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The Climbing Wall Association's newly-launched blog is a place for indoor climbing industry professionals to find useful and relevant information from industry and business experts. Stay on top of best practices, thought leadership, and trends by subscribing to Thrive - A Climbing Business Blog! www.climbingwallindustry.org/lines

 

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

Effective Workplace Training

Posted By Aaron Gibson, Tuesday, August 20, 2019
Workplace Training

Of all the methods of managing risk that climbing facilities employ, a robust training program is one of the most effective means of reducing accident rates for visitors and workers alike.

 

Studies have consistently shown that the likelihood of an accident is higher in the first month of employment and decreases with time. One study in particular that examined workers’ compensation claims [1] showed that workers on the job were four times more likely to have an accident in the first month compared to workers that had been employed for a year.

 

Therefore, timeliness in training new employees or employees that have been assigned new duties is critical to ensuring their safety.

 

Training, with all its methodologies, approaches, analysis of retention, measures of effectiveness, etc. is a wide-ranging, voluminous topic. This article touches on a few of these areas but focuses primarily on safety and health program training and presents some guidelines for improving your local program.

 

At the end of this article are some links to training resources and articles that may be helpful in evaluating and improving your current program.

 

Types of Training

The purpose of training, by definition, is to impart a particular skill or type of behavior such that it improves performance. Training is intended to prepare a person for a job, a task, or a specific set of circumstances.

 

There are multiple approaches and methods of delivering training: web-based, audio-video, operational, experiential, lecture, coaching, and in-service or on-the-job training are a few forms. A sound approach is to ensure the training translates directly to the workplace.

 

While there are web-based modules available that “check the box” for a training requirement, these are not necessarily the most effective means for ensuring an employee is competent in a particular area. To achieve a level of competency, one should customize the learning to their facility and circumstances.

 

Safety and Employee Orientation Training

Workplace safety training is a requirement to protect workers from injuries and illnesses. OSHA 29 CFR 1910.9 Subpart A [2], states that, “The employer must train each affected employee in the manner required by the standard…” based on the type of work performed, an analysis of workplace hazards, and a worker’s level of responsibility.

 

The type of safety training required is based on the type of work performed and varies with departments. Some specific programs to consider include the following:

  • Fall Protection, Including Slips, Trips, and Falls
  • Emergency Action Planning and Fire Prevention Plans
  • Powered Platforms, Manlifts, and Vehicle-Mounted Work Platforms (for those facilities that use this equipment)
  • Occupational Noise Exposure (Hearing Protection)
  • Electrical Safety
  • Confined Space Entry (for controlled access areas behind or inside climbing walls)
  • First Aid, CPR, and AED
  • General Housekeeping and Storage

 

Training for Specialized Work

Specialized work includes job tasks that are unique in nature and require particular skill sets, techniques, and equipment in order to accomplish the work.

 

Routesetting is an example of specialized training. There are key elements, based on the terrain (i.e. bouldering, top-roping, lead terrain), the tools (ex: impact drills), and the equipment (ex: aerial lifts and ladders).

 

Beyond the technical and creative aspects of creating functional and worthwhile routes, safety is paramount for routesetters. It’s important to identify those requiring specialized training and only allow those who have received training and demonstrated a sufficient level of competency as authorized to perform such work.

 

In other words, if a staff member has not received formal training on work-at-height and routesetting they should not be performing that work unsupervised.

 

The Evaluation Phase

Hosting a brief “tailgate meeting” safety session about a topic and assuming everyone is trained is not sufficient to ensure competency. Incorporate an evaluation phase into training wherein employees are challenged on their understanding and performance and a measure of retention can be determined.

 

Evaluations can differ in form and function based on the type of training but some examples include quizzes, peer assessments, and skill challenges followed by constructive feedback.

 

Written Programs

A written training program is the roadmap that drives your training program. A well-conceived written training program is not burdensome – it sets expectations, identifies requirements, and acts to empower employees and management alike.

 

It is used as a policy document that shows what your training standards are, it helps to ensure everyone is receiving an appropriate and consistent level of training, and it provides a reference from which to work.

 

At a minimum, an annual review of your training program should be performed to check on changes to facilities, equipment, tools, and work practices – your training program should be updated accordingly and subsequently, refresher training should be performed and documented.

 

Training Development

When workers have a voice in the workplace and input about how training is developed, training programs are more effective. It is often the employees that come to know their tasks and working conditions the best and are acutely aware of the hazards.

 

Your staff can point out the strengths and weaknesses in a program. Incorporate employee input into the development and delivery of training.

 

Retraining and Refresher Training

According to OSHA, retraining is required when there is a change in work practices, tools, or procedures. For some programs, refresher training is required.

 

However, even if refresher training is not required, it is a good habit to ensure employees have the necessary level of competency.

 

Continuing education opportunities are a great means of ensuring that knowledge is being disseminated through the team, that problem areas are being addressed, and that there are not gaps in work practices. Likewise, refresher trainings, skill assessments, and certifications should be documented.

 

Training Records

You have probably heard the saying, “If it’s not in writing, it didn’t happen.” The same goes for documenting training.

 

Typically, if a worker is injured and there is an investigation or claim one of the first questions is: “Did the employee receive adequate training to do the job?” If the answer is “yes,” but you do not have the documentation, then there is no record of when or if the training actually occurred.

 

OSHA recommends that employers maintain training records for a period of five years, but requirements may vary based on state laws and insurance. The best practice is to maintain a record of all training and certifications for each employee.

 

Setting up a training record system can be as simple or complex as you’d like. Not sure where to start? Download our sample training tracker as an example resource.

 

In conclusion, an effective training program is essential to maintain worker safety, accomplish work effectively, and meet State and Federal regulations, and insurance requirements. Involve your employees, implement a robust program, and don’t leave the program on the shelf - review it, refine it, and adjust it as necessary.

 

References:

[1] Trial by fire: a multivariate examination of the relation between job tenure and work injuries
[2] Training Requirements in OSHA Standards

 

Additional Articles:

- Exceed Safety Training to Increase Operational Learning and Safety at Work
- Training Effectiveness - A Quality By Design Approach

 

Aaron Gibson Head ShotAbout Aaron Gibson

Aaron Gibson is a climber of over 27 years and an EOSH Professional specializing in fall protection, health, and safety. He holds a Masters of Science in Environmental Epidemiology & Toxicology and has over fifteen years of experience in workplace and environmental health and safety serving local, state, and federal agencies as well as private industry. Aaron has applied his experience to the climbing industry as a safety industry consultant/expert, as well as a gym owner and manager, a USA Climbing coach, USA Climbing certified routesetter, CWA Climbing Wall Instructor Provider, and AMGA Single Pitch Instructor. You can contact Aaron at aaron@rockislandclimbing.com.

 

Tags:  certifications  employee engagement  human resources  leadership  management  operations  OSHA  risk management  routesetting management  staff training  standards  work-at-height 

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CWA Meetings: Calgary Recap

Posted By Emily Moore, Monday, August 19, 2019
Updated: Thursday, August 29, 2019
CWA Meetings Calgary Attendees

Photo by Matthew Huitma, commissioned by Calgary Climbing Centre

Last week, the Climbing Wall Association team launched the first-ever CWA Meetings event in partnership with Calgary Climbing Centre!

 

Over the summer, we have heard from many of you who have questions about this brand-new program: what are CWA Meetings all about, who are these events intended for, and where are you headed next?

 

Let’s take a deeper look into CWA Meetings through the lens of our first event in Calgary.

 

Specialized Job Training

CWA Meetings are job training events by design. A ticket to a CWA Meetings event gives you access to:

  • One full day of workshops, for hands-on skills training
  • One full conference day, for discussion and lecture-based training

When you sign up for the event, you will select a content track that best aligns with your role in a climbing gym. This designation will determine the workshops, roundtables, and lectures you participate in for the duration of the event.

 

CWA Meetings content tracks include:

  • Routesetter, designed for routesetting staff, or head routesetters
  • Management/Operations Staff, designed for front desk managers, gym managers, and gym frontline staff
  • Adult/Youth Instruction, designed for program coordinators, trainers, and commercial coaching staff (competition coaching is not addressed)

 

Routesetters Workshop

Photo by Matthew Huitma, commissioned by Calgary Climbing Centre

 

Community Building

Since CWA Meetings are regional events, the program calls in attendees from gyms in the surrounding area to connect with and learn from each other. Building these relationships is an opportunity to strengthen our industry, broaden professional networks, and keep dialogue open among different climbing facilities.

 

Aside from the conference curriculum, CWA Meetings offers a Member Meetup, which invites gym staff from the region (not just attendees) to socialize and make new connections.

 

Management Roundtable

Photo by Matthew Huitma, commissioned by Calgary Climbing Centre

 

How Do CWA Meetings Differ from the CWA Summit?

CWA Meetings offer a unique opportunity to spend several days collaborating with folks in similar job functions. Unlike the CWA Summit, which offers a broad set of conference topics and a full-blown trade show, CWA Meetings are highly focused.

 

Upon registration for a Meeting, you select a track and then remain with that track from start-to-finish. The three tracks contain their own workshops, lectures, and roundtables in a highly engaged learning environment. The CWA selected top workshop facilitators and presenters who can offer a meaningful experience and help hone important skills for each attendee.

 

Additionally, the curriculum goals of CWA Meetings are largely suited towards early and mid-career professionals. While upper-level management are best-served by the Summit, CWA Meetings are built for growth-oriented professionals who are seeking to increase their professional responsibilities through training, discussion, and certification.

 

Management Roundtable

Photo by Matthew Huitma, commissioned by Calgary Climbing Centre

 

Tell Me About CWA Meetings in Calgary!

Not only was this the first CWA Meetings event, this was the first CWA event in Canada. Let’s take a quick look at the event by the numbers:

  • 1 outstanding host facility (Calgary Climbing Centre)
  • 13 facilities in attendance across 3 Canadian provinces and 2 U.S. states
  • 4 workshops
  • 1 keynote
  • 1 film
  • 3 breakout presentations (1 per track)
  • 6 roundtables (2 per track)
  • 2 product presentations

Here’s a look at the event from our attendees’ viewpoint:

 

“CWA Meetings Calgary was a terrific event. I participated in the Youth & Adult Instruction track, and the information was fresh, well presented, informative and extremely applicable. CWI Provider course was also very well run and is such a great certification to have. Facilities, logistics and communication were also very good. Well worth the trip from Chicago!”

- Dave Hudson, Co-owner and Program Coordinator, First Ascent Climbing and Fitness

 

“I found the whole event to be great opportunity to meet other setters and see where standards are at the moment. We have a lot of work ahead. But this event created that energy to keep pushing leaning and standards in the right direction.”

- Juan Henriquez, Head Setter, Calgary Climbing Centre Hanger

 

“CWA events are a necessity for newer gyms. It allows you to get all of your staff up to speed with the industry in a very short amount of time. Send them to it.”

- Terry Paholek, BLOCS

 

Get Involved

The strength of CWA Meetings is found in a diverse representation of facilities and attendees who can contribute a variety of ideas and experience to the event. Don’t miss out on taking part in year one of CWA Meetings!

 

Check out our CWA Meetings Hoboken and CWA Meetings San Francisco events coming up:

  • Hoboken: September 16-20
  • San Francisco: October 21-25

Register yourself or your staff today for CWA Meetings! If you have questions, you can email Emily Moore at emily@climbingwallindustry.org.

 

REGISTER

 

Tags:  certifications  coaching  customer experience  customer service  CWA Meetings  employee engagement  human resources  leadership  management  member retention  operations  programming  risk management  routesetting  routesetting management  staff training  standards  work-at-height  youth training 

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How to Maximize Your Staff Training Budget

Posted By Amanda Ashley, Tuesday, July 23, 2019
Climbing Gym Staff Training

The relationship between effective training and employee performance is well-researched; a well-trained staff is more engaged in their job, delivers better customer service, represents your brand more professionally, and is more resistant to turnover – all good things. But finding the time and the budget to effectively train staff can be a challenge. Simply put, a training budget includes direct and indirect costs of the courses and materials needed maintain employee training or retraining. On average companies with 100-999 employees train their staff 61.2 hours per year. Training your staff gives your gym a competitive edge, so maximizing your ability to effectively train your staff is a crucial part of your business.

 

Create a Training Budget

Before you can begin to maximize your training budget, you’ll need to make sure you have a line item for training on your annual budget. If you only train out of necessity or when there’s surplus cash in the bank, you’re missing a serious competitive advantage. Expect to cover costs associated with training: delivery, materials, labor, travel, and ongoing trainings. Your training budget will depend on the size of your staff, and smaller businesses spend more on staff training than larger business, but the average training budget is more than $1200 per employee or 1-3% of your annual salary budget.

 

Include Training in Your Strategic Plan

Training is a necessity, as your gym staff is responsible for performing the majority of the work in the gym, so how they are trained should be aligned with branding and the overall mission of the gym. When you view training strategically, training plans are developed according to the needs of the business and are more efficient. A strategic training plan for staff is based on the strategic objectives of the gym and on the tasks at which your staff needs to be proficient. In short, you must ensure any trainings offered to staff are aligned with the goals of the gym and that they cover situations that your staff needs to be prepared for.

 

Develop Training Plans

Develop training plans for each job description in your gym and gather the training materials and resources for how you want the staff trained. Using your budget, determine where your training budget will be spent. Know which staff positions can be cross-trained and outline the timeline for each position. Discuss training in interviews and with new hires, and clearly outline your expectations. Create a dialogue with your staff to ensure that they are learning and retaining the training information. Employee commitment is a big part of maximizing your budget, so getting staff on board creates a positive cycle where trained staff are happier in their roles and there is less turnover in your gym.

 

Train Regularly and Frequently

Training in your gym can be formal or informal, however short, regular trainings keep staff educated, involved, and motivated while not hitting your labor costs the way large trainings do. Post the topics ahead of the training, ask staff to submit their questions for discussion so you’re prepared for the training, then follow up with an email synopsis of the training. E-trainings or one-on-one trainings can be built into schedules when group trainings can’t be held.

 

Cross-training and Mentoring

Cross training gives your staff new responsibilities and skills, while mentoring lets them teach and support each other through the process. Allow staff to work together and have them change duties regularly so they are continuously learning. For staff that excel at cross-training and mentoring, you can offer them a track as a trainer, adding training to their job description and adding a pay rate increase.

 

Vendor Presentations

Many vendors will happily come in to speak to staff about their products and services without charging a fee for the presentation. Before the training you can discuss with the vendor or sales rep how to make the training very specific to your gym and staff. For instance, to a climbing shoe rep you can say: “We want our staff to know about the performance of your climbing shoes, learn how to fit them properly, and review strategies to close a sale.” To a gear sales rep you can use the same approach, “We want you to discuss applicable uses for your climbing gear, instruct them on proper usage, and review safety protocols.” Gyms buy a high volume of holds, shoes, ropes, and gear – utilize your company reps to your advantage.

 

Reuse Training Materials

While there are some training materials you’ll want your staff to keep, create a library of training materials that can be reused. Books, publications, and DVD’s don’t take up much space but can become a handy resource for staff and can be used repeatedly.

 

Online Training

Online training typically has lower costs due to staff not having to travel and not needing additional materials. As staff can access the course remotely and at any time, online training can be built into schedules to evenly distribute extra labor.

 

Tie Training to Retention

When you have staff who are interested in training or certifications for skills such as routesetting, management & operations, or competition coaching, ask them to commit to working for you for a specified amount of time if you support those endeavors financially. Another option is to reimburse them over time for getting training or certifications on their own. While these training expenses might hit the bottom line in a bigger way than you want, by investing in your employees you increase employee retention and therefore avoid training expenses associated with high turnover.

 

Putting It All Together (PIAT)

Implementing a training program can be done in small manageable steps and will greatly benefit your gym by engaging staff and ensuring member satisfaction.

  • Include training in your strategic plan and budget.
  • Develop job-specific training materials.
  • Set expectations during interviews and include training as part of the work week.
  • Cross-train and develop mentorship.
  • Reuse training materials & use online learning tools to reduce costs.
  • Utilize company reps to your training advantage.
  • Tie training to retention.

 

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:  employee engagement  employee turnover  human resources  leadership  management  operations  staff retention  staff training 

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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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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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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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What Makes a Great Manager?

Posted By Emma Walker, Thursday, October 18, 2018
How to be a Great Manager

An excellent manager makes any job seem worth doing. This rings true across all industries, from retail to finance to your local climbing gym. The opposite is true, too: poor management can wreck morale and drive great employees away.

 

Running a climbing gym means managing in tons of different capacities. On a given day, a gym manager might run interference in a customer service setting, help instructors manage groups of kids, and even operate a small retail store, not to mention the responsibility of risk management.

 

While it may be challenging, great management means less turnover, happier climbers, and a thriving gym. Here’s what employees at gyms across the country had to say about the qualities they love about their favorite managers—and one thing they could do without.

 

DO role model a positive attitude

Employees find it demoralizing when their bosses lack enthusiasm. A positive attitude is infectious and makes even those slow weekday shifts fly by.

 

“I don’t mean relentlessly cheerful,” says Tom*, a gym employee in Colorado, who notes that he once had a manager whose at-work moods were unpredictable. “It’s just nice to know my manager will always be professional and positive at work.”

 

DO lead by example

“I’ve seen my manager do everything from retail inventory to a belay check to replacing soap in the bathroom,” says Amy*, who works at a gym in Milwaukee. Sometimes, managing means being a Jack or Jill of all trades. That’s not to say managers always have to take the jobs nobody wants—but when employees see you stepping up when the need arises, they’re more likely to rise to the occasion next time, too.

 

DO set clear expectations

“I never have to wonder what I’m supposed to be doing, even when things are slow,” says John*, who works a Pacific Northwest climbing gym. His manager knows there’s always something to do at a climbing gym, from stocking retail shelves to checking ropes and harnesses to dozens of other daily and weekly tasks. He keeps a running to-do list in a place where employees will see it when they begin their shifts, so there’s plenty to keep staff from twiddling their thumbs when there’s not much traffic.

 

DO give regular feedback

Even well-intentioned employees can’t improve if they don’t have guidance. Sometimes it’s just a nudge (”Don’t forget to greet every person who walks in!”). Other times, it means a tougher, more specific conversation, like the one Tom’s manager had with him when he struggled to keep a group of kids under control. “My manager watched me a few times and gave me some really specific pointers to improve my group management,” he remembers. “I’ve used them ever since!”

 

DON’T micromanage

It’s hard to build trust within your team when they sense they are being micromanaged. “One manager I had would constantly correct even the littlest things, like how I arranged the pens on the desk,” recalls Amy. It’s demoralizing for employees to feel like they’re always being criticized, especially when they’re putting in effort to do a good job. When you do ask for an adjustment in behavior or protocol, explain the reason behind the change. It’ll stick.

 

Looking for more tips on how to take your management to the next level? The Washington Post recommends 10 great books on leadership, including Tommy Caldwell’s The Push.

 

*names have been changed

 

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:  company culture  human resources  leadership  management 

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