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Top tags: leadership  management  operations  staff training  company culture  employee engagement  human resources  customer experience  customer service  risk management  programming  community development  routesetting management  routesetting  staff retention  standards  customer satisfaction  marketing  youth training  coaching  OSHA  work-at-height  youth team  certifications  climbing culture  employee turnover  member acquisition  member retention  workplace diversity  CWA Meetings 

The Three Most Important Pieces of Personal Protective Equipment for Climbing Wall Workers

Posted By Aaron Gibson, MS, Wednesday, February 13, 2019
Personal Protective Equipment

Climbing wall workers are confronted with a number of potential hazards to be protected against. Personal protective equipment (PPE) is the term given to wearable devices and clothing used in the workplace to protect workers from various hazards. The Occupational Safety and Health Administration (OSHA) states that PPE “shall be provided, used, and maintained,” whenever necessary by risk of injury and hazard exposure to workers [1]. Each job task should be assessed for potential hazards (see my previous article about JHAs) but most climbing wall workplaces can benefit from three fundamental forms of PPE: eye protection, hearing protection, and hand protection.

 

Safety Glasses and Safety Goggles

Eye Protection

Eye protection is perhaps the most important protection device in your PPE toolbox because our eyes are delicate and vulnerable to a variety of hazards. OSHA requires that “the employer shall ensure that each affected employee uses appropriate eye or face protection when exposed to eye or face hazards from flying particles…” [2]. Most notable in the climbing wall workplace are physical impacts such as projectile materials, particulate matter, and liquid chemicals. An approved pair of safety glasses with side shields can protect against metal shards, plastic particles from holds, and wood dust, such as when using an impact drill during routesetting. Safety goggles provide all-around protection and should be used for splash hazards often found during cleaning operations with liquid chemicals.

 

Earplugs and Earmuffs

Hearing Protection

Noise-induced hearing loss can occur as a result of both a one-time excessive noise level and from long-term exposures to excessive noise. While single intense “impulse” noises are possible in the climbing gym environment, more likely are chronic, long-term exposures to elevated noise levels (above 85 decibels) over time. The good news is that noise-induced hearing loss is preventable. The use of disposable earplugs or earmuffs provides the necessary protection. Depending on the type of device used, these effectively reduce the noise levels by 15-35+ decibels, saving a worker’s hearing. Some workers may use music headphones or ear-buds in lieu of earplugs (or earmuffs) and while these may provide some noise reduction they are typically not designed to protect in the same manner as hearing protection. In fact, in some cases, listening to loud music while also performing work in a noisy environment may even increase your risk of hearing loss, so be aware of what type of hearing protection you choose.

 

Gloves for Hand Protection

Hand Protection

As climbing wall workers, protecting your hands is important to your ability to both work and climb. Gloves provide the necessary barrier between our hands and what we are handling. Select appropriate gloves for the task you are performing. There are different gloves for different types of tasks weather it is housekeeping chores, hold washing, routesetting, or other manual labor. Routesetters that go without work gloves while stripping a wall are susceptible to cuts and abrasions to their hands from bolts, spinning holds, and repeated contact of handling holds. Workers can benefit from preventing blisters and abrasions by wearing a thin-layer work glove when performing daily cleaning duties.

 

In summary, the use of PPE is an important means of reducing workplace injuries and incidents. While protecting workers’ eyes, ears, and hands is a good place to start, keep in mind that training is necessary for proper work practices. An emphasis on worker participation and the demonstration of a positive safety culture by management is paramount to effectiveness.

 

References and Resources

[1] OSHA 29 CFR 1910.132 – Personal Protective Equipment
[2] OSHA 29 CFR 1910.133 – Eye and Face Protection
[3] OSHA 29 CFR 1910.95 – Occupational Noise Exposure
[4] U.S. Department of Health & Human Services - National Institutes of Health – Information on Noise-Induced Hearing Loss
[5] OSHA 29 CFR 1910.138(a) – Hand Protection

 

Aaron Gibson Head ShotAbout Aaron Gibson

Aaron Gibson works as an EOSH Professional and has over fifteen years of experience in workplace and environmental safety and health. He’s worked with local, state, and federal agencies as well as private industry. Since 2007, Aaron has applied his experience to the climbing gym industry as a gym owner/operator, coach, routesetter, instructor, and industry consultant/expert. You can contact Aaron at aaron@rockislandclimbing.com.

 

Tags:  management  operations  OSHA  PPE  risk management  routesetting  routesetting management  staff retention  staff training  standards  work-at-height 

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Member Spotlight: Triangle Rock Club

Posted By Climbing Wall Association, Monday, February 4, 2019
Triangle Rock Club

Climbing gym operators often bring a diverse set of experiences to running a gym, but few more so than Joel Graybeal, Managing Partner at Triangle Rock Club. After working as an aerospace engineer at the Pentagon, he worked as a banker for 14 years before joining the ownership team at TRC in 2011.

 

Triangle Rock Club opened its first location in Morrisville, NC in 2007. Founded by two former Marines, TRC now operates four locations in two states and has a fifth location slated to open in 2019. We reached out to Joel to find out what it takes to run gyms in the mid-Atlantic.

 

CWA: It was six years between the opening of the first Triangle Rock Club and opening your second location. Are there lessons that have carried forward from the early years into managing all five of your locations?

 

JG: There are certainly more than a few lessons that we've carried forward. Here are a few:

  1. It's important that we earn our customers' business every day.
  2. In order to grow, it's important to take daily steps moving your business forward.
  3. We always need to be ready to take advantage of a good opportunity.
  4. Where we focus our time, energy, and resources is where we'll get our results.
  5. Hire great people who are aligned with your company's mission and give them the resources to move the company forward.

CWA: What has been the greatest challenge in expanding to new locations?

 

JG: Capital is always a challenge. Because of our desire to stay independent and to not dilute current ownership, we've had to continue tricking banks into buying into our vision. In addition to funding new locations, there's always a need to continue investing in current locations. As probably any climbing gym operator can attest, there are limitless ways to spend money when you own a climbing gym.

 

CWA: What sets Triangle Rock Club apart from other east-coast franchises?

 

JG: We have a singular mission statement that we think drives our company behavior and decisions: to enhance and transform the lives of others by enthusiastically sharing our passion for climbing and fitness. That mission statement is a great compass for our company. Something else that might be different is that we have phased four out of five of our gyms. It's allowed us to open earlier, start building the community, and then have a planned enhancement later. We've been able to "throttle" our growth and manage expenses by designing our projects to be phased.

 

Lastly, we've been a big user of SBA funding to grow our business. We've completed five rounds of funding and are in process for our sixth. While the paperwork is rather arduous, SBA has allowed us to keep our equity infusions lower plus give us fixed-rate financing for 20 years. That all translates to long-term fixed costs for our real estate, and it makes getting to cash-flow positive quicker.

Triangle Rock Club

CWA: What's the biggest challenge TRC is currently facing?

 

JG: Access to capital at good terms is always a top need and challenge for us. We're looking at future opportunities in the context of our current expansion commitments. With our business so capital intensive, getting loans at favorable terms is always important. I keep asking our bank partners for a $5M unsecured credit line at prime - 1% but haven't been able to talk anyone into lending to us on those terms!

 

CWA: What projects are you most excited about for the future?

 

JG: Triangle Rock Club Durham is going to be our best laid-out and most balanced gym yet. We had a lot of flexibility laying out the space, which is ironically in a previous Walmart (built in 2011). It's going to be a terrific gym. Plus, our Phase 2 ground-up addition to our Richmond gym will be a phenomenal enhancement to our Phase 1, which opened in April 2018.

 

CWA: What does it mean to Triangle Rock Club to be a CWA member?

 

JG: We've been proud to participate as an active member in CWA. For the last 12 years, Triangle Rock Club has been represented at the annual CWA Summit. Helping our industry grow and thrive has been important to us. Others before us have been gracious in helping us get started. We, in turn, have strived to be a good resource for new and aspiring gym owners. For every one person in the US that has a climbing gym membership, there are 100 people who have a monthly fitness or health club membership. If we as an industry convert just one out of a hundred regular gym members, we double the size of our industry. Growing and working together through an industry organization like the CWA is important for all of our futures.

 

BECOME A MEMBER

 

Tags:  member spotlight 

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Meeting Social & Emotional Learning Goals Using Climbing

Posted By Bix Firer and Pat Brehm, Monday, January 28, 2019
Social and Emotional Learning

Social and emotional learning (SEL) has become a hot topic among youth workers of all stripes. The core competencies of SEL, as identified by CASEL, have positive implications on young people’s lives: “improved classroom behavior, an increased ability to manage stress and depression, and better attitudes about themselves, others, and school” (CASEL 2018). When working with young climbers, the more we can seamlessly support their development and the framework other social support networks use, the better for our programs.

 

Benefits in using the core competencies of SEL learning for our young climbers go beyond the obvious benefits to their life listed above. These 5 competencies also provide a clear, measurable way to define the emotional competencies related to performing at a high level, while supporting pro-social development.

 

Youth climbing programs have traditionally assumed that the social and emotional skills associated with climbing will develop as we support young climber’s technical development. Rather than depending on these skills to develop as a corollary to developing the physical skills associated with climbing, it is important to identify and explicitly train these skills so our climbers can succeed in life and on the wall.

 

We will briefly share the 5 core competencies and the relevant actions to climbing, why they are a benefit to young climbers, and how we as coaches and climbing program staff can support their development. These foci and the associated activities or practices can be addressed in sequence, or as single lessons to address team growth areas.

 

SEL Competency: Self-Awareness

Description: Self-awareness is a key component of focus and improvement. The ability to self-identify one’s own assets and growth areas and take on a growth mindset about one’s deficits is the foundation for any improvement in climbing. This attitude translates into the ability to identify and improve technical weakness (i.e. poor footwork or inability to use slopers well) and also allows your young climbers to help each other improve by making positive self-reflection and improvement part of your team’s culture.

 

Activity: Spend one practice where all climbers climb the same three routes: one you identify as pumpy (physically demanding), one that is beta-intensive (technically challenging), and one that has a challenging crux that the coaches point out (mentally intimidating). Once all climbers have climbed all three, have them self-divide based on which of those they identify as their largest area of growth – physical, technical, or mental. These groups will then create a training plan of action to address that deficit.

 

SEL Competency: Self-Management

Description: Self-management is the next natural focus for a young climber, as it is about self-control, setting goals (and sticking to them), and managing stress. These skills are essential for young, developing climbers to perform.

 

Activity: Devote time to practice focusing and positive self-talk. While this may seem like an unnecessary distraction during limited practice time, until this sort of stress management is identified and practiced, it will be a challenge to develop. While starting a practice, have all climbers come together and practice breath counting: silently breath in for 3 seconds, hold the breath for 3 seconds, and breath out for 4 seconds. Practice this for 5 cycles. Then, set aside one climb during each practice where climbers must pause as they are cruxing, and count their breath for two cycles and relax while physically or mentally stressed. Be certain to have one-on-one check-ins with climbers and address this practice.

 

SEL Competencies: Social Awareness and Relationship Skills

Description: While the last two foci were individual skills, Social Awareness as a goal allows you to focus on the dynamics in your team. This SEL competency is best trained in tandem with Relationship Skills. Social Awareness is the ability to take on another party's perspective, and Relationship Skills focus on communication and teamwork. These skills are necessary to develop if your climbers are expected to productively support each other in training and competition.

 

Activity: There is no better practice for teamwork, communication, and empathy than practicing falls. With young climbers who are lead belaying each other, this is a relatively easy practice. For those who are only being belayed by coaches, be certain that this is done where the climbers can witness each other’s falls. The distance is unimportant to the activity; the important part of the activity as SEL competency development is processing. Following the practice falls, the group should be brought together, and the experience should be processed using the following model: What did we have you do (climber, belayer, and larger team)? Why did we do it? How did it feel? Once climbers share their individual experience, use this as a jumping-off point to discuss strategies for managing fear that they can share with the larger group.

 

SEL Competencies: Responsible Decision-Making

Description: Responsible Decision-making means many things, however, here we will focus on the ability to identify and solve individual problems. In the context of a climbing team, the best approach to training this skill is to have young climbers practice reading and executing beta.

 

Activity: Have climbers approach a route at their onsight maximum. With a partner, have the climber walk through their proposed beta for the route. The climber will then – with the reminder of their partner – attempt the route with that specific beta. When they fall, they will be lowered, and propose new beta, repeating until success, or until the coach has instructed climbers and belayers to switch roles. Once both partners have participated in the process, allow time for review. Specifically encourage the climbers to focus on what moves they correctly identified and how.

 

Takeaways

The SEL competencies are relevant to all areas of young climbers’ lives and using the SEL model allows them to identify what they need to improve on mentally and emotionally. Identifying the competencies brings relevance to their climbing, allows them to practice transferable life skills, and gives clear and identifiable targets for the emotional skills associated with successful young climbers. It is a model they will encounter elsewhere, so it draws their social development into their passion – climbing – and makes climbing relevant in their everyday life.

 

In the end, naming these skills – so climbers can identify what they are working on – and building time for reflection on them into practice – so climbers can gauge their improvement – are the two most important steps you can take to allowing climbers to develop their SEL competencies.

 

Bix Firer and Pat Brehm Head ShotAbout the Headwall Group

The Headwall Group distills the lessons learned as educators and leaders working in dynamic and high risk environments and brings them to youth-serving organizations. The Headwall group provides trainings, consultation, and curriculum development services that are rooted in our experience as outdoor experiential educators for climbing gyms, summer camps, and schools.

 

The Headwall Group was founded by Bix Firer and Pat Brehm. Bix Firer (MA, University of Chicago) is currently the Director of Outdoor Programs at College of Idaho and has worked as a wilderness educator, trainer, facilitator, and experiential educator for over a decade. Pat Brehm works as a professional organizational trainer and has spent his career as a climbing coach, facilitator, and outdoor educator.

 

Tags:  coaching  youth team  youth training 

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Balancing the Business, Creativity, and Labor of Routesetting

Posted By Amanda Ashley, Monday, January 21, 2019
Climbing Gym Birthday Parties

As businesses, climbing gyms use business strategies, protocols, and methods to establish and operate the gym, but that approach doesn’t entirely work for routesetting. Unlike fitness gyms that use standardized equipment, climbing gyms are engaged in selling the climbing experience to members, which means routes and boulders set in the gym must emulate the very elusive concept of natural rock. Managing routesetting means balancing the business aspect, the creativity, and the manual labor. These are 3 distinct and very different skill sets, and it’s nearly impossible for anyone to be engaged fully in all 3 at the same time. The goal of managing a routesetting program is to engage the right staff, at the right time, in the right task, to the right degree.

 

Understanding Creativity, Business, and Labor

Creativity can be defined simply as creating something that didn’t exist before, ie: a new route or boulder in the gym. Inherently, creativity and productivity don’t mix and can be challenging in business. When you see a routesetter staring at a wall, many managers will think, “that person needs to do something.” But approaching routesetters and routesetting this way will only lead to frustration and conflicts. It’s important to know that it’s nearly impossible to see the creative process. People generate ideas in different ways, but research shows that ideas typically come when the mind is free and random thoughts can occur.

 

Business tasks on the other hand, unlike the creative process, are observable. It’s easy to tell when admin tasks are not completed. The business side of a routesetting program includes measurable tasks like placing orders, writing schedules and signing off on payroll – meaning you can determine the average amount of time it takes to accomplish these tasks. Of the three key elements to managing a routesetting program, the business side is the clearest cut, but due to the nature of the other aspects of the job, can present challenges.

 

The manual labor of routesetting cannot be measured in terms of productivity in the same way that other positions can be. This is due to the variable sizes and complexities of routes, and while the routesetter will have a plan of how they want to set the holds, there will be changes as the route takes shape on the wall. Furthermore, unexpected problems can arise that slow down the process, like a broken drill or a spinning t-nut. Additionally, routesetters often work outside of gym hours to set routes.

 

Creating a routesetting team that meets business goals, creates dynamic and fun routes that your members enjoy, and operates productively and efficiently can be a challenge to manage due to the unique skill set required for the position. Luckily, there are some approaches that can help.

 

Apply Strategic Thinking

Labor productivity research shows that the main characteristics influencing staff productivity fall into two categories: 1. age, skill, and experience, and 2. leadership and motivation. How you engage and interact with your team plays a significant role in determining the outcome. Identify the strategic requirements of the job – how does this job contribute to the overall mission and goal of the business? Then identify and prioritize the activities that would reach that outcome. Unfortunately for management and staff, the connection between their role and the strategic contribution they should be making is not always obvious, and losing track of this very important ideation can lead to poor productivity and skewed expectations. Simply put, your staff should be able to say the goal and objectives of their role as routesetters within the larger framework of the gym and know how their work directly affects the business.

 

Schedule Team Meetings Appropriately

While most of your staff probably keeps a regular schedule, routesetters may be setting after hours to avoid business interruption, which can lead to late nights. This may sound obvious, but expecting routesetters to attend early meetings after a late night or a re-set after a comp isn’t setting them up for success, pun intended. While team meetings are important and often need to occur right after events to recap, schedule them when they make sense and with consideration of when your routesetters usually pull shifts.

 

Cross Train on Varied Tasks

As an employer, don’t fall into the trap of a one-stop shop employee; sure, the idea of a creative routesetter/business wunderkind/workhorse sounds good, but as your gym grows, this approach limits what your staff can do and can lead to burnout. Be creative and do what works for your team; if you’re unsure of what your team needs, ask them for input. Cross-training the routesetting team on all the tasks that need to be accomplished for the business, while allowing them to develop skills and take on new responsibilities, will in turn support the strategic plan and growth of the gym.

 

Build Creativity Into the Schedule

We’ve already covered that creativity happens when the mind is free, so build in time for routesetters to be creative as a part of their job. Simply because you can’t see it doesn’t mean your business won’t benefit from the process that routesetters undertake to create routes; and they need to be compensated for their creativity. What does that look like at your gym? Ask your routesetters when and how they get their best ideas for routes, then include time for them on their schedule to foster and develop creativity. You’ll know it’s working when your gym members are happy with the routes and providing positive feedback.

 

Putting It All Together (PIAT)

Balancing creativity, labor, and business doesn’t have to be challenging once you know what you need to accomplish. Managing your team well means that you know the strategic objective of the job and the strengths and weaknesses of your team.

  • Define Routesetting Strategically
  • Identify and Prioritize Routesetting Tasks
  • Schedule Meetings so Routesetters Can Participate
  • Cross Train on Varied Tasks
  • Schedule Time for Routesetters to Be Creative

 

Amanda Ashley Head ShotAbout Amanda Ashley

Amanda Ashley is a writer, climber, and a climbing mom. From her early days spent training on the musty community woody in The School at the New River Gorge to training in modern mega climbing gyms all over the West, she's seen the rise of climbing gyms and the evolution of routesetting up close and personal for the past 20 years. Amanda writes about climbers, routesetting, changes in climbing movement and performance, and the climbing industry. Amanda's work has appeared in Climbing Magazine, Climbing Business Journal, and the Utah Adventure Journal.

 

Tags:  company culture  employee engagement  human resources  leadership  management  operations  routesetting  routesetting management  staff retention  staff training 

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The Two Keys to a Great Customer Experience

Posted By Chris Stevenson, Monday, January 14, 2019
Climbing Gym Customer Experience

A few months ago, I was in Lisbon, Portugal, presenting to more than 1,000 club owners on membership sales. The presentation was about experiential sales and the concept of serving instead of selling. (This great concept will be a future blog topic.)

 

The event was held at the Epic Sana Hotel Lisboa. The hotel completely lived up to its name, delivering an absolutely unparalleled customer experience. I travel a ton, both personally and professionally, and this was by far one of the best hotel experiences I have ever had. The Epic Sana Hotel Lisboa nailed the two fundamental components to a great customer experience: A product or service that efficiently and effectively meets all of your needs, and a product or service that finds opportunities to surprise and delight.

 

Key #1: All of my needs were met efficiently and effectively. I arrived in the morning and my room was ready. Having flown on a redeye for over 14 hours, this was important to me. The reception staff was proactive about informing me of all of the amenities and things to do in the area. The few questions that I did have were answered by the first person with whom I interacted. There was no escalation, the person I spoke to was well-equipped and well-informed. (As a side note, one of the most common complaints from consumers is escalation – wherein a staffer needs the assistance of someone else in order to respond to an inquiry – so make sure you minimize that at your facility through your training program.) My room was cleaned every day as soon as I left it. There were complimentary waters in my room every day. The entire staff was bilingual, so I never had any issues communicating with anyone. Everything that one would expect from a hotel was in order, efficiently and effectively meeting all of my needs.

 

Key #2: The Epic Sana Hotel Lisboa also excelled at finding ways to surprise and delight me. There was literally a surprise and delight around every corner. The TV in my room said, “Welcome Mr. Stevenson,” when I arrived. The room was automated based on my behavior, so when I returned, the room automatically went back to the way I left it. The lights I wanted on, came on; the curtains I wanted open, opened; and the TV turned back on to the station that I left it on, at the volume I had set. The bartender comped me a few drinks over the course of my stay. The housekeeping staff turned down sheets every night and placed a piece of chocolate on the nightstand. To top it off, when I forgot my outlet converter, the hotel staff went and purchased it for me at no charge and delivered it to my room.

 

With all of the traveling that I do, this was one of the best experiences I have ever had at a hotel. All of my basic needs were not only met, they were exceeded, and I was consistently surprised and delighted. I had a great customer experience.

 

Take a few minutes right now and think about your facility. Are you hitting the two fundamental components of a great customer experience? Is it easy and welcoming for your customers to park, enter your facility, buy a membership, climb the way they want to, etc.? Are you doing things like recognizing birthdays and membership anniversaries, memorizing names, anticipating needs, and finding other creative ways to surprise and delight your customers on a regular basis? If not, start brainstorming how you can. If you believe you’re already nailing both of those fundamental keys, brainstorm how you can be even better. As the climbing industry continues to become even more competitive, a great customer experience becomes even more essential.

 

Chris Stevenson Head Shot About Chris Stevenson

Chris Stevenson is the owner of Stevenson Fitness, a full-service health club in Oak Park, California. The club’s success is based on providing an unparalleled member experience, which centers on proper staffing, systematic operations, and world-class leadership. This success is reflected in the club’s Net Promoter Score, which is consistently in the high 80s (industry average is in the 40s). Chris is an international speaker who presents viable, applicable lectures that resonate with every audience.

 

Tags:  company culture  customer experience  customer satisfaction  customer service  employee engagement  human resources  leadership  management  staff training 

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Team Dynamics: Managing Different Ages/Abilities on a Small Team

Posted By Amanda Ashley, Monday, January 7, 2019
Youth Climbing Team Athlete

Youth comp teams have experienced massive growth in the last 10 years, and with the release of Free Solo and The Dawn Wall in theaters nationwide, as well as climbing’s debut in the 2020 Olympics, that growth is not going to slow down. USA Climbing reported a consistent 17% annual growth in youth memberships since 2012, and that growth is good news for climbing gym owners. In addition to branding and marketing opportunities, comp teams provide an additional revenue stream and employment opportunities for staff. While smaller teams can be easier to manage from a coaching perspective, one of the struggles can be balancing different ages and abilities before your team is big enough to justify adding staff or creating separate categories. Not only do coaches get frustrated, so do athletes, as kids will have more fun climbing and training with their own peer groups. Navigating team dynamics doesn’t have to be frustrating – let’s talk through some ways to eliminate the most common challenges that small teams face.

 

Align the Team with Your Business Model & Staff

Team athletes will clog up routes and boulders during peak times, so it’s vital that having a comp team fits your business model and staff. Every member of your staff, from routesetters to front desk staff and coaches, will have to be on board to facilitate the infrastructure, the routes, and other needs that a team has. Put another way, your gym staff has to come together as a team to create the strategy, structure, and processes that support the youth team and set clear goals for the program.

 

Rec Team First, Then Comp Team

Before even looking at how to effectively manage your comp team, it’s important to look more broadly at your youth programming offerings and the difference between recreation and competition teams. Recreation teams focus on developing kids who love climbing – who become proficient with basic climbing movement, techniques, and safety, while competition teams focus on developing youth climbers into competitors. Research shows that over 75% of youth athletes drop out of sports by age 13. These athletes cite burnout, injury, and pressure as their top reasons. Starting youth out on a rec team can eliminate ability differences and substantially reduce the chance of burnout, ensuring that you have an engaged team of athletes who enjoy climbing. The youth climbers in your gym that want to take their climbing to the competitive level will be easy to spot.

 

Develop a Training Program

If you’ve currently got your team just showing up and climbing, it’s time to regroup and develop a training protocol specific to the physiology and psychology of the youth athletes on your team. Developing a well-rounded training protocol for sport and bouldering season will ensure that your athletes are training correctly and will reduce their risk of injury. To maximize efficiency, teams can be divided into groups or partners to work through specific drills or protocols, such as: mobility, power endurance, finger strength, technique, overall conditioning, etc. Group games can also be a powerful tool.

 

Make Parents Your Allies

The team might only be for youth athletes, but where there’s kids, there’s parents. Getting parents on board is crucial to creating positive outcomes for the athletes and will help to avoid parent problems down the road. When athletes and their families choose the commitment involved in competitive climbing, make sure they know the expectations for what practice looks like and that they have a realistic idea of how their athlete will perform at competitions based on their category and ability.

 

Coaching Is More Than a Job

Coaching youth is a calling, not just a job. Simply put, the coach can make or break your comp team. Coaches must have climbing-specific experience, training know-how, and most importantly, they must be able to connect with their athletes. Research shows that effective coaches share similar core elements in their coaching philosophy: coach development, athlete development, managed competition, and positive motivational climate, while including fun in all elements. Coaches should also be able to evaluate their programs and make changes based on mistakes or outcomes they’d like to work towards.

 

Learn From Others

There are many established teams that have already worked through many of the challenges that your small team and gym are dealing with. Attend the CWA Summit to network and talk to owners and coaches. Ask for their thoughts on how you can develop your team further. USA Climbing offers resources for coaches, routesetters, and judges: having your staff on board with regulations and rules supports the team and paves the way for your gym to host competitions. You can also hire a consultant or a coach to come in and identify specific issues you need to correct.

 

Putting It All Together

Addressing challenges with team dynamics is the only way to resolve them. Learning how to effectively manage and develop the athletes on your team will not only improve your athlete’s performance, it will keep employees engaged through success in their jobs and reflect positively on your brand. Building a solid team doesn’t happen overnight, it takes:

  • Getting the entire gym on board to create the strategy, structure, and processes that support the comp team.
  • Creating athletes who love climbing first, then developing competitors.
  • Training for goals – effective coaching is about reaching goals; training programs are the road map to get there.
  • Getting the support of parents to ensure that athletes are prepared for training and competition.
  • Developing coaches that are the right fit for your team and gym.
  • Learning best practices from other teams and using consultants to implement new processes.

 

Amanda Ashley Head ShotAbout Amanda Ashley

Amanda Ashley is a writer, climber, and a climbing mom. From her early days spent training on the musty community woody in The School at the New River Gorge to training in modern mega climbing gyms all over the West, she's seen the rise of climbing gyms and the evolution of routesetting up close and personal for the past 20 years. Amanda writes about climbers, routesetting, changes in climbing movement and performance, and the climbing industry. Amanda's work has appeared in Climbing Magazine, Climbing Business Journal, and the Utah Adventure Journal.

 

Tags:  coaching  youth team  youth training 

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Where to Begin with Diversity, Equity, and Inclusion Initiatives

Posted By Emma Walker, Friday, January 4, 2019
Diversity, Equity, and Inclusion Puzzle

There’s a lot of talk in the climbing industry lately about diversity, equity, and inclusion (DEI): What will it take to get more people tied in? How can we make climbing more accessible to a larger, more diverse audience? If you know where to begin, incorporating DEI initiatives into your gym’s practices is more approachable than you might think.

 

Offer basic instruction

“When I first walked into a gym,” says Kriste Peoples, “it looked like everybody else automatically knew what they were doing. I never saw any kind of promotion that said, ‘If you’re new to climbing, we’ll show you the ropes!’ That feeds this notion that climbing is really exclusive.” Peoples instructs Women’s Wilderness’ Girls Lead for Life program, a weekly after-school climbing and leadership program for girls. When Peoples started climbing, she didn’t know much about what gear she needed or to how to tie a figure-eight, and she felt intimidated by the lack of information available for newbies. Offering a short class—even a free community night—on how to tie in would have gone a long way. “In my opinion, this is just good business,” Peoples laughs.

 

Partner with Local Organizations

Representation matters. That’s why climbing organizations like Brown Girls Climb (BGC) and Brothers of Climbing were created: so climbers of color would have opportunities to climb in safe spaces. Monserrat Matehuala, a member of the BGC national leadership team (and co-founder of the group’s Colorado chapter), recently helped run a DEI training for Earth Treks in Golden. “Gyms are gatekeepers for the rock climbing community,” she says, lauding Earth Treks for its commitment to DEI. “They’re often the first contact new climbers have with the community, so it matters that they feel welcome there.” Facilities who reach out to the local chapters of these organizations and create space for them—hosting nights when members of those groups have free or reduced-cost gym entry, for example—tells climbers of color they’re welcome all the time.

 

Watch Your Language

Using inclusive language, says Matehuala, is one easy way to make all your members feel welcome. “There’s a difference between being welcoming and being inclusive,” she explains, using greeting language as an example. Matehuala suggests using a non-gendered greeting—“Hello! How’s your day going?”—rather than one that assumes a member’s gender, like “Hey man!” or “Thanks, sir!” She cites the often-used shortening for the word carabiner (many climbers say “biner”) as an example: it may sound innocuous, but that shortening sounds exactly like an ethnic slur. “It’s hard to break a habit, but as educators, it’s really important,” Matehuala explains. Many gyms are choosing to incorporate that change into their learn-to-climb curricula, she says, which has the added benefit of minimizing the jargon new climbers must learn. Another quick step: Take a look at the imagery around your gym, including ads for upcoming clinics and posters of climbers on picturesque routes. If all the photos you see are of white climbers, it’s time for an overhaul.

 

Train Yourself and Your Staff

Ready to take the plunge? Consider hosting a DEI training for your staff facilitated by someone like BGC or the Avarna Group. If it’s not feasible to bring a facilitator to you, the Avarna Group and others are offering some excellent DEI workshops and conference sessions at the 2019 CWA Summit!

 

It's also important to make professional development resources available to your staff, model inclusivity, and have regular conversations about the importance of DEI. BGC has a number of resources available on their website, and James Edward Mills’ The Adventure Gap and Carolyn Finney’s Black Faces, White Spaces are excellent primers on the importance and value of DEI in the outdoors.

 

Emma Walker Head ShotAbout Emma Walker

Emma Walker is a freelance writer, editor, and an account manager with Golden, Colorado-based Bonfire Collective. Emma earned her M.S. in Outdoor and Environmental Education from Alaska Pacific University and has worked as an educator and guide at gyms, crags, and peaks around the American West.

 

Tags:  climbing culture  community development  company culture  diversity  leadership  management  staff training  workplace diversity 

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If Customer Experience Is Important, Why Aren’t We Good at It?

Posted By Chris Stevenson, Tuesday, December 18, 2018
Climbing Gym Customer Experience

The Customer Engagement Academy (CEA) recently released its Member Engagement in the Global Health and Fitness Industry Survey Report for 2018. It was full of great research and data, but there was one thing that stuck out to me. Based on the survey results, while a majority of clubs felt that member engagement is really important, not very many clubs felt that they were doing a good job at it. Given all of the parallels between the fitness industry and the indoor climbing world, I would venture to guess that some climbing facilities feel the same way. With the increase in the number of climbing facilities and competition, member experience is going to become a huge competitive advantage, if not the most important one. Create a great climbing experience, focusing on the entire customer journey, and you will win. Don’t, and you will lose.

 

So how do we do this? Let’s allow the data to guide us. According to the study, the top three reasons clubs felt they were falling short were lack of human resources, other priorities were taking precedence, and lack of understanding of what needs to be done. Let's break those three things down and talk about how we deal with those challenges.

 

1. Lack of human resources. The best way to deal with this is to simply make sure that all of your staff members, regardless of position, are trained on member engagement. If your entire team is armed with engagement skills, you will dramatically increase your resources. Any time we hire a new team member at Stevenson Fitness, we start the onboarding process with our company story and member experience training. We cover, in-depth, all strategies that enhance the member experience. This includes things like name recognition techniques, body language, luxury language, proper policy enforcement, warm welcomes, fond farewells, and more. We use a combination of lecture, videos, books, articles, power points, and role play to make sure nothing is missed. We also use quizzes to make sure that the information is retained.

 

2. Other priorities taking precedence. If clubs believe that engagement is essential, and the report says they do, you simply have to prioritize it. This isn’t always easy. We tend to let the technical duties of our roles as well as putting out fires get ahead of actively creating a great experience at all times. Members have to come first. The world stops when a member is present. Technical aspects of jobs take a backseat to opportunities for engagement. Communicate that consistently to your team, recognize when they do it well, and evaluate their performance on it. Create a customer-centric culture.

 

3. Lack of understanding of what needs to be done. This is perhaps the easiest challenge to conquer. Go to events like the CWA Summit every year. Attend experience, retention, and engagement-themed presentations. Find an event or two outside of the indoor climbing industry to learn creative approaches you can bring to your business and your industry. Listen to podcasts, read appropriate books, and subscribe to blogs. There are plenty of great resources to show you exactly what needs to be done. Utilize them!

 

Success comes when our behaviors match our priorities. Prioritize member engagement and establish behaviors that support it! Your members will notice, and it won’t take long for your business to see the benefits.

 

Chris Stevenson Head Shot About Chris Stevenson

Chris Stevenson is the owner of Stevenson Fitness, a full-service health club in Oak Park, California. The club’s success is based on providing an unparalleled member experience, which centers on proper staffing, systematic operations, and world-class leadership. This success is reflected in the club’s Net Promoter Score, which is consistently in the high 80s (industry average is in the 40s). Chris is an international speaker who presents viable, applicable lectures that resonate with every audience.

 

Tags:  company culture  customer experience  customer satisfaction  customer service  human resources  leadership  management  staff training 

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5 Programs Your Members Wish You'd Offer

Posted By Emma Walker, Monday, December 10, 2018
Climbing Gym Programming

Member engagement is critical in retaining customers, so it makes sense that climbing gyms offer a huge variety of programming to keep their members happy. Some of these programs are climbing-related, while others are focused on cross-training or building community. These five program types have had widespread success at climbing gyms across the country:

 

1. Gym-to-Crag Education

 

If members at Earth Treks Golden want a spot in one of the gym’s Sport Climbing Outside or Self-Rescue classes, they’d better sign up early – these multi-part clinics fill up fast. As more climbers begin venturing outside, educating them about the basics of crag safety (and etiquette) is increasingly important. After members complete a Lead Climbing 101 course (or have equivalent lead climbing and belaying experience), they’re ready to learn the basics from a qualified instructor in a safe environment. Bonus: Monthly members are offered a discount on their class fees.

 

2. Technical Instruction

 

As climbers become more proficient, they continue to need mentorship – and what better place to turn than their local gym, where many of them meet their partners? Bend Rock Gym offers Anchor Building 101 and 102 classes. These sessions are specifically tailored to the conditions climbers will encounter at nearby Smith Rock, but the gym notes that once climbers have learned to set up anchors on bolted climbs at Smith, they can apply that knowledge wherever they climb.

 

3. Speakers and Slideshows

 

Your members might have joined the climbing gym to move around, but if the topic is interesting enough, they’ll sit still for an hour or so. Just ask Eric Wickenheiser, Alaska Rock Gym’s Operations Manager. ARG often hosts local climbers to give talks to the tight-knit Anchorage climbing community on their latest adventures, and even did a live recording of the popular podcast The Firn Line with hometown hero Roman Dial. Events like this are fairly inexpensive to put on, and climbers will remember that your gym is supportive and in tune with the greater climbing community.

 

4. Fitness Beyond Yoga

 

Many gyms offer a variety of yoga classes these days, and at lots of facilities, those classes are packed every day of the week – it makes sense, since yoga is a great supplement to climbing. It follows that members jump at the opportunity to increase their fitness or cross-train in other ways, like Earth Treks’ Mountain Prep: Ski + Snowboard Class, its popular 30-minute “The Burn” and “Core Burn” classes, or Milwaukee-based Adventure Rock’s Olympic Lifting and Partner Yoga classes.

 

5. Adult Climbing Leagues

 

Tons of gyms offer coaching, climbing leagues, and comps for kids up to age 18, but for folks who don’t get into climbing until adulthood, it can be tough to learn the ropes without an experienced friend or mentor. Climbing teams for adults go beyond the two-hour Movement 101 classes many facilities offer and give newbie climbers a chance to meet climbing partners and build community. “It’s a group [members] really get into, and our coaches take the training seriously,” says Boston Rock Gym owner Chris O’Connell, whose members often climb together outside the league. “People love it.”

 

As you evaluate your own program lineup, use these examples to spark new ideas that can be implemented at your organization. The key to success is engaging your membership and customers with experiences that will delight and inspire them!

 

Emma Walker Head ShotAbout Emma Walker

Emma Walker is a freelance writer, editor, and an account manager with Golden, Colorado-based Bonfire Collective. Emma earned her M.S. in Outdoor and Environmental Education from Alaska Pacific University and has worked as an educator and guide at gyms, crags, and peaks around the American West.

 

Tags:  community development  customer experience  customer satisfaction  programming 

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It’s Not a Cakewalk: How to Develop a Birthday Party Program

Posted By Amanda Ashley, Monday, December 3, 2018
Updated: Friday, November 30, 2018
Climbing Gym Birthday Parties

With fees ranging from $100 to over $300 for a two-hour party, birthday party programs can be a serious and solid income stream for climbing gyms and also align with other business goals. Not only are you creating a community for your existing youth climbers to celebrate their milestones in your gym, you are also gaining exposure to new youth and families that are not already members of your gym.

 

A birthday party program, like any revenue stream, requires business know-how, research, and set-up to make sure that it’s successful and in line with your brand and business mission. The process for researching the viability of a birthday party program, as with any program for your gym, is known as market research, and the more effort you put into it, the more successful your program will be. Effective market research will result in developing a program that meets customer’s needs, is competitive with similar offerings, is financially viable, and offers a repeatable template for every event.

 

Know Your Customers and What They Want

No matter the size of your gym, the most effective way to learn about your customers is to perform your own market research. In-house market research can be done through conversations, online surveys, or by looking at online analytics. While it’s likely that your existing members will take advantage of your birthday party program, the insights you will gain from research will help you market to a new set of customers, which gives you opportunities to boost membership and promote youth programs. When you research customers, you’ll need to answer the following questions:

  • Who is going to book a party at your gym?
  • What other options are they likely to consider for their party location? Why?
  • Why do they book parties at venues?
  • What factors are likely to convince them to book a party at your gym?

The answers to your research questions should include general and specific information, for example:

 

Who is going to book a party at your gym?
General information: Parents
Specific information: Parents of children aged 8-14 within a 10 mile radius of the gym

 

Know Your Competition and What They Offer

What is your competition? While you might think that a neighboring gym is your main competition, when it comes to birthday parties you are now competing with amusement parks, zoos, restaurants, and countless other venues. While the sheer volume of venues can be overwhelming, focus your research on venues that host parties comparable in size to ones you will offer in your gym. After reviewing your competition, you can determine what you offer that they don’t.

 

When you research competition in your area you should be collecting data on:

  • What services/activities they offer
  • What rates and fees they charge
  • Their marketing materials and ads
  • What can you offer that they can’t? (Unique selling proposition)

 

Set up a Party Space

Unless you want kids carrying drinks and cake all over the gym, set up a dedicated party space and make sure guests understand your expectations on where they eat and place food. The party room should be easy to set up, decorate, and clean. Determine what you will offer and what you expect parents to bring or do.

  • Will you decorate or give out goody bags?
  • Do you have ice?
  • Do you offer a sink or kitchen space that can be used?
  • Do you have enough tables and chairs for kids and parents?
  • What activities will you offer: only bouldering, only top-rope, games or other hands-on activities?
  • Do you provide an e-vite with links to waivers and information about climbing in your gym?

 

Calculate a Pricing Structure

You’ll want to calculate a pricing structure that adequately reflects your value proposition in addition to the party aspect. Birthday parties at your gym may cost more than hosting a party at the local pizza place – and you should be prepared to explain why. One obvious unique selling point is the value of the experience the kids will get when they learn about and get to try indoor climbing.

 

There are different pricing models that you can apply, but you’ll want to consider material costs, labor costs, and other fixed or overhead costs that are inherent to running a climbing gym, as well as competitors’ pricing. It can be difficult to determine a pricing structure, as you must balance selling a service, delivering value, and earning a fair profit. As you build and develop your program you can monitor and change prices.

 

Create Birthday Party Packages

Once you know what your customers want and what the competition offers, it’s time to figure out what you are going to offer. You’ll want to clearly and specifically outline what you’ll offer and how much you’ll charge. Things you’ll want to cover in your packages are:

  • Base rates and rates for add-ons
  • Times/days that you offer parties
  • What age range can you accommodate? Are the space and activities appropriate for all ages?
  • What you provide; plates, napkins, serve ware, shoes, harnesses, etc.
  • What parents need to provide; decorations, drinks, food, cake, etc.
  • Do you have a parent or adult/child ratio requirement?

You can be creative with packages to sell more at a better price. How you present your packages can make or break your program, so make sure to re-evaluate if you are not seeing the sales you were expecting.

 

Get the Whole Team on Board

Getting the whole team on board with the new program is crucial to its success. Not only is training essential to make sure that events are booked and run properly, you’ll also be engaging and investing in your staff. Provide the staff all the information about the new program so they can answer questions and speak to guests about booking events. When events are booked and held make sure that everyone knows what the expectations are for their involvement.

 

Market Your Birthday Party

Once you’ve researched and defined your birthday party program, it’s time to get the word out and generate sales. As part of your research on competition you collected data on marketing, now you’ll use it to promote your program. Obviously you’ll want to promote your birthday party program to your existing members and on your social media.

 

To target new customers, you’ll use your research on who your customers are and advertise to them. Add a landing page to your website with relevant information and be sure to include an information capture form to get leads. Create a list of likely search terms, such as “best kids birthday party venue,” and target them with ads. Send out press releases to local media outlets. Invite local family and mom bloggers to come tour the facility and write about what you offer and why it’s unique. There are lots of marketing strategies to choose from, but the key is to think about where your customers “hang out,” whether that’s online or in person, and develop a plan to reach them.

 

Putting It All Together (PIAT)

Creating new business lines can be intimidating, however the pay-offs make it worthwhile. Set realistic goals for accomplishing each step of market research and launching your new program, set it up properly and do it right the first time. Birthdays are a life milestone at any age and developing a well-thought-out birthday party program builds the community in your gym and creates brand loyalty with your members. You may not be able to research everything, so stick to the areas that will provide you with the most important information:

  • Know what your customers want
  • Know your competition
  • Create a fun and functional party space
  • Run the numbers to develop pricing
  • Clearly outline everything you offer
  • Train all the staff on expectations
  • Market and book birthday parties

 

Amanda Ashley Head ShotAbout Amanda Ashley

Amanda Ashley is a writer, climber, and a climbing mom. From her early days spent training on the musty community woody in The School at the New River Gorge to training in modern mega climbing gyms all over the West, she's seen the rise of climbing gyms and the evolution of routesetting up close and personal for the past 20 years. Amanda writes about climbers, routesetting, changes in climbing movement and performance, and the climbing industry. Amanda's work has appeared in Climbing Magazine, Climbing Business Journal, and the Utah Adventure Journal.

 

Tags:  birthday parties  marketing  operations  programming  staff training 

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