Corporate Fitness and Active Aging

There’s been a lot in the media lately about wearable technology having a strong presence in corporate wellness. Employee wellness programs have provided a whole new market for some wearable manufacturers, and one research firm indicates that upwards of 13 million wearables could become part of employee wellness initiatives in the next five years.

The Challenges with  High Tech Wellness

This specific high-tech phenomenon is fairly new and relatively unresearched in terms of long-term effectiveness at helping adults make sustainable health behavior change. But technology in corporate wellness has been around for years and it has evolved to keep up with perceived wants and needs. Years (and I mean years) ago, we used to take health risk assessments (HRA) on paper. Then those moved to this thing called the internet. Eventually, we got “smart” feedback on those HRAs and our fingerstick data was integrated with our self-report HRA responses to create a profile.

Now we have web capacity to integrate with pedometers and other higher-tech wearables like Up^® by Jawbone^® and various products by Fitbit. The data syncs up to a company site where we can compete with our peers, and it links with our own tracking tools on our phones. We have access to a lot of information about our movement. Still, I wonder if data is really king when it comes to health behavior change. Are high-tech solutions enough to help someone move their own needle?

You probably have anecdotes where someone’s health was profoundly changed with the help of a wearable, an app, or some combination. You, like me, may also know stories where a wearable began an obsession with data and quickly sucked all the fun out of measuring the movement. So effectiveness may very well be in the arm of the wearer (so to speak). Still, there are definite limits to today’s tech solutions. Maybe someone will solve them down the line, but right now, as I see it, there are barriers on tech that limit potential impact on improving health. There’s a great outline of these limits in this Forbes article.

There are other issues with a high-tech-only solution that have come to light recently, as well. For example, while more and more boomers (who are still in your workforce) are adopting technology solutions in various areas of their lives, they still lag behind Gen X and Millennials in their rate of adoption. This article makes the case that boomers may be the demographic most likely to benefit from, and most willing to pay for health-related technology, but the market isn’t designing for them.

And while the technology certainly supports what seems to be the unquenchable thirst for data, there is still the tricky math involved in determining whether your employee wellness device translates to actual company savings on health care.

How High Touch Wellness Helps

When you look at the challenges identified in the Forbes article, many (dare I say all) of them can be worked through or even remedied by a human being with a brain and some capacity for nuance. And here’s where high-touch in corporate wellness steps up.

The right people powering your corporate wellness program should be

• Both capable of and passionate about helping your employees establish healthy goals and effective plans to achieve those goals.
• Compassionate motivators who have the right skills to nudge participants toward finding their own intrinsic motivation.
• Nuanced enough to know when to step in to provide a course correction when your employees stop engaging or when their efforts aren’t achieving the carefully crafted goals.
• Savvy at helping participants understand their data in a way that’s meaningful and impactful.

Using people in a high-touch capacity to bolster and back up your high-tech tools can be an effective way to help your employees achieve better health. 

During National Senior Health and Fitness Day earlier this week, the residents at Sandhill Cove, one of NIFS partner communities, had a ball with a wine bottle ring toss, dart art, golf, and more.  Check out the images below that tell the story of a successfully active day for the residents in that senior living community.

Dart Art

This event was the clear resident favorite for the day.  The balloons were filled with paint and participants took turns hitting the balloons with darts, carnival-style.  The residents were so pleased with the outcome, that a section of the painted sheet will find a new home as framed artwork in the community for everyone at the community to enjoy.

Wine Bottle Ring Toss

What better way to put the wine bottles from last night's happy hour to use?  We're not sure we can call it environmental wellness, but the residents were really focused on ringing those bottles!  

Aqua Golf

I guess when you've retired to south Florida, playing golf in the water is the only way to play. 

The rest of the day was filled with other games like corn hole, shuffle board, a putting tournament, and croquet.  There were health check ups for the residents too.  Based on the smiles and participation, we think the day was a fantastic success for all who came out to play.

Want to learn more about NIFS Best Practice programming like this?  Sign up for our Best Practice series below!

Costs for care, costs for absenteeism, vendor costs, the cost of doing nothing…there has been a lot of chatter and posturing online recently about this information as it relates to corporate wellness. In case you’re not quite up to speed on all the cost-related information, here’s an infographic that will give you some compelling, high-level numbers and information to digest. As corporate wellness goes, there’s a ton out there on ROI too. Whether it’s accurate is up for debate depending on who's doing the talking.

If you’ve read anything we’ve put out over the last several years, you know that NIFS falls into the “do for your employees, not to your employees” camp when it comes to workplace wellness. When you treat your employees well and you provide the right services and amenities for the right reasons, there will be value to the business.

While an onsite fitness center isn’t the right choice for every business, it is an amenity that falls squarely into our “for your employees” philosophy. If you have any heart for taking care of your employees like you take care of your business, here are three reasons you should be strongly considering adding a fitness center to your overall worksite wellness strategy.

#1: Taking Care of Your Talent

Your talented people are what make your business thrive. Technology matters, bricks and mortar play a role (most of the time), and other physical and cultural elements contribute to your success, but at the end of the day, it’s your people who make your business what it is. And you’re counting on them to perform at the top of their game.

Making it easy for your employees to exercise (through a corporate fitness center, for example) is one way to keep your smart and highly valuable employees using their talents for the benefit of your business. Compelling research has shown that adults who exercise reap more than just the physical benefits of movement.

• This study shows that work-related benefits following a bout of exercise can include improved quality of work and better time management. The study also showed that exercise contributed positively toward an employee’s tolerance of his/her coworkers. And who couldn’t benefit from a more tolerant atmosphere?
• This study shows that creativity is better following aerobic exercise and for at least a two-hour span after the exercise has been completed.
• This article points out how we believe regular exercise can positively impact stress. And before you write off stress as a non-issue for the workplace, take a look at this data from an annual poll of American workers regarding workplace stress. (Bonus: you can take our own stress inventory at the end!)

#2: Taking Care of Their Health

The physical health benefits of regular exercise are so well documented that I won’t bore you with study after study here. Let me instead take this opportunity to remind you of how easy it is to support your employees as they search for ways to get in the minimum recommended levels of exercise each day or 150 minutes of moderate aerobic exercise each week.

What you may not realize is that the health benefits of exercise can still be achieved if the 150 minutes is broken up into very small increments throughout the day. Yes, 10 to 15 minutes of movement two to three times each day is enough. So you can start to see the math add up on allowing flexible schedules for walk breaks, or short group exercise class opportunities, as viable ways to help your crew move more.  

#3: Taking Care of Your Turnover

A corporate fitness center falls squarely under the “Employee Benefits” category, and the link between benefits and turnover has been well studied. Turnover, although regarded by some as a positive for business (fresh ideas, new energy, "lose the dead weight", etc.), is still expensive.

• This Gallup report outlines how to predict employee turnover, and points to pay and benefits as one of the top five predictors for employee turnover.
• This Forbes article puts the spotlight on how treating employees well by providing them with access to “resources that support well-being and performance” has a positive but difficult-to-quantify impact on employees. The article spotlights the Virgin Pulse Workforce survey, which showed that 87 percent of polled employees give consideration to employer-sponsored health and well-being offerings before they choose to commit to an offer.

If you’ve had enough of the statistics, reports, and research, perhaps you’re ready to dig in on the options for creating a corporate fitness center. Click below to access our Guide for Successful Fitness Centers for a better understanding about the fitness center footprint, staffing and programs you can expect for your employees.

There’s a lot of talk about what some in senior living call “someday syndrome.” It’s the phenomenon by which adults who have a lot to gain by moving to a retirement community for one reason or another put off the move, indicating they’ll make that change someday.

There are industry articles, LinkedIn discussion groups, and product/service provider blogs about this phenomenon. I’ve heard it in my own parents’ discussion about moving out of their house and into a community. They’re ready…sort of. Well, not really quite yet, but they’re taking steps to be ready. I think they’re like so many of their generation. They have very good reasons to put off leaving their house. What they’re missing are compelling reasons to make that difficult change and move into a senior living community.

In 2008 and for a few years afterward, there was a delay by older consumers largely because of the housing crisis connected with the great recession. But more recently, as the housing market has slowly made a turn for the better, someday syndrome remains. My parents and many of their contemporaries are waiting because they simply don’t see themselves, their lives, anywhere but in their current home.

The Power of Storytelling

In one of Steve Moran’s blogs, “Is Good good enough?,” he talks about recent trips to two better-than-average communities. And although he records being politely and promptly greeted as well as appropriately “sold” during his visit, he felt no connection to either location. He was given good marketing collateral and told quite a bit about both communities, but there was nothing in that messaging to provide unique, compelling, relatable, or personal connections. In short, if he were a prospect, he had no heartstring tug, no strong pull to move to either community.

In the end, Steve comes around to the idea of telling stories as a way to distinguish your community from those around you, and I think he’s right. The stories about residents, their family members, their lives at your community, and how the staff facilitate the very best for them are the essence of who you are.

The good news here is that you already have stories; if you’ve been in business a while, you quite possibly have tons of them. But the hard work lies ahead in figuring out how to use them to communicate your culture, your way of life, as a tool for inviting prospects to join your community family. One of the places you should be looking for stories is within your wellness program.

What a Life Plan Community Can Offer Prospective Residents

If we look at broad brushstrokes of what a life plan can offer to prospects, there are two big categories: safety/security and lifestyle. Both categories are clear distinguishers in terms of providing more/better than what a prospect is able to achieve in her own home. The continuum of care with qualified and passionate clinicians, along with related services (therapy, podiatry, etc) all within the four walls of your community is simply not achievable for an individual who remains at home. And if your organization is on the cutting edge of opportunities for education, service, growth, and camaraderie in your wellness programming, you no doubt have robust programming that no one individual could so easily experience living in her home.

If you are a healthy individual in your 70s or 80s and you’re considering moving out of your home into a retirement community, which of those two messages is likely to pull you through someday syndrome and toward relocating in a community setting: how you’ll be cared for when you’re sick or dying, or how you can experience new opportunities and enrich your wellbeing as you live at the community?

Let me offer a word of caution here. The idea of using lifestyle to combat “someday syndrome” only works when your lifestyle programming is truly compelling, diverse, individually oriented, and life affirming. If you calendar is full of various card games, bingo, the occasional trip, the occasional lecture, the same old group fitness classes, and the monthly podiatrist visit, there’s no lifestyle to sell and you won’t be different from the competition. Make no mistake: just because the calendar is full does not mean the events are expanding the horizons of your residents.

How to Sell Lifestyle

After years of working with our senior living clients, here’s what we’ve learned about selling lifestyle:

• Selling lifestyle is easy when you have the right programming and people in place that can elevate resident stories of successful living.
• Selling lifestyle is easy when your programming has data to back up participation and engagement rates.
• Selling lifestyle is easy when your marketing and sales staff understand the language they need to use and have specific stories to make a connection with a prospect.

If you’ve been nodding your head and you believe it’s time to elevate your community lifestyle both to serve your residents better and to create a true market differentiation for what you’re selling, check out this blog.

Raise your hand if you love hearing stories about how your staff make a resident’s day, particularly when it occurs organically, if you will, by the employee simply being who she is.  I know…me too.  That’s why I couldn’t resist sharing these two stories in our blog and how we engage residents in senior living fitness programs. 

Our organizational structure is such that we hire exceptionally capable, qualified, and passionate staff who we train well.  When they’re ready, we set them off at their client location to do their work.  Certainly, we provide a host of supports, ongoing training, and other touch points, but it’s tough for me to keep track of their day to day challenges and victories when they are far flung in 22 states with more than 60 clients.  So when these two stories got back to me, I simply had to give this shout out!

Story #1: Winning over the residents

When we first start working with a new senior living client and we place one of our fitness center managers onsite at the community, we sometimes get pushback from a small group of vocal residents about the information we require of them prior to helping them with an exercise program.  Industry standards through the American College of Sports Medicine establish that sound practice involves gathering relevant health information, securing a signed waiver, and getting a medical release where appropriate.  If we get push back from residents, it’s typically with the waiver and a common objection to the industry standard language we use. 

This story comes from that exact circumstance where a small group of residents had protested our use of a release for the fitness program.  While we were in discussion with leadership at the community about NIFS practices, and how the community wanted to proceed, our manager, Ali, continued to do what she does.  

She worked with the early adopters providing senior fitness testing, individualized exercise programs and guidance, and continued to follow up with those participants about their progress and any questions they have.  She offered creative group exercise classes and continued to enroll residents in those programs.  She focused in on improving resident’s balance through both class and 1:1 settings, and she continued to help participants track their progress as their strength and balance improved. 

Meanwhile, the residents did what residents do.  They talked to their friends and neighbors.  Those who were engaged in the new fitness programming with the NIFS fitness center manager talked about how much better they felt, how they could tell their balance was improving, and how easy the manager was to work with. 

And then those initial naysayers started thinking that they might be missing out on something really positive going on in the community.  So, within a few weeks of raising strong objections to our paperwork, those most vocal opponents put aside their concerns, completed the paperwork, and started receiving the same positive health benefits that their friends and neighbors had been experiencing.  We’re grateful for the opportunity to serve more residents in the community, and I’m completely tickled that it all came about simply because the NIFS manager kept doing what she’s amazing at with those who were ready. 

Story #2: Keeping fitness accessible for residents

The second story is one of those “well, duh” moments.  The action our staff member took in response to a resident need is truly a no-brainer.  But I say that and I know that I may not have arrived at that simple action which has definitely resulted in improved quality of life for that individual.  Rachel made this resident’s day simply by being who she is – a creative problem solver who is passionate about helping the residents enjoy very active living.

When Rachel learned that one of their formerly regular participants stopped exercising, she wanted to get to the bottom of it.  Turns out, the resident was unable to use the check in scanner because of a low vision condition, so she simply stopped attending group exercise classes.  After Rachel learned about the barrier, she worked with the resident to place a small piece of adhesive felt to the membership tag and taught the resident how to orient the felt in front of the scanner for a successful check in.  That resident was able to feel her way to a successful fitness center check in and removing that barrier was enough to pull her back into group exercise classes twice each (and every) week.

As a fitness staffing agency, we are fully committed to hiring and holding onto exceptional staff who are not only knowledgeable but also passionate about the audience they serve.  Click the button below to read more about how we do that, and then contact us to learn how we can work together to boost your community's fitness program.

Your marketing and sales team may be missing the mark when selling fitness to residents.

I started this blog series talking about the importance of following all the way through on your capital investment for your resident fitness program. In part two of the series, I covered some basics on the importance of quality leadership as central to your community’s exercise strategy.

In this third part of the series, we’ll look at how your marketing and sales team can better tap into your fitness program as a sales tool. After all, once you nail the strategy and the staffing for your program, it only makes sense to make sure your marketing team can communicate your updated and comprehensive services to prospective residents.

Promoting Senior Lifestyle Benefits in Marketing Collateral

How does your community talk about wellness to prospects? How do you promote resident lifestyle in your collateral? If you haven’t given much thought to this, it’s definitely time to start. You’d have to be under a pretty big rock to have missed the continued rise to prominence that wellness is making in senior living.

And it’s because of that elevated importance that breezing through or ignoring your resident wellness amenities and services is no longer an option. Skipping over wellness in your collateral and marketing events is a huge mistake.

Promoting the Senior Wellness Program Effectively During Facility Tours

When I consult with communities, it’s really (frighteningly) common to talk with the marketing and sales staff and learn that they’re offering something like this during a tour:

“Now we’re walking past our pool and coming up next will be our exercise room. We have personal trainers and a lot of different types of group fitness classes available for you to try all week long.”

It’s like running through a checklist of “stuff” you’re throwing at a prospect. Dining, check. Exercise, check. Crafts, check. No stories, nothing a prospect can sink her teeth into and really consider how her life would be if she had access to those opportunities.

Typically, when the tour sounds like that, there is also a lack of marketing collateral about wellness, and there generally aren’t events for prospects that communicate how your community helps residents live well.

Sometimes the glossing over is because of a lack of confidence about the community’s amenities or services. Here’s the thing: you do not have to offer jaw-droppingly beautiful amenities in order to execute well on a message of well-living at your community. But you do need to have solid services with the right staff people behind that programming in order to market the lifestyle at your community effectively.

The right people plus the right program gets you the right stories you need to help prospects relate to what it will be like to live in your community. And that’s what you ultimately want, right? Happy residents are the ones who feel connected, who engage in more living, and who contribute to their own lives and the lives of those around them through the opportunities you offer.

If you’re looking for a place to start on more effective communication and marketing opportunities around resident wellness, look no further than some simple numbers.

Data Matters, and Don’t Let Anyone Tell You Differently

There are a number of areas in your wellness program where you can gather data, and I’m a big advocate for data because it’s crucial to determining success as well as to telling the story about what wellness is at a community. You can make a big impact in marketing messaging simply by spotlighting how many residents participate in your fitness programming. But you can’t capitalize on that number or message if you don’t actually have the data.

Consider a resident story that might look something like this:

“At ABC Community, our residents believe that moving your body is one of many ways to live well. In fact, they’re such big believers that 83% of them participate in our fitness programs on a regular basis. When Mrs. Jones moved here in 2007, she wasn’t much for exercise. In fact, she’d never been to a class, or walked on a treadmill. But after she met with our fitness manager and had her personalized program created, she started moving and hasn’t stopped.” 

My hunch is that the pretend story I outlined would resonate with a lot of prospects who have never exercised, are a little afraid of it, and are entirely unsure how to get started. Unless you have a story to which the prospect can relate, the sales staff mentions “fitness center” and “trainer,” and the prospect automatically writes that off as a nice perk but one she’ll never use. And just like that, you’ve missed a chance to help the prospect see how living at your senior living community is not only different (she already knows that and it’s part of what’s keeping her from moving), but actually better than where she’s living now. Mrs. Jones—the resident in the testimonial—sounds like that prospect, probably looks like her, and she’s been able to live exceptionally well since she moved into your community. It’s compelling and reassuring, and it’s all backed by a wellness strategy that captures the data and the stories for use at the right times.

Now, getting that data and those stories is not rocket science, but it does require that you have the right personnel behind the wellness programming to facilitate a more strategic approach to resident lifestyle. You need health-oriented professionals (do not read that as “clinicians”) who have a head for numbers and a heart for people. If you need a refresher on the quality leadership part of this puzzle, return to part 2 in this series. 

Your residents need quality leadership in order to engage in the fitness services.

There is a lot of movement in recent years for senior living communities to include expansive, thoughtfully designed fitness spaces in their new community development or refurbishment plans. Surveys have indicated that wellness is a priority for prospects, and we don’t really see that going away as the boomers look toward their next life and how they want to live that next chapter. (I know you’ve heard this a gajillion times, but they are coming, and no amount of burying your head in the sand will change that. Get ready or get out of the business of anticipating their needs and knocking their socks off.)

So if you read part 1 in this blog series, you read about how your investment in wellness cannot stop with capital dollars. In this section we’re focused on why your residents need quality leadership in order to engage in the fitness services.

What Quality Fitness Leadership Is Not

Let me start perhaps with a list of exclusion—a list of what quality leadership is not. It is not limited to a traditional 1990s model of group fitness classes and a very part-time, questionably qualified attendant. It is not a personal trainer service (fee-based or free). It is not a silo-style environment where fitness is an island operating independently of what’s happening with activities, or resident services, or dining or other continuums of the community.

If any of that sounds familiar, I have a bad news/good news message for you.

• Bad news: You’re stuck in a decades-old model. It may be working for you, but it’s worth asking whether it’s truly delivering on your brand promise. I would submit to you, at the very least, that if you’re working within a dated model, you’re lacking the capacity to truly be forward thinking. If your fitness services were built to be really strategic and forward thinking, you wouldn’t still be partying like it’s 1999.
• Good news: You have fantastic opportunities to do more for your residents through your fitness program.

Quality Fitness Leadership Includes Core Skills and Soft Skills

Quality fitness leadership for your residents isn’t rocket science, but it does require some core skills that are learned through an accredited university curriculum, as well as soft skills that articulate a true passion for serving the residents in your community.

No doubt, you have more than enough practice at ferreting out the soft skills piece; after all, finding people who want to make a career out of serving our elders is your business. But understanding the technical competencies required in a qualified fitness center manager for your senior living community may be a little trickier. And then once you’ve found that qualified individual, you need to be prepared to take a strategic approach to on-boarding them in your community, which includes preparing both existing staff and residents for the new personnel.

The Keys to Hiring the Right Fitness Center Manager

There are a few keys about hiring that I think are helpful to communities venturing out in this process on their own. I’ve listed them quite briefly here:

• Make sure you get familiar with the candidate’s credentials. Carefully evaluate certifications they list; not all fitness certifications are created (or earned) equally.
• Require the candidate to demonstrate the skills required for the job. If you need them to teach group exercise classes for your residents, have the candidate provide a demo. If you need someone who can administer a senior fitness test, talk through that testing with the candidate or host a mock test as part of the interview.
• Ensure the candidate can program for your audience. Evaluate their capacity to create print materials that fit with your brand, as well as the skills to execute a program from start to finish.

I’m here to tell you that those capable and passionate professionals do exist. We’ve written extensively about how to hire and how to successfully onboard fitness and wellness professionals. To discuss in greater detail, drop me an email and we can take a closer look at what you need as well as options on how to get there. Subscribe to our blog now to make sure you can catch part 3 of this blog series: What marketing needs in order to really sell your new amenity to prospective residents.

From the wellness consulting and fitness management work we’ve done with our clients over the last several years, we’ve seen our share of essentially empty fitness centers and pools in senior living communities.

It’s sad.

So often, community leadership invests substantial capital dollars for dedicated fitness spaces including rooms that hold the exercise equipment, rooms devoted to group exercise classes, and additional (and typically significant) spaces for aquatics amenities. The result after construction is that the spaces are beautiful—even stunning.

But these same swanky spaces, unfortunately, often aren’t functional. Sometimes they contain the wrong equipment or a dysfunctional design. Most commonly, the biggest roadblock to a thriving fitness program is that these spaces weren’t considered under any type of strategic plan, so programming of the space is largely ineffective for the residents and typically disjointed from the rest of the community.

The result is a beautiful new space that sits unused.

If you’re wondering why you poured so much money into this non-revenue generating space that appears to provide no additional benefit to the residents, or how to avoid this phenomenon, stick with me on this blog series, where I’ll write about the following:

• Your capital investment isn’t the end of your commitment.
• Your residents need quality leadership in order to engage in the fitness services.
• Your marketing and sales team may be missing the mark when selling fitness to residents.

Part 1: Your Capital Investment Isn’t the End of Your Commitment

It’s a big deal: You spent a lot of time with your developers on crafting a new space (or overhauling an existing one) that will match your community’s appearance, and that you hope will be a welcome addition (or change) for your residents. It’s not cheap, either, but you’ve done your due diligence, secured the funds, and designed the heck out of the space(s).

The capital investment may be so substantial that it feels like enough.

Alas, your time and your money are, in fact, not enough. There are important details to consider regarding the design of the space—details that can make or break the overall function of the amenities. Read our blog on key things to avoid when you’re building a fitness center in senior living to find out more about common pitfalls when designing a new fitness space for senior living.

But you can’t stop with the physical space. This isn’t an “if you build it, they will come” type of project. You will need to cultivate a strategic plan for effective use of the space after it’s open for use.

Maybe that strategy is the job of the activities director.

Or maybe…the community needs a whole new approach to resident wellness that puts a wellness director at the top of the activities food chain. I’ve said it before, but it bears repeating: Wellness is a way of life, not an activity, and it should be cultivated accordingly. Do the activities drive the wellness program in your community, or does the wellness culture dictate the activities? Answering that question according to the organization you are striving to be will help you figure out the hierarchy question.

Regardless of who is in charge of it, the strategy for effective use of the fitness center is really central to ensuring that this new space contributes positively to residents’ vitality. Questions for cultivating the strategy should include the following:

• What is the goal, mission statement, or focus of wellness in the community, and in what ways do you expect that your fitness program will contribute to that end?
• What investment needs to be made in staffing for the fitness center? (The answer to this question varies by community, but I can just about guarantee you that fee-based personal trainers and group fitness instructors are not enough.)
• How will you know you’re achieving success in your programs? Will you mark it with simple participation goals, or will you be reviewing health outcomes, satisfaction, or other outcomes in your programming?
• If you’re changing your activities/wellness hierarchy, how will you communicate those changes to the community and how will you reinforce your emphasis on this culture shift? Will that information need to be communicated to the residents? If so, how will you do that?
• What operating decisions need to be scrutinized in light of your new emphasis on resident wellness? Does it make sense for your organization to make this strategic shift by including wellness for your employees at the same time?

To be sure, these questions, when thoughtfully addressed, will likely lead to more questions. Be patient; cultivating a strategy takes time and often requires continuous tweaking. It is a journey well worth taking, both for the benefit of your business and for fulfilling you commitment to facilitate a vibrant lifestyle for your residents.

In part 2 of this blog series, I’ll write about the importance of the right leadership in your fitness program. Make sure you have subscribed to our blog so you don’t miss a beat on this series and other hot topics we’re covering.

By now you've no doubt heard the announcement that CVS plans to remove all tobacco products from their shelves by October 1, 2014.  It's a bold move, even if experts think that financially it's not risky for the organization.  They drew a proverbial line in the sand and declared that they would be a business about better health for its customers.  When they measured the financial gain from selling tobacco products to customers against their brand positioning to be a leader in health care, there was really only one decision.

There has been some debate about why CVS stopped at tobacco and why they aren't proclaiming to pull candy bars or alcohol off their shelves.  Tobacco remains the one legal, non-prescriptive drug in the marketplace that, when used as intended, causes harm to the body. Candy bars (and put all other non-nutritious foods in that category) and alcohol do not work the same way (when used as directed).

Despite the limited financial risk for CVS Caremark - they have indeed made a bold move, and employers who are carefully designing and delivering employee wellness services could learn a thing or two about this corporate coup.

1. CVS didn't wait around for perfection.  The debate on other less-than-healthy items in it's stores will continue.  And in fact, CVS reportedly is still invested in tobacco companies through the organization's mutual funds offered to employees.  So no, they didn't nail it 100% on this one.  But we can't always let perfection be the enemy of good.  What employee wellness initiative are you waiting to launch until it is perfectly primed and elegantly unflawed?  
2. CVS decided who they were. And it became clear that selling tobacco didn't match up to that vision.  As stated by their CEO, "...the sale of tobacco products is inconsistent with our purpose." As an organiztion, how are you giving out conflicting messages to your employees? Wellness should be about doing something FOR your employees, not TO them.  If you say you want to help them improve their health, ask yourself how the annual HRA and fingersticking accomplishes that. 
3. CVS was bold about telling the world what they were doing.  Sure, you could claim it was a PR stunt.  And maybe it was.  But for whatever PR goodness (or nightmares) the announcement created, it has also raised the debate (again) about tobacco.  What debates do you need to be having, publicly, with your workforce about what they need to engage in better living?  What issues are you hiding from, or living with as status quo because no one at your organization is bold enough to address them head on? Are we talking about how a work environment contributes to obesity?  Are we challenging conventional wisdom on how employees can flex their time to engage in mid-day workouts, meditation, or naps?