Chris Cooper's Blog, page 111

Clarity in the Tinker Phase: $1 Million Net Worth

In the Tinker Phase of gym ownership, you’re building your wealth platform to achieve a net worth of $1 million or more.

That platform includes your gym, but can also include things like:

A second or third location.Cash-flow assets, like owning your building.Compounding investments, like index funds.Another service for your primary audience.And more.

Entrepreneurs in our Tinker program are opening more locations, starting churches, franchising, writing books and doing all sorts of amazing things.

Here’s how to build your wealth platform:

Every action you take should provide a positive answer to this question:

“Does this get me closer to a net worth of $1 million?”

For example:

Buying a building gets you closer to a net worth of $1 million.Opening a second location gets you closer to a net worth of $1 million.Paying off your personal debt gets you closer to a net worth of $1 million.

But rebuilding your website doesn’t get you closer to that goal.

Most DIY projects don’t get you closer to that goal.

Coaching more classes at your gym won’t get you closer to that goal.

Of course, some of these big moves come with higher risk. As the rewards of entrepreneurship grow, the risks usually grow with them. To minimize risk, you must grow as a leader and become more self-disciplined.

That’s what our Tinker Program is set up to do: develop entrepreneurs while building their $1 million platforms.

Other Media in This Series

“Clarity in Founder Phase: One Point of Focus”
“Clarity in Farmer Phase: Improve Net Owner Benefit”

The post Clarity in the Tinker Phase: $1 Million Net Worth appeared first on Two-Brain Business.

Clarity in the Farmer Phase: Improve Net Owner Benefit

The Farmer Phase of gym ownership is the growth phase: You’re managing people and growing your audience. You’re serving more people than you could alone, and you’re serving many at once. You have larger costs, more risk and (hopefully) higher revenues.

There are a million things you could do in Farmer Phase. What should your focus be?

Net owner benefit (NOB).

NOB is what your business pays you. It includes a wage, profit distributions and all the little “extras” that your business covers for you, like your cell phone bill or car payment.

Your NOB target in Farmer Phase should be $100,000 per year—or you can adjust up or down if you live outside North America.

Every action you take should provide a positive answer to this question:

“Does this improve my net owner benefit?”

For example:

Raising your rates improves your NOB.Selling nutrition coaching or personal training improves your NOB.Getting more clients improves your NOB.Adopting a “pay yourself first” strategy like Profit First improves NOB.

Things that don’t improve NOB:

Buying more equipment.“Reinvesting” in your business.Paying for coaches’ advanced credentials.Hiring a GM.

Of course, there’s a balance to consider: Buying more equipment might someday improve NOB by allowing you to train more clients.

Hiring a cleaner will improve your NOB—but only if you reinvest the time you save into a higher-value role, like marketing.

In Farmer Phase, though, you don’t need to hire a GM or set up staff health benefits or expand your facility until you’re earning more than $100,000 per year yourself.

Of course, there are exceptions, and that’s why we’re a mentorship practice.

Click here to book a call with my team, determine your largest roadblock to earning $100,000 and find out how to remove it.

Other Media in This Series

“Clarity in Founder Phase: One Point of Focus”
“Clarity in Tinker Phase: $1 Million Net Worth”

The post Clarity in the Farmer Phase: Improve Net Owner Benefit appeared first on Two-Brain Business.

“Should I Start Another Business?”—Chris Cooper Answers

Mike (00:02):

It’s Two-Brain Radio. Chris Cooper is here today to answer a question many entrepreneurs ask at some point: Should I start another business? The short answer? Maybe. And it depends on what that second business is. Chris has all the details after this message.

Chris (00:17):

We’ll get back to the show right after this. Two-Brain Radio is brought to you by Forever Fierce. Reach out to them to sell more apparel or retail items. Matt Albrizio and his team will save you time with templates. They’ll provide ideas and tell you what’s selling best. And they’ll supply marketing material and preorder sheets. If you want to get serious about apparel and retail, visit foreverfierce.com.

Chris (00:36):

Hey guys, it’s Chris Cooper here, and I’m currently in the process of rewriting my bestselling book, “Founder Farmer, Tinker, Thief.” If you haven’t read it, my thesis in the book is that there are four stages to the entrepreneurial journey. They’re called founder stage, farmer stage, tinker stage, and thief stage. And knowing what phase you’re in will tell you exactly what you need to do right now. What numbers you need to hit, who you need to hire when it’s time to expand, et cetera.

Chris (01:05):

Entrepreneurship is complicated by nature, but there are general rules that will make anyone successful at it. The key though is avoiding overwhelm, and it really helps to know what to do when. Now I want to make the book clearer and easier to follow. So I’m rewriting it to make it clearer. And one of the key areas of confusion in the book is when to start another business and what that business should be. In the tinker phase of entrepreneurship, especially, it’s really tempting to ask, Hey, what’s next? And then start a completely different company. What I meant in the book was that your first business is really the cornerstone to a larger platform that you can build. And you should expand that platform so that you can create real impact. What do I mean by expanding your platform? Well, you need things that pay you that fortify your foundation, that give you resilience.

Chris (01:57):

So you should pull money out of your first business and reinvest it in other things, I invest in index funds and I buy buildings and I have a few other companies and I’ll get to that. Together, these things form my platform. So most gym owners though, should not be starting brand new businesses though, when they reach this phase where the first gym is successful, they should either scale their gym up or they should duplicate their gym because this is a business that they know and understand. Some of their staff will overlap. They’ll save that way. They’ve made mistakes in the past that they’ve learned from they can, they have playbooks that will let them duplicate or even franchise really fast. They can open a duplicate gym location and get it profitable in a couple of months, if not on opening day, they spent years learning how to do this really well.

Chris (02:45):

And now they do it really well. That’s awesome. The alternative though is to say, well, I’ve got a gym now I need a t-shirt company or a pizza shop, right? The alternative is really to enter a business that you know nothing about. And it’s tough because you probably won’t be bringing any new idea into the market. You’re going to be entering like a red ocean with lots of well-established competition. And you’re going to start out at the bottom of the learning curve all over again. In some cases, these new businesses have a smaller profit margin than the gym does. So the owner might be losing money for a few years while they figure it out. Another thing that happens is they hit a target in their first gym and they can’t grow it anymore. So they think, well, time to open another gym, but really they haven’t made their first gym as successful as it can be yet.

Chris (03:34):

They’re just not sure how to make it more successful. So they take their first gym to 300 K a year in revenue, and then they go start another gym. But that team will also only get to 300 K because the owner doesn’t know how to grow a business beyond 300 K. I’ve seen this a ton with gyms. I’ve got this gym and it pays me $30,000. So to make a hundred thousand dollars a year, all I got to do is own three gyms. But when your first gym is actually successful, maybe think about duplicating that instead of starting your pizza shop, right? And when your first gym is only paying you a little bit, maybe think about getting that gym to paying you a hundred thousand dollars before you think about opening another gym. I know it’s tempting. I know right now it’s kind of a buyer’s market for gyms because unfortunately so many are going out of business.

Chris (04:23):

And I know you might have altruistic goals to leap in and save that gym and like I’ll buy all of your old mistakes and I’ll take on all the burdens of your bad memberships and I’ll carry you out of the surf and into the sand and I’ll save everybody. I know that that’s tempting, but really you should focus on what you’re already good at: This thing that’s taken you five years to learn and to master. And you’ve really got down now and just double down on doing that more. OK. Now there is a middle ground and this is actually what I do. So when I identify something that my audience, which is gym owners like you, really needs, I try to buy it for them. So my first instinct is like, oh, that marketing is working. Instagram reels. Yes. I can see a track record of success here.

Chris (05:12):

There’s data that proves it’s consistent. It’s not going away really, really soon. I’m going to hire somebody who knows how to do this. I’m going to pay them to build a course for Two-Brain clients. And I’m going to add that to my library of courses so that if this is the best move for a gym owner this month, there they go. Everything that they need is right there. When I can’t do that, when the expertise doesn’t exist or, you know, the message that I’m trying to get across, isn’t already out there, then I will go start a brand new business, or I’ll set up a service to provide it. And sometimes these other businesses make money, but that’s not my primary concern. My goal is to set up more gym owners for success. So I start these businesses to add value to the gym owners in Two-Brain instead of withdrawing value from them.

Chris (06:03):

So I’ll give you two examples. I built Two-Brain Coaching because when we started mentoring gyms, there was this imbalance between good coaching and really, really poor business systems. So a lot of the gyms that we would work with, you know, their coaching and their method and their delivery was about a seven out of 10, which isn’t perfect, but their business operations were maybe a two or a three out of 10. And so the way to grow that gym, the best at the time was just focused on business operations. Bring those things up to an A level, and don’t worry about your coaching. It’s good enough for now. The problem is, as we got gyms up to an eight or a nine out of 10, they began hitting a different ceiling. And the ceiling was really the quality of their staff, the volunteer coaches who trade their membership for one or two nights a week of coaching.

Chris (06:57):

They’re OK if you’re not making any money, but eventually you need to professionalize your gym. And the people who got you here are not the same ones maybe who are going to get you there. So I built Two-Brain Coaching to teach coaches the skills that they need to retain clients at a high level, to coach high-value clients who are paying a high price for your service. And that program has been really successful. We’ve been able to do other things with it, which has been really cool. We’ve been able to create an actual insurable certification for nutrition, which nobody else has been able to do. We’ve been able to teach coaches how to build content that establishes their authority and get their own one-on-one clients. We’ve been able to get coaches certified to coach one-on-one really, really fast without waiting for like a weekend certification that costs a thousand bucks.

Chris (07:48):

And we’ve also evolved to provide mentorship to coaches so that they keep getting better. Instead of just taking more courses. When it comes to coaching, it’s not really that we need to learn more. It’s just that we need to be reminded of what to do when. It’s not how you scale, it’s not how you do squat therapy. It’s how you relate to the client. And there are no programs out there that were teaching that. And that’s why I really started Two-Brain Coaching.

Chris (08:13):

Chris Cooper here. Have you got a website designer, a marketer, a landing page software, a calendar, a CRM, and a form builder, communication platform and connecting software? You can get rid of all of it by switching to Gym Lead Machine. I use this platform along with 60% of the Two-Brain mentorship team. The average gym owner saves over 300 bucks a month with Gym Lead Machine and they’ll waive the thousand dollars set-up fee for Two-Brain Radio listeners. Switching is easy and you can go live in a week, visit gymleadmachine.com to watch a demo and book a sales call.

Chris (08:37):

I also started Two-Brain Programming because, you know, years ago, a lot of gym owners were spending a ton of time programming. And so they would take like five hours on Sunday when they should be with their family doing stuff. And they would write the gym’s programming for the week. And there was really no like long-term plan. There was no testing. There was no feedback from the clients. They were just trying to be as creative as possible. And they’d be surfing Facebook pages and websites and stealing this and that and tailoring it. And so at the time, there was a massive opportunity for somebody to come in and say, I’ll do your programming for you.

Chris (09:24):

I’ll save you this much time. And it’s going to take a lot of work off your plate. And you can either focus on your family on Sundays, or you can focus on other stuff that will grow your business during the week. And so Box Programming was born. Jason Brown did an amazing job and is still doing a great job at Box Programming. And then eventually other people started to jump on the bandwagon and they started to sell their programming and programming kind of became commoditized. And the price of programming got driven down and down and down. Meanwhile though it lost focus. So good gym programming should be delivered one-on-one, be tailored to the person depending on their goals in each class. Like the coach has to understand how to explain here’s how this workout today is going to help you reach your goals, because if I’m a client and I’m 30 pounds overweight and you pull up a workout called Diane, I’m looking around the class and there’s one big, huge ripped dude.

Chris (10:23):

There’s three women who look like marathoners. They’re really, really skinny. There’s two people like me who are kind of like overweight and there’s one older woman in the class. I’m looking around at this workout. And I’m thinking like, how is this going to help us all get to our goals? So it’s really up to the coach to say, Hey, if you’re looking for weight loss, here’s how this program will help. The client doesn’t know that. And so your programming has to lend itself to this tailoring effect where you briefly explain the value of the workout today to each client in their context. And there was no programming like that out there, no programming that was tailored to avatars. Most of the programming out there was either tailored toward competition or tailored toward novelty. We’re doing this different because it’s the sake of different, or it might’ve just been tailored toward intensity.

Chris (11:17):

Let’s find the spiciest workouts we can find and sell them to people. And, yeah, that’s what we’re selling. So I had to build Two-Brain Programming. I also wanted gym owners to be able to save this kind of time so that they could reinvest their time in sales and marketing and other things that would grow their business, starting new programs, raising their rates, starting an on-ramp, whatever. And so I talked to the gym in the world that had the best retention during COVID and this gym was amazing at explaining to its avatars, here’s how this is going to help you today. Right? No coincidence. And I said, what would it cost me to have you build up a programming stream for Two-Brain gyms that I could just give it to them for free? And they said, well, here’s what it’s going to cost.

Chris (12:05):

And we’re talking thousands of dollars a month, but this is great value if you’re in growth phase of Two-Brain, right? Your programming is taken care of for you. You don’t have to spend time doing this. And so you can spend time on other stuff. Now there are tiers to that system because it’s great if the system pays for itself. And so some people upgrade and they buy a higher level of Two-Brain programming because they want it already entered in Wodify for them or whatever. My point is that when I’m building a new company, I’m only starting the new company if I can’t find a good enough service that already exists, is going to deliver to my audience, my clients, at the same level that I’m delivering my primary program. So what does that mean for you? It means that if you own a gym and you don’t want to start another gym, well, starting a massage therapy business or a nutrition business, that’s OK if that’s what your audience needs.

Chris (13:02):

Absolutely. But starting a pizza business right next door, that probably won’t align because you’re not using your current audience. Right. You’re not leveraging any industry knowledge. You’re not leveraging an existing brand. You’re not leveraging personal experience. You just like pizza. And so it’s maybe not a great idea. So if you’re at a phase where your gym is doing really well, and you’re starting to think like, what’s next for me? Just ask number one, have I maxed out this first business? Or am I just not sure how to grow it further? Number two, can I duplicate what I have here over and over and over? And you know, if you’re in Two-Brain, that should be fairly simple to do. There’s a lot of gyms in our tinker program who are doing exactly that, and it’s really successful. And it’s awesome. Number three, what else does my audience need?

Chris (13:51):

How can I serve my current best clients more? That’s the approach that I take. It’s not for everybody, but what I’d encourage you to avoid is just building other businesses because you have an interest, maybe you like yoga and you also like bare-knuckle boxing. You’re not going to start the bare-knuckle boxing club with an existing audience or previous knowledge or expertise. It’s just your hobby. So keep your hobby your hobby, keep your business your business, expand your business and enjoy your hobby. Hope that helps. And by the way, I’ve screwed up in other books, too. I’ll give you a funny example. So in “Two-Brain Business,” the original one, I wrote this brief chapter about expanding your revenue streams, diversifying. And I was talking about like how I had one gym doing just personal training and one gym doing just group training.

Chris (14:44):

And neither gym did really well until I merged them back into one location and then both things blew up. And so I really think like, especially post COVID, this lesson is rings true. You have to have diversified revenue streams. And I wrote that book back in 2012. So there’s a lot of things that I would change. But one of the mistakes that I made in the original “Two-Brain Business” was I made this list of like, here are 30 other revenue streams that I have tried at Catalyst. And I had some great stuff in there, like the ignite program. I also had some wacky stuff that we did once and then never did again, like, campfire guitar was a great example of that. And what I meant was be creative. Think outside the box, but pick one of these or two of these and start offering it as an optional add on.

Chris (15:32):

So weightlifting was big. A lot of places tried yoga. But the message that some readers took away was you need to have 30 services at your gym, and that’s not the case. So if I could rewrite “Two-Brain Business,” I would definitely alter the text around that. Now talking to my publisher, I said, can I rewrite some of “Founder Farmer, Tinker, Thief?” They said, yes. Do you want to be more specific or do you want to be less specific? Because right now you’re kind of in the middle. And I said, I don’t know. And they said, Chris, be less specific. Teach general principles that will apply to everybody and then write another book that’s way more tactical and specific. And so I wrote “Gym Owners Handbook” last year because I wanted to be very tactical and very specific for gym owners in the farmer phase, especially. In the next book that I’ll be working on is a book for founders in the gym business.

Chris (16:25):

And my goal here is to help trainers and coaches who want to start their own business be able to do that. Here’s the step-by-step playbook that I wished somebody had given me when I was starting a gym back in 2005. But if you’re at this phase where you’re not sure what to do with your time or what the next business should be, you’re thinking about opening another gym, this will also be a great book for you because you can learn how to start better the next time. Or maybe you’re saying I’m going to partner with one of my coaches and give them an ownership stake. And here’s the book that you can give them to be the CEO of your second location. So thanks for listening. And I hope this helps.

Mike (17:02):

That was Chris Cooper on Two-Brain Radio. Don’t forget to subscribe for more episodes. And now here’s a special message.

Chris (17:12):

Thanks for listening to Two-Brain Radio. If you aren’t in the Gym Owners United group on Facebook, this is my personal invitation to join. It’s the only public Facebook group that I participate in. And I’m there all the time with tips, tactics, and free resources. I’d love to network with you and help you grow your business. Join Gym Owners United on Facebook.

 

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Your Second Business: “What Else Do My Clients Need?”

The easiest way to grow your wealth is to do the same thing you’ve done before. You already know how to build a good gym—why not just build another?

Because, as entrepreneurs, we’re attracted to novelty. We love new challenges.

So if you’re tempted to build a second business that isn’t a gym, build a business that serves the same audience your gym does.

Two key lessons I’ve learned from my mentors are:

1. “If you know how to build an audience, you’ll never go hungry.” —Todd Herman

2. “Don’t find an audience for your product. Find products for your audience.” —Seth Godin

I’ve sold off most of my businesses so that I could grow Two-Brain Business faster.

I still own five: Two-Brain Business, Two-Brain Coaching, Two-Brain Media and Two-Brain Programming. I also still own my fitness coaching business, Catalyst Gym.

What do they have in common? Four of five serve the same audience. The fifth is my laboratory for that audience.

Building an audience is the hard part. Building a product or delivering a service is the easy part. This is one of the most important lessons I can give you in Tinker Phase. It’s true, but most people miss it—and that means they start from scratch over and over, spending years trying to get the first few clients for their second big idea.

Instead, start with your audience and ask, “What else do these great people need?”

A Stack of Solutions

I started Two-Brain Business because passionate microgym owners were going out of business. These poor first-time entrepreneurs had dedicated their lives to helping others get healthy, and all they were getting for their labor was a ton of debt and ruined relationships. I knew that 1:1 mentorship had worked for me, and wanted to give other gym owners a way to get 1:1 mentorship that was specific to them.

Two-Brain Coaching

When Two-Brain Business started, most microgym owners were delivering a pretty good fitness service. They were getting their clients decent results. On average, most microgym owners were already delivering a B+ service. As we refined their processes, services, rates, retention and leadership to an A+ level, many eventually discovered that their coaching had become their weakness. So I revived Two-Brain Coaching to help them optimize their staff.

After all, it’s hard to charge a high-value price and then deliver a medium-value service. You won’t stay in business unless your coaches are as good as your systems.

The purpose of Two-Brain Coaching is to give coaches the skills that keep clients around for a long time and actually deliver value. While most coaching programs taught “the method”—like how to teach CrossFit or Pilates or spin class—we wanted to teach them to coach. In turn, that would help them keep clients longer and deliver at a higher level to support the business’s new value.

Two-Brain Media

The next problem: Gyms were offering tremendous value and getting tremendous results—but no one was hearing about them. So I founded Two-Brain Media to tell these stories. Most of my clients don’t even know about Two-Brain Media, but they get the benefit: hundreds of blog posts for them to copy and paste; thousands of social media campaigns they can swipe and deploy immediately; tons of helpful DIY templates for video, blog and podcast; and even full courses on podcasting, SEO and storytelling.

Gym Lead Machine

Sometimes others solve problems for my audience, too. At a bar in Manhattan, John Franklin and I were trying to solve the marketing problem for gym owners. This is a multi-stage problem, but the foundational problem was that no one could tell what was working for them. Some gyms were doing better with referrals, some with media, some with ads—but no one could measure the effect of any of it.

So John founded Gym Lead Machine and started building websites that could tell gym owners everything they needed to know to make marketing decisions. The sites also boost conversion—I use GLM at Catalyst, and I can actually watch the site pay for itself every month.

Two-Brain Programming

Last year, I launched Two-Brain Programming to save gym owners money. While I think gym owners should outsource their programming and reinvest that time into other things, I also know that programming costs more than it should. And good programming should be easy to explain to a client—not “here’s how to scale the weight” but “here’s how this will help you achieve your goals today.”

So I found the gym with the highest adherence rate in Two-Brain and paid it to provide its programming to all Two-Brain gyms for free every month. When we started getting requests for more (like preloaded workouts in Wodify and SugarWOD), we added that option. Every Two-Brain gym can save $200 per month with great programming, and those who want more can get it, too.

Two-Brain Team Training

Finally, a few months ago, I realized that our gym owners were making good progress, but they could grow faster if they activated their teams. So I started Two-Brain Team Training to offer coaching, mentorship and training to their teams. This program is in Beta Phase right now, so it’s only available to our Growth and Tinker-level clients.

The Narrow Focus

Every new business I launch has a golden rule: It must pay for itself over and over again. But the actual program details aren’t hard because I stay focused on one audience and ask myself, “What else can I provide to these people?” When I spot a way that I can make their lives easier or make my service even more leverageable, I buy it for them.

All my businesses are client-centric service businesses.

Most of them serve the same audience.

Each helps me serve my audience better.

How can you serve yours better?

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By the Numbers: High Speed, Low Drag

Revenue is important. You can’t eat warm wishes.

Revenue keeps your gym alive. When it all comes down to it, your livelihood is determined by your gym’s ability to make money, not how many members marry one another.

But what’s most important is what you do with that revenue.

I can clearly remember months when the gym paid the landlord, the government and the bank—but it didn’t pay me.

In fact, I’ve probably thought “this business only exists to make the government money!” a dozen times or more.

That’s a terrible feeling!

In the previous post in this series, I said there were six strategies to grow a gym, and three of those strategies would grow your revenue (getting more clients, earning more from each client and keeping each client longer).

The other three strategies help you turn revenue into income for yourself. We call this “net owner benefit” (NOB). It’s the sum of what the gym pays you: your salary plus your profit plus the “bonuses” you get from being the owner.

Each strategy can be executed with dozens of tactics.

Strategy 1: Pay Yourself First

Your business exists to pay you and your family. Develop the discipline to receive value from your business in exchange for the value you create.

Free resource: “Why Your Gym Must Pay You First”

Tactics: Use Profit First or pay yourself first, employ the 4/9ths Model. We have full courses for each of these on the Two-Brain Roadmap.

Strategy 2: Upgrade Your Team

Each person on your team should “grow the pie,” by creating revenue or time for the owner.

Free resource: “Intrapreneurialism 101”

Tactics: Start career roadmap meetings, foster intrapreneurialism, “climb the value ladder,” write out roles and tasks, create a staff playbook, introduce evaluations, use staff contracts, track your effective hourly rate (EHR), employ the 4/9ths Model. We have full courses for each of these on the Two-Brain Roadmap.

Strategy 3: Improve Your Operations.

When everyone works toward the same goal, you get there. Make your business run just as well without you.

Free resource: “How to Bankrupt Your Gym—Guaranteed”

Tactics: Create or review your Vivid Vision, write an annual plan, audit your business, track your metrics monthly, write playbooks for everything and take vacations to test.

Focus and Improve

A mentor helps you earn more from your work and work only as often as you want. We do that by helping you find—and keep—your focus as you improve one thing at a time and get one percent better every day. Click here to book a free call with my team.

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By the Numbers: The Revenue Levers

There are really only six ways to make your gym more successful. We call them the “six strategies.” The success of each one is measurable.

Of the six, three will grow your revenue:

Getting more members.Earning more from each member.Keeping each member longer.

Though most business coaches focus on “getting more members,” it’s actually far easier to earn more from your current members and keep your current members longer. We teach the why and how in our RampUp program.

As you employ these three strategies for revenue growth, you can use dozens of tactics. Here they are, in broad categories (we break down each of them, and many more, in our Growth program):

1. Get More Members

You only need 150 members (sometimes less) to make a great living as a gym owner.

Get our guide: “How to Make $100,000 Per Year With 150 Clients”

Tactics: Use content marketing and affinity marketing, run recruitment events, try selling by chat, use Facebook and Instagram advertising, use organic Facebook marketing, try podcasting and work on SEO.

We have full courses for each tactic on the Two-Brain Roadmap; we tell clients the specific steps to take and provide the exact tools they should use. For example, we teach owners how to leverage Google Reviews in our SEO course, and we have a massive Blog Bank for gym owners to swipe from.

2. Earn More from Each Member

Your income is a reflection of the value you create for your members.

Get our guides: “How to Add $10K of Personal Training in 30 Days or Less” and “How to Run a Successful 21-Day Online Challenge.”

Tactics: Add an on-ramp, add specialty programs, sell personal training, sell nutrition coaching, build a sales binder, create hybrid packages, adopt the Prescriptive Model, introduce Goal Reviews, learn the No Sweat Intro process, and maybe add a high-ticket option.

We have full courses for each of these on the Two-Brain Roadmap.

3. Keep Members Longer

Every client you keep is one you don’t have to replace. Be intentional about retention!

Get our guide: “Never Lose a Member Again Retention Guide”

Tactics: Perform Seed Client interviews, map the client journey, do goal reviews, learn the Prescriptive Model, display client progress, practice Bright Spots, hire a client success manager, and recover lost clients.

We have full courses for each of these on the Two-Brain Roadmap.

Take Action!

Your best bet to grow revenue: Pick one thing in each category and focus on that for the next month. The key is to focus and track your results.

We publish the free tools I linked to above because I want you to generate more revenue and then hire a mentor so we can help you grow even faster. But if you just make more revenue and keep it all to yourself, that’s OK with me. Hope this list helps!

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The New Breed of Coaches (and Why Owners Love Them)

Josh (00:00):

Mike. Good afternoon, sir. How are you today?

Mike (00:38):

Good, Josh. How are you?

Josh (00:40):

The reason that I wanted to bring you on to the podcast today is really, you know, we’ve had so many great conversations offline, just talking about all the different participants that have come through the course. And what has struck me as interesting is that there are no two people that are on the exact same journey when they come through your one-on-one coaching course. And it, and I don’t know why this surprised me so much, but when you’ve shared, you know, a handful of the examples of these coaches, which we’re going to get into in just a second, it just really boggles my mind that we are seeing such vast differences, because I remember early on one of the things that we were thinking is that it’s either going to appeal to brand new coaches that are looking to coach one-on-one and, you know, do personal training, or we’re going to grab, you know, veteran coaches that may be all they ever did for 10 years was group coach.

Josh (01:39):

But now they want it to kind of diversify a little bit and do one-on-one coaching and you have proven that completely wrong. And so what I want to ask first of all today is what’s an example of somebody that has come through the course that has really gone on to coach in a more non-traditional way. And what I mean by that is, you know, typically we see people come through and go on to become personal trainers and do just, you know, one-on-one coaching, they’ll grab a couple of PT clients go on from there, but you’ve shared with me a pretty unique example of somebody recently that has come through the course. And I was hoping that you could kind of talk through that with me.

Mike (02:22):

Yeah, for sure. That’s a very fair assessment, but you know, I think when I came on, I think we’re about a year, year and a half ago to the mentorship side of it. My expectation was, is almost that it was going to be, you know, a very repetitive kind of talking through the same course content and then having the same sorts of discussions and it’s like, no two snowflakes have been the same for sure. And that’s what makes it like, literally the most exciting part of my day is talking to these coaches. I get such a charge out of it. And yeah, we were talking about, I actually, I almost group them into an avatar. This example you were bringing up because it’s happened three or four times. And it seems like it’s an east coast thing in the United States for some reason.

Mike (03:05):

But, we have coaches who come through and they’ve been singled out. Usually, you know, in this example, they’ve been singled out as these, vibrant, connector type people in the gym population. And the owners approached them and said, Hey, we’d really love it if you were part of our team. And the example we’re looking at these three or four ladies who have kind of gone through the course, really embody what we do, you know, I call them module one clients because everything they needed to know to do the rock star things they’re doing now, we covered in module one and everything else was gravy, right? So these ladies would come to the course and they’re not jumping in and doing regular one-on-one personal training. That may be the goal down the road, but they’ve jumped into this almost CSM role where they are the person they’re the people that shepherd everybody through those scary initial stages of gym membership.

Mike (04:02):

So, you know, the group that I’m talking about, they’ve kind of taken on the role of doing the no sweat intros, you know, being that person, that smiling face, that person who knows all of your, you know, the great points of commonality, and then they take them through the onboarding or the on-ramp process, and kind of do a really, really good job of making that transition from on-ramp to general population CrossFit class the easiest possible thing, because that on its own coming into on-ramp as a stressful situation for people who aren’t used to that gym environment, right. We’ve been in it for years, we were comfortable in it. There’s a lot of people who come in and they really need that person to not only be patient with them coming through on-ramp, but to make that connection so that they’re transitioning to regular group activity is as seamless as possible.

Mike (04:51):

So it’s been a really neat role. I mean, I follow most of the people who come through the course on social media. So I get to see the end product. And I’ve had some follow-up with gym owners who have just said, like, your course has made these people able to do the job they do, and it’s made my life exponentially easier. Right? They’re not having to handle those NSI. They’re not having to worry about their onboarding process. They’ve got great retention because the people who come through the on ramp are excited to make that leap to the next step because they have a great transition plan. Right. So, that’s been one of my favorite kind of avatar is people who’ve come to the group and there’s many of them. But that’s been my favorite one just to talk to those people, because one of the first questions that we ask people when they come into the course is, you know, along this line of, if you’re familiar with Two-Brain, it’s, you know, what is your perfect day?

Mike (05:46):

And, you know, we have them send over some notes of what their assessment is. And I would say those three or four ladies, who’ve kind of ended up in that position that we’re talking about. I read through their notes before we even got on the first call. And I was like, I’ve got to meet these ladies. I’ve got to meet this person because they are literally right now living their perfect day. Like you could smell it, taste it. It was like, you know, sometimes you don’t know, you’ve kind of feel like, Hmm, kind of deal with somebody who’s in a bit of state of flux. So they don’t know what they want to do. This group of ladies was just like, we’re living it. We’re excited about everything. And we’re people who are going to bring that attitude to everybody else.

Josh (06:27):

Yeah. And you know, I’ve honestly never heard you share that part before that, you know, obviously I know that they do like the perfect day exercise, but tha they’re pretty much living their perfect day, which is really fascinating to me because then it begs the question, OK. If you are doing that, then what’s the driving force for you to kind of want to go and take on this position, you know, at your gym, have you ever, I’m sure you kind of asked them those questions, right?

Mike (06:57):

Yeah. I think that plays into part of it right. Part of their perfect day is that they’re getting this opportunity and the opportunity is exciting. It’s different than what they maybe were doing, you know, in their professional lives up to that point and that opportunity to help people and to be that like shining bright spot in people’s lives, it’s just super, super exciting. Right?

Josh (07:24):

Yeah. That really is. I mean, there’s something to be said for the opportunity to be part of something bigger than yourself, right? Yeah. And kind of the fulfillment that comes from that. Something I wanted to circle back because, you know, maybe somebody who’s listening, that’s not really familiar. You know, with the course content or the modules, you said that these are really like module one coaches, can you provide a little bit more detail? What you mean when you say that? Of course, I know what you mean, but for those that don’t.

Mike (07:55):

Yeah. I mean, to give you a rundown on module one and our call, the mentorship side of things. So when clients come through the course, they get three calls with a mentor. We have them work through the module and send us some homework, which has become really customizable as we progress through, you know, learning our role in the whole process of module one. We talk a lot about the coach. So we get to know them a lot, almost like a really in depth no sweat intro. We want to know what that perfect day is. We want to know what’s driving them. We really want to find out what their niche is. If they have a niche, you know, and that’s something we try to work through in that first call to say, like, what, you know, CrossFit is a lot of different things to a lot of different people.

Mike (08:37):

And fitness is a lot of different, exciting things. What’s the one thing that makes them real passionate and how can we help them fill that passion with coaching? We also talk a lot about how we celebrate success with the concept of bright spots a lot, we really walked through some mock client consults. They do some with their friends and family and with varied results. Because, you know, I know we all have people in our lives who would participate willingly and give us great feedback and questions and make us work for it. And then there are other people in our lives who would maybe fool around a little bit and not give us the best, you know, so I asked them to do it no matter what the response is, and then we analyze how we would kind of role play, how we would do that situation better.

Mike (09:26):

So when they come out of module one, I really feel like we’ve talked about that initial intro session enough, that there’s a lot of confidence that they could walk into the gym today and be handed, you know, an appointment for a no sweat intro and be able to knock it out of the park. Right. We talk about how it’s more about that relationship development than it is, you know, a sales meeting and the less it feels like a sales meeting the more likely it is to become a sale because of that relationship development.

Josh (09:58):

So this may seem like a softball question, and I promise everybody, this was certainly not planned, but I am a baseball fan. The all-star game was last night. So I am going to toss the softball question. If I’m a gym owner, one of the, I know this to be true, that one of the scariest roles that you could ever kind of pass off to somebody is that sales role, which is what’s going on in the no sweat intro. If I was a gym owner that was looking to do that and considering, you know, man, I don’t know, what’s the right thing to do. Where can I send them? Do you feel like you could shepherd somebody through this course? And they would come out being much better off at that NSI process than not?

Mike (10:45):

100%. Yeah, I think, I mean, it is a softball question cause we’re talking about my course, so I’m biased.

Josh (10:52):

Right, right. Full disclosure, full bias here, but still.

Mike (10:55):

I think the more we talked about my, or the owner’s role in this a lot, you and I, and I think the more the owner’s involved at the beginning, or the general manager’s involved throughout the process, the better we tailor this experience to what they want the coach come out of the other side with. Right. You know, I’ll call those ladies module one ladies. I really think after we left them going through module one and those practice assessments, and then going through the module one call, I would say that they’re, you know, 10 times better equipped to walk into that process. And I think we’ve all done NSIs with various levels of background and training. And we all know that it takes it takes reps to get practice down. Right. But they get those reps in. And really if the owner approached us and said, you know, I really, really want this person to do this one singular role, in module one.

Mike (11:52):

And the homework we could prescribe would be, you know, tailored directly towards that. You know, I gave out some different homework in module one that’s not necessarily related to that, but it’s related to the coaching component. But I’ve given out completely different homework in terms of, you know, creating social media or, you know, writing or looking for opportunities. So, we can definitely tailor that and make that coach very much more comfortable walking into their first NSI and getting those reps at a much higher level than kind of struggling to figure it out.

Josh (12:25):

Something I’m curious about is the role-playing aspect because, I don’t know if these coaches are like me, but role-playing makes me incredibly uncomfortable to do. I don’t know why because, I don’t know if it’s, because I know it’s not real, like when I’m in the quote unquote sales role or doing a consultation, I’m very comfortable with doing that. How are they reacting to this role-play stuff?

Mike (12:51):

Yeah. I’m the same as you with role play. I don’t, I mean, the traditional sales seminar type role play gives me the heebie-jeebies too. It seems very disingenuous. It seems fake and fake role-playing produces fake results. So we don’t necessarily role play in the, Hey I’m Mike, I’m coming into your gym to check it out, but we talk a lot about like barriers that those coaches or CSMs in that role might see that the normal person would put up to, you know, joining your gym or the idea of participating in something like a CrossFit style gym. nd we work around strategies on how we would bring that person around so that, you know, developing that relationship instead of letting the barrier get in the way. Right? So the question I asked these coaches a lot of times is like, Hey, Josh, you’re in this role, you’re obviously a fit person and your family and your friends probably see you as the fittest.

Mike (13:57):

You know, one of the people they’d go to for fitness. When they say like, Hey, I I’d love to join your gym, but, what are those buts? What are those buts? And let’s work our way through them. So my top two, 100% of the time are time and money, right? And then there’s fear comes up a lot in a lot of different ways. It’s like fear of CrossFit and like, the feeling that someone needs to be in that high level of shape before they get into a CrossFit group, maybe not knowing the lingo, not knowing the movements. And so we really have a lot of strategies built into, especially Two-Brain gyms, to talk people around that safety issue or that fear issue, right? You’ve got scaling, we’ve got, you know, on-ramp programs, we’ve got great coaches. And so we can really talk our way around that. Time.

Mike (14:44):

And the money ones are interesting because in my opinion, in my experience, time and money are gonna be the one and twp things that people bring up when they’re on the fence about joining your facility. And they kind of want you to say, I get it so they can walk away without feeling embarrassed, but they also kind of want you to call them out on their BS a little bit and say work around it. But it’s those two things that come up at the beginning of a gym relationship. But it’s also the thing that they’re going to see on the end of the gym relationship when someone is just kind of bored with your services, or are they had a situational change in their life, time and money are going to be the things that we talked about on the way out the door, sp having good strategies to talk about.

Mike (15:26):

Those two things is super, super important. You know, and a lot of times, you know, it’s almost, it’s almost like, you know, you want to find out what their habits are and where they’re putting those resources so that we can, you know, look at what’s the least productive resource where they use that resource and fill it with exercise, right? The pandemic. I mean, it’s affected everybody in different ways, but the pandemic has done one amazing thing for coaches, especially personal training coaches. It’s proved that I can reach you anywhere in the world at any time of the day and the time doesn’t necessarily, you know, that’s not as much of a barrier anymore because I can get to you from anywhere. Right. So we talked about those more than we talked about, like kind of, you know, the classic role play that makes you and I both nervous.

Josh (16:18):

Oh man, I’m going to be honest. There was a whole lot of good that you said there, but my biggest takeaway was this image that you put in the back of my head, that I’m forever going to remember that my family sees me as the fittest person in the family, that I am that one. And I’m going to imagine that they’re following me around with a trophy going Josh is the fittest person in our family because I know that’s not true. So thanks for that, Mike. I knew I liked you man, from one bald guy to another. But I do want to circle back to something that you said, a couple of minutes ago is you kind of hinted down this road that you, you either discover, you know, in conversation with coaches or maybe they kind of bring it to the forefront, but something about their niche. And I want to hear more about what you mean by that, because I feel like that’s another kind of group of coaches, you know, or avatar. What have you really found success in working with?

Chris (17:28):

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Mike (18:57):

Yeah, I think, I mean, from the beginning of my involvement with this course, our conversation with you and I has always been, you know, our experience, I’ve been at Catalyst for 16 years and coaching other places for years before that. Any of the certifications we’ve taken have left us with this idea that, OK, now the last page of the textbook last page of the quiz, and there’s always this feeling at the end of it that says now what? You know, and I think our course does a really, really good job, especially with the mentorship component. I know Jen and Sean and Colm do the same, you know, good work with their stuff is that we from call one to call three, really try to provide this strategy to say, who are you? Where do you want to go? And how can we help you to get there and make this as much of a longevity journey that you’re going on as opposed to just doing it to pay the bills.

Mike (19:50):

So, you know, we talk about module one an awful lot, and there’s lots of great stuff in module two and module three as well. But one of the first questions we started talking about in module one is like, what are you excited about? You know, are you just excited about helping everybody? If you are, there’s nothing wrong with that, right. But you know, I always try to ask these coaches, like, you know, we’ve got powerlifting, Olympic lifting, gymnastics, running, and rowing and CrossFit. What’s the one thing that if it was programmed, that you’d be the most excited to coach. Right? And we build on that. So, you know, I have the coaches for the most part, if you don’t mind me going on the sidetrack, I have them leave module one with one of one or two homework assignments and those two homework assignments, one of them is based on this concept of the niche, where I want them to start producing content.

Mike (20:42):

So it can be written. It can be, you know, we talked before we got on here that I’m trying to learn how to use Instagram. And I’ve never felt like an older man than I do now. But it can be written. It can be video. It can be whatever that coach is comfortable with. But by the time they finish my course, we have a very reasonable ask that they produce three pieces of content and they publish them and they provide them to their gym owner to say, Hey, I made this, can I keep making this? I’d like to do this because it’s going to help me build my business. So we really started talking about that niche. And if there’s resources that I can point them towards, you know, my niche, I learned a long time ago that I love powerlifting, but I really, really love running and biking.

Mike (21:23):

And that’s what gets me excited. And that’s the clients I want to work with at the gym right now and in programming. So we try to foster that excitement. And I really think the coaches who come in and I’m not saying, if you don’t have a niche already, you’re not going to get the same bang for your buck out of the experience. But if you come in with a real solid niche, it’s like a rocket ship, right? There’s a lot of these coaches who come in and say, I’m really stoked about Olympic lifting. You know, I’ve taken all the certifications I’m passionate about and I’m trying to learn to be better at it all the time. I’m not going to teach them to become a better Olympic lifter, but I’m going to give them the tools that they can use to communicate to their clients.

Mike (22:01):

And I’m going to give them a plan so that when they leave the course after module three, they know exactly what is next. They know what their plan is to continue to build their business. We talk about logical next steps for their putting our stuff into action. And then looking for that next educational experience. Even if it doesn’t come under the Two-Brain Coaching umbrella, right? So I want them to, you know, we want to foster that. So we try to really bang out a plan and share that with the owner at the end to say, here’s where this person wants to be. Here’s how we get them there. And here’s what I’ve seen in them. And to be honest, any of these ones that come through who already have that niche when they get to the end of the course, I’m like, I would hire you in a second.

Mike (22:45):

Yeah. So that’s pretty cool. The other homework assignment I give out came out of the pandemic and it was this video project. One of the things we asked as homework as they worked through these modules is shadowing, right? And shadowing is great if you’ve got someone good making the shadow, right. And the problem last March and beyond was a lot of coaches were coming through our course and they had no one to shadow. And so what I started to do at that point was just have them create video content, you know, pick five movements, ones that you’re nervous about coaching, or you really want to hone your skills on, you know, almost, you know, rehearse your delivery for it. And then they filmed some videos with a lot of times, those videos that they film are natural social media content anyway, right?

Mike (23:39):

They’re like, Hey guys, here’s how we make this deadlift better. And here’s how we give really concise coaching cues on doing the deadlift. And here’s why we’re going to do it. We’re big on why. So why am I going to program a deadlift for an athlete? Simple, they’re going to run faster. They’re going to jump higher. Everyone would pay money for that, but why am I going to program a deadlift for a non-athlete? And that becomes a more difficult question. So 90, 80, 90% of the videos are really, really well done. The ones that are missing anything are always that why. Because that’s not natural for coaches to do right. So, I have them write it down at the beginning. Why, and just underline it, I say underline why until your pen runs out of ink, because we’re going to, not only we’re going to ask it, we’re going to, you know, we’re going to explain it, we’re going to ask it. We’re gonna ask people to explain their why. And it’s really a kind of underlying theme of this whole course is like, let’s figure out why. Let’s tell people why. And let’s develop relationships around that question.

Josh (24:38):

So this is kind of a selfish question on my behalf, but as an owner, I feel like if I’ve got it, maybe there are some other owners out there that have it too. You’re really adept at getting these coaches that come through your course to make content. And whether it’s good or bad, like some content is better than no content in my book is an owner, right? What are you doing that we’re not doing as owners to get them to make content?

Mike (25:07):

Good question. You got a softball question and a selfish question. I’m excited to see what comes next. Tough ones are up next. I’ll give you a great example. My son, I mean, just thinking outside the box a little bit, I’m an outside party, I’m a third party, right. And I hold them accountable and that’s a big thing for social media, the accountability, but I’ll give you an example out of my own family life is my son is eight years old. He’s a really, really good mountain biker. And he doesn’t listen to me, right. Because we ride together all the time. You know, dad only knows so much.

Mike (25:48):

And he’s getting faster than me anyway. So it’s, but we put them in this mountain bike program and I kind of tagged along with the back and the coach or the leader was saying to them, you know, stuff I’ve been saying to him the whole time and all of a sudden he’s going, yeah, that makes a lot of sense. But I think sometimes having that third party outside of the gym environment helps, I hold them accountable. That I need to see those three pieces before we move on to the quiz at the end. And there’s really nothing to stop them from writing the quiz anyway. But I think there’s that relationship that’s been developed by that point that they want to come through on the requirements of the course. But what I’ll often do is if I really get into that social media content creation piece with a coach, and I don’t, I’ll be completely honest.

Mike (26:35):

I don’t do it with everybody. You know, there’s some coaches who come through where we really want to focus on other areas. They might want to focus more on, you know, we on some real basic programming and talking about the STEM model in module three, for a lot of coaches, that’s a real leaping off point. You know, we do talk about the social media stuff, but some of them we’ll dive right into it. You know, I had, we talked about a coach today where our first two calls were really about that coach making those connections in the community, getting himself known, you know, talking about the authority ladder and things like that. So, I will reach out to the gym owner and I would say a gym owner who has somebody come through has those expectations, right? You would probably like it if I produced more content for Two-Brain Coaching, but there’s not that expectation for me to say, Hey, Josh has told me, I would love for you to produce three pieces of content per week. Here I go. I’m going to be.

Josh (27:38):

Hold on a second. Let me make a little note here, Mike, I’ve got your 6k trail run time and now produce three pieces of content a week.

Mike (27:47):

Some solid takeaways. Yeah. But yeah, I think if there’s that expectation, it’s hard to do, right. You know this, and I know this, there are some people, Chris Cooper is prolific at it, but it wasn’t easy when he started, he wrote every single day and coming up with stuff to write every single day is tough, he’s built an empire on that writing every single day, you know? So there are some great strategies to say, Hey, I’m going to schedule this all out. I’m going to pick a day, you know, each week I’m going to talk every day of the week or a couple of days a week. I’m going to talk about one specific thing. Maybe it’s a client testimonial on Monday. Maybe I’m going to film a video on Wednesday talking about exercise fixes. And maybe on Friday, I’m going to do some sort of inspirational, bright spot type stuff.

Mike (28:34):

It does not have to be rocket science. It doesn’t have to be a thesis on anything. It could be an article or a video where you share some knowledge or the biggest thing is what are the questions that people are asking you? If someone’s asking you this question, thousands of people are, you know, dozens of people have that same question. And even if they don’t necessarily need the answer to that question, them seeing you on a regular basis, especially as a new coach, helps them to develop that trust with you. So they say, OK, you know, I see Mike in here all the time. You know, I like the way maybe I relate to him. Maybe I don’t relate to him, you know, but they get to develop that relationship with you the way that we get to develop the relationship on the other side with them. So, for the owners really set that expectation and you can set that up in your, you know, your SOPs and things like that, because I really think people will shy away from it if they don’t have to do it, but if they don’t have to do it, they will start doing it out of panic because they’re not getting clients.

Josh (29:34):

Yeah. That’s a really good point. And I, and I love the perspective of kind of like you as the course mentor kind of providing that outside perspective of like the third set of eyes, you know, as somebody that’s like asking for this thing and then holding you accountable to that thing, you know, and you know that, that’s the story about your son sticks with me, you know, because I’ve got a nine-year-old son and a six-year-old daughter, and it’s the same thing I can tell them, you know, something till I’m blue in the face and then somebody else comes along and says the same thing and they’re like, oh man, thanks. I never knew that. It’s like, I just sat there and told you that for the last six months.

Mike (30:11):

Yeah. Yeah. The beautiful thing about the mentorship side of things too, is it is almost like that therapist or bartender kind of role where we can talk about stuff as a neutral third party to a certain degree to say, you know, my owner’s asking me to do this and I’m uncomfortable doing this, you know, and there’s never, ever been anything bad, but it’s like, Hey, how can we reframe this? So you both get what you want. Right. Oe you know, if they’re seeing one coach do something and they want to know if that’s a good approach to take, or they feel like they should approach it differently, we can have those conversations. Because it is that neutral, you know, there’s that trust, that I’m certainly not going to go, you know, typing on an email right away to say, this coach has got some questions. We want them to have questions. Right. And especially if you’re one of these coaches who’s new to coaching and this is your first experience, you know, you’ve been new in a job before and you’re like, is this the way things are supposed to work everywhere? You don’t know that. Right. So to have somebody like Shawn and Jen and Colm and I that they can talk to and say, is this normal what I’m doing when I’m experiencing, have you seen this before? Have you screwed this up before? The answer is usually yes, right?

Josh (31:29):

Yeah. Yeah. Oh yeah. We all have, and if you’re saying no, I haven’t, you just haven’t coached long enough.

Mike (31:35):

Yeah.

Josh (31:37):

So the third kind of, you know, avatar that I wanted to turn our attention to was obviously, I see everybody that comes through the course in terms of names and gyms that they have come from, and I’ve seen that there are groups of coaches from the same gym. So that’s really remarkable to me. Of course, I’m super proud of that, but I kind of want to get your perspective. What are you seeing, you know, from the first coach to the second, to the third, like trends, you know, what can owners maybe be on the lookout for? I just wanted to get your thoughts.

Mike (32:14):

It’s always fun when we get a run of coaches from a gym, because it means they’ve seen a real value in the service and there’s been a bunch of them. So they see that value, but they also know that what’s coming back to the gym is pretty cool quality, right? They’ve made a good decision based on the coach they hired, we’ve reinforced that by reaching out to them and saying, Hey, you know, working with coach A has been great. They’ve got a great future. Here’s what they can focus on. The real amazing thing is when we start to talk to the second or the third coach down the line, and there’s almost like this mentorship component where the mentee becomes the mentor to the next group of coaches down the line. So we just talked to a lady today who said, you know, I talked to Greg who had taken the course a couple of months ago and he was like, I’m going to walk you through the whole thing.

Mike (33:06):

You know, I’ve been through and I know exactly what to expect and here’s how we’re going to work through it together. And I’ll mentor you through the course. It’s almost like we’re creating this leadership ladder to say, Hey, we’re all gonna help each other out. Cause really, I mean the underlying thing aside from why of our courses, like how can we help each other, right. How can we help each other get what we all need? It’s become a real cool, you know, I don’t know what the word for it is. Kind of like a legacy type thing where, you know, the coaches coming through and saying, Hey, I’ve been through this, I’m going to show you. Mike showed me because he’s been through it. I’m going to show you because I’ve been through it. And then it really kind of developed a nice cohesive team.

Mike (33:49):

The other way that gyms do this as well. And I’ve always been a strong believer that if you have to teach something to somebody, you will remember it for the rest of your life, stand up in front of the class and rhyme off Krebs cycle. You’re going to remember that thing. And I could probably do it right now. I’m not going to do it for you though. But I’ve had coaches who have said to me, as they go through the course, and this is not something we require whatsoever, but they’ll come back to their staff meetings and teach them what they learned. And so it just further reinforces like, Hey, you’re not just cruising through these modules and having these casual conversations with your mentor, we want to know what, A what you learned, but we want you to practice being competent, showing us what you learned. Right. And that’s another thing we, you and I have talked about before with, you know, other certifications, because I’ve come back from, you know, other certifications with the binder and the knowledge, and it tends to stick with you unless you sit down on purpose and tell everybody here’s what I learned. And here’s what’s valuable to us as a team, right? And that’s, I mean, it is a team, right? And that really is a kind of a team.

Chris (35:00):

Chris Cooper here to talk about Incite Tax. The people at Incite Tax know you’re working long hours to improve health for the world, but it can still be hard to turn a profit. You just can’t focus on your mission without money in your account. So Incite founder John Briggs wrote “Profit First for Microgyms” and created a system that increases your cashflow so you can be home for dinner with a thriving fitness business. Bookkeeping, profit first, cash flow consulting, taxes, whatever your financial needs, Incite can help. Join their free five-day challenge at profitfirstformicrogyms/five days to get a snapshot of the financial health of your gym. That’s profitfirstformicrogyms/five days.

Josh (35:39):

I think what, what is super cool about that is I think about one of the things that we’ve highlighted a number of different times, you know, on podcast conversations and kind of backroom talk that we’ve had. But one of the challenges that coaches have is just being confident that they know is enough to be effective, to help the client get what it is that they came to the gym for. Right. And so now I can imagine, you know, they go through the course, they come out with more confidence, well now, somebody else at their gym goes through and they can kind of, you know, become even more confident as a way to kind of help, you know, shepherd them through the course. And then it just continues to flow all the way back through.

Josh (36:28):

And in the meantime, of course, now I’m thinking as a gym owner, is what is this doing? It’s reinforcing so much, right? It’s not only reinforcing the confidence and the competence in the coaches, but the language they’re all speaking the same language because that can certainly become a challenge. If one coach has done, you know, ABC certification and everybody else has done XYZ, you know, if principles aren’t in line, the language is going to be vastly, vastly different. So when you get a group of coaches, you know, that now really control whatever the language is at your gym, man. I just think of how powerful that becomes for the culture and the brand of the gym at large. Right.

Mike (37:16):

And your members, aren’t, you know, your members are smart people right there. They know when there’s a cohesive approach to what we’re delivering. And they know when there’s factions in the group. Right. You know, coach A told me, you got to squat this way. And coach B is saying, no, that’s the wrong way. And that’s a toxic environment, but when everybody’s pulling in the same direction and speaking that same language, for sure, it’s a culture thing from the top down that we’re all driving at the same thing together. Right?

Josh (37:44):

Yeah. I’ll share a funny story with you. So years ago, when I was still coaching, you know, on the daily at my gym and I was evaluating the other coaches, one of the things that used to drive me nuts is seeing them call something that I had done a different name and not because it was like, this is the name and it’s my world or my way or the highway. But it was because I could see the look of confusion on the clients’ faces. When I said something different or the other coach said something different from me. And so what it ended up doing is I called up our videographer at the time. I said, Hey, can you come in one weekend? Give me like two, three hours of your time. I’ll pay you. And he said, sure, what do you want to do? I said, just hit record when I say record and stop when I say stop, and we were in there for about three hours and shot like a hundred something videos of every movement, uploaded them all to YouTube. It took a little bit, but uploaded everything to YouTube, broke it all down names, how to execute it and said, study this. This is how we name and teach everything. And it was, it was a game changer because now if somebody at the 5:00 AM, coach said something, it was the same thing if a client came to 5:00 AM or 7:00 PM.

Mike (39:01):

Yeah, yeah. It’s nice that coaches can have their own personality and their delivery, but the methods should be the same. We don’t want them to be robots. We want them to have personality. We hire them because of their personalities.

Josh (39:14):

That’s. Yeah, you’re exactly right. And I can remember, you know, so many conversations with my coaches to that point is like, I do not want you to be a carbon copy of me. The system that we teach needs to be consistent. The principles behind the system need to be consistent. But the jokes that you tell, you know, the, all those things like that’s what makes you you, and that’s why I hired you is because of you. I didn’t hire you to be me. So make sure that you do that.

Mike (39:45):

Yeah. When I was out on my run today, I ran with one of our other coaches, Dennis who’s, he’s got a real niche for coaching, like the older population kind of 55, 60 and over. And we were talking about the idea. This is how, you know it was a casual run. Cause we were talking. He was saying how neat he found it. And I’ve made this comment to a lot of coaches in the course, but it’s really cool when you hear somebody else use the language you use to describe something, but it’s equally as exciting when you hear one of the new coaches, you know, for a complicated movement, like a snatch or a clean, and you hear somebody from across the room, explain it in such a way that you have never done before. And it’s so simple and it clicks like that’s exciting. Cause I know now I’m going to start using that language. So certainly having the personality and teaching it in a cohesive way is nice, but bringing everybody’s input to that and allowing them to be their personality and their way of delivering that message is always kind of, it’s fun. Right? Sometimes you forget you used to describe something in a way that was really, really, really good. And you lost your wording somewhere. It’s always cool to come back to it.

Josh (41:00):

Yeah. That’s always a really cool thing to me. When you see obviously if a coach is teaching something, the way that you taught them to teach it, but then when they start to develop their own voice, you know, and then they’re teaching you, it’s like, OK, you know, now we’re really, really moving in the right direction. We’ve got some momentum going. Yeah.

Mike (41:24):

Yeah. It seems like a big ask, but I really think there’s a lot of coaches who come through that three modules that we do and the three mentor calls and they go from having a quiet voice to being a confident voice or much more close to the ideal that they want to hit the floor running with.

Josh (41:42):

Yeah. I think that’s a good place, man, to leave it, that confidence piece. That’s I think that’s such a missing link for so many coaches. So hopefully they take that for what it’s worth and you know, we covered a lot of different avatars. So, Mike, thank you as always. Is there any parting words that you would like to leave the folks with?

Mike (42:05):

No, if oyu have any other questions, Mike@twobraincoaching.com. I’m always happy to chat with gym owners or coaches who are potentially interested in talking about their individual experience and what they would get out of the course. I’m always happy to chat. I know Josh is always happy to chat about the course as well, but we just want to help you develop world-class coaches. And if there’s any way we can help do that, we’re here for that. And we’ll keep Josh accountable on his run. Follow up with him on social media for his Strava times at some point this week.

Josh (42:39):

The next time that I post about a running time will be the first time. Until next time. It’s always great talking to you, Mike. Thanks again, man.

Chris (42:55):

Chris Cooper here. Thanks for listening to Two-Brain Radio. If you aren’t in the Gym Owners United group on Facebook, this is my personal invitation to join. It’s the only public Facebook group that I participate in and I’m in there all the time with tips, tactics, and free resources. I’d love to network with you and help you grow your business. Join Gym Owners United on Facebook.

 

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By the Numbers: The August 2021 Revenue Leaders

More clients? That’s great. But it’s not what makes a good business.

A good business rewards its clients and the owner. As the owner of a gym, you have to make a good living—at least $100,000 per year. You can do that with 50 clients or 150—but you can’t do it without revenue.

Here are the Two-Brain gyms with the top revenue in August:

Secrets From the Leaders

How did these gyms generate so much revenue?

Here’s what the owners said:

“We focus on multiple streams of revenue, including personal training, nutrition coaching and our online programs. We’ll do over $100,000 this year in PT alone.”

“We switched our personal training from session based to auto-renewing personal training memberships.”

“We did speed camps for kids. $450 for 2x/week. Then we proved their results with testing and wrote prescriptions for the future. Most of them stayed on and renewed.”

“I focus most of my time calling leads and getting people booked in for trial workouts. We also really focused on saving cancellations by trying to have a conversation with everyone who asked to cancel. Usually these turned into pauses or downgrades, and sometimes they just needed to talk.”

“We hired a salesperson—part time, got them from a globo gym, former sales director. She’s hired as a salesperson and spin instructor. Making almost FT money for only 20 hours a week—sales, SOPs and handles cancelations, lead nurture, 75% of (intros).”

“We look at our numbers every week, analyzing and forecasting—cost control and revenue wise.”

“We’re very consistent in the group PT and youth program; it’s constantly growing. We upgraded our on-ramp to a 90-day journey with different options within. Our minimum/smallest package is 12 PT sessions.”

“We offer a broad range of revenue streams—spreading the risks. We treat our revenue platforms like stocks: diversify the portfolio. The other streams: sports-specific programs, mama CrossFit, nutrition, physiotherapy and retail.”

“We dialed in on the things (that) really and truly move the needle, doing less of the stuff that diluted the team’s efforts, like specialty (e.g., 6-week promotion).”

“We’re a boxing gym. Increasing overall membership and (average revenue per member per month) via our new foundations program did it for us.”

Some made more money by focusing on their core offerings. Others made more by diversifying and empowering their coaches.

The key? Have a plan. Then execute on the plan and track the results of the plan. Then double down or change.

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No Passport, No Push Presses: Vaccine Cards and Gym Owners

How is a gym owner to deal with vaccine passports?

The answer: No one is totally sure right now.

As governments scramble to roll out vaccine passports, QR codes, immunization cards, “green passes,” COVID passports and other systems, gym owners are once again being left in a bad spot.

Be warned: This is not a commentary on whether passports are needed, just or fair. We also won’t deal with the efficacy of vaccines.

We’ll deal only with one thing:

Service businesses with relatively small staffs are being put in a very difficult situation—yet again.

At the beginning of the month, I wrote about how vaccine passports would force gym owners to exclude some people no matter what: Read “An All-Time Catch-22.”

That’s happening now. I chatted online with a number of gym owners in one of Two-Brain’s private groups and heard some tough reports:

Membership cancellations.10-year members going on hold.Pauses by members who are between doses and won’t be able to train until they reach full status.Kids programs cut in half as unvaccinated parents leave with their children.Staffing issues due to unvaccinated team members.

Again, whatever your politics are, you can see that small business owners are being forced to deal with difficult issues that are well beyond the standard day-to-day trials of keeping a microgym running.

It’s surreal when you stop to think about it: A gym owner does an incredible thing by helping a client improve health for more than a decade only to lose that client over vaccine status. Another builds a program that combats obesity by getting kids off their screens only to have half the kids leave the gym.

Passport Systems and New Staff Tasks

As the various passport systems roll out, owners are now being asked to become security guards of sorts: They have to check for proof of vaccination, and they risk fines if they don’t turn away anyone who can’t or won’t produce the correct documentation.

That obviously puts gym owners into a potentially incendiary situation, but it also creates labor and security issues.

Checking documentation takes time. At best, it’s yet one more thing a staff member has to do. And I can tell you it wasn’t always easy to get staff members to take attendance in pre-pandemic days. At worst, it’s a situation that can create fights, might intrude on privacy and puts the responsibility on gym owners to maintain the security of confidential health information.

We won’t even get into the inevitable issues with forged documents and legitimate but confusing documents from other areas of the country or world.

The mechanics of passport systems are different everywhere, and some governments are further ahead than others. In Malaysia, an app and a QR code system are used to manage everything. A local gym owner reported his staff just uses the app and has no issues with clients at present. Read more about MySejahtera here.

In Ontario, Canada, vaccinated people are issued a slip of paper or are sent an email with vaccination status. As of Sept. 22, residents had to show their slips and ID for entrance into select facilities, including gyms. Receipt verification is a four-step process that includes stuff like this: “Verify that the date of administration of the final shot in the series is at least 14 days prior to the date the patron is seeking access to the business or organization.”

That temporary system could be considered “less advanced” than the Malaysian solution, though Ontario residents are told improvements are coming in the form of a QR code system.

At some point.

Forced to Adapt—Again

The current issue in blunt terms: Governments are struggling to hack together systems, and business owners are left with more questions than answers.

Here’s one example in Alberta, Canada. Here’s another from Manitoba/Ontario.

And things are not always going well. News reports indicate some people are protesting at businesses and others are actually getting verbally hostile or physically aggressive with staff members. “Repel boarders” is likely not in any employee’s job description.

For example, one restaurant in Alberta voluntarily shut down in-person dining so staff didn’t have to deal with harassment and anger: Globalnews.ca.

In our group, gym owners are working to develop the best plans for their businesses, their staffs and their clients. I was thrilled to see how calm, prepared, organized entrepreneurs are adjusting to regulations, communicating with clients and creating options for those who are excluded.

These owners reported several approaches as restrictions are phased in, and the thread included a lengthy discussion on labor, privacy concerns, security of records and so on. For example, can gym owners ask their clients to email proof of vaccination or are they violating legislation designed to safeguard health information?

In at least one jurisdiction, business are forbidden from retaining any information, so a microgym business with a host of regular members might have to stay onside of regulations by inspecting documents once and then noting “cleared” status on some document comically mislabeled with “V for Very Happy Members!”

Entrepreneurs Solving Problems

The point is that these important discussions are happening in our group, and the best entrepreneurs are solving problems—then helping others do the same thing.

But I wish they didn’t have to. I wish they could get back to focusing 100 percent on serving their clients and helping them accomplish their goals.

All in all, it’s still disaster management, not rapid forward movement, for many businesses that have struggled since the spring of 2020.

I suppose it’s somewhat understandable for governments to be scrambling given the unprecedented current situation. But after almost two years of chaos, it’s also understandable for business owners to be frustrated—especially those in the embattled entertainment and service industries.

As 2021 continues and the pandemic evolves, my wish is for sound, swift, clear government decisions that take into account the realities of keeping a small business going in a pandemic.

Business owners don’t deserve political posturing and vague instructions from any of their elected representatives. They deserve real leadership that will help them get back to some version of normal as soon as possible.

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Unlimited Offers: Is Your All-In Option Reducing Value?

Mike (00:02):

Today on Two-Brain Radio, Chris Cooper is in to tell you why unlimited offers erode value and don’t help you retain members. Chris explains it all right after this message.

Chris (00:10):

Back to Two-Brain Radio in just a minute. Chalk It Pro is a fitness app designed and built by gym owners for gym owners to solve annoying problems that make running a gym hard. It’s an all-in-one app that manages your members, including remote members. It also takes care of programming and it will help you keep clients engaged for longer. Use Chalk It Pro to increase value and build your bottom line. Add more personal training and remote coaching clients. Build a thriving community through social engagement and save loads of time on the backend. Do all this with one app, not three or four. Get your free trial at Chalkitpro.com.

Chris (00:44):

Hey everybody. It’s Chris Cooper here. And I just got a great question through email and it’s such a good question that I thought I’d share the answer here with everyone. And this is a question that’s really, really common.

Chris (00:59):

So I’m just going to read it to you. The question was “You recommend gym owners to not include all types of services in their membership like CrossFit, yoga, Olympic lifting. A client should only pay for the services they use and if they want more, they pay extra. But Two-Brain offers way more than any Two-Brain client uses or will ever use. The roadmap itself is really extensive.” Now the value of the growth membership, and they’re talking about like our second-tier program at Two-Brain, the value of the growth membership is way higher than the price because of everything that we get. We may never use some of the resources, but having access to them are enough to keep us engaged in growth. It’s almost like an insurance and the premium is so low that we’ll just stay forever. So a goal of mine at my gym is to create so much value for our members that they will never leave.

Chris (01:48):

So the services like group and PT nutrition have to offer higher value than the price. If we also offer daily home workouts, yoga sessions tailored for today’s workout like ROMWOD or daily recipes, daily meditations, you name it, the value would or could be perceived as higher. So why is this a bad idea? All right. That’s the end of the question. And this is my response. The problem when you’re adding value is not in the value you’re delivering, it’s in the perception of that value. Your clients don’t actually see or use everything that’s available to them. And even if they do see everything that’s available to them, like the meditations and the ROMWOD and stuff, they don’t measure that value. They don’t do the math in their head, right? They don’t go like, OK, CrossFit is 150 a month. And I’m also getting yoga, which is worth about 50 bucks a month.

Chris (02:40):

And I’m also getting nutrition tips and meditations, which is worth another 150 a month. Wow, I’m getting $350 in value. And I’m only paying $200. You do that because you’re the gym owner. And you know what these things are worth, but your client doesn’t do that. Nobody does. Instead, the inverse is true. The client actually undervalues the individual services because they’re all rolled into one. It is kind of murky. So for example, if you’ve been giving away one-on-one personal training for free to anyone who wants to stick around after class, then you’re never going to be able to sell one-on-one personal training. And this was a huge problem for a lot of gyms a few years ago. It’s the same with nutrition coaching. Maybe the gym is running seminars on nutrition coaching, or they’re like talking about the plate method in class and clients aren’t getting results because they aren’t paying for the coaching.

Chris (03:32):

It’s just something for them to do in between doing thrusters. The rare alternative is when a gym bundles everything together into an unlimited package and actually charges what the package is worth if all of the things were priced out separately. But the problem here is that not everyone needs everything. So most people are actually overpaying. If I don’t want yoga, then I don’t go to yoga, but you’re still going to charge me for it. So you’re better to charge people separately for what they want to buy instead of rolling everything into one. It won’t help your retention to provide more value that they don’t understand or break down. And sometimes it makes things easier for the gym owner to have like only one unlimited option, but it doesn’t make things better for the client. And so it doesn’t add any value. Here’s a non-gym example.

Chris (04:23):

The number one reason people switch payment platforms is for a new feature. So you go from platform A to platform B because platform B accepts Stripe or whatever. But a lot of the time platform A actually accepts Stripe too. I was talking to the CEO of the largest platform in the CrossFit space. And he told me that 30 to 40% of the time when their clients quit, they cite a new feature in another platform that they’re already getting for free on his platform. This is so common that it even has a name, recency bias. We overvalue something new and we undervalue what we already have. This is why so many Two-Brain gyms can sell out a six-week weightlifting specialty program for more than twice the price of their normal membership. But if they ran a weightlifting class every Tuesday at 8:00 PM and included that in their normal CrossFit membership or whatever, it would flop. Well, you’d have 10 people show up the first week and then you’d have eight people show up the second.

Chris (05:24):

And by week five, you have like two people. And those two people will complain if you took the class off the schedule, even though it’s taking the place of a class that you could fill. Man, I remember doing this. We really wanted our clients to have yoga. And so, one of our members was like, Kelley Starrett’s got this great idea. You do this wine and yoga thing and you do it on Friday nights. And people bring wine and we do yoga. And so I said, OK, well that sounds like a lot of fun. Let’s run it. Week one, 10 people show up. Fantastic. That’s a great turnout for a yoga class on a Friday night. Week it’s six people. Oh, I wish I could make it. But I had this other plan. And by the time you reach week four, it’s like these same two ladies.

Chris (06:05):

And at least one of them is just there for the wine.

Chris (06:07):

Hey guys, it’s Chris Cooper. Your members are buying supplements somewhere, so they should buy them from the person who cares about them the most: You. And you should work with my friends at Driven Nutrition. Jason Rule and the Driven team put customers first, every time they’ve got a ton of products with high margins and they’ll even train you so your retail program adds revenue to your business. Kirk Hendrickson from Iron Jungle CrossFit says Driven Nutrition has some of the best support I have seen from any company we’ve partnered with. To make more money with supplements and retail sales, visit drivennutrition.net. Now back to the show.

Chris (06:41):

So back to Two-Brain business and Two-Brain Business, not a gym. So the company is not run like you would run a gym. We have over 50 staff, including a team of 35 mentors.

Chris (06:52):

We have a managerial layer. We have assets and tools and we invest like a million a year into software and other things that will help gym owners. But yeah, we also have a massive amount of resources. We have something like 400 courses just in our growth program that gym owners can use when they need them. You need Facebook marketing here. It is. You need to create a client journey to boost your retention. Here’s the course and the templates and the step-by-step plan. But even Two-Brain clients are still sometimes lured away by recency bias. So a gym owner will see an ad for a new $5,000, Instagram marketing course, and they’ll sign up, even though we have the same content for them already at the growth program rate included in the rate that they’re already paying, it’s built right in. And recency bias, this tendency for us to be attracted to the new thing, instead of appreciating what we already have, this is how most biz coaches make money.

Chris (07:49):

They sell the new tactic, right? They publish the new Instagram reels course as fast as they can figure it out. Like as soon as Instagram reels has a course, you know that 50 biz coaches are going to have the new Instagram reels course guide within 24 hours. And people will buy that from them because it’s brand new. And then the biz coach finds the next new thing. And they sell that. The problem is that this cycle of novelty leaves no time for testing. They have to get the new Tik-Tok playbook out really fast. So they don’t have time to see if it actually works. And then onto the next. And I think we saw this a lot withCclubhouse back in January, dozens and dozens and hundreds of business coaches were saying, you got to get on Clubhouse. Here’s how you do it.

Chris (08:32):

Here’s how you sell from Clubhouse. When really it didn’t really work for almost anybody except business coaches, selling business coaching to other business coaches, right? So we actually take the opposite approach. We test everything because there are so many ways for gym owners to be successful, that we don’t have time or space to teach unproven strategies. We cut a lot of B-plus ideas because we have so many A-plus strategies on the roadmap already that we don’t need to waste your time with maybes, right? We’ve made 391 updates to our roadmap just this year. When a client has success with a method, then we look at their data and then we test that strategy in three to five more gyms. And if it stands up, then we broaden the test and then we put it on the roadmap for everybody. But I doubt most clients know every single thing that’s on the roadmap.

Chris (09:25):

It’s their mentor’s job to point them to the thing that’s going to help the most right now. And even so with all of these updates, I think I said 390 some this year, so far, and all that testing. And we pay for this testing. We still have a churn rate at Two-Brain, right? And it’s like 3% or less. But a lot of that is attributable to recency bias. People are just attracted to shiny objects. So how does this affect you? Well, in your gym, you have to have a balance between the program you deliver consistently with excellence and the novel specialties. So CrossFit and Level Method and bootcamp and yoga, these things. If they’re your core service, that’s great. They’re great at delivering a broad, inclusive fitness method, but some people will want more and they will need more to hold their attention and their interest in your gym.

Chris (10:17):

So for them, you have specialty programs. Other people will be mostly content with your core offering, but maybe they need some help with nutrition. So you sell them a nutrition package, but you don’t roll it all into one. Or people will quickly acclimate, undervalue your service and chase the next shiny object. I hope this helps. For me, it’s always been a matter of knowing, like, what am I clients need right now? But also what do they not need? What can I filter out to help them get toward their goals faster? And this is true in my gym. It’s true in Two-Brain and every business that I own. You have to put things through a really big filter when you’re at this level. And that means sometimes you’re not getting things quite as fast as you would have, but you’re not wasting any time on unproven things either.

Chris (11:02):

However, you have to balance that out with novelty. You have to upgrade your staff. You have to present new stuff. You have to bring new ideas in to keep people interested. And when you just include everything all in one package, you get some people paying for more than what they need. You get some people distracted by all the options, instead of doing just what they need. And you lose that recency bias effect that we all have. People just kind of get bored with having it all and they’ll go chase something different. Hope it helps.

Mike (11:32):

That was Chris Cooper on Two-Brain Radio. Don’t forget to subscribe for more episodes. And now here’s a special message from Coop.

Chris (11:39):

Thanks for listening to Two-Brain Radio. If you aren’t in the Gym Owners United group on Facebook, this is my personal invitation to join. It’s the only public Facebook group that I participate in. And I’m in there all the time with tips, tactics, and free resources. I’d love to network with you and help you grow your business. Join Gym Owners United on Facebook.

 

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