List your club

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GFM WORKBOOK
List your clubs 23 biggest GF
strengths ________________________________________
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____________________________ And
challenges _______________________________________
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GFM WORKBOOK
The size of the prize
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
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GFM WORKBOOK
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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GFM WORKBOOK
Rank your Instructors RAW SCORES   Name Class Day
Time Attendance _____________ ______________ __
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GFM WORKBOOK
Rank your Instructors ADJUSTED
SCORES   Name Class Day Time Attendance ________
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GFM WORKBOOK
Analyze your weekly program numbers
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GFM WORKBOOK
Create a new draft timetable for your club
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GFM WORKBOOK
World-Class attendance numbers
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GFM WORKBOOK
Calculate cost-per-head figures for each of your
instructors
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GFM WORKBOOK
Our GF Vision Short and inspiring statement of
what your organization 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 Programs _______________________________
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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, accountable, 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.
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GFM WORKBOOK
INSIDE A CHAMPIONS 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 dont 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.
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PROJECT PLAN
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GFM WORKBOOK
Project Plan 1 Scorecard Actions
Project Plan 2 Timetable Actions
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GFM WORKBOOK
Project Plan 3 Recruit Top Instructor Actions
Project Plan 4 Instructor Training Actions
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GFM WORKBOOK
Project Plan 5 Studio Actions
Project Plan 6 Marketing Actions
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GFM WORKBOOK
Project Plan 7 Planning Actions
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.
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LES MILLS INTERNATIONAL
GUIDE TO CREATING YOUR
VISION, MISSION, VALUES GOALS
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Vision, Mission, Values and Goals
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 teams 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.
•  

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Vision, Mission, Values and Goals
why and how!
Is this relevant to me?   We all have a choice,
whether we are under-resourced and marginalized
in Group Fit or enjoy significant investment and
management support.   Its 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 its 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 teams
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.
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Vision, Mission, Values and Goals
WHEN JARGON HAS MEANING
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 youd like to get to
Mission How you intend to get there by being
the best at what you do Values How you will
behave every day on the way to fulfilling your
mission Goals 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 its a no go!   Heres a few examples to
give you a taste of what some other organizations
have defined as their vision.   Walt Disney To
make people happy Nike To experience the
emotion of competition, winning and crushing
competitors Les Mills International To
inspire life-changing fitness experiences every
time, everywhere   Its readily apparent that
each vision is impossible to achieve and yet is
constantly inspiring for each organization.
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Vision, Mission, Values and Goals
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
organization or a team in its day-to-day
operations whereas a vision provides a sense of
long term direction and inspiration for the
future.   Its 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 organization can deepen
over time.   Deciding your mission is a defining
moment for your organizations or teams
leadership. By answering the question how do we
intend to win at this activity, organizations
must identify both their strengths and weaknesses
and prioritize where they can operate most
effectively in the competitive arena.   By way of
illustration, heres some mission statements from
other operations for your review.   IBM We
want to be the best service organization in the
world Walmart To give ordinary folk the chance
to buy the same things as rich people Les Mills
International To deliver world-class fitness
experiences with leading edge Group Fitness
Programs   Each organization has filtered down
its strengths to a key attribute which it
believes will underpin the organizations ability
to win in its field and achieve its mission.
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Vision, Mission, Values and Goals
WHEN JARGON HAS MEANING

• 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 organization is and how it will
  behave to pursue its mission and its vision.
•  
• Typically organizations 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

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Vision, Mission, Values and Goals
WHEN JARGON HAS MEANING
Goals - definition   Typically organizations set
stretch goals which are measurable. Goals are
attainable and typically have a 5-10 year
timeline. However some organizations 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 organization forward.   Goal setting
with a 5 -10 year timeframe becomes relevant to
todays 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
Democratize 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 programs by 2015.
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Vision, Mission, Values and Goals
HOW 2
Putting together the Coach   By way of example,
set out below is a summary of Les Mills
Internationals 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
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Vision, Mission, Values and Goals
HOW 2
How to create your Coach setting your vision,
mission, values and goals for Group
Fitness   Step 1   Obtain your organizations
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 organizations.   Should it not
be possible to get hold of organizations 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.
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Vision, Mission, Values and Goals
HOW 2

• Step 2 - Vision
•  
• Phase I generating a GF Vision
• The 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 right
• While it may feel repetitive, keep asking why,
  even when you have a vision that feels good, to
  check its the ultimate inspiring vision for the
  team. You want a power packed motivator which
  will be timeless.
•  
• When youve 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!!

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Vision, Mission, Values and Goals
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 youve 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.

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Vision, Mission, Values and Goals
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 cant
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 organizations
overall mission   Finally, double check if the GF
Mission fits with your facilitys 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 organizations are going to win in
their chosen activity, your GF Mission can only
enhance your organizations own mission, which
will also be seeking how to win, though at an
organizational (rather than GF) level.  
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Vision, Mission, Values and Goals
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
  behaviors would help achieve the GF Mission and
  then compare them with individuals behaviors 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
•  

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Vision, Mission, Values and Goals
HOW 2
Step 5 - Goals   Phase I - Two types of
goals   Its 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 attendance 2. Weekl
y GF attendance as age of total weekly
attendance 3. New memberships generated per
annum by GF 4. Percentage of studio capacity
utilized (during the week versus the
weekend) 5. Number of programs launched and
regularity of re-launches 6. Number of
instructors per program 7. Number of instructors
recruited, trained and retained each
year 8. Profile of your GF activities in the
media e.g. radio, TV, press measured by
what articles/interviews youve secured   Once
youve shared your ideas on goals, agree as a
group which stretch goal grabs the team as being
both possible yet very challenging.
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Vision, Mission, Values and Goals
HOW 2
Phase III Create shorter term goals that will
contribute to the overall GF goal(s)   Its
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
incentivize members to bring a buddy to classes
at key points in the calendar. Or you may plan
re-launches 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 years 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
organizations overall goals   Review your 5-10
year goal(s) and establish if they are
synergistic with your organizations 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 organization goals.  
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Vision, Mission, Values and Goals
HOW 2
Step 6 - Create your Coach Please fill in the
blank boxes with your vision, mission, values and
goals!
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!
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Vision, Mission, Values and Goals
VALUES LIST
Schedule I   Examples of values to help kick
start GF Values work in Step 4