Lateral vs Upward Mobility in the Climbing Gym

As the climbing wall industry and communities grow, so does the array of career opportunities. However, whether you're an employer or an employee, navigating the career path within an indoor climbing gym is not always straightforward.

This article addresses the concept of upward versus lateral mobility within indoor climbing gyms—offering insights into what both employers and employees need to consider; ensuring long-term sustainability, professional growth, and mutual benefit for the industry.

Employer Considerations:

As an employer, creating a work environment that allows for upward and lateral mobility is key to retaining staff and fostering a healthy workplace culture (however you define that within the goals and scope of your company). When considering your staff’s development, you need to evaluate your current systems and be proactive and honest with them about career progression.

This doesn’t only mean offering promotions but also ensuring there is room for growth in different forms. Below are my suggestions for creating a more effective and fair system for you and your staff.

1. Do You Have Room for Mobility?

Assess your gym’s hierarchy and roles. Are there unfilled roles or potential new roles that could allow for mobility? If you have a streamlined staff structure, such as desk staff → assistant manager → manager/owner, there may not be much room for growth unless you create more levels, or even new positions.

Do you have a clear organizational chart of the company? If you want to create this, consider Creating a Business Plan from the CWA. 

By building a system that supports both upward and lateral mobility as well as more holistic staff development, you provide staff with more opportunities to expand their skill sets and contribute to the climbing gym in new ways. For example, consider creating roles like "member engagement coordinator" or "programs manager" to allow employees to move into areas they’re passionate about or wear multiple hats in the company.

2. Lateral Movement and Fair Compensation

Lateral mobility and growth aren’t always about promotions; it can be about expanding an employee’s responsibilities in a way that benefits both the employee and the gym. For instance, an employee might take on more responsibility in different areas like social media management, event coordination, or community outreach; but the additional workload should come with a commensurate pay increase.

As an employer, it's essential to be clear about how compensation aligns with responsibilities. High-performing employees may seek out more responsibility, but they’ll also need their added workload to be valued and compensated fairly. This is where a well-structured and consistent staff review, and compensation system comes into play.

3. Clear Goals, Expectations, and Staff Assessments

One of the keys to managing employee mobility is clear expectations and communication. This involves setting clear expectations for performance and having regular assessment of known criteria.

If you don’t know where you are, it’s hard to know where you’re going. Performance reviews should go beyond just checking boxes; they should be comprehensive discussions about strengths, areas of improvement, and career aspirations.

A structured review system allows employees to express their interest in lateral or upward mobility, while also giving you the chance to assess their current abilities and readiness for new roles. Regular check-ins ensure that both the employee and employer are aligned with goals and expectations, reducing the risk of disappointment down the line.

4. Growth for a Reason: Avoiding the "Cancer" of Growth for Growth’s Sake

Many employers make the mistake of growing just for the sake of growing, believing that constant expansion is the key to long-term success. This can lead to hiring or promoting people into roles that they aren’t ready for or don’t fit, causing turnover and dissatisfaction in the workplace. This idea can be dangerous: growth should be strategic and purposeful.

Adding new roles to your organizational structure is a great solution to myriad problems. It does, however, require thinking about both the employee and the role.

Ask yourself:

• Is this person the right fit for this position?
• Will this new role benefit the gym and the individual, or is it simply creating complexity for the sake of growth?

The goal should be to develop staff into the individuals you need and want, not necessarily the people you used to have. Foster an environment where employees grow into roles that make sense for them, the business, and the gym’s community.

Consider this in your large business plan as well: Why do you want to open another location? Why do you need more staff? Why do you want to expand your offerings, like fitness or yoga? These things are great, but make sure you have a solid reason that aligns with your plans and needs realistically and fairly.

5. Retention Over Turnover: Sweetening the Deal

Employee retention is often more valuable than hiring new talent. Retaining experienced, committed staff members can be more beneficial than constantly seeking to fill new positions–and it is certainly cheaper. So, how can you retain your top performers if you can’t offer a lateral or upward move?

If the budget is tight, think about offering non-monetary benefits such as flexible scheduling, extra paid time off (this could be considered monetary), shout outs/public thanks, professional development opportunities, or allowing staff to attend climbing conferences and workshops either as a vendor or participant. These can be as valuable as a promotion to certain employees, making them feel valued without the need for a formal change in position or pay.

6. When to Hire from Within vs. Hiring from Outside

Deciding whether to promote from within or hire externally is always a balancing act. On one hand, hiring from within can increase employee satisfaction, loyalty, and reduce the learning curve. Plus, you can mold the employee into the role rather than trying to “find” the right person. On the other hand, hiring from outside can bring in fresh ideas and skills that may not currently exist within the climbing gym.

However, for positions where culture fit and familiarity with operations are paramount, promoting from within is often the better option.

Employee Considerations:

As an employee, it’s important to advocate for your own career development within the climbing gym. You are your best advocate, and understanding the paths available to you—both upward and laterally—is essential. Here's how to navigate the process effectively.

1. Advocate for Yourself

Don’t be afraid to ask for what you need. If there’s a skill you need to develop or if you want to take on more responsibility, let your supervisor know. Often, management may not be aware of your interests or goals unless you vocalize them. Similarly, if you need more support or tools to succeed, speak up. Your managers are not mind readers, and what might seem like an obvious gap in resources may not be noticeable from outside a specific role.

2. Know Your Options

Before pushing for growth, make sure you understand your climbing gym's current structure and culture. If the gym has a rigid hierarchy or limited growth opportunities, you need to be realistic about what’s possible.

However, don’t be afraid to suggest changes—your insight into what works and what doesn’t can be valuable.

3. Develop, Then Grow

It’s tempting to seek promotion early, but developing expertise in your current role is often more important than moving up too soon. Being great and reliable at your current job makes you an invaluable asset to the climbing gym and positions you for a stronger promotion when the right opportunity arises.

Taking time to master your craft will pay dividends in the long run.

4. Consider Your Long-Term Goals

When considering your career in a climbing gym, think about what you want long-term. Do you see yourself becoming a manager, or are you more interested in technical aspects like routesetting or coaching? The more you align your skills with the climbing gym's needs, the more likely it is that growth opportunities will become available.

About the Author

Carter Smith is a coach, routesetter, and outdoor educator. He is currently the Head Coach for Triangle Rock Club and lives in North Carolina with his partner and 2 dogs. Carter received his Masters in Experiential and Outdoor Education from Western Carolina University in 2022. Carter’s passion lies in helping children and adults to use climbing as a vehicle for self discovery.