Six Strategies for Encouraging Exercise Program Maintenance

The idea addressed in this initial strategy is that the likelihood that someone will continue with a Program is increased if they have a clear and reasonable expectation of what is achievable.

(1) Develop a shared perception of the program's possibilities
The idea addressed in this initial strategy is that the likelihood that someone will continue with a Program is increased if they have a clear and reasonable expectation of what is achievable, and how long it will take. This means that it is important for the fitness leader to ensure that the participants have clear and realistic expectations of what certain types of programs and classes can achieve given their current level of fitness.

The reasoning behind this strategy is that in developing a "shared perception" of what is realistic and reasonable, it is less likely that the participant will have a bad or disappointing experience, and more likely that the experience will be rewarding. The program is therefore more likely to be maintained.

Some examples of ways in which this could be achieved include:

a. Providing time during initial assessment sessions to address any unrealistic ideas which the participant may have regarding the program they wish to commence, and making sure you have a clear understanding of what they hope to achieve.

b. Providing opportunities for participants to be educated in the area of general health and fitness principles, so they can gain an understanding of how exercise "works" and see more clearly the benefits of a particular program for their particular need.

c. Providing brochures educating people about the benefits and areas of fitness dealt with by particular programs.

(2) Set Specific Long Term and Short Term Goals
The setting of goals is a vital component of any attempt at encouraging program maintenance. People are much more likely to continue any program if there is a well defined, attainable goal, than if no goal or unclear goals are set. As well as having a clear end goal, it is essential that a number of short term or interim goals are set up as 'stepping stones' to longer term goals. Having some interim goals provides more frequent reward and encouragement within a program than does a single end goal. Generally, the more opportunities participants have to "succeed" by achieving their goals, the more likely that they will continue a program.

For example, if I have a long term goal of reducing my weight by 15kg, I will be much more likely to stay with my program if I set an interim goal of losing, say, 4 or 5kg initially because I will actually achieve this goal relatively sooner. This gives me an early sense of achievement, and a new point from which to start as I aim to reach my next goal.

There are a number of common-sense guidelines which should be followed when establishing goals:
a. Goals should be measurable as this provides for specific reinforcement and feedback. It is better to set an objective measure as a goal such as weight, heart rate or MV02, than a subjective concept which can fluctuate such as feeling good.

b. Goals should be established by the participant in conjunction with the fitness leader. This is in keeping with the idea of shared perception and ensures that you are working with the participant to achieve the same goal.

c. Goals should be related to performance in the area/s of fitness in which the participant wishes to improve. This increases the reinforcing value of attaining the goal, as improvement is likely to be perceived as most rewarding when it is in an area which is particularly valued by the participant. For example, if the participant's sole aim is to achieve a higher level of aerobic fitness, the goal would be more appropriately set as a specific heart rate or MVCX, level than, say, a weight or cholesterol measurement.

d. Goals should be prioritized in order of perceived importance to the participant. The participant is most likely to pursue a goal and remain in a program which they see is the most desirable one for them, even if it may not seem to be the most beneficial goal to pursue.

e. Goals should be realistic enough to avoid frustration arising from failure. A goal which is initially set too high and without interim goals is likely to result in the participant losing interest through frustration and lack of perceived reward.

f. Short term goals should be related to long term goals to ensure continuity in the attempt to achieve the long term goal. For example, if the long term goal is weight loss use weight targets as the short term goal as well.

g. Goals should function to maintain or improve current levels of fitness and / or performance. The objective of the fitness leader is always to help maintain or improve the well being of participants.

As a general principle, goals should be set as early in a program as possible. The value of early goal setting is that not only does it provide a clear direction for the program, but it also serves as another means of ensuring that the participant and the fitness leader have a shared perception of what the participant is trying to achieve.

(3) Actively provide reward (re-enforcement)
Reward is the linchpin of cognitive-behavioral strategies. It is the provision of appropriate reinforcement (reward) which is crucial in maintaining patterns of behavior. Reinforcement can be categorized as Intrinsic (coming from oneself) or Extrinsic (from external sources or others). As mentioned earlier, an individual who is in the action or maintenance stage of exercise behavior requires little extrinsic reward. Rather they rely on intrinsic reward, the feeling of well being and positive emotional response arising from performance, which is therefore the key form of reinforcement to encourage participants to seek. Research on human behavior clearly demonstrates, however, that people generally require extrinsic forms of reinforcement to assist them to progress to a level where behavior is self motivated. The major forms of extrinsic reinforcement may be categorized as follows:

(4) encourage self management and monitoring
Participants who are encouraged to manage and / or monitor their own progress on a regular basis tend to be more likely to continue exercise Programmers. This may be due to factors such as the reinforcing nature of feeling responsible for the changes which are observed as a result of training, as well as the rewards gained from continuous observation of improvements in performance. A common example of this approach is the weight training record cards used in many weights gyms. Encourage participants to monitor their own performance and record their improvements. In the longer term, one possible strategy is to encourage and help participants to improve their education about the area of fitness they are interested in. This encourages less dependence on the fitness leader, and reinforces to the participant the idea of taking responsibility for the program.

(5) Re-evaluate goals and progress
Participants should be given regular and reasonably frequent opportunities to re-evaluate goals as they progress within their training program. This ensures that as they become more involved changes in their perceptions of what the program can help them achieve, as well as changes in their personal goals, can be discussed and revised. In this way, expectations and goals are always designed to address the participant's needs, and therefore to provide the greatest opportunities for re-enforcement and continuation of the Program. This can be done in various ways, ranging from organizing regular review times with the participant, to an informal chat after a class.

(6) Encourage generalization
The participant should be encouraged, if it is appropriate and possible, to practice and perform skills in a number of settings outside of the fitness centre. This encourages the notion of exercise as a "habit" which is acceptable to practice across a variety of contexts.