Chapter 1 Notes: Personal Training Field and Profession

Market Differentiation and Client Focus

  • Personal Trainers compete for clients with clubs; differentiation strategies include:

    • Focus on a specific clientele (e.g., women, children, seniors, athletes)

    • Develop expertise in a given area

    • Offer small-group training in addition to one-on-one sessions

    • Competitive pricing

    • Use multiple locations

    • Obtain more than one primary and/or specialty certification

Establishing a Solid Knowledge Base

  • Continual assessment of strengths/weaknesses; use ACSM job task outlines as a knowledge map

  • Action plan steps:

    • Review job tasks and related knowledge/skills/abilities; rate familiarity and competence

    • Prioritize knowledge from weakest to strongest

    • Over the course of a 1extyear1 ext{ year} , seek CE opportunities focusing on weak content areas

    • Recertification should be a pleasure, not a last-minute chore; avoid last-minute CEUs/CECs

The Exercise Sciences

  • Strong knowledge foundation in exercise sciences plus leadership and coaching

  • Educational programs may offer content covering these disciplines

  • ACSM resources to prepare for the ACSM-CPT certification:

    • In-person workshops, online webinars, online practice questions, online study groups, book bundles, and an exam content outline

  • Details and resources at: https://www.acsm.org/get-stay-certified/get-certified/health-fitness-certifications/personal-trainer

Developing Your Tool Kit

  • Essential tools include:

    • Effective communication skills (in-person, phone, email)

    • Ability to motivate and influence behavior change

    • Effective interviewing and screening

    • Use of goals and objectives

    • Safe and effective exercise program design

    • Ability to demonstrate, instruct, spot, and supervise movements

    • Up-to-date technology for continuing education (webinars, online resources)

    • Obtaining new primary or specialty certification skills

    • Use of social networking sites, websites, blogs, and email blasts for marketing and monitoring

    • Sound business model

  • These form the minimum toolkit; continually add tools and improve skills throughout the professional career

Communication Skills (Motivating and Influencing Behavioral Change)

  • Communication is more than verbal; includes nonverbal elements (visual, kinesthetic)

  • Emotional state of both individuals affects communication effectiveness

  • Trainers can be effective motivators by creating an optimal emotional environment for clients to absorb and apply information

  • Communication is a recurrent theme throughout the book (e.g., Chapter 9)

Screening, Assessment, and Referrals

  • Tools: interviewing, screening, referrals to health professionals (physician, physical therapist, sport psychologist, registered dietitian)

  • Health screening forms establish trust and a foundation for the trainer-client relationship

  • Initial interview collects demographic information and health history; minimum forms: health history form and the PAR-Q

  • ACSM preparticipation screening form and algorithm are available in ACSM’s Guidelines for Exercise Testing and Prescription, 11th edition

  • Initial consultation topics:

    • Recent/past physical activity history

    • History of injuries

    • Level of social support

    • Potential stressors/obstacles (e.g., work hours, demands, commitments)

    • Types of physical activity they may enjoy

  • Use the consultation to synchronize expectations; obtain medical clearance if required; collect waivers/informed consent as needed

  • Risk assessment: Trainers should not diagnose or treat diseases; presence of risk factors requires referral to a health care professional before designing an exercise program

  • If in doubt, refer out

  • Assessments are tests/measurements to evaluate current status (provide a snapshot to guide program design)

Assessments

  • Examples of assessment measurements:

    • Resting and exercise heart rate

    • Resting and exercise blood pressure

    • Body weight and height

    • Body composition estimates

    • Circumference measurements (limbs, hips, waist)

    • Body Mass Index (BMI)

    • Waist-to-hip ratio

    • Flexibility

    • Tests for muscular strength/endurance

    • Tests for cardiorespiratory fitness

  • Use PAR-Q and other health data to begin drafting a customized exercise program

Professional Work Environments

  • Employment opportunities in diverse settings:

    • Commercial (for-profit) fitness centers

    • Community (not-for-profit) fitness centers

    • Corporate fitness/wellness centers

    • University wellness/fitness centers

    • Owner/operator (self-employed) studios, fitness centers, and in-home businesses

    • Municipal/city recreation/public parks/family centers

    • Governmental/military fitness centers

    • Worksite health promotion (WHP) programs

    • Cruise ships, resorts, and spa fitness centers

  • Commercial centers dominate the landscape (independently owned, chains, studios, licensed gyms, franchises)

  • Investigate compensation, benefits, policies, and advancement opportunities before accepting a position

Franchise and License Models in For-Profit Settings

  • Notable options: franchise vs license

  • Franchise benefits: brand recognition, proven operating systems, marketing templates, in-depth training, ongoing support

  • Franchisers dictate many facility aspects (colors, layout, décor, equipment, programs, product sales)

  • Initial fees: \$10{,}000\ to $100,000\$100{,}000; equipment may be included or not

  • Monthly franchise fee: fixed or a percentage of gross revenue (typical around 5%5\%)

  • Licensed gyms offer more flexibility and less ongoing support; licensees pay for using the name and logo

Not-for-Profit and Medical Fitness Centers (MFCs)

  • Not-for-profit organizations (e.g., YMCA, Jewish Community Centers, hospital clubs, municipal/military facilities, college recreation centers) are a large market

  • Pay may be lower than for-profit settings, but benefits may be better; nonprofit missions emphasize service

  • Medical Fitness Centers (MFCs): growing link between fitness and health care; MFA supports medically integrated health and wellness

  • MFA is a nonprofit organization; centers tend to serve older adults and clients with chronic diseases/multiple risk factors

  • MFCs often host both sick and healthy individuals within integrated programs

  • Integration-focused mission includes collaboration with healthcare providers and community members