Two health club facilities share how they are managing risks specific to their organization’s needs and tips for others.
To prevent accidents, adopting a risk management strategy is vital. However, you can take it a step further by creating a culture around managing risk in your club.
“Before we can get to offering the best programs, services and amenities, we have to offer a safe and welcoming place for our members and team,” said Marvin Gresse, the general manager of Stone Creek Club and Spa in Covington, Louisiana.
At the club, risk management is incorporated in all facets of operations. It starts with the staff who are tasked with remaining vigilant for potential concerns and educating the members.
“We have to create a culture of safety and awareness at the club starting with our staff and then for our members,” said Gresse. “It can’t just be a sign. It’s got to be everybody working in that direction. If there’s a culture of it when a new person comes in, they’ll pick up on it.”
Gresse gave the example of what is done when there’s a slick spot. Having staff clean spills immediately alerts them that these issues should be taken care of in a timely manner. Members are verbally told to look out for and can see wet floor signs and the janitorial staff cleaning up the space. This keys them into the importance of vigilance and concern toward safety at the club.
“We’re recreating every opportunity to warn a member of what’s going on, and for them to exercise caution,” explained Gresse. “The sign, the act of doing it and the verbal reminder. Again, it’s about creating that culture of safety.”
Trainings or documentation are another way Stone Creek implements risk management into operations. All members receive a full member guide that lays out the rules and operations of certain areas. By signing it, they agree to abide by these rules.
Items include who shouldn’t use the hot tub or cold plunge because of a health condition, the correct shoe type to use on tennis or basketball courts, and the rule that you can’t join certain group classes late if you missed important information the instructor went over at the beginning. This document is updated every year, and reminders are included in signage.
For staff, every new hire goes through a club-wide orientation which includes a tour of spaces like the laundry room and cleaning supplies closets. Trainings are varied depending on the department they’re joining. Having them for every new staff member ensures the importance of safety is highlighted for everyone.
They’re also given a safety manual to refer to that covers proper procedures for emergencies like power outages, hurricanes, water outages and more.
“Part of the culture of safety is planning for it appropriately, and we take great care on the front end,” said Gresse. “Our safety manual is wonderful, but we also have to update it. It’s got to be looked at annually at least. It’s got to be a living, breathing document.”
The staff also play a vital role in risk management through the club’s manager on duty program. For all hours the club is open, a rotating staff member is ready to respond to any emergencies and check for potential risks. Their duties revolve around looking for safety, cleanliness and service.
They have a systematic checklist of 12 to 15 areas of the club to make sure they’re running properly. Some of these areas include the parking lot, pool, spa, sports courts and fitness studios.
The manager writes their initials by each area if they determine the space is safe, secure, clean and proper service is in order. Anything such as a crack in the walkway, a light that’s out, standing water on the floor or broken exercise equipment is noted to be looked at.
“I can say in the past, we’ve used these in court cases,” said Gresse. “They’ve proved successful because they show the care and proactive approach we’re making toward risk management in the club.”
Not all emergencies or accidents can be prevented, but Gresse emphasized the ability to treat them as a lesson to learn from. An example is a recent waterline break which was something they didn’t have a protocol for. After they worked through the catastrophe, they created a plan of action to minimize its effects on operations if it happens again.
Being organized and planning ahead is a big tip from Gresse for cultivating a culture around risk management. He gave the example of hurricane procedures and how the safety manual lays out what should be done at least three days in advance. This tip also goes back to staff training and making them aware of what’s done in these procedures and in these documents.
For Steele Sacks, the president and owner of Snap Fitness Southwest, practicing the traditional type of risk management is holistic much like it is at Stone Creek. Having knowledgeable managers is one of the biggest reasons he can focus on different concerns that affect his business model.
“The management team I’ve had has been in place for almost 10 years,” said Sacks. “They’re all well versed, and when accidents happen, which is very rare, it’s very easy.”
At the top of mind for Sacks is the social risk and what he describes as “member disillusionment.” Because he oversees gyms in smaller towns, individual reviews and word of mouth are extremely important. His biggest risks involve unhappy customers who could speak negatively of the clubs online. “When I talk about risk management, I’m talking about financial, social media and online risks,” said Sacks.
He explained how bigger clubs get more reviews a day, so a one-star review will be overshadowed by multiple five star comments. Because Snap Fitness is comprised of smaller gyms, a negative review can have a more lasting impact.
Another unique risk Sacks and his staff manage is expectations. First impressions have power. If a visitor was expecting something different or is dissatisfied after the first interaction, it can lead to a negative review.
His advice includes being upfront and not overselling offerings or services. Having a club tour video readily available gives potential members an understanding of the space beforehand.
“You don’t want to oversell yourself when you don’t have the same size as a larger facility,” explained Sacks. “When people come walk through our gyms, our managers are trained to explain to them that we’re meant for a small town.”
Creating a culture of risk management doesn’t just happen. Different facilities and business models have varying needs, so finding what works best for your club is vital.
By keeping your operation running safely and being aware of potential risks, you’re creating the best possible environment for members and staff.
