David Master's Management Lessons
from a Personal Fitness Trainer

David Maister chronicles the management actions of a personal trainer in a downtown Boston gym, and draws lessons for professional service firm managers.

When Jerry became manager of a staff of four, full-time and four, part-time personal trainers, he found them to be discontented with things such as scheduling, hours, treatment, and compensation. Appointments were often scheduled for them without notice, requiring a change in plans, and causing them to work longer hours than they had been told.

Jerry, who had experience managing a family business, believed the gym should be run by the trainers. He further believed that success required providing better experiences for the clients, which in turn, required better job satisfaction for the trainers.

Jerry believed clients should learn fitness and health lessons that would serve them their entire lives. He wanted his trainers to share that philosophy. Those who did not, could not remain. He also wanted trainers who are passionate about their jobs and want to continue learning about the "amazing" body.

Jerry clearly set forth what he expected his trainers to do and instructed them in how to do things like: cleaning the locker rooms, setting appointments, talking to clients, etc. He also created an evaluation form with five categories: punctuality, floor performance, teamwork, technical ability, and administration. Standards were strictly enforced.

Every trainer was expected to know the name of every client of the gym. Every trainer had to learn every client's routine—to be able to step in when the regular trainer was not available.

Part of the training program included two weeks during which trainers were "clients" so they could see things from the client's point of view.

Trainers' growth is important. Trainers are asked for their vision of self, and the future of their profession.

Clients are asked to be test cases for new trainers.

Monthly meetings were held to inform trainers of what the competitors were doing and to ask trainers for input on new training ideas, etc. At one point, Jerry would leave the room so the trainers could evaluate him and give him feedback.

A bonus was paid to trainers who exceeded a set number of appointments per week.

Jerry spent 30 hours a week managing and had 30 appointments with clients. The standard was 32 for non-managers. The gym's business increased by 33 percent in one year.

Lessons

• Improving services to clients is more important than attracting new clients. Better is more important than bigger. Focus on this instead of growth. Growth will follow.
• Focus on improving the lives of your clients.
• Create an environment where your people want to make clients happy.
• Hire talented people who believe in what you believe. Hire people with passion.
• Develop standards, articulate them well, and enforce them in a supportive way.
• Staff should be given the liberty to meet the standards without close supervision.
• Never mislead your people.
• Staff must learn that serving clients requires more than technical ability.
• Your people must experience what it is like to be a client.
• Create opportunities for people to work together.
• Give your staff opportunity to teach you based on their experiences.
• Help your people grow.
• When your people are able to evaluate your performance, they will be more accountable for their own.
• Even though you are burdened with management responsibilities, don't lose contact with your clients.

From David Maister Professional Business Professional Life http://davidmaister.com/, April 26, 2006.