FBC


UPFRONT» Club Management


Culture is the Real Bottom Line


Create a more-profitable organization with a transparent and positive company culture


BY PAULA COMFORT


long to understand the distinctive per- sonality of an organization. I typically sit back and simply observe how ener- getically (or not) employees contribute to team work, problem solving, innova- tion, member service and productivity. It is truly a company’s culture that


I


determines if an employee feels com- fortable and safe enough to raise is- sues, solve problems, act on new op- portunities or be creative with new directions. Issues with company culture is of-


ten the root of difficult people-related problems related to motivation, morale, absenteeism, communication, team- work and retention. When a company has a


18 Fitness Business Canada May/June 2015


am fortunate to have helped many of my clients by working on their businesses instead of working in their businesses. It doesn’t take me


well-developed culture, it outperforms its competitors because culture affects everything, including profits. Senior leaders in particular can have such a dramatic impact on culture—good or bad. To truly understand a company’s


culture requires a climate survey. This anonymous questionnaire provides a clear picture of how people in the or- ganization, from veterans to rookies, describe their work climate. It clari- fies how team members behave and whether they are open, forthright and engaged or defensive and passive. Changing a company’s culture re-


quires buy-in and action at the most senior leadership level. Leaders can directly change their workplace’s cul- ture by changing how they do what they do. The response is generally that employees notice the changes and re- spond by taking on a similar style and approach to their work.


Here are some of the outcomes that can result from a positive


company culture: • more trust openness and cooperation


• stronger teamwork • better communications between levels and inter-departmental divisions


• people speak up and participate more in meetings


• people take more responsibility for solving their own problems


• higher morale • improved productivity and customer service


• less interference and fewer directives from above


Paula Comfort has 20+ years of experience in the fitness industry. Most recently she was managing director of Fitness for Spa Chakra Inc., a luxury spa and health club company where she started


the division. Previous roles include area vice- president of The Sports Clubs of Canada/Bally Total Fitness. She is currently a partner in her own consulting company, 360 Impact Group. Contact her at paula.360impactgroup@rogers. com or 416-565-6025.


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