Daily operators shape member experience through the decisions they make, the relationships they build and the service they deliver. Supporting these employees requires club leaders to create an environment where staff feel trusted to act independently and see opportunities to grow within their organizations.
The latest Thought Leaders panel by Club Solutions examined how club leaders can develop these teams and create a culture that encourages employees to stay and succeed. For the panelists, high-performing operators demonstrate initiative and consistent engagement with their staff and teams.
“I think really the biggest difference between a high performer and an average one is ownership,” said Cher Harris, the president of the club division for The Houstonian. “If you give an average employee task, they complete it. But if you give an exceptional employee a task, they complete it, they ask questions about it and they close the loop.”
Eric Schmitz, the president of California Athletic Clubs (CAC), agreed with Harris. He emphasized the importance of proactive leadership and a willingness to contribute beyond the minimum expectations of a role.
“They’re not waiting for things to happen,” said Schmitz. “They also have a really high presence when they’re in the clubs, managing staff and interacting with members.”
Laura Clark, the VP of Corporate Health Unlimited, added strong operators set the tone for their teams and take responsibility for outcomes, regardless of whether things go as planned. Developing those behaviors starts with establishing a clear organizational culture that employees can understand and put into practice.
At CAC, new employees receive customer service and values blueprints that explain the organization’s expectations for interactions with members and coworkers. Schmitz said these blueprints add small points of clarity that make a big difference for both the team and members.
Once expectations are established, leaders must give employees the confidence and authority to act on them. Frontline staff regularly encounter situations that require immediate decisions and requiring approval for every issue can limit their ability to deliver responsive service.
“We want to give them guardrails, not handcuffs,” said Harris.
Employees need to understand the boundaries of their authority, but also know their leaders trust them to make decisions that benefit members and guests.
Clark explained that trust must be reinforced through an environment where employees feel comfortable learning from mistakes.
“We provide a safety net here and we’re going to support you,” said Clark. “They make a mistake, that’s fine. That’s how we learn.”
She added that leaders should recognize the behaviors they want employees to repeat and encourage staff to take ownership of their responsibilities.
“I want them to feel empowered to service and feel good about what they do,” said Clark. “They’re in the fitness industry. They’re changing people’s lives.”
Building that confidence also requires leaders to remain accessible. Harris acknowledged that spending enough time with frontline employees can be difficult amid administrative responsibilities, but that relationship building is essential to understanding what happens throughout the operation.
Supporting operators means a deliberate approach to training that continues well after an employee’s first day. The panelists described structured onboarding, leadership education and regular coaching as ways to prepare staff for their current responsibilities and future opportunities.
Harris explained that her organization prioritizes cultural fit during hiring and then build employees’ knowledge through orientation and training. New managers receive time to understand the operation and develop relationships across departments before making any major changes.
At Corporate Health Unlimited, Clark’s team uses its “90 Go” programs to provide separate development pathways for service-line employees and managers. General managers participate in monthly staff and leadership development opportunities designed to strengthen their readiness for the role.
Schmitz takes a more individualized approach to manager development, assessing each manager’s growth opportunities and creating a customized plan of mentoring and coaching them. Within the clubs, weekly huddles and department meetings provide additional opportunities to share ideas and address operational challenges.
These efforts also help leaders identify employees who may be ready to advance. Harris recommended giving potential leaders opportunities to practice new responsibilities before moving them into formal management positions.
Clark also encouraged senior leaders to ask their general managers who on their teams could be promoted immediately and why. Those conversations help uncover talent and establish clearer development paths for employees who want to advance.
The panelists said the best way leaders could change to better support daily operators currently is through regular communication and a willingness to understand what employees need.
At CAC, that means one-on-one meetings between staff and supervisors. At the Houstonian, that means continuous conversations about employees’ goals. At Corporate Health Unlimited that means personal outreach and simple gestures that show employees their leaders are paying attention. Doing this let’s leaders get to the crux of what best meets their teams’ needs, which ultimately creates a better operation.
The main factor the panelist mentioned, however, is the influence of organizational culture. As Schmitz explained, the way employees experience their workplace shapes how they serve members.
“Really, really dive deep into what your unique culture is and how that can permeate in the staff that then is going to permeate into the membership,” said Schmitz.
For club operators, empowering frontline teams begins with clear expectations and the opportunity to learn and grow. Backed by leaders who recognize their contributions and make time to understand their needs, daily operators are better equipped to deliver the service that defines the member experience.
Watch the full conversation here.
