The importance of remembering Names!

Names, Names, Names !!

What’s in a Name?

Nurturing staff, one member at a time

November 26, 2013 — Albert Einstein famously said that, “There are only two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.”

There are many of us who simply slog through life each day. Then there are others of us who approach their lives with energy and enthusiasm ready to greet each day as the miracle Einstein proclaimed.

Dosseh Tossou is that kind of person. Every day, he greets hundreds of staffers by name, asking them about their families and remembering tiny details of their personal lives. He bestows a little bit of sunshine to staffers’ days who come for a lunch hour Zumba class or perhaps a run on the treadmill at the Main Complex Fitness Center in Washington.

“We’re not isolated beings. We live through people, and they live through us,” Tossou says. “Life is contact. Life is dynamic. The most powerful thing in this contact is the name.”

Growing up in Togo, calling someone by their name was a sign of respect that was instilled in the young Dosseh at an early age by his parents, and a lesson that he’s never forgotten.

“Working with people here, it’s very important. Colleagues you work with, or one of the vendors, there are people from all different walks of life,” Tossou says. “You cannot even image what magic it can do. If you say their name, it’s very powerful.”

Dosseh studied to be a teacher and began working on education projects for the Christian Children’s Fund in 1983. He came to the US in 1993 because of political turmoil in Togo. “There was a lot of unrest,” he says. “The country was not safe.”

Tossou got his first US job across the street at the IMF records department pulling files. He then joined the World Bank Group as a security guard in 1996.

Three years later he started at the Fitness Center and hasn’t looked back since.

“Helping people has always been my calling. That’s the reason I accepted this job,” Tossou said. “Fourteen years working with people is something I enjoy, helping them have a break in their day, keep fit and reduce stress.”

Tossou believes that all staff have their role to play to reach the goal of ending poverty.

Tossou believes that modern society has isolated people from the traditional community structures and supports that nurtured individuals and made them happier, healthier people in the past.

“These times are not easy. The world is in a very confused state. We have sophisticated technology, but we are confused. We need soft ways to bring people together and not give way to sadness, bitterness and trauma but to build ourselves up with confidence for the future,” he says.

Tossou believes the Fitness Center not only allows people to take a break from their busy days but also allows them to reconnect with their fellow staffers.

“Big organizations can be very impersonal. People can isolate themselves. Computers and paper, not moving. It’s the survival of the fittest. People need to step up and acknowledge each other,” he says. “I try to put people at ease. I consider them like my family members. We’re all part of this family.”

Tossou says just that simple act of calling gym members by name helps them to open up and share with him. “People tell their personal stories in a twinkle of an eye,” he says.

“I call them by name, and we are family. We are breathing the same air. We are working together,” he says. “My role here is to welcome you home.”

Tossou applauds the president’s renewed emphasis on ending poverty, and believes every single member of the World Bank Group has their part to play in achieving this goal.

“When you cross the threshold of the lobby, see the dream that is there. Life your head and see that dream. We are all here to fight poverty,” Tossou says. “That is a big goal, but we can do it together. We are all part of this same dream.”

Tossou became a Buddhist 25 years ago and says that it has shaped his life in a very deep and profound way. “Buddhism teaches me that I have to be responsible for my own life,” he says. He gets up every morning at 3 a.m. to chant for 45 minutes so he can be on time for work at 6 a.m.

Tossou chats with yoga instructor Steve Abate and and fitness center member Parastoo Oloumi after class.

“We have everything in us to be frustrated or angry. But rather than hurting somebody, we can try to add some value,” he said. “Everything we do, let’s nurture value in each other. We don’t have to follow our negative emotions. But it’s not easy.”

Earlier this year, Tossou faced a massive personal challenge when doctors discovered a tumor in his right sinus. After 4.5 hours of surgery the doctors safely removed the tumor leaving a large scar near his right eye. Happily, the tumor was not malignant, and he was back on the job three weeks later greeting staff at the Fitness Center.

“I get up every day believing this life has to be positive. Let’s get rid of all the poison and nurture all that is positive in us,” he says. “If not, we will achieve nothing.”

A sudden death at your Fitness Center Preparing for a worse case scenario!!

How to Prepare Staff for a Death at Your Fitness Center

By Mike James

Even if a death occurs at your fitness center, proper training for both during and after such an event can help prepare you and your staff members, and help you retain members confidence.

The benefits of regular physical exercise for the prevention of cardiovascular disease are well-known. However, even presumably fit people can die. And, unfortunately, they can die in your fitness center. Even though the incidence of death during exercise in the general population is very low, fitness facilities need to be prepared. Each year, approximately 0.75 and 0.13 per 100,000 young men and women, and six per 100,000 middle-aged men die during exercise.1

Paul Brown, a 20-year industry veteran and CEO of Face to Face consulting, encountered this tragedy early in his career when a member died while running on a treadmill. Despite this, Brown is still positive about the fitness industry. "Our industry has saved far more lives through regular exercise than we have lost," he says. Your members need to know this when faced with a tragic event at your facility. They need to feel safe and secure, and know that you have everything under control. Without safety and emergency guidelines in place, your retention numbers can suffer if a tragic event occurs.

It can happen at any time

How would you react as an owner, a manager, a leader - and, most importantly, a human being - after dealing with such a traumatic event? And, it is not just the event. The aftermath and member reaction can also be harrowing.

Over my 30 years in the fitness industry, I have experienced only two fitness-related member deaths. The first was early in my career when a 48-year-old, lean, muscular and experienced runner died while he was running in a local park. Because this happened off-site, it seemed somewhat removed from the facility's operations. There was also, it appeared to me, no one to blame. There was little anybody could do to help save the victim, except for his jogging partner, who, in those pre-cell phone days, rushed into a nearby shop to call an ambulance.

I must have been a very naïve young employee, because I was stunned when my manager told me that he had received nasty anonymous phone calls "abusing [him] for promoting stupid exercise." My manager also faced some accusatory questions like, "Why didn't you know he had a heart problem?"

Wind the clock forward some 25 years, and I faced a similar situation. I am the manager of two large facilities that have more than 4,000 members. During peak hours, a member collapsed after running on a treadmill. Despite our best efforts using an AED (automated external defibrillator), and the arrival of nurses, doctors and emergency services within 10 minutes, the member was pronounced dead on arrival at the hospital.

Worst-case scenarios

Fortunately, the facilities I manage for the World Bank have wonderful support networks. Medical staff, psychological counselors and a supportive human resource department helped ease the psychological burden. Not every person facing this type of situation is as fortunate as I am.

One fitness professional, who prefers to remain anonymous, endured the same situation with no support from other staff members or his employers. He was the only staff member on site who was first-aid trained when the incident occurred; three other staff members simply froze. There was no AED available and no emergency procedure in place, and it all happened in an inaccessible facility that emergency services took more than 20 minutes to find.

After the tragedy, the only support he received from the company was a phone call from the corporate office saying, "You can take the rest of the day off." The next day, it was business as usual. He is still traumatized from these events, and suffers from regular panic attacks.

In addition to this employee, think about the other members who witnessed the event. Aside from the obvious shock of a member dying in the facility, how did the other members view the fitness staff? All respect and credibility was lost.

Other colleagues have told me similar stories of untrained staff members who don't know basic CPR, of AEDs being present but "lost" and staff ineptitude confounding an already tragic situation.

Scenario-based training

How do you give the member who is being rescued the best chance possible to survive, and assure other members that your staff members are properly trained to deal with emergency situations? And, in a worst-case scenario, how do you deal with a member actually dying on your premises?

Matt Streich, a CPR and first aid instructor with the American Heart Association for the past 20 years, has taught CPR to more than 30,000 people, including beginners, fitness center staff and even certified cardiologists. "Realistic, practical training is essential," he says. "Studies show that the more trained a person is, the more appropriately they will handle an emergency situation."

Streich says that it is important to be honest to students. "Television shows where patients automatically recover from CPR efforts nearly every time are totally unrealistic," he says. "This has a lot to do with the general public's misconception about rescue efforts." Figures from the American Heart Association indicate that as few as 2 percent of people are saved with manual CPR. "The chances definitely go up with the use of an AED, but there is no guarantee the rescue will be successful," says Streich.

Training scenarios for your staff members should include situations where a rescue is not successful. "Practicing how you handle a tragedy like this will give you a reference point for the future in how you respond in supporting your team, and how you face and answer difficult questions from members," says Streich. "This is not a movie or TV show. The victim does not always survive."

Reactions and recovery

Dr. Richard Kennedy is a Washington, D.C.-based internist with 25 years of experience in emergency response settings. "Psychological counseling is a must for first responders," he says. "If you do not have access to trained counselors, it is incumbent on the owner/manager to support the team and find a trained counselor in the community."

Even if the victim survives, there are still emotions left to deal with. "After an event like this, it is natural for the first responders to feel some degree of guilt," Kennedy explains. "Some may have recalled their initial hesitation, panic and feeling of helplessness. They will ask themselves questions: 'Could I have done more?' 'Did I do anything wrong?' All of these types of questions surface."

Even the most prepared individuals may not be entirely in control of their reactions when dealing with the sudden death of a member. "People's reactions during the attempted rescue can range from dumbing down or freezing, to frenetic panicking," says Kennedy. "It is natural for people to freeze when faced with traumatic situations. Animals play dead to survive, and recent studies indicate that this could also be a factor in human reactions to tragedy. A type of 'ignore it and it will go away' approach."

To help mitigate this natural response, Kennedy encourages regular scenario training. "By practicing response skills, you can make yourself aware of your human reactions," he says.

Member reaction

Part of the cycle of grief are members' questions regarding your and your staff members' competence. In my experience, most members will be supportive, but you may also face questions like, "How often are you guys trained?" and "Why wasn't the AED put on straight away?" These questions are common, and to be expected.

"[People] are often looking for someone to blame, particularly if the person who died was close to them and seemingly fit and healthy," says Streich. "People want an explanation for something they feel, right at that moment, is unbelievable."

As a human being, your reactions to these questions can be to freeze and not say anything, or to blow up in anger. As a first responder, you can find yourself sensitive to any perceived suggestion of incompetence. Brown recommends being confident in your approach, with statements at the ready, like, "Sir/madam, we did the very best we could, and I have every confidence that our team acted appropriately. Please respect our emotions at this time because we are grieving, as well."

In my situation, I adopted a similar, albeit more assertive, approach. While I was not loud or aggressive, I was quite firm in my answer to one member who, I felt, was being offensive. Looking back, I have no regrets about my retort to this member. I was confident we did the best we could, and would gladly say it again.

How you respond is a matter of judgment. There is no right or wrong response. Again, a scenario-based training session - even if it is held just once per year - will help provide you and your staff members with some awareness of what you may encounter.

Best practices

Here are some steps to take so you and your staff can feel satisfied you did the best you could under the most trying conditions you will possibly ever face.

During the rescue attempt, do the following:

Cover the basics. Require first aid training, along with CPR and AED training, for all facility staff - not just fitness staff.

Get real. Training should be realistic and scenario-based, with a clear emergency plan in place.

Manage the rescue scene. Good management of the rescue scene includes crowd control and timeline reporting of main events. Have one person cordon off the area to keep people away. If you are fortunate to work in a place that has building security, ask them to assist you. If possible, have one staff person act as a reporter, noting the exact time the emergency occurred, when an ambulance was called, when it arrived, how long the person was treated before being taken away and any other relevant details. This is invaluable when asked to recall specific events for legal and insurance purposes.

Don't diagnose. It is very important to, leave the diagnosis to the medical specialists.

During the aftermath, do the following:

Script responses. Scenario training should explore scripted responses to offer members in the event of a tragedy.
Accept the inevitable. Familiarize staff with normal human responses, such as freezing or panicking. By being aware, and having regular training, hopefully you can overcome these responses.
Provide counseling. Psychological counseling for all staff involved is essential.
Grow a thick skin. Understand that members' perceptions may lead them to ask insensitive questions. Train staff to be aware of this, and to have appropriate responses ready.

Prepare and prevail

Even though exercise-related death is a rare occurrence, you should be ready in the event that this does happen in your facility. These guidelines for training during the rescue and after the event will help you and your staff react appropriately in the event a death or serious injury does occur. With a safe and appropriate reaction, no matter what the consequence, you can help your members feel safe in your facility, and keep them coming back.

References
1. Topol, E.J. Textbook of Cardiovascular Medicine, second edition., p.85. Lippincott, Williams & Wilkins: Baltimore, Md., 2002. 
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2. Interviews with Paul Brown owner "Face 2 to Face Retretion" keynote Speaker and Industry veteran for over 20 years

3. Interview Dr.Richard Kennedy MD, Chief Medical Officer World Bank Washington DC

4. Interview Matt Streich  CPR and first aid instructor with the American Heart Association for over 25 years, Owner of "Heartline CPR, Inc Bethesda, Maryland.

How to Battle the Body Odor Blues

Not sure how to confront a member with offensive body odor? It requires special managerial and interpersonal skills, and a great deal of sensitivity.

By Mike James

Are you the manager of this fitness center?" asks Mrs. MaGillicuddy, with an anguished look on her face. "Well, yes, I am," you reply confidently.

"Well, that guy in the aerobics class wearing the fluorescent tank top stinks to high heaven, and you need to do something about it," she says.

Mrs. MaGillicuddy is upset and uncomfortable. What are you going to do about it? You try to appease her by saying, "I will certainly look into it and see what I can do, Mrs. MaGillicuddy." Then you have two choices. You can ignore the problem and hope that it blows over, or you can approach the situation in a timely, sensitive manner before the ill wind blows back in your face.

The first option rarely works. Seeing, or indeed smelling; that you have done nothing makes the offended member even angrier. Members want you to know that they are serious about the discomfort they are experiencing. If you continue to do nothing, it can create additional problems. Members have been known to take action into their own hands by placing anonymous signs on a person's locker or deodorant ads in the offender's sports bag.

How, then, does a manager face, and ultimately fumigate, this problem? After interviewing many managers and fitness professionals, it is clear that this is a difficult problem to handle. It is not something you learn at business or management school. Following are some suggestions and different approaches that may prove effective.

RECOGNIZING THE PROBLEM

The first step is to recognize that this is a very real problem. Comments like, "This is a fitness center, people sweat. What do you expect?" only alienate the member who made the complaint.

How you handle this issue will be a test of your managerial and interpersonal skills. It is not an easy task, and should be approached with sensitivity.

First things first. The person assigned to deal with this issue should be the most senior person who is known and respected by the members. Delegating this task to a new or inexperienced staff member is both unfair and ill-advised. Body odor is a personal issue that cannot be addressed by a staff person who has little or no experience.

The objective for the situation will be to ensure that all parties are treated fairly, and that no one comes away unduly offended.

Understand the situation. Excellent listening and interpersonal skills are essential for handling this situation. As in all problem-solving scenarios, first empathize with the member making the complaint. Show that you care and are serious about seeking a solution. It may be worth asking the member with the complaint a few questions. Have you encountered this problem before? Does it appear to always be the same person?

However obtuse or brash the member may seem, realize that it must have taken a lot for them to approach you. It is far better that they tell you personally and make you aware of the problem before it starts bothering more of your members.

INDIRECT APPROACHES

Many clubs prefer to take an indirect approach rather than tackle this problem personally. This can take the form of posting signs in locker rooms, and writing newsletter articles addressing the issues of personal hygiene and respect for other members.

Body odor is not the only offensive smell people suffer from in an exercise environment. Your facility╒s etiquette rules should also cover issues like excess perfume use, which may cause discomfort to members. This will be particularly relevant in group exercise settings where there is a lot of perspiration in a confined area. Also make sure that air conditioning and ventilation systems are in working order.

Signs may prove effective, but there will always be individuals who simply do not read them. They remain blissfully unaware of how they are affecting other people. Depending on the ambience of your center, humor can be used to great effect if straight forward signs fail. But a word of caution here: Know your audience!

Cathie Maclean, manager of the Coles Myer Ltd. Fitness Center, the largest corporate facility in Melbourne, Australia, used a unique approach to a problem she had with a member who was suffering from extreme flatulence. One of Maclean's part-time staff members also happened to be a talented comedy writer. With his input, she posted a humorous flier that used a play on words: "Mates and matesses, let's try to contain the internal rumblings and put the problem behind us."

"I was really stumped on how I was going to deal with this," says Maclean, a 15-year veteran of the fitness industry. "But I thought, why not use the talents of one of my staff, and see what happens? Fortunately, it worked very well, and people still laugh about it. The problem stopped, by the way," Maclean adds.

THE DIRECT APPROACH

Not everyone has a talented humorist on the payroll, nor perhaps the ribald, laidback sense of humor of a down-under fitness center. There will be a time when a member simply must be approached.

Timing is everything. Before you approach a person, do some research. David Vincent from Definitions Fitness Center in Washington, D .C., recommends witnessing the problem firsthand before making an approach. "I always try to give people the benefit of the doubt," Vincent says. "Nobody is perfect; it may be just one off occurrence. I will do my investigation first to see that the accusation is IOO-percent true," says Vincent. "Circulating around the room and participating in a class with them will give you a good idea if the person has a problem."

After establishing that there is a valid complaint, Vincent recommends finding out as much as you can about the person, including their name, how often they work out, if they always wear the same workout gear and what classes they attend. You should also ask your staff members if anyone knows the person or has a rapport with them. This should be done discreetly, without highlighting the reason for your questions.

Vincent also recommends checking the member's application form to see if they have a medical condition. They may be on medication that causes side-effects such as body odor or bad breath. Check with a physician if you are unsure what side-effects a medication may cause. Vincent says, "Research first, even if it risks [making] members think you are procrastinating. But don't leave it too long!"

The approach. This issue should definitely be discussed in private, preferably in a place where there can be no interruptions or prying eyes. The manager's office or an assessment room is recommended. Try to approach the person discreetly, without drawing attention to your interaction. This may seem obvious, but there are horror stories of members being called to the manager's office over the public address system, or being singled out at the beginning of a group exercise class.

The person delivering the message must be a good communicator, personable and professional. How you get your message across will determine the tenor of the rest of the conversation. Vincent illustrated how the conversation could go: "Mike, I wanted to speak with you today about a problem that other members have brought to my attention. I am going to be totally honest with you, Mike," Vincent says. "It's not something I like to have to do, but I must let you know that people have. been complaining about your personal freshness. Whether it is the odor coming from your clothes or your body, I'm not sure, but I have to let you know about this," he says.

Throughout the role play, Vincent uses open hand gestures to emphasize;: fairness and even handedness. There was no accusatory pointing of fingers. Body language and your tone of voice are important. Vincent recommends looking directly at the person and speaking in a polite and professional tone. "Depending on ß the person, I might even address them standing up,. rather than with the barrier of a desk between us," says Vincent.

Now that you have delivered the message, how will the person react?

The reaction. No matter how well you have delivered your message, you will never know how the person is going to react. Remember, you are dealing with a person here, with emotions and feelings. It is not an easy message to give. Reactions can range from casual indifference to vehement protests and crying.

In a best-case scenario, the person will admit the problem. "Oh yeah, sorry about that. I usually wear the same tank top. I will make sure to wash it next time." While hearing this may be a relief, Vincent emphasizes that you should still try to gain an assurance that the problem will be rectified. "Thanks, Mike. Will you look after that for me please, buddy? I really would appreciate it." The person should not just walk away without some promise of further action.

A more difficult situation is when the person vehemently denies the allegation. For example, they say, "That's courageous. This is a gym and people sweat: What do you expect?" In this situation, Abner Figueroa, a personal trainer from New York City, advises that you should stand your ground and let the person know politely, but firmly, what the reality is.

Figueroa approaches this situation with the following type of response. "Yes, I hear what you are saying, Mike, but this is a different atmosphere from what guys like you and me are used to. It is not a boxing gym or a college football team." Figueroa pauses here for emphasis. "We have to consider our surroundings. To be totally honest, I have to agree with them." Figueroa has used this approach and finds that it "appeals to the inner jock in guys, softens the blow to their macho pride, and also gets the point across." Again, excellent interpersonal skills are essential.

Be prepared for people who will be hurt by these accusations. They might cry or break down. Recognize that this may be a constant problem that they have had throughout their lives. Your aim should be "win/win," not alienating them. The last thing you want is the person to be too embarrassed to return to your club.

If the person is emotionally affected, offer all the support you can without being condescending. You will have to use your people skills to determine just how far you should go in helping. You might like to assist them in finding the appropriate medical or counseling specialist, if required.

Pam Wiggins, a fitness professional with 16 years of experience in commercial and corporate fitness centers in New York, Washington, D.C., and Japan, advises dealing with the problem positively. "I try to reassure the person that we really want to make this "a pleasant place for them by telling them personally before they hear any gossip," Wiggins says. "Usually, people appreciate your candor and sensitivity. In the past, they may have had the message delivered in hurtful, demeaning way."

SOME FURTHER SUGGESTIONS

There is no simple solution to this problem. While this issue does not occur every day, it is very likely to arise at some point. The type of scenarios described should be discussed at staff meetings. Brainstorm different approaches and network with other managers and fitness professionals. This problem is not confined to the fitness industry.

Not every response fits neatly into the categories described. Sometimes you need to act instinctively. I once had an older gentleman in my center who members complained about. I was wary about approaching him because he was very formal and not one for small talk or taking advice. One day I saw him alone in the locker room and said, "You know, Mr. Nameless, it might be advisable to take your clothes home on the weekend or every two or three days, as the lockers here don't offer much ventilation. They can cause your clothes to lose their freshness. And some deodorant might be good too." He thanked me for my advice. That was all it took. My approach was instinctive. Somehow I knew the time and place were right.

Some safeguards. If, despite all your good efforts, a member tails to take any action, have adequate phraseology in your membership agreement and etiquette rules that allow you to terminate or not renew a membership. It may be worth talking to a lawyer who is experienced with health club settings prior to making such a warning. Also, document and keep on file any conversations you have with members.

Most importantly, if after you have made the approach and the person has had the good grace to honor their part of the deal, consider the matter closed. Refrain from discussing the matter any further with other members who might ask, "What did you say to Mike? He seems to have improved." Remember this is a win/ win situation for all parties. If you are successful here, you obviously have good rapport with your members. Try to keep it that way. Gossiping will result in you being the one who doesn't smell so good.

Mike James is manager of the World Bank Fitness Center in Washington, D.C.

Allocating Lockers to Members

You can avoid upsetting or angering members by establishing well-managed locker allocation guidelines.

By Mike James

One of the most important selling features for any health club is the locker room. Clear, concise locker room guidelines are essential for a well-managed facility. If you don't have clear, succinct guidelines, there are bound to be headaches. Your guidelines should cover procedures for record keeping, locker leases, waiting lists for lockers and dealing with illegal locker holders. Following is a discussion of each of these procedures, along with some of the pitfalls that can occur if they are not managed carefully.

Are leasing procedures necessary?

Kevin McGuire is in charge of front desk operations at the World Bank Fitness Center in Washington, D.C., a large corporate fitness center with more than 4,000 members. Prior to his hiring five years ago, the center operated with few, if any, locker leasing guidelines. The fitness center now leases approximately 500 lockers annually.

"It was chaos," McGuire says. "Locks were placed randomly on lockers, and we had very bad recording procedures. We had to overhaul the whole system, establish order, cut illegal locks and pacify members. Being a corporate facility, some people would just lock their valuables in a locker and simply forget they had left their items there. Sometimes we would cut the wrong person's lock and there would be another mess to sort out. All of this while running a very busy center."

Even if you don't have these problems to solve, you still have to decide on your lease-to-daily-use ratio. If you have too many leased lockers, you will not have enough for members at peak attendance times. You will also need to decide who actually gets to lease a locker.

Your lease-to-daily-use ratio will depend on your peak attendance. If you are starting a new facility, make an estimate of daily usage and peak attendance patterns. You might want to refrain from leasing permanent lockers for a few months so you can better assess the daily usage patterns and member requests for permanent lockers. Most centers opt for something like a 40-percent daily use to 50-percent permanent lease ratio.

Alternatively, you can solve the leasing problem easily by adhering to a no leasing policy. If your membership is predominately young, single and transient in nature, there may not be a great demand for leased lockers. Darrel Gregory, manager of Gold's Gym in Clarendon, Va., says, "Because we have around 5,000 members, there are simply not enough lockers. Also, many of our members are students at local universities who typically don't stay in the area that long, and who don't want to spend money on [leasing] a locker."

Accurate record keeping

Accurate record keeping for locker leasing is essential. You can use a manual or computer-generated system to record lease details and track payments. Make sure you update it regularly to ensure accuracy.

While key staff members should know how the system operates, be aware that "too many cooks spoil the broth." Your front desk staff, preferably only one person per shift, should be responsible for the system. Too many people with access to the system can result in communication problems and inaccurate record keeping. It is not a good situation when a member has been promised a locker when there isn't one available, or when lockers are incorrectly assigned.

Your tracking system should be able to quickly cross-reference membership cancellations. This will allow you to know when a locker becomes vacant and available for re-lease.

Locker allocation and waiting lists

In a commercial fitness facility, deciding who gets to lease a locker can be as simple as setting the cost and lease terms, and allocating them on a first-come, first-served basis. A waiting list can be established for members who don't get a locker. When a locker becomes available, lease it to the first person on the list.

Some clubs that cater to an upscale clientele often decide to set aside a separate area of their locker room for VIP members. A certain proportion of the lockers are held and offered as an added benefit upon joining.

In corporate facilities, locker allocation can be a more complex matter, as the locker rooms are often seen as an extension of the workplace or as a benefit to employment. Members can be demanding when it comes to having their own locker, particularly if they bicycle to work. How you determine who gets a locker can be difficult. To avoid claims of bias or favoritism, some centers use annual lotteries to determine who gets a locker. But this also has its problems. 

"Some people would say that they never knew about the lottery, or were away traveling," McGuire of the World Bank Fitness Center says. "Also, once people were used to having a locker, it was hard to get them to move out once the year was up. Having to track them down and ask them again and sometimes even cut their lock and remove items was a real hassle."

The World Bank Fitness Center decided to stop using a lottery system three years ago. "Locker holders are given the opportunity to re-lease their locker for another year. We also raised the annual charge to discourage locker holders who are sporadic users from re-Leasing," McGuire says. "Also, because our waiting list is so long, we decided to offer lockers to the most frequent users, rather than people at the top of the list who may or may not attend. Members view this as a fair system. It rewards our most frequent attendees and also encourages people to swipe their cards on entry into the facility."

Leasing terms and conditions

The locker lease's terms and conditions need to be clear from the outset. If you are leasing lockers for a year, decide whether you will offer partial refunds if members cancel their membership. If the lease fees are nonrefundable, this needs to be spelled out in the locker lease form and membership handbook.

A simple and effective way to minimize problems is to issue a formal lease with terms and conditions, signed by both the member and the front desk person. The member takes a copy and you keep one on file. This way, there are no surprises.

Rather than trying to keep track of individual leases, collect fees at the same time each year. Develop a group email and postal mailing list to notify members that their locker lease is due. If lockers become available during the year, the front desk person should have a chart listing pro-rated fees to keep the new lease on the same payment schedule. 

Illegal locker holders

Dealing with illegal locker holders is the most difficult aspect of managing a locker system. There will always be people who mistakenly or intentionally occupy lockers not assigned to them. There are a number of precautions you can take to minimize this problem.

No matter which system you use, your front desk staff should have the following items close by: bolt cutters, white garbage bags, indelible markers for storage and labeling, and plastic gloves for staff who are removing the items. Your pro shop should also sell combination and key locks for members who forget to bring a lock, and also for your front desk staff, in case they make a mistake and cut the wrong lock.

These are just some ways to manage a locker system in an exercise facility. Pre-planning, concise guidelines and excellent front desk support are essential for a well-managed locker room. Speak with other fitness professionals, managers and club owners for more ways to manage your locker systems, and for some interesting stories. 

Mike James is manager of the World Bank Fitness Center in Washington, D. C.

Learning to Communicate

The manager of the World Bank Fitness Center in Washington, D.C., shares experiences and insights gained from employing an intern who is deaf.

By Mike James

The phone rang in n1y office on a typically busy day in February 2004. "Hello, Mr. James. This is the phone relay service calling for a Ms. Jenny Stack. Have YOU used a phone relay service before?"

"No," I said warily, suspecting another telemarketing firm was about to regale me with the latest and greatest money making scheme. But this was no sales ruse. It was a call from a young student interested in an internship with our corporate fit ness center. Jenny Stack explained, via the relay operator, that she was in her final year of physical education studies at Ga1laudet University. (Gallaudet is almost exclusively made lip of hearing-and sight-impaired students.) She had heard about the World Bank Fitness Center, and was interested in broadening her experience in a fitness center environment.

AN OPPORTUNITY FOR ALL INVOLVED

The World Bank is a proud equal opportunity employer that makes accommodating employees with disabilities a high human resources priority. After discussions with my management team, we decided to reward Jenny's initiative, and also demonstrate our support of the World Bank's vision.

Even with 20 years' management experience, I had rarely dealt with deaf people in a professional or personal setting. My staff shared this lack of exposure to deaf people. We knew there would be some challenges, but rather than see it a problem, we saw it as a great opportunity ~or learning and personal growth.

People with disabilities are an unexplored and underused source of employment for fitness centers. Working with Jenny has been a terrific experience for members, staff and management of the World Bank Fitness Center.

A LEARNING PROCESS

We decided that our mantra for Jenny?s time with us would be "No limits." This was not going to just be a token gesture; Jenny would be expected to do everything other fitness staff members do, from teaching classes to interacting with members, taking assessments and participating in staff meetings. If there were difficulties, we would find a way around them.

Our "No limits" policy started with the pre-employment interview. We wanted to assess Jenny's suitability for working in the World Bank Fitness Center in the unusual fashion. She would be asked the same questions we ask any prospective staff or intern:

The learning process started il11mediatelv. Never having worked with sign language interpreters before, we were unsure of the appropriate protocols and etiquette. During the interview, the interpreter sat beside me. Jenny and her course advisor from Gallaudet sat directly across hom us.

When I spoke to Jenny, her gaze was fixed on the interpreter, who was signing. T soon learned to talk directly to Jenny, and avoid acting like a tennis spectator by constantly turning my head throughout the conversation. Deaf people find this frustrating, especially when questions are directed through the interpreter, such as "Ask her if' or "Tell her that."

DEAF AWARENESS TRAINING

Once we had established that Jenny would be a good fit for us, we worked closely with the course advisors from Gallaudet to provide a deaf awareness training seminar. Tills seminar was held one week before Jenny started her internship. We made sure that staff members from all spheres of our operation, including maintenance, fitness, group exercise, custodial and management, attended.

The seminar was conducted by two Gallaudet staff, who were also both deaf. The two-hour session served as both an introduction to deaf culture and as a way to introduce Jenny to staff members. Jenny is what is termed "profoundly deaf," with less than 2 percent hearing, and unable to lip read or communicate by voice.

The information provided ranged from acceptable ways to communicate with a: deaf person, habits to avoid and some basic signs for communication.

MEMBERS' REACTION

Members' reactions have been very positive. It helps that Jenny is a friendly person who is always willing to help. She now teaches Abs Express classes, and regularly takes members through fitness assessments and program orientations. Her goal is to be able to teach group cycling and Muscle Fitness classes. Fitness staff and the group exercise co-coordinator are helping her achieve this goal.

STAFF REACTION

Aside from Jenny's initiative and personal drive, the most important factor has been other staff members' willingness to embrace the "No limits" vision. Initially, there may have been a tendency for some staff to be overprotective. The moment we saw Jenny dealing with a member, we would rush to help. While the intention was noble, it also hindered Jenny's confidence and the development of communication skills and rapport with members.

Staff members feel that working with Jenny has made them focus more on their own communication skills. Whether it be explaining a concept regarding exercise science, administration or membership policy, more focus needs to be placed on clarity and conciseness. During meetings, with either an interpreter or transcriber present, we found that we shouldn't talk over or interrupt each other. We often forget that we do this. Dealing with a deaf team member makes us realize our own bad habits, which can become ingrained over time.

No doubt there are a few challenges we haven't quite solved yet. We sometimes forget that Jenny cannot hear a phone to answer it. We sometimes inadvertently talk in a group and forget to include her. It is a learning curve that still has not reached the summit.

THE FUTURE

At the conclusion of Jenny's internship in June, we decided to make her one of our regular part-time fitness staff members. She has also commenced studies for her master's degree in health management, and is training to teach a greater variety of group exercise classes in our program.

Jenny has some unique skills and abilities. As we attempt to make our center more accessible to people with disabilities, she offers some unique insights that will help us achieve our goals. One of her goals is to make our exercise machines more accessible for blind people by including instructions in Braille. And, her computer skills on programs like Power Point and Excel are her strengths.

Like any new employee, Jenny's career will ebb and flow with life's changing fortunes. For staff and members of the World Bank Fitness Center, our relationship with Jenny and Gallaudet University is a continual journey of learning and self-discovery.

We will continue to seek to incorporate employees from different backgrounds. Perhaps not all will be as success as Jenny, but it is only by testing our own comfort zones that we can grow to achieve our vision of a future that truly has "No limits." FM

Mike James is a freelance writer and manager of the World Bank Fitness Center in Washington, D.C.

Crossing Cultural Borders

Being respectful to different nationalities and ethnicities can help create a unique atmosphere in your fitness center, boost membership sales and give you a competitive edge.

By Mike James

There is more to establishing cultural respect than learning a new language.

It is Monday at 5:45 p.m. approaching peak hour in my fitness center. A woman strides purposefully toward my office and asks, "Are you the manager?"

"Well, yes, ma'am. I am, I answer.

"When are you going to change the name of that 6 p.m. class? I find it degrading and offensive:' she says. And, she's not finished. I find it particularly distasteful that you are advertising the class as a summer" special so that we can 'fit into our bikinis: This is extremely sexist and offensive to all women and especially women from my culture

I've been manager of the facility for only three weeks, so I furtively search the group exercise program for the name of the class she finds objectionable. "Oh, do you mean the 6 p.m. Guts and Butts class?" "yes. A number of my colleagues and I find this distasteful. We are prepared to take up a petition of signatures if you continue to use that name:' I try to appease her. "We will certainly look into it, and see what we can do, ma'am. I understand what you are saying, and will see about changing:' I now have one unhappy member, and I'd better do something quickly. Fortunately, this was a relatively easy issue to solve. I simply changed the name of the class to a more generic one, like "core training:' It was a good lesson, however, because this member was correct. The name of the class could easily be seen as offensive and, at best, juvenile. However, sometimes issues are not this clear-cut. How do you market your programs and services to best serve a demographic with a heavy multicultural clientele?

Know your demographics

"It is essential to know the age" and cultural demographics of the community your club is operating in;' says Tracy Christiansen, a membership consultant for the Sport and Health Group in the metropolitan Washington, D.C., area. "Some of our clubs have a [large] eastern European client base who really like the traditional, spa-type feel with a wood panel sauna and steam room as part of the environment. In other areas, there is a high concentration of Asian and East Asian communities with their trend toward extended families. [For these,] our programs and activities promote family memberships and activities."

For many of the European cultures, fitness is not about pumping iron or jumping on a treadmill to work out solo or with a personal trainer. Christiansen feels that for many of these cultures -particularly those over 40 exercise is associated with traditional physical education classes. This is where marketing your group exercise program becomes particularly important. "For larger clubs, team activities (particularly volleyball and basketball) can be great ways of attracting these types of members to your club," Christiansen says.

Teresa Fortunato, director of operations for L&T Health and Fitness, Falls Church, Va., agrees. "In multicultural organizations, there is often more of a tendency toward competitive games not often found in a standard U.S. facility;' she says. "Squash for the more vigorous, and even table tennis and darts are seen as essential components of a fitness environment for some cultures:' Fortunato also recommends "classes that may appeal to a specific culture, but not necessarily be restricted to this culture. Classes like African dance, Caribbean rhythms and Zumba can reach across all ethnicities, and provide fun workout alternatives for members.

MBWA and the cultural balancing act

This is not to say you should concentrate your marketing on only one specific demographic. Demographics within an area can change, especially if you are in a rapidly changing area like Washington, D.C. There is also a significant proportion of your members who prefer the standard western model, where pumping iron and/or the pursuit of sweat inducing exercise via a treadmill or group cycling class are the norm.

While an awareness of your cultural demographics is essential, so is another oft-forgotten aspect of facility operation: a staff that practices MBWA (management by walking around). Ajola Berisha, an Albanian national and personal trainer now based in Chicago, m., has worked in the U.S. as a fitness specialist for seven years. "I have worked at a number of fitness centers, and I always find that a manager who encourages staff to walk around and interact with members has a better feel for what members want, what attracts them to exercise, turns them off, etc. says Berisha. "If there are open lines of communication between staff and management, you will find marketing efforts are more successful both inside and in terms of attracting new members of various cultural backgrounds

Staff diversity

Employing staff members from diverse cultures is a great way to gain insight into what doesn't work in terms of marketing your facility and services. Carlos Carpio, a San Salvadorian national, has worked in the U.S. as a fitness specialist in California; Washington, D.c.; and Virginia. "With a large Latino population, you often find people gravitate to an instructor from their own cultural group;' says Carpio. "First of all, the language barrier is broken, and, because you also share similar customs, a bond is created. [Hiring a diverse staff] is a great way to find out what [members] are looking for ... in terms of programs and services.

With more than 5,000 members and 140 different nationalities, The World Bank Fitness Center in Washington, D.C., has arguably the most diverse membership in North America. Dosseh Tossou, a native of Togo, has been the front desk person at the World Bank Fitness Center for nine years. Dosseh, who is fluent in four languages, stresses the importance of "acknowledging different cultures and respecting their customs and behaviors.This may take some research both formally and on a day-to-day basis. By closely observing individuals and how group cultures respond to various situations, you can establish a certain set of behaviors. For example, even the way you say hello and goodbye can have different meaning for some cultures.

There is more to establishing cultural respect than learning a new language. Patterns of behavior can make a big difference in how your staff is perceived. "While some cultures are very casual, others are much more formal. This doesn't mean that these more formal cultures are necessarily less friendly;' Dosseh says. "This is an established code of behavior they have passed down through the generations. By respecting these behaviors, you, in turn, get the respect of your members, making it easier to promote and market your services."

Culture-neutral language

Cheri Bonnet has been in charge of health promotions for the World Bank Health Services department since 1993. Part of her role is to promote various wellness programs to the bank's 1O,000-strong international staff members. She has worked closely with the fitness center, medical clinic and occupational health areas in promoting services to the 150 nationalities of the World Bank staff. When dealing with multicultural clientele, "communications should be clear, succinct and to the point;' Bonnett says. "Fitness centers often have their own esoteric jargon that is not understood by different cultures; You should also avoid the body beautiful type of advertising that emphasizes slim ... muscular bodies.

Not only do some cultures find this offensive, but Christiansen says she feels that more than anything else, they see it as misleading advertising. "The most common concern, and sometimes outright fear, we get from members new to the United States is that living here with rising obesity rates will make them fat;' she says.

Common sense considerations are also worth mentioning. Humor that has political, religious or sexual overtones should be avoided at all times. "If your communications are clear and concise and jargon-free, you should be okay;' Bonnett says.

Pool and shower areas

Shower and pool areas can be a cultural hotbed if clear polices are not in place. David Vincent was a licensed pool operator for many years before opening his own personal training studio in Annapolis, Md. "You need clear signage of where wet and dry areas start and end, and also clear policies regarding what is acceptable in terms of swim wear;' he says.

If you are marketing specific swimming programs, you also need to let your customers know that they will be in relatively close proximity to other members, and that there are specific dress codes in place. "This includes hygiene considerations in terms of showering before entering the pool, etc.;' Vincent says.

While many fitness centers take it for granted that people will be aware of these types of issues before undertaking a pool-based activity, Christiansen says follow-up by a membership consultant is essential. "Just directing people to a pool and expecting them to have the same standards of behavior is asking for trouble;' she says. "If a member shows a real interest in aquatic activities, membership policies should be explained clearly. This will help avoid future unpleasant situations╙

Some hidden benefits

In addition to increased membership sales, an effective multicultural marketing program can have other benefits for your facility. If you actively listen to what your membership wants, you may find that your fitness center is one step ahead of your competition. This is particularly relevant in group exercise. George Kassouf, an international presenter and group exercise coordinator at the World Bank Fitness Center, agrees: "The types of classes we offered nearly 10 years ago were never heard of in commercial clubs in the United Sates. Now, classes like yoga, meditation and Pilates are standard in most clubs:' Fortunato says that this is "primarily due to the different perspective other cultures bring to the fitness world.

These cultures don't see fitness purely as a physical pursuit, but [as] a total mind/body connection. While our clubs have started to offer these activities over the past five years or so, some of the international corporations had these types of classes many years before."

A diverse membership also helps foster further membership from various communities. Once your members are happy, they will be only too happy to recommend your facility to other people in their community.

The R word

Catering to a multicultural clientele is still challenging, even when you know your demographics, employ a diverse staff who practice MBWA, use culture-neutral language in your marketing materials, and have all of your policies in place and clearly communicated. As the old saying goes, "You can't please all of the people all of the time:' There will be times when people ask for special considerations that may alienate some cultures. You have to make judgment calls based on your experience and instinct.

A familiar controversy these days is the celebration of traditional U.S. holidays like Christmas, Thanksgiving and Halloween. Again, there is no hard and fast rule here. It will be up to your management team as to what approach you take with these celebrations. "There is really no problem as such, at least here at the World Bank Fitness Center, with recognizing these traditional American ... celebrations. If this recognition is done in a low key, respectful manner, free from shrill, false affect and enforced frivolity, we find there is usually no problem;' Dosseh says.

There are some words and sentiments that cross all cultures, and one of them is respect. Respecting each other, and our origins and cultures, is the first step in building a successful multicultural program. FM

Mike James is a freelance writer and manager of the World Bank Fitness Center in Washington. D.C. 

Is There a Volunteer in the House?

It's Monday afternoon, 4:45 p.m. Your power-step instructor calls to tell you that her car broke down and she won't be able to teach her 6 p.m. class. This gives you a little more than an hour to find a replacement instructor. If you can't find anyone, you or one of your fitness specialists will have to substitute. But you are short-staffed, the fitness specialists are fully booked with appointments, and you have no idea how to teach power step.

By Mike James

Should you try to bluff your way through teaching a class or take a fitness specialist off the floor during peak hours? Maybe you should post flyers on doors and notice boards saying the class is cancelled. Then it will be your pleasure to face the wrath of 40 members who have made a special trip to take this class. Welcome to one of a club owner, manager or aerobics director's worst nightmares.

If this scenario is an all-too-familiar one for your club, perhaps you should consider using volunteer instructors to teach some classes or to act as emergency substitutes. The World Bank Fitness Center in Washington, D.C., a 33,OOO-square-foot facility, provides extensive fitness facilities to World Bank staff. The center includes four aerobics studios with a group exercise program that includes more than 60 classes per week. Trained World Bank employees teach more than half of these classes. Managers, secretaries, economists, lawyers and accountants who work for the World Bank form a vital part of the group exercise instructor team. The result is a very extensive and diverse range of activities and huge savings on the center's operating expenses.

"That's all very well," you may say, "but how do I find these people, and how can I ensure that they are qualified and service-oriented?" A good instructor is more than someone who looks good or is athletically gifted. He or she must be able to teach, motivate and provide a class other members will enjoy. It is not just a case of asking a regular participant to take over in an emergency. A good volunteer program must be in place, and that involves careful planning in the recruitment, training and regular evaluation of your instructors.

RECRUITING VOLUNTEERS

Volunteers at the World Bank Fitness Center undergo a formal recruitment process that includes in-house training from the aerobics director and an explanation of what the center expects from a volunteer. A formal advertisement is posted in various internal staff bulletins every 12 months. People interested in becoming part of the volunteer program attend an interview with the Fitness Center's management team.

If you are going to use volunteers, discuss with them the time commitment required for training and teaching, substitution procedures, and what is expected of them in terms of evaluating and updating their skills. This will help avoid unnecessary training of people who may not be able to commit the time or who do not understand what is required. Potential volunteers should be given honest feedback on their skills and deficiencies, and be made aware of both the benefits and drawbacks of becoming a volunteer instructor. Being upfront from the beginning will help avoid misunderstandings.

VOLUNTEER MOTIVATIONS

Volunteers have different motivations than paid employees. The management team must understand some of the major reasons and motivations people have for volunteering.

Extrinsic. The first question posed to a potential volunteer instructor should be, "Why do you want to become a volunteer?" Even though the term volunteer in its strictest sense excludes the notion of monetary or material gain, many people are motivated by benefits. The World Bank Health Services Department administers the Bank's fitness program. It offers each volunteer instructor a free membership and locker, a yearly stipend of $200 for shoes and tapes, free CPR certification and financial assistance with advanced certifications. However token or paltry these benefits may seem to an outsider, they can be an important motivation for people. They are a tangible sign of an organization's thanks and commitment to its volunteers and the program itself.

If a person's sole reason for volunteering is based on perceived benefits, this could be a danger sign. It may indicate that the person is volunteering for selfish reasons with little or no understanding of the service component.

Intrinsic. There are other intangible or intrinsic reasons why members may volunteer. Many like the team atmosphere that is engendered and see it as an opportunity to meet new people, improve their self-confidence and develop new skills. Some also have the altruistic motivation of helping other people achieve their health and fitness goals ( a very satisfying and worthy motivation. Volunteers can be motivated for all of these reasons, as well as because they are doing something they enjoy and have fun doing it. This is a very important motivation that employers often neglect to foster. Management must ensure it is a fun experience for all involved.

MANAGEMENT SUPPORT

Each member of the management team, including the club owner, fitness director, aerobics director and club manager, should show his or her support and appreciation to the volunteers. Teaching is often a very daunting task. Volunteers should be given patience and help along the way to allay their fears.

One of the most difficult aspects of an instructor's role is handling difficult customers and situations. The management team should train volunteers to deal with these problems. Volunteers should be aware that criticism, sometimes constructive, and at times very harsh, is part of the deal. You can hold yearly retreats and regular workshops to discuss issues such as this one.

Open communication is essential, either through group or individual meetings, email messages, memos, etc. The management team should be easily accessible and open to ideas and suggestions from the volunteers.

Also, management, particularly the person ultimately responsible for the volunteer program, should be able to give open and honest feedback to the volunteers. Sometimes this will not be an easy task, especially in cases where a volunteer's skills are lacking. Regular training and skill updates should be available, but if no improvement results, taking a volunteer out of the program is essential. Both management and volunteers must agree that member satisfaction is paramount.

BENEFITS OF USING VOLUNTEERS

The most obvious benefit of using volunteers is the dollar savings a successful volunteer program can bring. In a large corporate program, such as the one at World Bank where volunteers provide more than half of the 60 classes per week, centers can save more than $60,000 per year in wages.

Many other benefits can be gained from using volunteers. In a corporate program, volunteers set a great example for coworkers to become involved in the fitness program. Their commitment to volunteering their time and following their own fitness program is a great example to other workers who may lack motivation to exercise.

Volunteers also help promote the fitness center's classes and various promotional activities by word of mouth. This is often more effective than the regular newsletters, bulletins and promotional flyers that are sometimes overlooked by busy members. Volunteers who are supportive of the management's policies and procedures can also help other members better understand why certain rules and regulations are followed (time restrictions on machines, limitations to class-size numbers, class time changes, etc.).

Careful and skilled recruitment of volunteers can help provide a diverse range of activities that capitalizes on a unique mix of skills and cultural backgrounds. In a culturally-diverse area or company, volunteers can provide unique formats such as Latin aerobics, African rhythm classes, classical ballet and Aussie boxing aerobics.

POTENTIAL PROBLEMS

Working with volunteers is not all smooth sailing. In corporate programs there is often a clash between the instructor's "real work" and his or her volunteer work. If a last-minute meeting is called or a deadline is imminent, it is not easy for volunteers to suddenly leave work to teach an exercise class. No matter how wellplanned a volunteer program is, "real world" crises do arise. Management should be aware of these pressures and have substitute procedures in place. If problems consistently occur with a particular volunteer, management should approach this person. He or she should suggest that, "While we love having you involved and appreciate your efforts, maybe you should have a rest from teaching until your workload is less demanding."

Like any working relationship, there is always the potential for volunteer and managerial conflicts on a wide range of issues. Even with a well-planned recruitment process, some volunteers are not suited for a job in the service industry, or aren't well-versed in the technical aspects of exercise instruction. Sometimes people see things in terms of right and wrong with no room for flexibility or individual variation. Sensible, strong and sensitive leadership should address issues such as these during workshops and the training process. Roleplay exercises enacting some of these situations can be particularly effective in demonstrating practical solutions to problems. These role-play workshops should be open to all employees of the fitness center, as they provide valuable insights for all staff members and help reinforce the team concept.

Another potential problem occurs when volunteers begin to overestimate the extent of their knowledge. This can be a problem if they begin advising members in areas of which they only have basic knowledge (i.e., injury prevention and rehabilitation) . They also might consciously or inadvertently infringe on the fitness specialist's role, which can lead to internal staff friction. Clear delineation on exactly where an instructor's expertise and role within the club begins and ends should be explained during the training process and constantly reinforced, albeit diplomatically, by the management team.

EVALUATING THE VOLUNTEER PROGRAM

Evaluating the success of a volunteer program is more than looking at the money saved in wages. If the standard of volunteer classes is so poor that members join another club or stop attending, the money saved is worthless. If there is a drop in attendance at the club or in one particular class, the volunteer program should be thoroughly scrutinized for weaknesses.

To gauge the effectiveness of a volunteer program, constant membership feedback is needed . Surveys, focus groups and informal meetings with members are vital for any meaningful evaluation. Ask about the professionalism of the group exercise instructors, the variety of classes offered, overall approval rating of the club, etc.

Not all volunteer programs need to be as extensive as the World Bank's. Volunteers can be used on an emergency-substitution basis, for non-peak hours, or for selected activities in which a volunteer may have the necessary skills and teaching qualifications (martial arts, mind/body programming, dance classes, etc.).

Whatever its role, the volunteer program should fulfill its mission. If it serves as a source for last-minute substitutions, then it should do that. If, like at the World Bank, it is an integral part of the program, every effort should be made to develop the program and the individuals involved. Instructors should be constantly reevaluated for their teaching and class presentation skills. This can be done by the aerobics director or by a consultant employed especially for evaluation purposes.

THE WAY OF THE NEW MILLENNIUM?

The future of volunteer programs will be influenced by many factors. In cities such as Washington, D.C., where unemployment is currently very low, it is increasingly difficult to find instructors to teach classes early in the morning and during lunch hours. This is where volunteer programs are invaluable. Alternatively, if companies continue the trend to become leaner and meaner, people's work pressures may make it difficult for them to find time to participate in a volunteer program.

Incorporating a volunteer instructor program into your center may seem like a radical step. It is not a simple process; it requires a good deal of planning, strong leadership and management support. However, if your club is willing to put in the time, volunteer programs can be a great way to save money and add variety and flexibility to your group exercise activities. Who knows, it may even lessen your stress when the 6 p.m. power-step instructor's car breaks down.

Like any aspect of your club's operation, a volunteer program should be constantly reevaluated to measure whether it fulfills its mission and is a success for your organization.

Mike James is manager of the World Bank Fitness Center, Washington, D.C.

WOMEN'S Boot Camp

It's 5.30 a.m. Wednesday morning. The temperature Is minus five degrees Celsius with some light snowfall. It's a typically cold, wet, winter's day on a football field at Washington Lee High School In Arlington, Virginia in the good old US of A. The sun isn't up yet, and neither are most sane people on the east coast.

By Mike James

Suddenly, the tranquility of early morning is disrupted by a booming, resonant voice yelling: "One, two, three, one, two, three," in a rhythmical, military cadence. Instructor Dimitri Lewis is leading 18 of his troops through a sequence of jumping jacks. This will be followed by some stretching, a I 5-minute endurance run and a set of tortuous calisthenics.

The Pentagon is only two miles away, but Dimitri Lewis is no drill sergeant, and his troops are not macho men seeking to be part of 'The few, the proud, the Marines. Dimitri's troops are all females ranging in age from 25-35 years. Among them are full time mothers, human resource directors, teachers, students and women from all walks of life who share one thing in common. They are all members of the 'Women's Boot Camp' programme conducted by Healthy Body Image (HBI) Fitness, a group of fitness professionals operating out of Gold's gym in Arlington. These women will meet at 5.30am every weekday for 6 weeks. No matter how cold the weather, Instructor Lewis will urge them to sweat, strain and never surrender their quest for super fitness.

HBI has been conducting the Women's Boot Camp programme since September 1998. According to Kirk Trader, vice president of HBI, "The Boot Camp classes are extremely popular, averaging 20 participants in winter and 25 to 30 women in summer.

"We purposely decided to target women in the 25-35 year age group for this programme," Trader explains. "These women are a different demographic from our personal training clients who are usually in the 35-50 year age group. We have found that many women are looking for something different from the traditional aerobic class format." Trader says that the Boot Camps' intense type of training has a number of benefits, including increased strength and cardio vascular endurance with greater calorie burning and fat loss."

Melissa Garner, a 28-year-old human resource manager, is participating. in her first Boot Camp. "It's a great way to vary your workout. I was getting stale in the gym doing the same workout over and over. With the variety of activities and intense cardio work I'm already starting to see changes in my "body after two weeks."

When asked if she ever felt like rolling over and going back to sleep when the alarm rang on a cold morning, she laughed and said, "Oh yeah, sure, but when I remember that an instructor is there waiting for me, and that I will let the group down, it motivates me to get going."

The punishment drill could also be a motivating factor. For each woman late or without a valid excuse for not attending, a 3D-second wall sit is inflicted on the whole group. Here everyone is made to squat with backs against a wall, knees bent at right angles and thighs parallel to the floor. By the end of a 6-week session some groups have had to endure this quadriceps burner for 6 minutes.

THE INSTRUCTORS

The instructor plays a major role in motivating the Women Boot Campers. While Dimitri Lewis exhorts the women to work hard, he is certainly not the stereotypical, in-your-face drill sergeant. Lewis is an affable 21-year-old African American man who loves motivating people to be the best they can be.

"If I change a person's physical appearance I am sure this can translate to improvements in other aspects of their lives," he said. "I tell my personal training clients and these women that successful people do the things that unsuccessful people aren't prepared to do." Certainly not the sentiments of the spitting, snarling, drill sergeant you see calling everyone 'maggots' in Hollywood movies. All HBI instructors participate in an 8-day training camp to learn the correct exercise techniques. It is not just a matter of barking out orders and blowing a whistle. Each day's activities are highly structured. "By having different activities each day you eliminate training plateaus," Kirk Trader explains. This also helps stop the boredom. Many of the Boot Campers feel that traditional aerobic and step classes have become boring, repetitious and that they no longer produce results.

THE DRILLS

The various drills used in the Boot Camp are vastly different from the usual choreographed routines found in a traditional aerobics class. Running laps with a brick in each hand, or up hills with a sack full of 10lb dumbbells is certainly different! Add some metro runs where boot campers run the stairs at Ballston and Clarendon train stations with a sack of 10Ib bricks; suicide runs where sprints are alternated with push ups; Karaoke runs where lateral running is made even harder by crossing the feet, and you have a very innovative way to get fit. There are also various strength training drills which incorporate log lifts, chin-ups and push-ups and partner-assisted resistance exercises like lateral raises and biceps curls.

THE A TEAM

But if you think these Women's Boot Camp are motivated, or maybe even mad, you ain't seen nothing yet. Two miles away at Thomas Jefferson Community Centre, Instructor Wolf Gottschalk, 30, is in charge of the A Team. The A Team are the elite force of Boot Campers. To be eligible to join the A Team, these women must pass a grueling physical fitness test. They must be able to run two miles in seventeen minutes, perform 20 full push-ups, 40 sit-ups in a minuteS chin-ups and a 3D-second bar hang.

As the sun begins to rise, Wolf is finishing of the morning's activities with 10 minutes of gut-wrenching abdominal work. While their faces contort with pain, he walks amongst the A Team shouting instruction and encouragement. "Come on ladies, keep your legs up, squeeze those abs, breathe out, hold it, hold it.. . good job Karen. Sink back down ... come on Holly two more reps."

Holly Maclean, a 30-year-old full-time Mom, is participating in her third boot camp. A former track runner at high school, Maclean enthuses, "It's the perfect time of day for me, and the team atmosphere make it very motivating."

Does this A Team boot camper ever feel like staying in bed on these cold mornings? "Yes, but you have an instructor you hear in the back of your mind so you get up!" Maclean replied.

While getting up on cold mornings seems to be the hardest obstacle, none of these A Team boot campers had ever missed a session. Karen Ager, 30, a director of operations for a non-profit organisation, says, "While getting up is the hardest part, Wolf told us that when you're up this early you might as well work out, so here I am."

Karen is committed to the programme: "It has given me results above and beyond my expectations" she said.

What were her expectations? "Initially, I just wanted a change from running and step aerobics classes, but this has made me so much fitter and better able to handle my hobbies of hiking and mountain bike riding."

Wolf, the A team instructor, is a neuro physiologist by profession. A competitive runner and triathlete, he loves helping women achieve their goals. An animated man with a quick wit and irascible nature, Wolf was also quick to explain that there is nothing better to see the sun come up in the morning, with a bright red sky in the back ground, and a line of women ready to get going.

"They're hot, sweaty, steam is rising of their backs, it's sexy I'm tellin ' ya. Hot sweaty women in the morning, you can't beat it," he said to a chorus of cheers and "Yeah, right," from his suitably panting, perspiring, A Team members.

Wolf, is lavish in his praise of women's motivation and pain tolerance. "Women are more hard core. From what I have seen they definitely have a higher pain tolerance." He is adamant that women are more motivated to come out here. "They don't have anything to prove. With men, you usually have that testosterone and macho attitude to ,deal with." Wolf also feels that women bond better than men. That motivates them to achieve results and work harder.

THE MILLENNIUM CLASS?

So there you have it, a new exercise regimen that is effective, motivating, innovative and sensual (at least for Walt). The Fitness industry constantly looks for alternative ways to attract members and provide diverse activities. There always seems to be some new miracle weight loss machine, strength building gadget or aerobic apparatus advertised as the new fitness panacea.

Over the past five years, the traditional aerobics class schedule has also changed dramatically. New classes like Spinning, Boxacise, kick boxing and sports conditioning have become more popular. HBI Fitness and Golds in Arlington, are taking exercise out of the confines of the gym and aerobic studio to an outdoor setting using more traditional military-based training techniques. Even in a bitterly cold winter the popularity of Women's Boot Camp classes has weathered the storm. It looks like this could be THE exercise class for the new millennium.

Mike James is the manager of the World Bank fitness center, and a freelance writer with years of experience as a corporate fitness center consultant. He is based in Washington, D.C.

Bringing Boot Camp classes to Your Facility

There are some unique managerial issues to consider before putting the popular boot-camp style class on your group exercise schedule.

By Mike James

Over the past five years, group exercise classes have changed dramatically. Many existing and potential new members have grown tired of the traditional aerobics and step classes, and are seeking something different for their exercise programs. With the increasing popularity of boot camp classes, clubs are using traditional military-based training techniques to entice people to exercise. But successful boot camp programs share a number of similarities, aside from a military-based theme and exercise regimen. There are also some unique managerial issues to consider before putting this type of class on your group exercise schedule.

Boot camp variations

Boot-camp-style classes are becoming increasingly popular in health clubs throughout the country, and there are many variations on the boot-camp theme. The classes can meet in your group exercise room, or they can operate outside of the traditional club setting, with groups meeting in public parks and sports facilities.

Torrie Allman, general manager at Frog's Club One in Solana Beach, Calif., introduced boot camp classes three years ago. Allman says he has seen the interest in this type of class "increase quite markedly over the past year, albeit with some ebbs and flows depending on the weather." For instance, since they are located in a temperate climate, members can meet outside for a more realistic approach. Their class attracts 30 to 40 members every Saturday in the club parking lot. After some warm-up stretches, Mike Magira leads his boot camp participants in a half-mile jog to the beach where they engage in an hour and 30 minutes of interval work, with activities such as squat thrusts, sniper crawls and an obstacle course.

While the Frog's class is coed, Gold's Gym in Arlington, Va., has been conducting a women's-only boot camp class since September 1998. According to Kirk Trader, vice president of Fitness &Image Results (consultants who manage the program), "The boot camp classes are extremely popular, averaging 20 participants per class in "inter and 25 to 30 women in summer."

Marketing strategy

Before beginning a boot camp program, decide who your target audience is. Trader at Fitness & Image Results explains, "We purposely decided to target women in the 25-to 35-year age group for this program. These women are a different demographic from our personal training clients. They are looking for something different from the traditional aerobics class formal "Trader also points out that "the boot camp's intense type of training has a number of benefits, including increased strength and cardiovascular endurance, with greater calorie burning and fat loss." These types of benefits should be mentioned in marketing materials.

Allman at Frog's Club One finds that the age group for his class "tends to be 40 years and under, with a 60-percent men [to] 40-percent women ratio." While Fitness & Image Results markets its program as a four-week package at an additional cost (discounted for Gold's members), Frog's Club One has boot camp as a regular class that is held throughout the year, at no additional cost for members, and daily rates for non-members. 

To attract people to your program, the boot camp class should emphasize a variety of activities and exercises. Examples include running laps with a brick in each hand or up stairs with a sack of lO-pound dumbbells. Emphasize this variety when promoting your program to members and the general public, as it can attract free publicity. Both the Frog's and Fitness & Image programs receive frequent free media coverage through newspapers, and local and national television stations.

To market these classes, use pictures and personal testimonials on posterboards to help attract existing members. Club newsletters, along with local newspapers and television stations, are other commonly used marketing vehicles, arid Fitness & Image Results also has a Website (BootCampwomen.com).

What type of program?

A successful boot camp program does not necessarily have a snarling, spitting, drill sergeant with a whistle who barks out orders. The degree to which you use the strict military regimen depends on your group.

Both Frog's Club One and Fitness & Image Results have advanced groups for the super fit. "Our advanced group tends to be for a few super hard-core exercisers, so it is really not designed with fun in mind. This group usually comprises a small number of individuals and is only held for 4 to 6 weeks at various times of the year," Allman explains.

Fitness & Image Results actively markets the concept of its "A" team, an elite women's boot camp. To be eligible to join the A team, a member must pass a grueling physical fitness test. She must be able to run two miles in under 17 minutes, and perform 20 full push-ups, 40 sit-ups in a minute, five chin-ups and a 30-second bar hang.

At Fitness & Image Results, the boot camp classes are highly structured. "By having different activities each day, you eliminate training plateaus," Trader explains. This can also help alleviate the boredom that many participants feel in traditional aerobics and step classes.

At Frog's Club One, Allman and his team of instructors employ basic interval training techniques to promote cardiovascular benefits. "Our basic format is to use a series of full-body exercises like jumping jacks, squat thrusts, etc., followed by an active recovery activity like jogging, beach swimming or wading through the shallows," Allman says.

While the exercises used can be very innovative, careful consideration should be given to safety, correct form and adherence to basic concepts of exercise physiology.

Instructor choice

The instructor plays a major role in motivating boot camp participants. Correct instructor selection is the most important factor for a successful boot camp and cannot be overemphasized.

Abier Burgul is a 30-year-old participant in the boot camp program at Gold's. Burgul feels that "the team atmosphere makes it very motivating." Does this A-team boot camp participant ever feel like staying in bed on cold winter mornings? "Yes, but if you have a good instructor, you hear them in the back of your mind so you get up!" Burgul replied. "Our instructor has always been very motivating. If it weren't for him, I certainly wouldn't be running up stairs with a lO-pound sack of bricks."

While Lewis, a boot camp instructor for Fitness & Image Results, exhorts his female troops to work hard during cold winter mornings, he is certainly not the stereotypical, in-your-face drill sergeant. Lewis loves motivating people to be the best they can be. "If I can change a person's physical appearance, I am sure this can translate into other aspects of their lives," he says.

Frog's Allman says, "The main quality I look for in an instructor is that they be good with people. The same personal qualities apply as in other group exercise classes." Trader adds that, "A good instructor should be reliable and dependable --you shouldn't have to worry whether your instructor will turn up on cold mornings."

While discipline is important, the more aggressive approach associated with real military boot camps is frowned upon. Both Trader and Allman agree on a more humane approach to exercise. "Any yelling, shouting or insults are done very much in a joking fashion. There is a smile behind every command," Allman explains. "We certainly don't have our instructors go around calling everyone maggots," adds Trader.

"While prior military experience may be an advantage, instructors should also be qualified in first aid and have a background in exercise science," says Allman. First aid certification is definitely essential. The group may be quite a distance away from the club setting where first aid supplies are not available. Exercise science knowledge and a certification are also sound requirements for boot camp instructors. They should be able to determine appropriate intensity levels for individuals within the group and to prescribe the correct exercises in extreme temperatures.

Special considerations

Boot camp programs have unique circumstances that managers must be aware of and plan for. If the program is located away from your club, be aware of potential scenarios that could cause injury. Twisted ankles, dehydration and hypothermia are the most common.

Aside from having instructors certified in CPR and first aid, they should carry a cell phone in case of an emergency. The instructor should have a fully stocked first aid box and a fanny pack with items such as ice packs, sunscreen and energy bars. They should know where to locate drinking fountains and shaded or sheltered areas, as well as the exact address of where they are in case emergency help needs to be called.

When the weather is cold, boot camp participants must be given clear instructions on what type of clothes to wear and precautions to take to avoid hypothermia. And the instructor should have clear authority to exclude members from a class if they do not follow these common-sense guidelines.

Legal waiver

Waivers are an essential criteria for boot camp programs. Before participating in a program, have participants sign a legal waiver that exempts the club from potential lawsuits in the event of injury. This is particularly important for people in the program who are not members of your club, and hence have not signed the waiver included in the membership agreement. For members, the waiver in their membership agreement should cover them. However, it is worth consulting a lawyer to make sure your waiver covers all contingencies.

Approval from local authorities

If your classes use public parks, beaches and facilities, get written approval from a local government authority, school principal and/or the facility manager. Allman emphasizes that it is very important to obtain this approval in writing prior to commencing your boot camp program.

"Not every member of the public appreciates 40 people taking up space on their beach or public park land, particularly if you are doing things like stair runs, which can hinder people's access to a beach or park land," Allman says. "If you have established good public relations with your local authorities (which is highly advisable for any club), this should not pose too many problems." As a matter of courtesy, Allman also contacts the local Lifeguard Club and advises them when and where the classes will take place on the beach.

To avoid clashes with the public, schedule boot camp programs during off-peak hours when public usage is minimal. The early morning, as opposed to the middle of the day, is best for places like parks and beaches. If you are using school grounds or facilities, school vacation times are the best.

Make sure that you know who exactly is responsible for the public space you are using. This can sometimes be trick)" because depending on the location of your club and the place you are using, the jurisdiction may change. For example, Arlington borders Alexandria, which has its own different local authorities. Likewise, Frog's Club One is located directly between two different jurisdictions.

Some allied benefits

A well-managed boot camp program can provide valuable new revenue, increased participation and variety to your group exercise program, potential new members and a unique esprit de corps among participants. There are other benefits as well, such as increasing exposure to other profit centers in your club. Gold's offers an initial consultation with a dietitian and free sessions with a personal trainer as incentives for people to sign up for boot camp. The team spirit can also result in merchandising opportunities for items such as T-shirts, water bottles and other pro shop supplies with distinctive boot camp logos.

Evaluating the program

There are a number of ways to evaluate the success of your boot camp program. Standard measures such as usage, retention and new sign ups are helpful, but membership feedback is the most powerful. Get feedback through surveys or informal discussions with members. Pre-and post-testing for measures of percent body fat, performance, etc., can give verifiable results for goal-oriented members. Organized social gatherings can also be a measure of success. Since many people join this type of class for the group interaction, a well-attended out-of-class get-together is a good sign.

The new millennium will bring many changes to the traditional group exercise schedule. With careful planning, management and instructor selection, boot camp classes could be a worthwhile addition to your club's program. FM

James is manager of the World Bank Fitness Center, Washington, D.C.