business owner relationship, whilst also leaving time for why you set up the business in the first place. You can’t grow if you are stuck in day to day noise. Also, for me I have to practice what I preach, no use helping others to re-discover their why and enjoy time away from the business if I am glued to my phone!
How did you meet? J - We both met through our businesses and a shared interest in work. We then had a chat over a few drinks and a number of dates from there…
E – I work a lot with clients who are overwhelmed with the busyness and expectations technology brings, so we work together to reset routine to regain some boundaries between business and home… J – That reminds me of a great Denzel Washington quote: “Know the difference between living and making a living”. E – Yes, I find that SMEs feel the need to respond to emails at all times and therefore creating unrealistic expectations. Create your own boundaries – if you send emails late at night, maybe
use the delay option for 9am to help set realistic expectations. J – I do that with my team now. We’ve agreed to a contact blackout on Sundays – unless queries are really urgent – they rarely are. We have a WhatsApp group for my team and we don’t use it on Sunday. You can burnout really quickly in my business – I’ve been reading a book about it and recommend it for those who are interested: try Simon Sinek’s book “Start with why.” E – How we choose to use mechanisms such as social media, and enforcing boundaries around that are good for business. It is important to reduce the likelihood of burnout, create consistency, and maintain a healthy customer:
E – It’s the hardest thing to do to hand over control to others. It is very difficult, evolving over time. It needs to be consistent and controlled to get everyone playing on the same pitch.
E - And we now we have a puppy who is gradually eating through the house...
J – Some businesses wear their emotions in front of their team, creating an unstable foundation. I find that people are employed for stability, so I try to give that. I want to be leader, not just a manager.
What are you responsible for?
How do people find out about you?
E – Keeping John sane.
J – Social media, referrals and word of mouth – half of our new members are friends and family, loved ones of current members who want to be a part of the journey. We have offline and online communications – this year, we’re engaging with the Chamber of commerce and were nominated and shortlisted for the best use of social media awards at their annual awards. We share details of our membership options, so everyone’s able to maximise the value of their own membership. We want people to get out what they want – so we provide a tailored membership. Most gym memberships focus on just access whereas we focus on coaching, daily support, ongoing access to the sites and education so you become self-sufficient of your own training and lifestyle.
J – Professionally, I’m responsible for 4 gyms, 7 employees and over 400 members. Personally, I’m responsible for my relationship with Emma, my daughter Tilly, and the two dogs Winston and Poppy.
week so I now have 2 phones – 1 personal and 1 work – and I limit my time on personal social media.
J – I give my team a rule book and the team just need to stay on the pitch. I give them autonomy and they have the freedom to have their own expression whilst keeping everyone in line with the joint values and structures of the business. It’s an ongoing evolution.
E – Business-wise I’ve been used to managing large teams. In my previous life I was head of the IT portfolio office for Sanctuary housing, so it’s been an interesting adjustment now that I’m managing a client – relationship. I have little responsibility for a team now, but through elements of that understanding of giving a service I can support other business owners and teams. I have far less control, instead shifting the focus to help others take responsibility. A shift to accountability rather than being in control. J – That’s been my biggest issue to let go, let the trainers do their thing rather than me jump in and tell them what to do. E – Quite often business owners don’t hand over control. They are constantly messaging and don’t have processes and structures in place so I work with behaviours, mind-sets and processes, putting structured mechanisms in place so that a team are enabled to do what you want them to do, when you want them to do it, how you want them to do it. People don’t want to be micro managed.
Our membership allows clients to use all of our sites. Some work in Worcester and live in Malvern so use the most convenient site so that they miss rush hour traffic. We thrive on growth – genuine and authentic.
You can read the full article online www.countylifestyleandleisure. com/inconversationwith
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