Finding the common ground is the first step in improving their
performance.
Finding the common ground can often be difficult. Today’s
frontline staff cut through so many age demographics and genera-
tions. Owners and regional managers may have come from the
generation that was not as technologically literate as their newest
staff member. It can be difficult to share a similar view with staff
who believe that the answer to every troubling situation is to say,
“OK, Google.” However, even in these challenging situations, it
is important to know that sharing one core belief is the common
ground. Each organization can have its own core belief. That core
belief may have been born out of necessity, or it was ingrained
into your organization by watching someone else’s best practices.
Wherever the core belief came from, just stay true to the course
with it.
For our organization, the core belief took some time to
develop. It was an idea that had floated around unformed for years.
We tried making mission statements and team charters, but for
our organization, those just did not stand the test of time. Our
leadership changed, and with that change, the mission changed
as well. As we developed and opened new clubs, we lost the sense
of team between all of our locations. We realized that our success
depended on having one consistent message radiating from our
complete team. For us, the first step in improving the frontline
operation was to become the best customer service business, period.
We want to be the company that other companies look at and say,
“Planet Fitness is customer service.” At this point in the article, I
believe that it is fine that you laugh at that statement. How can
that sentence improve the business and find common ground with
the staff? I laughed when I said it out loud the first time, too. But
then our leadership team played with the concept. Could we make
that idea work with our practices and procedures?
While I am not suggesting that every organization must adopt
this mantra, I can share how this worked for us. We went from
an organization that believed we were doing the right thing by
following the franchisor’s policies and practices to the letter to one
that put our customers first. Our empathy improved. We stopped
asking what the BER form required and started asking what the
customer sees in the facility. Our facilities have never looked better.
We gave our members a voice and a path to carry their concerns to
someone above the club level. Our emails decreased and customer
satisfaction has improved.
Improving frontline operations does not have to be a sweeping
change in procedures, policies and training. Cut across the divide,
and find what makes your organization excited. Live the common
belief, and show each staff member how they can be effective in
making the belief a reality. Above all, when your staff has purpose,
they will create the drive to improve. G
Brian Cassagio is director of operations for Planet Central
Valley. He may be reached at [email protected].
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