Geared Up Issue 4 2017 | Page 45

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]. 43