SWTHZ
The May Method
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01 · Recruiting ✓ 02 · Coaching & Feedback 🔥 03 · Conflict 04 · Team Environment
M
The May Method
What this series is — and why you're here.
Series Overview

Throughout May, the People Team joins your Thursday meeting for 1–1.5 hours to cover a practical topic that helps you lead better, build stronger teams, and grow performance. This series is called The May Method — and it's built for Studio Managers who want real tools, not theory.

01
Recruiting
Hire the heat. Build the team.
02
Coaching & Feedback
You are here. 🔥
03
Navigating Conflict
Handle it before it handles you.
04
Team Environment
Build a place people want to be.
✍️ This workbook is yours to keep. Use it during the session, reference it after, and bring it back for future sessions. Your answers save automatically to this device.
🔥 Studio Manager Training · Participant Workbook

Hire the Heat.
Build the Team.

Your hands-on workspace for the SWTHZ Recruiting Training. Answers save to your device automatically — no login, no cloud.

🔥 Session 1 Recruiting — Hire the Heat. Build the Team.
1
Pre-Work
Do this before you show up. 10 minutes. Sets everything.
Before training
531 Total Separations Apr 2024 – Apr 2026 · Net -52
67% 6-Month Attrition Hired & left within 6 months
$7.1M Est. Turnover Cost Midpoint · 24-month total
479 Total Hires Same 24-month period
14.9 Avg Days to Hire April 2026 · SWTHZ only
71% Indeed Dependency Of all hires via one channel
"We didn't have a staffing problem. We had a hiring problem. When 67% of new hires don't make it to month 6, the interview is the intervention."
LFC People Team · SweatHouz 24-Month Data · May 2026
Read: "Why Structured Hiring Beats Gut Feel"
Sent with this workbook. Answer after reading. No right answers — just honest ones.
🔥
Come ready to share. We'll hear 2-3 voices in the opener. Look at those numbers above before you walk in. That's the "why" behind every minute of today's session.
2
Know Your Roles
Pick a role → see exactly what you're hiring for. Keep this open when writing questions.
Reference

Before you write one interview question, you need to know what "great" looks like. Every SWTHZ role has 3-4 core competencies. These are the behaviors that separate a great hire from a costly miss.

❄️
The rule: Every hire is on-brand or off-brand from minute one. There is no back office at SWTHZ. Know the competency before you post the job.
3
Writing STAR Questions
Activity 1 — groups. Pick a role, pick a competency, adapt or write your question.
10 min
🔥
STAR rule: Past behavior, not hypothetical. "Tell me about a time when..." never "What would you do if..." You're hiring for what they've done, not what they imagine they'd do.
4
Mock Phone Screen
Activity 2 — pairs. 12 minutes. Rotate roles each round.
12 min
Candidate Personas — select the role you're hiring for, then pick a persona
If you're in the Candidate chair: pick a persona, stay in character, don't reveal which one. Swap when you swap roles. Every persona is labeled with the role it's written for.
🔥 Role: Sales Associate
A
Maya Chen
“The Natural”
Former Orangetheory front desk, 2 years. Left when location closed. Regular sauna + cold plunge user for 3 years — genuinely believes in the product.
Q1 — Why SWTHZ?
“Honestly, I've been a member at places like this and the vibe is completely different from a chain gym. I want to work somewhere the product actually means something to me.”
Q2 — Guest connection
“There was a woman who came in every Tuesday looking stressed. After her third session she told me that was the only hour all week she felt calm. I started asking about it every visit. She upgraded to annual.”
Q3 — Slow shift
“I actually like slow shifts. I go through the CRM and text people who haven't been in two weeks — something personal, not copy-paste. It usually brings someone in.”
🟩 Green flags throughout — advance
B
Jordan Reyes
“The We Person”
18 months hotel spa front desk. Left because “management was chaotic.” High energy, likable — watch how often they say “we” vs “I.”
Q1 — Why SWTHZ?
“We really focused on guest experience at my last job. Like our whole team was about making people feel welcome. That seems like what you all are about too.”
Q2 — Guest connection
“We had this whole system for VIP clients — everyone was really great about following it.” (Probe: “What did YOU do?” — gets vague.)
Q3 — Slow shift
“We'd keep busy as a team — clean, restock, talk to whoever came in. I like having people around to stay motivated.”
🟡 Yellow — probe hard on “I”
C
Sam Okonkwo
“The Pivoter”
Registered massage therapist switching to studio work for consistent hours. Zero sales background — but rich accountability stories and knows contrast therapy science cold.
Q1 — Why SWTHZ?
“I've been sending clients here for years. I know the science, I believe in it, and I want to be on the other side of that conversation.”
Q2 — Guest connection
“I had a client dealing with post-chemo fatigue. I spent a week reading about therapeutic applications so I could speak to her specifically. She stayed with me three years.”
Q3 — Slow shift
“I'd be organizing and making sure everything is perfect for the next guest. Idle time bothers me.”
🟩 Surprising green — no sales history, real depth
D
Chris Dunbar
“The Red Flag”
3 jobs in 2 years. Knows SWTHZ brand cold. Polished on product — zero accountability in any story. Blames management every time.
Q1 — Why SWTHZ?
“My last manager was honestly terrible — they didn't care about the guest at all. SWTHZ seems way more serious about it.” (Leads with the negative.)
Q2 — Guest connection
“I try to connect but it's hard when management doesn't give you the tools. We had systems that made no sense.” (No story. Deflects to blame.)
Q3 — Slow shift
“Honestly, if it's slow that's on management. I can't manufacture walk-ins. I'd stay on top of my tasks but that's not really my job.”
🔴 Red flags — document and move on
✨ Role: Studio Cleaner
E
Renee Park
“The Standard Bearer”
3 years hotel housekeeping at a 4-star property. Quiet, methodical, has a personal checklist system she built herself. Never had a guest complaint on record.
Q1 — Why SWTHZ?
“I've always worked places where the detail matters. Hotel guests notice everything — I'm used to working like someone is always checking, even when they're not.”
Q2 — Standards story
“I found a towel rail that was slightly loose during a turn. Maintenance hadn't noticed it in weeks. I flagged it, put the room out of service for 20 minutes, and it was fixed before the next check-in.”
Q3 — Pressure and speed
“I built a sequence for myself — surfaces, floor, restock, final check. I do it the same way every time. When I'm rushed I go faster, not shorter.”
🟩 Green flags — precision + ownership + sequence
F
Marcus Webb
“The Speeder”
2 years commercial cleaning. Fast — completes turns in 8 minutes flat. Never been in a luxury or guest-facing environment. Answers focus on speed, not quality.
Q1 — Why SWTHZ?
“I'm good at cleaning and I need consistent hours. I can turn rooms fast — like 8 minutes, no problem.”
Q2 — Standards story
“At my old job we just had to get through the list. As long as it passed inspection it was fine.” (Probe: “What if something wasn't on the list but needed attention?” — “That's someone else's job to notice.”)
Q3 — Pressure and speed
“I just go fast. I know what I'm doing. I don't need a system — I just do it.”
🔴 Red flag — speed without precision, no ownership language
G
Dani Flores
“The Quiet Pro”
Former spa attendant, 18 months. Warm but understated. Understands guest presence in a luxury setting instinctively. Answers are modest but specific when probed.
Q1 — Why SWTHZ?
“I liked working in a spa because the guests came in stressed and left calm. I was part of that, even in the background. That matters to me.”
Q2 — Standards story
“A guest once thanked me specifically because the room smelled exactly right. I'd noticed the diffuser was low the day before and topped it up before anyone asked.”
Q3 — Pressure and speed
“I get quieter when I'm rushed, not louder. I just move through my routine. The sequence is the same regardless.”
🟩 Green — understands invisible service + proactive standards
🎯 Role: Assistant Studio Manager
H
Kezia Thomas
“The Real Leader”
14 months as SA at a competitor. Promoted informally to shift lead. Has coached 3 newer team members unprompted. Asks about team development before asking about pay.
Q1 — Why ASM?
“I noticed I was already doing a lot of it — covering gaps, training new people, holding the standard when management wasn't there. I want the title to match the responsibility.”
Q2 — Coaching story
“One of our newer SAs was rushing the membership close. I pulled her aside after her shift, walked through what I'd heard, and we role-played the last 2 minutes of the conversation. Her close rate improved within two weeks.”
Q3 — Accountability
“I had to tell a friend on the team that her attitude during busy shifts was affecting everyone. It was hard. But she thanked me later. She said no one had been straight with her before.”
🟩 Strong green — coaching behavior + accountability in action
I
Tyler Nash
“The Reliable SA”
11 months at SWTHZ. Never missed a shift. Guests love him. Zero experience leading, coaching, or giving hard feedback. The classic internal candidate promoted out of loyalty risk.
Q1 — Why ASM?
“I feel like I know the studio really well and I'm always here when it counts. I think I could help keep things running.”
Q2 — Coaching story
“I haven't really been in a position to coach anyone — I'd probably just show them what works for me and hope it helps.” (No direct coaching story. Probe gets vague.)
Q3 — Accountability
“I don't really like conflict. I'd probably try to lead by example rather than say something directly.”
🟡 Yellow — reliability ≠ leadership. Score 2 on coaching & accountability.
J
Priya Mehta
“The Buddy Manager”
2 years shift lead at a fitness boutique. Popular with the team. Every accountability story ends with her going around the problem instead of through it. Avoids hard conversations.
Q1 — Why ASM?
“I love building team culture — I want everyone to feel good about coming to work. I think if people feel appreciated they perform better.”
Q2 — Coaching story
“When someone was struggling I'd just kind of rally the team around them — lots of positive reinforcement, team shoutouts. Usually it worked itself out.”
Q3 — Accountability
“I try not to make it confrontational. I might let my manager know and then just model the right behavior myself. I don't want to damage the relationship.”
🔴 Red flag — avoidance pattern. Culture without accountability is not leadership.
Phone Screen Rubric — 3 questions, score 1-3
These 3 questions work across all three roles. Score each response in real time. Note what you'd probe further in a full interview.
Question
Score
“What draws you specifically to SWTHZ — not just any customer-facing role?”
“Tell me about a time you held a standard at work when it would have been easier to let it slide. What did you do?”
“How do you stay motivated on a slow shift when there are no guests and nothing urgent?”
Phone screen average
—
5
EEOC: Spot It
Pick the legal question. Explain the rule behind it.
5 min
Q1 — Sales Associate, evening availability
A. "Do you have kids at home? Just want to make sure evenings work for you."
B. "This role requires evenings, weekends, and holidays. Can you commit to that schedule?"
B. Asking about family or childcare violates Title VII. Ask about the schedule requirement directly — never the personal reason someone might struggle with it.
Q2 — Studio Cleaner, physical requirements
A. "Do you have any back problems or injuries? This job is pretty physical."
B. "This role requires standing, bending, and lifting up to 50 lbs. Can you perform these with or without accommodation?"
B. Asking about a medical condition violates the ADA. Ask whether they can perform the essential functions — with or without accommodation. That last phrase matters legally.
Q3 — ASM, long-term commitment
A. "How old are you? Just want to make sure you're at a stage where you can commit to growing into management."
B. "We invest in ASMs over 12-18 months before an SM path opens. Are you looking for a role you can grow into for at least a year?"
B. Asking age violates the ADEA. Ask about the tenure expectation directly — the job requirement is the anchor, never the candidate's life stage.
🔥
Golden rule: Ask about the JOB REQUIREMENT, not the PERSON. "Let me rephrase that" is always the better move mid-interview.
6
Full Mock Interview
Activity 3 — groups of 3. Pick the role you're hiring for. 15 minutes.
15 min

One Interviewer (use the question reference below). One Candidate (picks a persona). One Observer (scores alongside, leads debrief).

The 1-4 scoring scale
1GapCan't demonstrate the behavior
2DevelopingPartial — could grow
3SolidDemonstrates clearly
4StrengthExceptional — role models it
📷
Threshold: SA & Cleaner = avg 2.5+. ASM = avg 3.0+. Score with evidence — write what they actually said, not how they made you feel.
Your scorecard — select a role above
Competency
1 · 2 · 3 · 4
Select a role above to load competency rows
Mock interview average
—
Group debrief
7
Internal Candidate Policy
The rules, the tiers, and how to apply them fairly — every time.
Policy Reference
The SWTHZ Promotion Ladder
Same interview guide + 1-4 scorecard as external candidates. Same bar, different process.
6 months
→
Lateral moveSame level, different role (e.g. Cleaner → Sales Associate)
12 months
→
Step up to ASMSA → ASM — must show leadership signals, not just sales performance
18 months
→
Step up to Studio ManagerASM → SM — requires Regional Manager endorsement + SM recommendation

✅ Good Standing

  • No active PIPs or write-ups in last 90 days
  • Attendance meeting studio standards
  • Direct SM endorsement required

📋 Application Process

  • Candidate informs SM first — before applying
  • Formal application through standard channels
  • Same behavioral guide + scorecard as external
  • Every internal candidate gets feedback

⚡ Exceptions

  • Tenure exceptions → Regional Manager
  • Good standing exceptions → VP of People
  • SMs make hiring decisions — ASMs cannot approve

⚖️ Same Bar Rule

  • No advantage for being familiar
  • No disadvantage because you want to keep them
  • The scorecard decides — not the relationship
  • Calibrate scores with your Regional Manager
🔥
The trap every SM falls into: Promoting your "loyal" SA to ASM because they're reliable — not because they've shown leadership. Reliability scores a 3 on execution. Leadership requires 3+ on coaching AND operations. These are different competencies. The scorecard surfaces this. Your gut won't.
Check your understanding
Answer: They meet the 6-month lateral move tier. They inform you first. Check good standing: no PIPs/write-ups in 90 days, attendance on standard. If they clear both, formal application using the SA behavioral guide + scorecard — same as external. Your endorsement is required.
Answer: Options: (1) Wait — post externally now, develop them, re-post when they hit 12 months. (2) Request a tenure exception — goes to your Regional Manager. This is not your call alone. Either way: document your reasoning. Never make a verbal promise you can't deliver.
8
The Feedback Conversation
Activity 4 — pairs. The hardest conversation a manager can have.
10 min
The scenario

SA with 11 months tenure applied for ASM. Scores: Guest Connection — 4 · Sales Execution — 3 · Team Coaching — 2 · Operational Ownership — 2. Average: 2.75. You selected an external who averaged 3.5. This conversation happens before their next shift.

❄️
Hold both truths: (1) This person is valuable and you want to keep them. (2) They didn't clear the bar — and they deserve to know exactly why, with specifics. Vague feedback is not kindness. It's a disservice.
Draft your conversation
Debrief
9
Quick Reference
Everything in one place. Find all tools anytime at yourpeopleteam.notion.site
Reference
⚠️ EEOC Cheat Sheet

Never ask — ask this instead

Never askAsk instead
Kids / family plans"Can you work evenings, weekends, and holidays?"
Age"Our path is 12-18 months — does that align with where you're headed?"
Injuries / disability"This requires standing, bending, lifting 50 lbs — can you perform with or without accommodation?"
Religion"Our shifts include Sundays — can you commit to that schedule?"
Country of origin"Are you authorized to work in the US?"
⚡ Role Competencies at a Glance

Sales Associate (4 competencies)

  • Guest Connection & Consultative Selling — Builds genuine rapport and translates guest goals into the right membership
  • Execution Under Pressure — Fast, accurate, and composed when the studio is at capacity
  • SWTHZ Brand Embodiment — Lives the product, matches the premium tone in every guest interaction
  • Proactive Initiative — Doesn't wait to be told. Sees what needs doing and does it

Studio Cleaner (3 competencies)

  • Execution Speed & Precision — Turns a suite in 10-15 minutes with zero shortcuts
  • Ownership of Standards — Flags problems before they become guest complaints
  • Professionalism & Presence — Warm, quiet, invisible in the best way — guests feel the care, not the effort

Assistant Studio Manager (4 competencies)

  • Sales Leadership & Coaching — Lifts team performance through observation, feedback, and modeling
  • Operational Ownership — Holds the studio to standard when the SM is out
  • Guest Experience Excellence — Elevates every interaction, escalates with calm
  • Team Accountability — Gives direct, kind, timely feedback — even when it's uncomfortable
🟡 Green / Yellow / Red Flag Guide

Sales Associate

🟩 Green🟡 Yellow🔴 Red
Names specific member relationshipsTalks about "we" without "I" storiesNever held a job more than 6 months
Has used wellness/contrast therapy personallyVague on how they close a saleBlames all turnover on management
Proactively describes what they'd improveNeeds a lot of structure to stay busyCan't name a single metric they owned

Studio Cleaner

🟩 Green🟡 Yellow🔴 Red
Describes system or checklist they createdOnly meets standard — never exceeds itFrustrated by repetitive work
Has a "before guest arrives" mindsetDoesn't flag problems, just fixes quietlyDoesn't understand why speed matters
Takes obvious pride in clean workHas never worked in a premium settingGuest-facing role makes them uncomfortable

ASM

🟩 Green🟡 Yellow🔴 Red
Names a team member they helped growStrong operator but avoids feedback convosSees leadership as authority not service
Has de-escalated a tough guest situationRuns ops well only when SM is presentCan't describe a time they were wrong
Managed up when something needed to changeTeam likes them — but won't correct themWants title, not the coaching responsibility
📋 Internal Candidate Policy Summary
Move typeTenure requiredWho approves exception
Lateral6 monthsRegional Manager
Step up to ASM12 monthsRegional Manager
Step up to SM18 monthsVP of People

Good standing = no active PIPs/write-ups in 90 days + attendance standard + SM endorsement. Same interview guide and 1-4 scorecard as external. Every internal candidate receives structured feedback regardless of outcome.

💬 Feedback Conversation Script

The 4-part framework

  • 1. Honor the courage: "I want to start by saying — applying takes guts. I respect that."
  • 2. Name the strength with evidence: "Here's what showed up clearly in the interview — [specific quote or story they gave]. That's a real strength."
  • 3. Name the gap with specifics: "Where the bar wasn't cleared is [competency]. What I need to see is [observable behavior] — not just once, but consistently."
  • 4. Commit to a path: "I want to give you real reps for this. Let's check in [60 days / next review] and map it out."

What NOT to say: "It was really close" (vague). "Just keep doing what you're doing" (not actionable). "The other candidate was just more experienced" (dodges the real gap).

📅 30-60-90 Onboarding Cadence
Day 30

Learn

Shadow every role, learn the brand promise, complete required training. Goal: guest-ready solo.

Day 60

Practice

First solo opening/closing. First 1:1 with SM. First self-assessment against competencies.

Day 90

Own

Performance baseline set. First formal review. Path conversation for growth. Strengths and gaps named clearly.

10
Your Commitment
One thing. On paper. Accountable.
Before you leave

What's your one move?

The research is clear: the commitment you name out loud is 3x more likely to happen than one you just think about. Pick one thing. Make it specific. Make it this week.

📝 Build the guideWrite your behavioral question bank for your most-needed role this week
💬 Schedule the debriefBook calibration time with your RM before next hire
🤝 Identify your benchName one internal candidate on your development path and map a 90-day plan
🎯 Score your last hireApply the 1-4 scorecard retroactively and see what it reveals
❄️
Your Regional Manager will follow up at the next check-in. What will you be able to report?
11
Reflect
End of session. 3 minutes.
Close
SWTHZ Hiring Workbook — Session 1: Recruiting · Powered by People @ SWTHZ · Do not distribute outside the organization
🔥 Session 2 Coaching & Feedback — Lead the Heat. Coach the Team.
1
Pre-Work
Do this before you show up. 5 minutes. Sets everything.
Before training
Think before you walk in.
These three questions prime your brain for the content. Answer honestly — no one else sees this.
1. Think of the best feedback you ever received from a manager. What made it land? 2. Think of a time you avoided giving feedback or a tough conversation. What got in the way? 3. Name one person on your team right now who deserves a coaching conversation — either for growth or for correction.
💡 Why this matters: The person you named in question 3 is who this whole training is for. Keep them in mind all session. By the time you leave, you'll know exactly what to do.
2
Coaching vs. Feedback
They're not the same. Using the wrong one at the wrong time is why conversations don't land.
Core Concept
🔓 Feedback🌿 Coaching
FocusPast behaviorFuture growth
StyleTellingAsking
SpeedFast, in the momentSlower, scheduled
GoalCorrect or reinforceBuild capacity & ownership
Sounds like"Here's what I saw...""What do you think is getting in the way?"
In PaylocityJournal → NoteJournal → Employee Check-In
Your take
Based on the comparison above and what you heard in session — when do YOU default to feedback vs. coaching? What do you tend to skip?
🔥 The rule: Feedback fixes the moment. Coaching builds the person. You need both — and timing is everything.
3
Policy vs. Performance
Know which lane you're in before you start any conversation.
Before You Act
🛑 Policy Violation
Behavior that violates company rules, safety standards, or legal requirements. Often serious and immediate.
  • Harassment, discrimination, retaliation
  • Offensive language (race, gender, religion, age, disability)
  • Unwanted or unprofessional physical contact
  • Sexually inappropriate content or messages
  • Blocking or discouraging HR reporting
  • Violating safety rules or client wellbeing
Call People FIRST. Always.
📈 Performance Issue
Concerns related to job duties, quality, consistency, or attendance. Addressed through coaching and follow-up.
  • Poor attendance or tardiness
  • Not following training or operational procedures
  • Incomplete or inconsistent work
  • Poor communication with team or clients
  • Not applying coaching feedback
Progressive: Coaching → Written → Final → Termination
🎯 Sort the scenario — Policy or Performance?
Read each situation. Select the correct lane, then write what your next step would be.

Scenario 1: Riley has been absent 3 Mondays in a row with no PTO requests.

📈 Performance — Attendance Pattern. Log in Paylocity → Performance Issue category. First instance = coaching conversation + documentation. Address promptly — don't wait until month-end.

Scenario 2: A team member made a racially offensive comment in the locker room.

🛑 Policy Violation — Call People immediately. Do NOT document on your own. This is a General Conduct Policy violation — harassment/discrimination. The People Team handles it from here.

Scenario 3: Casey hasn't completed the closing checklist consistently for two weeks.

📈 Performance — Coaching first. Have a conversation, reference the expectation, document in Paylocity → Employee Check-In. If it continues, escalate to written warning.

Scenario 4: An SA told a new hire not to report a concern to HR.

🛑 Policy Violation — Call People NOW. Blocking or discouraging HR reporting is explicitly prohibited in our General Conduct Policy. This is a serious violation. Do not handle alone.
4
SBI Feedback Builder
Situation + Behavior + Impact. Stop vibing feedback. Use the model.
Activity
S
Situation
"Yesterday at the 9am check-in rush..."
B
Behavior
"You greeted every member by name and held the door..."
I
Impact
"Two members commented on the vibe — that's the standard."
⚠️ The rule: Describe what you OBSERVED — not what you ASSUMED or felt about the person. Behavior, not personality. "You were on your phone" not "You don't care about members."
Build your own — Positive Feedback
Write an SBI for something someone on your team did well this week or recently. Be specific enough that they know exactly what you noticed.
S
Situation
When and where did this happen?
B
Behavior
What exactly did you observe? No assumptions.
I
Impact
What effect did it have on the team, member, or studio?
Build your own — Constructive Feedback
Write an SBI for something that needs to be corrected. Think of a real situation — use the person you named in your pre-work.
S
Situation
When and where? Anchor it in reality.
B
Behavior
Observable fact only. No labels.
I
Impact
Make it real — not just "it's not okay."
🎯 Ratio matters: Research shows 3 positive feedback moments for every 1 constructive one drives the highest performance. Most managers flip this. Positive SBI isn't optional — it's strategy.
5
GROW Coaching Model
Stop solving their problems. Coach them to solve their own.
Coaching Framework
G
Goal
"What would success look like for you three months from now?"
R
Reality
"What's getting in the way right now? Be honest with me."
O
Options
"What are three things you could do differently this week?"
W
Way Forward
"What's your one commitment — and when specifically?"
🚫 The #1 trap: Jumping to advice. If you find yourself saying "You should just..." — stop. Ask another question. The employee does most of the talking. You ask and listen. That's coaching.
🎲 GROW Practice — Jordan's Scenario
Jordan is an SA, 5 months in. Great with members but missed two opening checklists this week, clocked out early once without telling anyone. One prior attendance instance is already documented. You want to have a coaching conversation — not a write-up. Write your GROW questions below.
G
Goal
What does Jordan want for themselves?
R
Reality
What's really going on?
O
Options
What could Jordan try?
W
Way Forward
What is Jordan committing to?
❌ Trap 1 — Jumping to advice: "You should just set an alarm" = directing, not coaching.

❌ Trap 2 — Making it about the problem, not the person: "The checklist wasn't done" is feedback. "What's going on with you lately?" is coaching.

❌ Trap 3 — Accepting vague commitment: "I'll try harder" isn't a commitment. Press: "What specifically, and by when?"

✅ The win: When Jordan says "I've been overwhelmed and haven't told anyone — I'm going to ask for help on Tuesday opens starting this week." That's ownership. That's what coaching produces.
Coaching the whole spectrum
Don't only coach struggling players. Write one GROW opener for someone in each category on your team.
⭐ Your Star
Coach for growth
Your GROW opener:
🔄 Your Mid-Tier
Coach for consistency
Your GROW opener:
⚠️ Struggling Player
Feedback first, then coach
Your SBI opener (then GROW):
6
SBI Practice Scenarios
Three SWTHZ situations. Write the SBI. Then check your work.
Activity
📈 Performance · Attendance

An SA has been late twice this week — once 8 minutes, once 14 minutes — without calling ahead. The first session was short-staffed both times.

Your SBI:
"On Monday and Wednesday this week (S), you arrived 8 and 14 minutes late without calling ahead (B). We were short on the floor for the first session and members had to wait — that's the service standard we can't afford to miss (I)."

📝 After this conversation: Log in Paylocity → Performance Issue → First Instance = Coaching + Documentation.
🛑 Potential Policy Violation

A cleaner made a comment to a co-worker about another team member's appearance that made the room noticeably uncomfortable. No members were present.

Your immediate next step:
📞 Call People before you do anything else. This could be a General Conduct Policy violation (harassment). Don't document independently — the People Team reviews it first and guides next steps. If you do have an initial conversation: "This morning during setup (S), I heard you make a comment about [name]'s appearance (B). I could see it made the team uncomfortable — that's not how we treat each other here, and it can cross into territory we take very seriously (I)."
🥳 Positive · Reinforce the Standard

An ASM de-escalated a member complaint calmly, apologized without deflecting, and offered a comp session — all before you even knew there was an issue.

Your SBI:
"When the member came in upset about the booking error this morning (S), you stayed calm, apologized without deflecting, and offered a comp session immediately (B). She left smiling and I heard her tell her friend about it — that's the SWTHZ standard (I)."

📝 After this conversation: Log in Paylocity → Note → Share with employee. Your star players deserve a paper trail of wins too.
7
Paylocity Journals
Document it or it didn't happen. Step by step — no excuses.
Live Walkthrough
📢 Paper corrective action forms are gone. Paylocity Journals are now the system of record for all coaching conversations, corrective actions, check-ins, PIPs, and warnings. Everything lives here.
1
Log into Paylocity → Left menu → Performance
You land on the Performance Dashboard. This is your home base for all employee documentation.
2
Click "Journals" at the top of the dashboard
You'll see your team's existing entries here. This is your audit trail.
3
Click "Create Journal" (black button)
This opens a new entry. The most important decision is next — choosing the right template.
4
Select the correct template from the drop-down
See the template guide below. Using the wrong template creates compliance risk.
5
Add the employee + contributors — but do NOT share yet
For formal actions: add People Team as contributor. For coaching: add Regional. Keep journal Public. Do NOT share with the employee or add signatures until after the conversation.
6
For formal actions: wait for People Team all-clear ✅
People Team reviews, adds comments, and gives the all-clear before you have the conversation. The order matters. Call People first.
7
Have the conversation → then share + collect signatures
After the verbal discussion: share the journal with the employee, request signatures from employee, manager, and Regional (if applicable). Once signed, it's permanently stored in their record.

Template Quick Guide

✓
📝
Employee Check-In
Coaching conversations, GROW sessions, development discussions. Most commonly used.
When: After any coaching or GROW conversation
Loop in: Regional as contributor
Order: Create → Add employee (don't share yet) → Add Regional → Save → Have convo → Share + Signatures
Call People first? No — unless the situation is complex
✓
📅
Weekly Check-In
Recurring follow-up conversations after a coaching or corrective action.
When: Ongoing follow-up after a coaching conversation or PIP
Loop in: Regional as contributor
Order: Create → Add employee → Add Regional → Save → Have convo → Share + Signatures
Call People first? No — use to track progress
✓
⚠️
Disciplinary Notice – Misconduct
Policy violations. Call People Team BEFORE creating. Never use for performance issues.
When: General Conduct Policy violation
Loop in: People Team as contributor — BEFORE the conversation
Order: Call People → Create → Add People Team → Save → Wait for all-clear ✅ → Have convo → Share + Signatures
Call People first? 🛑 YES — always
✓
📈
Performance Improvement Plan (PIP)
Structured 30/60/90 improvement plans. Always involve People Team first.
When: Ongoing performance issues not resolved through coaching
Loop in: People Team as contributor — BEFORE the conversation
Order: Call People → Create → Add People Team → Save → Wait for all-clear ✅ → Have convo → Share + Signatures
Call People first? 🛑 YES — always
✓
🚨
Final Written Warning – Misconduct
Last step before termination for misconduct. People Team required before proceeding.
When: Final escalation before termination for conduct violations
Loop in: People Team as contributor — BEFORE the conversation
Order: Call People → Create → Add People Team → Save → Wait for all-clear ✅ → Have convo → Share + Signatures
Call People first? 🛑 YES — always
The 3-Step Rule — Before You Hit Save
Ask yourself these three questions every time you open Paylocity to document something.
Step 1
Who needs to know?
Formal action → People Team as contributor. Coaching → Regional as contributor. NOT the employee. NOT yet.
Step 2
Did I get the all-clear?
For formal actions: wait for People Team to review and give ✅ before having the conversation. Do not skip this.
Step 3
Did I have the conversation first?
Share with employee only AFTER the verbal discussion. Then collect signatures. Always discuss before releasing in Paylocity.
The 5 Golden Rules — What You Write Is a Legal Document
01
Be Objective
Focus on facts and behaviors — not personal traits or character judgments.
02
Be Specific
Include dates, times, and exactly what happened. "On Tuesday, March 4" not "recently."
03
Be Timely
Document within 24 hours of the event while details are fresh. Delayed documentation loses credibility.
04
Be Aligned
Reference the specific policy or expectation violated — by name (e.g., "SWTHZ Performance Expectations Policy, attendance section").
05
Be Collaborative
When unsure — call the PEP team before you submit. Proper documentation is critical for fairness and compliance.
✍️ Practice: Write a Journal Entry
Using the coaching conversation you had (or are planning to have), draft what you would actually write in Paylocity. Use the SWTHZ Disciplinary Action Template Guide format. Fill in every field.
Template I would use: Type of action (Verbal / Written / Final): Nature of the issue (Performance / Behavior / Misconduct): Description of the issue (include specific dates and what happened): Policy or expectation violated: Prior related incidents (or write 'No previous related incidents documented'): Expectations for improvement:
8
Quick Reference
Bookmark this. Find all tools at yourpeopleteam.notion.site — and call People when you're not sure.
Reference Card

Progressive Discipline — Performance Issues

StepActionDocument In
First InstanceCoaching conversation + documentationPaylocity → Performance Issue category → Employee Check-In
Second InstanceWritten warningPaylocity → Journals → call People first
Third InstanceFinal written warningPaylocity → Final Written Warning → call People first
ContinuedMay result in terminationCall People before any action

When to Use Which Tool

SituationUse This
Great shift — SA crushed itJournal → Note → share with employee
Coaching conversation just happenedJournal → Employee Check-In → add Regional
Attendance issue (first time)Journal → Employee Check-In → Performance Issue category
Recurring performance patternJournal → Written Warning → call People first
Policy violation suspectedCall People FIRST — before documenting anything
Employee needs a performance planJournal → PIP Template → call People first

The Weekly 5-Minute Habit

📅
Every Monday
Open Paylocity. Write one journal entry for each direct report from last week.
💬
Every 1:1
Open the coaching template before the conversation. Fill it in after — same day.
⚡
Within 24 Hours
Document anything significant before it goes stale. Feedback is most powerful within 48 hours.
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Your Commitment Card
Before you close this tab — commit to something real. The specifics are the point.
This Week
🔮 The research is clear: a commitment you name out loud is 3x more likely to happen than one you just think about. Pick one from each column. Make it specific. Make it this week.
🔓
Feedback I'll give this week
Who and when:
🌿
Coaching I'll schedule
Name and time block:
🖥️
Paylocity action
I'll do it by:
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Session Reflection
What you leave with matters more than what you heard.
Post-Session
🧠 What shifted for you?
Something you thought you knew — and now think about differently.
🗣️ One conversation you're ready to have
The person you named in pre-work — what are you actually going to do?
❓ One thing that's still fuzzy
What do you still have a question about? Bring it to People.
💬 What will you tell your team?
Teach what you learned — it locks it in. What would you share at your next huddle?
🔥 See you in Session 3 — Navigating Conflict. Between now and then: give the SBI, have the GROW conversation, log it in Paylocity. The next session builds on this one — show up having done the work.
SWTHZ — The May Method · Session 2: Coaching & Feedback · Powered by People @ SWTHZ · Do not distribute outside the organization