A Few Missing Chapters: Personal Training Studio Management
By Dexter Tenison, CFT

(Part 2)

Part 1

Most books dealing with health and fitness management were written in the 1990s. There was a very different picture of the fitness industry than what is now happening in 2009. Machine-based exercise protocols were at their pinnacle during that period. Today, there has been a return to more functional exercise based methods using traditional barbells, dumbbells, and even kettlebells. It would best to consider this current period of the fitness industry as the neoclassical period. There is a return to free weights, but there is a new emphasis on movement and performance enhancement. Also, emphasis is put on health related issues and machine-based training ranks low on the grid of functional or transferable exercise.

Many personal trainers have realized that their services are not considered an asset to big gyms and facilities. Within the last 10 years, personal trainers have broken away from these gyms, forming their own studios in order to fill a void in the current paradigm of the fitness industry: a results-based business. This is a noble move, but it has put personal trainers into the role of owner and manager, and few trainers have proper education in management.

Phil Kaplan claims “failure to seek knowledge on how to run a successful business is where more personal trainers fail.” I could not agree more. As I write, I personally know that a few well-known figures in the fitness industry are faced with closing down their personal training studio due to the simple fact that they don’t have the knowledge to run a successful personal training business. Implementation of the knowledge that is needed to run a successful business is the most important thing a personal training manager or independent personal trainer can do. Without it, the business will fail. There are multiple avenues that can and should be discussed in order to have a successful business. However, I will limit my topics to staff selection and development, basic studio management considerations, profit centers, and health fitness equipment considerations.

Staff Selection and Development

Since personal training studios depend mostly on personal trainers, it is extremely important to hire qualified and passionate staff. Even if the facility is one of the best in the world, it will not be able to survive without the right staff to tie the mission of the facility with results (Grantham, Patton, York, & Winick, 1998). Unfortunately, there is currently no standardization to the exact qualifications of personal trainers and it is left to the studio owner to make those decisions (Lloyd, 2007).

Since more people are now depending on personal trainers for health reasons, the qualifications of personal trainers are now being examined (Lloyd, 2007). The requirements for education of personal trainers are currently under debate. Currently, not all four-year degree programs require a hands-on practical education (Lloyd). Also, none of the national personal trainer certifications have a practical component.

It may be best for the studio manager to assess personal trainers by making them go through a mock program in order to assess their practical knowledge (Lloyd, 2007). Most employers require their personal trainers to continue their education. Frank Pastorelli (2008) of Frank Pastorelli Fitness located in Florida requires his personal trainers to study a manual of his methods and philosophies. Then they must pass written and practical exams in order to continue employment at his facilities (Pastorelli). Juan Carlos Santana uses a similar approach in Boca Raton with college interns that come to his facility. They must pass a written test about the Institute of Human Performance philosophies and program design. Then, they receive hands-on training through observation and by giving personal training sessions. When running an ISSA certified facility, continuing education can come from the specialized courses that are offered in nutrition, performance, and other certification courses.

Written and practical tests are the best standard currently; however, it is the author’s belief that these methods are not enough. It would be best if there were a minimal standard of practical and comprehensive knowledge for personal trainers. Not only should trainers have knowledge in exercise science, but also in psychology, nutrition, marketing, and basic management. The answer may be found in other professional fields’ educational systems. A mix of educational structure found in the chiropractor, beautician, and nursing fields could finally bring personal training standards to the forefront instead of just certifications. Education should be standardized to include uniform didactic and practical knowledge, with a standardized licensure examination. Similar to chiropractic schools, specific personal training schools should be created to serve these objectives. Additional certifications in other specializations could be offered for continuing education credits.

For other staff members within a personal training studio, the recommendations found within the Health Fitness Management textbook provide valuable insight to non-personal training staff members such as the front desk workers, accountants, and facility maintenance employees (Grantham, Patton, York, & Winick, 1998). The main factors influencing hiring of these members are the size of the facility and the money it is generating. If a studio is not large enough to necessitate the hiring of auxiliary staff, other employees can be trained to fulfill these roles. A personal trainer in a small facility would need to clean the machines and workout area at the end of each studio session, as opposed to hiring a janitor.

Studio Management

Bookkeeping Management

One of the weakest areas for personal trainers is the bookkeeping portion of management. Luckily, we live in the 21st century and the computer and internet is serving as a valuable tool for businesses. There are excellent software and online programs available for running a professional and profitable personal training business (Dunkel, 2003). There are programs that can do day-to-day business management, schedules, accounting, reporting, analysis, and create custom client programs and logs. Some programs offer online training capabilities and newsletter features (Dunkel). This can ease the aches and pains of knowing what to document as these types of software take the guesswork out. However, this software is only a tool, and it is only as good as the manager using it. There must be a commitment to constantly update the database and keep up with day-to-day tasks.

Member Management

All health facilities keep up with members through databases. However, member management is an area where personal training studio managers can excel. Generally speaking, there are fewer members in personal training studios than in bigger health clubs. This gives an advantage for personal training studios to give personalized attention to each of its members, which helps with marketing and retention.

The ability to email clients is a valuable reason to keep member databases. Emails and electronic newsletters are excellent ways for the personal training manager to increase client retention, show that the facility is credible and professional, and can be used as a promotional tool (Merschat, 2002). The best email strategy is to compile a list of current, past, and potential clients. Ask them if they wish to receive valuable information from you through email. When done effectively, emails will be read and many of the people on your list will become raving fans.

Merschat (2002) suggests three areas to consider when emailing clients: frequency, length, and providing value. Merschat’s opinion is that once a week seems to be a preferred frequency for email. If the manager emails clients less than once a month, the newsletters tend to lose importance. Length of the email is also an important consideration (Merschat). If the email is too short, it won’t seem important, but having an email that is too long causes clients to disregard the message. Generally speaking, one page is a good length for an email (Merschat).

The most important area is providing value. Giving clients valuable information builds rapport and establishes the studio as a professional business (Merschat, 2002). The key is to provide information that they may not normally receive in the one-on-one session while not giving away the whole amount. This sparks interest in clients and also establishes the facility as the go-to place for information related to health and fitness.

Continue to Part 2

References

1. Conrad, C. (2007). Branding: The mark of a business success. Setting your facility apart from the pack [Online Version]. Personal Fitness Professional. Accessed May 20, 2008 from http://www.ptbaonline.com.
2. Dunkel, J. (2003). Profitable training in 800 square feet [Online Version]. Personal Fitness Professional. Accessed May 20, 2008 from http://www.ptbaonline.com.
3. Fitness Institute International (n.d.). Retrieved May 24, 2008 from http://www.fitnessinstituteinternational.com.
4. Grantham, W.C., Patton, R.W., York, T.D. & Winick, M.L. (1998) Health Fitness Management (1st ed.) Illinois: Human Kinetics.
5. Jablonski, M. (2001). Learn to leverage your time by using the internet [Online Version]. Personal Fitness Professional. Accessed May 20, 2008 from http://www.ptbaonline.com.
6. Lloyd, A. (2007). Fill in your professional requirements here...Are you truly qualified? [Online Version]. Personal Fitness Professional. Accessed May 20, 2008 from http://www.ptbaonline.com.
7. Merschat, T. (2002). Using email to grow your business: Learn what this simple tool can do for you [Online Version]. Personal Fitness Professional. Accessed May 24, 2008 from http://www.ptbaonline.com.
8. Kaplan, P. (2004). Make your facility unstoppable: The new paradigm part 2 [Online Version]. Personal Fitness Professional. Accessed May 20, 2008 from http://www.ptbaonline.com.
9. Kaplan, P. (2007). The pursuit of a business within a business: Easy street or a perilous detour? [Online Version]. Personal Fitness Professional. Accessed May 20, 2008 from http://www.ptbaonline.com.
10. Pastorelli, F. (2008). The chronicles of genesis part 3: The real life struggles and achievement of a personal trainer [online document]. Retrieved May 20, 2008 from http://www.ptbaonline.com.

Dexter Tenison (www.dextertenisonfitness.com) is an ISSA Certified Fitness Trainer and a Master’s candidate for sports studies at The United States Sports Academy. He is the owner and a trainer at Body Transformations in Memphis, TN.