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.