What Hiring Managers Really Look For: Leadership, Culture & Career Growth in the Fitness Industry
In a recent episode of the Love Your Career Podcast, we sat down with John Oxley, CEO of Life Leisure and one of the fitness sector’s most respected leaders. With decades of experience spanning organisations like Places Leisure and Active Nation, John shared insights that go far beyond career progression.
What emerged was a masterclass in leadership, hiring, and building high-performing teams, exactly the kind of thinking today’s hiring managers and industry professionals are looking for.
Love What You Do - But Focus on Doing It Well
One of the most striking themes from John’s journey is simple but often overlooked:
Don’t chase the next role. Master the one you’re in.
John never set out to become a CEO. Instead, his philosophy has always been to “do the job you’ve got in the very best way you can.”
For hiring managers, this is a critical signal. Candidates who focus on impact in their current role—rather than constantly looking ahead—tend to develop deeper capability, stronger credibility, and ultimately, greater leadership potential.
Takeaway: Progression isn’t planned—it’s earned through consistent performance and growth.
The Three Beliefs That Define Great Leaders
At the heart of John’s leadership philosophy are three powerful beliefs about people:
- Everyone is different—treat them accordingly
- People are more capable than they think
- No one comes to work to do a bad job
These principles may sound simple, but they’re highly relevant in modern hiring and leadership.
For fitness industry leaders managing diverse teams—from gym floor staff to senior operators—this mindset creates environments where people thrive.
Why this matters to hiring managers:
- It promotes individualised leadership, not one-size-fits-all management
- It builds confidence and retention within teams
- It shifts focus from blame to development and accountability
Leadership vs Management: A Crucial Distinction
A major theme that will resonate with senior professionals is John’s clear distinction between leadership and management:
- Management = tasks, processes, delivery
- Leadership = vision, inspiration, people
This distinction becomes especially important when hiring for senior roles.
Too often, organisations promote strong managers into leadership positions without assessing their ability to:
- Inspire teams
- Create vision
- Build culture
John puts it perfectly:
“Leadership is a privilege. It’s not a name badge.”
Takeaway for hiring: When recruiting for senior roles, assess how candidates lead people, not just how they manage operations.
Hiring Done Right: Start With Outcomes, Not Job Descriptions
One of the most practical insights for hiring managers came from John’s approach to recruitment:
“Don’t think about roles. Think about outcomes.”
Instead of starting with a traditional job description, John advocates asking:
- What problem are we solving?
- What does success look like in 12 months?
- How does this role contribute to organisational goals?
This is particularly relevant in the evolving fitness industry, where:
- Customer behaviour is changing
- Retention and engagement are key
- Traditional roles are being reshaped
Modern hiring approach:
- Define purpose and outcomes first
- Then design the role around them
Culture Isn’t What You Say - It’s What You Do
Culture is a buzzword in many organisations, but John brings clarity:
“Culture isn’t your values on a wall - it’s how people behave.”
He also highlights something often missed:
- Organisations don’t have one culture
- They have multiple micro-cultures across teams
For hiring managers, this means:
- Assessing both organisational fit and team fit
- Being honest about the current culture, not just the aspirational one
Key insight: The closer the gap between what you say and what you do, the stronger your culture.
The Candidate Experience: A Two-Way Process
John is clear that hiring isn’t just about assessing candidates, it’s about representing your organisation effectively.
“Candidates should bring their best self, and so should we.”
This means:
- Creating an environment where candidates can perform at their best
- Being transparent and authentic about the organisation
- Ensuring there are no surprises post-hire
For candidates (and a useful reminder for hiring managers):
- Don’t apply “for practice”
- Be fully committed
- Do your research
- Ask meaningful questions
The best interviews, as John notes, become conversations, not interrogations.
The Traits of High-Performing Leaders
Across his career, John has observed consistent traits in successful leaders:
- They make others feel valued
- They create space for people to grow
- They lead with humility and authenticity
- They focus on others, not themselves
Perhaps most importantly, leadership is shifting:
From leading at the front → to enabling from behind
This is especially relevant in today’s fitness industry, where collaboration, partnerships, and community impact are becoming central to success.
Final Thought: Stay Curious
If there’s one piece of advice John would give his younger self, it’s this:
“Do your best, and stay curious.”
Curiosity drives innovation, growth, and adaptability, all essential qualities in a rapidly evolving sector.
Why This Matters for the Fitness Industry
For hiring managers and leaders in the fitness and wellbeing space, this conversation highlights a clear shift:
- From roles → to outcomes
- From management → to leadership
- From control → to empowerment
- From culture statements → to lived behaviours
Those who embrace these principles won’t just hire better—they’ll build stronger, more resilient organisations.
