Boosting Retention with Education: Empower Your Staff and Your Members

The more we explore the relationship between retention and education in health and fitness clubs, the clearer it becomes that they are deeply intertwined. In fact, a well-educated member is not only more likely to stay committed but also more engaged in their fitness journey.

As well as training, developing, and progressing staff, you need to educate your members on a wide range of topics, which helps with retention for both members and staff.

Staff Education - Technical and Soft Skills

Most staff have technical skills through training, whether a level 1, 2, 3, etc fitness instructor, or lifeguard qualifications, which have mandatory and regular updates to maintain safety standards.

HealthSeekers as a Retention Strategy

Implementing a HealthSeeker project can significantly boost member retention for fitness clubs.

While many gyms focus on upselling or premium memberships, the HealthSeekers model offers a fresh approach, prioritizing long-term engagement over quick gains. By thinking beyond traditional membership structures, fitness operators can discover numerous direct and indirect benefits, from reducing attrition to enhancing the overall member experience.

Future Fit for Business Partners with GGFit to Release Suite of Retention Courses

Future Fit for Business and GGFit Collaborate to Launch Comprehensive Retention Training Suite for Leisure and Fitness Clubs. [PRESS RELEASE]

Future Fit for Business, a leading provider of professional training and development in the health and fitness industry, has partnered with GGFit, a specialist in member retention strategies, to launch a new suite of retention courses. This new training is designed to empower leisure and fitness clubs with the tools and knowledge needed to significantly improve member retention, engagement, boost health and fitness outcomes and build overall business success.

The retention suite comprises three courses, each tailored to different levels of staff. 

• Membership Retention Essentials: Aimed at all staff, this course introduces the importance of retention, what it means to individual roles, and how daily actions can positively impact member retention. 
• Core Retention Knowledge for Fitness Professionals: This course delves deeper into effective retention strategies, focusing on member engagement and personalised support. 
• Advanced Retention Strategy for Management: This course offers in-depth training for managers, equipping them with the strategic insight needed to implement and oversee successful retention initiatives across their clubs.

Why People, Not Technology, Are the Heart of the Fitness Industry

At its core, the fitness industry is, and always will be, a people-driven business. Staff join, develop, and stick around to build relationships, with members and with their colleagues. The personal connections are stronger than most other industries, because of the people.

HealthSeekers Education - Reaching the 85%

One of the most positive shifts during HealthSeeker discussions is the focus on the 85% of the population who do not have a gym or health club membership.
To push this movement forward, we need three tiers of education, along with collaboration and coaching.

Today, let’s talk about education.

Rethinking the Fitness Industry

The fitness industry has traditionally focused on the 15% (now 15.9% according to the latest Leisure DB report) who are already active. The goal has been to help the fit get fitter, competing for the same demographic and often poaching members from other clubs. The low-cost model has exacerbated this, with budget clubs 'stealing' members from incumbents who then try to win them back.

Many see the ‘pivot to health’ as a way to bring ‘the 85%’ into our leisure centres, gyms, and health clubs. However, as Andy King suggests on The Conveners podcast, the term pivot could be replaced with "broaden" or "transform." Most HealthSeekers are not interested in working out, exercising, or ‘doing sport.’ No amount of pivoting, transformation, or special offers will change that.

Choice, Loyalty, and the once-a-month visitor

Some positive fitness industry numbers announced this week in the Leisure DB State of the UK Fitness Industry Report. 

The Headlines... 15.9% penetration, over 7,000 gyms, and 10.7 million members. 

There was lots of positive talk of health and pivots, yet some of the rhetoric around the report was still stuck in the past, particularly with respect to engagement and retention, and AI. We’ll cover the former in this article, leaving the latter to the experts.

People have more choice than ever when it comes to improving their health and fitness, which is both a blessing and a curse. As more clubs open, they compete with each other for the same members, via more channels, creating more churn as members chop and change. 

The Paradox of Choice with Retention Initatives

One of the problems that clubs face (and to be honest, that we retention consultants sometimes create) is that there are so many retention actions and areas to look at, it can be challenging to know where to start, or where to best focus your efforts.

This choice overload becomes harder still when you’re also looking at sales targets or dealing with day-to-day operational issues. Some lucky organisations have a retention manager, but for many it’s only part of their role, or the responsibility is split across several people. So, it’s no wonder that retention rarely comes to the top of the to-do-list. 

Putting it very simply, the key to good retention is talking to people. 

However, the secret to great retention is talking to the right people, in the right way, at the right time. 

What's Your Experience?

We’ve been talking a lot about selling experiences recently. 

As competition intensifies for people’s reducing disposable income, we’re seeing a slow rise in attrition from clubs.

Price increases are needed to meet rising operational costs, including increasing minimum wage.

Most readers will know that reducing service is a false economy – we need to maintain or increase customer service to retain more members.

Understanding, experiencing, and measuring your key customer touch points is critical for all stakeholders in your business. It’s no longer enough for gym staff to be the ones who know about inductions, group exercise instructors to understand what goes on in a class, or for the body composition device to be the domain of the exercise referral team.

When should you focus on retention efforts?

When is a good time to focus on gym member retention? 

Since loads of people join the gym in January, and “will be gone by April”, surely March is the month to work more on retention? 

Time for some myth-busting…

It’s true that lots of members join a health club in January, and even in the fitness industry, there’s an acceptance (at bad clubs) that they’ll be gone by April. Admitting this as the norm is poor business practice, and incredibly short sighted. You need to constantly work at getting members to stay (and therefore pay) longer. The days of retention through a 12-month contract and 3-month notice period are thankfully nearly all extinct, and nowadays most clubs work on retention through good customer service, added value and communication.

Choices & Coaching for Health

“I don’t want to tell people what to do (e.g. join a gym, don’t eat takeaways), but I do want them to be healthier… how do I do it?” asked Kim Leadbeater MP at #ActiveUprising last week.

This was the best question in a whole lot of brilliant speeches, panels, pitches, and discussions at the ukactive annual conference. Kim has a passion for health and fitness, and is a force for change in the work she does. 

We love her “Healthy Britain – A new approach to health and wellbeing policy” paper from March 2023, and also enjoyed listening to her talk at the Why Sports conference last year.

Kim's speech and subsequent panel debate at Active Uprising really talked to the need for more of a coaching approach in health and fitness, rather than the traditional prescription or programming methods we are used to.

Simply put, if people choose their own pathways, they are much more likely to follow them, and succeed, than if they are told what to do.