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How To Sabotage Yourself

Who’s your greatest enemy?   For most entrepreneurs, it’s themself.   Your progress is probably being limited by your own bad habits. 1. You’re displaying your prices without context. Maybe you’re listing 12 options on your website, or maybe you have a big sign in your gym. People don’t understand your rates. They DO understand their goals. During your NSI, determine what they want and what they’ll have to do to get it. Then pull out your sales binder (we’ll build it with you in the Incubator) and show them THE option. Not a buffet. The answer. 2. You’re placing YOUR budget on your clients. If you’ve ever posted something on Facebook like this: “For the price of a daily latte, you could join a CrossFit gym…” you’re guilty. And so am I. The people who can pay for CrossFit gyms, or personal training, or nutrition coaching can ALSO pay for lattes. They’re not choosing between one or the other, or calculating their daily spend down to the quarter. But you are. When I was selling Personal Training in 2005, I couldn’t afford a Personal Trainer myself. That meant I never asked clients for money, and often got paid late. I thought “These people can’t pay more–they have to clothe their kids!” because that’s how MY budget worked. But their kids looked just fine. 3. You’re attacking other businesses instead of building your own. The danger of wrestling with a pig is that you’ll get dirty, and the pig likes it. You can’t build your business by attacking someone else. People are smart. You’re not the only one who sees their dirty business. And people are attracted to positive people. Be grateful that you have a flawed competitor. Then make your clients and your team famous, instead of shining your spotlight on the bad guys. 4. You’re trying to do too many things today. You can’t build a new website while ...
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Acrevis

Partnering With EXOS at CrossFit For Glory

by Josh Martin, Two-Brain Mentor and Owner of CrossFit For Glory Just the other day I was talking to Josh Price (the red-bearded wonder who trains all of our new mentors), and we started talking about the way that he makes decisions for his business. He has some very specific questions that allow him and his team to be consistent in this procedure:    Does it fit our values?  Does it fit our mission and vision?  Does it help our best clients? Does it make us give us a new strategic advantage or give us a differentiator?  Does it make us more profitable?   These questions are answered in order and if there isn’t a ‘yes’ for all of them, then the proposal is cast aside or revamped at a later time.    We’ve had an in-house partner named EXOS that provides Physical Therapy and Sports Medicine services for about 15 months now and I’d like to tell you how it came to be and the benefits we’ve realized in that time.   While I didn’t have Josh Price’s exact decision-making criteria written down, the benefit of hindsight tells me that I approached this proposal in very similar fashion: working alongside EXOS definitely fit with our mission, vision, and values. We also knew that our best clients would love what they brought to the table. Strategic advantage? 100% – we intentionally talk about them with every client who comes in for a no-sweat intro. As for profitability – yes, its been good in this sense for both companies.    My journey to becoming a coach started over 16 years ago. Thanks to a firm foundation by my early mentors, I’ve always had a good amount of clarity for what I wanted my facility to be: namely, a one-stop shop for all things health and fitness related. I never want someone to have to leave our building for anything related to ...
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How Long Should You Keep A Client?

Is our job as coaches to make ourselves unnecessary?   Our coaches’ motto at Catalyst is “Teach the client to know more than any other trainer in town.” We’ve had it since 2005. Transferring knowledge is an important part of coaching: when our clients know more than their coaches, there’s no reason to seek knowledge elsewhere.   But teaching isn’t the only part of coaching. And our clients DO leave to find other coaches.   My longest-standing client at Catalyst just reached the 18-year mark. His name is Kris; he’s younger than me, fitter than me, and he’s CrossFit L1 certified. But he doesn’t coach. He has a coach because he’s busy working elsewhere, and doesn’t have time to figure out his optimal fitness path. Or maybe he doesn’t want to waste the mental energy combing through workouts online. Maybe he’d like to be efficient with his training so he can spend more time with his daughter and wife.   Kris knows more than he needs to about fitness. But he still wants a coach.   My second-longest client relationship is 17 years old. That client’s name is Wayne. Wayne is far older than me. He doesn’t like groups. He needs an appointment to, in his words, “Get me off my ass and out of the house.”   My third-longest client relationship is 16 years old. Her name is Betty-Lou, and she’s one of my favourite people on the planet. I actually started training her daughter–also still a member of the Catalyst family–back in 2003, but Boo started soon afterward. Her husband trains with us, but he’s only been here for a decade, so he doesn’t make the top five list.   All of these are smart people. They know enough to take care of themselves. So why do they pay for coaching?   Because coaching is far more than teaching.   Coaching starts with teaching, because a new client ...
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Why You Want A TwoBrain Neighbor

I was the third personal trainer in my city.   It took me about three months to fill my schedule. I was employed by the second personal trainer in my city, who took about a year to fill his. And he was friends with the first guy, Shane.   Shane was the first personal trainer in Sault Ste. Marie. He worked at a Globo-gym. He had to teach the members what a “personal trainer” was; then he had to convince them they needed one. He had to sell, hard, all day and night. It took him around three years to build his business. When I showed up five years later, everyone knew what a Personal Trainer did, and there was a surplus of at least 40 people who wanted one. I know, because those 40 signed up with me instead of Shane. But he did all the hard work for me back in 1997.   In 2008, it was my turn to carry the water: I became the first CrossFit affiliate in the city. The CrossFit brand attracted one guy, a friendly early adopter named Joe. I had to teach 80,000 other people what CrossFit was; what it wasn’t; and how it could solve their problem. I’d say I’m about halfway through those 80,000 now.   When another local gym affiliated in 2009, I panicked: they were going to build on my foundation! All of my hard work had created a funnel into their gym! I saw the posts from earlier affiliates through a different lens: yeah, I wanted a protected territory that I owned! I panicked. I compared my rates to theirs. I called them out for copying me. I tried to rip their coaching, condemn their programming and tear down their business. Of course, that created a lot of animosity.   They did just fine. They’re still around, getting people good results and making people happy. And obviously ...
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TwoBrain Marketing Episode 2: Jeff Jucha

 Two Brain Marketing Episode 2: Jeff Jucha   Today we are joined by Jeff Jucha, owner of West Little Rock CrossFit. Jeff is an amazing CrossFit owner and contributor to the Two Brain family. After suffering from a life changing car accident in 2004, Jeff changed his life and began eating healthier and working out on a regular basis. This shift in mindset has allowed Jeff to develop a tremendous CrossFit business where he prides himself on helping others make meaningful change in their lives. Today we learn about Jeff’s start with CrossFit, his gym in Arkansas, and how Two Brain has impacted the growth of his business.    Don’t Forget about the 2019 Two Brain Summit, June 8-9 in Chicago! This year we have some amazing topics and guests for both yourself and your coaches. Click hereto register and sign up now!   Contact Jeff: jeff@westlittlerockcrossfit.com http://westlittlerockcrossfit.com/ https://twitter.com/wlr_crossfit   Timeline: 1:00 – Introduction to Jeff Jucha 4:05 – The humble beginnings of starting a CrossFit gym in a garage 10:43 – Signing up with Two Brain and bringing change to the gym. 13:04 – How has Two Brain changed your gym since joining? 17:48 – Selling more than just a workout at CrossFit 23:01 – The difficulty of wearing all the hats within your business 25:05 – The Two Brain philosophy for using paid ads 33:18 – How mentorship helped Jeff build his business and led him to success 36:35 – How to contact Jeff  Announcer:                            00:02                       Welcome everyone to TwoBrain radio. It is our mission at TwoBrain to provide 1 million entrepreneurs the freedom to live the life that they choose. Join us every week as we discover the very best practices to achieve perfect day and move you closer to wealth. Mateo Lopez:    ...
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How To Measure Your 'Culture'

Your culture is the sum of your 1:1 relationships. Your gym culture is the sum of your 1:1 relationships with your clients. Your staff culture is the sum of your 1:1 relationships with your staff. Your “culture” is not how often your clients visit a bar together. It’s not how long they stick around after a workout, or even what they’ll wear to get bonus points in the Open. Your culture is relationships, and every relationship is 1:1. You measure your culture by the LEG (Length of Engagement) of your clients. Great culture keeps clients longer.   In the Founder Phase, your culture is the sum of your relationships between yourself and your clients. You’re delivering your service yourself; if you build trust and empathy with your clients, you have a good culture.   A good relationship is a balance between friendship and objectivity. Your clients are not your friends, but your relationship must be friendly. You must stay professionally distant enough to charge money for your service; you must stay close enough to demonstrate your care. It’s not easy.   In the Farmer Phase, your culture is determined by your clients’ relationships with your team, and your team’s relationships with you.   Your team must understand your vision (we call this “The Owner’s Intent”.) They must also know that you care about their career and have a plan in place for them (we use the Career Growth ToolKit exercise in TwoBrain.) They must see the horizon and know they can achieve their career goals on your platform.   Then your team must deliver 1:1 relationships with your clients the same way you would. This is the most challenging part of being a Farmer: handing over the responsibility for client relationships. Every staff person will have different personalities, strengths, and weaknesses. For example, one might be incredible at creating workouts for clients; but might not have a strong sense of ...
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