Growing up, my dad always would tell my sister and I that “perception is reality.” I hated that phrase. He was a sales manager so I thought it was one of his tactics he used to train sales people. I used to always challenge him, saying “No, dad. Reality is reality.” It wasn’t until I started working for one of the top health clubs in the nation that I understood what he meant.
Tom Peters, an international business consultant, has said that, “Perception is all there is. There is no reality. There is only perceived reality.” If a member says the locker room is dirty (even if it was just spotlessly cleaned), then the locker room is dirty. If a member says that the sound isn’t working on a treadmill (even though they didn’t plug in their headphone jack far enough), then the sound isn’t working on a treadmill. If a member says the gym is crowded (even if you’re only at 50 percent capacity), then the gym is crowded. You get the idea.
The key to changing a member’s perception from a negative to a positive one, is your staff. Train your staff to employ the “RAR” principle: Repeat, Apologize, Resolve. After you let a member vent, repeat what you heard them say to make sure you understand the real issue. Apologize sincerely for the inconvenience/problem/issue. And then resolve it. Most businesses only act on one or two of these steps, but the trick is in using all three steps, in order. This is what the RAR principle might look like with a member who thinks the locker room is dirty:
R (Repeat) — “John, what I’m hearing you say is that you’re dissatisfied with the cleanliness of the locker rooms because there is dust in the vents. Is that correct?” John will then respond with a confirmation, or will clarify the situation more explicitly, so that he knows that you understand what he’s telling you.
A (Apologize) — “I’m so sorry that you’re not happy with the locker room. Can we go take a look at it together so that I know exactly what you’re referring to?” John will then go with you and point out exactly what he’s talking about. This extra step is crucial because John will probably be used to people just apologizing and telling him, “We’ll get right on that,” or “We’ll take care of it,” and then they never do. Letting him show you exactly what he’s talking about will validate his concern and will earn you John’s trust.
R (Resolve) — “John, I see what you’re talking about. I’m going to grab a ladder and a new filter right now.” John will be impressed with your immediacy, but don’t drop the ball when you’re this close to the end zone. Go the extra step. Follow up with him. When you’re walking out, get John’s contact information and give him yours. (Or, even better, already know John’s full name so you can look up his contact information in your system instead of having to ask for it). The next day send John a follow up e-mail to check on the resolution of the problem and thank him for his concern. Ask him if there’s anything else you can do for him. Start building a relationship.
All of that would probably take 2-5 minutes and then another 5 minutes to resolve. 10 total minutes to go above and beyond. The best part is that John now trusts you, and will come to you with issues not out of anger or frustration, but with concern for the club and respect for you. His perception shifted and now he’s on your team. That’s a win for the club, for you, and for John all because you believed in the reality of his perception.
Amanda Purser is the front desk manager at Gainesville Health & Fitness. She can be reached at APurser@ghfc.com.
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Rachel Zabonick-Chonko is the editor-in-chief of Club Solutions Magazine. She can be reached at rachel@peakemedia.com.
