Life Time reviews

- You are only payed commission, there is no hourly rate. Thus, to make any money, you must sell training or service a training session. On top of that, you are required to be in club during your block shift(this includes hours like 1pm-3pm when the club is almost dead). There are also a minimum of 3 hours of meetings every week which you are not compensated for. - Block schedule if you aren’t at your “goal for revenue”....no excuses, exceptions are rarely made to fit you/your family’s personal life. - Lack of communication between regional fitness managers and fitness department heads. For a position with such high turnover in the Dallas market, DH’s are given the reigns to oversee all day to day activity with little to no accountability other than how their club faired compared to their goal revenue-wise at the end of each month. - Accountability is results based vs behavior based - Trainers are told to “walk the floor”, set up educational/supplement-sample booths or are questioned how they spent their open hours if they aren’t occupied the following week. The problem here is that there isn’t structure or much opportunity for attaining new business. Not to mention Booths are almost always a waste of time. - If the fitness staff is not at their goal by the last 3 days of the month, trainers are expected to work until midnight all 3 of those days. In 10 years in the fitness industry, I have only seen 3 clients sign up to train after 10pm. To put it plainly, wasted time. - Your 1on1 meetings with either your ADH, vary from manager to manager. ADH’s are responsible for training their clients, selling training to new clients to be passed on to the staff, attending or running 8+ hours of meetings every week, managing their “sub-teams”(5-6 trainers per ADH) overall revenue and conducting 1-hour long 1on1 meetings with each sub-team member every week. The point....because of the immense workload each Assistant Department head is responsible for, your 1on1 meetings will often be rushed and solely centered around how much money your clients will bring the club that specific month. Growth and development is an after thought. !!!!! For “green” fitness professionals, there is little to no coaching and development. Management tries to fill new hires with 20 client hours per week. This rarely happens within the first month and afterwards you are solely responsible for managing and driving your own business. As a former Assistant Department Head our main objective was to sell training that would be serviced by other fitness professionals(SNS). These clients are distributed among the staff(usually 30+ trainers) in order of who is closest to Draw, NOT BASED ON THE CLIENTS BEST INTERESTS! Be aware that Draw is somewhat of a “loan system” Lifetime implemented for trainers who aren’t making enough each paycheck. Said trainers’ income are supplemented from the bonuses(override) of the management staff. For that reason, the management staff is in a hurry to give almost all new clients to brand new trainers. If you have little to no experience in this business, 20 client hours can be overwhelming for new employees, especially with the lack of guidance/development they are given. Eventually, when you have grown your client base, you will pay back your Draw to Lifetime. This can be a double-edged sword. Yes, it is nice to have supplemented income as you are ramping up your business, but the minute your paycheck clears $700(bi-weekly) Draw is taken in lumps from your paycheck.

Branding makes some of their fitness practices unsafe for everyone- example we were told to not teach body alignment in fitness classes. High turnover of instructors. Management not always knowledgeable about their own department as they hire people for positions they have no previous experience in, poor communication, promoted hive mentality over in the moment problem solving, I left because I was continually asked to teach practices that my previous training and knowledge led me to believe they were not safe and management dismissed my concerns.