m a n y u n f i t and overweight people who might be persuaded to use a fitness center if it were a better experience. Creating a better experience for e x e rcisers could d o u b l e t h e number of people using y o u r fitness cente r. It could also b e something quite dramatic and wonderful for the state of the nation s health. However, to achieve this, a new type of just-foryo u f a c i l i t y needs to be cre a t e d o n e t h a t p rovides a h i g h e r-quality experience for those w h o d o not currently use fitness facilities. How do you c re a te such an e x p e r i- e n c e? Having experimented with many different centers and approaches over the past 15 years, I would like to s h a re some ideas to guide you. The f o l l o w i n g six essential s t e p s c a nh e l p t o create a unique wellness experience for both your existing and new members: Step 1: C reate a more attractive facility Step 2: Become customer-led Step 3: Create great programs Step 4: Attract (and keep) the best staff Step 5: Be passionate about customer service Step 6: Become outcomefocused To get t h e best re s u l t s, d o n t s k i p a n y of these steps, as they are all strong links t o the operation. Combined, they will provide both the enviro n m e n t and structure to which your m e m b e r sw i l l w a n t to re t u rn. Step 1: Create an attractive facility If y o u want to attract a new segment of the market, y o u h a v e to take a f resh look at your current operations : Examine y o u r c l u b t h rough the eyes of the unfit and overweight person. When you do this, you may get a whole diff e rent perspective. Many unfit and overweight people take just one look at a fitness cente r and make a split-second decision it s not for m e that may last a lifetime. This is because many cente rs a re too vast, over- e q u i p p e d a n d impersonal. They are simply too intimidating and overwhelming for a p o s s i b l y n e rv o u s, o v e rweight and unfit person who perceives that only fit people c o m e h e re. People unfamiliar with exerc i s e a re looking for somewhere that is more friendly, more welcoming and less intimidating t h a n w h a t i s c u rre n t l y b e i n g o ff e re d. Creating the right sort of a t m o s p h e re w h e re people feel comfort a b l e and secure is essential if y o u want to cre a t e an environment where people feel good about themselves. Such an enviro n m e n t is needed t o c reate an atmosphere w h e re lifestyle change can take place. F o l l o w i n g a re some ideas to cre a t e such an enviro n m e n t. Ideally, these ideas should be incorporated when you are planning a new facility. Altern a t i v e l y, you can e i- ther revamp an existing facility, or perh a p s c reate a new adjacent f a c i l i t y.

2 L N E S S E X P E R I E N C E By Peter Brown, M.B.E., FAWHP, ACSM Health/Fitness Director Changing ro o m s. Create larg e r, more private showers, with pull-down seats and screen doors for modesty. Provide larg e r towels and perhaps a small relaxation area with refreshments. Equipment selection. Se l e c t equipment specifically for your target market, e. g., e q u i p m e n t that is easy to understand and use, with larger-type instructions for those who don t wear glasses while they work out. Floor planning. Don t cram the equipment into your facility. Try to create a less-intimidating environment with well-spaced equipment and smaller, more private areas for two to three exercisers. Keep wall mirrors to a minimum. Lighting and décor. Avoid glaring fluorescent lights and try to carefully combine spotlights and uplights, which create a s o f t e r, less-harsh environment. Choose colors, carpets, décor, etc., carefully so that soft colors combine to create an uplifting effect. Also, the quality of your signage will convey a great deal about you and your image. P l a n t s. Balance all that high-tech equipment with plants to help create a w a rmer atmosphere. Then take good care of them! Plants can also be used to create small, private areas. M u s i c. Select music carefully and keep the volume l o w. Don t allow young instructors to constantly play what they like! Music is an important element, and should be thought about carefully. Programming. Yo u r main focus should be on lifestyle pro g r a m m i n g a n d fitness testing, so create a pleasant and semi-private room for this. People should feel extre m e l y welcome and comfortable in this are a. These are just some of the basic steps that you can take to create a more-w e l c o m i n g and less-intimidating exercise enviro n m e n t. When these factors are combined eff e c t i v e l y, you can create a truly uplifting enviro n m e n t that people will enjoy using re g u l a r l y. Step 2: Become customer-led B e c o m i n g c u s t o m e r- l e d is easily said, but often hard to achieve. Somet i m e s, f i t n e s s f a c i l i t i e s i n- t roduce p ro c e- d u res, systems,

3 How long before you have to upgrade your new club management software? Again. The -revolution has made it to the Healthclub Industry. Healthclub management accessed via the net - Requires N O software. S t a t e - o f - t h e - a rt Healthclub Finances. EASY. If you have access to a computer and the internet, you have access to all your club s records. e Club N E TS U C C E S S FA X Bringing Fitness,Finance and Technology Together VI SIT O UR WE B SIT E NATIONAL FITNESS FINANCIAL SYSTEMS etc., that are more convenientfor the staff and management than for the members (who should always be your main focus). Take a fresh look at your operating procedures to ensure that all of your systems are designed to meet the special needs of your new niche market. Usually this involves making procedures simpler and more convenient. Your aim should be to design your services and programming to satisfy members better than any other club in your area, and to take care of their special needs. Satisfying more members than your competitors is the only sure way to survive in today s competitive age. So put your precious energy into providing what really counts. Take a totally fresh look at your administration, screening procedures, fitness testing protocols, induction procedures, programming materials a n da pproaches so that they are all specifically designed with the unfit and overweight person in mind. Add value whenever you can, and include all the little things that will provide a unique customer-led experience (see Motivation and Retention). Motivation and Retention More than 50 percent of new exercisers drop out of their programs within six months. The following checklist canhelp encourage motivation and retention: 1. Have an easy-start process 2. Provide a genuinely warm welcome 3. Design procedures to be quick and hassle-free 4. Avoid intimidating fitness checks 5. Do not overwhelm participants with expectations 6. Encourage small lifestyle changes, one at a time 7. Record and review progress regularly 8. Have a breakdown-recovery service 9. Use a stepping stone approach 10. Build self-esteem and self-confidence 11. Recognize commitment and effort 12. Celebrate successes Try to see everything through the eyes of the target member, and focus on the things that are important to them. Do everything you can to make new exercisers feel comfortable and secure in t he i rn ew environment. Let them know that they are in good hands, and make sure they do not feel isolated or vulnerable. Most importantly, help beginners to feel good about themselves, not inadequate.

4 Step 3: Create great programs Most fitness operations are great at programming for fitness (e. g., s c reening pro c e d u res, target heart rates, equipment induct i o n s), but this is all rather physical and may not enthuse u n f i t and overweight m e m b e r s. W h a t you need to do i s to move fro m fitness to wellness. This involves taking a much bro a d e r whole person a p p roach that combines exercise programming with lifestyle-change strategies d e s i g n e d a round the specific needs of the individual ( F i g u re 1 ). Wellness embraces not just fitness, but also the mind and spirit. The six main dimensions to wellness are physical, emotional, occupational, spiritual, intellectual and social ( F i g u re 2 ). When balance is achieved in each of these areas, they can all contribute to a feeling of total well-being. Your staff members should be trained to combine fitness programming with lifestyle-change strategies that are specific to their clients (good nutritional habits, weight control, making self-time, a p o s i t i v e mindset, stre s s-c o n t rol strategies, balancing work and home, learning to prioritize, learning to re l a x, e t c. ). However, achieving total lifestyle balance is a lifelong quest. Trying to make too many changes at once can be overwhelming and self-defeating, so it is i m p o rt a n t to focus on only one or two changes at a time. The most important area is the one that the client feels ready to tackle at that time. Wellness coaching can only take place once c l i e n ts a re c o m- f o rtable with t h e i r c o a c h and there is good rapport e s t a b- l i s h e d (se e Wellness Coaching C h e c k l i s t). This takes time to b u i l d, and is likely to o c c u r once c l i e n ts h av e confidence in both the re g u l a r f i t n e s s p rogramming stru c t u re and t h e Pre-Program Interest Sheet Health & Safety Agreement Lifestyle Profile Completed Personal Targets Agreed Commence Personal Program Personal interests identified Complete Personal Details Possible health risks identified Agreed fitness targets Exercise program started Any previous attempts? Blood pressure & weight measurement Lifestyle continuum score Agreed lifestyle targets Provide supporting materials Likes and dislikes identified Doctor s consent required? Priority areas agreed Provide dates agreed Provide ongoing coaching Wellness Coaching Checklist Conduct Progress Reviews 4-week achievements reviewed Set new 4-week targets Complete the award record card The aim of wellness coaching is to encoura g e individuals to take a personal interest in following a more balanced lifestyle. This can be facilitated through the following process: 1. Create a good first impression. Be well-organ ized, read the p e rs o n s p re - p ro g ram intere s t sheet and anticipate relevant questions. 2. Quickly establish rapport and a helping relationship. Use your people skills to put clients at ease and to show them that you really care. 3. Ex p l o re expectations and c o n c e r n s. As s e s s c u r rent behavior patterns and establish priority areas for possible future action. 4. Identify particular areas of interest (hot bu t- tons). Try to get a picture of the complete person and the level of interest and commitment. 5. Instill confidence. Explain the programming s t r u c t u re, the level of commitment n e e d e d a n d the steps required for success. Use other success stories to build confidence. 6. Se c u re i n vo l vement. E x p l o re any p o s s i b l e d ro p - o u t p roblem are a s, and suggest effective s t rategies to ove rcome these. Work t o g e t h e r t o- ward a personal wellness plan. 7. Agree to an action plan for the next four weeks, and provide any guidance or self-help materials that may assist progress. 8. Re c o rd pro g re s s. Emphasize the importance of re c o rding pro g ress for motivational re a s o n s. Confirm your support, and then plan the next appointment date for a program review. Achieve Lifestyle Targets Recognize Effort & Commitment Exercise & fitness focus T-shirt awards system Figure 1. Program Procedures Checklist Figure 2. The Dimensions of Wellness Weight control focus Achiever of the Month award Lifestyle balance focus Outstanding Achiever awards

5 Your whole operation should be clearly focused to achieve lifestyle change: This should be your main reason for existing as a fitness facility. c o a c h s / t r a i n e r s s k i l l s. Self-help materials c a n h e l p t r a i n e r s w i t h this pro c e s s, and are an essential part of the wellness coaching s t ru c t u re. Such materials can include selfhelp guides, lifestyle profile sheets, action sheets, personal focus sheets, wellness p l a n n e r s a n d p ro g r a m c a rd s that c a n b e u s e d with clients. Your fitness staff can help to create and g row a wellness programming stru c t u re t h a t e n c o u r a g es m e m b e r s to become l i f e s t y l e-change success stories. Th e s e t y p e s o f p ro g r a m s a re motivating for both staff and clients, and one s u c c e s s s t o ry c a n contain m o re substance and l e a d t o m o re w o rd-o f-m o u t h p ro m o t i o n than a whole team of sales people could e v e r a c h i e v e. Step 4: Attract (and keep) the best staff Your staff m e m b e r s a re the critical factor in wellness coaching, and you must select only the best to be successful. Essential staff qualities include a t t i t u d e, knowledge, communication skills, coaching manners, personal appearance, intere s t and future potential. For wellness coaching, the most important of these skills are

6 knowledge, communication skills and a good service attitude. Following careful selection, you will need to provide both initial and ongoing training to ensure that y o u rs t a ff m e m b e r s t ru l y understand the wellness concept and the knowledge and strategies involved. As a manager, you must be a facilitator, a teacher, a mentor and a coach to lead your staff. Through providing ongoing s t a ff training, your staff will not only grow their own capabilities, but also the pro g r a m as well, and that s how you keep good staff. Step 5: Be passionate about customer service Never forget that your po t e n t i a l members a re also s o p h i s t i- cated shoppers, and they do not have the time to repeat a m e d i o c re experience. In a time-starved age, i t i s m o re import a n t than ever to provide a good experience. Once your core service is in place, it is the small things that make a difference and separ a t e you from your competitors. This is what service is all about, and you have to be passionate about it. Customer service is the acid test for business survival (see Building Rapport and Trust). Building Rapport and Trust The initial visit to a fitness cente r c a n be quite intimidating. N ew members may look calm on the outside, but will pro b a b l y be n e r vous on the inside. H e l p to put them at ease and start c o m m u n i c a t i o n si m m e d i a t e l y; yo u r main objective is to establish rapport and to show empathy. Most of all, show that you are int e rested in them and their needs. Be helpful, not judgmental. Respect yo u r m e m b e rs right to hold d i f f e rent points of view. Ask gentle questions, listen carefully and try to unders t a n d their concerns, wants and needs. Establish common ground by examining things from their point of view. Try to be a good listener. Listen carefully and don t try to start solving problems yet, just listen for thei r h o t - bu t t o n s and what really interests them. If they are re l a xed, i t will tumble out. Try to read n o n - verbal messages. What is their body language saying? Sometimes body language is more important than wo rd s. Learn how to build rapport quickly. Make them feel unique and special. Answer questions, defuse anxieties and establish a comfortable relationship. Most importantly, show them that you really care. G i ve plenty of eye contact and smile when appro p r i a t e. M a ke them feel unique. Help them to feel comfortable with yo u. N ow, if you have listened well, you can both agree on some priority goals and an action plan that is truly pers o n a l ize d. M a ke the whole event a quality ex p e r i e n c e one that will make them feel gre a t, a n d one that they will tell their friends about. Managing the Moments Of Truth A moment of truth occurs when members come into contact with any part of your facility and make judgments about the quality of that contact or ex p e r i e n c e. A nything that affects the senses (sight, sound, smell, touch and taste) can be called a moment of truth. Such an experience can be categorize d according to the customer s perceptions at that time. An experience can be either excellent (exceeds expectations), neutral (just meets expectations) or poor (is below expectations). Yo u r top priority is to ensure that m e m b e rs a c h i eve customer excellence at eve r y point of contact. This means identifying the f i ve to six a reas that re p resent the main contact experiences for customers, and ensuring that each of these contacts is the best experience possible (see Figure 3). T h i s usually means taking a neutra l or poor experience and re - o r- g a n izing it by making it m o re convenient, fa s t e r, h a s s l e - f re e, adding ex t ra va l u e, e t c. An org a n ization that prides itself on customer c a re should do everything i t can to both identify and manage each point of contact to ensure a quality ex p e r i e n c e. When moments of truth g o unmanaged, the quality of service usually reverts to mediocrity. Maintaining excellence is the main challenge facing all org a- n iza t i o n s. It is impossible for managers alone to monitor each p rocess or contact point. T h e re fo re, a customer-led org a n iza t i o n must be cre a t e dso that every member of t h e staff is empowe re d to manage each point of the service cycle and to do whatever it t a kes to ensure a high-quality ex p e r i e n c e. Figure 3. Moments of Truth Exercise

7 Your members make a judgment about your service at every point of contact, e v e ry time they visit. It is your job to identify the six to eight most important points of contact at your facility, and to raise the experience of that contact to the e x c e l l e n t c a t e g o ry in people s minds. Left alone, such moments of tru t h c a n quickly re v e rt to mediocrity (se e M a n a g- ing the Moments of Truth). One of your most difficult tasks is to consistently manage such points every day. This is a top priority for every member of your staff. Be passionate about s e rv i c e, and the word will quickly spread. Try to add value to every contact to create s e rvice magic f o r each customer, one way or another. If you can please sophisticated shoppers, the rest will follow. Step 6: Become outcome-focused Your whole operation should be clearly focused to achieve lifestyle-change s u c- cess stories, and this should be your main reason for existing as a fitness facility. You will need to break thin g s down to identify both general and specific outcomes that are important to your s u c- c e s s. For example, general outcomes might include such operational i s s u e s a s the number of safety checks completed, number of daily users, number of new u s e r s o r number of programming sessions completed. Specific outcomes might include factors s u c h as part i c i p a- tion in regular exercise, d e c re a s e d b l o o d p re s s u re, improved fitness (VO 2 ) levels,

8 reduction in body weight, a n d number of lifestyle impro v e- ments achieved. It is important to devise a simple way to measure such outcomes on a daily, weekly and monthly basis, as this provides an important management b a rometer of how well you are doing. If things are not g o i n g w e l l, you can then m o re e a s i l y spot the re a s o n and try some new approaches to arrest the problem. Creating a better experience for exercisers could double the number of people using your fitness center. R e c o rd your outcomes in a simple visual manner (e.g., p i e c h a rts or bar chart s ) so that you can show your results in m o n t h l y, s e m i-y e a r l y or annual re p o rts. Include brief details of your success stories: This will provide an important human perspective of your achievements. The old adage that w h a t RelatedonTheInternet w w w. f i t ne s s ma na ge me nt. c o m / i n fo / f r / f e a t u re s. ht m l If yo u re ready to take the leap to tra n s form your facility fro m a fitness facility to a wellness fa c i l i t y, log on to the URL a b ove to see how this author has implemented his six steps into the club he opera t e s. gets measured, gets done i s t ru e, and your successes can be incorporated into a summary re p o rt that c a n a c t as a gre a t selling tool. Getting them to your club In such a competitive world, you need to reach out to new niche markets and innovate new appro a c h e s. T h e s i x e s s e n t i a l steps highlighted here should help you to create a new type of wellness ex p e r i e n c e that w i l l appeal to many p e o p l e w h o c u r- rently do not use fitness cente rs ( a n d w h o re p re s e n t an enormous potential market). Each of the steps is equally important; don t skip anything. It s the total experience that counts, and it should be your mission to raise the quality of that experience as high as possible. Don t be afraid to be the first to try such new approaches. By being first, you may make some mistakes on the way, but you will gain valuable experience and lead-time over your competitors. Most of all, creating the wellness experience in your facility can create a win/w i n/win situation for your customers, your s t a ff and y o u r s e l f. It s time to move on, a n dg o f rom fi t n e s s t o wellness. Good luck! FM Peter Brown Wellness Management provides consultancy and management services for companies with in-house health/fitness centers and staff wellness programs. Peter Brown can be reached at pb@peterbrownwellness.com.