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The Keys to Cultural Leadership

Posted By Chris Stevenson, Monday, April 8, 2019
Climbing Gym Customer Experience

While there are many definitions of leadership, I recently came across one that I thought stood out from the rest. Leadership expert, Warren Bennis, explains, "Leadership is the capacity to translate vision into reality." Accordingly, a company has a vision that it wants to execute; the leader is the one who does that. So, how does a leader turn a vision into reality?

 

Successful leaders use various methods to ingrain the company vision with every member of the team: leading by example, effective communication skills, and tangible tactics and strategies.

 

Leading by example is the most important piece. There is no quicker way to destroy a culture than by saying it is one thing but then doing something different. As a leader, you are always on “stage.” Team members are always watching. If they are told something is important, and a leader behaves in a way that shows it isn’t, not only will team members not buy in, there will be trust issues, and possibly a loss of respect. There is no more important role for a leader than leading by example.

 

Communication skills are also extremely critical to successful leadership. Ironically, great communication skills start with being a great listener. Active listening involves truly hearing other people’s thoughts and opinions, asking clarifying questions, and sometimes rephrasing things to develop a better understanding. Successful leaders also communicate openly, honestly, and with compassion. Be concise and direct when delivering feedback, but be kind. Team members will appreciate that. Another thing imperative to effective communication is an awareness of your body language. The way you carry yourself conveys strong conscious and subconscious messages. Try to stay relaxed, open, and maintain eye contact. This creates a comfortable environment for everyone involved in the conversation. Finally, it is essential to stay open-minded and be willing to accept feedback from others. The willingness to ask for and accept feedback is a great way to develop trust, strengthen relationships, and nurture an environment where team members are more willing to share and communicate openly. Leaders that foster environments that promote safe, open, and honest communication are the most successful.

 

Beyond leading by example and excellent communication skills, successful leaders use tangible strategies to turn vision into reality. One way to do this is to market the vision internally to the team. Post your vision, core purpose, mission statement, and core values on the wall in your office or employee break room. Incorporate them into every team meeting. Create “core cards” that your team members carry in their pockets while they are on shift. Hire, fire, express gratitude, and evaluate based on the vision. Keep cheat sheets behind the front desk. Do everything possible to keep the vision at the forefront of every team member’s mind. As a side note, I believe you should also share your vision and values with your members. It is a great way to let them know what you stand for and helps bond them to your brand. Once the vision is ingrained in every team member’s brain, great leaders define specific roles and responsibilities for team members to execute in order to carry out the vision. Successful leaders then provide all of the training, tools, coaching, and support needed for team members to carry out those roles and responsibilities.

 

Simply summarized, successful leaders bring a vision to reality. This is done through leading by example, communicating effectively, and by giving the team the inspiration, as well as the tools and support, they need to execute. I call this cultural leadership.

 

Are you interested in becoming the most effective leader you can be? If so, attend my conference session at the CWA Summit! For an even more in-depth exploration of leadership strategies, please attend my workshop “Cultural Leadership: The Key to Employee Engagement and Motivation”. I would love to see you there!

 

Here are the details for the workshop:

 

Date: Wednesday, May 15, 2019
Time: 1:30 pm - 4:30 pm
Cost: $150 for conference attendees
Location: Big Thompson Room, Embassy Suites Conference Center

Description: Excellence comes from an engaged and motivated team. One way to accomplish that is through cultural leadership. In this interactive session, learn how to lead by infusing a culture that inspires and motivates your team to be the best they can be! Explore strategies that dramatically increase your level of team member engagement. Attendees will leave with tangible tips and tools that will make an immediate impact and are easy to implement.

 

LEARN MORE

 

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 service  employee engagement  employee turnover  human resources  leadership  management  staff retention  staff training 

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Let's Get Engaged!

Posted By Chris Stevenson, Monday, March 11, 2019
Climbing Gym Customer Experience

Employee engagement is a hot topic, and rightfully so. Companies that have a high level of success also have a high level of engaged employees. And no, I don’t mean vows and bridal bouquets. I mean “engaged” in the company’s mission statement and core values. Most companies don’t put a strong focus on creating a culture that engages employees. This is often because they don’t know how to do it. Before we get into the how, let’s look a little more at employee engagement as a whole.

 

There are three types of employees: engaged, disengaged, and actively disengaged. Engaged employees are the ones you want. Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. Disengaged employees are essentially “checked out.” They’re sleepwalking through their workday, putting time – but not energy or passion – into their work. And actively disengaged employees aren’t just unhappy at work; they act out their unhappiness. Actively disengaged workers undermine what engaged coworkers accomplish. While engaged employees are the sought-after group in our facilities, research shows that they constitute only a small percentage of our work force, with the majority of employees falling into the other two categories.

 

So, what are the factors that lead to employee engagement? How can you engage your employees (without getting down on one knee)? Here are five keys to dramatically improve your employee engagement.

 

1. Fair compensation – All team members have to feel like they are being fairly compensated for their work. Make sure you do your research, and know what the going pay rates are for different positions. What a team member feels is “fair” may not be what the market dictates. That is important to know if you find them questioning their compensation. Even when explained and supported, the member may still feel under-compensated. Offer small incentives, raffles and contests to help combat these feelings, and couple these with the four other components provided herein.

 

2. Meaningful work – This starts with company vision, mission and core values. Your team members need to know these things and believe in them. It is important to constantly infuse those items into your team and into their work. That is global. Team members have to know that what they do as individuals matters, and has an impact on the bigger picture vision, mission and values. Even the most seemingly mundane tasks often have a deeper meaning. It's your job to make sure that everyone on your team understands the impact and importance of their respective roles and every task for which they are responsible.

 

3. Appreciation and gratitude – You can never show too much appreciation to your employees. While you infuse your company vision, mission and values, and stress the meaningfulness of their individual roles, cement it with appreciation and gratitude. Gallup research shows that, at a minimum, an employee should receive praise at least once every seven days. I recommend even more. If you have someone on your team that you can't praise at least once a week, it may be time to get him/her off your team. I also strongly recommend creating a “gratitude” system. Daily business routines can sometimes neglect opportunities for employee recognition. Create a checklist, reminders, excel spreadsheet where you plan and track the gratitude you express. When people hear me give this advice, they often ask if that minimizes or trivializes the concept of gratitude. It absolutely does not, as long as you are authentic. It simply reminds us to do something that may have slipped our mind when things get crazy.

 

4. Personal growth – Employees have an innate desire to be better. Learning and self-improvement drive engagement. Disengagement can begin the minute a team member feels as though growth has stopped. Find ways to make sure that your employees are always growing in their work environment. That can come from reading, webinars, podcasts, conferences and more. Empower them to take part in some decision-making, and to handle certain things on their own. Even taking the time to coach them up on a regular basis lets them know that you care about their improvement. When team members know that they are improving and growing the will stay actively engaged.

 

5. Winning – There is nothing more motivating and engaging than achieving a win. Find ways to put your employees in a position to achieve daily victories. Set them up for little wins and celebrate them. A team member should never leave a shift without having at least one win. In practice, this could be setting up KPIs (Key Performance Indicators) that can be reached on a daily basis. It could be as simple as empowering them to do a little extra for your members without having to ask permission. Find ways to make them the hero. If there is good news to deliver, a resolution to a problem that a member is having, or even some swag to give away, let your team member handle it. Hand them that win. Finally, in team meetings, start with asking them what their wins were for the week. Not only does that allow employees to celebrate achievements, it trains them to look for new and/or opportunities to accomplish!

 

Engaged employees “make” you. Disengaged employees, and, even worse, actively disengaged employees, “break” you. Try implementing some of the strategies above to make sure your facility is being made and not broken. None of the strategies above require much of a financial commitment. It just takes a little focus, attention, and time. It is well worth it. An engaged team leads to engaged members and that is the formula for success!

 


Employee Engagement Pre-conference at the CWA Summit

Want more employee engagement tips, tricks, and strategies? Don't miss Chris Stevenson's pre-conference workshop at this year's CWA Summit, Cultural Leadership: The Key to Employee Engagement and Motivation. For assistance adding a pre–conference to your registration, reach out to us at 720-838-8284 or events@climbingwallindustry.org.


 

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  employee engagement  employee turnover  human resources  leadership  management  staff retention  staff 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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Retention Strategies to Reduce Employee Turnover

Posted By Amanda Ashley, Monday, November 19, 2018
How to Reduce Employee Turnover

This month, the US Bureau for Labor and Statistics reported that 3.6 million employees voluntarily quit their jobs in September 2018. Every employee that voluntarily quits costs an employer, on average, 16% of their annual wage. And to make matters worse, high turnover rates come with high replacement and training costs, decreased efficiency of all employees, and ultimately decreased profit. When turnover happens, businesses lose experienced staff and endure negative impacts to the bottom line. This could mean bad news for you and your business.

 

These statistics indicate that the issue of employee turnover is a challenge that many businesses face. As a result, turnover is widely researched and studied, which means that you don’t have to guess why your employees are quitting. You can focus instead on implementing new workplace strategies and policies to avoid the most common turnover pitfalls and retain your most valuable staff.

 

Define and Share Your Culture

When considering the culture of your gym, you should ask yourself, “What does my gym stand for and how does our leadership and staff treat our customers and each other? In a business context, culture is defined as the values and principles that support the management structure. How you manage your gym determines the behaviors and actions of the daily work practices of the staff. In short, culture is your gym’s personality.

 

Columbia University research shows that a culture of productivity, respect, pride, and trust is an important indicator of job satisfaction and reduced turnover. If you haven’t defined your gym’s culture, work together with your staff to create one, but don’t roll out a list of changes and expect your culture to change overnight. Create values and implement small changes over time that support the vision you have for your gym and brand.

 

Hire Smart

Retention starts before employees are hired or ever pull a shift. An article published by the American Economic Association says that how prospective employees find the jobs you have available depends on the economic climate, current job market, geographic concentration, and the wages your gym offers. In a competitive job market, it can feel impossible to find qualified staff, but how you hire can have a profound impact on reducing turnover.

 

During the interview process, you can determine who is the best match for your business. Traditionally the interview process gives employers a chance to learn about a prospective employee’s personality, skills, and abilities, and that’s a good place to start. But the interview is also the time to be transparent about your culture, what the job duties are, and learn about the prospect’s goals and expectations.

 

Hiring and Interviewing Checklist

  • When you are hiring new employees, you should have a written job description that outlines the duties and expectations of the position you are hiring for. Be sure the job description is readily available for posting and sharing to the appropriate job boards, email lists, and professional networks.
  • Define your interview process from start to finish. For instance, what is the format and sequence of the interview process? Do you check references? (You should.) Do you have a standard set of questions you ask? (You should.) Ensure all staff members involved in the interview process are aware of their role, the hiring timeline, and the expectations for the new employee before kicking off interviews with potential new staff.
  • Ensure the content of the interview clearly states the requirements of the job to the prospective employee, such as: “In a four hour shift; you will spend an hour sanitizing rental shoes, and two hours vacuuming chalk dust off of the floor.” Consider offering prospects the opportunity to shadow an employee in their expected role so they will have a realistic expectation of the type of work they will be doing.
  • Communicate your gym’s culture during the interview. High quality applicants will seek out high quality employers, and having a well-defined culture is a large contributor to their decision-making process.
  • Ask prospective employees about their specific goals and timelines during the interview. Answers to questions like, “Where do you see yourself in 6 months?” will give you more information about your new hires than asking where they see themselves in 5 years.

Developing a standard operating procedure for hiring will require an up-front time investment, but these efforts will help offset the potentially devastating costs of turnover by making the hiring process more efficient and effective.

 

Train, Train, Train

Just the same way that you progressively and consistently train your gym clients, you should also be training your new employees. Never assume that your employees know how to perform their job duties until they’ve been trained on how to do their job, you have checked off the skills they’ve learned, and you have asked if they have any questions. Having a training protocol in place is an important part of building a strong team in your gym, as research shows that untrained workers change jobs more frequently. When staff are trained properly they are not only more productive in their role, they also have an increased expectation of their role over time, meaning they are more engaged in their work, more cooperative, deliver better service to customers, and are less likely to quit.

 

Meet Basic Employee Needs

When you say it out loud, it sounds pretty obvious, but meeting basic employee needs takes thought and planning. Basic employee needs include offering competitive wages and a schedule that works for your employees.

 

Paying a competitive wage shows your employees that you value and appreciate the work they do. Follow these guidelines to manage your employees:

  1. Provide clear parameters and a consistent schedule for wage raises. Communicate this information to new hires, and work with them to set goals and expectations for the first evaluation cycle. You should incentivize good performance with rewards such as raises, more hours, or growth pathways, and deter poor performance with negative consequences, such as reduced hours, probation, or termination.
  2. When you near the end of the first evaluation cycle, remind your employees to prepare for their first evaluation meeting.
  3. When you reach the end of the first evaluation cycle, sit down with your staff one-on-one to discuss their performance. Revisit the goals and expectations that were set at the start of the evaluation cycle. Follow through on the commitments made with the rewards/consequences established at the start of hire. Don’t be afraid to ask for their feedback on your performance as a manager and their experiences working for your company.
  4. Set expectations and goals for the next evaluation cycle and update the rewards/consequences accordingly.

If you tell a new hire that in six months you will review their pay and consider a raise, make sure you follow through. Working a job without a pay raise can leave employees feeling as though they are working a dead-end job with no growth, and no one wants to work a dead-end job.

 

Implementing a schedule that works for staff can be a great benefit and can be good for your business. Cornell University research shows that when flexible schedules are implemented in businesses; retention goes up and absenteeism goes down. Flexible scheduling can take many different forms depending on the roles your staff have at the gym: split-shifts, compressed work week or a results-only work environment. If you still publish a rotating schedule, your goal should be to have it forecasted at least 2-3 weeks out.

 

Have Clearly Defined Career Paths

Just as you probably have a strategic growth plan for your business, you should be able to define opportunities that you can offer your employees. A career path is an opportunity for employees to develop their skills and advance in your business. Offering your employees a career path shows employees that as you are growing your business, you are also investing in them and in their success. There may not be many employees that want to make a career out of scanning member cards at the front desk, but they may be interested in routesetting, operations, marketing, event management, business development, coaching, or program management. Columbia University reports that businesses that promote from within benefit from lower turnover and more productive employees. When outlining career paths, remember that your business will benefit from committed employees who are given opportunities to develop their own careers.

 

Putting It All Together (PIAT)

Hiring and keeping great employees takes preparation and planning. If you haven’t already created a human resources department you might feel at a disadvantage, but you can still re-evaluate hiring practices. As smaller businesses pay a higher cost for turnover, it’s worth the time and investment to develop a plan for how you want to manage your human resources. Putting it all together can be a challenge, but the investment will be worth the payback of retaining employees who not only represent your brand but help to grow your business. Make this process manageable by tackling one task at a time:

  • Define your culture and outline values and principles.
  • Standardize your interview process and create written job descriptions.
  • Evaluate and incentivize employee’s performance consistently and regularly.
  • Schedule regular trainings to keep staff engaged.
  • Implement pay increases and offer flex scheduling.
  • Develop career opportunities as your business grows and your employees develop skills.

 

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  employee turnover  human resources  leadership  management  staff retention  staff training 

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The Powerful Potential of a Positive Culture

Posted By Chris Stevenson, Wednesday, September 19, 2018
Updated: Thursday, October 18, 2018
Positive Company Culture

Employee engagement is tough to achieve, yet essential for success. There are three levels of employee engagement: engaged, disengaged, and actively disengaged. As you can imagine, engaged employees are the ones on your team doing a great job. They represent your vision, mission and culture. They help you create the customer experience you are seeking. However, according to Gallup's State of the Global Workplace report, on average, only 15% of employees are actually engaged. The rest of your team are either disengaged or, even worse, actively disengaged. Disengaged employees are barely getting by and not meeting your company standards. Actively disengaged employees are not only failing to meet expectations, but bringing down other employees. And remember, disengaged and actively disengaged comprise 85% of your staff! So how do we change this staggering number? The answer is creating and maintaining a positive company culture.

 

There are five keys to creating a positive company culture: inspiration, communication, participation, appreciation and evaluation. When you focus on all of these areas you create an environment that fosters a high level of employee engagement. This will inevitably invite an outstanding customer experience.

 

Inspiration

It all starts with inspiration. Inspiration involves creating and infusing a meaningful core purpose, mission statement and core values into your company culture. These essential tools illustrate that what the company does--and more importantly what the employees do--has real value. Effective core purpose, mission statement and core values should be the center of every decision made on behalf of company growth and member satisfaction. It is a leader’s job to create these and then make every employee aware of them and their importance.

 

Communication

The second step is communication. Make sure employees are always in the loop with what is going on with your company. In addition to keeping employees informed, it’s important to thoroughly and continuously communicate your expectations of your staff. Employees that are enlightened with communication are far more likely to stay engaged. Always over-communicate!

 

Participation

The third step is participation. The more employees feel that they contribute to the development and execution of the company’s goals, the more they engage. In practice, this can take many forms, including employee engagement surveys, development programs, and meeting effectiveness surveys. A specific example of an effective participation strategy that we use on a regular basis is a “start, stop and continue” survey. We ask our employees to tell us what we need to start doing, stop doing and continue doing. With that, employees can voice their opinions and truly impact the way our company operates. Participating employees are engaged employees.

 

Appreciation

The forth component is appreciation. While recognition and gratitude may seem a little fluffy, research demonstrates that they have a huge impact on employee engagement. Gratitude should be expressed specifically, on a timely basis, and frequently. It should be expressed in face-to-face conversations, made public in meetings, group emails, and on social media. Gratitude should always refer back to the core purpose, mission statement and core values. Expressing gratitude shows that what your employees do has meaning and is appreciated. Gallup studies have shown that to stay engaged, employees should be shown some sort of appreciation or gratitude at least once every seven days.

 

Evaluation

The last engagement piece is evaluation. Employees should be coached daily, causally evaluated quarterly, and formally evaluated annually. Just like appreciation, all of those methods of evaluation should refer back to the core purpose, mission statement and values. Evaluations should also include goal setting. When structured this way, employees know how their work meaningfully supports your company culture, and demonstrates your investment into their growth as human beings. Employees that know that they are growing and performing work that has real meaning stayed engaged. Take time to carefully and strategically craft your different forms of evaluations.

 

An Outstanding Member Experience Starts with Your Employees

Engaged employees make you; disengaged and actively disengaged employees break you. Start inspiring. Communicate openly and honestly. Give employees various ways to communicate and participate in decision-making. Make sure you are showing appreciation to your employees at all times. Lastly, make sure you are giving culture-driven evaluations that express appreciation and promote growth. Those five areas are keys to keeping your employees engaged, and engaged employees will generate an outstanding member experience.

 

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 service  employee engagement  human resources 

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