How what you say and how you say it changes member retention
In previous research, The Retention People (TRP) have demonstrated that the frequency with which fitness staff speak to members while working out both increases their subsequent visit frequency and membership retention rates. A question that often arises is whether it matters what fitness staff say when they talk to members. Is a simple “hello, it’s good to see you” enough or should we be encouraging something more sophisticated?
Research from changing other health behaviours, such as stopping smoking, suggests that the communication style adopted by practitioners (in this case fitness professionals) can have a dramatic effect on the level of behaviour change achieved by clients. The research also suggests that the words the client uses in response to the practitioner may also have an impact on behaviour change. In this article we explore what this research could mean for fitness team interactions.
The potential pathways between fitness staff interactions and increased visit frequency/retention are shown in Figure 1.
Figure 1: Mechanisms of fitness staff interactions
The most direct path A – connecting box 1 and box 4 - represents the established evidence that any increase in fitness staff activity is directly related to both an increase in visit frequency and improved retention rates. This assumes that all types of communication have the same effect on visits and retention. However, as noted above, theories and research into communication styles suggest that this may not be the case and that we may be able to make an even greater difference to member retention by changing what we say and how we say it.
An alternative path from box 1 to 4 takes this into account by following paths B and E and hypothesises that the particular words fitness staff use have a direct effect on visit frequency (a change in behaviour) and improved retention. The research suggests that the more empathic (seeing things from the clients point of view) fitness staff are, the more they listen to and empower clients (promoting a ‘can do’ attitude) then the more clients will change their behaviour. In practice this means asking open-ended questions, listening with a view to understanding the client’s perspective and providing reinforcement about the client’s ability to change. This can be quite a change for many instructors – even this job title implicitly undermines an approach that actually requires much more than ‘instructing’.
A further alternative to move from box 1 to box 4 (following path B, C and D) suggests that what fitness staff say, effects what clients say and what clients say in turn predicts behaviour change and retention. A behaviour change method called Motivational Interviewing[1] proposes that when clients talk positively about changing their behaviour or their ability to change their behaviour, then they are more likely to change their behaviour compared to talking about the difficulties they are having or why they cannot change. In other words, they can talk themselves into and out of change. In turn the method proposes that what practitioners say influences what clients say. The theory is that if practitioners can elicit ‘change talk’ from their clients then clients are more likely to do what they have spoken about. When clients (not practitioners) talk about their desire, ability, reasons, and need for change this predicts commitment which itself predicts behaviour change. We want clients to say things such as “I want to”, “I could”, “there are good reasons for me to”, “I need to”, “I am planning to”, “I am intending to”, “I am going to”.
So we want practitioners to ask open questions that elicit these kinds of statements. This also means fitness staff avoiding giving advice, judging people, talking about themselves, or telling clients what they need to do. These things are all too common in our experience of observing fitness staff work and all tend to reduce empathy and client autonomy. Also, many members tell us that the only time they are spoken to is if they are doing something wrong which diminishes confidence. Imagine how much better they would feel if they were frequently told things such as “I see you working really hard there”, “you are doing that perfectly” and “great technique”.
The general style of communication that the research suggests is associated with behaviour change is a ‘guiding’ or ‘coaching’ one rather than an advising or instructing one. While advice and instruction are necessary when teaching specific exercises or exercise equipment, when talking about behaviour change clients respond better to guidance. Good guides need to know where we are now and enquire where we are trying to get to rather than tell us where we should go. Good guides also offer different routes for getting where we want to go and work with us to choose the best route for us. On a long journey we may need to occasionally check the ‘map or route’ with the guide, changing the route sometimes if we meet a lot of obstacles.
The model in Figure 1 suggests that fitness staff may have the power with their words to assist members in their efforts to change their level of physical activity. Change would appear to be more likely if fitness staff discuss exercise in a way that is collaborative, supports members’ autonomy, and allows the member to be the driver of change. Conversely, the more fitness staff try to persuade, cajole or coerce members to exercise more the less likely they will.
In our experience, most instructors do not currently possess the skills and attitude required to be a guide. Changing from an ‘instructor’ to become a ‘guide’ or ‘coach’ is a tough challenge that should not be underestimated. Staff need to be trained, have support and show real commitment to make it happen. However, the hard work is clearly worth it when the rewards are really making a difference to more of our clients’ lives, increasing our own satisfaction and improving the health of our businesses. TRP are currently working with many clients to develop guiding and coaching skills and evaluating the effectiveness of different types of fitness staff interactions on both visit frequency and membership retention. Look out for further research being released soon and contact us for further information on how to transform your instructors into guides.
[1] Rollnick S, Butler CC, Kinnersley P, Gregory J, Mash B. Motivational interviewing. BMJ. 2010 Apr 27;340:c1900.
