{'fraction_non_alphanumeric': 0.03298245614035088, 'fraction_numerical': 0.0, 'mean_word_length': 4.892561983471074, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Are You Serving Your Internal Customers?

We’ve all heard the adage “You’re only as strong as your weakest link.” What if it’s not what you are doing, but what you and your management staff are not doing with your team(s)? Driving staff retention — whether onsite or remote— can depend on how well your departmental leaders serve the team in addition to the club membership. Support, morale, and overall trust in the management team are typically the backbone for long-term success. A relevant example from my career comes from the competitive high-end luxury fitness market. Years ago, I inherited a highly credentialed team of personal trainers — who, on the surface, were driving decent results and sales; however, as I began to meet with them one-on-one, I was learning more and more of previous disenchantment/dissatisfaction. Culprits were lackluster support, not having a “voice,” and respect that seemingly was not always reciprocated by leadership. Fortunately, turnover rates were not high — yet. Obviously, one of my primary short-term goals as a new incoming personal training manager (aside from striving to increase sales and revenue) was to enhance staff retention and drive morale. In other words, restore the passion that was missing from the senior trainers and develop the novice trainers intomore savvy contributors— that would positively impact revenue and how the team was perceived by upper management.