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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 

Recap: CWA Meetings Hoboken

Posted By Emily Moore, Friday, September 20, 2019
CWA Meetings Hoboken Gravity Vault

Last week, the CWA continued its regional events tour with the latest stop at the Gravity Vault Hoboken. The conference was hosted out of the 25,000 sq. ft. facility and welcomed climbing industry professionals from fourteen different gyms between Quebec and Tennessee.

 

The management/operations attendees dug deep into optimizing customer experience with Chris Stevenson’s long-form workshop and problem-solved common issues in a series of gym manager roundtables. The routesetter attendees focused on forerunning communication skills, setting for customer progression, and technical product knowledge for working at height.

 

Roundtables are one of our industry’s most effective development resources. According to one attendee, “It was a great experience to see where others are in the industry and how they handle difficulties or opportunities.” These programs will continue to facilitate peer-to-peer dialogue among facility managers, routesetters, coaches, and other staff.

 

The CWA thanks The Gravity Vault for their support as a host facility. The CWA also thanks our program sponsors, PETZL, MyClimb, and Sterling for helping make these events possible.

 

Are you unfamiliar with the CWA Meetings program? Read on to learn about this exciting new initiative for our industry.

 

CWA Meetings Hoboken Work at Height

 

What Are CWA Meetings?

CWA Meetings are professional development events. 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 select a content track that best aligns with your role in a climbing gym. CWA Meetings offers training for:

  • Routesetters (routesetting staff or head routesetters)
  • Management/Operations Staff (front desk managers, gym managers, and gym frontline staff)
  • Adult/Youth Instructors (program coordinators, trainers, and commercial coaching staff)

 

Community Building

As regional events, CWA Meetings call in attendees from gyms in the surrounding area to connect 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.

 

How Do CWA Meetings Differ from the CWA Summit?

Unlike the CWA Summit, which offers a broad set of content tracks and a full-blown trade show, CWA Meetings are highly focused on small group learning and building community.

 

CWA Meetings offer a unique opportunity to spend several days collaborating with industry peers in similar job functions. 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.

 

Get Involved

The strength of CWA Meetings is based on a diverse representation of facilities and attendees at each event. Don’t miss out on taking part in year one of CWA Meetings!

 

Check out our CWA Meetings San Francisco event coming up 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  CWA Meetings  leadership  management  operations  staff training  work-at-height 

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Oh Canada: My Experience at the First CWA Meeting in Calgary

Posted By Chris Stevenson, Wednesday, September 4, 2019
Updated: Thursday, August 29, 2019
Chris Stevenson Speaking at CWA Meetings Calgary

Photo by Matthew Huitma, commissioned by Calgary Climbing Centre

I have always believed that the most successful people in any industry are the ones that focus on consistent professional development. In fact, “grow through constant learning” is one of my company’s core values.

 

I learn in many different ways. I read daily. I listen to podcasts while I’m driving or working out. I follow thought leaders on social media. I use apps like Blinkist and Ted Talks. I subscribe to relevant blogs and newsletters. All of these diverse methods of self-improvement allow me to learn different things, in different ways, at different times.

 

While all of these modalities are fantastic, I have found that live events are the most effective method of learning. Live events provide a level of energy and engagement that cannot be found anywhere else. They allow you to build relationships with other industry professionals. You simply can’t beat a well-executed live event.

 

I have been a part of the climbing industry for several years now, including workshops and keynotes at the annual CWA Summit for the last three years. If you haven’t attended this event, make it a priority. I present at events all over the world and the Summit is truly one of my favorites.

 

A few weeks ago, I had the privilege of presenting at the CWA’s first-ever regional event in Calgary, Alberta, Canada. This event was special. There were three things that stood out; the intimate workshop, the brewery (yes, the brewery) and the keynote with a roundtable.

 

Intimate & Focused Workshop

On the first day of the event, I ran a full-day workshop at the Calgary Climbing Centre Rocky Mountain, which is an absolutely beautiful state-of-the-art facility. When I arrived at the gym for the workshop, the energy was off-the-charts. I mean, just feast your eyes for a moment on this striking outdoor wall!

 

Gloves for Hand Protection

Photo courtesy of Musson Cattell Mackey Partnership, Architect Renante Solivar

 

The workshop was one of the best I have ever facilitated; and it wasn’t because of me. It was because of the smaller setting and focused group of attendees. In this context, everyone participated, which created a platform for diverse perspectives and in-depth discussions.

 

I know that I have some good things to teach, but the amount of sharing and discussion that occurred was just as valuable, if not more. There were healthy debates and discussions. The information-sharing was uniquely fantastic. I was the facilitator and I learned a ton. It was amazing.

 

CWA Meetings Management and Operations Track

Photo by Matthew Huitma, commissioned by Calgary Climbing Centre

 

Time to Unwind at the Brewery

Another thing that made this event exceptional was, well, beer. Yes, you read that correctly, beer.

 

After the full day of workshops, there was a reception at a brewery called Last Best Brewing & Distilling. The reception set the perfect scene for everyone to unwind after a long day of learning.

 

Guests were able to get to know each other better and build new relationships. Discussion and information sharing continued. People exchanged cards and connected on social media. They laughed and had a good time. The food was delicious, and the beer was refreshing and tasty.

 

I often joke that some of the best parts of events happen afterwards at the hotel bar. This time, it wasn’t a hotel bar, it was a brewery and it was a really strong part of the event. A good social experience at an event is crucial. The CWA team nailed it.

 

Informative Conference Sessions & Roundtables

The next morning, I had the honor of presenting the opening keynote to kick off the conference day. The gist of the keynote was about being the highest performer you can be while being a great team player at the same time.

 

Chris Stevenson CWA Meetings Keynote

Photo by Matthew Huitma, commissioned by Calgary Climbing Centre

 

The keynote seemed to go over well, and I think the attendees learned a lot. The kicker, however, was the roundtable discussion afterwards.

 

Whenever I present a keynote, my goal is to accomplish two things: to give very tangible information that people can use, and for them to actually take action. Let’s face it, all of the knowledge in the world is useless if you don’t take action on it.

 

The roundtable afterwards allowed me to drive those two points home. We took the five key teaching points in the keynote and spent 15 minutes discussing each of them in-depth. This gave everyone a chance to dig in deeper, share their thoughts, and teach each other.

 

I love roundtables. They are so beneficial, and I get to take a back seat and let the audience do the talking. 😜

 

The keynote, followed by a roundtable, was an absolute homerun. Wait, this was in Canada. The keynote followed by a roundtable was a hat trick.

 

A Great Event with a Healthy Dose of My Cheesy Canadian Jokes

Intimacy. Interaction. Information sharing. Learning. Networking. Fun. This event had it all. It was truly something special. If I had to grade the event, I would have to give it an… EH!

 

CWA Meetings Roundtable Discussion

Photo by Matthew Huitma, commissioned by Calgary Climbing Centre

 

I started this post by talking about the importance of learning. Learning keeps us relevant. It motivates us. It makes us better at our craft.

 

I encourage you to find ways to do diverse methods of constant learning. Get a new book. Download a podcast. Subscribe to a blog. Plan to attend live events like the CWA Summit and/or CWA Meetings like the one in Calgary. Schedule time for learning. Put it in your calendar. What gets scheduled gets accomplished.

 

When it comes to live events, lock it in your calendar. Set aside funds in your budget. Plan to attend at least one or two a year. While all methods are good and should be done, you just can’t beat the all of the amazing benefits of live events.

 

I’m very excited to head to Hoboken in a few days for the second CWA Meeting. If you’re in the New York/New Jersey area, I hope to see you there! Or join us next month in San Francisco. I have no doubt they're both going to be great events.

 

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 satisfaction  customer service  CWA Meetings  employee engagement  leadership  management  operations  programming  risk management  staff retention  staff training  standards 

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Diversity = Variety: What Does It Mean for Commercial Routesetting?

Posted By Willis Kuelthau, Wednesday, August 28, 2019
Diversity in Routesetting

Routesetting is a central part of the experience for every climbing gym’s end users: its members. Routes that are challenging but varied are one reason why climbers keep coming back. In order to provide the best experience for your customer base, it’s crucial to keep diversity in mind as you build your routesetting team and develop your setting program.

 

For an inside look at building a strong routesetting crew and what makes diversity so critical, I got in touch with Sean Nanos, Touchstone Climbing’s Head Routesetter for all of Southern California.

 

Sean discovered climbing at boarding school in New Hampshire, but it wasn’t until he moved to Oakland that he started setting. He rose to foreman at San Francisco’s Dogpatch Boulders before moving to Los Angeles for his current position.

 

WK: What are some of the meanings of “diversity” in routesetting?

 

SN: The most tangible meanings of diversity in routesetting are size (including weight, height, and ape index), age, gender, race/ethnicity, climbing ability, experience, and style.

 

WK: Why is diversity in routesetting important?

 

SN: By definition, diversity means variety. For a commercial gym, supporting climbers in densely populated urban areas means you’re going to be setting for nearly every body…I have yet to come across a single gym in any part of the country that is 100% all one “type” of person.

 

What diverse routesetting brings to the table is promoting inclusivity in our community and providing an experience that challenges every climber while at the same time validating their experience. It also opens the door to those who are interested in routesetting but didn’t think it was for them.

 

WK: What parts of the climbing population are underserved by a homogenous routesetting staff?

 

SN: The first groups that come to mind are women and short people (5’4” and under). As a 5’2” climber I can personally attest to feeling like I am not represented when I go climbing at a lot of other gyms. It’s very discouraging and annoying when you know it can be done differently. From a membership perspective, unknowingly setting for one specific body type can ruin a person’s first impression of what climbing is or how it can be enjoyed.

 

WK: When building a team, what are you looking for a setter to bring to the crew?

 

SN: I tell this to my new routesetters all the time: “You’re here to share your climbing experience, and whatever that means to you is what I want to climb.” Obviously we’re still a commercial gym, so during forerunning we’ll smooth out the climb as a group and make sure it’s comfy, safe, and consistent. But the core—the “soul,” if you will—of the climb won’t change.

 

That’s the goal, anyway. Every time we set a climb it’s a manifestation of how we think climbing is experienced, and when I’m building a team, I need a lot of different setters’ perspectives in order to come close to representing the variety of climbers that come to our gyms.

 

WK: What makes building a diverse team difficult?

 

SN: A lot of people still think that to be a routesetter you have to climb V10+. This archaic way of thinking is still prevalent when I ask someone if they are interested in routesetting. Also, most setting crews in the U.S. are still just a bunch of “tall” white dudes, which is a huge deterrent for talented potential setters that aren’t tall white dudes.

 

The desire and passion to learn routesetting is more important than how hard you climb. With the right training, talent, and experience, setters are able to set great commercial routes for any level.

 

WK: What can gyms do to find and maintain a diverse group of setters?

 

SN: You have to keep your ear to the ground. You have to put in a little more effort to reach out to those people that show potential. Don’t assume “if they’re interested, they’ll apply,” because if your team is a homogenous group of dudes, there’s a very high chance you’ll keep getting resumes and interest from more of the same dudes.

 

I wholeheartedly believe that having setters that are all at different ability levels makes for more successful commercial routesetting. If your entire team climbs V10+, they can become very disconnected to the way moderate grades should feel and climb. They may know objectively what makes a climb “easier,” but it’s easy to set inappropriately for lower grades when everything feels the same.

 

I make it clear to my crew that everyone has their strengths and weaknesses. Knowing how to use those to efficiently and effectively set, forerun, and grade is a lot of work, but the work shows when members climb our routes.

 

WK: As routesetting develops as a profession and craft, how do you think diversity will influence gyms in the future?

 

SN: As indoor climbing becomes more popular and all kinds of people are introduced to the sport, the need for standardized commercial routesetting training will become paramount in creating an inclusive community.

 

Even if you know a diverse team is good for your gym professionally and socially, you can’t lead with diversity—diversity is what you get to after you do the hard work of making your crew more inclusive.

 

You can’t hire someone just to make you look more diverse, you need to take a chance on people and figure out the best way to support them. Having a standardized training entry point can teach potential setters the basics and level the playing field so you can hire based on what an individual has to offer as a setter rather than as a token minority.

 

Elite routesetting teams will be composed of individuals capable of fielding climbs that can be enjoyed by all.

 

Willis Kuelthau Head ShotAbout the Author

Willis is the rare local who was actually born in Boulder, Colorado. He attended Williams College and works as a freelance writer out of Providence, Rhode Island. When he's not writing, you'll find him rock climbing, playing with his cats, and drinking too much green tea.

 

Tags:  climbing culture  community development  company culture  customer experience  customer satisfaction  employee engagement  leadership  member retention  routesetting  routesetting management  staff training  workplace diversity 

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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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Perspectives on Spotting

Posted By Climbing Wall Association, Monday, August 5, 2019
Spotting the Climber

Reprinted from Lines Newsletter, July 2013

 

Spotting is the subject of ongoing industry debate and the intent of this article is to present multiple perspectives in an effort to foster conversation and investigation into spotting practices at CWA member facilities.

 

As with any operational practice, facility managers should take specific facility circumstances into account. Flooring, wall design, fall zones, and other facility-specific items should be considered when determining the implementation of spotting and any other procedures. The goal of this article is not to influence the audience, but rather to provide resources for informed decision making.

 

In order to examine spotting in its proper context, we must first understand its purpose. When asked, our industry experts unanimously defined spotting as a means to protect a climber’s head and neck from impact with the ground/floor.

 

“... Spotting is for the purpose of protecting the head and neck area. In 25 years of operating climbing gyms I have never seen a head injury in a gym while bouldering. For the life of me I cannot figure out why you would need to spot anyone with 12 inches of foam as the landing surface. Spotting will never eliminate broken ankles and wrists. It is not designed for that.”

 

- Rich Johnston, Vertical World

 

Spotting practices are more prevalent in outdoor settings where uneven, smaller, and rocky landing surfaces exist. For the purposes of this article, we will discuss spotting only in the context of indoor climbing. Utilizing this definition and context, we can infer that spotting in an indoor bouldering environment is not primarily intended to prevent ankle and wrist injury (two of the most common indoor bouldering injuries).

 

“With the exception of specific circumstances, systematically spotting boulderers is not recommended in facilities properly equipped with new generation bouldering flooring systems that offer bouldering gymnastic falling technique orientation and instruction for the following reasons:

  1. Bouldering onlookers crowded in close proximity to a climberʼs landing zone may cause pinning resulting in deactivation of the flooring systemʼs ability to properly absorb the impact force of a falling climber.
  2. The presence of a spotter introduces the possibility of a collision with a hard foreign object, which is one of the leading causes of injuries in bouldering areas.
  3. Spotters who are not properly trained (similarly to gymnastics coaches & martial arts instructors) may potentially cause more harm than protection to a falling boulderer.”

- Futurist Climbing Bouldering Techniques (excerpted from The Art of Falling – bouldering orientation video)

 

Though its primary purpose is to mitigate head, neck, and spinal injury (which are less likely in an indoor setting), there are some instances where spotting may be appropriate for alternate purposes. Timy Fairfield of Futurist has provided several examples:

 

“It is advisable that specific circumstances requiring spotting should be considered before attempting every boulder problem to determine if having a spotter is preferable. Bouldering participants should identify potentially dangerous moves that could result in joint locking, over rotation or inversion in the event of a fall before spotting or attempting a boulder problem. Potentially dangerous moves that could result in joint locking, over- rotation and possible inversion of the climber in the event of a fall include:

  1. Horizontal Roof Climbing
  2. Overhead foot placements
  3. High heel hooks/heel hooks on in-cut holds
  4. Foot cams/toe cams between 2 holds”

 

Now understanding the primary purpose of spotting and some of the special cases, we must examine the depth and topics needed to create an effective spotting orientation.

 

“... In most climbing gyms, there is not a spotting program that goes far enough in teaching how to spot a climber adequately. There are only a few situations in a bouldering area, such as a steep cave that is low to the ground, where someone can safely spot someone. Once a climber is higher on wall, it’s safer for the spotter to stay out of the way, unless they are very skilled at spotting. It’s a lot more than just catching someone coming off the wall. It’s a matter of redirecting them to land on a safe part of the body.”

 

- Mike Palmer, Cascade Specialty

 

Possible topics covered in a spotting orientation may include, but are not limited to climber preference for a spotter, flooring type, fall zones, technique, awareness of the climber, awareness of difficult moves on the boulder problem, height of climber, and pitch of the route. Proper orientations should leave the climber with knowledge of why to spot, when to spot, and how to spot properly. If orientations do not achieve this, the opportunities for injury may be larger than if the orientation were omitted altogether.

 

Most gym managers will weigh the facility design, flooring, time/staff commitments, efficiency, customer perception, and implications when considering the implementation of a spotting orientation. While the omission of orientation can be permissible for spotting, it does not apply in top rope or lead climbing scenarios.

 

In our experience, the many considerations involved in spotting orientations implementation frequently result in their omission based on the risks versus the benefits. Even when spotting is used in the correct context, there are many effects to consider. Can the climber’s momentum injure the prospective spotter, adding to facility liability? Aaron Stevens from Climb Iowa weighs in:

 

“In an indoor climbing facility, I think it is FAR more important to talk about how to fall properly than how to spot. People don't really spot even when you take the time to tell them about it. Most bouldering accidents can be reduced from a falling demonstration rather than a spotting demonstration. In my opinion, by teaching and telling people about spotting you are increasing the likelihood that someone will get injured. By teaching proper falling techniques, you are decreasing that risk.”

 

Alternatives

If you choose not to introduce spotting to new climbers, then what should be implemented in its place, if anything? The near unanimous recommendation from our panel is to introduce proper falling technique. Mike Palmer of Cascade Specialty advocates for mandatory falling education for new climbers:

 

“On the practice of an orientation in the bouldering area, I think it should include falling instruction. This will also reduce injuries, and hopefully shield gyms from some liability. I also think spotting is very overrated. There are very few people qualified to spot properly. Letting a novice spot someone is dangerous to the climber and the spotter. The effort would be better spent on falling education. Why not require it like a belay test?”

 

Conclusion

Per our industry experts, the practice of spotting in indoor bouldering areas should be reserved for special cases in which spotting may be favored over climber ground falls. Given the brief nature of most facility orientations, it could be inferred that these special cases may not fall into the scope of mandatory orientations. This leads us to two possible methods of addressing this topic:

  1. Implement a robust spotting orientation that addresses all of the purposes, considerations, and special cases involved in spotting.
  2. Omit spotting orientations from facilities on the grounds that spotting may not be necessary except under special circumstances.

When implementing any new process, the CWA encourages gym owners to understand the purpose, commitments, and implications of such processes. If implementing a spotting program, facilities should ensure that the orientation meets its intended purpose: minimizing injury and facility liability.

 

If omitting spotting orientations, facilities could choose to include bouldering orientation language covering falling technique. This was the most popular recommendation from industry experts for the purposes of minimizing liability (not adding a second person to a potential fall situation) and addressing the most common types of indoor bouldering injuries (ankle and wrist).

 

Tags:  operations  risk management  staff 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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Shifting the Indoor Climbing Industry from Dirtbag to Professional

Posted By Nicole Brandt, Monday, June 24, 2019
Dirtbag to Professional

Climbers fall into a unique lifestyle sport category where the identity is connected to the need to climb, often. Urban Dictionary defines dirtbag as “a person who is committed to a given (usually extreme) lifestyle to the point of abandoning employment and other societal norms in order to pursue said lifestyle; dirtbags seek to spend all of their moments pursuing climbing.”

 

The most famous dirtbags, the Stonemasters, have been captured in the movie Valley Uprising. One of the most famous examples of the shift from dirtbag to professional is Yvon Chouinard, who started Patagonia. Patagonia split to become Black Diamond and Patagonia, two pinnacle examples of mature professional organizations in the climbing industry. Patagonia has gone on to become #100 on the fortune 100 list.

 

A “dirtbag” entrepreneurial company is one that’s in the process of learning what problems the industry needs to solve, while an established professional company is consistently executing the business of solving that problem and building a foundation into the future. In the past, many climbing gym startups were providing a solution to outdoor climbers who needed an indoor space to train when time or weather did not allow them to go outside, yet had not thought far enough into the future to consider the needs of its future clientele. The industry and clientele have shifted vastly, and it’s up to each company to learn and adapt to those changes.

 

Original gym customer:

  • Lower expectations about facility cleanliness and aesthetics
  • Outdoor climbers first and foremost
  • Concerned about training tools and climbing-specific apparatus
  • Enthusiastic about the genesis and novelty of indoor climbing gyms

 

Today, those original training facilities have developed into an entire industry. Indoor climbing gyms have evolved along with their customers, and their current challenges involve operational efficiency, business profitability, accessibility to all levels of climbers, programming, crowd control, community, and facility/space optimization.

 

Today’s climbing gym customer:

  • Varies by region and demographics
  • Learning to climb inside the gym’s four walls
  • Most have never been climbing outside and might never go outside
  • Expectations of facility cleanliness and aesthetics are high
  • Customer service and process expectations are set from other experiential-based activities such as fitness gyms, gymnastic facilities, martial arts, crossfit, and yoga studios

 

Once a gym gains traction, startups must transition into more established professional companies. They must move into a more formal organization that adopts new functions and a strategic approach such as project management methodologies (and project managers), policies such as employee handbooks and gym rules, organizational charts with job descriptions and clear wages, new functions such as targeted programming, customer service priorities and a more structured approach to budgeting and financial management. For the company to be defined as professional, it must expertly understand and consistently produce products and services.

 

Wondering where your company falls? Here are four areas to check in with your level of professionalism: culture, process, branding, and practice.

 

Four Areas to Evaluate Your Company’s Level of Professionalism

1. Culture

  • Clearly state your mission or problem you are trying to solve. Identify your company’s “Why” and communicate it both internally and externally. This minimizes confusion and attracts customers/employees that have similar expectations and goals to what you are trying to accomplish.
  • People first. Humor and fun need to be a part of every day. Adapt your communication style based on the individual or situation.
  • Be accessible in person. Serve your employees, they are your customer. At least once a week, recognize and praise those that work hard. In turn, your employees are able to learn customer service and embody it to customers.
  • Create a culture where people trust one another. Do what you say you are going to do.

 

2. Process

  • Create formal and transparent organizational structure (who is responsible for what, with clear job descriptions) and employee management structure.
  • Empower employees to get work done through onboarding, training, defined development processes, and performance feedback.
  • Make sure customers understand what to do when they come in, what the gym offers/costs, and how to progress in their personal pursuits.
  • Make a strategic plan where you calendar your year and plan top priorities. Communicate these to all staff. This becomes even more important if you have multiple locations.
  • Timely responses to emails and phone calls is a professional given in this area.

 

3. Branding

  • Create a recognizable brand story that includes logo, recognizable colors, shapes, and program sub brands. Have this useable for employees creating outward facing content in print, social, web, and outside marketing to give them clear direction and support. Consistency helps avoid customer confusion.
  • Dress to impress when at work with your brand clearly represented. Customers and newcomers make first impressions based on staff appearance and a dress code ensures everyone has a consistent appearance. Other advantages include promoting a team atmosphere and quick identification when guests need help.
  • Maintain media outlets with consistent content, especially staying on top of channels customers are interacting with. People watch how your company engages with customers online; your communications share what the company cares about in real time and allow for customers to be directly involved with the conversation.

 

4. Practice/Continually Learning

  • Determine the minimum level of entry skills in order to create consistency with onboarding new staff. Give ongoing training support to employees, encouraging them to be at the top of their game.
  • Be sharp with your skills, know how the industry is trending, what’s happening outside your gym, new technology, and be open to learning. If you think you know it all, I question how much you know.
  • Provide mentorship and professional development opportunities for staff—often in the form of formal training programs, workshops, and conferences.

 

Rome wasn't built in a day, and Patagonia started in a garage. Becoming a more professionalized organization takes time, but getting clear on the points above will begin to morph entrepreneurial startups into more mature and formalized organizations.

 

Nicole Brandt Head ShotAbout the Author

Nicole Brandt runs Cypress Roots Consulting, a consulting company for climbing gyms helping them deep-dive into their company organization, programming, and culture. Nicole earned her degree in Outdoor Recreation with an emphasis in Tourism and has worked as the Program Director of Momentum and as a facilitator and guide across the Southeast and West. Currently based out of Salt Lake City, she spends her free time learning about yoga and herbalism.

 

Tags:  company culture  employee engagement  leadership  management  staff training 

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6 Ways to Retain Your Members

Posted By Emma Walker, Monday, May 6, 2019
Climbing Gym Member Retention

You’ve gotten new members in the door, and now there’s a new challenge: keeping them engaged so they become loyal, long-term members. Conventional fitness clubs track their membership trends closely – it’s well-established that membership spikes significantly right after the holidays, then drops off a few months into the new year. With a niche climbing audience, though, retention is more nuanced.

 

We chatted with a few managers at gyms who are successfully retaining members, even when the slower months hit. Here are their secrets.

 

1. Build a community

There isn’t just one magic incentive or trick you can use to retain membership. “It has be a core value that is applied across all aspects of the gym’s facilities, operations, services, etc.” says Rich Breuner, Director of Operations at Bend Rock Gym. The gym’s #1 goal, he says, is to support and facilitate an amazing community experience. “That translates to people wanting to become and stay members,” he explains. It’s working. BRG has seen member attrition rates drop significantly since 2016, when they began examining programs gym-wide and implementing adjustments with member retention in mind.

 

2. Quality walls, quality routes

Members want to climb at gyms with excellent routes. Bend Rock Gym’s commitment to quality begins with the most basic element: its walls. “They’re built well, they’re maintained well, the routes and volumes are always changing,” says Breuner, who compares setters to the cooks in a kitchen. The ingredients, or holds, might be similar to what you’d find anywhere, but a chef at a Michelin-starred restaurant can really make you want to come back. Their routesetting, he says, is a key differentiator and major factor in keeping members coming back for more.

 

3. Education isn’t just for kids

Anchorage’s Alaska Rock Gym offers adult programming free with monthly membership, says Operations Manager Eric Wickenheiser. At some point, Wickenheiser says, “new climbers hit a plateau. After a few months, people think, ‘Hey, how can I climb 5.12?’” ARG’s Climbing 101, 201, and 301 classes, plus lead clinics and women’s-specific programming, keeps members engaged when they might otherwise burn out and let their memberships lapse.

 

4. Invest in customer service

This begins at the front door, but it’s key for staff to get out on the floor and get to know members, too, says Breuner. BRG expects all-star customer service from its staff. “We’re flexible and adapt our customer service experience with the needs of our membership,” he explains. “People come in and they don’t feel like they’re going to war with the staff—they see friendly faces and people who are getting to know them on a personal level.” BRG makes a concerted effort to get desk staff onto the floor to help with waivers and answer questions, which creates a fun, accessible culture for climbing.

 

5. Find the right instructors

When it comes to programming, “the instructor makes or breaks a class,” says Wickenheiser. One of ARG’s most popular yoga classes is at 4:30 p.m., when members are ostensibly at work or in traffic. “The teacher is incredible, so people come anyway. The class is always full.” Wickenhesier adds that when local celebrities (guidebook authors, pro climbers) teach a fitness class or give a talk, it tends to be full.

 

6. Keep track of the trends

“We’re a little isolated here in Alaska,” Wickenheiser laughs, “But we try to keep a finger on the pulse of the industry.” Lots of ARG’s members have climbed at big-name Seattle gyms (most flights in and out of Anchorage go through Seattle), where they see the most cutting-edge gym developments. Members want those amenities at their home gym, too. Heading to the CWA Summit each year, he says, is the best way to keep an eye on industry trends and make sure ARG is up to speed.

 

“The bottom line in member retention is not treating members like a number,” Wickenheiser says. ARG has recently moved to a brand-new facility, but it’s been open for 25 years – Wickenheiser attributes that success to little things like taking the time to remember members’ stories and treating them like the important part of the climbing community they are.

 

Emma Walker Head ShotAbout Emma Walker

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

 

Tags:  climbing culture  community development  company culture  customer experience  customer satisfaction  customer service  leadership  management  marketing  member retention  operations  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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