Awkward Conversation FBC
TRAINERS » Member Communication The Art of the
Even the most-seasoned club fitness pro can stumble when it comes to approaching members about uncomfortable issues.
BY BARB GORMLEY
mentoring co-op students, balancing budgets and keeping pace with indus- try trends. But nothing in her education pre-
J
pared the Mississauga, Ontario, fitness professional for the occasional uncom- fortable conversations she has had to initiate in her 30-year career. For example, she recalls speaking
with one shapely young member whose plunging necklines revealed way too much as she jumped and leaped in co- ed group exercise classes.
anice Boltman has always thrived on the challenges of managing a large corporate fitness centre – supervising a team of employees,
She’s had to approach at least one
member about killer B.O. And then there was the fellow who
blew his nose in the showers post- workout, and left the residue for others to discover. According to communications ex-
pert Brady Wilson, owner of Juice Inc., a Guelph, Ontario, company that helps organizations have engaging conversa- tions, “Inappropriate attire, body odour and poor etiquette are today’s classic hot buttons for interpersonal conflict.” Whether dealing with a simple
plunging neckline or a seriously toxic situation, use these tips to ease the way through your next tough conversation.
1. Don’t wait too long Get to it as soon as possible.
“If you procrastinate, the person may not even remember the in- cident,” says Wilson. “But don’t rush; give yourself time to de- termine your approach and go about it in an intelligent way.”
2. Keep it private Don’t vent about the person
and her actions. Telling others is disrespectful to everyone in- volved. Arrange to step aside and talk where you can’t be over- heard by other members, says Wilson.
Loud phone calls in the gym are a common club complaint. Staff must speak to offending members in a reasonable, polite and concise manner.
34 Fitness Business Canada May/June 2013
3. Make observations Don’t evaluate, interpret or make as-
sumptions about the person’s behav- iour. Instead state your observations. Then, if, for example, you think a
member is stealing towels or taking them home in his gym bag for another reason, Wilson suggests starting the conversation something like this: “I know that members sometimes get distracted when they’re throwing their workout clothes in their gym bags and that a towel gets tossed in sometimes. I’ve noticed that this has happened with you a few times. Am I right? Can you tell me what’s happening?”
4. Be reasonable, polite and concise For example, with a member who
chats loudly on her phone, you could say, “Carol, several members have mentioned that the volume of your phone calls is distracting them from their workouts in the gym. We want all of our members to have the best expe- rience possible at our club. Talking on your cell phone is absolutely. But could you keep the volume as low as possible so it doesn’t impact the people around you?”
5. Make it two-way Avoid the “monologue and missile”
approach where only one person is talking. Instead, engage the person as a partner in the talk. Start sentences with “I” versus “you” since “you” can trigger defensive behaviour. Ask “pull” questions (that draw out information) like, “Can you tell me what’s going on?” or “Is there something you’d like to talk about?”
6. Find a coach Rehearse your approach, the same
way a professional musician or athlete prepares for a concert or game. Then run it by a trusted colleague or mentor. Don’t even consider winging the con- versation, hoping that the right words will come to you in the moment – they won’t.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48