PERSONAL TRAINER PROFILE
Subject: Nicki Anderson Location: Naperville, Illinois Company: Reality Fitness Studio Experience: Tenth year as trainer; third year as owner Maverick Strategy: In 1998, I opened my own studio to work with clients intimated by the regular gym setting. The studio is not a typical health club: It is 28,000 square feet, with five private r...
With so many fitness activities available, how do you determine which ones are a good fit for your business? Asking current customers is your first step to answering that question. Surveys, informal conversations and tracking participation are good ways to find out what clients are interested in. The second step is to see what other facilities are offering, both locally and nationally, and predict if your customers will like the same programs their customers do.
Each month I receive over a dozen telephone calls from individuals wanting to start new fitness facilities in their communities. Invariably, I hear something like this: “We really don’t have a good health club in our area. None of them take care of people. They cannot hold onto members, especially the 40 and over age group. I want to build a club that appeals to all people. We’ll give superior service and drive our competition out of business in a year.”
One aspect of being a successful director is the ability to spot a trend before it hits big. Capitalizing on the latest craze before the competition beats you to the punch takes gut instinct and a talented eye. It might be as simple as revising the time a class starts or choosing a new instructor. The following tips can help you determine when it’s time to make a change and how to transition it smoothly.
In my experience, the number one mistake managers and owners make when hiring new help is failing to look beyond the stack of employment applications. Great employees already have jobs. Most people with jobs do not fill out employment applications unless they’re really unhappy with their current situation. The quicker you reshape your approach to hiring, the sooner you can build your facility’s dream team.
In my books on partnering and strategic alliances, I talk about “synergistic possibilities.” This concept means taking one plus one and getting three or more, rather than the expected two. In my own life, I often catch myself doing something solo rather than teaching or working with another individual on how to do the task as partners. Naturally, I think it is easier and quicker to just do it
myself. In the long run, though, this belief proves that I am taking the wrong path. Working with and teaching others takes understanding and patience. Unfortunately, too
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How to Take Care of New Members
By Chalene Johnson
ew members often feel tremendous anxiety on their first visit to a fitness facility. The fear of looking and feeling out of place is enough to keep a sizeable number of potential
someone who can help you with that," or "I'm not sure, but I would be happy to find out for you."...
How do I handle an in-class injury? I know the injured person needs immediate attention, but what are the logistics of dealing with the rest of the group? How can I be responsible to both the class and the injured person? Any ideas that will keep me out of legal hot water plus handle the situation effectively?
Ladder the Up Climbing
Yes,you can advance from the front lines to upper management --if you know the right steps. By Mary Monroe
It wasn't an overnight success: In 14 years she moved from club manager to regional manager, then on to general manager and regional general manager before assuming her current responsibilities overseeing 13 clubs and about 1,000 employees. How did she do it? Siena make...