From transforming workspaces and businesses to fostering cultures of growth and resilience, these individuals demonstrate that effective leadership is not just about decisions made at the top, but the meaningful connections and transformative impacts they inspire along the way.
Anil Chugani, Managing Director of Fitness First Singapore, started his journey with the company two decades ago. Today, he sets the strategic business direction, oversees growth roadmaps, and mobilizes teams to achieve the goals the company has charted. He reveals that his main intent as a leader is to inspire growth and excellence within the business of fitness. At the moment, he oversees a team of 400 and “together, we’re dedicated to providing a comprehensive wellness experience, where fitness and recovery go hand in hand.”
Share more about your leadership journey. What are the pivotal moments that shaped your approach to leadership?
My leadership journey has been a continuous learning experience which has led me to value an adaptable, situational, and people-centric approach. I prefer to always share the “big picture” and the “why” behind a decision or thought. One of the most pivotal moments came early in my career when I won Asia’s Area Business Manager of the Year Award in 2012. This recognition wasn’t just about personal achievement, it taught me the importance of leading by example and empowering my team to do the same.
A key defining moment was during the pandemic when the fitness industry faced significant challenges. Leading through this crisis reinforced the importance of adaptability and open communication. We had to rethink everything from member engagement to the role of digital tools. It was a test of leadership to steer the business through uncertainty and come out stronger, which required strong empathy, transparency, and a collective effort from the entire team.
How would you define effective leadership in today’s business environment? What do you think works and what doesn’t?
In today’s business environment, leadership must be adaptable, transparent, and emotionally intelligent. It’s no longer about just making top-down decisions. Leaders today need to be collaborative and empathetic, and connect with people at all levels. That means actively listening, being flexible, and empowering teams to find their own solutions within a defined framework.
What works for me is a people-first approach that emphasizes clear communication, shared goals, and a sense of purpose. The traditional hierarchical model where leaders dictate everything is increasingly ineffective in my opinion. What doesn’t work anymore is being overly directive or micromanaging. In a fast-changing environment, leaders need to trust their teams to act with autonomy, while still providing support and guidance when needed.
What strategies or practices have you found most effective in nurturing leadership potential within your organisation?
Nurturing leadership potential within Fitness First has always been a priority. We take a hands-on approach to development through our learning and development (L&D) programmes, which are some of the best in the industry. Our goal is to provide people with a clear career path and give them the skills and confidence to grow within the company.
We also emphasise mentorship and internal mobility, helping individuals step into leadership roles by encouraging them to take on new challenges. I strongly believe in the power of organic growth, so we focus on building a pipeline of future leaders from within the company. One practice I’m especially proud of is how we make leadership an inclusive, coaching-oriented experience where leaders at every level are expected to mentor and support their teams. This helps create a culture of continuous improvement and leadership development.
Can you give us an example of a leadership challenge you’ve faced and how did you overcome it?
A significant leadership challenge I faced was managing FFSG’s operations during the pandemic. The sudden lockdowns and changes in consumer behaviour forced us to rethink how we delivered our services. For a while, we couldn’t rely on our traditional business models. Members couldn’t come to the gym and revenue was impacted.
To overcome this, we embraced digital solutions to continue engaging our members, introducing virtual fitness classes and strengthening our online booking systems amongst others. We also introduced more flexible membership plans to accommodate members who were uncertain about returning to physical gyms.
Throughout this, it was important to keep the team aligned, motivated, and feeling part of the solution. We increased internal communication, held regular check-ins, and made sure our team knew we were committed to adapting and evolving together.
While the pandemic has heightened the importance of maintaining good health and a strong immunity system through regular exercise, post it saw new investors into the market with more international franchise chains making a foray into Asia and Singapore in particular to grow their footprint. Fitness businesses have had to adapt to this evolving competitive landscape apart from changing consumer behaviours and expectations. It’s been important for us to work together to think innovatively and drive efficiencies and profitability while delivering the most delightful and meaningful fitness experiences. We have elevated technology adoption in our operating systems, through self-check-in, App booking, delivering a hyper-customised personal training experience through an innovative digital platform, centralised call centres for a seamless customer experience, and opened up new online revenue streams with synergistic partners.
What are the new rules you’ve added to your leadership playbook, in response to the changes in how people do business?
Flex your ability not just your muscles. In today’s fast-changing world, leaders need to be comfortable with ambiguity and be quick to adapt. Whether it’s shifting market demands or new technology, being able to pivot rapidly has become essential. While fitness is still about personal interaction, we’ve seen the power of technology in engaging with members. Embracing AI, digital tools, and hybrid models will continue to play a huge role, and as a leader, it’s important to continue integrating newer tech solutions into our services.
Emotional Intelligence for the Win. Now more than ever, success hinges on supporting people – employees and members alike. Over the years, I have added empathy and active listening to my daily practices. Understanding people, recognising stress, and providing emotional support have become more important than ever. I’ve focused on creating an environment where my team feels safe to express their concerns and challenges.
(Related: Next Level Leadership - Nirbhay Handa, CEO & Co-Founder, Multipolitan)
How do you see leadership roles evolving in the next few years? What traits or skills will be most important?
In the next few years, leadership roles will evolve to require more collaboration than ever. The future leader will need to be a facilitator of conversations, ideas, and growth, rather than just a decision-maker at the top. As organisations become more decentralised and team-driven, leaders will need to create a culture of autonomy, where people are empowered to make decisions at all levels.
Adaptability will be key. With ongoing technological advancements, the ability to pivot and adapt to new ways of working and communicating will be essential. The spotlight on EQ will only brighten. Leaders will need to connect with their teams on a deeper level, understand their needs, and provide support. Finally, leaders must understand and embrace technology, not just to improve efficiencies but also to enhance team collaboration and customer engagement. The future of leadership is about empowering others, creating spaces for innovation, and helping teams navigate change – which is the only constant – with empathy and clarity.
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