If customer has a complaint about equipment, quality of service, overcharged card etc. Take care of it immediately, put yourself in their shoes and give them free months, discounts, training or supplements.
Encourage people to live up to their potential and find the path they love!!
What actions can you take today to be a more positive leader? What activities unleash your people’s strengths?
Executive Responsibilities
*Accountable for achieving all annual revenue goals
*Full responsibility for P&L, marketing, business development and sales
*Provide strategic and tactical leadership to the sales teams, fitness departments and operations.
*Position club to increase market share
*Maintain an immaculate, well appointed, upscale facility with state of the art equipment and programming
Sales Management and Marketing
*Create strategic promotional campaigns with a call to action, ensuring the club branding and club image is maximized and consistency builds recognition and credibility.
*Build a strong sales force by empowering every employee to “sell the club”.
*Successfully integrate our club culture, of “Members First” and maintain high moral and low employee turnover.
*Meet all monthly sales targets for all departments and evaluated production and performance daily.
*Hold effective Department Manager meetings weekly.
*Conceive and manage successful marketing campaigns through direct mail, media buys including radio and TV, online marketing, member retention via interactive media, e-mail, mobile marketing and social media outlets, community relations and PR.
*Effectively develop the Corporate Wellness Department
*Hire and train all key staff and sales staff while updating POS materials, programs and promotions.
*Manage lead tracking
Corporate Sales Program Development
Personal Training Department Development
Customer Service Excellence
Develop Budgets and Set Sales Goals
A Plan of Action for Sales Managers
Decide What You Want, Build a Plan, and You Can Bet on the Outcome
To create a goals program for both yourself and your salespeople, start with this plan of action which contains these key elements: Starting point, Written goals, A plan, How to deal with roadblocks and setbacks, Checkpoints, Scorecard, Reward system, Review
Starting Point
Before deciding where you want to go, see where you are. Get yourself a three-ring binder, plenty of paper, a pencil and a large eraser. Find a quiet spot and write out a clear statement of where you are today. Take your time. You have been without a road map for this long, a little longer won't hurt.
Be as professional as you can. This is not a "make me proud of you" exercise nor is it a "kick-me" one. Be honest.
Written Goals
Writing crystallizes thought and desire motivates action! Begin to compile a list of what you would like to accomplish. List both tangible and intangible goals. Be as clear and specific as possible.
After completing this list, go back and arrange them in order of their priority -- most important to least important. As you do this, be careful your priorities are not all coming from one area.
A Plan
Now that you have prioritized your goals, why do you need a plan?
A. It will be easier to make things happen.
B. Knowing the big picture will allow you to make fewer and easier decisions. Sound planning will not always make it clear what your current decision should be, but it will make your decision-making easier. Ask yourself: Will what I am about to do help me in the attainment of my goals? Planning will allow you to make the best possible decisions about what to do now!
C. You will control rather than be controlled.
D. Planning doesn't make the future predictable. It does, however, allow you to anticipate what is most likely to occur.
E. Planning is a continuous activity, not a periodic one.
F. You will better be able to translate general goals into specific, measurable objectives.
G. Planning will help you to identify what must be done to insure desired results. Henry David Thoreau said, "In the long run, men hit only what they aim at."
In your Plan-of-Action notebook, starting with Goal #1, begin to write out just how you plan to go about achieving your goals. It is OK to use your eraser and lots of paper.
How To Deal With Roadblocks And Setbacks
When you have done this for the high-priority goals, write next to each goal where the potential roadblocks and setbacks might occur. Then, assuming they will actually happen, how will you handle them? This may be the toughest part of the program, but I never said making your goals happen would be easy. The only thing easy is running around shouting, "What happened?"
Checkpoints
Decide upon a realistic "when" for each of your goals.
Once you have chosen a date to accomplish each of your goals, break each goal down into smaller segments of minor goals. Select date accomplished times for these shorter-range goals.
After all, if you were going to eat an elephant, you wouldn't gulp him down. You would eat him one slice at a time!
Scorecard
Go!
Using your plan and its checkpoints, act on it! You will begin to notice a new internal enthusiasm! What you have to do on a daily basis won't seem as painful and/or difficult, because you will know why you are doing it.
Will there be times when fear, doubt, worry and discouragement creep in? Yes, but remember, John F. Kennedy set a goal for America to be on the moon in ten years. It happened in seven. If man got to the moon, you can achieve your goals!
List those goals most important to you and have them with you all the time. Keep looking at them. Keep them updated. They will motivate you to keep going.
Reward System
For me getting to the goal is a reward in itself. The smaller checkpoints along the way are just smaller bits of joy that ensure me that the greatest joy is that much closer.
Review
Nothing is carved in stone. As often as you like, step back and take a look at your big picture. Want to make a change? Go ahead. It's your plan.
A famous baseball player once said, "It is what you learn after you know it all that counts!"
You now have a goals program you can use for your professional life, as well as a tool to use in helping your staff accomplish more.
Job Description
The District Manager (DM) ensures that all assigned clubs within a district provide the industry’s best member experience, exhibit a team driven environment, and achieve financial success. The DM’s major emphasis is to recruit, hire, train and develop a diverse, high performance team of Club Managers (CMs) that delivers on company goals and reflects its values.
•Responsible for communicating and upholding company standards and leading by example for delivering the Promise; manage a clean, friendly and well maintained clubs. Ensure that managers create and maintain a service culture at all clubs within the district.
•Sets operational goals and priorities for all CMs and is responsible for attainment of district targets (e.g. revenue, profit, turnover and retention).
•Responsible for the performance management of the district as required to maintain company standards and financial results.
•Responsible for the hiring and development of the district team with particular emphasis on club leadership positions.
•Recommends staffing changes, additions, special pricing, promotions and facility remodels to the RVP and divisional staff.
•Provides guidance on the district operating budget and approves discretionary expenditures (within set guidelines) for all clubs within the district.
Span of Control / Organizational Relationship / People Management:
Reports to the Regional Vice President (RVP)
Approximate job scope: 3-10 clubs
This position directly manages multiple Club Managers inside the district.
Essential Duties & Responsibilities:
The DM is responsible for performing the following activities for the district:
Planning
Participate and provide field input into the development of the district P&L and operating plan. To achieve this objective, the DM will:
•Work with the Club Managers to ensure that they proactively develop thorough business plans. Ensure that the plans are executed with reoccurring performance checkpoints (See management section.)
•Establish priorities and goals, including revenue targets for membership, fitness & labor for CMs
•Identify, plan and execute club improvements within the district
•Provide input to the RVP regarding the regional P&L
•Review allocated club budgets with CMs in order to receive feedback and recommended changes and suggestions
Managing
Set team and individual goals, monitor progress and provide guidance to ensure that district operational objectives are achieved. To achieve this objective, the DM will:
•Partner with CMs, human resources & recruiters to prospect new management for clubs
•Recruit, interview & hire CMs, review & provide advice on tier-two club management hires
•Provide consistent accountability for direct reports through training, coaching conducting planning sessions and performance reviews. Recognize good performance and discipline when necessary
•Develop direct reports by communicating priorities and equipping the team to achieve results through significant face-time and coaching on member service and team satisfaction
•Create Individual Development Plans (IDP) with direct reports on an annual basis
•Provide guidance to CMs on localized tactics to deliver on agreed upon performance goals and on implementation of corporate and divisional programs
•Monitor and observe club facilities to ensure execution of the service promise and adherence to company programs and offer recommendations to CMs
•Monitor each club’s performance
•Recommend staffing additions and promotions, marketing spend, special pricing, club remodels, and repairs and maintenance (R&M)
•Coordinate local promotions with Club Managers.
•Coordinate new or relocation club activities including staffing, training and promotions
•Resolve the most difficult escalated member concerns that are outside of the authority of CM to solve
•Provide resources and direction to ensure that company policies, including loss prevention procedures, employment and human resources policies are enforced
Inspiring and Leading Change
Communicate, lead by example, and motivate the district to understand, develop passion and implement a club culture that reflects the corporate image, values, and strategy. To achieve this objective, the DM will:
•Be visible within the district clubs and set the example for providing member and team member satisfaction
•Inspire and encourage CMs to follow through on member and team member initiatives
•Ensure that ____________values of enhanced member experience and team member satisfaction are embedded in the management and personnel of each club
Desired Skills & Experience
•3-4 years of progressive management experience supervising 3-10 employees
•4-6 years of broad retail/hospitality/service industry experience
•Comparable multi-unit management experience preferred
•Prior experience in the three 24 HourFitnessclub departments: Sales, Service, &Fitnesspreferred, cross functional training across other jobs/roles at minimum.
•Experience and familiarity with managing to a P&L preferred
•Operations management experience preferred
•Consultative sales experience preferred
Physical Qualifications:
•Ability to work in club office; move about club floors and rooms; review, revise, create club paperwork; communicate with employees, members, and the public.
•Travel: Must be able to travel by car and airplane up to 80% of the time
•Ability to communicate telephonically with internal and external members
•Ability to access and operate Company computer system including prepare documents, enter data into computer system, read reports from a computer data base or email system
Knowledge, Skills & Abilities:
•Fitness industry knowledge preferred
Educational Level:
•High School Diploma or GED required
•Bachelor’s Degree preferred
Work Environment:
•Work is typically performed in a club environment
•While performing the club-visit duties of this job, the employee is regularly exposed to moving mechanical parts. The noise level in the environment is occasionally loud
•Ability to work a varied schedule to support the needs of the business, including frequent extended workdays, and weekends and holidays may be required
The General Manager/ Club Manager (CM) ensures that all membership, fitness and service functions within the club provide the best member experience, team member environment, and achieve financial success. In doing so, the CM recruits, hires, trains and develops a diverse, high performance team that delivers on company goals and reflects its values.
Job Overview
Responsible for communicating and upholding company standards and leading by example for delivering the ____________ Promise; manage a clean, friendly and well maintained club. Ensure that team leaders create a culture of service and team members consistently execute the service promise.
Acts as the key point of accountability for club financial performance and the club experience.
Responsible for the successful attainment of club targets (e.g. member service, cleanliness, revenue, and retention).
Models team expectations by interacting and observing members / team members, checking the details of member experiences, making recommendations and proactively solving problems.
Executes against a budget with specified revenue, expense, profit, and headcount amounts, and leads the execution of company programs and policies at the club.
Ensures that a standard operating platform is tailored to market conditions and reflects the ____________ values, programs, and SOPs.
The Club Manager directly oversees the following positions inside the club: Service Manager, Membership Manager, Fitness Manager, Facility Technician
Essential Duties & Responsibilities:
Planning
Participate and provide club specific input into the development of the club P&L and operating plan. Set monthly club Membership, Fitness and Service targets. Provide weekly feedback to DM on club goals and budgets.
Establish priorities and goals, including revenue targets for membership, fitness and labor for the club. Identify and plan the execution of improvement in the club
Supervise and set priorities and goals directly for the Facilities Technician, in partnership with the Regional Facilities Manager
Provide input and report monthly results to the DM regarding the club P&L
Staffing and Development
Recruit, interview & hire department managers. Maintain a fully engaged and high performing team that aligns with company values and goals.
Provide consistent accountability for direct reports through training, coaching, conducting planning sessions and performance reviews. Recognize good performance and discipline when necessary
Provide final approval on the hiring / dismissal / discipline of all club employees
Conduct weekly (or as-needed) club meetings with direct reports to review performance and offer direction, motivation and guidance toward achieving individual and company goals
Provide developmental coaching and guidance for long-term career growth opportunities to all direct reports
Coordinate with the human resources department to implement training programs for all club employees
Supervise and direct regular training sessions of all staff ensuring that all club employees are trained in service, fitness or membership SOPs and other company policies, including loss prevention, employment and human resources policies. Coach and develop all department heads and club staff on servicing members and functional capabilities
Handle all employee pay issues within company guidelines using appropriate resources
Manage team member relations by creating a team culture. Partner with Human Resources when necessary in resolving conflicts among team members within the club.
Instill a sense of common responsibility and teamwork across club functions to improve the member and team member experience. Ensure that Membership, Service and Fitness Managers and Assistant Managers are ‘cross-trained’ on the fundamental aspects of each others’ positions. Devise and conduct team building activities
Club Management
Establish a fun, safe, healthy, and community-focused club culture that delivers high member satisfaction and achieves maximum profitability.
Be a role model for member service behavior by walking through club and collecting member feedback to identify training and development opportunities for team members
Resolve elevated club member concerns; conduct on-the-spot ‘lessons learned’ to prevent them from reoccurring
Monitor club appearance and ensure problems are resolved expeditiously
Lead direct reports to agreed performance goals while provide performance and progress reports to DM on club goals and budgets
Perform regular review, edits and overtime approval in the Company’s Time & Labor systemnsure company and divisional SOPs, programs and promotions are efficiently executed
Ensures safety of employees, members and club property
Provides leadership support in the areas of Membership, Fitness and Service.
Personal trainer Manager
1. Hire, Train & Develop Fitness Team Members (70%)
· Interview, hire and train all new Personal Trainers
· Ensure club is appropriately staffed to meet member and client needs
· Educate fitness team members on all aspects of Personal Training. These areas include, but are not limited to, servicing clients and members, designing fitness programs, proper use of all computer systems and tools, sales presentations and ways to increase the club’s and PT clientele
· Provide feedback and coaching to all fitness team members on performance. Identify areas for improvement and recognize positive performance
· Provide feedback and coaching to all membership team members on ways to improve PT presentations in partnership with the Membership Manager
· Where applicable, manage and develop other programs that provide additional fitness revenue (e.g. Team Training)
· Identify high potential team members who wish to grow with the company and develop their skills for advancement
· Communicate and enforce all ___________ Policy and Procedures with the fitness team
2. Business Planning & Administrative Duties (20%)
· Meet with each fitness team member on a monthly basis to review performance and set goals for the upcoming month based on the opportunities identified
· Provide regular updates to Club Manager and Regional Manager Personal Training on fitness business performance and plans
· Ensure a positive trend in active clients and sessions serviced for club of assignment and all fitness team members through regular planning and follow-up with all fitness team members
· Assign clients to Personal Trainers based on the client’s individual needs, goals and preferences
· Manage monthly non-session hour budgets and ensure they are not exceeded
· Ensure all new hire paperwork is processed accurately and timely in partnership with the Service Manager
· Ensure that there is no unapproved overtime worked by any fitness team member outside of company guidelines.
3. General Club Management (5%)
· Act as “Manager on Duty” and assist all team members with guidance, as needed
· Cross-train in areas outside the fitness department
· Address member concerns and resolve them in a timely and respectful manner
· Ensure clients are trained professionally and obtain feedback on the quality of their PT experience
4. Miscellaneous Duties (5%)
· Performs miscellaneous duties as assigned
· May service up to 10 sessions per month to:
· Fill in for training staff during absences (illness or leaves of absence)
· Resolve customer service issues
· Stay current on training techniques/practices
ORGANIZATION RELATIONSHIPS: The Fitness Manger III will report directly to the Club Manager. They will work in partnership with the Membership Manager, Service Manager and Regional Manager Personal Training to create positive member and team member experiences while supporting the attainment of budgets pertaining to total club revenue and profitability. Reporting directly to the Fitness Manager III are all Assistant Fitness Managers and Personal Trainers in their club of assignment.
REQUIRED QUALIFICATIONS:
1) Knowledge, skills & abilities:
· Basic computer literacy
· Strong working knowledge of all _______ administrative duties related to all fitness positions
· Strong working knowledge of all _______ computer programs and tool related to fitness
· Strong technical understanding of Personal Training techniques including, but not limited to, client assessments program design, basic nutrition and basic supplementation
· Strong communication skills
· Excellent time management skills
· Strong organizational skills
· Ability to manage team of 20 or more Personal Trainers
· Ability to teach concepts and skills to direct reports
2) Minimum certifications/educational level:
· High School Diploma, four year degree preferred
One or more of the following approved qualifications: ACE CPT, ACSM CPT, NASM CPT, NSCA CPT or 4- year degree in a fitness-related field
3) Minimum experience:
6 months experience managing a fitness team
4) Physical Requirements:
Physical effort required to carry out daily duties, lifting weights, bending, squatting, spotting, and reaching.Light travel required for monthly meetings
