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WELCOME TO REX RESOURCES, Exclusively for REX MEMBERS
REX is editing and up loading over 1,000 articles, book reviews and videos to this website. They draw on thirty years of REX Roundtable members best practice experience and also include thought leadership articles and books from outside out industry.
FINDING RESOURCES

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All REX Resources Are Organized Into The 44 Categories Below. Mouse over the categories and the resources in them for a description.

These are all the factors which largely lie outside the control of your club which are likely to have an impact on your business. Any of these factors might have a powerful positive influence on the growth and profitability of your business. It is equally possible that any one of them can become sour and have a negative influence. Most club owners don't pay a lot of attention to the external environment but when it begins to change, it is your job as the leader to be aware of this and figure out how to respond. This is the first step in forming your business strategy and your business model. Resources in this main category may also be further delineated by the following subcategories: MARKETS, COMPETITORS, REGULATIONS, TECHNOLOGY, SUPPLIERS, STRATEGIC PARTNERS, SOCIAL FABRIC, POLITICAL FABRIC, ECONOMIC FABRIC. You can view items within these specific subcategories by entering them in the keyword search box.
  EXTERNAL ENVIRONMENT
 
These are all the factors which largely lie outside the control of your club which are likely to have an impact on your business. Any of these factors might have a powerful positive influence on the growth and profitability of your business. It is equally possible that any one of them can become sour and have a negative influence. Most club owners don't pay a lot of attention to the external environment but when it begins to change, it is your job as the leader to be aware of this and figure out how to respond. This is the first step in forming your business strategy and your business model. Resources in this main category may also be further delineated by the following subcategories: MARKETS, COMPETITORS, REGULATIONS, TECHNOLOGY, SUPPLIERS, STRATEGIC PARTNERS, SOCIAL FABRIC, POLITICAL FABRIC, ECONOMIC FABRIC. You can view items within these specific subcategories by entering them in the keyword search box.
1- External Influences
 
This is the major design element of business. It consists of a set of seven choices that create the structure and systems on which all the departments in the organization function. None of the seven areas show up as departments or functions within most b
  LEADERSHIP AND DIRECTION
 
This is all about making the right choices.  Leaders are faced with all kinds of choices on how to respond to the external environment and how to design and operate the internal environment.  Making good choices will make everything else easier. Avoiding these choices or making them in a way that alienates people or simply making poor decisions, will make everything harder.  Often not immediately but a year or two or three down the road.  In some cases leadership includes other people besides the CEO such as a Board of Directors or advisors that the CEO has chosen.  One of the biggest issues although infrequent leadership of the organization is the process of succession from one leader to the next.
2- Leadership & Succession
 
Direction talks about where the organization is going and how it's going to get there.  Over decades if not centuries, a variety of tools have emerged from goals and objectives divisions and missions.  This section talks about the process of creating these from the decisions the leader has made, and how the organization chooses to respond to the external world and its internal challenges.
3- Direction
 
This is the major design element of business. It consists of a set of seven choices that create the structure and systems on which all the departments in the organization function.  None of the seven areas show up as departments or functions within most businesses.  Because of this these design factors are often not clearly seen although they may be the root cause of the majority of challenges and problems within the organization.  It is within this realm that strategic management consultants and organizational behavior experts operate.
  ORGANIZATION DESIGN
 
This is the realm of planning and strategy. It takes leadership decisions within the business model and converts them into more specific guides to action. Strategy is the big gorilla here. If you truly create a strategy defines how you will approach the biggest challenges your business faces it will make everything else easier. Most businesses don't have strategies. They have goals and catchphrases and sayings but rarely do they have a real strategy. The primary strategies for any business focus on how they will address competition and growth. Resources in this category may also be further delineated by the following subcategories: COMPETITION, FORMAT INVASIONS, GROWTH, PLANNING, STRATEGY, BUSINESS MODEL. You can view items within these specific subcategories by entering them in the keyword search box.
4- Strategy, Plans, Goals
 
The structure of an organization defines how the work is divided up. This includes responsibilities of departments as well as individual job descriptions. It also defines reporting relationships and spans of control. It also explores new types of very loosely structured organizations such as holocracies and self-managed businesses. Resources in this category may also be further delineated by the following subcategories: BOUNDARYLESS ORGANIZATIONS, JOB DESCRIPTIONS, CENTRALIZING VS DECENTRALIZING, DESIGNING ORGANIZATION STRUCTURE. You can view items within these specific subcategories by entering them in the keyword search box.
5- Structure and Delegation
 
Staffing addresses how individuals fit into their job descriptions and the structure of the organization. It talks about the process for fitting people in and the quality and effectiveness of the fit.
6- Staffing
 
An organizations control system is the process by which it steers and keeps on target after it has set goals and strategies and other constraints and targets.  No matter how well you decide where were going and where were not going every business will drift off course.  Control system helps you discover when you're off course, how much you're off course and what you might need to do to correct for.  It also includes the process by which managers and employees at all levels are engaged in the self-steering.
7- Control System
 
Resource allocation is the process and practice of distributing the limited resources of any business across its various activities and functions.  The resources include money, space, equipment and people.  A business can have a magnificent strategy be well staffed but through poor resource allocation never manages to succeed.
8- Resource Allocation
 
The reward system is the design and practice of incentivizing, recognizing and to some significant extent motivating, and paying people. It is most powerful when it is aligned and supportive of the businesses direction.
9- Rewards and Recognition
 
The culture of an organization is the set of principles on which it actually makes decisions, particularly when the organization is under stress.  The values of the organization are consciously designed to guide all decisions and behavior and how the organization people should relate to one another and their customers.  At times the culture and the values are in perfect sync.  Without some serious effort it is likely that the actual culture is not reflect all of the organizations desired values.
10- Culture, Values & Ethics
 
The value added system is at the very core of what it is the organization does to create value for the customer.  Pricing may not all departments in the organization create value for the customer these of the support organizations that are often necessary, but simply add cost.
  VALUE ADDED SYSTEMS
 
At its core of marketing is about understanding the customer, and then going on to make the decisions on how the organization will present itself to the customer including its offerings and pricing. An element of marketing the process of promoting itself to the customers. Resources in this category may also be further delineated by the following subcategories: PRICING, PROMOTION, PR, BRANDING. You can view items within these specific subcategories by entering them in the keyword search box.
11- Marketing
 
It is in this area that the work gets done. It is here that the organization creates and delivers value to the customer. Resources in this category may also be further delineated by the following subcategories: ONBOARDING, OPERATIONS AND PROCESS, PROGRAMMING, PURCHASING AND LEASING. You can view items within these specific subcategories by entering them in the keyword search box.
12- Ops, Purchasing, Process
 
Sales is the process of understanding and/or persuading prospects to become customers.
13- Sales
 
This stands for research and development. It is here that the organization conceives of and develops new products and services for its market.
14- R & D Rifle Shots
 
Although customer service should be deeply ingrained in how the business operates it is often separated out as a separate function. Particularly when it deals with introducing a new customer to your range of services, answering the questions and handling complaints and suggestions.
15- Customer Service
 
Adapts Organizations and Individuals to Changes. It is strength in this system that enables average organizations to become great and stay great. This area is about learning.
  SUPPORT SYSTEMS
 
This category covers your business relationship with capital especially in relationship to where it comes from (investors, loans, etc.) how much do you need, and how you manage it.
16- Finance, Banking, Leases
 
Accounting records and keeps track of where money came from and where it goes.
17- Accounting
 
The focus is on developing people. Improving how they interact especially in teams.
18- Human Resources
 
Personnel has a detailed, record keeping and compliance focus. It insures you follow state and federal employee regulations, pays employees’ salaries and benefits, keeps records of vacations time, absences and evaluations. Finally it runs the employee hiring and selection process. Resources in this category may also be further delineated by the following subcategories: BENEFITS, EVALUATION, FIRING, HIRING AND SELECTION, LEGAL, ORIENTATION, RECRUITING, RETENTION, STRATEGY, TRAINING. You can view items within these specific subcategories by entering them in the keyword search box.
19- Personnel
 
A catch-all category having to do with property.
20- Facilities, Equip., Security
 
Keeps the company up to date with technology and keeps current technology functioning.
21- Technology
 
22- Legal, Insurance, Risk
 
23- Emergencies
 
Adapts Organizations and Individuals to Changes. It is strength in this system that enables average organizations to become great and stay great. This area is about learning.
  SYSTEMS IMPROVEMENT
 
Resources in this category may also be further delineated by the following subcategories: UNDERSTANDING ORGANIZATIONS, UNDERSTANDING PEOPLE, CHANGE, CREATIVITY AND INNOVATION. You can view items within these specific subcategories by entering them in the keyword search box.
24- Getting Better Systems
 
Resources in this category may also be further delineated by the following subcategories: FINANCIAL PLANNING, LEGACY PLANNING, LIFE, FAMILY, MARRIAGE, CHILDREN, WORK/CAREER, EXECUTIVE SKILLS, BLIND SPOTS, PERSONAL GROWTH, SPIRITUAL GROWTH. You can view items within these specific subcategories by entering them in the keyword search box.
25- Personal Development
 
Resources in this category may also be further delineated by the following subcategories: FACILITATION, ROUNDTABLE DESIGN, CONSULTING SKILLS, COACHING, ORAGANIZATINAL BEHAVIOR, INDIVIDUAL BEHAVIOR. You can view items within these specific subcategories by entering them in the keyword search box.
26- Consulting
 
Both the good, the bad and the ugly. Case histories of companies that you can learn from.
27- Case Histories
 
28- Reference Books
 
Specific details on health clubs and fitness.
29- Health Club References
 
  NON-PROFIT RESOURCES
 
30- Non-Profit Opportunities
 
Management is a collection of skills and practices used by the people in an organization from the very top down to the front line which enables the organization to apply human capacities and abilities to shape the organization’s direction and desired fashion and to correct threats and problems as they occur. Resources in this category may also be further delineated by the following subcategories: TEAMWORK, CONFLICT, FACILITATING MEETINGS, DELEGATION, PROBLEM SOLVING, DECISION MAKING, NEGOTIATION. You can view items within these specific subcategories by entering them in the keyword search box.
  MANAGEMENT
 
Management is a collection of skills and practices used by the people in an organization from the very top down to the front line which enables the organization to apply human capacities and abilities to shape the organization’s direction.
31- Management Resources
 
Every organization produces a set of intended and unintended results. Results show up in the degree to which the organization satisfies six major categories: 1- satisfying the organization itself with such things as profit and growth; 2- satisfying employees so morale is high and turnover is adequately low; 3-satisfying customers so that they remain loyal; 4-satisfying suppliers so that they continue to work with you; 5 – satisfying your community so continues to be supportive of your business; 6 – satisfying our impact on our natural environment. Although we are always concerned with these six results -some more and some less -we cannot directly manipulate or affect these results as they are created by everything else that goes on in the organization. Attempting to control the results directly is akin to cooking the books; as opposed to running a business well. Resources in this category may also be further delineated by the following subcategories: GROWTH, PROFIT, CUSTOMER SATISFACTION, PRODUCTIVITY, STAFF MORALE, TURNOVER, ENGAGEMENT, INVESTORS, COMMUNITY. You can view items within these specific subcategories by entering them in the keyword search box.
  RESULTS
 
Every organization produces a set of intended and unintended results. Results show up in the degree to which the organization satisfies six major categories: 1- satisfying the organization itself with such things as profit and growth; 2- satisfying employees so morale is high and turnover is adequately low; 3-satisfying customers so that they remain loyal; 4-satisfying suppliers so that they continue to work with you; 5 – satisfying your community so continues to be supportive of your business; 6 – satisfying our impact on our natural environment.
32- Results Optimization
 

Special Sets of Materials: A-H also appear in the Anatomy Categories

Each year REX scans hundreds of business books, magazines and professional journals from around the world that are relevant to our industry. When we find new ideas methods or concepts of value to REX members we write a book review. This will tell you why the information is important to you as an executive in the club industry, summarize the key concepts, and create specific ways in which you can assess the value of these to your organization and then apply them. For several decades REX is been reviewing significant authors such as Jim Collins, Patrick Lencioni, etc. years before they arrive on the club conference speaking circuit.
A - REX Book & Article Reviews
 
This is a series of checklists to help club executives identify opportunities for improvement. Each REXChex™ fits on one sheet of paper. They are quick ways to help you maintain consistency, delegate more easily and identify areas of opportunity and focus for improving your business performance and the quality of their lives.
B - REX Check Lists
 
There are dozens of leadership management and operational topics that are central to operating a high-performance club. These topics come up again and again in our roundtables. REX Concept cards are put together usually on one or two sides of an 8.5 x 11 sheet outline critical things to remember in dealing with such topics as Conflict and Meeting management.
C - REX Key Concept Cards
 
The REX 5 Ways lists are just 5 ways to get something done such as Reduce Email Over Load, Reduce Costs, Increase Profits, Prepare for Emergencies, Better Balance Life and Work, and so forth. Most of these can be built from our members experience and ours. Ideally each of the 5 ways presented has a specific example and member’s name. An inspiration for this is Verne Harnish’s 5 ways in each issue of Fortune Magazine.
D - REX Five Ways for Improving
 
Twenty-five years ago Will Phillips and Gerry Faust reviewed over 50 major week long strategic diagnostic interventions they had held with businesses of various sizes from 34 different industries. Each intervention produced several hundred problems and opportunities in that particular organization. When we brought all these together we found they could be condensed into about 200 distinct problems and opportunities. Each company had a different set of these. The set applied to a particular business also defined its Organizational Lifecycle [Link}.
E - REX Decks of Diagnostic Cards
 
We select REX members who have demonstrated a strong expertise in a particular area to share this information across all REX roundtables. We call them REXperts. Some of this is done by video recordings, and beginning in 2016 by in person appearances where the expert visits each other roundtable for presentation as well as extensive Q&A. Many of these folks are the people who show up time and again giving presentations at industry conferences. The difference now is that the REXperts are speaking to a small executive audience instead of a general audience. In addition in-depth questions and answers are possible along with extensive handouts.
F - REX Member Experts
 
REX is committed to keeping the club industry from becoming in from becoming ingrown. Young Me Moon describes this problem in her book "Different: Escaping the Competitive Herd", where she describes the problem or all the members of a single industry go to the same conference read the same industry magazines and continuously share ideas on how to improve. This all sounds wonderful but over time everybody begins to flock together and fly the same way. This makes it harder and harder to competitively distinguish yourself and to innovate new ways of serving your customers.
G - REX Safaris
 
REX has accumulated dozens of assessments. Short and long in-depth and quick to help you look at yourself your managers your employees your organization. Although all of these appear and other places in the Anatomy categories we’ve assembled them all here to help you find them easily.
H - Rex Assessments
 
Comparing your numbers to someone else can be extremely valuable, if and only if everybody is reporting numbers in the same way, and if and only if it is possible for you to question face-to-face each company that has submitted numbers. REX has explored several ways of doing this and continues to search for the most effective way. In this category you will find information on definitions of key performance indicators and ratios that we share as well as ways of helping one another use the numbers to manage better.
I - REX Financial Reporting
 
REX is accumulated here the materials helpful for a new REX member to become a member of roundtable and get up to speed. There is background reading and some diagnostic tools.
J - New Member On Boarding
 
REX uses a variety of forms to orchestrate the process in its roundtables. Not every roundtable uses all of these. This is a library of such forms.
K - REX Forms for Roundtables
 
REX has prepared a variety of brochures and marketing materials over the last 25 years . Many short articles were created in response to a prospective member’s questions. Outsiders have also written about REX and its impact on club executives in the performance of the business and the quality of their life. All of these are assembled here.
L - REX Marketing Materials