© Les Mills International Ltd Group Fitness Management 2006 WORKBOOK 2006 GFM

© Les Mills International Ltd Group Fitness Management 2006

WORKBOOK2006

GFM


List your club’s 2–3 biggest GF strengths

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And challenges

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GFM WORKBOOK WORKBOOK

SHEET 1


Add up your weekly class attendances

What could this be if your instructors were delivering world-class,life-changing experiences every time?

Take the difference between these two numbers, divide it by 1.75 (IHRSA average member weekly attendance) and multiply it by your annual membership rate

Calculate if achieved 50% of this total

TOTALPOTENTIAL

TOTALPOTENTIAL

POTENTIAL INCOME GAIN $

POTENTIAL INCOME GAIN $


SHEET 2

The size of the prize


Our GF Vision

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Our GF Mission

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Our GF Values

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Our GF Goal(s)

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SHEET 3


Rank your Instructors

RAW SCORES

Name Class Day & Time Attendance

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SHEET 4


Rank your Instructors

ADJUSTED SCORES

Name Class Day & Time Attendance

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SHEET 4


Program Total Attendance No. of classes Average

Analyse your weekly program numbers

Total Group Fitness Wages

Total Attendance

Group Fitness cost per head =

Your Overall Group Fitness cost per head =


SHEET 5


Create a new draft timetable for your club

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SHEET 6


World-Class attendance numbers

GFM WORKBOOK

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WORKBOOK

SHEET 7


Instructor Class Day & Time Wage CPH

Calculate cost-per-head figures for each of your instructors


SHEET 8


Our GF Vision

Short and inspiring statement of what your organisation intends to become.

E.g. Les Mills: “To inspire life-changing fitness experiences every time, everywhere”

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Our GF Mission

How you intend to win in this business?

E.g. Les Mills: “To deliver world-class fitness experiences with leading edge Group

Fitness Programmes” __________________________________________________________________

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Our GF Values

How you and your team will behave to pursue its mission and its vision. E.g. Les Mills: “World class, honest, heart, accoutnable, innovative, free to inspire”

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Our GF Goal(s)

A stretch quantifiable goal.

E.g. Les Mills: “To be a top 5 global fitness brand by 2015. 25K, 5P, 2015.”

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Please see the back section of the workbook for the Les Mills International

guide to creating your vision, mission, values and goals.


SHEET 9


INSIDE A CHAMPION’S MIND

Throughout the Tour de France, a Columbian rider on the Kelme – Costa Blanca Team, Santiago Botero, had been keeping a diary for his local newspaper. This submission offers a different perspective and is well worth the read…

“There I am all alone with my bike. I know of only two riders ahead of me as I near the end of the second climb on what most riders consider the third worst mountain stage in the Tour. I say ‘most riders’ because I do not fear mountains. After all, our country is nothing but mountains. I train year-round in the mountains. I am the national champion from a country that is nothing but mountains. I trail only my teammate, Fernando Escartin, and a Swiss rider. Pantani, one of my rival climbers, and the Gringo Armstrong are in the Peleton about five minutes behind me. I am climbing on such a steep portion of the mountain that if I were to stop pedaling, I will fall backward. Even for a world-class climber, this is a painful and slow process. I am in my upright position pedaling at a steady pace willing myself to finish this climb so I can conserve my energy for the final climb of the day. The Kelme team leader radios to me that the Gringo has left the Peleton by himself and that they can no longer see him. I recall thinking ‘the Gringo cannot catch me by himself’.

A short while later, I hear the gears of another bicycle. Within seconds, the Gringo is next to me – riding in the seated position, smiling at me. He was only next to me for a few seconds and he said nothing – he only smiled and then proceeded up the mountain as if he were pedaling downhill. For the next several minutes, I could only think of one thing – his smile. His smile told me everything. I kept thinking that surely he is in as much agony as me, perhaps he was standing and struggling up the mountain as I was and he only sat down to pass me and discourage me. Not possible. The truth is that his smile said everything that his lips did not. His smile said to me, ‘I was training while you were sleeping Santiago’. It also said, ‘I won this tour four months ago, while you were deciding what bike frame to use in the Tour. I trained harder than you did, Santiago. I don’t know if I am better than you, but I have outworked you, and right now you cannot do anything about it. Enjoy your ride, Santiago. See you in Paris.’

GFM WORKBOOK


PROJECT PLAN


WORKBOOK

PROJECTPlans 1-2

Action Deadline

Project Plan 1: Scorecard Actions

Action Deadline

Project Plan 2: Timetable Actions

GFM WORKBOOK


Action Deadline

Project Plan 3: Recruit Top Instructor Actions

Action Deadline

Project Plan 4: Instructor Training Actions


PROJECTPlans 3-4


Action Deadline

Project Plan 5: Studio Actions

Action Deadline

Project Plan 6: Marketing Actions


PROJECTPlans 5-6


Action Deadline

Project Plan 7: Planning Actions

Action Deadline

Project Plan 8: GF Manager Actions

Please see the back section of the workbook for the Les Mills International

guide to creating your vision, mission, values and goals for Project Plan 8.


PROJECTPlans 7-8


VISION, MISSION, VALUES & GOALS

LES MILLS INTERNATIONAL

GUIDE TO CREATING YOUR


– why and how!

Why bother? At best this quartet of vision, mission, values and goals is capable of guiding your everyday steps to achieving your work-place dreams and becoming your team’s ultimate “Coach”. At worst they create huge obstacles to success because they are confused, uninspiring and lacking in clarity – together they then become the Coach you need to fire ASAP. So our tools for both triumph or tribulation appear to be over-used jargon where everyone talks about creating a vision, mission, values and goals, everyone has an opinion and even worse, everyone defines the terms in different ways. Inside this chaos is good sense. Put clear meaning into the jargon and we are invited to make that meaning specific to our business team and:

• Speed up our decision making, • Know where to focus resources, • Be more efficient and• Ensure every action builds towards the future we have designed.

Vision, Mission, Values and Goals


Is this relevant to me? We all have a choice, whether we are under-resourced and marginalised in Group Fit or enjoy significant investment and management support. It’s all about perspective. Oakley took his last $300 and made some revolutionary sports sunglasses in his garage, when his wife was expecting their first child. Some would say it’s not possible with so little money. His view was an absolute commitment to find how he could make it happen with $300. And now Oakley is a global brand across several product categories and continues to seek out how to grow into new products/services. Whether you have $300 or $3 million as a budget and a team of 2 or 200, you can choose to meet obstacles with a readiness to find new ways to build your team’s success or you can opt out. Les Mills International challenges you to take the quartet of vision, mission, values and goals and create a Coach which will allow your team to be all that it can be, with every action underpinned by clear purpose. How do I develop our Vision, Mission, Values and Goals – our “Coach”? If possible, it would be ideal to have an independent consultant facilitate you developing your “Coach”. However, in the event this is not feasible, we have put together an overview of relevant definitions plus how to create your vision, mission, values and goals, working with your team, in-house.

– why and how!



Overview Forget anything else you may have read on the quartet and apply these meanings when building your “Coach”. Vision: A short, inspiring statement of where you’d like to get to Mission: How you intend to get there by being the best at what you doValues: How you will behave every day on the way to fulfilling your missionGoals: Key benchmarks for achieving your mission (must include

quantifiable targets)

Vision – definition

Your vision must be perpetually inspiring and so must also be unattainable. It will get you up in the morning. It motivates you to meet goals and pursue your mission. It drives you to fulfill your potential. It must be authentic to your team – faking it’s a no go! Here’s a few examples to give you a taste of what some other organisations have defined as their vision. Walt Disney: To make people happyNike: To experience the emotion of competition, winning and crushing competitorsLes Mills International: To inspire life-changing fitness experiences every time, everywhere It’s readily apparent that each vision is impossible to ‘achieve’ and yet is constantly inspiring for each organisation.

VISION + MISSION + VALUES + GOALS = ULTIMATE COACH TO ACHIEVE YOUR WORK BASED DREAMS

WHEN JARGON HAS MEANING



Mission - definition Your mission highlights what you are best at in order to pursue the vision. It tells you where you are going to focus your efforts and resources in order to win at this activity. Mission statements guide an organisation or a team in its day-to-day operations whereas a vision provides a sense of long term direction and inspiration for the future. It’s critical that a mission statement enhances involvement from all stakeholder perspectives: namely owners, employees/contractors and customers. With all stakeholders receiving benefit from the achieving the mission, loyalty and commitment to your organisation can deepen over time. Deciding your mission is a defining moment for your organisation’s or team’s leadership. By answering the question “how do we intend to win at this activity”, organisations must identify both their strengths and weaknesses and prioritise where they can operate most effectively in the competitive arena. By way of illustration, here’s some mission statements from other operations for your review. IBM: We want to be the best service organisation in the worldWalmart: To give ordinary folk the chance to buy the same things as rich peopleLes Mills International: To deliver world-class fitness experiences with leading edge Group Fitness Programmes Each organisation has filtered down its strengths to a key attribute which it believes will underpin the organisations ability to win in its field and achieve its mission.




Values - definition Values are behaviors. They are marching orders and so are “the how” of the mission. Like the vision, values endure in perpetuity, as they define who an organisation is and how it will behave to pursue its mission and its vision. Typically organisations have 4 to 6 values such as noted below. Walt Disney• No cynicism• Nurturing of ‘wholesome American values’• Creativity, dreams and imagination• Fanatical attention to consistency and detail• Preservation and control of the Disney Magic Merck• Corporate social responsibility• Unequivocal excellence in all aspects of the company• Science based innovation• Honesty and integrity• Profit from work that benefits humanity Les Mills International• World class• Honest• Heart• Accountable• Innovative• Free to inspire Note that organisations can have social values, business specific values and emotional/psychological values as part of their value system.




Goals - definition Typically organisations set stretch goals which are measurable. Goals are attainable and typically have a 5-10 year timeline. However some organisations have even longer term goals with a timeframe of up to 30 years! We recommend working with a 5-10 year goals within Group Fitness, with steps made each year to build towards success. Once the goal(s) are met, then new stretch goals are identified to take the organisation forward. Goal setting with a 5 -10 year timeframe becomes relevant to today’s activities by setting shorter term goals which are clear steps along the path to achieving the 5-10 year goal(s). Some examples of longer term goals include: Walmart: Become a $125 billion company by year 2000 (made in 1990)Ford: Democratise the automobile (early 1900s)Les Mills International: To be a top 5 global consumer fitness brand by 2015 and have 25,000 clubs with 5 programmes by 2015.




Putting together the Coach By way of example, set out below is a summary of Les Mills International’s “Coach”. With their aligned vision, mission, values and goals, Les Mills International is primed to continue its pursuit of its mission while being perpetually inspired by its vision:

Vision To inspire life-changing fitness experiences every time, everywhere

MissionTo deliver world-class fitness experiences with leading edge Group Fitness Programmes

ValuesWorld Class, Honest, Heart, Innovative, Accountable, Free to Inspire

Goal(s)To be a top 5 global consumer fitness brand by 2015 and have 25,000 clubs with 5 programmes by 2015

HOW 2



How to create your Coach – setting your vision, mission, values and goals for Group Fitness Step 1 Obtain your organisation’s overall vision, mission, values and goals (if they are available). Once you have them you are encouraged to use them to make sure your Group Fit vision, mission, values and goals fit with the overall organisation’s. Should it not be possible to get hold of organisations vision, mission, values and goals, please keep following the steps noted below. We recommend Steps 2 – Steps 5 are actioned in an in-house workshop with your team.

HOW 2



Step 2 - Vision Phase I – generating a GF VisionThe quickest way to identify a perpetually inspiring vision for Group Fit is to call your key team into a room, grab some post-it pads and pens and ask yourselves: • Why do we do this? • What do we want to create or provide by offering this service? • How do we want to make a difference?• What motivated us to get into Group Fit?• Why do we continue to be involved in Group Fit? Throw everything down on post-it notes and share them. Discuss and refine what feels right for the team. Please note that your vision will not be about money as that can be benchmarked and superseded. Your vision will be a continual source of empowering purpose every day which by its very nature cannot be attained as it continues to inspire. Phase II – checking your GF Vision is rightWhile it may feel repetitive, keep asking “why”, even when you have a vision that feels good, to check it’s the ultimate inspiring vision for the team. You want a power packed motivator which will be timeless. When you’ve got something such as, “to improve the health and well being of our community,” you will be getting close as long as you and your team are getting excited!! Phase III – benchmarking your GF Vision with your organisation's overall visionCheck that this GF Vision supports your organisation’s overall vision, if one is available. If your GF Vision and the organisation vision are in conflict, ask yourself why. Within our industry, desired economic outcomes are partnered by wanting to change peoples’ lives for the better. If your GF Vision incorporates this desire to improve people’s wellbeing it should be unlikely to find a philosophical mismatch with your organisation’s vision.

HOW 2



Step 3 - Mission In order to derive how you are going to pursue your GF Vision, you need to establish what you are best at in order to aspire to that GF Vision! Phase I – generating your GF Mission Once again, you need to work with your team. Get some post-it pads, pens and follow this system. Ask yourselves: • What are we good at as a team?• What am I good at as a part of this team?• What do we have the best reputation for?• What makes us different from our competitors?• Why would someone refer us to a friend? When you’ve found a consensus on what you are best at, ask yourselves ‘why’ three more times, in order to check there really is depth to why you are saying a particular aspect is your greatest strength. If there are not enough reasons why this is your greatest strength, revisit the strengths the team has already identified to choose which attribute you are going to focus on to win in Group Fit! Then develop your mission statement so it shows how you are going to win. It may be that you come up with a mission e.g: “To be the most innovative and successful Group Fitness destination in our suburb/city/region”.

HOW 2



Phase II – checking your GF Mission supports your GF Vision Once you have a GF mission, check it will help you pursue your GF Vision. For example the GF Mission “to be the most innovative and successful Group Fitness destination in our suburb/city/region” is aligned with the example GF Vision to “improve the health and well being of the community.” This is because the GF Mission encourages the provision of superb Group Fit experiences which in turn will benefit members of the community you serve. If you find you can’t see how your GF mission would fit with your GF Vision, ask yourself again if your GF Vision is right. If you conclude once more that your GF Vision is right, then revisit your GF Mission by returning to Step 3 until you are confident that your GF Mission is aligned with your existing GF Vision. In the event that your GF Mission work highlights that your GF Vision is not right , return to creating your GF Vision via Step 2, before confirming your output for your GF Mission through Step 3. IT IS CRITICAL THAT YOUR GF MISSION SUPPORTS YOUR GF VISION. KEEP GOING UNTIL THEY ARE ALIGNED! Phase III – confirm your GF Mission supports your organisation's overall mission Finally, double check if the GF Mission fits with your facility’s overall mission, if one is available. If your visions are in harmony, it is unlikely your missions will be in conflict. Also, as mission statements focus on how organisations are going to win in their chosen activity, your GF Mission can only enhance your organisation's own mission, which will also be seeking how to win, though at an organisational (rather than GF) level.

HOW 2



Step 4 - Values Phase I – generating your GF Values To decide how the team should behave every day on its journey to the GF Mission use the following approach. Take some post-it notes and pens with the team and identify the following. If you wish, you can use the example list of values in Schedule I.

• What words would people use to describe them as an individual?• What words would people use to describe them in the workplace?• What behaviors do you each believe would help you achieve your GF Mission?• What behaviors do you each believe will sabotage you pursuing your GF Mission? Take the post-it notes that relate to what behaviours would help achieve the GF Mission and then compare them with individuals’ behaviours in and out of the workplace. Look for the pattern where the behaviors required to deliver to the GF Mission, overlap with existing behaviors and choose 4 – 6 of them from the work the team has done. Phase II – checking the GF Values support the GF Mission and GF Vision Given your team has developed the GF Vision and GF Mission as a group, it is likely that there is some synergy between what behaviors you need to achieve your GF Mission and individuals’ values. If there are few or no synergies then you have to ask yourself as the Leader of this process how you are going to establish training to develop the behaviours you need or how your are going to get different people on the team that can deliver to the GF Mission and GF Vision. Phase III – benchmark the GF Values with the organisation’s overall values Ensure that GF’s Values fit with the organisation’s values. As noted previously, if your GF Mission and GF Vision are congruent with the organisation's vision and mission,it is highly unlikely you will have any conflict around your GF Values.

HOW 2



Step 5 - Goals Phase I - two types of goals It’s critical to ask yourselves what key milestones would help you realize your GF Mission. So, if your GF Mission is: “To be the most innovative and successful Group Fitness destination in our suburb/city/region”. 1. Your 5-10 year goal may be: “To have overall class attendance at 85% capacity with commitment from Management to build a new GF studio by XXXX”. 2. Your Year 1 goal on the path to achieving the 5-10 year goal could be: “To achieve a 10% increase in weekly GF attendance.” Each year, you will revise your annual goals to meet your 5-10 year goal(s) to ensure all your actions fit with your plan! Phase II – generating your 5-10 year goal(s) Together with the team, pick up your post-its and come up with some stretch goals for GF. Key areas to consider for defining stretch goals could be: 1. Weekly GF attendance2. Weekly GF attendance as %age of total weekly attendance 3. New memberships generated per annum by GF4. Percentage of studio capacity utilised (during the week versus the weekend)5. Number of programmes launched and regularity of relaunches6. Number of instructors per programme7. Number of instructors recruited, trained and retained each year8. Profile of your GF activities in the media e.g. radio, TV, press – measured by what

articles/interviews you’ve secured Once you’ve shared your ideas on goals, agree as a group which stretch goal grabs the team as being both possible yet very challenging.

HOW 2



Phase III – create shorter term goals that will contribute to the overall GF goal(s) It’s critical to identify and track shorter term goals that fit with achieving this 5-10 year goal, for example: Year 1: “To achieve a 10% increase in weekly GF attendance.” Here the Year 1 goal to increase GF weekly attendance by 10%, builds towards the 85% capacity targeted in the 5-10 year goal and also demonstrates GF success. This success could support a case to Management to build a new GF studio by year XXXX, as noted in the 5-10 year goal. With this in mind, grab your post-it notes and pens and generate Year 1 goal(s) using the same process and the same 8 key areas you considered to create your 5-10 year goal(s). When you have determined your Year 1 goal(s) with the team, create quarterly and then monthly targets which drive towards achieving the Year 1 goal. For example, each yearly plan may include specific internal promotions for certain months to drive up attendance. Further, you may incentivise members to bring a buddy to classes at key points in the calendar. Or you may plan relaunches for both retention benefits and to create new membership sales in chosen quarters. At the end of Year 1, evaluate your progress against your Year 1 goal(s) and then set next year’s goal(s). Then for Year 2, plan what actions are required each month and quarter to meet that Year 2 goal and repeat each year. Phase IV – benchmark against the organisations overall goals Review your 5-10 year goal(s) and establish if they are synergistic with your organisations overall goals. As your goals will focus on incrementally creating sustained improvement in GF, it is unlikely your GF goal(s) will be at odds with the overall organisation goals.

HOW 2



Step 6 - Create your Coach

Please fill in the blank boxes with your vision, mission, values and goals!

Vision

Mission

Values

Goal(s)

HOW 2


Blow up this diagram and put it on the wall. Take it in turns to read this out loud during every team meeting to make sure it “lives”. Celebrate it and have it where everyone can see it. Benchmark every decision against whether it fits your Coach and party when you meet goals!

Your Coach must be with your team every day to make a difference to your working lives and the health and fitness of your members.

Good luck!


Schedule I Examples of values to help kick start GF Values work in Step 4

VALUES LIST


Documents

© Les Mills International Ltd Group Fitness Management 2006 WORKBOOK 2006 GFM