Who is a director of the fitness club? Is this the warden who builds and drives the whole team with whips or is it a person from whose leadership qualities depend efficiency of the work of the entire fitness club? What professional and personal knowledge and skills he should have, what managerial experience he should implement and what requirements does the fitness industry place on him. I will try to answer all these questions today.
In order to answer the question – who is a director of the fitness club, I will suggest three possibly most popular models of human behavior in this position. The first is called “Tyrant.” Such a director doesn’t pay attention to the personalities and individuals, for him all the employees are a gray mass of slaves, and the more often he scream and punish them, the better in his opinion they work. The second model is called “Friend.” Such a director tries to win the trust of all employees, whom he primarily values as individuals and professionals in their field. The better is working conditions are created and debugged the motivational remuneration model, the more efficient particular team works. The third model is called “Spectator”. Such a director may generally keep away from the team. The main thing for him is that all the vacancies are closed and each gear in the general mechanism takes its place and simply works. And if everyone knows what they need to do, then it is better not to interfere in their work and let everything go on as usual.
If you ask – which model of the director of a fitness club is more effective, then the answer is likely to surprise you – each one. The fact is that you need to rise to the position of a director. People don’t fall from the sky on such positions. If a person went up the career ladder to the position of a director, it means that no matter what methods he would have acted, it would allow him to rise higher and higher. You may not like it, but in achieving the goal, all means are good, and if a person chose a model of the tyrant’s behavior at the initial stages of his career and this allowed him to grow to a director, we can only state that in his case this model did work. I emphasize – in his case. Everyone chooses a model of behavior based on personal moral and ethical beliefs. As experience shows, in managerial positions there are also tyrants and friends and spectators.
Who is a director of the fitness club
So, management models are known to us. Now it’s time to deal with authority. In order to understand who is a director or manager, it is enough just to grasp the essence of the word. The main responsibility of the director is to manage. Not to implement the work by himself, but to manage those who do. The director doesn’t conduct personal trainings and doesn’t stand behind the reception desk. He controls those who do it. He manages the work of the staff and organizes it so that the overall performance of the whole team is as high as possible.
The director of the fitness club doesn’t train clients, but he knows exactly how the trainer should do it. The director doesn’t sell membership at the reception, but he knows exactly how the administrator should do this. Such people don’t get to managerial positions by chance, therefore, most often in such positions you can meet people who have systematically completed all stages of career development within a particular club or network of clubs. The level of competence of such a specialist allows him to freely navigate in all processes and systems that ensure the stable functioning of the fitness club.
The daily tasks of the director are quite multifaceted. He fulfills the instructions of the owners, fires and hires employees, works with documentation, interacts with government agencies and contractors, oversees the technical condition of the premises, organizes promotional activities, however, in order to fully understand what kind of work the director does, let’s consider such a document as the job description of the director of a fitness club.
Job description of the director of a fitness club
Now that we know in general who the director of a fitness club is, we have to familiarize ourselves directly with his job description, that is, with the duties that are assigned to him when he begins to work. This document regulates labor relations. It includes general provisions, functional duties, rights and types of employee responsibility. The document is typical, which means that the number of provisions in each particular case may slightly vary.
General provisions of the job description of the director of a fitness club assume employment of persons with higher or secondary special education, as well as with experience in a similar position for at least 1 year (often from 2 to 5 years). Such a person can be hired or fired only by the founder (owner) of the club, or by his order. In his work, he submits to the same founder (or to the founders, if there are several of them), and the club’s staff in turn obey him. During the absence of the director of a fitness club, whether it is a business trip, vacation or illness, his rights, functional duties and responsibilities are transferred to another official appointed in the prescribed manner.
The director of a fitness club should know: the legislation of his country; fundamentals of financial and economic activity; profile, specialization and features of the structure of the fitness club; fundamentals of economics, management and labor organization; domestic and foreign experience in the field of fitness industry and related innovations; the procedure for the development and conclusion of economic contracts; basics of business administration; basics of labor law; rules of safety, labor protection, fire prevention, sanitation and hygiene.
Duties of the director of a fitness club
The director of the fitness club performs the following duties: 1.1) Carries out the general management of the administrative and economic activities of the fitness club; 1.2) Organizes and manages the work of the staff of the fitness club; 1.3) Participates in the resolution of disputes and conflicts related to the provision of services to club visitors; 1.4) Makes decisions on the creation and placement of advertising in the media and the Internet in order to attract customers; 1.5) Resolves all issues related to the activities of a fitness club within the framework of the authority granted to it to expend financial and material resources; 1.6) Provides fitness club equipment with sports facilities, engineering inventory, consumables and monitors their operation and expenditure; 1.7) Organizes and oversees the conduct of timely and planned repair of buildings, structures and premises of the club and equipment; 1.8) Takes measures to provide the fitness club with qualified personnel, and also signs employment contracts with the staff of the club; 1.9) Implements control over the strict observance by staff of the rules of labor protection, safety, fire, hygiene and sanitation; 1.10) Decides on granting incentives or imposing penalties on club personnel; 1.11) Defines the conditions and signs contracts related to the activities of the fitness club, as well as organizes monitoring of their implementation; 1.12) Supervises all activities of the fitness club.
Rights of the director of a fitness club
The director of a fitness club has the right to: 2.1) Represent the interests of a sports club in the process of interaction with citizens, legal entities and state authorities and management; 2.2) Dispose of the property and facilities of a fitness club in compliance with the requirements established by applicable law, decisions of the founders or other regulatory acts; 2.3) Within the limits established by the current legislation, determine the composition and amount of information constituting a commercial secret and the procedure for its protection.
Responsibilities of the director of a fitness club
The director of a fitness club is responsible for: 3.1) Inadequate performance or non-fulfillment of his official duties, prescribed by this job description, within the limits established by applicable labor laws; 3.2) Offenses committed in the course of its activities, within the limits established by the applicable administrative, criminal and civil legislation; 3.3) Causing material damage to the club, within the limits established by the current labor and civil legislation; 3.4) Consequences of independently done decisions that go beyond the scope of its authority as established by law, the articles of association or other regulatory and legal acts; 3.5) Consequences of actions committed by third parties to whom the rights and authority to make decisions or take actions beyond the powers of the director were transferred or delegated.
As I said at the beginning, people don’t fall from the sky on the managerial positions. Such a position is usually held by a person who has risen from the initial position of a trainer of the gym, group classes, martial arts or aqua-zone. This may be a “tyrant”, “friend” or “spectator”, but one way or another he should have one and perhaps the most important competence, which allows him to organize and build effective work of the entire fitness club.
Will the director have to interact with government agencies? Who knows. Will there be need to repair the premises? Perhaps not. How often does the director will have to resolve conflicts with clients? It is likely that it will not be necessary at all. So what with certainty you can call the main competence of the director of a fitness club? Quite accurately and with confidence we can say that these are the communication skills in the widest sense of the word. Working and interacting with people is exactly what you have to do every day, day after day and year after year.
The director is first and foremost a person who combines both managerial and leadership qualities. His most important task is to find, hire and retain the best among qualified professionals, and for this he need to work with each of them individually. The director should look into the soul of the employee, identify his strengths and put him in the place where he will be most effective. Thus, based on the strengths of each employee, the director of the fitness club forms a team in which each link is aimed at achieving the commercial success of the business as a whole.
Author – Felix Palmer