A Fitness Industry Legend

Three things to live by: Choices, challenges, and change. You make CHOICES to CHALLENGE yourself to make a CHANGE for the better. Some people are blessed in life with opportunities, while others work hard to create their path of success.

Bill Austin, a true legend in the industry, was celebrated at the 2nd Annual golf tournament Monday, September 23, at McCann Memorial Golf Course. He was known as “the godfather of fitness”, really an original to the fitness industry and its trajectory of change. He dedicated his time to fitness, being an owner/operator for more than 45 years.

Though I never had the pleasure of meeting him personally, I’ve learned through other industry leaders & icons, what a great asset he was to this community. He even designated his business, Gold’s Gym Dutchess County (GGDC) to help others, being a part of something greater than himself. Shows true character and something that is worth being celebrated in more ways than one.

We had the honor of connecting with another industry icon that has designated his self to helping others and making a difference in the fitness community, Sal Pellegrino (Director of FISA). We have front row tickets to his personal experience at the tournament and sharing with us his friendship with his long-time fitness friend, Bill Austin.

-Shannel Brooks

Bill Austin Memorial Golf Outing

By Sal Pellegrino

Executive Director of FISA NA, Fitness Industry Suppliers Association

On Monday 9.23.24 family and friends gathered in Poughkeepsie, NY to honor the memory of our dear friend Bill Austin by attending the Bill Austin Memorial Golf Outing. The proceeds from the Golf tournament will support a scholarship fund for a deserving Marist College student on the crew team. Before Bill entered the fitness industry in 1978, he was the crew coach at Marist College, so this scholarship fund is very near and dear to the Austin family.

I was thrilled to see so many people turn out for this event and support this special scholarship program in honor of Bill Austin. The crew coach from Marist College and a number of former rowers came out to christen the rowing shell which had William J. Austin Jr.’s name on the side.

I’ve known Bill Austin since 1979 – he was the first gym owner I met as a young fitness operator in Jefferson Valley, NY. Bill took time out of his busy schedule to meet with this twenty-two year-old Nautilus Club owner and share his thoughts, knowledge and wisdom. Bill was a very dear friend, loyal customer and Mentor. He was always there to lend a hand, offer advice or just discuss the latest in industry trends. Our relationship was so special to me. I was so blessed to have Bill Austin in my life for over forty-four years. Bill Austin was a leader in our industry, very well respected.

He was involved in the formation of IHRSA in the early years, a loyal Gold’s Gym franchisee, industry consultant and distributor for Les Mills in the northeast along with his partner Mary Murphy. They made a great team and had a huge impact on the industry.

There were many people and organizations who supported this event. Special thanks to the following fitness leaders who supported this event and a special shout out to the team at Gold’s Gyms of Dutchess County, Gold’s Gym Newburgh, Gold’s Gym Middletown, Gold’s Gym corporate based in Dallas, Gold’s Gym Bridgewater, NJ, ABC Fitness, NFP.com, Petra-1, FISA and the RSG Group.

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Management Begins Before Your People are Hired

By Bill McBride

What is most important in people management? Finding the right people to manage. Seems obvious, but we don’t always spend the time on attracting the right people for our business objectives and ensuring the people we hire are set up for success. In this article, I’m going to share an approach to People Management we use at Active Wellness: Authenticity, Selecting, Interviewing, Hiring, On-Boarding, Training and Managing People.

One of our greatest contributions to our teams; clarity and role modeling the character and behaviors we hold dear. 

Which brings me to the art and science of people performance. Here is my seven-step process to People Performance.

Authenticity: You have to be authentic, transparent, open, honest and CLEAR. This is critically important regarding the roles you are hiring for. You must know who you are, who your organization is and what you stand for and what you won’t stand for. You have to truly believe in your purpose and core values and be able to articulate why you do what you do and why your organization does what is does. The more commitment and passion you have around your purpose, the easier it is to attract people that as Simon Sinek shares, “Believe What You Believe”. This is a foundational and critical component of successful people interactions.

1.   Share your vision, mission, purpose and values with every applicant.

2.   Tell a story or two about why you and your organization do what you do.

3.   Be focused, be clear & over communicate the expectations to join your team.

4.   Provide a realistic job preview from the hours, stress and demands of the job or lack thereof so the applicants have clear expectations of the positives and negatives of the position.

Screening: There is a saying: “Hire Slow and Fire Fast”. The more methodical your hiring process, the less errors you will make in hiring the “wrong” person for the role at hand. I’m a firm believer in having a structured hiring process. This is a huge responsibility not only for your organization’s best interest, but also for the applicant’s best interest. No one wins when we hire someone and the person doesn’t work out. 

1.   Require a cover letter and resume.

2.   Make sure you obtain a writing example either through email correspondence or a short writing assignment. A good drill is to ask for a one-page summary of what they know about the company and the role they are applying for.

3.   Consider using a Work Style Assessment of some sort. (D.I.S.C. / P.A.E.I., etc.).

Interviewing: This is a serious matter, not to be taken lightly. Your professionalism, preparation, seriousness of the role and your organization’s success are shared through the interview process.

1.    Have at least a three-step / three interviews (at least 3 people) hiring process with the number of interviews the candidate will complete. 

2.    Have a set list of interview questions – don’t wing it. This will allow you to compare candidates based on objectivity along the way. It is tempting to “like” a candidate and then the “halo” effect of the “like” masks critical, objective traits necessary to equally compare applicants.

3.    Ask experience-based questions. 

a.     Tell me about a time…

b.    Give me an example of when you had a conflict with another co-worker…

c.     Share an example of when you…

4.    Have an interview sheet that captures other aspects of the interview process.

a.     Applicant was on time

b.    Applicant was dressed professionally

c.     Applicant was smiling and engaging

5.    Conduct a live tryout for the role you are hiring or let them loose on your fitness floor to engage and interact with members- seeing them in action will solidify your culture fit decisions.

Selecting: People selection is a two-way street. You are selecting the person and they are selecting you and your organization. You want consensus from the interview team and you want the applicant to have shown that they want the job. You want them following up. You want them proactively trying to convince you of their ability to contribute to the organization. You don’t want to just sell them on the job & company or have them just made you sold on them. You want it to be a mutual desire to be in a relationship with one another creating a win-win.

1.    You want consensus among the interview team.

2.    You want to check the applicant’s references.

3.    You want to have any open questions needing more clarification covered before extending an offer

4.    You want to provide a professional offer letter and compensation plan upon making the applicant a job offer.

5.    You want the job offer to be contingent on a formal background check (depending on role and organizational guidelines).

There are traits that can be learned and traits that a person must come with. Use a chart during your hiring process that makes it clear that they have the traits you require they come with. Some examples of those are: Integrity, Goal Orientation, Positivity and Broad Thinking to name a few. 

On-Boarding: So, the applicant has accepted the offer and you have a start date scheduled. Now is not the time to stop short. Now is the time to adequately prepare for the new applicant’s arrival. 

1.    Have their tools ready and waiting for them. Uniform (if applicable), Nametag, Business Cards, Phone & Computer (if applicable), Voice Mail, Email, Work Station, Locker (if applicable). Be ready for their arrival.

2.    Have their first two-week training program mapped out on paper so they know what to expect.

3.    Have their new hire paperwork, handbook, and schedule ready to go.

4.    Introduce them to co-workers. Explain the club logistics – where to eat, park, etc.

5.    Make them welcome and comfortable. 

If you are disorganized on Day 1, you will be setting an example of how you manage the business and indirectly showing you don’t have value and respect for the person and their role. You cannot recover from being sloppy on this. Stephen Covey says, “You can be efficient with things, not people… you want to be effective with people”. Respect and care can be a task. 

Training: Another saying – “It’s better to train someone and have them leave, then to not train them and have them stay”. You have to have a clear and thorough training program for your team members.

1.    The training checklist should be typed out and clear.

2.    You have to check in on the training milestones – “Inspect what you expect”.

3.    After initial training, there should be an ongoing training calendar for team members.

Managing/Performance Management: Ongoing support and structure for your team members is important to have continued improvement and progress towards the organization’s strategy and goals. There are two primary aspects of performance management in addition to regular one-on-one check-ins & reviews.

1.    30/60/90 Plan so the team member is clear on what they should be working on.

2.    Knowing where issues come up in managing team members. They tend to be around one or more of these six areas.

a.     Goals

b.    Training

c.     Relationships

d.    Feedback

e.     Motivation

f.     Accountability & Performance

When you have performance concerns with a person, it typically is a result of a breakdown in one or more of these aspects of their work situation.

3. Ongoing Reviews. 

a.     Regular one on one meetings (weekly or monthly). These can be

quick 15 minute catch up sessions. A time to set expectations and goals to ensure alignment with overarching departmental strategies and to help employees stay on track.

b. Less formal quarterly. “Here’s what I like; Here’s what I want to see”

c. Formal annual reviews. Caveat: Annual reviews are somewhat meaningless without ongoing feedback and regular check-ins. There should be no surprises on an annual review if you use them. 

If you would like more detail on any of these seven areas or the actual tools to implement this Performance Management Process, feel free to contact me directly. BillMcBride@BMC3.com.).

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Harnessing the Power of AI in Fitness Facilities: A Guide for Owners and Operators

By Chris Stevenson

I’ve been a slow adopter of technology throughout my career, so I understand the hesitation among others to embrace artificial intelligence. However, I’m here to tell you that, even as a slow adopter, I have found AI to be an excellent tool when used in the right ways.

I live by my Apple Watch and love how it reminds me to breathe or stand up. These alerts are generated through AI algorithms and machine learning. Today, AI can go far beyond such basic functions.

Artificial intelligence is not just a trend; it’s a revolution transforming various industries, and the fitness sector is no exception. As owners and operators of fitness facilities, understanding and leveraging AI can be a game-changer for your business, inspiring you to take your operations and member experience to new heights. In short, AI will become nothing short of a necessity as the capabilities of these systems evolve.

AI is the simulation of human intelligence in machines programmed to think and learn like humans. These systems can carry out pattern recognition, decision-making and problem-solving that typically demand human intellect.

ChatGPT is often the first thing that comes to mind when people think about AI, but it has many more uses specifically in fitness centers. By evaluating a member’s data, AI-driven fitness apps and software generate customized training schedules that guarantee routines stay demanding and productive. Through computer vision technology, virtual personal trainers offer real-time feedback on form and performance. By providing individualized encounters, AI chatbots and virtual assistants improve member engagement and retention.

Additionally, AI optimizes facility operations, from class scheduling to energy management, with systems streamlining administrative tasks and improving efficiency. Predictive maintenance systems employ sensors and AI algorithms to predict when gym equipment will require maintenance and reduce downtime.

Should you choose to use AI in your fitness facility, consider the following:

1. Data privacy and security

Ensure that any AI system you implement complies with data protection regulations — in my case, the California Consumer Privacy Act. Store member data in secure, encrypted databases and educate staff and members on data privacy practices. For example, collecting data through an AI-driven app that tracks workouts and progress should ensure this information is encrypted and accessible only to authorized personnel.

Trust is paramount. Members must feel confident that their personal information is safe. Failing to prioritize data privacy can lead to breaches, legal penalties and a significant loss of member trust, ultimately harming your facility’s reputation and bottom line.

2. Integration with existing systems

Choose AI solutions that seamlessly integrate with your current software and hardware. For example, if you use a scheduling system for classes, ensure the AI solution can sync to update class schedules based on demand patterns.

Work with vendors who offer robust support during the integration process. Smooth integration minimizes disruptions and ensures a cohesive experience for staff and members. If you don’t prioritize integration, you could face operational inefficiencies, frustrated staff and a fragmented member experience, leading to decreased satisfaction and potential member loss.

3. Staff training and acceptance

Invest in comprehensive training programs to ensure your staff understands how to use AI tools effectively. For example, if you’re implementing an AI-driven virtual personal trainer, provide hands-on training sessions where staff can learn to set up and troubleshoot the system. Highlight the benefits, such as improved member engagement and personalized training experiences, and address any concerns they may have.

Staff buy-in is crucial for successful AI implementation. Proper training helps in overcoming resistance and ensures everyone is on board. If staff are not adequately trained, the AI tools may be utilized ineffectively, leading to operational inefficiencies and a subpar experience for members, negatively impacting your facility’s reputation.

4. Cost versus benefit analysis

Evaluate the costs of AI solutions against the potential benefits. For example, if you’re considering an AI system to manage personalized workout plans, calculate the initial investment against potential membership retention and satisfaction increases.

Look for scalable options that allow you to start small and expand as you see positive returns. While AI can be a significant investment, the long-term benefits often outweigh the initial costs. A thorough analysis helps in making informed decisions. If you don’t perform this analysis, you might invest in an AI solution that doesn’t provide a good return on investment, leading to wasted resources and potential financial strain on your facility.

5. Continuous monitoring and improvement

Regularly monitor the performance of AI systems and gather feedback from staff and members. For instance, if you deploy AI for predictive maintenance of gym equipment, regularly check the accuracy of maintenance predictions and solicit input from staff on any issues encountered. Use this data to improve the AI algorithms and operational processes constantly.

AI is not a set-it-and-forget-it solution. Continuous monitoring ensures the technology evolves with your facility’s needs and remains effective. If you neglect monitoring and improvement, AI systems may become outdated or less effective, leading to increased equipment downtime, higher maintenance costs and diminished member satisfaction.

AI is a powerful tool that, when used effectively, can significantly enhance the operation and member experience within fitness facilities. From personalized workout plans and virtual trainers to predictive maintenance and optimized operations, the applications of AI are vast and varied.

Like my Apple Watch keeps me on track, today’s AI capabilities can do that and much more. However, successful implementation requires careful consideration of data privacy, system integration, staff training, cost-benefit analysis and continuous monitoring.

Don’t fear AI. It is not here to replace your fitness business but to augment it. Fitness businesses that embrace and effectively use AI will find themselves with a solid competitive advantage, ready to meet the evolving needs of their members in innovative and efficient ways. By understanding and implementing AI thoughtfully, you can ensure your facility stays ahead of the curve in the ever-evolving fitness industry.

The Empower Group