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Strategic Planning for
Club Owners & General
       Managers


                  Joe Cirulli
                 President/CE...
All Successful Businesses Start
  With A Strong Foundation
Winning in Competitive Markets
      7 Factors that Matter
The Marketplace Fundamentals
The Marketplace Fundamentals

  Demographics: catchment area,
household income, educational levels
The Marketplace Fundamentals

  Demographics: catchment area,
household income, educational levels

  Economics: Costs are...
Operational Characteristics
Operational Characteristics

“First movers”
Operational Characteristics

“First movers”
“Fast followers”
Operational Characteristics

  “First movers”
  “Fast followers”
  Past waves: The Step, Personal
Training, Spinning, Yoga...
Operational Characteristics

  “First movers”
  “Fast followers”
  Past waves: The Step, Personal
Training, Spinning, Yoga...
Operational Characteristics
Operational Characteristics

   Network on a regular basis: share
information, trends, challenges and
opportunities.
Operational Characteristics

   Network on a regular basis: share
information, trends, challenges and
opportunities.
   Te...
Operational Characteristics
Operational Characteristics

  Regularly Track Leading Indicators of
Success and Failure: (Critical Numbers)
Program parti...
Operational Characteristics

  Regularly Track Leading Indicators of
Success and Failure: (Critical Numbers)
Program parti...
Yearly Competitive Analysis
Yearly Competitive Analysis

 Who is your competition?
Yearly Competitive Analysis

 Who is your competition?
 Why do people buy from your
competition?
Yearly Competitive Analysis

 Who is your competition?
 Why do people buy from your
competition?
 Why do they not buy from...
Yearly Competitive Analysis

 Who is your competition?
 Why do people buy from your
competition?
 Why do they not buy from...
Competitive Analysis
Competitive Analysis

 What are your critical assumptions
about your competitors?
Competitive Analysis

 What are your critical assumptions
about your competitors?
 Could your assumptions be wrong?
Competitive Analysis

 What are your critical assumptions
about your competitors?
 Could your assumptions be wrong?
 Give ...
Competitive Analysis

  What are your critical assumptions
about your competitors?
  Could your assumptions be wrong?
  Gi...
Yearly Competitive Analysis
Yearly Competitive Analysis

   Name three moves that your
competitors have made in the last three
years.
Yearly Competitive Analysis

   Name three moves that your
competitors have made in the last three
years.
   Name three mo...
Yearly Competitive Analysis

   Name three moves that your
competitors have made in the last three
years.
   Name three mo...
Yearly Competitive Analysis

   Name three moves that your
competitors have made in the last three
years.
   Name three mo...
Monthly Competitive Analysis
Monthly Competitive Analysis
 Visit Competitors
Monthly Competitive Analysis
 Visit Competitors
 Review Websites
Monthly Competitive Analysis
 Visit Competitors
 Review Websites
 Review Advertising and Promotions
Monthly Competitive Analysis
 Visit Competitors
 Review Websites
 Review Advertising and Promotions
  (Now do the same ana...
Monthly Competitive Analysis
 Visit Competitors
 Review Websites
 Review Advertising and Promotions
  (Now do the same ana...
The elements of successful strategy
The elements of successful strategy
The power our attitude plays in our success
The elements of successful strategy
The power our attitude plays in our success
Creating an inspiring vision and mission
The elements of successful strategy
The power our attitude plays in our success
Creating an inspiring vision and mission
D...
The elements of successful strategy
The power our attitude plays in our success
Creating an inspiring vision and mission
D...
The elements of successful strategy
The power our attitude plays in our success
Creating an inspiring vision and mission
D...
The elements of successful strategy
The power our attitude plays in our success
Creating an inspiring vision and mission
D...
The elements of successful strategy
The power our attitude plays in our success
Creating an inspiring vision and mission
D...
The elements of successful strategy
The power our attitude plays in our success
Creating an inspiring vision and mission
D...
strategy - a plan of action or policy designed to
achieve a major or overall aim : time to develop a
coherent economic str...
What
 Makes a
 Strategy
Successful?
Secrets of the World’s
   Best Companies
Secrets of the World’s
   Best Companies

    What really works!
Secrets of the World’s
   Best Companies

    What really works!
     Harvard Review
18 Elements of Strategic Success
18 Elements of Strategic Success
1. Being one of the largest enterprises in the industry
18 Elements of Strategic Success
1. Being one of the largest enterprises in the industry
2. Having a well-defined, clearly ...
18 Elements of Strategic Success
1. Being one of the largest enterprises in the industry
2. Having a well-defined, clearly ...
18 Elements of Strategic Success
1. Being one of the largest enterprises in the industry
2. Having a well-defined, clearly ...
18 Elements of Strategic Success
1. Being one of the largest enterprises in the industry
2. Having a well-defined, clearly ...
18 Elements of Strategic Success
1. Being one of the largest enterprises in the industry
2. Having a well-defined, clearly ...
18 Elements of Strategic Success
1. Being one of the largest enterprises in the industry
2. Having a well-defined, clearly ...
18 Elements of Strategic Success
1. Being one of the largest enterprises in the industry
2. Having a well-defined, clearly ...
18 Elements of Strategic Success
1. Being one of the largest enterprises in the industry
2. Having a well-defined, clearly ...
18 Elements of Strategic Success
18 Elements of Strategic Success
10.Delighting customers by exceeding their expectations.
18 Elements of Strategic Success
10.Delighting customers by exceeding their expectations.
11.Hiring superior talent at all...
18 Elements of Strategic Success
10.Delighting customers by exceeding their expectations.
11.Hiring superior talent at all...
18 Elements of Strategic Success
10.Delighting customers by exceeding their expectations.
11.Hiring superior talent at all...
18 Elements of Strategic Success
10.Delighting customers by exceeding their expectations.
11.Hiring superior talent at all...
18 Elements of Strategic Success
10.Delighting customers by exceeding their expectations.
11.Hiring superior talent at all...
18 Elements of Strategic Success
10.Delighting customers by exceeding their expectations.
11.Hiring superior talent at all...
18 Elements of Strategic Success
10.Delighting customers by exceeding their expectations.
11.Hiring superior talent at all...
18 Elements of Strategic Success
10.Delighting customers by exceeding their expectations.
11.Hiring superior talent at all...
The 4 plus 2 formula for
Sustained Business Success
18 Elements of Strategic Success

1.Being one of the largest enterprises in the industry
2. Having a well-defined, clearly ...
The Four Primary
Management Practices
The Four Primary
Management Practices


1. Strategy
The Four Primary
Management Practices


1. Strategy
2. Execution
The Four Primary
Management Practices


1. Strategy
2. Execution
3. Culture
The Four Primary
Management Practices


1. Strategy
2. Execution
3. Culture
4. Structure
The Four Primary
Management Practices
The Four Primary
        Management Practices
1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy
The Four Primary
        Management Practices
1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy
    Valu...
The Four Primary
        Management Practices
1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy
    Valu...
The Four Primary
        Management Practices
1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy
    Valu...
The Four Primary
        Management Practices
1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy
    Valu...
The Four Primary
        Management Practices
1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy
    Valu...
The Four Primary
        Management Practices
1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy
    Valu...
The Four Primary
        Management Practices
1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy
    Valu...
The Four Primary
Management Practices
The Four Primary
     Management Practices

2. Execution: Develop and Maintain Flawless Operational Execution
The Four Primary
     Management Practices

2. Execution: Develop and Maintain Flawless Operational Execution
  Consistent...
The Four Primary
     Management Practices

2. Execution: Develop and Maintain Flawless Operational Execution
  Consistent...
The Four Primary
     Management Practices

2. Execution: Develop and Maintain Flawless Operational Execution
  Consistent...
The Four Primary
     Management Practices

2. Execution: Develop and Maintain Flawless Operational Execution
  Consistent...
The Four Primary
     Management Practices

2. Execution: Develop and Maintain Flawless Operational Execution
  Consistent...
The Four Primary
     Management Practices

2. Execution: Develop and Maintain Flawless Operational Execution
  Consistent...
The Four Primary
     Management Practices

2. Execution: Develop and Maintain Flawless Operational Execution
  Consistent...
The Four Primary
Management Practices
The Four Primary
        Management Practices

3. Culture: Develop and Maintain a Performance- Oriented Culture
The Four Primary
        Management Practices

3. Culture: Develop and Maintain a Performance- Oriented Culture
     We ar...
The Four Primary
        Management Practices

3. Culture: Develop and Maintain a Performance- Oriented Culture
     We ar...
The Four Primary
        Management Practices

3. Culture: Develop and Maintain a Performance- Oriented Culture
     We ar...
The Four Primary
        Management Practices

3. Culture: Develop and Maintain a Performance- Oriented Culture
     We ar...
The Four Primary
        Management Practices

3. Culture: Develop and Maintain a Performance- Oriented Culture
     We ar...
The Four Primary
        Management Practices

3. Culture: Develop and Maintain a Performance- Oriented Culture
     We ar...
The Four Primary
        Management Practices

3. Culture: Develop and Maintain a Performance- Oriented Culture
     We ar...
The Four Primary
Management Practices
The Four Primary
        Management Practices

4. Structure: Build and Maintain a Fast, Flexible Flat Organization
The Four Primary
        Management Practices

4. Structure: Build and Maintain a Fast, Flexible Flat Organization
     No...
The Four Primary
        Management Practices

4. Structure: Build and Maintain a Fast, Flexible Flat Organization
     No...
The Four Primary
        Management Practices

4. Structure: Build and Maintain a Fast, Flexible Flat Organization
     No...
The Four Primary
        Management Practices

4. Structure: Build and Maintain a Fast, Flexible Flat Organization
     No...
The Four Primary
        Management Practices

4. Structure: Build and Maintain a Fast, Flexible Flat Organization
     No...
The Four Primary
        Management Practices

4. Structure: Build and Maintain a Fast, Flexible Flat Organization
     No...
18 Elements of Strategic Success

10)Delighting customers by exceeding their expectations
11) Hiring superior talent at al...
The Four Secondary
Management Practices
The Four Secondary
        Management Practices

Talent: hold on to talented employees and find
more. Create a deep bench.
The Four Secondary
        Management Practices

Talent: hold on to talented employees and find
more. Create a deep bench.
...
The Four Secondary
        Management Practices

Talent: hold on to talented employees and find
more. Create a deep bench.
...
The Four Secondary
        Management Practices

Talent: hold on to talented employees and find
more. Create a deep bench.
...
The Four Secondary
           Management Practices

Talent: hold on to talented employees and find
more. Create a deep benc...
What Shapes Our
  ATTITUDE?
What Shapes Our
  ATTITUDE?
  ADVERSITY
What Shapes Our
  ATTITUDE?
  ADVERSITY
    HOPE
The Adversity Quotient
The Adversity Quotient




  Quitters
The Adversity Quotient




     Campers




  Quitters
The Adversity Quotient
             Climbers




     Campers




  Quitters
The Adversity Quotient




 H
 o
 p
 e
     Adversity
The Adversity Quotient




 H
 o
 p
 e
     Quitters
      Adversity
The Adversity Quotient




 H
 o
 p
 e




          Adversity
The Adversity Quotient




 H
 o
 p   Campers
 e




           Adversity
The Adversity Quotient
 H
 o
 p
 e




                Adversity
The Adversity Quotient
 H
 o        Climbers
 p
 e




                Adversity
“Circumstance  doesn’t make the man,
     it reveals him to himself”
            Earl Nightengale
The Focus Has To Be On The
         Solution:
The Focus Has To Be On The
         Solution:

 Moving toward what we want to
accomplish....
The Focus Has To Be On The
         Solution:

 Moving toward what we want to
accomplish....
 Not away from what we don’t
...
“Ask the best salesmen what
it takes to be a great
salesman. They will always tell
you that it helps when you
really belie...
Driving the Shape of Change
Driving the Shape of Change

 “We’re going on a journey, a place of
great challenge and opportunity, but I
can’t tell you ...
Vision
Core Values
Core Values
VISION defines who we are.
VISION defines who we are.

MISSION defines what we need to do to get there.
VISION defines who we are.

MISSION defines what we need to do to get there.

CORE PURPOSE defines why we exist.
VISION defines who we are.

MISSION defines what we need to do to get there.

CORE PURPOSE defines why we exist.

CULTURE det...
VISION defines who we are.

  MISSION defines what we need to do to get there.

  CORE PURPOSE defines why we exist.

  CULTU...
All together they describe the
impact we want our company to
make on our world and it’s the
basis of our Strategy
Knowing Who You Are
Knowing Who You Are
  Does everyone in your company
really understand what your company
is all about?
Knowing Who You Are
  Does everyone in your company
really understand what your company
is all about?
 What’s your story? ...
Knowing Who You Are
  Does everyone in your company
really understand what your company
is all about?
 What’s your story? ...
Knowing Who You Are
  Does everyone in your company
really understand what your company
is all about?
 What’s your story? ...
What’s Your Story
Moving Forward?
Steps to Creating Your Vision
Steps to Creating Your Vision


 Dream about what your company can
become with confidence you can attain it.
Steps to Creating Your Vision


 Dream about what your company can
become with confidence you can attain it.
 Focus your co...
Steps to Creating Your Vision


 Dream about what your company can
become with confidence you can attain it.
 Focus your co...
Steps to Creating Your Vision


 Dream about what your company can
become with confidence you can attain it.
 Focus your co...
Visionary Questions
Visionary Questions

   What is the highest level performance we
can imagine attaining?
Visionary Questions

   What is the highest level performance we
can imagine attaining?
  What is the value of our work to...
Visionary Questions

   What is the highest level performance we
can imagine attaining?
  What is the value of our work to...
Visionary Questions

   What is the highest level performance we
can imagine attaining?
  What is the value of our work to...
VISION
VISION


What will be the story of your company
           10 years from now?
VISION


What will be the story of your company
           10 years from now?
              Write It!
VISION


What will be the story of your company
           10 years from now?
              Write It!
A VISION statement should be:
A VISION statement should be:



  Brief and memorable.
A VISION statement should be:



  Brief and memorable.
  Inspiring and challenging.
A VISION statement should be:



  Brief and memorable.
  Inspiring and challenging.
  Appealing to everyone involved. 
MISSION
MISSION

   Your mission is sufficient to achieve your
vision and it will inspire your whole
organization.
MISSION

   Your mission is sufficient to achieve your
vision and it will inspire your whole
organization.
  Your mission w...
MISSION

   Your mission is sufficient to achieve your
vision and it will inspire your whole
organization.
  Your mission w...
CORE PURPOSE
CORE PURPOSE
Why do we exist? Why? Why? Why?
CORE PURPOSE
  Why do we exist? Why? Why? Why?
  If we ceased to exist as a company what
would our community lose?
CORE PURPOSE
  Why do we exist? Why? Why? Why?
  If we ceased to exist as a company what
would our community lose?
CULTURE VS CORE VALUES
How to Uncover Your Culture
How to Uncover Your Culture

 You assemble a key group from your staff.
How to Uncover Your Culture

 You assemble a key group from your staff.
 Have them write down words to describe it
How to Uncover Your Culture

  You assemble a key group from your staff.
  Have them write down words to describe it
  Hav...
How to Uncover Your Culture

  You assemble a key group from your staff.
  Have them write down words to describe it
  Hav...
How to Uncover Your Culture

  You assemble a key group from your staff.
  Have them write down words to describe it
  Hav...
Core Values
Core Values

  The intrinsic principles your
organization lives by. Values that
never change.
Core Values

  The intrinsic principles your
organization lives by. Values that
never change.
  Narrow them down to 3 to 4.
Create the Envisioned Future
Create the Envisioned Future
Write about your company and
 all the great things that will
    happen to it over time
Create a Document that tells your entire story
GHF Vision
GHF Vision

To become known as one of the
best companies for the world!
GHF Mission
GHF Mission
To keep Gainesville the healthiest community
in America, one person, one business at a time.
GHF Core Purpose
GHF Core Purpose
To create an experience that helps
people get the most out of life, while
inspiring them to become their ...
Our Core Values
Our Core Values
Integrity
Our Core Values
Integrity
Hard working
Our Core Values
Integrity
Hard working
Creators of our own future
Our Core Values
 Integrity
 Hard working
 Creators of our own future
 Extraordinary commitment
to helping people
Core Value - Integrity
Core Value - Integrity

 We define integrity as always doing the
right thing even when no one is looking,
we do not lie, st...
Core Value - Integrity

 We define integrity as always doing the
right thing even when no one is looking,
we do not lie, st...
Core Value - Hardworking
Core Value - Hardworking


 We give 100% effort to everything we do
and we work until the job gets done
Core Value - Hardworking


 We give 100% effort to everything we do
and we work until the job gets done
 The mental fortit...
Creating Our Own Future
Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go
Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go
...
Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go
...
Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go
...
Creating Our Own Future
Our greatest power is the freedom to choose; we decide
what we do, what we think, and where we go
...
Extraordinary Commitment
     to Helping Others
Extraordinary Commitment
     to Helping Others

 We offer a consistent level of service
that far exceeds the ordinary
Extraordinary Commitment
     to Helping Others

 We offer a consistent level of service
that far exceeds the ordinary
 We...
Culture


Culture is defined as the way we do
things around here. It is the fever
everybody catches when they join
our orga...
A learning & challenging environment
    that develops leaders who are:
A learning & challenging environment
    that develops leaders who are:
 Responsible: Always accepting responsibility for ...
A learning & challenging environment
    that develops leaders who are:
 Responsible: Always accepting responsibility for ...
A learning & challenging environment
    that develops leaders who are:
 Responsible: Always accepting responsibility for ...
A learning & challenging environment
    that develops leaders who are:
 Responsible: Always accepting responsibility for ...
A learning & challenging environment
    that develops leaders who are:
 Responsible: Always accepting responsibility for ...
A learning & challenging environment
    that develops leaders who are:
 Responsible: Always accepting responsibility for ...
...Knowledgeable
...Knowledgeable
Educational Opportunities: Available to you!
 “War College” to include training in sales, finance, leaders...
APPRECIATION & REWARD for
EXCEPTIONAL PERFORMANCE
APPRECIATION & REWARD for
EXCEPTIONAL PERFORMANCE
 The Eagle Program
 Master Instructor Program
 Conferences/Seminars/Cert...
An ENVIRONMENT of TEAMWORK:
An ENVIRONMENT of TEAMWORK:
 Individuals make sacrifices for the good of the team.
 Mutual trust/respect for co-workers; st...
My supervisxr txld me that teamwxrk
depends xn the perfxrmance xf every
single persxn xn the team. I ignxred that
idea unt...
CONTINUOUS IMPROVEMENT
CONTINUOUS IMPROVEMENT
  Kaizen improvements (small steps or evolutionary
changes toward improvement): development of
zone...
CONTINUOUS IMPROVEMENT
  Kaizen improvements (small steps or evolutionary
changes toward improvement): development of
zone...
CONTINUOUS IMPROVEMENT
  Kaizen improvements (small steps or evolutionary
changes toward improvement): development of
zone...
Sharing Knowledge
Sharing Knowledge

 We share our knowledge with staff, local
community, and the fitness industry.
Sharing Knowledge

 We share our knowledge with staff, local
community, and the fitness industry.
  We provide educational ...
Sharing Knowledge

 We share our knowledge with staff, local
community, and the fitness industry.
  We provide educational ...
Uncommon level of COMMITMENT
   to our Physical Environment
Uncommon level of COMMITMENT
   to our Physical Environment

  We have systems to maintain facilities that
 are clean, ord...
Our Envisioned Future
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Our Envisioned Future
Our Envisioned Future

 We will be recognized worldwide as a model company for improving the health of an
entire community...
Notice: Men Wanted for hazardous journey. Small
wages, bitter cold, long months of complete darkness,
constant danger. Saf...
Notice: Men Wanted for hazardous journey. Small
wages, bitter cold, long months of complete darkness,
constant danger. Saf...
Notice: Men Wanted for hazardous journey. Small
wages, bitter cold, long months of complete darkness,
constant danger. Saf...
Notice: Men Wanted for hazardous journey. Small
wages, bitter cold, long months of complete darkness,
constant danger. Saf...
Hiring Team
Hiring Team
Select a group of managers, supervisors, leaders
and decision-makers within the company
Hiring Team
Select a group of managers, supervisors, leaders
and decision-makers within the company
Train them in the basi...
Hiring Team
Select a group of managers, supervisors, leaders
and decision-makers within the company
Train them in the basi...
Hiring Team
Select a group of managers, supervisors, leaders
and decision-makers within the company
Train them in the basi...
Hiring Team
Select a group of managers, supervisors, leaders
and decision-makers within the company
Train them in the basi...
Recruiting
Recruiting

Use Superstar Staff as your best
Recruiters  
Recruiting

Use Superstar Staff as your best
Recruiters  
University Relationships
Recruiting

Use Superstar Staff as your best
Recruiters  
University Relationships
Host Fitness Workshops and Seminars
Recruiting

Use Superstar Staff as your best
Recruiters  
University Relationships
Host Fitness Workshops and Seminars
Hos...
Recruiting

Use Superstar Staff as your best
Recruiters  
University Relationships
Host Fitness Workshops and Seminars
Hos...
5 Step Interview
Based on Core Values
5 Step Interview
Based on Core Values

Application- Core Values
5 Step Interview
Based on Core Values

Application- Core Values
Group Interview
5 Step Interview
Based on Core Values

Application- Core Values
Group Interview
One on One interview
5 Step Interview
Based on Core Values

Application- Core Values
Group Interview
One on One interview
Workout Interview
5 Step Interview
Based on Core Values

Application- Core Values
Group Interview
One on One interview
Workout Interview
Sel...
Application
Evaluating First Impressions
Evaluating First Impressions
 Train Your Front Desk Staff to Evaluate First
Impressions
Evaluating First Impressions
 Train Your Front Desk Staff to Evaluate First
Impressions

Create a list of items you want y...
Evaluating First Impressions
 Train Your Front Desk Staff to Evaluate First
Impressions

Create a list of items you want y...
Evaluating First Impressions
 Train Your Front Desk Staff to Evaluate First
Impressions

Create a list of items you want y...
Evaluating First Impressions
 Train Your Front Desk Staff to Evaluate First
Impressions

Create a list of items you want y...
Evaluating First Impressions
 Train Your Front Desk Staff to Evaluate First
Impressions

Create a list of items you want y...
Evaluating First Impressions
 Train Your Front Desk Staff to Evaluate First
Impressions

Create a list of items you want y...
Evaluating First Impressions
 Train Your Front Desk Staff to Evaluate First
Impressions

Create a list of items you want y...
Group
Interview
Group Interview
Group Interview

Group interviews allow you to:
Group Interview

Group interviews allow you to:
• Put Applicants in an Unrehearsed Situation
Group Interview

Group interviews allow you to:
• Put Applicants in an Unrehearsed Situation
• Interact with Other People
Group Interview

Group interviews allow you to:
• Put Applicants in an Unrehearsed Situation
• Interact with Other People
...
Group Interview

    Group interviews allow you to:
•    Put Applicants in an Unrehearsed Situation
•    Interact with Oth...
Group Interview

    Group interviews allow you to:
•    Put Applicants in an Unrehearsed Situation
•    Interact with Oth...
Group Interview
Moments of Truth
Moments of Truth

 A moment of truth is any interaction that a
customer has with your organization
Moments of Truth

 A moment of truth is any interaction that a
customer has with your organization
 Having staff that can ...
Moments of Truth

 A moment of truth is any interaction that a
customer has with your organization
 Having staff that can ...
Moments of Truth
One on One Interview - Core Values
One on One Interview - Core Values

  Creating Your Own Future
One on One Interview - Core Values

  Creating Your Own Future
  • What have you changed about yourself as a result of
   ...
One on One Interview - Core Values

  Creating Your Own Future
  • What have you changed about yourself as a result of
   ...
One on One Interview - Core Values

  Creating Your Own Future
  • What have you changed about yourself as a result of
   ...
One on One Interview - Core Values

  Creating Your Own Future
  • What have you changed about yourself as a result of
   ...
One on One Interview - Core Values

  Creating Your Own Future
  • What have you changed about yourself as a result of
   ...
One on One Interview - Core Values

  Creating Your Own Future
  • What have you changed about yourself as a result of
   ...
Creating Your Own Future
Creating Your Own Future


Time Management.
Creating Your Own Future


Time Management.
•How do you plan a typical day? Week?
Creating Your Own Future


Time Management.
•How do you plan a typical day? Week?
•When was the last time you had to rearr...
Creating Your Own Future


Time Management.
•How do you plan a typical day? Week?
•When was the last time you had to rearr...
Creating Your Own Future


Time Management.
•How do you plan a typical day? Week?
•When was the last time you had to rearr...
Creating Your Own Future


Time Management.
•How do you plan a typical day? Week?
•When was the last time you had to rearr...
One on One Interview - Core Values
One on One Interview - Core Values

 Extraordinary Commitment to Helping People
One on One Interview - Core Values

 Extraordinary Commitment to Helping People
  • What skills do you think are necessary...
One on One Interview - Core Values

 Extraordinary Commitment to Helping People
  • What skills do you think are necessary...
One on One Interview - Core Values

 Extraordinary Commitment to Helping People
  • What skills do you think are necessary...
One on One Interview - Core Values

 Extraordinary Commitment to Helping People
  • What skills do you think are necessary...
One on One Interview - Core Values

 Extraordinary Commitment to Helping People
  • What skills do you think are necessary...
One on One Interview - Core Values

 Extraordinary Commitment to Helping People
  • What skills do you think are necessary...
Extraordinary Commitment to Helping People
Extraordinary Commitment to Helping People

 Handling of Angry Customers.
Extraordinary Commitment to Helping People

   Handling of Angry Customers.
• Tell me about a time you had an interaction ...
Extraordinary Commitment to Helping People

   Handling of Angry Customers.
• Tell me about a time you had an interaction ...
Extraordinary Commitment to Helping People

   Handling of Angry Customers.
• Tell me about a time you had an interaction ...
Extraordinary Commitment to Helping People

   Handling of Angry Customers.
• Tell me about a time you had an interaction ...
Extraordinary Commitment to Helping People

   Handling of Angry Customers.
• Tell me about a time you had an interaction ...
Extraordinary Commitment to Helping People

   Handling of Angry Customers.
• Tell me about a time you had an interaction ...
Workout Interview
Workout Interview
Earl Nightingale quote (Circumstance...)
Workout Interview
Earl Nightingale quote (Circumstance...)
Core value of Hardworking
Workout Interview
Earl Nightingale quote (Circumstance...)
Core value of Hardworking
• Put them through a HIT workout
Workout Interview
Earl Nightingale quote (Circumstance...)
Core value of Hardworking
• Put them through a HIT workout
We d...
Workout Interview
Earl Nightingale quote (Circumstance...)
Core value of Hardworking
• Put them through a HIT workout
We d...
Workout Interview
Earl Nightingale quote (Circumstance...)
Core value of Hardworking
• Put them through a HIT workout
We d...
CORE VALUE TEST
CORE VALUE TEST

“The Chair” – Integrity/Helping others/Hard work
CORE VALUE TEST

“The Chair” – Integrity/Helping others/Hard work
“The Introduction” - Helping others
CORE VALUE TEST

“The Chair” – Integrity/Helping others/Hard work
“The Introduction” - Helping others
“The Shadow” - Creat...
CORE VALUE TEST

“The Chair” – Integrity/Helping others/Hard work
“The Introduction” - Helping others
“The Shadow” - Creat...
CORE VALUE TEST

“The Chair” – Integrity/Helping others/Hard work
“The Introduction” - Helping others
“The Shadow” - Creat...
CORE VALUE TEST

“The Chair” – Integrity/Helping others/Hard work
“The Introduction” - Helping others
“The Shadow” - Creat...
Customer Service Principles
 Three Responsibilities of Every Employee
Customer Service Principles
 Three Responsibilities of Every Employee


Responsible for the success of the
entire company
Customer Service Principles
 Three Responsibilities of Every Employee


Responsible for the success of the
entire company
...
Customer Service Principles
 Three Responsibilities of Every Employee


Responsible for the success of the
entire company
...
Customer Service Principles
Customer Service Principles
 Understanding who we are: vision, mission,
core values, culture and core purpose
Customer Service Principles
 Understanding who we are: vision, mission,
core values, culture and core purpose
 Priority #1
Customer Service Principles
 Understanding who we are: vision, mission,
core values, culture and core purpose
 Priority #1...
Customer Service Principles
 Understanding who we are: vision, mission,
core values, culture and core purpose
 Priority #1...
Customer Service Principles
 Understanding who we are: vision, mission,
core values, culture and core purpose
 Priority #1...
Customer Service Principles
 Understanding who we are: vision, mission,
core values, culture and core purpose
 Priority #1...
Employee Card
"People are far more persuaded by the depths
  of your beliefs and emotions than any amount
  of logic or knowledge you po...
Socrates   Plato   Aristotle


       How Many Is One?
(the rock)
GHFC ROCK
To Gain and Retain Members
Receptionists
Fitness Instructors   Marketing
Kid’s Club            Public Relations
Maintenance           Advertising
Sal...
!"#$%&'()'")&**)"+%),"-.)/**)0'&%(1)
    /2%3&#)/#4$+&)        !8%3(46)=&'."F3-8)         96L)M3#-8)         =3.6)H*3#6)
 ...
Develop a Team of Eagles
Or have a Cast of Ducks
Eagles versus
Employee of the Month
Eagle Program
Eagle Program
  Eagle dinner every other month for exceptional
employees
Eagle Program
  Eagle dinner every other month for exceptional
employees
  Eagle comments read at dinner
Eagle Program
  Eagle dinner every other month for exceptional
employees
  Eagle comments read at dinner

  Bi-monthly raf...
Eagle Program
  Eagle dinner every other month for exceptional
employees
  Eagle comments read at dinner

  Bi-monthly raf...
Eagle Program
  Eagle dinner every other month for exceptional
employees
  Eagle comments read at dinner

  Bi-monthly raf...
Eagle Program
  Eagle dinner every other month for exceptional
employees
  Eagle comments read at dinner

  Bi-monthly raf...
Eagle Program
  Eagle dinner every other month for exceptional
employees
  Eagle comments read at dinner

  Bi-monthly raf...
Eagles of the Moment
Eagles of the Moment

Nominations are placed in The Eagle’s
Nests located throughout the center
Eagles of the Moment

Nominations are placed in The Eagle’s
Nests located throughout the center
 When you receive an Eagle...
Eagles of the Moment

Nominations are placed in The Eagle’s
Nests located throughout the center
 When you receive an Eagle...
Core Purpose: Create an
  experience that helps people get
        the most out of life

 “First of all, I will only leave...
Core Purpose


 “When I first started to supervise, another floor
  instructor and myself began taking a lot of care with an...
Core Purpose

 “Doug Walker is a member who joined the gym in
  September of 2008. When I first set Doug up on his
  gray c...
Core Purpose
“During my first two semesters, there was a member named Easton
Nelson who came in religiously to work out on ...
Core Purpose
“One time as I was coming into work and Lindsay was
coming out, she stopped me and one of the members
that al...
Core Purpose
“Cathy was a member that was getting frustrated
with her workouts when one day I changed her
workout just sli...
Core Purpose

“Bruce is a member diagnosed with leukemia. He
came in with a mask on in tears to tell us that he
would not ...
Core Purpose

 “One Sunday morning a lady came looking to get set up on
  the line. She used to be a person who would work...
Core Purpose

 “This one lady called in because she had worked
  something out with Jan about having her handicapped
  dau...
Integrity
“A woman came up to the front desk asking if we found
a very expensive necklace she lost that her husband had
ju...
Integrity

 “She is one of the most dependable
 employees I know. She is always willing to
 come in early or stay late. On...
Integrity


 “One of the members that usually comes in
 during my shift called after she left looking
 for a lost wedding ...
Integrity

   “One night a few weeks ago, a couple came up to the desk saying that
    their keys weren't in the cubby. I ...
Extraordinary Commitment
         to Helping Others

   “Of the many things I have learned working at GHF, the one that wi...
Hardworking


 Courtney Hannah is the happiest person I have
  ever met. She is always laughing, and her happiness
  is ve...
Hardworking


 “Alonzo has a member who comes in everyday during
  his shift. The member is wheelchair bound. She has
  al...
Hardworking



 Durrel Flintroy reprogrammed the MLR
  room key pads for each individual locker in
  order to fit the new k...
Hardworking

 Sam Knowles spent 30 minutes looking through
  each individual locker with Adrian in the MLR
  for a set of ...
Creating Your Own Future

 “Many of our employees come in as young students,
  often not knowing what they want to do in l...
Creating Your Own Future

 “Through  the leadership and observation of
 those above me here- Joe, Shawn, Jan- I have
 been...
Creating Your Own Future

 “Over at Tioga there are a lot of members who
  come in regularly so we’re always talking and
 ...
Creating Your Own Future

Andrea Rosario, who worked as a Kid’s Club
attendant is now working as a personal nanny/
assista...
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
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Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
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Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
Strategic Planning for Club Owners and Management
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Strategic Planning for Club Owners & General Managers: All Successful Businesses Start With A Strong Foundation.

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  • Not necessarily “first movers” but at least “fast followers.”Ride the waves: (Past waves) The Step, Personal Training, Spinning, Yoga, Tai Chi, Pilates. Next Wave? Exercise as Medicine-Small Group Training-Social Networks-Community Connections
  • Not necessarily “first movers” but at least “fast followers.”Ride the waves: (Past waves) The Step, Personal Training, Spinning, Yoga, Tai Chi, Pilates. Next Wave? Exercise as Medicine-Small Group Training-Social Networks-Community Connections
  • Not necessarily “first movers” but at least “fast followers.”Ride the waves: (Past waves) The Step, Personal Training, Spinning, Yoga, Tai Chi, Pilates. Next Wave? Exercise as Medicine-Small Group Training-Social Networks-Community Connections
  • Not necessarily “first movers” but at least “fast followers.”Ride the waves: (Past waves) The Step, Personal Training, Spinning, Yoga, Tai Chi, Pilates. Next Wave? Exercise as Medicine-Small Group Training-Social Networks-Community Connections






























  • What
    is
    Strategy?

















































































  • This means we need to move toward the things we want to happen

    Not away from the things we fear

    Who’s our greatest motivator - We are. We speak to ourselves at a rate of 400 words per minute. What are we saying?
  • This means we need to move toward the things we want to happen

    Not away from the things we fear

    Who’s our greatest motivator - We are. We speak to ourselves at a rate of 400 words per minute. What are we saying?
  • What does belief have to do with a sales job? Simple. When salesmen actually believe in the thing they are selling, then the words that come out of their mouth are authentic. When belief enters the equation, passion exudes from salesman. It is this authenticity that produces the relationships upon which all the best sales organizations are based. Relationships also build trust. And with trust comes loyalty. Absent a balanced Golden Circle means no authenticity, which means no strong relationships, which means no trust. And you’re back at square one selling on price, service, quality or features. You are back to being like everyone else. Worse, without that authenticity, companies resort to manipulation: pricing, promotions, peer pressure, fear, take your pick. Effective? Of course, but only for the short term.

























  • A national magazine is writing a major story about your company 10 years from now. Write the lead paragraph for the article that will capture the readers attention about the special things that have taken place .
    Consolidate your thoughts. Have each leader in your organization do this then write down major themes. 
  • A national magazine is writing a major story about your company 10 years from now. Write the lead paragraph for the article that will capture the readers attention about the special things that have taken place .
    Consolidate your thoughts. Have each leader in your organization do this then write down major themes. 
  • A national magazine is writing a major story about your company 10 years from now. Write the lead paragraph for the article that will capture the readers attention about the special things that have taken place .
    Consolidate your thoughts. Have each leader in your organization do this then write down major themes. 























































































































































































  • 75 suggestions
    775 eagles

  • Living Your Values














  • Tioga upstairs female bathroom... poop water everywhere and Courtney was down getting her hands dirty to help out













































  • HOW WE DO IT

    We define getting the most out of life by helping our members both physically and mentally. And there are many things we have to do make it make it possible. Our idea was to create a business where we can help our members win by choice not by chance.

    We search for the right people to create the right environment. Then we develop the programs that will help you not only become your very best but also stay that way. The third thing we do is work to make everything convenient for you.

    Let me tell you how we search for and develop the right people:

    First of all we had to define who WE were and what drove us. Then we had to find employees who believed in the same things.
    Our goal was to find ambitious people and motivate them around our core purpose and values.

    We have four Core Values:

    INTEGRITY. We do what we say we’re going to do. If somehow we goof up we work to make it right. We define it as doing the right thing even when no one is looking. I don’t think we would have been here for well over 30 years without that one.

    Another is HARD WORKING, meaning we all work hard and do whatever it takes to get the job done.

    The next one is POSITIVENESS. We feel we’re in charge of our own future especially since we’re the one who will create it. We look for people who have that same attitude.

    And fourth one is an EXTRAORDINARY COMMITMENT TO HELPING OTHERS.

    We search for people who have these values. We found you can’t teach them. We have a hiring ratio of 8 to 1 meaning we interview at least 8 people for every one position. They go through at least 3 interviews in various formats by multiple teams. And the interviewing process is rather unique. We ask for a one-year commitment. We average 22 months for our front-line staff. Over 25 years for our management team.

    We know the experience we want to create starts with the staff so once they’re hired they go through extensive training. Then they’re put on a probationary period.

    They’re regularly evaluated. We also have reward systems in place and our members have a big say in those rewards. It’s called our Eagle Program. It helps keep our almost 500 employees working as a team.

  • HOW WE DO IT

    We define getting the most out of life by helping our members both physically and mentally. And there are many things we have to do make it make it possible. Our idea was to create a business where we can help our members win by choice not by chance.

    We search for the right people to create the right environment. Then we develop the programs that will help you not only become your very best but also stay that way. The third thing we do is work to make everything convenient for you.

    Let me tell you how we search for and develop the right people:

    First of all we had to define who WE were and what drove us. Then we had to find employees who believed in the same things.
    Our goal was to find ambitious people and motivate them around our core purpose and values.

    We have four Core Values:

    INTEGRITY. We do what we say we’re going to do. If somehow we goof up we work to make it right. We define it as doing the right thing even when no one is looking. I don’t think we would have been here for well over 30 years without that one.

    Another is HARD WORKING, meaning we all work hard and do whatever it takes to get the job done.

    The next one is POSITIVENESS. We feel we’re in charge of our own future especially since we’re the one who will create it. We look for people who have that same attitude.

    And fourth one is an EXTRAORDINARY COMMITMENT TO HELPING OTHERS.

    We search for people who have these values. We found you can’t teach them. We have a hiring ratio of 8 to 1 meaning we interview at least 8 people for every one position. They go through at least 3 interviews in various formats by multiple teams. And the interviewing process is rather unique. We ask for a one-year commitment. We average 22 months for our front-line staff. Over 25 years for our management team.

    We know the experience we want to create starts with the staff so once they’re hired they go through extensive training. Then they’re put on a probationary period.

    They’re regularly evaluated. We also have reward systems in place and our members have a big say in those rewards. It’s called our Eagle Program. It helps keep our almost 500 employees working as a team.

  • HOW WE DO IT

    We define getting the most out of life by helping our members both physically and mentally. And there are many things we have to do make it make it possible. Our idea was to create a business where we can help our members win by choice not by chance.

    We search for the right people to create the right environment. Then we develop the programs that will help you not only become your very best but also stay that way. The third thing we do is work to make everything convenient for you.

    Let me tell you how we search for and develop the right people:

    First of all we had to define who WE were and what drove us. Then we had to find employees who believed in the same things.
    Our goal was to find ambitious people and motivate them around our core purpose and values.

    We have four Core Values:

    INTEGRITY. We do what we say we’re going to do. If somehow we goof up we work to make it right. We define it as doing the right thing even when no one is looking. I don’t think we would have been here for well over 30 years without that one.

    Another is HARD WORKING, meaning we all work hard and do whatever it takes to get the job done.

    The next one is POSITIVENESS. We feel we’re in charge of our own future especially since we’re the one who will create it. We look for people who have that same attitude.

    And fourth one is an EXTRAORDINARY COMMITMENT TO HELPING OTHERS.

    We search for people who have these values. We found you can’t teach them. We have a hiring ratio of 8 to 1 meaning we interview at least 8 people for every one position. They go through at least 3 interviews in various formats by multiple teams. And the interviewing process is rather unique. We ask for a one-year commitment. We average 22 months for our front-line staff. Over 25 years for our management team.

    We know the experience we want to create starts with the staff so once they’re hired they go through extensive training. Then they’re put on a probationary period.

    They’re regularly evaluated. We also have reward systems in place and our members have a big say in those rewards. It’s called our Eagle Program. It helps keep our almost 500 employees working as a team.

  • HOW WE DO IT

    We define getting the most out of life by helping our members both physically and mentally. And there are many things we have to do make it make it possible. Our idea was to create a business where we can help our members win by choice not by chance.

    We search for the right people to create the right environment. Then we develop the programs that will help you not only become your very best but also stay that way. The third thing we do is work to make everything convenient for you.

    Let me tell you how we search for and develop the right people:

    First of all we had to define who WE were and what drove us. Then we had to find employees who believed in the same things.
    Our goal was to find ambitious people and motivate them around our core purpose and values.

    We have four Core Values:

    INTEGRITY. We do what we say we’re going to do. If somehow we goof up we work to make it right. We define it as doing the right thing even when no one is looking. I don’t think we would have been here for well over 30 years without that one.

    Another is HARD WORKING, meaning we all work hard and do whatever it takes to get the job done.

    The next one is POSITIVENESS. We feel we’re in charge of our own future especially since we’re the one who will create it. We look for people who have that same attitude.

    And fourth one is an EXTRAORDINARY COMMITMENT TO HELPING OTHERS.

    We search for people who have these values. We found you can’t teach them. We have a hiring ratio of 8 to 1 meaning we interview at least 8 people for every one position. They go through at least 3 interviews in various formats by multiple teams. And the interviewing process is rather unique. We ask for a one-year commitment. We average 22 months for our front-line staff. Over 25 years for our management team.

    We know the experience we want to create starts with the staff so once they’re hired they go through extensive training. Then they’re put on a probationary period.

    They’re regularly evaluated. We also have reward systems in place and our members have a big say in those rewards. It’s called our Eagle Program. It helps keep our almost 500 employees working as a team.

















  • comment on Nigel Champion
    Davide Ventura
    Mike Uretz
  • comment on Nigel Champion
    Davide Ventura
    Mike Uretz
  • comment on Nigel Champion
    Davide Ventura
    Mike Uretz

















  • Transcript of "Strategic Planning for Club Owners and Management"

    1. 1. Strategic Planning for Club Owners & General Managers Joe Cirulli President/CEO jcirulli@ghfc.com
    2. 2. All Successful Businesses Start With A Strong Foundation
    3. 3. Winning in Competitive Markets 7 Factors that Matter
    4. 4. The Marketplace Fundamentals
    5. 5. The Marketplace Fundamentals Demographics: catchment area, household income, educational levels
    6. 6. The Marketplace Fundamentals Demographics: catchment area, household income, educational levels Economics: Costs are in line, capital expenditures are made on a regular basis
    7. 7. Operational Characteristics
    8. 8. Operational Characteristics “First movers”
    9. 9. Operational Characteristics “First movers” “Fast followers”
    10. 10. Operational Characteristics “First movers” “Fast followers” Past waves: The Step, Personal Training, Spinning, Yoga, Tai Chi, Pilates
    11. 11. Operational Characteristics “First movers” “Fast followers” Past waves: The Step, Personal Training, Spinning, Yoga, Tai Chi, Pilates Next Wave? Exercise as Medicine, Small Group Training, Social Networks, Community Connections, ???
    12. 12. Operational Characteristics
    13. 13. Operational Characteristics Network on a regular basis: share information, trends, challenges and opportunities.
    14. 14. Operational Characteristics Network on a regular basis: share information, trends, challenges and opportunities. Team-Builders: people in leadership roles who are excited about the business and never accept good enough as good enough.
    15. 15. Operational Characteristics
    16. 16. Operational Characteristics Regularly Track Leading Indicators of Success and Failure: (Critical Numbers) Program participation, personal training, daily usage, monthly cancellation, weekly tours, closing ratios, web site hits, etc.
    17. 17. Operational Characteristics Regularly Track Leading Indicators of Success and Failure: (Critical Numbers) Program participation, personal training, daily usage, monthly cancellation, weekly tours, closing ratios, web site hits, etc. Competition: always on the lookout for new opportunities to strengthen their leadership position.
    18. 18. Yearly Competitive Analysis
    19. 19. Yearly Competitive Analysis Who is your competition?
    20. 20. Yearly Competitive Analysis Who is your competition? Why do people buy from your competition?
    21. 21. Yearly Competitive Analysis Who is your competition? Why do people buy from your competition? Why do they not buy from your competition?
    22. 22. Yearly Competitive Analysis Who is your competition? Why do people buy from your competition? Why do they not buy from your competition? Why should they switch to you?
    23. 23. Competitive Analysis
    24. 24. Competitive Analysis What are your critical assumptions about your competitors?
    25. 25. Competitive Analysis What are your critical assumptions about your competitors? Could your assumptions be wrong?
    26. 26. Competitive Analysis What are your critical assumptions about your competitors? Could your assumptions be wrong? Give three examples of what your competitive environment looks like.
    27. 27. Competitive Analysis What are your critical assumptions about your competitors? Could your assumptions be wrong? Give three examples of what your competitive environment looks like. What are your competitors doing right?
    28. 28. Yearly Competitive Analysis
    29. 29. Yearly Competitive Analysis Name three moves that your competitors have made in the last three years.
    30. 30. Yearly Competitive Analysis Name three moves that your competitors have made in the last three years. Name three moves that you have done to your competitors.
    31. 31. Yearly Competitive Analysis Name three moves that your competitors have made in the last three years. Name three moves that you have done to your competitors. Give two examples of how your competitors might attack you in the future.
    32. 32. Yearly Competitive Analysis Name three moves that your competitors have made in the last three years. Name three moves that you have done to your competitors. Give two examples of how your competitors might attack you in the future. Give two examples of how you might put your competitors on the defensive in the next two years.
    33. 33. Monthly Competitive Analysis
    34. 34. Monthly Competitive Analysis Visit Competitors
    35. 35. Monthly Competitive Analysis Visit Competitors Review Websites
    36. 36. Monthly Competitive Analysis Visit Competitors Review Websites Review Advertising and Promotions
    37. 37. Monthly Competitive Analysis Visit Competitors Review Websites Review Advertising and Promotions (Now do the same analysis for all your POTENTIAL COMPETITORS)
    38. 38. Monthly Competitive Analysis Visit Competitors Review Websites Review Advertising and Promotions (Now do the same analysis for all your POTENTIAL COMPETITORS) Connect to as many business groups as possible to learn what’s happening in the business arena- new clubs or new companies coming to town.
    39. 39. The elements of successful strategy
    40. 40. The elements of successful strategy The power our attitude plays in our success
    41. 41. The elements of successful strategy The power our attitude plays in our success Creating an inspiring vision and mission
    42. 42. The elements of successful strategy The power our attitude plays in our success Creating an inspiring vision and mission Discovering our culture and core values
    43. 43. The elements of successful strategy The power our attitude plays in our success Creating an inspiring vision and mission Discovering our culture and core values Uncovering why we exist as a company
    44. 44. The elements of successful strategy The power our attitude plays in our success Creating an inspiring vision and mission Discovering our culture and core values Uncovering why we exist as a company Learn how to hire only the right people
    45. 45. The elements of successful strategy The power our attitude plays in our success Creating an inspiring vision and mission Discovering our culture and core values Uncovering why we exist as a company Learn how to hire only the right people And how to create programs that make a team
    46. 46. The elements of successful strategy The power our attitude plays in our success Creating an inspiring vision and mission Discovering our culture and core values Uncovering why we exist as a company Learn how to hire only the right people And how to create programs that make a team Then find creative ways to reward and keep them
    47. 47. The elements of successful strategy The power our attitude plays in our success Creating an inspiring vision and mission Discovering our culture and core values Uncovering why we exist as a company Learn how to hire only the right people And how to create programs that make a team Then find creative ways to reward and keep them How to connect to our current and future members
    48. 48. strategy - a plan of action or policy designed to achieve a major or overall aim : time to develop a coherent economic strategy / shifts in marketing strategy. / the art of planning and directing overall military operations and movements in a war or battle. Often contrasted with tactics (see tactic ). / a plan for such military operations and movements : non-provocative defense strategies. ORIGIN early 19th century from French stratégie, from Greek stratēgia ‘generalship,’ from stratēgos (see stratagem ).
    49. 49. What Makes a Strategy Successful?
    50. 50. Secrets of the World’s Best Companies
    51. 51. Secrets of the World’s Best Companies What really works!
    52. 52. Secrets of the World’s Best Companies What really works! Harvard Review
    53. 53. 18 Elements of Strategic Success
    54. 54. 18 Elements of Strategic Success 1. Being one of the largest enterprises in the industry
    55. 55. 18 Elements of Strategic Success 1. Being one of the largest enterprises in the industry 2. Having a well-defined, clearly communicated strategy
    56. 56. 18 Elements of Strategic Success 1. Being one of the largest enterprises in the industry 2. Having a well-defined, clearly communicated strategy 3. Being one of the lowest cost enterprises in the industry
    57. 57. 18 Elements of Strategic Success 1. Being one of the largest enterprises in the industry 2. Having a well-defined, clearly communicated strategy 3. Being one of the lowest cost enterprises in the industry 4. Embracing and implementing new information technologies
    58. 58. 18 Elements of Strategic Success 1. Being one of the largest enterprises in the industry 2. Having a well-defined, clearly communicated strategy 3. Being one of the lowest cost enterprises in the industry 4. Embracing and implementing new information technologies 5. Consistently meeting customers’ expectations via superior operational execution
    59. 59. 18 Elements of Strategic Success 1. Being one of the largest enterprises in the industry 2. Having a well-defined, clearly communicated strategy 3. Being one of the lowest cost enterprises in the industry 4. Embracing and implementing new information technologies 5. Consistently meeting customers’ expectations via superior operational execution 6. Achieving financial engineering expertise
    60. 60. 18 Elements of Strategic Success 1. Being one of the largest enterprises in the industry 2. Having a well-defined, clearly communicated strategy 3. Being one of the lowest cost enterprises in the industry 4. Embracing and implementing new information technologies 5. Consistently meeting customers’ expectations via superior operational execution 6. Achieving financial engineering expertise 7. Achieving the most stringent quality levels
    61. 61. 18 Elements of Strategic Success 1. Being one of the largest enterprises in the industry 2. Having a well-defined, clearly communicated strategy 3. Being one of the lowest cost enterprises in the industry 4. Embracing and implementing new information technologies 5. Consistently meeting customers’ expectations via superior operational execution 6. Achieving financial engineering expertise 7. Achieving the most stringent quality levels 8. Creating a high-performance, high-values culture
    62. 62. 18 Elements of Strategic Success 1. Being one of the largest enterprises in the industry 2. Having a well-defined, clearly communicated strategy 3. Being one of the lowest cost enterprises in the industry 4. Embracing and implementing new information technologies 5. Consistently meeting customers’ expectations via superior operational execution 6. Achieving financial engineering expertise 7. Achieving the most stringent quality levels 8. Creating a high-performance, high-values culture 9. Enabling a structure that simplifies working in and with the organization
    63. 63. 18 Elements of Strategic Success
    64. 64. 18 Elements of Strategic Success 10.Delighting customers by exceeding their expectations.
    65. 65. 18 Elements of Strategic Success 10.Delighting customers by exceeding their expectations. 11.Hiring superior talent at all levels.
    66. 66. 18 Elements of Strategic Success 10.Delighting customers by exceeding their expectations. 11.Hiring superior talent at all levels. 12.Adopting a balanced scoreboard.
    67. 67. 18 Elements of Strategic Success 10.Delighting customers by exceeding their expectations. 11.Hiring superior talent at all levels. 12.Adopting a balanced scoreboard. 13.Having competent leaders.
    68. 68. 18 Elements of Strategic Success 10.Delighting customers by exceeding their expectations. 11.Hiring superior talent at all levels. 12.Adopting a balanced scoreboard. 13.Having competent leaders. 14.Driving innovation through the industry.
    69. 69. 18 Elements of Strategic Success 10.Delighting customers by exceeding their expectations. 11.Hiring superior talent at all levels. 12.Adopting a balanced scoreboard. 13.Having competent leaders. 14.Driving innovation through the industry. 15.Owning a great brand.
    70. 70. 18 Elements of Strategic Success 10.Delighting customers by exceeding their expectations. 11.Hiring superior talent at all levels. 12.Adopting a balanced scoreboard. 13.Having competent leaders. 14.Driving innovation through the industry. 15.Owning a great brand. 16.Developing a strong mergers & partnerships capability.
    71. 71. 18 Elements of Strategic Success 10.Delighting customers by exceeding their expectations. 11.Hiring superior talent at all levels. 12.Adopting a balanced scoreboard. 13.Having competent leaders. 14.Driving innovation through the industry. 15.Owning a great brand. 16.Developing a strong mergers & partnerships capability. 17.Being a truly global enterprise
    72. 72. 18 Elements of Strategic Success 10.Delighting customers by exceeding their expectations. 11.Hiring superior talent at all levels. 12.Adopting a balanced scoreboard. 13.Having competent leaders. 14.Driving innovation through the industry. 15.Owning a great brand. 16.Developing a strong mergers & partnerships capability. 17.Being a truly global enterprise 18.Guaranteeing the quality of the enterprise’s balance sheet
    73. 73. The 4 plus 2 formula for Sustained Business Success
    74. 74. 18 Elements of Strategic Success 1.Being one of the largest enterprises in the industry 2. Having a well-defined, clearly communicated strategy 3. Being one of the lowest cost enterprises in the industry 4. Embracing and implementing new information technologies 5. Consistently meeting customers’ expectations via superior operational execution 6. Achieving financial engineering expertise 7. Achieving the most stringent quality levels 8. Creating a high-performance, high-values culture 9. Enabling a structure that simplifies working in and with the organization
    75. 75. The Four Primary Management Practices
    76. 76. The Four Primary Management Practices 1. Strategy
    77. 77. The Four Primary Management Practices 1. Strategy 2. Execution
    78. 78. The Four Primary Management Practices 1. Strategy 2. Execution 3. Culture
    79. 79. The Four Primary Management Practices 1. Strategy 2. Execution 3. Culture 4. Structure
    80. 80. The Four Primary Management Practices
    81. 81. The Four Primary Management Practices 1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy
    82. 82. The Four Primary Management Practices 1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy Value proposition; low price, high quality, high service, unique programming or features
    83. 83. The Four Primary Management Practices 1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy Value proposition; low price, high quality, high service, unique programming or features Understood by all employees
    84. 84. The Four Primary Management Practices 1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy Value proposition; low price, high quality, high service, unique programming or features Understood by all employees Clear to members
    85. 85. The Four Primary Management Practices 1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy Value proposition; low price, high quality, high service, unique programming or features Understood by all employees Clear to members Clear to marketplace
    86. 86. The Four Primary Management Practices 1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy Value proposition; low price, high quality, high service, unique programming or features Understood by all employees Clear to members Clear to marketplace Frequent customer input
    87. 87. The Four Primary Management Practices 1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy Value proposition; low price, high quality, high service, unique programming or features Understood by all employees Clear to members Clear to marketplace Frequent customer input Sensitive antennae for market trends
    88. 88. The Four Primary Management Practices 1. Strategy: Devise and Maintain a Clearly Stated, Focused Strategy Value proposition; low price, high quality, high service, unique programming or features Understood by all employees Clear to members Clear to marketplace Frequent customer input Sensitive antennae for market trends Growth is focused on the core business 
    89. 89. The Four Primary Management Practices
    90. 90. The Four Primary Management Practices 2. Execution: Develop and Maintain Flawless Operational Execution
    91. 91. The Four Primary Management Practices 2. Execution: Develop and Maintain Flawless Operational Execution Consistently meet customer expectations
    92. 92. The Four Primary Management Practices 2. Execution: Develop and Maintain Flawless Operational Execution Consistently meet customer expectations Strong systems in place
    93. 93. The Four Primary Management Practices 2. Execution: Develop and Maintain Flawless Operational Execution Consistently meet customer expectations Strong systems in place Front line trained
    94. 94. The Four Primary Management Practices 2. Execution: Develop and Maintain Flawless Operational Execution Consistently meet customer expectations Strong systems in place Front line trained Empower front line
    95. 95. The Four Primary Management Practices 2. Execution: Develop and Maintain Flawless Operational Execution Consistently meet customer expectations Strong systems in place Front line trained Empower front line Constant striving to improve
    96. 96. The Four Primary Management Practices 2. Execution: Develop and Maintain Flawless Operational Execution Consistently meet customer expectations Strong systems in place Front line trained Empower front line Constant striving to improve Aggressive elimination of all excess/waste/errors
    97. 97. The Four Primary Management Practices 2. Execution: Develop and Maintain Flawless Operational Execution Consistently meet customer expectations Strong systems in place Front line trained Empower front line Constant striving to improve Aggressive elimination of all excess/waste/errors All employees engaged
    98. 98. The Four Primary Management Practices
    99. 99. The Four Primary Management Practices 3. Culture: Develop and Maintain a Performance- Oriented Culture
    100. 100. The Four Primary Management Practices 3. Culture: Develop and Maintain a Performance- Oriented Culture We are inspired to do our best individually and in teams
    101. 101. The Four Primary Management Practices 3. Culture: Develop and Maintain a Performance- Oriented Culture We are inspired to do our best individually and in teams Managers take responsibility for the company’s success
    102. 102. The Four Primary Management Practices 3. Culture: Develop and Maintain a Performance- Oriented Culture We are inspired to do our best individually and in teams Managers take responsibility for the company’s success Front line take responsibility for the company’s success
    103. 103. The Four Primary Management Practices 3. Culture: Develop and Maintain a Performance- Oriented Culture We are inspired to do our best individually and in teams Managers take responsibility for the company’s success Front line take responsibility for the company’s success Achievement produces meaningful rewards
    104. 104. The Four Primary Management Practices 3. Culture: Develop and Maintain a Performance- Oriented Culture We are inspired to do our best individually and in teams Managers take responsibility for the company’s success Front line take responsibility for the company’s success Achievement produces meaningful rewards Achievement regularly results in praise
    105. 105. The Four Primary Management Practices 3. Culture: Develop and Maintain a Performance- Oriented Culture We are inspired to do our best individually and in teams Managers take responsibility for the company’s success Front line take responsibility for the company’s success Achievement produces meaningful rewards Achievement regularly results in praise Work is challenging and satisfying to all
    106. 106. The Four Primary Management Practices 3. Culture: Develop and Maintain a Performance- Oriented Culture We are inspired to do our best individually and in teams Managers take responsibility for the company’s success Front line take responsibility for the company’s success Achievement produces meaningful rewards Achievement regularly results in praise Work is challenging and satisfying to all Integrity and honesty permeate our behavior
    107. 107. The Four Primary Management Practices
    108. 108. The Four Primary Management Practices 4. Structure: Build and Maintain a Fast, Flexible Flat Organization
    109. 109. The Four Primary Management Practices 4. Structure: Build and Maintain a Fast, Flexible Flat Organization No redundant layers
    110. 110. The Four Primary Management Practices 4. Structure: Build and Maintain a Fast, Flexible Flat Organization No redundant layers Fast decision making
    111. 111. The Four Primary Management Practices 4. Structure: Build and Maintain a Fast, Flexible Flat Organization No redundant layers Fast decision making No silos
    112. 112. The Four Primary Management Practices 4. Structure: Build and Maintain a Fast, Flexible Flat Organization No redundant layers Fast decision making No silos Minimal systems and procedures
    113. 113. The Four Primary Management Practices 4. Structure: Build and Maintain a Fast, Flexible Flat Organization No redundant layers Fast decision making No silos Minimal systems and procedures Best people are closest to the action
    114. 114. The Four Primary Management Practices 4. Structure: Build and Maintain a Fast, Flexible Flat Organization No redundant layers Fast decision making No silos Minimal systems and procedures Best people are closest to the action Retain front line stars
    115. 115. 18 Elements of Strategic Success 10)Delighting customers by exceeding their expectations 11) Hiring superior talent at all levels 12) Adopting a balanced scorecard 13) Having competent leaders 14) Driving innovation through the industry 15) Owning a great brand 16) Developing a strong mergers & partnerships capability 17) Being a truly global enterprise 18) Guaranteeing the quality of the enterprise's balance sheet
    116. 116. The Four Secondary Management Practices
    117. 117. The Four Secondary Management Practices Talent: hold on to talented employees and find more. Create a deep bench.
    118. 118. The Four Secondary Management Practices Talent: hold on to talented employees and find more. Create a deep bench. Leadership: keep leaders & directors committed to the business.
    119. 119. The Four Secondary Management Practices Talent: hold on to talented employees and find more. Create a deep bench. Leadership: keep leaders & directors committed to the business. Innovation: make innovations that are industry transforming. Keep turning out innovative products and services.
    120. 120. The Four Secondary Management Practices Talent: hold on to talented employees and find more. Create a deep bench. Leadership: keep leaders & directors committed to the business. Innovation: make innovations that are industry transforming. Keep turning out innovative products and services. Mergers and Partnerships: make growth happen with mergers and partnerships. Do relatively small deals – less than 20 percent of existing size.
    121. 121. The Four Secondary Management Practices Talent: hold on to talented employees and find more. Create a deep bench. Leadership: keep leaders & directors committed to the business. Innovation: make innovations that are industry transforming. Keep turning out innovative products and services. Mergers and Partnerships: make growth happen with mergers and partnerships. Do relatively small deals – less than 20 percent of existing size. 4 plus 2
    122. 122. What Shapes Our ATTITUDE?
    123. 123. What Shapes Our ATTITUDE? ADVERSITY
    124. 124. What Shapes Our ATTITUDE? ADVERSITY HOPE
    125. 125. The Adversity Quotient
    126. 126. The Adversity Quotient Quitters
    127. 127. The Adversity Quotient Campers Quitters
    128. 128. The Adversity Quotient Climbers Campers Quitters
    129. 129. The Adversity Quotient H o p e Adversity
    130. 130. The Adversity Quotient H o p e Quitters Adversity
    131. 131. The Adversity Quotient H o p e Adversity
    132. 132. The Adversity Quotient H o p Campers e Adversity
    133. 133. The Adversity Quotient H o p e Adversity
    134. 134. The Adversity Quotient H o Climbers p e Adversity
    135. 135. “Circumstance doesn’t make the man, it reveals him to himself” Earl Nightengale
    136. 136. The Focus Has To Be On The Solution:
    137. 137. The Focus Has To Be On The Solution: Moving toward what we want to accomplish....
    138. 138. The Focus Has To Be On The Solution: Moving toward what we want to accomplish.... Not away from what we don’t want to happen
    139. 139. “Ask the best salesmen what it takes to be a great salesman. They will always tell you that it helps when you really believe in the product your selling.” -Simon Sinek
    140. 140. Driving the Shape of Change
    141. 141. Driving the Shape of Change “We’re going on a journey, a place of great challenge and opportunity, but I can’t tell you what the terrain is like or what the climate is, or if it’s hot or cold, or what the season is at this time of the year.”
    142. 142. Vision
    143. 143. Core Values
    144. 144. Core Values
    145. 145. VISION defines who we are.
    146. 146. VISION defines who we are. MISSION defines what we need to do to get there.
    147. 147. VISION defines who we are. MISSION defines what we need to do to get there. CORE PURPOSE defines why we exist.
    148. 148. VISION defines who we are. MISSION defines what we need to do to get there. CORE PURPOSE defines why we exist. CULTURE determines how we do things
    149. 149. VISION defines who we are. MISSION defines what we need to do to get there. CORE PURPOSE defines why we exist. CULTURE determines how we do things CORE VALUES set the guidelines that forever determine the rules we play by
    150. 150. All together they describe the impact we want our company to make on our world and it’s the basis of our Strategy
    151. 151. Knowing Who You Are
    152. 152. Knowing Who You Are Does everyone in your company really understand what your company is all about?
    153. 153. Knowing Who You Are Does everyone in your company really understand what your company is all about? What’s your story? How did your business become a business?
    154. 154. Knowing Who You Are Does everyone in your company really understand what your company is all about? What’s your story? How did your business become a business?
    155. 155. Knowing Who You Are Does everyone in your company really understand what your company is all about? What’s your story? How did your business become a business? What was your motivation to start your company?
    156. 156. What’s Your Story Moving Forward?
    157. 157. Steps to Creating Your Vision
    158. 158. Steps to Creating Your Vision Dream about what your company can become with confidence you can attain it.
    159. 159. Steps to Creating Your Vision Dream about what your company can become with confidence you can attain it. Focus your concentration of what it takes to reach it.
    160. 160. Steps to Creating Your Vision Dream about what your company can become with confidence you can attain it. Focus your concentration of what it takes to reach it. Be consistent and be persistent.
    161. 161. Steps to Creating Your Vision Dream about what your company can become with confidence you can attain it. Focus your concentration of what it takes to reach it. Be consistent and be persistent. You must have an emotional commitment to the importance of what you are doing.
    162. 162. Visionary Questions
    163. 163. Visionary Questions  What is the highest level performance we can imagine attaining?
    164. 164. Visionary Questions  What is the highest level performance we can imagine attaining? What is the value of our work to our community?
    165. 165. Visionary Questions  What is the highest level performance we can imagine attaining? What is the value of our work to our community? How hard will it be to accomplish the vision?
    166. 166. Visionary Questions  What is the highest level performance we can imagine attaining? What is the value of our work to our community? How hard will it be to accomplish the vision? Filling the Gap
    167. 167. VISION
    168. 168. VISION What will be the story of your company 10 years from now?
    169. 169. VISION What will be the story of your company 10 years from now? Write It!
    170. 170. VISION What will be the story of your company 10 years from now? Write It!
    171. 171. A VISION statement should be:
    172. 172. A VISION statement should be: Brief and memorable.
    173. 173. A VISION statement should be: Brief and memorable. Inspiring and challenging.
    174. 174. A VISION statement should be: Brief and memorable. Inspiring and challenging. Appealing to everyone involved. 
    175. 175. MISSION
    176. 176. MISSION Your mission is sufficient to achieve your vision and it will inspire your whole organization.
    177. 177. MISSION Your mission is sufficient to achieve your vision and it will inspire your whole organization. Your mission will provide a compelling reason for your members and community to contribute to its accomplishment.
    178. 178. MISSION Your mission is sufficient to achieve your vision and it will inspire your whole organization. Your mission will provide a compelling reason for your members and community to contribute to its accomplishment. You can read it to sixth graders and they can understand it. It can easily be remembered.
    179. 179. CORE PURPOSE
    180. 180. CORE PURPOSE Why do we exist? Why? Why? Why?
    181. 181. CORE PURPOSE Why do we exist? Why? Why? Why? If we ceased to exist as a company what would our community lose?
    182. 182. CORE PURPOSE Why do we exist? Why? Why? Why? If we ceased to exist as a company what would our community lose?
    183. 183. CULTURE VS CORE VALUES
    184. 184. How to Uncover Your Culture
    185. 185. How to Uncover Your Culture You assemble a key group from your staff.
    186. 186. How to Uncover Your Culture You assemble a key group from your staff. Have them write down words to describe it
    187. 187. How to Uncover Your Culture You assemble a key group from your staff. Have them write down words to describe it Have them read one idea off their list and write the idea down on a board. Next person.
    188. 188. How to Uncover Your Culture You assemble a key group from your staff. Have them write down words to describe it Have them read one idea off their list and write the idea down on a board. Next person. Once you have a complete list, a major discussion begins.
    189. 189. How to Uncover Your Culture You assemble a key group from your staff. Have them write down words to describe it Have them read one idea off their list and write the idea down on a board. Next person. Once you have a complete list, a major discussion begins. Reduce the list down to 8 to 9  
    190. 190. Core Values
    191. 191. Core Values The intrinsic principles your organization lives by. Values that never change.
    192. 192. Core Values The intrinsic principles your organization lives by. Values that never change. Narrow them down to 3 to 4.
    193. 193. Create the Envisioned Future
    194. 194. Create the Envisioned Future Write about your company and all the great things that will happen to it over time
    195. 195. Create a Document that tells your entire story
    196. 196. GHF Vision
    197. 197. GHF Vision To become known as one of the best companies for the world!
    198. 198. GHF Mission
    199. 199. GHF Mission To keep Gainesville the healthiest community in America, one person, one business at a time.
    200. 200. GHF Core Purpose
    201. 201. GHF Core Purpose To create an experience that helps people get the most out of life, while inspiring them to become their best.
    202. 202. Our Core Values
    203. 203. Our Core Values Integrity
    204. 204. Our Core Values Integrity Hard working
    205. 205. Our Core Values Integrity Hard working Creators of our own future
    206. 206. Our Core Values Integrity Hard working Creators of our own future Extraordinary commitment to helping people
    207. 207. Core Value - Integrity
    208. 208. Core Value - Integrity We define integrity as always doing the right thing even when no one is looking, we do not lie, steal, or cheat.
    209. 209. Core Value - Integrity We define integrity as always doing the right thing even when no one is looking, we do not lie, steal, or cheat. As Mark Twain said, “When in doubt, tell the truth.”
    210. 210. Core Value - Hardworking
    211. 211. Core Value - Hardworking We give 100% effort to everything we do and we work until the job gets done
    212. 212. Core Value - Hardworking We give 100% effort to everything we do and we work until the job gets done The mental fortitude required in the high intensity workout interview sets the tone for our company
    213. 213. Creating Our Own Future
    214. 214. Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go
    215. 215. Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go No one can take this power away from us; it is ours alone. We can do what we want to do, we can be who we want to be
    216. 216. Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go No one can take this power away from us; it is ours alone. We can do what we want to do, we can be who we want to be We develop our own future by applying persistence to the possibilities. Our future is all around us
    217. 217. Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go No one can take this power away from us; it is ours alone. We can do what we want to do, we can be who we want to be We develop our own future by applying persistence to the possibilities. Our future is all around us If we seek, we will find it. If the door is closed, we must knock and keeping knocking until it opens. We never give up
    218. 218. Creating Our Own Future Our greatest power is the freedom to choose; we decide what we do, what we think, and where we go No one can take this power away from us; it is ours alone. We can do what we want to do, we can be who we want to be We develop our own future by applying persistence to the possibilities. Our future is all around us If we seek, we will find it. If the door is closed, we must knock and keeping knocking until it opens. We never give up Winston Churchill was once asked how history would remember him. He replied, “History will be kind for I intend to write it.”
    219. 219. Extraordinary Commitment to Helping Others
    220. 220. Extraordinary Commitment to Helping Others We offer a consistent level of service that far exceeds the ordinary
    221. 221. Extraordinary Commitment to Helping Others We offer a consistent level of service that far exceeds the ordinary We actively search for ways to anticipate and accommodate the needs and wants of our fellow employees, customers, and community
    222. 222. Culture Culture is defined as the way we do things around here. It is the fever everybody catches when they join our organization.
    223. 223. A learning & challenging environment that develops leaders who are:
    224. 224. A learning & challenging environment that develops leaders who are: Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks.
    225. 225. A learning & challenging environment that develops leaders who are: Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. Professional: Appropriate communication, manners, physical appearance/attire.
    226. 226. A learning & challenging environment that develops leaders who are: Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. Professional: Appropriate communication, manners, physical appearance/attire. Dedicated: Always going the extra mile.
    227. 227. A learning & challenging environment that develops leaders who are: Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. Professional: Appropriate communication, manners, physical appearance/attire. Dedicated: Always going the extra mile. Energetic: Boundless energy, full of life, enthusiastic; positive attitude; always demonstrating these characteristics, even when you are having a bad day.
    228. 228. A learning & challenging environment that develops leaders who are: Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. Professional: Appropriate communication, manners, physical appearance/attire. Dedicated: Always going the extra mile. Energetic: Boundless energy, full of life, enthusiastic; positive attitude; always demonstrating these characteristics, even when you are having a bad day. Passionate: Strong, unwavering belief in our cause.
    229. 229. A learning & challenging environment that develops leaders who are: Responsible: Always accepting responsibility for your behavior, taking ownership of problems (to solve them), and following through with all tasks. Professional: Appropriate communication, manners, physical appearance/attire. Dedicated: Always going the extra mile. Energetic: Boundless energy, full of life, enthusiastic; positive attitude; always demonstrating these characteristics, even when you are having a bad day. Passionate: Strong, unwavering belief in our cause. Fearless: Willing to try something new; making aggressive mistakes – taking risks through well planned and executed decisions
    230. 230. ...Knowledgeable
    231. 231. ...Knowledgeable Educational Opportunities: Available to you! “War College” to include training in sales, finance, leadership, personal development, TQM, operations, marketing, maintenance, rehab, public speaking, exercise/nutrition, and personal training. Initial Training Pre/Post Shifts In-House Workshops Follow-Up Training Certification Sessions (Host) Community Outreach Programs Cross-Training
    232. 232. APPRECIATION & REWARD for EXCEPTIONAL PERFORMANCE
    233. 233. APPRECIATION & REWARD for EXCEPTIONAL PERFORMANCE The Eagle Program Master Instructor Program Conferences/Seminars/Certifications Structured Evaluations/Raises Monthly continuing education sessions Advancement opportunities/more responsibility Employee Fun Calendar Employee Suggestion Program Rock All-Star Banquet Mentor Program
    234. 234. An ENVIRONMENT of TEAMWORK:
    235. 235. An ENVIRONMENT of TEAMWORK: Individuals make sacrifices for the good of the team. Mutual trust/respect for co-workers; staff fill in for each other, sales staff help each other to reach individual goals (to achieve greater group goal) One team, better and faster than anybody in the world. Providing people with the support they need to contribute, rewarding people for helping each other, assigning work to ensure interdependency, making you an integral member of the team. All staff work toward a common goal/shared understanding.
    236. 236. My supervisxr txld me that teamwxrk depends xn the perfxrmance xf every single persxn xn the team. I ignxred that idea until my supervisxr shxwed me hxw the xf fice typewriter perfxrms when just xne single key is xut xf xrder. All the xther keys xn yxur typewriter wxrk just fine except xne, but that xne destrxys the ef fectiveness xf the typewriter. Nxw I knxw that even thxugh I am xnly xne persxn, I am needed if the team is tx wxrk as a successf ul team shxuld.
    237. 237. CONTINUOUS IMPROVEMENT
    238. 238. CONTINUOUS IMPROVEMENT Kaizen improvements (small steps or evolutionary changes toward improvement): development of zones, scripting for sales team, mandatory group training for all staff, new rehabilitation treatments.
    239. 239. CONTINUOUS IMPROVEMENT Kaizen improvements (small steps or evolutionary changes toward improvement): development of zones, scripting for sales team, mandatory group training for all staff, new rehabilitation treatments. Breakthrough improvements (major or revolutionary developments): Gainesville Health and Fitness for Women, Nautilus/Medx Circuit, low back machine in rehab, ReQuest Physical Therapy for Women, ReQuest merger with North Florida Regional Medical Center, EFT payment option, sales manual/system.
    240. 240. CONTINUOUS IMPROVEMENT Kaizen improvements (small steps or evolutionary changes toward improvement): development of zones, scripting for sales team, mandatory group training for all staff, new rehabilitation treatments. Breakthrough improvements (major or revolutionary developments): Gainesville Health and Fitness for Women, Nautilus/Medx Circuit, low back machine in rehab, ReQuest Physical Therapy for Women, ReQuest merger with North Florida Regional Medical Center, EFT payment option, sales manual/system. Knowing we can always be better.
    241. 241. Sharing Knowledge
    242. 242. Sharing Knowledge We share our knowledge with staff, local community, and the fitness industry.
    243. 243. Sharing Knowledge We share our knowledge with staff, local community, and the fitness industry. We provide educational seminars, exercise classes, health fairs, internships, practicum, and volunteer experiences.
    244. 244. Sharing Knowledge We share our knowledge with staff, local community, and the fitness industry. We provide educational seminars, exercise classes, health fairs, internships, practicum, and volunteer experiences. We also share our knowledge by teaching health clubs, physical therapists, physicians, and educators from all over the world to run a successful business.
    245. 245. Uncommon level of COMMITMENT to our Physical Environment
    246. 246. Uncommon level of COMMITMENT to our Physical Environment We have systems to maintain facilities that are clean, orderly, and well maintained. We have a full-time maintenance staff and a team of over 40 housekeepers We believe cleanliness is everyone’s job We have a 24 hour repair deadline on all equipment We are ranked as one of the four cleanest clubs in America
    247. 247. Our Envisioned Future
    248. 248. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America
    249. 249. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service.
    250. 250. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders.
    251. 251. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices.
    252. 252. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines.
    253. 253. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise.
    254. 254. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise. We will develop a center for professional management training where businesses and universities from all over the world send their staff to learn about our systems.
    255. 255. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise. We will develop a center for professional management training where businesses and universities from all over the world send their staff to learn about our systems. We will form strategic alliances with local and national organizations.
    256. 256. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise. We will develop a center for professional management training where businesses and universities from all over the world send their staff to learn about our systems. We will form strategic alliances with local and national organizations. A best selling book will be written about our business.
    257. 257. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise. We will develop a center for professional management training where businesses and universities from all over the world send their staff to learn about our systems. We will form strategic alliances with local and national organizations. A best selling book will be written about our business. We will win a national business award.
    258. 258. Our Envisioned Future
    259. 259. Our Envisioned Future We will be recognized worldwide as a model company for improving the health of an entire community and We we’ll make Gainesville the healthiest city in America We will be recognized as the industry leader in customer service. We will gain a reputation for developing leaders. People from all over the world will visit us to learn about best practices. We will be on the cover of a leading business magazine as one of the best companies in the world and will be featured in USA Today, Wall Street Journal, Medicine and Science in Sports and Exercise, Physician and Sports Medicine, Forbes, Fortune, Inc. and Entrepreneur magazines. We will also be featured on FOX News, CNN, syndicated shows, and many other national media outlets for our health and business expertise. We will develop a center for professional management training where businesses and universities from all over the world send their staff to learn about our systems. We will form strategic alliances with local and national organizations. A best selling book will be written about our business. We will win local and national business awards.
    260. 260. Notice: Men Wanted for hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger. Safe return doubtful. Honor and recognition in case of success.
    261. 261. Notice: Men Wanted for hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger. Safe return doubtful. Honor and recognition in case of success.
    262. 262. Notice: Men Wanted for hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger. Safe return doubtful. Honor and recognition in case of success.
    263. 263. Notice: Men Wanted for hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger. Safe return doubtful. Honor and recognition in case of success.
    264. 264. Hiring Team
    265. 265. Hiring Team Select a group of managers, supervisors, leaders and decision-makers within the company
    266. 266. Hiring Team Select a group of managers, supervisors, leaders and decision-makers within the company Train them in the basic interviewing skills and techniques
    267. 267. Hiring Team Select a group of managers, supervisors, leaders and decision-makers within the company Train them in the basic interviewing skills and techniques Teach them the legal side of hiring (the “can ask” vs. “can’t ask”)
    268. 268. Hiring Team Select a group of managers, supervisors, leaders and decision-makers within the company Train them in the basic interviewing skills and techniques Teach them the legal side of hiring (the “can ask” vs. “can’t ask”) Now teach them how to listen empathetically
    269. 269. Hiring Team Select a group of managers, supervisors, leaders and decision-makers within the company Train them in the basic interviewing skills and techniques Teach them the legal side of hiring (the “can ask” vs. “can’t ask”) Now teach them how to listen empathetically Most importantly teach them how to have fun!
    270. 270. Recruiting
    271. 271. Recruiting Use Superstar Staff as your best Recruiters  
    272. 272. Recruiting Use Superstar Staff as your best Recruiters   University Relationships
    273. 273. Recruiting Use Superstar Staff as your best Recruiters   University Relationships Host Fitness Workshops and Seminars
    274. 274. Recruiting Use Superstar Staff as your best Recruiters   University Relationships Host Fitness Workshops and Seminars Host Job Fairs
    275. 275. Recruiting Use Superstar Staff as your best Recruiters   University Relationships Host Fitness Workshops and Seminars Host Job Fairs Promote from Within
    276. 276. 5 Step Interview Based on Core Values
    277. 277. 5 Step Interview Based on Core Values Application- Core Values
    278. 278. 5 Step Interview Based on Core Values Application- Core Values Group Interview
    279. 279. 5 Step Interview Based on Core Values Application- Core Values Group Interview One on One interview
    280. 280. 5 Step Interview Based on Core Values Application- Core Values Group Interview One on One interview Workout Interview
    281. 281. 5 Step Interview Based on Core Values Application- Core Values Group Interview One on One interview Workout Interview Selection
    282. 282. Application
    283. 283. Evaluating First Impressions
    284. 284. Evaluating First Impressions Train Your Front Desk Staff to Evaluate First Impressions
    285. 285. Evaluating First Impressions Train Your Front Desk Staff to Evaluate First Impressions Create a list of items you want your hiring team to evaluate when someone is turning in an application. For example:
    286. 286. Evaluating First Impressions Train Your Front Desk Staff to Evaluate First Impressions Create a list of items you want your hiring team to evaluate when someone is turning in an application. For example: • Did they have an engaging personality?
    287. 287. Evaluating First Impressions Train Your Front Desk Staff to Evaluate First Impressions Create a list of items you want your hiring team to evaluate when someone is turning in an application. For example: • Did they have an engaging personality? • Were they smiling?
    288. 288. Evaluating First Impressions Train Your Front Desk Staff to Evaluate First Impressions Create a list of items you want your hiring team to evaluate when someone is turning in an application. For example: • Did they have an engaging personality? • Were they smiling? • Did they introduce themselves?
    289. 289. Evaluating First Impressions Train Your Front Desk Staff to Evaluate First Impressions Create a list of items you want your hiring team to evaluate when someone is turning in an application. For example: • Did they have an engaging personality? • Were they smiling? • Did they introduce themselves? • Were they professional?
    290. 290. Evaluating First Impressions Train Your Front Desk Staff to Evaluate First Impressions Create a list of items you want your hiring team to evaluate when someone is turning in an application. For example: • Did they have an engaging personality? • Were they smiling? • Did they introduce themselves? • Were they professional? • What was their attitude?
    291. 291. Evaluating First Impressions Train Your Front Desk Staff to Evaluate First Impressions Create a list of items you want your hiring team to evaluate when someone is turning in an application. For example: • Did they have an engaging personality? • Were they smiling? • Did they introduce themselves? • Were they professional? • What was their attitude? • Year Commitment? Weekends? Pay?
    292. 292. Group Interview
    293. 293. Group Interview
    294. 294. Group Interview Group interviews allow you to:
    295. 295. Group Interview Group interviews allow you to: • Put Applicants in an Unrehearsed Situation
    296. 296. Group Interview Group interviews allow you to: • Put Applicants in an Unrehearsed Situation • Interact with Other People
    297. 297. Group Interview Group interviews allow you to: • Put Applicants in an Unrehearsed Situation • Interact with Other People • Perform Role-Playing
    298. 298. Group Interview Group interviews allow you to: • Put Applicants in an Unrehearsed Situation • Interact with Other People • Perform Role-Playing • Find Out if Applicants Listen to Others. For example: “Billy, Where did Sally say she was from?”
    299. 299. Group Interview Group interviews allow you to: • Put Applicants in an Unrehearsed Situation • Interact with Other People • Perform Role-Playing • Find Out if Applicants Listen to Others. For example: “Billy, Where did Sally say she was from?” • Determine if Applicant has Our Core Values
    300. 300. Group Interview
    301. 301. Moments of Truth
    302. 302. Moments of Truth A moment of truth is any interaction that a customer has with your organization
    303. 303. Moments of Truth A moment of truth is any interaction that a customer has with your organization Having staff that can turn every moment of truth into a positive experience is critical
    304. 304. Moments of Truth A moment of truth is any interaction that a customer has with your organization Having staff that can turn every moment of truth into a positive experience is critical The most important way to do this in an interview setting is have them role-play situations
    305. 305. Moments of Truth
    306. 306. One on One Interview - Core Values
    307. 307. One on One Interview - Core Values Creating Your Own Future
    308. 308. One on One Interview - Core Values Creating Your Own Future • What have you changed about yourself as a result of criticism?
    309. 309. One on One Interview - Core Values Creating Your Own Future • What have you changed about yourself as a result of criticism? • What have you been criticized for that you have heard from more than one source? What have you done to improve that area?
    310. 310. One on One Interview - Core Values Creating Your Own Future • What have you changed about yourself as a result of criticism? • What have you been criticized for that you have heard from more than one source? What have you done to improve that area? • How will this job help you to reach your long-term goals?
    311. 311. One on One Interview - Core Values Creating Your Own Future • What have you changed about yourself as a result of criticism? • What have you been criticized for that you have heard from more than one source? What have you done to improve that area? • How will this job help you to reach your long-term goals? • What accomplishments have you made that you are most proud of?
    312. 312. One on One Interview - Core Values Creating Your Own Future • What have you changed about yourself as a result of criticism? • What have you been criticized for that you have heard from more than one source? What have you done to improve that area? • How will this job help you to reach your long-term goals? • What accomplishments have you made that you are most proud of? • What was the last goal you set for yourself? What was your action plan to achieve it?
    313. 313. One on One Interview - Core Values Creating Your Own Future • What have you changed about yourself as a result of criticism? • What have you been criticized for that you have heard from more than one source? What have you done to improve that area? • How will this job help you to reach your long-term goals? • What accomplishments have you made that you are most proud of? • What was the last goal you set for yourself? What was your action plan to achieve it? • Where do you see yourself five years from now?
    314. 314. Creating Your Own Future
    315. 315. Creating Your Own Future Time Management.
    316. 316. Creating Your Own Future Time Management. •How do you plan a typical day? Week?
    317. 317. Creating Your Own Future Time Management. •How do you plan a typical day? Week? •When was the last time you had to rearrange your schedule for something unexpected?
    318. 318. Creating Your Own Future Time Management. •How do you plan a typical day? Week? •When was the last time you had to rearrange your schedule for something unexpected? Dealing with Challenges
    319. 319. Creating Your Own Future Time Management. •How do you plan a typical day? Week? •When was the last time you had to rearrange your schedule for something unexpected? Dealing with Challenges •Explain a recent challenge or obstacle that you faced and how did you deal with it?
    320. 320. Creating Your Own Future Time Management. •How do you plan a typical day? Week? •When was the last time you had to rearrange your schedule for something unexpected? Dealing with Challenges •Explain a recent challenge or obstacle that you faced and how did you deal with it? •Have you ever worked toward a goal and not achieved it? How did this affect you
    321. 321. One on One Interview - Core Values
    322. 322. One on One Interview - Core Values Extraordinary Commitment to Helping People
    323. 323. One on One Interview - Core Values Extraordinary Commitment to Helping People • What skills do you think are necessary to work with people?
    324. 324. One on One Interview - Core Values Extraordinary Commitment to Helping People • What skills do you think are necessary to work with people? • What is the most important? Why?
    325. 325. One on One Interview - Core Values Extraordinary Commitment to Helping People • What skills do you think are necessary to work with people? • What is the most important? Why? • What is the customer looking for in a business?
    326. 326. One on One Interview - Core Values Extraordinary Commitment to Helping People • What skills do you think are necessary to work with people? • What is the most important? Why? • What is the customer looking for in a business? • All in all, when you come to work each day, what is the one ingredient of your job that gives you the greatest satisfaction?
    327. 327. One on One Interview - Core Values Extraordinary Commitment to Helping People • What skills do you think are necessary to work with people? • What is the most important? Why? • What is the customer looking for in a business? • All in all, when you come to work each day, what is the one ingredient of your job that gives you the greatest satisfaction? • What most inspires you to do a good job?
    328. 328. One on One Interview - Core Values Extraordinary Commitment to Helping People • What skills do you think are necessary to work with people? • What is the most important? Why? • What is the customer looking for in a business? • All in all, when you come to work each day, what is the one ingredient of your job that gives you the greatest satisfaction? • What most inspires you to do a good job? • Describe your ideal job.
    329. 329. Extraordinary Commitment to Helping People
    330. 330. Extraordinary Commitment to Helping People Handling of Angry Customers.
    331. 331. Extraordinary Commitment to Helping People Handling of Angry Customers. • Tell me about a time you had an interaction with an angry customer? Looking back on it now, would you have done anything differently?
    332. 332. Extraordinary Commitment to Helping People Handling of Angry Customers. • Tell me about a time you had an interaction with an angry customer? Looking back on it now, would you have done anything differently? • If you were going to train me on handling angry customers, what three things would you want me to remember?
    333. 333. Extraordinary Commitment to Helping People Handling of Angry Customers. • Tell me about a time you had an interaction with an angry customer? Looking back on it now, would you have done anything differently? • If you were going to train me on handling angry customers, what three things would you want me to remember? Eagle Potential
    334. 334. Extraordinary Commitment to Helping People Handling of Angry Customers. • Tell me about a time you had an interaction with an angry customer? Looking back on it now, would you have done anything differently? • If you were going to train me on handling angry customers, what three things would you want me to remember? Eagle Potential • Give an example of a time you went above and beyond to meet the needs of a customer?
    335. 335. Extraordinary Commitment to Helping People Handling of Angry Customers. • Tell me about a time you had an interaction with an angry customer? Looking back on it now, would you have done anything differently? • If you were going to train me on handling angry customers, what three things would you want me to remember? Eagle Potential • Give an example of a time you went above and beyond to meet the needs of a customer? • Tell me a time when someone you know has gone above and beyond his or her call of duty?
    336. 336. Extraordinary Commitment to Helping People Handling of Angry Customers. • Tell me about a time you had an interaction with an angry customer? Looking back on it now, would you have done anything differently? • If you were going to train me on handling angry customers, what three things would you want me to remember? Eagle Potential • Give an example of a time you went above and beyond to meet the needs of a customer? • Tell me a time when someone you know has gone above and beyond his or her call of duty? • Do you believe it is necessary to go above and beyond for your job?
    337. 337. Workout Interview
    338. 338. Workout Interview Earl Nightingale quote (Circumstance...)
    339. 339. Workout Interview Earl Nightingale quote (Circumstance...) Core value of Hardworking
    340. 340. Workout Interview Earl Nightingale quote (Circumstance...) Core value of Hardworking • Put them through a HIT workout
    341. 341. Workout Interview Earl Nightingale quote (Circumstance...) Core value of Hardworking • Put them through a HIT workout We don’t give up, no matter how tough
    342. 342. Workout Interview Earl Nightingale quote (Circumstance...) Core value of Hardworking • Put them through a HIT workout We don’t give up, no matter how tough This interview is not about their fitness level, it’s about their ability to endure a challenging time
    343. 343. Workout Interview Earl Nightingale quote (Circumstance...) Core value of Hardworking • Put them through a HIT workout We don’t give up, no matter how tough This interview is not about their fitness level, it’s about their ability to endure a challenging time During the work-out interview, other staff are watching and evaluating, and they will give you their impression
    344. 344. CORE VALUE TEST
    345. 345. CORE VALUE TEST “The Chair” – Integrity/Helping others/Hard work
    346. 346. CORE VALUE TEST “The Chair” – Integrity/Helping others/Hard work “The Introduction” - Helping others
    347. 347. CORE VALUE TEST “The Chair” – Integrity/Helping others/Hard work “The Introduction” - Helping others “The Shadow” - Creating your own Future
    348. 348. CORE VALUE TEST “The Chair” – Integrity/Helping others/Hard work “The Introduction” - Helping others “The Shadow” - Creating your own Future “Paper on the Floor” - Integrity
    349. 349. CORE VALUE TEST “The Chair” – Integrity/Helping others/Hard work “The Introduction” - Helping others “The Shadow” - Creating your own Future “Paper on the Floor” - Integrity “Falling door sign” - Integrity/Helping others
    350. 350. CORE VALUE TEST “The Chair” – Integrity/Helping others/Hard work “The Introduction” - Helping others “The Shadow” - Creating your own Future “Paper on the Floor” - Integrity “Falling door sign” - Integrity/Helping others Come up with your own
    351. 351. Customer Service Principles Three Responsibilities of Every Employee
    352. 352. Customer Service Principles Three Responsibilities of Every Employee Responsible for the success of the entire company
    353. 353. Customer Service Principles Three Responsibilities of Every Employee Responsible for the success of the entire company Responsible for the success of every department
    354. 354. Customer Service Principles Three Responsibilities of Every Employee Responsible for the success of the entire company Responsible for the success of every department Responsible for doing their job
    355. 355. Customer Service Principles
    356. 356. Customer Service Principles Understanding who we are: vision, mission, core values, culture and core purpose
    357. 357. Customer Service Principles Understanding who we are: vision, mission, core values, culture and core purpose Priority #1
    358. 358. Customer Service Principles Understanding who we are: vision, mission, core values, culture and core purpose Priority #1 Perception is reality
    359. 359. Customer Service Principles Understanding who we are: vision, mission, core values, culture and core purpose Priority #1 Perception is reality Moments of truth
    360. 360. Customer Service Principles Understanding who we are: vision, mission, core values, culture and core purpose Priority #1 Perception is reality Moments of truth Emotional bank accounts
    361. 361. Customer Service Principles Understanding who we are: vision, mission, core values, culture and core purpose Priority #1 Perception is reality Moments of truth Emotional bank accounts Goal is to empower our staff
    362. 362. Employee Card
    363. 363. "People are far more persuaded by the depths of your beliefs and emotions than any amount of logic or knowledge you possess. People do not care how much you know until they know how much you care!" -Michael LeBoeuf
    364. 364. Socrates Plato Aristotle How Many Is One?
    365. 365. (the rock)
    366. 366. GHFC ROCK To Gain and Retain Members
    367. 367. Receptionists Fitness Instructors Marketing Kid’s Club Public Relations Maintenance Advertising Sales Business Office Group Exercise ReQuest Physical Small Group Therapy Training Zwurly Cafe Personal Training
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
    369. 369. Develop a Team of Eagles
    370. 370. Or have a Cast of Ducks
    371. 371. Eagles versus Employee of the Month
    372. 372. Eagle Program
    373. 373. Eagle Program Eagle dinner every other month for exceptional employees
    374. 374. Eagle Program Eagle dinner every other month for exceptional employees Eagle comments read at dinner
    375. 375. Eagle Program Eagle dinner every other month for exceptional employees Eagle comments read at dinner Bi-monthly raffle drawing for various prizes: employees receive one point per Eagle received
    376. 376. Eagle Program Eagle dinner every other month for exceptional employees Eagle comments read at dinner Bi-monthly raffle drawing for various prizes: employees receive one point per Eagle received Points can be converted to Eagle Dollars
    377. 377. Eagle Program Eagle dinner every other month for exceptional employees Eagle comments read at dinner Bi-monthly raffle drawing for various prizes: employees receive one point per Eagle received Points can be converted to Eagle Dollars Eagle Dollars can be spent on a list of prizes:
    378. 378. Eagle Program Eagle dinner every other month for exceptional employees Eagle comments read at dinner Bi-monthly raffle drawing for various prizes: employees receive one point per Eagle received Points can be converted to Eagle Dollars Eagle Dollars can be spent on a list of prizes: T-Shirts-Personal Training-Paid days off - Eagle dinner each month for exceptional employees
    379. 379. Eagle Program Eagle dinner every other month for exceptional employees Eagle comments read at dinner Bi-monthly raffle drawing for various prizes: employees receive one point per Eagle received Points can be converted to Eagle Dollars Eagle Dollars can be spent on a list of prizes: T-Shirts-Personal Training-Paid days off - Eagle dinner each month for exceptional employees 100 Eagles Club – membership for employees with over 100 eagles - Eagle Pin
    380. 380. Eagles of the Moment
    381. 381. Eagles of the Moment Nominations are placed in The Eagle’s Nests located throughout the center
    382. 382. Eagles of the Moment Nominations are placed in The Eagle’s Nests located throughout the center When you receive an Eagle nomination you must call and personally thank the member who nominated you
    383. 383. Eagles of the Moment Nominations are placed in The Eagle’s Nests located throughout the center When you receive an Eagle nomination you must call and personally thank the member who nominated you Once you have thanked the member, initial the nomination and return it to your supervisor or the designated Eagle Box
    384. 384. Core Purpose: Create an experience that helps people get the most out of life “First of all, I will only leave this company in a body bag. I was working out one afternoon and a Zumba class was going on upstairs. As the class finished I ran into a long time member named Anne, who is recovering from cancer. I asked her how she liked the class and her response was, “When I can dance like I just did, I know I am cured.” -Wendy Ackerman
    385. 385. Core Purpose “When I first started to supervise, another floor instructor and myself began taking a lot of care with an elderly couple, Cliff and Lois. They started with very poor health but after working with them for about six months, they came to us proud of their doctors appointment results. We started going to their home and played board games and talked family and etc. I guess I will take that with me because the experience was a great representation of years of work relationships and results bridging generation gaps with people who were once strangers.” -Alonzo Perkins
    386. 386. Core Purpose “Doug Walker is a member who joined the gym in September of 2008. When I first set Doug up on his gray card he could barely raise his left hand or smile, due to a stroke. Watching Doug bust his butt every Tuesday and Thursday is one of those things that would motivate anyone not to give up no matter how crappy their situation. Today not only does Doug walk around with a huge smile on his face but he has improved the range of motion to the left side of his body significantly. Doug and I are going 12 rounds in a boxing ring. He tells me this every day. I believe it.” -Wlises Mejia
    387. 387. Core Purpose “During my first two semesters, there was a member named Easton Nelson who came in religiously to work out on a bike. Every time he walked in we made it like a party, screaming his name and carrying on conversation. We had plenty of time to talk and get to know each other quite well. I noticed every time he missed a work out and, likewise, if I missed a shift he made sure to let me know he had missed me! Last semester, I had not seen much of Easton. One day, Chris Akkawi pulled me aside to inform me that Easton has passed away. Not only did this hit me hard, I found myself crying. However, his daughter came in to let me know his expierence here is what kept him alive. It was that moment that I had realized the connection I had developed with Easton, and the impact he had made on my life and most likely I on his.” -Giselle Levy
    388. 388. Core Purpose “One time as I was coming into work and Lindsay was coming out, she stopped me and one of the members that always comes in on her shift to introduce me to her. Apparently, the woman gets really used to the receptionists and doesn’t like when shifts change because she has to get to know everyone again, so Lindsay wanted her to feel comfortable with the new shift before she left. Now, every time I greet her by name she gets excited and it was sweet that Lindsay wanted to make her feel more comfortable.” -Jocelyn Richardson
    389. 389. Core Purpose “Cathy was a member that was getting frustrated with her workouts when one day I changed her workout just slightly and now she is losing weight and really excited about working out. We've built a friendship and we always see how each other are doing. When she comes in to workout she tells me about the new things going on. When I was really stressed last semester she would always ask how things were going. It always amazes me when I find myself friends with a complete stranger and we manage to impact each others lives so greatly.” -Jordan Barrish
    390. 390. Core Purpose “Bruce is a member diagnosed with leukemia. He came in with a mask on in tears to tell us that he would not be in for a while and really told me how my interaction with him at the gym impacted his life. He looked me in the eyes with water beginning to accumulate and said a simple, “Thank you, man” and walked out.” -Chris Richter
    391. 391. Core Purpose “One Sunday morning a lady came looking to get set up on the line. She used to be a person who would work out every day as she was a cycling competitor, until she was unable to walk due to a car accident. After being in intensive therapy and almost learning to walk again, she decided to work out again. After setting her up on the first 2 machines, she was in disbelief that she was doing this again and never thought she would train again. I then asked her why she didn’t try a cycling class. She said there was no way for her to be able to keep up and didn’t think she would be able to use it. I got her off the line, took her in the aerobics room and set her up on one of the spin bikes there. I checked back, 5 min later. She was crying with happiness.” -Oscar Koeneke
    392. 392. Core Purpose “This one lady called in because she had worked something out with Jan about having her handicapped daughter come work out. She was calling because Jan had told her to call before her first time coming in. Well, Jan wasn't here, but luckily I was here when she spoke with him originally and I told her that everything would be fine for when she came in. I knew I would still be here when she got here. When she came in, she saw my name tag and was said, “I talked to you on the phone” and she seemed very appreciative that I made sure everything would be fine for her to come in.” -Elizabeth Spiwak
    393. 393. Integrity “A woman came up to the front desk asking if we found a very expensive necklace she lost that her husband had just given her as a gift. We didn't have it. The next day she went to workout at WC, where I was working. I asked her if she had found her necklace. She was so surprised and happy that I had remembered her and her story. She kept telling me how helpful all the front desk girls are. Plus, she said one of our housekeepers found the necklace and gave her a call based on the note I left the team!” -Kristen Fields
    394. 394. Integrity “She is one of the most dependable employees I know. She is always willing to come in early or stay late. One employee had to leave a shift early in order to take their child to the doctor and Takisha worked a double shift in order to allow the employee to leave early. She left after her shift a WC and came to the main center for her second shift almost immediately.” -Takisha Holmes
    395. 395. Integrity “One of the members that usually comes in during my shift called after she left looking for a lost wedding ring. Richter and I fought over who would have to dig through the trash for the ring and luckily Chris found it "near" the top!” -Devan Keane
    396. 396. Integrity “One night a few weeks ago, a couple came up to the desk saying that their keys weren't in the cubby. I told them that this unfortunately does happen and that I was sure that whomever took them would realize they were not their keys and return them. They said they really needed the keys, not to drive home because they had a spare, but because the keys to their business were on the keychain. The couple waited around for a good 30 minutes but no one returned them. I told the couple to leave their name and number and that when they were turned in I would be sure to give them a call. Well of course after the couple left the member that had accidently taken them brought them up to the front desk emphatically apologizing for the mistake. I called the couple and they came back to get their keys. They were so grateful for me calling them. Now, every night when they come in they are always really glad to see me and I tease them about making sure they have their keys!” -Taylor Soraci
    397. 397. Extraordinary Commitment to Helping Others “Of the many things I have learned working at GHF, the one that will always be in my mind is the company's commitment to helping others. I met the Kohler family about 3 years ago when I began working in the Kids Club. I would keep Ginger and Parker in the K.C. as well as at their house whenever their parents needed a night off. On two occasions outside of GHF I have noticed the same family and that they needed my help. I helped Fitz comfort Parker as a table fell on him at a restaurant near the Women’s Center and also watched her kids after she got into a car accident on Newberry Road. I think of our members as close friends and find myself looking out for them even when I'm not working.” -Shanno Dukes
    398. 398. Hardworking Courtney Hannah is the happiest person I have ever met. She is always laughing, and her happiness is very contagious. Also, she loves her job and is great at it. on many occasions I have seen her just go and clean the smallest/most seemingly insignificant things even as a supervisor. She doesn’t try to pawn off work on others, she gets down in the trenches and helps everyone out.
    399. 399. Hardworking “Alonzo has a member who comes in everyday during his shift. The member is wheelchair bound. She has always been told that she couldn’t do certain machines, because of her disabilities. So Alonzo picks her up and puts her on machines, and after she is done picks her back up and puts her into her wheelchair. He makes her a specific workout and changes it around when needed. I feel like this shows what it means to go above and beyond hard work, and to have an extraordinary commitment to helping others!” - Jeff Finch
    400. 400. Hardworking Durrel Flintroy reprogrammed the MLR room key pads for each individual locker in order to fit the new keys. This was a daunting task and one that required a lot of patience and diligent work ethic.
    401. 401. Hardworking Sam Knowles spent 30 minutes looking through each individual locker with Adrian in the MLR for a set of keys. The member had fallen in the shower and his wife was waiting anxiously to obtain the keys in order to drive to the hospital where he was taken by ambulance. Sam worked hard and kept checking-in with her to assure her that they were close but still looking and should be done soon. The wife was very pleased and appreciative.
    402. 402. Creating Your Own Future “Many of our employees come in as young students, often not knowing what they want to do in life, what their strengths are, or what they may be good at. To be able to mentor them, guide them, and help them grow not only as employees, but as individuals, often leaving with a better sense of who they are and where they want to go from here is very rewarding. GHFC can prepare people for life after the gym for those who take advantage of it.” - Ryan Beacher
    403. 403. Creating Your Own Future “Through the leadership and observation of those above me here- Joe, Shawn, Jan- I have been able to maintain and grow a business of my own that probably would have failed had I not learned and had the ability to see many of the things I have here. This I will always remember because it'll be what I do when leaving here.” -Ryan Beacher
    404. 404. Creating Your Own Future “Over at Tioga there are a lot of members who come in regularly so we’re always talking and there is one member who is a nursing teacher at UF. One day we were talking about school and my major (nursing) ever since then he always asks me about school and offered my help if I even wanted to get into the UF nursing program. It’s really nice to know that people really do care.” -Brittany Whitcraft
    405. 405. Creating Your Own Future Andrea Rosario, who worked as a Kid’s Club attendant is now working as a personal nanny/ assistant tutor to a family with TWO children with Down syndrome, one of which also has Autism. She has taken her knowledge from school, and used that with her experience working with those and other children in the Kids Club to now be an integral part of those children’s lives.
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