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Your Coaches Aren’t Salespeople

“If I pay them more, they’ll act differently and that will bring people in.” “If I give them a commission, they’ll go bring people in.” “If I give them a percentage of PT revenue, they’ll be motivated to keep people around longer.” “If I give them a percentage of the gym, they’ll have skin in the game and we’ll make more money” No. None of that will happen. The last one was a popular myth in 2008 but was widely discarded by 2010 (although some owners took such a bad hit from the idea that they’re still doing the “walk of shame” in 2018). Many gym owners believe these statements, because they wish they were true. The owner doesn’t want to feel like a salesperson or accept responsibility for bringing in new members. So they abdicate that responsibility—and happily.  “Well, I don’t know how to do it…but if I pay my COACHES to do it, it’s their fault—not mine!” Who will teach the coaches how to “bring people in”? Because it’s not a matter of incentive—no one has more incentive than the box owner. Let’s deal with the myths individually:  1. “I want to pay my coaches a bit more per class so they’ll act more professionally.” You can insert “take out the garbage” or “call missing clients” or “make better warmups” at the end of that sentence. Here’s the thing: If an extra $5 per class is what they need to “flip the switch,” then you have a staffing problem. Their performance and their pay are separate issues. Imagine a baseball player says, “I’ll only hit 25 home runs this year unless you pay me more.” That doesn’t happen because a true professional negotiates off the field and performs at the best level on the field no matter what. 2. “If I pay them a commission for new athletes they bring in—they’ll bring people in!” First, new athletes aren’t going ...
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Offer a Meal, Not A Menu

by Oskar Johed Like everyone else that attended the TwoBrain Summit in Chicago a few weeks ago, my business partner Kalle’s and my mind were racing when we got home. The actionable ideas ready for implementation could definitely double any gym’s net profit. The participants’ wealth of wisdom, or knowledge by experience, was unprecedented.  But before implementing anything, we decided to pause, reflect and more importantly discuss with our mentor. “All great ideas are equal but some are more equal than others…” We now know where to start. However, the main thing I took away from the weekend was meeting all the caring, giving and passionate- with- a-purpose members of the TwoBrain family. The posts and discussions in our private Facebook group are pure gold, but conversations in real life tends to get more vivid and colorful.  One of the topics I have continued discussing online with a few “family members” relates to the brilliant presentation that John and Mateo gave. (Talk about caring, giving and passionate with a purpose!) They run TwoBrain Marketing, and in their presentation they showed two slides with the offerings of two burger restaurants. One had EVERYTHING on it while the other had about a handful of items, including sides and drinks. The latter is far more successful by most conventional standards.  John and Mateo offer personal training, nutrition and group CrossFit at their gyms. For marketing they pretty much run one continuous, successful offer. Their point is to “learn to crawl before you walk”. Master the basics first and do it really well. Master Affinity marketing before Facebook marketing.  Master FB marketing to women before FB marketing to everyone. Master FB marketing (of CrossFit) to everyone before FB marketing your other services. Being at Brian Alexander’s magnificent facility with his plethora of specialty programs, some saw their presentation as being in conflict with TwoBrain’s “The Stratified Model” and “The Prescriptive Model” or even building ...
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Episode 123: The Energy Audit

 
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Why I Bought Bikes For My Gym

CrossFit is more than cycling a barbell. A LOT more.   I first heard the word “CrossFit” in the pit area of a local triathlon. I was a bike marshal (aka tire-pumper) and one of the kids asked if I’d heard of CrossFit while he was putting his shoes on. I said, “What?” He made a little cross sign in front of his face. “You know–like a cross. Plus ‘Fit’. You might run a mile carrying a rope, then tie the rope to a tree and climb up ten times, and then run back.” I said–and I’ll never forget this–“That sounds like bullshit.” He ran away, laughing. That was 2006.   Ten years into being a CrossFit affiliate, I can now afford to broaden the definition of “fitness” for my clients. But even when I couldn’t buy more equipment, I was always drawn back to the bike. I used to ride MTB (and ride a roadie to train for the trails). On my first visit to HQ, Greg and Sevan showed up on bicycles. And Greg’s first speeches compared gymnasts, weightlifters and cyclists. The bike has ALWAYS been part of CrossFit.   For the last year, I’ve been thinking, “How do I get people outside more, and still keep them as members?”   When I visited HQ last fall, I asked some of Greg’s original clients about doing bike workouts. Sevan and Bruce shared a couple of them, and I asked Greg himself when I visited him at home in Portland. He described one workout something like this:   “I took a bunch of bikes and stashed them at the bottom of a big hill. Then I drive my dumbbells to the top in my truck. I told people to ride the bikes up the hill, do 50 thrusters or something, and then ride back down. I’m surprised no one crashed.”   We laughed, but really–you probably wouldn’t do that ...
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Episode 122: How To Map Your Client's Journey

 
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The Four Levels of Blame

You can tell a lot about a leader by what’s on his shoulders.   Leaders in the Founder Stage have a chip on theirs. And it serves them well–for awhile. Leaders in the Farmer Stage have the weight of the world on their shoulders. They’re trying to level up and do all the things, but they’re not seeing the fruits of their labors yet. Leaders in the Tinker Stage are willing to shoulder the blame.   The way you manage blame says a lot about your leadership. As your business improves, your leadership must also mature. The leader-to-business relationship is causative: better leaders will grow their business faster, and weak leaders will cause their business to stagnate.   Immature leader: “It’s their fault.” They don’t listen. They don’t understand common sense. They need to try harder.   Young leader: “It’s their fault, but it’s my responsibility.” I need them to follow my instructions better. I shouldn’t assume they know what I know. I need to outline the process more clearly.   Mature leader: “It’s our fault.” The team isn’t reaching our metrics. Our clients deserve better from us. Our common vision isn’t clear enough.   Leader: “It’s my fault.”   …even when it isn’t.   Because it’s always your fault. If they’re not using “common sense”, it’s your fault: there’s no such thing. If they’re not following instructions, it’s because they don’t know why. If they’re not following your vision, it’s because they don’t see it.   When you’re in the Founder Phase and doing everything yourself, go ahead and hand out all the blame you want: you’re the only one there! But as you enter the Farmer Phase and train yourself to reach Tinker, it’s critical to cultivate the leadership skills necessary to run a larger company.   The people who got you here probably aren’t the ones who will get you there.   That includes YOU, Leader.  
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