How do you handle the situation if one of your trainers isn’t meeting your expectations?

Many times managers don't clearly convey their expectations to trainers. Most people want to do what is expected of them and excel. A one-time new-trainer orientation is overwhelming for new employees; most likely they will not grasp everything you want them to. Although we conduct a 20-hour orientation for new trainers, we follow up with observations (immediate feedback) and monthly client audits and try to reinforce positive behav- ior through recognition and praise. We send out a weekly team update and have a category for “shout-outs” and “co-worker of the week.” We keep records of all observations and audits, and these are summarized and used in year-end reviews for our 20 certi- fied personal trainers. When our expecta- tions aren't met, we may need to retrain a trainer, review expectations and have the person sign a document saying what is expected. If he doesn't make the changes, then we'll give a written warning and dis- cuss it. When the job really isn't going to work for an individual, termination is the next step. It isn't fair for the employee, the employer or the client to let someone struggle in a career that doesn't match his skill set. We try to set clear, consistent expecta- tions for our co-workers. Doing so creates a better work environment where peo- ple feel rewarded and understand their personal business goals as they relate to the entire company.

We own a small personal training studio, and our trainers are independent con- tractors. That said, we provide our trainers with clients. This system gives us several opportunities for “monitoring” our trainers. Having good systems in place not only prevents many problems but also provides an easy platform from which to discuss whatever problems do arise. If trainers are not keeping up national certifications, professional liability insurance or CPR, they are in breach of con- tract with us. A gentle reminder that something is ready to expire reminds them that we are watching and expecting them to stay current. If trainers have “slipped,” that puts the burden of a discussion in their court since they will need to request an exception or an extension. Our pay scale also has some built-in expectations. We give our trainers 3 months from the time they receive their first clients to earn a postrehab certification. When they do this, we give them a raise and toot their horns loudly (press release, update to website resumé, mentions in the newsletter and on our bulletin board). If they do not earn this certification in the allotted 3 months, they must discuss the situation with us. Since we value education and advanced training, we have built incentives for them into our pay scale. We have found that including incen- tives in our systems to encourage trainers to “do the right thing” prevents problems. Trainers benefit personally and financially by doing what we want them to do! Also, we have chosen to have two different trainers routinely train each client (e.g., a client will see trainer #1 on Tues- day and trainer #2 on Thursday). Among other things, this system has the unique benefit of constantly “cross-checking” our trainers' program design. The trainers must discuss and sometimes explain their exercise choices when questions arise. Additionally, clients might query differences they perceive as negative, again encouraging some uniformity in training. How do trainers get feedback? Scott performs annual reviews. This gives him the perfect opportunity to discuss what the trainers are doing well and what areas could use some improvement. (In the future, we intend to add a new component to this process to improve our performance as leaders. We will ask the trainers to critique us.) In addition, if we do see a problem at any time, communication is crucial. 1. If Scott notices a specific training technique that needs a slight adjustment, he will speak to that trainer right away (that day if possible) in between clients. 2. If there is no opportunity to speak face-to-face, Scott will put a note in the trainer's box. 3. If the issue is more serious, Scott will ask for a private meeting. 4. If necessary, Scott tells the trainer that she will not receive any new clients until the issue has been addressed. 5. If there is a client-trainer conflict, Scott can simply switch the client to another trainer. In this example, Scott talks to the client, then to the current trainer and then to the proposed new trainer. 6. If there is no resolution to the problem or if a trainer no longer shares our values and goals, Scott will dismiss her. While this may sound extreme, a trainer who is not “on the same team” can be like poison in a well. Someone gave us some very sage advice on choosing new trainers: Hire slowly; fire quickly.

Before a Solo Fitness trainer works with one of our clients, I have met with the client for an initial fitness assessment and one follow-up workout session. This way, the trainer is well-versed in the client's health history, fitness experience and goals and has an outline of what the first session should be like. Most important, the trainer should have an understanding of how the client likes to work. Does she take verbal instruction or need to observe the trainer first? Does she like to repeat workouts, or is she looking for a different one every session? These nuances complete the client picture. When the trainer gives a session that is not meeting a client's expectation, then it is not meeting mine either. In this case, the client will call me, and we will discuss what is and isn't working. The client always has an option to work with another trainer of ours; however, I like to give the original trainer a second chance. When I know what needs to change, I can speak with the trainer and we can work together on the situation. Having that conversation isn't always easy. The trainer's style may work for other clients but not for this one. Usually the trainer will feel it, too. The click isn't happening. If the trainer is up to it, we will come up with a different approach to working with the client. If that still doesn't help, then we move on. I bring in another trainer to work with the client so as not to miss a beat in the client's training progression.

When a trainer doesn't meet our expectations, our philosophy is to “reprimand with kindness.” Here's what we advise: Begin With a Positive Statement. Tell your trainer what you love and appreciate about him. For example “Joe, I have been watching you during your sessions with clients, and I can tell that they love you. You're giving them a fabulous work- out, and they are always laughing and smiling.” This praise starts the conversation on a positive note and takes the trainer off the defensive. You can always find something good to say. Ask Questions. Instead of attacking an employee, ask him a question about the situation. More often than not, he will bring up the issue himself, and you'll be able to have a more interactive conversation. He may even provide a solution and therefore buy into the entire process of change. For example, you might ask, “How do you feel about how full your schedule is with clients?” and the trainer might respond, “Well, actually I've been really concerned about how difficult a time I'm having filling my schedule. I think I'm a great trainer, and I seem to have no problem keeping the clients I get. I see how full the schedules of other trainers are, and I ask myself what I am doing wrong. The more I think about it, the more I realize my availability just isn't matching when the majority of our clients want to train. My 9:00 AM-5:00 PM schedule just isn't working. I think if I worked more morning shifts and after- work shifts, I'd fill up my schedule a lot more easily.” Offer Help, Support or Suggestions. Ask how you can help. For example, in the scenario above, you might say, “Joe, I think that's a fabulous idea. What do you need me to do to help you facilitate this schedule change?” Finish With a Positive Statement. Be sure the trainer leaves the meeting knowing you care about him. Convey that the reprimand has nothing to do with him as a person and that it's about changing actions so both the business and he can reach their potential. For example, you might say, “Joe, I'm so glad we've had this conversation. You're such an amazing member of our team, and I just love your energy. I really want you to succeed with us so you can make the income you need to. I'm so glad we've got a game plan that you feel is going to help you be successful with us.” Last, as a manager, it's important to know when it's time to let someone go. For example, if you have honestly done everything you can to help a trainer meet your expectations through role-playing, training, seminars and so on, and he's still not working out, ask yourself, “Knowing what I now know about this person, would I hire him today if I had a position available?” If the answer is no, it's probably a good time to separate. If you do sever the relationship, always conduct an exit interview. You can learn a lot about your business and leadership skills from someone who has nothing to lose by telling you everything that's on his mind.

Managing and setting expectations for private contractors is very different from doing so for employees. If you are using contractors, you should consult with a local attorney for guidelines. The most important element in managing employees lies in setting clear expectations in writing as soon as you hire them. The expectations should include the specific behaviors you want to see, the consequences of not meeting them and the consequences of exceeding them. Create a specific timeline that provides consequences for recurring substandard behavior, and clearly communicate the timeline to the trainer. You may feel that providing so much information is “over- doing” it with new employees. They will, on the contrary, appreciate the fact that you are setting boundaries they clearly understand. Make sure you go over these expectations with every new trainer in a one-on-one meeting so that the employee is clear on each point and can ask questions. Then both of you should sign and date this document and each keep a copy. Later, if a trainer is not meeting expectations, schedule a meeting to address the specific behavior at issue and how it needs to change. Again, make sure the trainer fully understands the behavior you are asking her to change. Gain agreement on how she will address this behavior, and schedule a time to follow up in order to review progress. The initial meeting should be viewed as an opportunity to help the employee meet expectations and not as a disciplinary action. Do, however, provide a specific timeline in which the trainer must meet an objective, and directly address the consequences of not doing so. In my experience, no employee ever willfully does a poor job. Problems arise when expectations are unclear or an employer does not point out areas of unmet expectations when they occur. If you are diligent about setting and sticking to clear guidelines, you are in a position to build a great personal training business.

Before this becomes a problem, make sure that the expectations are clear. You and the trainer should establish clear requirements for performance, weekly. Then make sure that you follow up at your weekly meetings and review the progress toward those goals.

When people know the expectations they generally either comply with trying to reach those expectations or they know that they need to ask for help in reaching those goals.

If an individual trainer is making a mistake unknowingly I comment to the group as a whole via meetings and emails between. Then I make sure that the person targeted got the information and it's clear. If necessary we then will meet one on one and work on possible solutions to the problem. We'll document actions and dates for change and then follow through with review.

The keys are address it right away, involving the person in the 'fix' and then following through with review. Set the parameters for performance expectations, review them regularly, reward and praise the right and remove the problems.

Identify the deficiencies, clearly state what your expectations are and how they are not meeting them, and then make sure you train them properly to perform their jobs. Sometimes trainers do not perform and we have to fire them. As managers though we need to make sure we give them the tools (or assist them in developing those tools) through training for them to be able to perform their jobs to our expectations.

Your expectations for what? Work ethic? bringing in new clients/business? team player? retaining pt clients,?cross selling services? being active in the community? communication with clients/colleagues?...

As a current personal trainer and former small business owner, I would consider the following:

1) Do I have a system in place for all new trainers that clearly outlines and specifies what I expect of them in all areas of our business?

2) If so,was the trainer introduced to this during the interview/selection process? Maybe a mutual review is necessary e.g., did I communicate my expectations clearly and did the trainer understand and agree to them (helps if there is a sheet on which she/he had to initial).

3) If not, build and create one ASAP!

4) Create sufficient time and a pleasant, private environment for a positive, productive dialogue. LISTEN!

5) Seek discrete feedback from clients, co-workers, etc..

6) Reflect on the above. Listen to your head, gut, and heart.

7) Make your decision. Act swiftly.

Have you ever expressed your expectations in a written form? If not then do so and if you have then confront the trainer in a private meeting and give them 1 chance to turn it around.