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.

Staffing Your Onsite Fitness Center

Should you use consultants or hire your own staff? The pros and cons of each will help you to decide which is best for your fitness center.

By Mike James

Being aware of different staffing models can help you maintain an efficient and productive relationship with consultants.

Your business has decided that to stay competitive, it needs a fitness center. Surveys and general feedback show significant interest, and there is enough room for a range of treadmills, bikes and some strength-training equipment. A recommended group of fitness consultants has planned and equipped your center, The appropriate 'ratio of showers and lockers' has been arranged, and if the architects approve some refurbishments, there might be enough, room for group exercise classes.

Now comes the most important question: Once you are ready to open your doors, do you just have people sign a waiver and leave them to workout on their own? Or, do you staff the facility with qualified fitness professionals? Should you use a fitness consultancy group for staff, or an in-house manager to employ freelance instructors?

Staffing issues are some of the most important decisions to make when planning an onsite fitness center, The following will examine three of the most common staffing models.

Mission or Vision Statement

The lack of a clear vision is one of the major reasons many onsite fitness centers fail. The people ultimately responsible for the fitness center often have only a vague idea of what they want. A fitness center sounds great, but few executives have any idea of how they operate. Unfortunately, many still think it is just a case of putting some equipment in a room.

Company executives may like tile idea or concept of an onsite fitness center, but are usually unsure of how far they should take it, The first step toward transforming vague ideas into a concrete plan is formulating a mission or vision statement. Include in the statement the function of your facility. Do you want a few treadmills, a couple of benches, s6me free weights and shower facilities? Or, would a fully serviced fitness center that offers the convenience of commercial facilities and services be better? Maybe you want something in between.

Your mission statement needs to be clear and concise. And, if you choose to work will consultants, your first step should be to make clear to them your facility's mission or vision statement. Have ready the answers to a few simple questions consultants might ask, such as, "What do you want in your f."1cilit:y?" or, "Can you paint a picture for me of how you see this center operating on a day-to-day basis?" The answers will help clarity the direction you need to take in terms of staffing and future programming.

Model No.1: Minimal or no supervision

Being aware of different staffing models can help you maintain an efficient and productive relationship with consultants. A staffing model with little or no supervision may be suitable for a small operation. The majority of people in this type of company or resort will be regular exercisers who just want somewhere to get a basic workout and a shower afterward. If this is the case, a consultant may only be necessary to help recommend and install fitness equipment. Your relationship with them will probably be brief; once the equipment is in place, they may only be called in for some basic orientation to the equipment. It will be up to you to have members and guests sign the appropriate membership forms and legal waivers.

Debbie Vincent, president of Pro Active Fitness in Washington, D.C., recently recommended equipment purchases for a local non-profit company with 30 el1lployees. "Once I recommended the type of equipment to purchase and conducted a group orientation on how to use it, my job was over," Vincent says. "We may look at offering some personal training sessions in the future, but for now, that was the extent of our work with the company╙

Model No.2: Staffed by s fitness consultancy

Many large resorts, private companies, government departments and non-profit institutions see the benefit of providing a fully staffed facility for their employees and guests. For these, the need for a consultant extends beyond equipment purchasing. Luckily, many companies now specialize in providing fitness staff and group exercise instructors for corporate facilities.

While fitness center managers may specialize in fitness, they should familiarize themselves with the business' values.

The overall management and staffing of these facilities is left to the particular fitness company hired. The advantage here is that the hiring institution does not have to worry about the day-to-day operation of the center. Staffing is left entirely to the fitness company hired as the management consultant.

There are some disadvantages to consider, as well. Coles Myer Ltd. is Australia's largest retail company, employing more than one million people. Coles Myer has been Australia's leader in corporate fitness centers since the inception of its nationwide fitness programs in 1978. Tom Leehane was employed as manager of the program that same year. Says Leehane, "Our initial fitness consultants did a great job recommending equipment, fitness evaluations and generally helping us set up facilities throughout Australia. However, they were not able to provide us with staff to supervise our facilities .... " Leehane hired a smaller consultancy firm to supply staff for Coles Myer. Unfortunately, this solution was not successful. "The staff they sent us was mainly young physical education students, with limited people skills," Leehane explains. "We tried another agency with the same results. There was a lot of staff turnover and you got the feeling that, because they were getting paid typically low fitness employee wages, the staff really didn't care."

In a radical step for the time, Leehane approached the Coles Myer chief executives and proposed employing freelance instructors at three times the hourly rate paid at commercial centers. Amazingly, Coles Myer accepted tlus proposal. "This helped us a great deal," says Leehane. "I knew there were good people out there and, while money isn't everything, it certainly helps .... We attracted some good people to work for us on a part-time basis (15 to 20 hours per week). It really didn't cost us any more, because we were just cutting out the middle man ... and paying the instructors directly."

Model No.3: Fitness manager employed by the corporation

In Washington, D.C., former Medical Director of the World Bank's Health Services Department Dr. Bernhard Liese was instrumental in launching the fitness program for "World Bank staff in 1990. The World Bank fitness center now boasts two fully equipped facilities with more than 4,000 members and 60 group exercise classes per week.

Liese shares many of Leehane's views on staffing corporate fitness centers. "While the [consultancy1company we used was very helpful to us in setting up operational procedures and the group exercise program, there was a constant turnover of staff, which led to a lack of continuity and follow-up for members," Liese says. "We eventually employed our own manager, who acted as a liaison between us and the fitness company .... Eventually, we stopped using the fitness consultancy With no real hard feelings. I believe we outgrew what they had to offer."

Choosing the right model

The staffing model used for a successful onsite fitness center will depend on the resort's or corporation's vision or mission.

The Coles Myer program had a clear vision from executive management, and strong leadership in place that ensured its success. A similar situation occurred with the World Bank. For large programs like these, a good model for staffing is employing an in house manager who employs freelance staff.

Another important point to consider is the hotel or corporate culture. Managers need to have a firm grasp of the culture they are representing. A company like Coles Myer, comprised of hard-nosed, profit-driven retail executives, will have different values and expectations than an international development institution like the World Bank. While fitness center managers may specialize in fitness, they should familiarize themselves with the business' values.

The in-house model is not without its challenges. The manager and staff must spend a lot of time on staff training. With a central city location, it can be difficult to attract good staff because there are so many large commercial fitness centers operating in local suburbs with fewer commuter hassles. One solution is to make outreach efforts at colleges and universities for prospective staff.

One way to attract good employees is with higher-than-normal hourly rates (two times the industry standard). Another route is to promote the rewards of gaining experience in an onsite fitness center setting, Stress that being employed directly by a resort or corporation offers great opportunities for personal growth and regular stable employment. There is also the chance to provide quality programs without the pressure of sales.

Not everyone is suited to working in an onsite fitness environment. An international institution like the World Bank is more conservative than traditional fitness centers. Some employees may find the bureaucratic nature and lack of career path not to their liking.

If an organization does choose model No. 3, Liese stresses that, "they should show their full support and provide access to their institutional systems for budget and payroll, human resources, and legal and insurance matters. A manager cannot be expected to create his or her own systems for these, as well as look after the day-to-day operation [of the facility]."

While employing staff directly is fine for large organizations, not every company or resort has the budget for such large programs. If a business wants a medium-sized program with some of the conveniences of a commercial fitness club, it may be better served by bidding out to companies that specialize in supplying staff for onsite fitness centers. The manager of the center can then report directly to the resort or company representative or board. And the business may then decide to re-bid periodically everyone or two years. 

Staffing without vision = mission impossible

Clearly, each of the three staffing models has advantages and disadvantages. While the need for strong leadership is a priority, the most essential f."1ctor in effective staffing of a successful onsite fitness center is the mission or vision statement. Without a clear vision, effective staffing could be a case of mission impossible.

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.

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.

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.

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.

How to Attract and Retain Corporate Clients

Get creative to up your corporate membership numbers.

BY MIKE JAMES

"Two additional key selling points in today's marketplace should be convenzence and camaraderie"

People in the fitness industry usually share one common goal. Whether we are owners, managers or personal trainers, our dream is to have a steady stream of corporate clients with lots of cash to spend and plenty of new member referrals. How do we attract corporations to our clubs? And, after they join, how do we encourage them to stay and to sing our praises to their colleagues?

First things first

The marketing brochures are printed and the leaflets, flyers and sales pitch are ready. But who is our point of contact at the corporation, and how do we make the initial approach?

Ask this question at a fitness industry conference and the standard answer will likely be "Arrange a meeting with the human resources director." A few bolder types may suggest the CEO or owner, but the HR director is usually the appropriate go-to person.

But in today's highly competitive market, HR directors are extremely busy people in high stress positions. Sometimes, no matter how well you market your facilities and services, you will be placed at the bottom of his or her priority list. If you are lucky enough to make the list.

Find the connectors

Rather than attempting to gain access to overworked CEOs or HR directors, the people we need to contact first are "connectors." Malcolm Gladwell, in his best selling book The Tipping Point, describes connectors as "people who link us up with the world, who introduce us to our social circle ... people with a special gift for changing the world together ...the kind of people who know everyone."

Nearly every corporation and group has a connector. Connectors may not even hold a particularly high position the company.

To find a company's connectors, start by researching company websites. There may be a company social club, sporting team or special charity event. Find the people who are prominent in these types of sub-groups and you are likely to find the connectors within an organization.

You can also take a more novel, direct approach. Find out where the employees gather for social events. It might be a pub or restaurant. If you observe from a distance, chances are you will soon find the group's connector - the person who is the centre of the conversation. Once you have determined who the person is, pick the right time to stroll over and introduce yourself to the group. If you find this too confrontational or beyond your comfort zone, remember that you are in the fitness business and you should have the skills to do this with confidence. And who is going to say no to free club passes?

Stay connected

You may find this approach works wonders and that your club is soon buzzing with plenty of corporate clients. But remember that connectors often move on. People with their unique social gifts are very marketable and they can easily move to greener and more lucrative pastures. When connectors leave an organization, your relationship with that company may disappear.

To insure against this, seek a formal arrangement with the company so that you become one of its regular trusted service providers. Early in the relationship with the connector, arrange a meeting with the company's key decision makers. Use this meeting to tell the company power brokers all about your club. Let your relationship with the connector and employee word of mouth support your presentation.

Again think out of the box. Rather than meeting these key people at their company, consider providing them with a free one-week membership.

Your two key selling points

The two key selling points for a corporate fitness program have traditionally focused on decreased employee absenteeism and increased productivity. While it is advisable to be familiar with some of the research that supports these findings, it should not be the cornerstone of your marketing. It is simply common sense that regular exercise makes for fitter, healthier and more productive employees.

If you have to spend a large amount of time convincing people of the merits of exercise, they are probably not interested and your time is probably be better spent elsewhere. It is almost like trying to convince a smoker about the effects of nicotine. The evidence is there, but they really don't want to hear it.

Two additional key selling points in today's marketplace should be convenience and camaraderie. Whether you are in a busy downtown area or in the suburbs, a convenient and easily accessible fitness facility provides a great way to promote team spirit and healthy lifestyle habits.

The Cheers concept

A big mistake that many clubs make is that once a company signs on, the corporate members become just more member. Corporate members, especially at executive level, like to be recognized. Many clubs are hopeless at doing thiS, and this can build resentment within corporate ranks.

Solving this is as simple as knowing people's names and acknowledging them as they arrive and leave. If you can't remember their names, create-a sign-in system that alerts you to their company details. A smile and a warm hello and goodbye makes people feel appreciated.

Obviously, it is a given that you have a clean facility, good equipment, strong management and have negotiated a reasonable corporate discount. (Note that a towel service is one of the most requested features for corporate clients.) Add to this a place where everyone knows your name, and you will have a strong, loyal, corporate alliance that will bring plenty of cheers to both you and your customers. FBC

Mike James is a freelance writer with over 20 years of corporate fitness centre management experience in Australia and the USA.