Brittany Todd, the director of Fitness and Wellness at Embry-Riddle Aeronautical University, shares practical strategies for advocating for safety, quality and risk mitigation while upholding campus rec best practices.
“I understand that may be industry best practice, but that’s just not the way we do things here.”
I’ve heard those dreaded words far more than I’d like to admit.
As both a campus recreation and fitness professional, it can be challenging to balance the considerations required to adhere to industry best practices when your institutional culture may not fully support them.
While matters such as policy, finances, limitations of knowledge and culture can play a role in such conflicts, the fact remains that adhering to industry best practices is essential for both quality control and risk mitigation within a campus rec fitness operation. Therefore, these conflicts must be navigated strategically.
Here are some recommendations to help you overcome the challenges of an institutional culture that contradicts campus rec best practices.
Explain the Why
In many campus rec operations, the individual with the final approval on major policy, programming or facility changes may not always be the fitness area expert. In such instances, it’s essential to explain the why behind your recommendations and requests in a way that’s easily understood by those who may lack your fitness-specific expertise.
I recommend communicating your needs as clearly and concisely as possible by avoiding utilizing technical terms or industry jargon. I like to utilize analogies when possible to help communicate such needs in a way that’s more familiar to the target audience.
For example, I often analogize fitness equipment to cars to help explain why certain upgrades and services are needed for proper equipment functioning.
Demonstrate with Data
Your word and experience alone will not be enough to overcome the roadblocks presented when institutional culture does not support industry best practices. In such cases, presenting data is an effective way to provide concrete evidence to support your requests.
I recommend benchmarking with other institutions to demonstrate the need to make the requested adjustments. By presenting data in this capacity, you better substantiate your request and provide valuable educational information in a way that is non-threatening.
Start Small
Sometimes, the road to updating your fitness operation from its current state into a place of direct alignment with industry best practices is slow and progressive. If your ultimate ask is deemed too progressive or contrary to the current institutional culture, start small with one baby step in the direction that you’d like to head.
Once the initial step demonstrates value and effectiveness, you can then proceed to take the next step towards your ultimate goal. Scaling your operational improvements in this capacity is a slow yet effective way to make progress towards greater alignment.
Don’t Take It Personally
Despite presenting all the facts and having a compelling argument, there may be times when no is simply the final answer. In times like these, avoid taking it personally.
Use each denial as a learning opportunity better understand how to approach and frame future requests in a way that may be more aligned with your institution’s current priorities.
Conclusion
Navigating the tension between institutional culture and industry best practices is a challenge many campus recreation fitness professionals face, but it’s far from insurmountable. By clearly explaining the why behind your recommendations, supporting your requests with meaningful data, starting with manageable changes and not taking setbacks personally, you position yourself to make steady, strategic progress.
These approaches not only strengthen the quality and safety of your fitness operations but also build trust, understanding and credibility across your institution. Ultimately, each step, no matter how small, moves your program closer to a culture that fully embraces and benefits from industry-aligned practices.
