What Prevents a Fitness Manager from Becoming a Fitness Director? Part 4: The Advocate

In this final part of my series, we explore a common archetype among fitness managers—the "Advocate." ?? While this type of manager often has the best intentions for their team, they sometimes struggle to balance the interests of their team with the broader business objectives. Let’s break down why this happens and what can be done to address it. ??

The Advocate's Dilemma: Team vs. Business Interests ??

Fitness managers who embody the Advocate archetype tend to come from within the ranks of their team. They were once trainers themselves, so they naturally feel a strong loyalty ?? to their team members. They understand their challenges and goals intimately. However, this loyalty can sometimes cloud their judgment, particularly when the needs of the team conflict with the needs of the fitness department or the company as a whole.

For example, in a large fitness network, one of your top trainers might be needed to help launch a new club. ???♂? As a manager, you may hesitate to let them go because they’re part of your "golden reserve" ??—the ones who make your current club run smoothly. But the bigger picture may demand that you let them take on this new role, as it benefits the company at large. ?? Here, the fitness manager must learn to balance the needs of the team with the needs of the business.

Over-familiarity with the Team ??

Another challenge that Advocates face is their tendency to be overly friendly with their teams, sometimes at the expense of professionalism. Having come from the same background, they may struggle to objectively manage their former peers. They might cover for them, making excuses when things go wrong, or worse, fail to enforce critical policies and standards. ??

One particularly damaging behavior is the poor communication of unpopular company decisions. ??? When a business decision isn’t welcomed by the team, the Advocate often delivers the message poorly, framing it as “bad news from above” instead of aligning it with the company's goals. ?? Instead of taking ownership of the decision, they distance themselves from it, saying things like “Well, they’ve decided to do this...”

This can lead to serious consequences. Teams that receive poor communication from their manager may feel disenfranchised and may even resist company policies, creating unnecessary tension and slowing down progress. ??

The Importance of Communication Skills ????

One of the most important lessons I’ve learned from observing various fitness managers is that the way decisions are communicated can make or break a team’s response. When a fitness manager understands their role as a representative of the business, they can present decisions with a level of understanding, optimism, and purpose. Even unpopular decisions, when explained well, can be accepted by the team without major backlash. ??

On the other hand, when a manager is too focused on being a “friend” to their team, they fail to carry out this essential role. Their team may react poorly, inciting unnecessary friction and rebellion. Therefore, fitness managers must remember that their role requires them to take a business-first approach in communication while still supporting their team. ????

In summary, balancing team advocacy with business objectives is essential for fitness managers to grow into their roles and achieve greater success within their organizations. ??