Part of our purpose is to build a legacy—a consistent pattern of investing in the lives of others.
– Author Unknown
The Dabish family has excelled in building a brand legacy that is not only widely recognized in the fitness community but also deeply respected. After meeting Henry Dabish, it’s clear that the passion and dedication he and his family have poured into their company are the foundation of its success.
Explore the inspiring history of how it all began, and their unwavering commitment to shaping the future of Powerhouse Gym. Cheers to 50 years of success and mastering a template that continues to uplift their community!
-Shannel Brooks (Petra-1)
Michael Dabish has been a REX Roundtable Member since 2015. He has been a strong contributor, an early adopter to new ideas and technology and an innovative leader!
Michael & his sales manager Brian Kaddis, who is also in a REX Roundtable, have a passion and thirst for knowledge as well as being very supportive of their fellow REX Members.
Every REX Member that has visited the Powerhouse Gyms in Michigan have always been impressed by Will Dabish’s welcoming energy and enthusiasm.
-Eddie Tock (REX Roundtables)
Powerhouse Gym Celebrates Its 50th Anniversary
By Shannel Brooks
The Dabish family transformed Powerhouse Gym into a global powerhouse, marking a remarkable journey from humble beginnings to an international brand.
The Early Years
Family patriarch Will Dabish and his brother Norm grew up in challenging circumstances, facing early hardships as immigrants’ kids. When they first arrived in the United States, they didn’t speak English, everything was new and the family endured a number of challenges. The boys endured bullying from older kids in their neighborhood, which motivated them to find a way to defend themselves.
Their solution came through martial arts. Determined to toughen up, Will and Norm began studying karate under the guidance of Brian Frost, a local sensei who would later gain international recognition. As they trained, Will, who was significantly smaller than Norm, added weight training to his regimen to build strength. This would mark the beginning of a series of unexpected events that would change the course of their lives.
A New Path Forward
When their father, Karim, suffered a heart attack and required surgery, the responsibility of supporting the family fell to Will and Norm. However, neither of them was passionate about the family grocery business, and they sought a “cleaner” way to make a living. Their solution came in the form of a martial arts supply business.
In the early 1970s, the brothers traveled to Japan for a karate training trip, and upon returning, they opened a martial arts supply store in Highland Park. In the back of the store, they built a gym, hoping to sell memberships to make the business profitable. If the plan didn’t work out, they figured they’d at least have the best private gym in the world.
The Birth of Powerhouse Gym
The brothers’ gamble paid off. They put up a simple sign that read “Gym” on the steel door of their windowless building. The location in Highland Park was far from ideal—initial members were a mix of “half convicted felons and half cops,” as Will humorously recalls. But the gym began to attract attention, and its reputation grew.
Within a few years, Powerhouse Gym became known as “the place to work out,” especially after University of Michigan football players started training there in defiance of legendary coach Bo Schembechler’s ban on weightlifting. The players wore Powerhouse t-shirts, giving the brand valuable visibility.
Expansion and Growth
Though the brothers started small, it wasn’t until 1984 that they opened their second gym, in Farmington Hills. From there, their business began to scale rapidly. In 1986, they created a licensee model, and by 1989, Powerhouse had expanded to 18 locations, including in major cities like Boston and Florida.
Despite having no formal business education, Will and Norm’s instincts and entrepreneurial drive propelled them forward. Their next big move was to open high-profile, large gyms in major cities. A 24,000-square-foot gym in Chicago’s Michigan Avenue became the first of these “billboard gyms,” combining a top-tier workout facility with prime advertising space in a high-traffic area. By 1995, Powerhouse had 175 locations. By the year 2000, that number had grown to 300.
As the years passed, Powerhouse continued to expand. By design, the total number of locations slowed to about 350. Today, Will’s son Henry is the CEO, leading the next generation of Powerhouse gyms that offer a broader range of services, from physical therapy and racquetball courts to innovative workouts like the company’s trademark FX Powerhouse programs.
Legacy of Faith and Perseverance
Will’s faith, perseverance, and success are deeply rooted in the values instilled in him by his father and grandfather. His family fled religious persecution in northern Iraq and made the arduous journey to the United States, where they built a community that would eventually support their business ventures. Will reflects on the hard work and sacrifice that laid the foundation for his success, with the guiding lesson from his father being to “fear no man, only God.”
For Will, this faith and unwavering determination became the driving force behind his entrepreneurial spirit. He encourages others to take personal and business risks, trusting their instincts and moral compass.
Surviving the Pandemic and Continued Advocacy
The COVID-19 pandemic presented one of the greatest challenges for Powerhouse Gym. Like many other industries, gyms were hit hard by government-enforced shutdowns. During the early months of 2020, Powerhouse CEO Henry Dabish worked tirelessly to navigate the rapidly changing landscape, applying for loans, setting up unemployment for employees, and communicating with franchisees.
As states began to re-open, Henry worked with other Michigan gym owners to establish the Michigan Fitness Association (MFA), formerly the Michigan Fitness Club Association (MFCA), to create safe re-opening standards for the fitness industry. Though progress with government response was slow, the MFA’s work led to the establishment of standards that were even stricter than what was required by the state, ensuring the safety of gym members and staff alike. The association remains active today, continuing to advocate for the fitness industry in Michigan. (www.mfafit.org)
The Next Generation
Powerhouse Gym’s future is in good hands, as Will and Norm’s children have stepped into leadership roles. Will’s four sons—Henry, William, Victor, and Michael—along with Norm’s son Johnny, now form the next generation of Powerhouse leadership. Their collaborative approach allows each family member to focus on different aspects of the business, ensuring that the company continues to thrive.
For Henry, growing up in the family business has meant not just learning the ropes of the industry but also absorbing the work ethic and values passed down through generations. “My dad always made time for us, despite his long hours,” Henry says. “He taught us the importance of prayer, faith, and hard work.”
As Powerhouse Gym celebrates 50 years of success, the company remains a testament to the determination and resilience of the Dabish family. And as the business continues to evolve, Will’s motto endures: work hard, trust your instincts, and fear no one—except God.
A Test of Perseverance: Powerhouse Gym’s Response to the COVID-19 Pandemic
On the heels of decades of business success, Powerhouse Gym faced a severe test of perseverance during the COVID-19 pandemic. The fitness industry, like many others, was hit hard and early by government-enforced closure mandates in 2020. Gyms, like barbershops, restaurants, and bars, were among the first businesses to shut down. This forced gym owners to navigate uncharted waters, balancing the risks of remaining open with the need to protect their businesses and employees.
Navigating the Financial Crisis
In the early months of the pandemic, Michigan’s fitness industry—like many other sectors—applied for loans and grants to stay afloat. Powerhouse Gym CEO Henry Dabish recalls that March and April of 2020 were a blur of paperwork, grant applications, and loan requests. Since Dabish and his extended family own multiple Michigan locations as separate business entities, each location required individual filings.
Despite the challenges, Henry said that all 14 of Powerhouse’s directly owned Michigan gyms received Economic Injury Disaster Loans (EIDL) from the U.S. Small Business Administration. Additionally, most of the gyms qualified for grant funding, though one location was ineligible.
Communication Challenges and Industry Collaboration
The biggest challenge for Powerhouse in 2020 was navigating the uncertainty and obtaining crucial information from the government. The system was overwhelmed, and it took significant time and effort to relay information to licensees. Powerhouse also had to manage unemployment claims for employees, many of whom were living paycheck-to-paycheck. The Paycheck Protection Program (PPP) loans helped ensure that employees could be paid during the closures.
As the situation unfolded, Henry began connecting with other Michigan gym owners, including Bryan Rief, who operates 50 Planet Fitness locations in Michigan and Ohio, and Alyssa Tushman, owner of three Burn Fitness locations in Metro Detroit. Real estate professional Ed Eickhoff also joined the discussions. These conversations led to a crucial discovery: other states were already planning gym re-openings by the end of May. Ohio, for example, required the creation of a professional association to develop and present safe reopening standards for the fitness industry.
The Formation of the Michigan Fitness Club Association
Motivated by this information, Henry took the initiative to form the Michigan Fitness Association (MFA), formerly the Michigan Fitness Club Association (MFCA). The newly formed organization quickly mobilized to address the urgent needs of the industry. They drafted a board, codified re-opening standards, and hired a Lansing-based lobbying firm to advocate for the industry. The MFA also met with officials from Governor Gretchen Whitmer’s office to present their recommendations.
Unfortunately, progress with state government was slow, and the group received little response from the governor’s office. In the end, however, Henry noted that the MFA’s proposed standards were stricter than the guidelines eventually issued by the state government. “We didn’t wait for the government to act,” he said. “We acted first to ensure the safety of our members and staff.”
A Commitment to Cleanliness and Safety
Even before the pandemic, gyms took cleanliness seriously. It had long been standard gym etiquette for members to wipe down exercise machines after use, and gym staff were constantly cleaning and sanitizing the facility. With the pandemic, Powerhouse and other gyms implemented even more stringent cleaning protocols to ensure the safety of their members.
Post-Pandemic Advocacy and Continued Work
Born out of crisis, the Michigan Fitness Association remains intact and continues to advocate for the fitness industry in Michigan. The MFA’s post-pandemic agenda includes ensuring due process in the development of new regulations, repealing the federal “tanning tax,” advocating for tax credits on gym memberships, securing insurance discounts for members, and preserving the sales tax exemption that many gyms benefit from.
Henry is proud that the MFA is the only state fitness industry association still active in Michigan. The association continues to provide education, resources, and grants to its members, helping gym owners adapt to the evolving landscape.
The Next Generation of Leadership
The foundation of Powerhouse Gym, set by Will and Norm Dabish and their father, Karim, continues to thrive. As the company celebrates its 50th anniversary, the next generation is stepping up to lead. Will’s four sons—Henry, William, Victor, and Michael—along with Norm’s son Johnny, now make up the leadership team that will guide Powerhouse into the future.
Henry reflects on the values instilled in him by his father and grandfather. “Work ethic, faith, and perseverance are at the core of our family business,” he says. “Growing up, I watched my dad pray every morning before starting his long days. He worked hard, but always made time for us. That’s the example we try to follow.”
As Powerhouse Gym looks ahead, the legacy of faith and hard work that has sustained the family for generations remains firmly in place. And with a new generation of leaders at the helm, the company is poised for continued growth and success.
Also, it was so great to see so many long-time fitness friends during the outing. Billy Bridges, Don Murphy, Joe Krill, Jane Austin, Kim and Austin Kenyon, Katie Scheffers, Nick Stamus, Mike Epstein, Mary and Rob Zampetti, Joe Detz and Joe Krill.
Why Listening Is the Key to Influence: Insights from Bill McBride
By Bill McBride
From Club Solutions Wise Words
Why Listening Is the Key to Influence: Insights from Bill McBride
In this video, Bill McBride, the CEO of Active Wellness, discusses the power of influence in both professional and personal relationships. He emphasizes that influence is grounded in building rapport, which stems from authenticity, trust and genuine care. Watch it here.
The 3 Key Reasons Your Team Isn’t Meeting Expectations — And How to Fix Them
By Chris Stevenson
Leadership encompasses a wide range of responsibilities — from setting a clear direction for the team to fostering a positive culture. Leaders make critical decisions, manage resources, and motivate everyone.
One of the most crucial aspects of leadership is ensuring that team members meet expectations. Success hinges on each team member effectively fulfilling their role, whether answering the phone with a friendly tone, giving prospects an excellent tour, or maintaining a spotless facility.
Addressing performance issues can be challenging, especially for those who value harmony and find confrontation difficult. For me, balancing support with accountability was a struggle. I tried being more stringent, but it never felt authentic. Being a “tough as nails” leader didn’t fit my nature, and pretending otherwise didn’t help anyone. Instead, I was able to address performance issues while staying true to my values of empathy, support, and collaboration.
During this period of reflection, I had an epiphany. I realized there are three reasons a team member might fall short of expectations. Understanding these reasons allowed me to address each one effectively while staying positive and true to my naturally upbeat approach as a servant leader. This insight transformed my approach, enabling me to handle performance issues in a way that uplifted and motivated the team, ultimately fostering a more productive and harmonious work environment.
Before discussing the three reasons and how to address each, it’s important to emphasize that crystal-clear expectations are the foundation of effective management. Well-defined expectations eliminate ambiguity and set the stage for successful performance and meaningful conversations about challenges. With that clarity in mind, let’s explore the first reason why team members might fall short of expectations and how to address those shortcomings effectively.
Reason #1: They don’t care
A team member might be underperforming if they don’t care. This is the most straightforward — but also the most challenging — situation to address. If team members lack enthusiasm for their work or goals, they’re likely not a good fit for your organization. I encountered this problem with a member service associate we hired in a rush amid a staffing shortage. Despite having reservations during the interview, we hired him out of necessity. It soon became apparent that he was not genuinely invested in his role. His lack of commitment affected team morale and service quality. Even though it was clear he wasn’t a good fit, we followed all the necessary protocols for termination, including documenting performance issues and providing feedback. Handling such situations professionally and respectfully is crucial, even when it’s evident that the individual is not aligned with the team’s goals. In some cases, a previously engaged employee may lose motivation due to personal issues, changes in company culture, or adverse incidents. In these instances, having a conversation to understand the cause of this shift is valuable. Sometimes, underlying issues can be addressed, and the employee can be re-engaged. However, if a lack of care reflects a more profound misalignment with the company’s values or culture, it’s often best for both parties to part ways. Retaining someone who isn’t invested can be detrimental to the entire organization.
Reason #2: They don’t know how
The second reason for underperformance is a lack of knowledge or skills necessary to meet expectations. Here, the person understands the desired outcome but doesn’t know how to achieve it. This situation is more optimistic because it can usually be resolved with the proper support. We hired a childcare attendant when we were short-staffed and juggling multiple projects, so we rushed her onboarding process. Unfortunately, this meant she didn’t receive thorough training to perform her duties effectively. Even though she genuinely cared about her job, her performance fell short due to inadequate training. Recognizing the issue, we overhauled her onboarding process and provided additional training. By clarifying her role, responsibilities, and expectations and offering more support, we brought her up to speed. This investment not only improved her performance but also strengthened the entire team. When someone doesn’t know how to meet expectations, it usually indicates a need for more clarity, coaching, or training. These team members are often culture fits. They want to succeed and contribute positively but require more support. As a leader, this is where you can make a significant impact. Providing additional training, constructive feedback, and being available to answer questions, you help these individuals grow and improve, enhancing the overall team.
Reason #3: They disagree
The third reason for underperformance is that the team member disagrees with the expectations. They might have a different perspective on how things should be done or believe the expectations are unrealistic or misaligned with organizational goals. When faced with disagreement, it’s essential to have a conversation rather than simply enforcing expectations without discussion. This approach can lead to three possible outcomes: you discover valid points that lead to adjusting expectations, you find a middle ground that incorporates the team member’s input while still achieving the desired results, or you decide to maintain the original expectations but use the conversation to explain and clarify their importance. I encountered this situation with my welcome desk staff. They weren’t consistently completing their daily tasks, so I decided to work a shift myself to understand their challenges. This experience revealed that my expectations were unrealistic, given the job’s demands. Seeing their daily struggles firsthand allowed me to adjust expectations to align with the role’s realities, improving performance and morale. Leaders don’t always have the same perspective as their front-line staff. Sometimes, the best way to understand their challenges is to experience their work directly. This provides insight and shows your team that you can fully support them.
Leading with clarity and compassion creates an environment where expectations are met, teams operate efficiently, and everyone is more satisfied. This approach benefits your team and leads to a more prosperous and smoothly run facility, achieving the ultimate goal for any leader in our industry. Addressing underperformance doesn’t have to be daunting. You can approach these situations confidently and clearly by understanding the three core reasons someone might not meet expectations — a lack of caring, knowledge, or agreement. This process simplifies matters for everyone involved, removing ambiguity, reducing the influence of opinions and emotions, and providing a clear path to improvement.
John Mickelson's Soap Box 