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Experimental Innovation

Why are we testing the Skulpt Chisel? Malcolm Gladwell’s podcast episode “Hallelujah” introduced a new term: “Experimental genius”. Gladwell compares two different processes of innovation. Some innovators follow a script: they have a strategy for the music they write, or the paintings they make. But other innovators continually refine their product until it’s perfect. I’m nowhere near the league of artist profiled by Gladwell (Cezanne, Cohen, Costello). But I understand them. Two-Brain Business took three years to write, and Two-Brain Business 2.0 is really the book I wish people would buy. It’s such an improvement that it’s a completely different book. But the original is the bestselling fitness business book of all time, and is still picked up four times as often as 2.0, so I leave it on the shelves. Maybe people like the stories better, or relate better to the owner I was in 2012. Last week, I issued a 30-day content creation challenge to a few gym owners in the TwoBrain family. Their first videos and blog posts were actually pretty good, but nowhere near as good as they’ll be in a month. The point of the challenge was simply to publish every day, and avoid the “paralysis by analysis” trap. The videos don’t need to be perfect because we’re building the practice of content creation. Most will revisit these same topics later and update their message, as I did with Two-Brain Business. But “experimental innovation” isn’t limited to art. It’s also a solid business practice. In “Good To Great“, Jim Collins talks about firing bullets before firing cannonballs. To paraphrase Collins, try a new idea on a small scale first. Don’t wait until you can do THE BIG THING perfectly, or deliver the finished painting; just fire a little bullet first. Try it out. Find your range. With the Skulpt, we’re firing a little bullet. We’re adding objectively-measurable data to our intake process. We chose the Skulpt because: ...
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FFTF: How Much Should a Fitness Coach Earn?

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Episode 38: Should You Deaffiliate?

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Episode 38: Should You De-affiliate?

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Levelling Up

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Introversion, Extroversion, Clients and Coaches

In 2010, I wrote “Cowboys vs. Shepherds” on my first blog, DontBuyAds.com. It was later included in Two-Brain Business (now available on audiobook.) But new research has prompted me to revisit the issue from a different perspective. In this post, I’ll compare the minds of the introvert, the extrovert, and the ambivert; then I’ll write about ways to optimize training for coaches and clients who fall into either category. Want to see if you’re an introvert or extrovert? Here’s a 25-minute test  from PsychologyToday, or a 4-minute test from LifeHack. First, a comparison of introverts and extroverts as clients: Extroverts become energized by noise and crowds. Introverts become fatigued and overwhelmed by the same. Extroverts are likely to ask questions of the coach (often, they’ll need to be “heard” during a class, even if they already know the answer.) They’re talkative, quick to welcome new members, and excited by the prospect of coaching a group themselves. They might choose one-on-one training over groups, but will be drawn to the crowd quickly. They’re held accountable more by social risk (“everyone will know if you cheat on your diet”) than by anything else. Introverts are more likely to think through a movement. In fact, if you see an athlete close their eyes while practicing, it’s a sure sign they’re an introvert: they’re subconsciously blocking out external distraction. They’re less likely to ask a question, but more likely to absorb what’s taught. They’re also more likely to avoid the group setting and choose one-on-one training. Introverts are best held accountable through a one-on-one relationship and might need more frequent contact by a coach (“I’ll be watching your food intake through the app.”) Second, a comparison of introverts and extroverts as coaches: Extroverted coaches are energized by a large group. They relax into coaching: several classes in a row won’t bother them. They’ll be more likely to engage in “sharking” and identifying movement deficiencies on ...
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