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Switches and Dimmers

By Josh Martin, Two-Brain Mentor and TwoBrainCoaching Lead   Just a week ago, I was speaking to a gym owner about leadership and it reminded me of my light problem.    We are finally settling into our new house. Boxes are unpacked and the walls are adorned with things that make it feel like home.    You want to know what we don’t have figured out yet? The dang light switches. I had no clue that a house could have so many. In one hallway alone, that is short enough for me to stretch my arms across, there are three switches to turn the one hallway light on and off. Crazy, right? But at least thats an on/off thing. In other areas, we have dimmer switches. Hopefully by the time we have people over for Thanksgiving in 8 months we’ll have all the lights figured out! But back to the gym owner:   This particular gentleman was being really hard on himself. He had purchased an existing gym and was working hard to ‘right the ship’ but was having trouble with people doing the things the way he was asking they be done. I applauded him for holding himself accountable, but also had to explain the difference between being a leader and being an owner.    Opening a business, or even buying an existing one, does not make you a leader. An owner, yes. But not necessarily a leader.    Ownership is a like a light switch – it’s either on or off. Either you own the business or you don’t. Either the buck stops with you or it doesn’t.    Leadership is different. Leadership is like a dimmer switch. When you begin your journey as a leader, it’s almost as if someone has the dimmer switch turned all the way down – there is barely any visible light whatsoever. You’ll have moments where you shine brightly; these are the ...
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Episode 161: Building A Measuring Stick

All of us are surrounded by a million great ideas. How do you know which to do, and which to wait on? The biggest job we have as mentors is to help you filter these ideas, take action on them and execute them until they are done. Today we talk about the process to do this and how we recommend you do it at Two Brain!   Be on the lookout for my new book coming out in just a few weeks: Founder, Farmer, Tinker, Thief!   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 here to register and sign up now!     Links: https://www.amazon.com/Anything-You-Want-Lessons-Entrepreneur/dp/1511366079 Timeline: 2:34 – Introduction to Building a Measuring Stick 3:48 – How does Two Brain grow from user input? 5:35 – You can do anything but you can’t do everything 7:53 – The importance of the roles and tasks exercise 12:02 – The best way to approach new ideas in your business 15:55 – Overloading your business with too much software 18:00 – The hierarchy of questions to ask yourself when choosing between ideas 23:06 – Testing your idea for an appropriate amount of time 29:30 – Some examples of important metrics within your affiliate Announcer:                            00:02                       Welcome everyone to Two-Brain Radio. It is our mission at Two-Brain 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. Chris Cooper:                        00:26                       Everyone. Chris Cooper here and really thrilled to see you this year in June in Chicago at the 2019 Two-Brain summit. Every year we have two separate speaking tracks is one for you, the business owner, and there’s one for coaches that will help them make better, longer, ...
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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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