personal trainer

fitness manager

janitor

operations manager

manager in training

LA Fitness

What is the best part of working at the company?
The best part of working at LA Fitness? Well, it’s a workout for your patience and adaptability as much as it is for members’ biceps! Let’s start with the perks: you get to work in a solid, safe environment, which is a win. Plus, employees can enjoy the fitness benefits—getting paid to be around workouts is something, right?

And here’s the fun part: you’ll learn fast because there’s no formal training. It’s all on-the-job, so if you thrive on mysteries, this is your place! Every day brings a new puzzle, like figuring out how to log member interests or navigate the computer system. You’ll also develop a sixth sense for manager moods; you’ll learn to tell when they're in that rare “friendly and laughing” phase or more often, the “stressed and staring into the distance” vibe.

But hey, if you stick around for one to two years, you’ll start getting recognized for your superhuman customer service skills! And if you’re into improv, you’ll love the lack of strict job descriptions, as new duties magically appear over time—sometimes without warning!

In summary, working at LA Fitness is an adventure in personal growth, patience, and customer service mastery. It might be a one-star gig overall, but there’s potential to bump that up to two stars with a little flexibility, a dash of humor, and a knack for handling surprises. So, if you’re ready to get fit in every way—mentally, physically, and emotionally—this might just be the best job for you!

What is the most stressful part about working at the company?
The most stressful part about working at LA Fitness is the lack of clear training and guidance. Initially, learning to use the computer system to log members in is challenging, as there's no formal training, only on-the-job learning, which can feel overwhelming. The inconsistency in management's mood also adds to the stress—managers often seem stressed and preoccupied, yet at other times are friendly and approachable, creating an unpredictable work atmosphere.

Overall, the biggest stressor is the feeling of not knowing what’s expected. There’s little explanation of expectations, aside from the looming threat of immediate termination if certain tasks aren’t completed. This uncertainty, paired with minimal guidance, makes it difficult to feel secure in the role.

What is the work environment and culture like at the company?
The culture at LA Fitness is a blend of supportive intentions and challenging realities. The company provides a safe and solid environment for members, and many employees are genuinely there to foster a positive atmosphere around fitness, helping members feel encouraged and welcome as they work toward their goals. However, there are significant challenges for employees, especially at the front desk, where formal training is lacking. Training is generally conducted on a need-to-know basis, leaving employees without clear guidance on essential tasks such as logging member interests and handling sales. This lack of support often results in missed opportunities and member interest slipping through the cracks.

Employees also report limited resources and indirect, reactive management approaches. There is a sense that some managers avoid proactive training, only addressing issues as they arise, which creates uncertainty and frustration for staff. Additionally, some managers have been known to ask employees to work outside of their scheduled hours, adding to the feeling of unpredictability in the workplace.

Positive aspects of the culture include the presence of management staff who can make actionable decisions, and a delayed but real reward system where customer service and productivity are recognized after one to two years. Despite these positives, some employees find it difficult to connect with supervisors, who may come across as distant or overwhelmed.

Over time, employees may take on more responsibilities, yet pay remains below average, with few benefits other than those they cover themselves. Job tasks also tend to expand post-hire, including frequent calls to members for overdue payments or credit card updates—tasks that are not typically disclosed during the hiring process. A small commission (1-1.5%) for successful collections can slightly boost wages, but it requires significant multitasking, which can be exhausting.

In summary, while there are genuine efforts to foster a welcoming fitness environment for members, the workplace culture for employees is difficult, with limited training, unpredictable expectations, and a lack of resources. Improvements in training, communication, and manager support could help foster a more positive and supportive workplace.

What is a typical day like for you at the company?
A typical workday at LA Fitness is anything but ordinary! Your day kicks off at the front desk, where you’ll be on a first-name basis with the computer system—without formal training, of course. You’ll figure out how to log members in, handle their questions, and try to track member interest and sales (or, let’s be real, let a few of those slip through the cracks). It’s a bit of a guessing game since most of the training is on a need-to-know basis, but hey, nothing keeps you sharper than a little trial-by-fire!

Throughout the day, you’ll juggle calls to members to update their credit cards or collect unpaid dues, a task that might come as a surprise since it probably wasn’t covered in your job description. It’s a fine balance of dialing, smiling, and greeting members all at once—think of it as the ultimate multitasking workout. And yes, there’s a tiny commission (1-1.5%) for successful calls, so it’s possible to boost your hourly wage by a dollar or two if you’re up for it!

Meanwhile, managers hover between “overwhelmed and slightly distant” and “friendly and approachable,” so it’s a good idea to stay adaptable. If you catch them in a good mood, great; if not, well, you’re likely handling things solo. Some days, you’ll notice the supervisors looking off into the distance, others they might be close to the brink—keeping things interesting, if nothing else. Just be prepared for the occasional indirect berating when a task you didn’t know about suddenly becomes urgent.

As the hours pass, you’ll gradually take on new duties you didn’t expect (without extra pay), build your resilience, and maybe even get a little workout inspiration along the way. Overall, it’s a day of improvisation, adaptability, and a bit of humor to keep everything in stride. If you can handle the surprises and make it through the day, you might just be LA Fitness material!

The children and many of the families were the best part of this job. They deserved a safe, stable, and well-supported environment. Unfortunately, that was not the reality I experienced.

You are given a guideline packet full of child safety expectations, supervision standards, and operational procedures, but much of it seems to depend on who is working that day. Policies that appear important on paper often felt optional in practice, and there was very little overall structure within the Kids Club itself.

Training was one of the first signs that something was wrong. In my experience, there was very little meaningful training or support from management. Rather than having a structured onboarding process, it often felt like new associates were expected to teach themselves. The people directly responsible for leading the department played very little role in actually training me, and I was largely left to figure out policies, expectations, and day-to-day operations on my own.

For a position responsible for the safety and well-being of children, I found that lack of training deeply concerning.

One of the biggest problems was staffing. In my experience, associates could be left alone with a room containing babies, toddlers, school-age children, and preteens at the same time.

Management’s approach appeared to be that staffing was based on whether or not they believed you could handle a large number of children of varying ages. If you appeared capable, additional support did not always seem to be a priority. You were simply expected to bottle-feed infants, supervise multiple developmental stages, manage behaviors, prevent injuries, greet parents, respond to incidents, clean toys, sanitize toys, and maintain the room—all at once.

Instead of being rewarded with support, competence often seemed to result in even greater expectations. It did not feel like a workplace built around teamwork. It felt like a workplace built around seeing how much responsibility one person could absorb before breaking.

Cleanliness was another area that concerned me. Employees were expected to actively supervise children while also keeping toys sanitized and the room maintained. When the room became busy, direct supervision understandably had to come first. In my experience, the workload made consistent toy sanitation extremely difficult.

One conversation with a parent has stayed with me. A mother told me that her child seemed to get sick after visiting the Kids Club. I cannot say whether the illness was related to the facility, but hearing that while knowing how difficult it was to keep up with sanitation responsibilities reinforced my concerns about the overall system.

Another interaction that stood out involved room capacity. When I asked about it, I felt that my concerns were dismissed and that I was “nitpicking” what I believed were operational and safety issues. Rather than treating questions as an employee trying to better understand expectations, it often felt like bringing up potential problems was viewed as creating problems.

The job itself was not what drove me away—the children certainly did not. It was the leadership.

In my experience, management created an atmosphere where asking questions, raising concerns, or suggesting improvements felt risky rather than encouraged. Support often came only after situations had already escalated, leaving associates to carry responsibilities that far exceeded the level of guidance provided.

I also found the management culture emotionally exhausting. I frequently felt like I had to walk on eggshells, carefully choosing my words because I never knew how they would be received. Honest conversations, constructive feedback, and even casual attempts to build rapport did not feel safe.

A healthy workplace should encourage communication and relationship-building. I left feeling that the less management knew about you personally, the safer you were.

What disturbed me most was the disconnect between the level of responsibility placed on associates and the level of support provided. Employees are trusted with the safety and well-being of other people’s children while juggling multiple responsibilities at once, often with limited resources, inadequate training, and little backup.

Although my employment ultimately ended, I had already reached the conclusion that I would not remain with the company long term. The disorganized training, weak leadership, unrealistic workload, and culture surrounding management had already made that decision for me.

I accepted that no job is perfect. What I did not expect was a workplace where asking questions, seeking clarification, and raising concerns could make you feel like a problem instead of an employee trying to do the job responsibly.

For what is expected of Kids Club associates, the compensation simply does not match the workload. In my opinion, a position with these expectations should pay significantly more than it does.

There is a reason turnover appears to be high. The work with the children can be rewarding, but the environment surrounding it made the position feel unsustainable.

My advice to anyone considering this position is simple: do not work here. Not all money is good money. If you value proper training, competent leadership, teamwork, consistency, and a workplace where child safety is backed by action rather than words, look elsewhere. In my experience, this was one of the most poorly managed work environments I have encountered.

Pros: The children and families.

Cons: Weak management, poor training, high turnover, inconsistent policies, unrealistic expectations, poor support, lack of structure.

Alright, let me give you a very detailed breakdown about LA Fitness and the different management positions since I worked as both an OM & GM (sales manager). I initially took this job to get into management and really just use it as a stepping stone.  I first got hired on at the Burien location as an Operations Manager back around 2013, and things were SO much different then in terms of the company and upper management. 

My experience started out great because I got hired to run a brand new club just opening up, so there was a ton of excitement, fun, and good vibes all around. It also helped I had an amazing DOM (District OM) who truly did care about me, the other OMs, and our well being. The base pay is horrendous, but 10 years ago (things are much different now and will never be the same) I made good money ONLY because of the amazing staff I had and the TON of extra work I put in with what they referred to as "EFTs or clear-ups". That's basically where someone's monthly membership fee's were declined because of getting a new credit card, not enough money on it, or any other reason.  If I personally called the member and got them to update their card or pay their dues (I would average at least 5+ a day the first couple years at the Burien location) I would get $10 each one, but that commission would gets taken away if the next month it declined again. If my staff did it then I would get $5 and they get $5 so there was definitely motivation for them to do it as well (my understanding nowadays is the commission is much lower and structured much differently).  Myself and my DOM did such a great job about creating a competitive but fun atmosphere with all of the employees working, even those in the kids club, with what was essentially making collection calls. My location was consistently in the top 5 in the country for most EFTs daily/weekly, and that was the only reason I made somewhat decent money. 

As the Operations Manager you basically sit up at the front desk all day and check in members, there really isn't much management involved. Yes you do interviews and hire people, but you're only overseeing a few employees unless you're at a super busy location in California or similar. You deal with all the angry members, complaints, general BS, and a lot of it stems from sales doing shady things. It's impossible to keep good consistent staff, especially janitors, because they are getting paid minimum wage. We would always run out of paper towels, cleaning supplies, and gym equipment would constantly break which would only get fixed every couple months. You couldn't even order new equipment or cable attachments without jumping through so many different hoops, it was ridiculous. 

Essentially after my DOM left the company, I lost a lot of my good employees because LAF is a revolving door for staff, the excitement of the new club was gone, I stopped making decent money (again ONLY came from those EFT collection calls), and I saw how much more money the Sales Manager (they call them the General Manager but really the OM is the GM, it's really dumb), I decided I wanted to try a GM/membership manager role. You're not a GM, literally all you do ALL day is sit at a desk in front of a computer and make harassing phone calls to potential leads and people who came in and used a guest pass at some point. Upper management would always say you needed to go out in the community and basically handout flyers or try to bring in traffic, but no one ever did that. 

I got put at what was considered one of the worst locations in terms of membership numbers and traffic through the door (Tukwila).  But I'm someone who is highly motivated, outgoing, friendly, and very good at sales. I turned that location from selling the least amount of memberships, to being one of the top in the district and country consistently month after month. BUT that is only because I put in 65+ hours a week, would do what upper management would consider "membership flips", and have unparalleled people skills. You are also required to work 6 days a week, including Saturdays, and only get Sunday off. Upper management doesn't care about you or your employees, they only care about the numbers and how many memberships you sell. It was so difficult to hire and keep sales counselors. 

After being an OM for 3 years and a GM for another 3 years, I saw hundreds of employees come and go, including VPs, DOMs, GMs, OMs, it was my time to leave as well. It's unfortunate too, because when I first started 10 years ago the culture was so much different. Now they could care less about the staff, clubs, cleanliness, or how the business is ran, it's simply all about the numbers and profit. 

I will say the only good thing was the people I met along the way and all of the members that appreciated me and the hard work I put in, which they certainly noticed and recognized. It also led me to my current position as a Project Manager in the construction industry making 6 figures only because I could put GM/OM on my resume without anyone else truly understanding what that meant. 

Run far away from any job at LA Fitness, the only time I'd say to MAYBE take a management position is if you're young and fresh out of college maybe do the same thing I did for a couple years just to get "management" on your resume, but you will not learn anything nor be a manager. 

Firstly I will state that working for LA Fitness was a great experience in terms of building skills towards the promotion of understanding how businesses are run. Management skills and experience is what you should strive to gain. I will state that this company could be better. Yet, they choose not to be. Which is very unfortunate. 


Lets list off what you should look out for within this position or if you are a low tiered Personal Training Counselor pay right attention. 

I myself started late Dec. Last year. Within 3 months I was promoted to Head Manager. Within those 3 months I noticed that the pay was decent, but for lack of a better word there is no difference in terms of responsibilities when it comes to being promoted. 

Your base pay will always be the same. 13.50 (California)
Even if your a Head manager you will still receive 13.50. 
LA Fitness are crocks when it comes to pay. 

Your threshold robs you of commission and trust me making 1,700 off commission would only net you 1,200. Its happened to me. So yes don't expect to be given what you expect at all. 

Lets put this into prospective for garnished commission pay. 

PTC: Tier 1 500 dollars reduction in your pay.
APTD: Tier 2 250 reduction in pay.
PTD: No threshold (but you still get paid 13.50) 

Oh by the way the thresholds should have been increased due to the increase in base wage. So expect more to be garnished from your commissions. 

The threshold they put upon you will always deduct tons from your check. As you go up in "management" the thresholds get lower until you keep your commission, but by that point you will be working towards promoting others to net you more on your bonus.
 
The incentive is bonus and bonus are paid out nicely. Only if your in a club that has 1. Great sales from membership department. Guess what if they tank you tank. 2. A great team that understands what to say. Remember sales is finding a solution and having individuals close themselves. You just lead them to the finish line. 3. Certified Trainers who are happy with $ 8.00 pay per client. If you ask me $ 8.00 for 25 min worth of time is trash in California. Perfect for part timers though.   

Yet, location location location and team is what matters. 
Why location? The people have to be receptive towards you. If passed management has unforgiving ruined rapport with members believe me it will be ten times harder for you to sell. This is fact when past managers get desperate to meet goals its bad business for everyone. 

I was the highest closer for my district out classing all those who were within the industry with closing. It was quite simple if you know what to talk about. Metabolic responses to foods, how to promote healthier life style etc. People are looking for leaders to get their lazy selves to become better. Believe me I knew what to say to promote growth. Yet, the job falls short in terms of growth itself. Sure being a Head manager sounds great, but there is no difference in titles AT ALL. Unless you are a VP. Even then you would have to produce managers to even get to that point. Did I mention high turn over rate. Good luck trying to do that. 

Remember in the long run you are that gate keeper to allow members to learn to build discipline. As you get promoted you will see whether or not you will like this job. 

Pay structure could honestly be better towards keeping individuals within the company. Believe me If they gave me higher base pay and allowed no threshold people would love their jobs because its quite easy.

In terms of Hours. They will work you to DEATH!
Prepare to live at the gym.
You will work there 6 1/2 days a week!!!!
Whats that mean? 1 day of rest with a half day.

Believe me you will burnt out quickly. Not to mention Training itself is expensive. 

Lets break that down for you also.

Training Programs can either cost 135 dollars to 660 Dollars. Yet, it truly depends on sessions. 

These are contracts. Quite easy to sale, but look out for peoples money. This is California after all Highest taxed state in the US. 
Remember look out for peoples best interests and not your own. 


Do not fall for anyone giving you a grand scheme of how much money can be made. Remember these individuals are only looking out for themselves and there interests not yours. By the time you realize it. You would have made the company ten times more then you would ever receive back. 

I feel the only thing that kept me there for so long was incentive towards bonus and honoring people who I had spoken to towards helping them with their  goals. 

Do not invest your time within anything that has to do with this company. Its a true waste of time. Your better off working hourly somewhere else or getting into sales with a GREAT company. This company can be great, but they choose not to. Which is sad. STAY CLEAR from this company!

A typical day was highly operational and often extended beyond standard business hours. In addition to overseeing multi-state Group Fitness operations, I was responsible for teaching classes, covering last-minute instructor call-outs, driving between locations, verifying class completion, reporting equipment and stereo issues, and documenting operational concerns in detail (including instructor names, times, and specific incidents).

Because of time differences with California-based departments, I frequently received calls outside of my scheduled hours. Communication expectations required phone calls rather than text, which resulted in being on the phone extensively throughout the day managing coverage, problem-solving, and reporting.

The role required strong organizational skills, crisis management, adaptability, and the ability to maintain programming continuity across multiple locations with limited administrative assistance. I developed resilience, operational discipline, and the capacity to lead under constant pressure.

Management operates within a centralized structure with high expectations and close oversight. The culture is performance-driven and detail-focused, with strong emphasis on adherence to executive standards.

The hardest part of the job was maintaining work-life balance, as accessibility was expected beyond traditional hours. This role may be best suited for a new manager seeking high-level experience who does not have significant personal or family responsibilities requiring predictable boundaries.

The most enjoyable part of the role was supporting colleagues  and mentoring instructors, building strong fitness communities, and seeing members benefit from consistent, high-quality communication and programming.

Pros:
• Strong brand recognition and large membership base
• Opportunity to oversee multi-location and multi-state programming
• Exposure to corporate-level fitness operations
• Ability to build meaningful instructor communities at the club level

Cons:
I began in a New York leadership role and was later expanded to oversee multiple East Coast states. The scope of responsibility grew significantly, including multi-location programming, instructor management, and operational oversight. However, administrative and structural support did not increase proportionally with the expanded regional demands.

The organization operates within a highly centralized executive structure. Field leaders have limited autonomy, and programming must align closely with specific executive preferences. Leadership at the top can be highly directive and detail-focused, leaving minimal room for independent judgment.

The workload can be extensive, and expectations are high. Feedback often centers on specific execution methods rather than broader performance outcomes. Leaders who seek flexibility or collaborative dialogue may find the environment challenging. Clear communication alignment with executive leadership is essential for long-term success.

Advice to Management:
As regional responsibilities expand, consider scaling administrative support and clarifying role expectations to match the increased scope. Strengthening collaborative communication between executive leadership and field management could improve alignment, morale, and long-term retention of experienced leaders. Encouraging space for professional judgment within established brand standards may also enhance trust and performance outcomes across regions.


First I was hired to work in the kids club where you can have as many kids as come in for one employee since at my location my manger would let anyone call off and not find coverage. Also if anyone ever complained about the amount of kids vs employees the employees were told to inform them that "because we are not a state lawed daycare we don't have to follow the state laws of employees to children." Also the kk girls are on their phone not paying attention to the children or will have their back to the children not paying attention at all.

Next I was switched to front desk which is where you scan the members in along with answer the phone and be the "billing dept" i was never correctly trained since I would go out to the front desk on saturdays to work and just learned as I went. while making these calls to people who's card declined and people who pay all at once you would get $5 dollars for a decline or 4% for anything else. If the person card decline again the next month though they took the $5 back even though you paid taxes. Also then employees would call these members from their cell phone to get the clear up because the OM's pushed to hit 121 clear ups a month or 221 or 331 because each goal gave them extra hours to make these calls. The company put in a 3 call limit but people would receive as many as 20-60 calls in one day. Even thought corp which doesn't really do anything will send out messages saying that you aren't allowed and then if they get caught the managers fire them even though the managers knew. 

Managers will sell the lower employees down the river in a hurt beat.

There is also no member service number really because when you call it you will get an Om typically giving you the cookie cut answer and nothing gets done.

Then there was management, which there are 3 at every location. Om, Gm, and PTD. The PTD typically leaves the front desk alone but the Gm will say one thing and then the OM who is really the front desk boss will say another. So if you say no to the Gm they get mad and the Om gets mad if you go against them. 
There is also the fact that there is favoritism among employees and the managers. First as front desk you have to do "club pride" which is the same thing as janitor but you don't get paid the same. since the managers never hire anyone. There is also a the fact of high turn over. then depending on management who typically don't have any experience or don't know how to not be friends with the lower employees my manager would sit there and try to cover shifts for her friends so that they could go out on a friday night. 

The worst thing is they will have you work off the clock. Also they will have you clock in to other times where you didn't really work so you can work other times. Then they will have you come in just because the manager doesn't want to be alone at the front desk. 
This company is money hungry and cheap. They won't spend money on anything but they make so much money. Then instead of updating a gym that is almost 10 years old and has about 2400 people everyday they would rather lose those members then updating. Members will say if it wasn't for the fact its the only gym in the area then I would be gone. I told my manager that people were going to leave because nothing is ever updated like the 10 year old treadmill that break every other day.  "she said good let them leave".

they advertise great pay and they do if you can get the money from the calls and don't get decomped. You could get comp as high as 6 figures depending on department you were in and if you are good but the next pay be in negative. 

In general it is a terrible company to work for and I would only suggest doing it if you have no soul to be sucked out of you and want to work in dirty and judgmental environment.

Started as a PTC, rose to PTD. Let's just say I'm glad to be out.

I'm going to start with the sales part, but if you're looking to be a personal trainer, scroll down.

SALES POSITION: PERSONAL TRAINING DEPARTMENT

You need the personality of a pure-bred salesperson, which is willing to...not lie, but withhold some truth. If you have that in you, more power to ya.

As a PTC and then an APTD, I saw many practices that were downright sketchy by the higher-ups. I was told to pay more attention to new potential members, because that's where most of your commission will come from. Current members within the personal training are pushed into the back burner, because whether or not they have problems with their program, it doesn't bring in much money. When a client buys into a training program for 3-12 months, they have 10 days to cancel with all of their money back, or else they'll have to pay 50% of the remaining balance. Thus, I've seen training directors sell, and then avoid those customers who want their money back if they're unsatisfied. I've seen clients fight tooth and nail trying to get a hold of training directors to cancel, but they would play the avoiding game until those 10 days are up so the client would be trapped.

If you have a caring attitude, be ready to be yelled at for doing too much customer service. Also, your district vice president will text you every time someone within your district when a significant sale has been made, so would sometimes average 50+ annoying texts a day. Make sure you have unlimited.
Another warning: most LA Fitnesses will see a huge turnover rate for every position. The one that will most affect this position will be the turnover rate for personal trainers. Thus, let's talk about personal training.

PERSONAL TRAINERS: Oh god where do I start...
There are 2 types: Personal trainers and Master trainers. Personal trainers are paid $6 per session, Master trainers are $12. Sessions are 25 minutes long. Trainers are paid IF their clients show up. Thus, they are not paid if there are cancellations or reschedules. If there is a block of free time in the schedule, trainers are not paid for that. Back then, trainers could put in the option of "time worked," which meant that they stayed around, helped out, cleaned up, or whatever. "Time Worked" option was at a rate of $7.25 an hour. I was told that "Time Worked" counted for any substitutions, such as if a trainer didn't come in and another had to take over. I WAS TOLD THIS BY MY SUPERVISOR. Turned out that wasn't the case.

At the end of the pay period, it turned out that trainers are paid whichever is more; Time Worked or by sessions. Thus, if a trainer had a lot of holes in his or her schedule, stayed around, helped out, they would not have been paid for any of that if they earned 1 cent more with the per-session rate. Vice versa applies too, if their amount of time worked surpassed their per session rates, they were paid $7.25/hour and nothing for their training sessions.

What else is that prices for personal training fluctuates constantly, and for the most part, goes up. The pay for trainers however, stay the same.

So doing some math:
Clients pay a $149 enrollment fee.
They also pay per session. The current price for a regular personal trainer (not master) for 1 year (52 weeks) is $40 per session, so that's $160/month for a whole year. Total: $2,229.
A personal training director is paid 5% of that, so that's $111 that goes to the director.
Again, a regular personal trainer is paid at $6 per session, so that's $6 a week from this one particular client for 52 weeks. So for this one client, 1 year worth of pay is $312.

$2,229 - $111 - $312 = $1,806 unaccounted for.

So...where is that $1,806 from each personal training member going? Hmmm.

I'm a disabled veteran (90%) who recently got out of the military last year. I have a BS in Information Systems Security, almost finished with my 2nd BS in Project Management, have a AS in Aviation Management from the military, 10 years of Management experience (including the military), 5 years of Sales & Human Resources experience just to start off with qualifications. I took this job solely to do something and advance into a potential career.

Sadly, I found that the General Managers were either A) inexperienced, B) without a college degree or C) both. They have poor people skills, poor managerial skills and overall would not cut it in a real position of work whether organizational or in legitimate management position.

I was only employed with the company for 4 weeks because I chose to leave the position after being informed that I needed to choose the job or my daughter. That was a no brainer. Being told that by a manager is truly despicable and down right wrong.

Majority of the Membership counselors are younger (18-21 in age), whereas most of the WGM/GM staff are 21-30.

You make $350 base + commission + bonus (if your club gets 65%+) OR you make Minimum wage + OT if you do not break "draw" which is where Commission > minimum wage hours. However, you are unlikely to hit that solely because everything that comes in through the door whether you have set a appointment with them or not goes straight to the WGM/GM. I had numerous individuals that I spoke with through referrals or outside the facility that came in and were literally signed up under one of the GM positions with no credit going towards me, even after making it aware.

Every Saturday there was a mandatory "sales counseling briefing" that you had to attend which lasted roughly 1.5-2 hours long. If it was your day off, you were going. Only benefit was making a extra $36 for my time.

You will work 5-6 days a week, you can't have two consecutive days off and you will always work on the 15th + last day of the month for "close out".

I was scheduled to work 70+ hours in a week only to be yelled at even though the scheduling revolved around the WGM/GM positions who were always late on scheduling. They never scheduled a week prior and obviously would never fix that issue.

Countless members complained about the WGM/GM's attitude and blatant disrespect in dealing with matters. I would have to calm members down and inform them that sadly that is how they were either trained/taught/grew into the position and not all employees act or deal the same way.

If you need a position to work and don't have anything else going on in your life, then this job may be for you for a short period of time. Sadly, being told that I had to choose between a job and my daughter (when being a single father) didn't fly with me, especially when I risked my life and injured my body in the line duty for the same individuals who have no respect for me or anyone else.

If any LA Fitness Human Resources employee reads this and wants to discuss this matter fully, by all means, please contact me. Shouldn't be too hard to distinguish which employee I was by the information provided.

The pay isn't worth the hours you will put into this position. Its a great place to work if you love that environment as I did. You definitely will have to hustle everyday to keep up with your goals. Management from my experience will assist you in closing a sale in fact it is mandatory that they do. They are more like babysitters than managers. Beware, however once you have proven you able to perform well at the position the shadiness of management start to be show. Its seems management have a me first attitude because unless you are GM or Weekend manager the pay is horrible. They will hired you just so they can keep your personal leads you worked hard for. I've hear this out the mouth of the manager I worked for. In my case, I had managers steal walk-ins also sales from me on my days off by entering your appointments as no shows on the guest register then sale them memberships. If I was to do it again I would not schedule any appointments on your day off even though it is encouraged. Its hard to hold them accountable for their actions because District Managers come and go so often. I was transferred to a different Location once I built a solid lead base and surpassed my goal every month I was there. I came in on my day off to workout and boom I was informed that I'd been transferred without any reason as to why. Think I was able to take my leads with me ? Once I was transferred to a different branch I felt as if they were trying to get rid of me there. Me being the resilient man that I am, came in determined despite pressure to sale at the slowest club in the state right away. Within the that month I built my leads up and start making sales out performing the weekend manager which lead to a quick promotion. My first weekend as WM I was the only salesman in the building and I got calls from managers from other clubs asking if I hit the clubs daily goal as though they were is disbelief. The following Monday comes the former weekend manager shows up to my surprise because I was informed that she was no longer with the company,she back to resume her position as WM. I asked the GM what was going on and he reassured me he would take care of the situation. Later that week I come in after my day off the former WM was there and informed me that I was being let go. I asked what she was talking about and I asked where was the GM and she told me he went on a emergency vacation I tried to contact him by phone and also tried to contact the District manager no answer and when I refused to leave she called the Police. Almost a year later I was talking to a Manager at another branch after my workout because I still had a membership, I gave him the details of my experience as an former salesman and he then informed me that The GM and the WM that I had supposedly replaced were now in a relationship.

Its a kids job, meant to be temporary. If you want to use it as a stepping stone to get some sales experience because you think you might enjoy it, then go for it, but if your living by yourself and have to support yourself, it wont pay the bills. People who work here are immature and nonprofessional. Other people steal your sales and you have to catch them to reclaim them because they fail to follow procedures and do it on purpose too. I literally had people not even in the sales department taking walk-ins when the manager wasn't around without any disciplinary action to that front desk employee just because she decided to make checking people in people at the front desk her career and have been doing that for years. Manager is like 24 years old and was only employed for a year and his sales tactics are poor. The only reason the assistant manager and manager do better than lower level salesmen is because they get ALL the walk ins. They say you have to hustle to generate your own business which includes cold calling and harassing already existing members to put their friends and family on the "VIP" list so then you can harass them for 30 days until they're out of your call list. You do all this grunt work without much results and its just a waste, especially when you're watching your manager get all these walk-ins that are lay-downs.  Its a joke. I felt like a telemarketer with how many calls I would make to the same people every few days. You will also be advised to call canceled members around holidays when they got the some "good holiday" promotions going on which aren't too much of a deal anyways. You'll be asked to stand outside local businesses in the same plaza or other close-by plazas to solicit people and get them on "VIP lists" so then you can call them up every 3-4 days and ask them if they wanna come in. Handing out guest passes everyday is also something you will do. If you aren't comfortable being in peoples face, annoying them to try and get them to sign up and call them out on their fake reasons on why they cant sign up even though they said all these reasons on why they're interested in the gym, then don't  even bother with this job.

Also, there was so much internal marketing that everyone was completely aware of what I was gonna say to them before I said it because they all heard the spiel before from previous employees and know, hands-down that if they put their friends name and phone number on that list, that they will be harassed for 30 consecutive days because it probably happened to them personally as well, as a member.

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