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PICTURE:
The eighth annual IHRSA
European Congress was held in
Lisbon, Portugal, and attracted
Managers need to innovate
400 attendees from 25 countries
when everyone else is
this perspective, said Hill. Staff motivation
maintaining the status quo
is a fundamental factor, he added, echoing
Ryan in his observation that passion
makes profi t: “We need to give staff the
ownership mentality so they’ll go the providing confi dence through constant key to customer engagement. Good
extra mile.” Howard Schultz, chair and communication. They need to lead from service is key to repeat custom and, in
CEO of Starbucks, once pointed out that the front, doing the little things right but fi tness, it is the responsibility of poorly
retail and restaurant businesses live or also being strong enough to innovate paid instructors to deliver this service.
die on customer service, but that those when everyone else is maintaining status But they will deliver if they’re happy, said
acting as the public face of the business quo – adapting, sharpening focus and Furnham, and they will be happy if they
are badly paid. Fitness faces the same streamlining processes. “Simple ideas are well managed.
issue, observed Hill, and we must do applied in tough times can have dramatic
what we can to engage the hearts and consequences,” he added. inspiring change
minds of our staff. Managers must also understand how Nic Jarvis, senior partner at The
to motivate their staff – giving them Alignment Partnership, continued on
happy staff, happy members meaningful work and the information this theme in a presentation that looked
Adrian Furnham, professor of psychology needed to do it, demonstrating long-term at the role of leadership in creating a
at University College London, took the commitment to their career development, retention-based culture.
baton in a presentation that looked at seeking their ideas and involvement in For a club to be successful, he said, it
the importance of good management in decisions, providing regular feedback, must retain members – and to do this, we
staff motivation and retention, and at the creating a sense of community. have to achieve results for the customer.
vital importance of this in a recession. “Pay is not a powerful motivator, but If we set out with this goal in mind,
Bad times mean the survival of the it is a powerful demotivator,” Furnham he continued, we would be measuring
fi ttest, he said. Today’s conditions are a continued. Pay people what they’re customer results, but how many of us
test of leaders and managers, demanding worth in the marketplace, as salary are doing this? Not only are few of us
creativity and new thinking and satisfaction is not absolute but relative – measuring these results, he ventured, but
accelerating the need for change. staff always want to know how their pay many members don’t even know what
So what makes a good manager? compares to that of their colleagues. they want to achieve. Without a clear
Particularly in diffi cult times, he And why does all this matter? Because goal, they can never be satisfi ed that they
said, leaders need to be visible, staff motivation and job satisfaction are have achieved it, and they will leave.
january 2009 © cybertrek 2009 Read Health Club Management online 55
healthclubmanagement.co.uk/digital
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