Effort without purpose can create a feeling of emptiness, leading to a lack of clarity. Having benchmarks of club performance and levels of achievement clearly defined for success inspires teams to perform with their greatest potential enthusiasm. Each person’s individual role and primary key performance indicators should be communicated as an asset to every other role in place, along with being of great importance to the experience of customers.
Meaningful contributions, starting from goals set and met together, continuing into lives changed, offers all involved to serve one another and align with the mission for the vision. Below are three points of how leaders can set the intentions of vision and bind teams together:
W.A.M.P. — We All Make Plays
Coach Ryan Antoine, from Westgate High School in New Iberia, Louisiana, uses this principle as the primary core value of his team. The concept that everyone has the potential to positively influence greatness in their organization is powerful and can be used as motivation in all forms of work, especially in the fitness industry.
Initiative can be encouraged by facilitating each team member into a position where they have the best opportunity to serve. A leader should show each person individually, and the team collectively, how their skills will be valuable to those they work with, those they work for, how their performance feeds the greater goal, and how they can impact their customers, fans and community.
Side by Side
Creating an understanding of what is needed for high level performance and how one positive outcome is best attributed from a previous one nudges a linking of arms. The strategic excellence in the life span of service for all involved in successful fitness operations, from the original prospect inquiry to the member’s hundredth hi-five with their personal trainer is critical to passion.
Each team member’s success being perceived as obtained from their own execution — along with parts played from people they work with — encourages everyone to actively root for each other, and enhances greater opportunity for the replication of enjoyable outcomes. Everyone involved in operations having a sense of pride for each person’s work can bring about an understanding that everyone plays importance in each other’s personal desires and the big picture.
Compassion, Not Reaction
All of the above sounds like a picturesque field of beauty where only smiles and absolute happiness reside. While we should encourage this setting, conflict is inevitable and should be anticipated in even the highest performing operations.
If we set expectations of high performance through camaraderie, we may be a little taken aback when arguments, accusations or gossip arise. As leaders we must exude composure and empathy. People’s feelings are valid and having the grace to separate negative occurrences from the people involved in them can peacefully dissolve the “yuckiness.”
In these situations, be quick to listen and slow to speak. Do not make negative comments to someone about anyone else, and always showcase how you are willing to implement a solution that will bring people together. Let your goal of improving the negative be based on the same strategies you use to implement the positive.
In conclusion, leaders should be aware that fulfillment comes from their own ability to recognize the people they have in place yearn to make a difference. Making a continuous effort to let all know how the people they professionally associate with can enhance their contribution and can be trusted with their livelihood will ignite happiness for admirable purposes.
