work with them to fix it. Instead of firing them fast, do what you should have done during their training: teach them about your company’s proce- dures and systems, how to talk to cli- ents and members, how to follow up, and how to sell. We can’t expect them to figure this


out on their own. Your staff members’ success is your responsibility.


Jodi Rumack Toronto


Jodi Rumack


Connect, Listen and Stay Curious


Get Job Offers Out as Fast as You Can


I've learned is that in these times we need to flip the switch and hire fast and fire slow. You’ve likely heard to hire slow, but


O


today there are too many fitness job opportunities to use this strategy. If you find someone who is a good fit for your club or studio, you have to hire fast. Job hunters are applying for multiple jobs, and good people will be quickly hired by someone else. Today there are so many small studios, big box clubs and clubs opening multi- ple locations. Owners of small 1,200 sq. ft. studios are looking for manag- ers so they can be entrepreneurs and leave the training and management to someone else. If you like someone during their


first interview, move to the next step right away, not three days from now. There's no reason to wait to call them back or keep them in suspense if you know you like them. Get it done!


ver the past 15 years, I've hired over 1,000 personal trainers and fitness manag- ers. The number one thing


Ideally complete your three-step in-


terview process in three days: Phone screen for culture fit, then do a first interview with situational questions to learn more about them and how they operate in a work environment, and then finish with a practical com- ponent to see them in action. There is no longer time to say, “Thanks, we’ll get back to you.” Move on if you aren't sure about the person. When it comes to firing, owners


and managers used to be told to fire quickly. I’ve learned that we shouldn’t be so quick to let people go. Instead, we need to be sure that as owners/ managers we've done everything pos- sible to help a new hire succeed. Did you throw the person into the fire with their first clients and watch them fail? Ask yourself if you trained them


properly and followed-up on issues. Start a conversation. There are only two reasons that


people don't do what they’ve been asked to do–motivation or ability. Find out which one it is, and then


Fall 2018 Fitness Business Canada 21 W


Kelly Thorne


hen I began as a Level 1 Personal Trainer 15 years ago, I had little sales and personal training expe-


rience, and I felt a lot of pressure to prove my value and gain clients. During the first few months, I


didn’t know if I would be able to pay my rent, if I’d have enough money for groceries, or if I would need to trade


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