Friday, December 29, 2023
gym, coach, people, business, work, program, owners, build, step, important, successful, selling, post mortem, day, process, person, sales
High Energy introduction. Here we go. Welcome to gym owners podcast ladies and gentlemen, I'm your host Tyler stone over there's John Fairbanks How are you doing, John?
John Fairbanks 00:09
I'm doing fabulous.
Guys, welcome to the show. This week we're going to talk about something we were discussing with one of our gear Academy chimps yesterday, gym owners, how to make the things that you do in your gym kind of automatically take care of themselves in the future and how to take something from a pilot program to a permanent fixture in your gym, everything from sale systems, to seasonal plays, to specialty programs, etc. We started helping a gym owner kind of build his yearly flow, his quarterly flow and making sure that you don't have to do all this shit from scratch and do it all manually the next time so that every year your business becomes more capable. And it's not all built on your back as a gym owner and your labor. Before we get started, make sure you go to gym owners revolution.com You get into gear Academy wants to help you work with your gym and make your gym kick ass the right way. By being relaxed dudes and not doing a bunch of the shady shit that's out there. That's the spot to be we have the gym owners revolution Facebook Group link is in our description for the show. Follow the show at the gym owners podcast on Instagram. Please get out there and whatever app you're listening to listening to this on, leave us a five star review, please, we always forget to hustle this because I don't really do. This isn't necessarily an entertainment product. So I don't really like I don't really Chase like fucking five star reviews. And I always forget that that is still kind of how things get prioritized on those apps, even though the podcast apps are just the most antiquated dogshit apps still. John never has an industry stage so far behind. As podcast apps. It's crazy. Like because Apple makes it impossible to search. There's nothing like all of them trying to find if you like a comedian who has a show, go to Apple podcasts or even to Spotify and search their name under even sort of podcasts. Most of the time you're only going to find their show like you can't just sort of like Oh, as a guest. Like there really is no larger health archive. There's no larger filtering options within those and it's just I remember talking to Tommy from astronautics about he said they're all hot garbage and none of them have gotten any better.
John Fairbanks 02:25
They don't need to really use
it. This is years ago, this has been years. But it really is the way it is. One of the interesting things about it is that it derails too long, but like there's no censorship in these podcasts apps though. You're I mean, like, you can say crazy shit on YouTube. And YouTube's algorithm will flag it because it's calming every word you say. So it's still at its root podcasting is still what I described somehow. It's convoluted and deluded it still somehow has a little bit of rebel radio in it. So that's what we're here for. So thanks a lot for listening to the gym owners podcast. That's all we got to say. We'll see you next week.
John Fairbanks 03:02
Leave us a review, leave us a five star review.
Yeah, one of those schmucks who releases like, seven, two minute episodes of fucking week, and it's like they're out here hustling the fuck out of here. So let's get to it, guys. So we're talking with one of our gym owners yesterday, kind of helping him build his program and I don't know if we can kind of share what his program is because I think it's worth getting into the specifics for what his gym is.
John Fairbanks 03:25
And we get it we can say general enough because the principle will apply to any of you that code up anyone 18 and under. So
this gym, primarily this, he's still coaching some adults but in private setting, but for the most part, it's youth performance coaching and offseason coaching kind of categorized in different age groups, but it's young kids all the way up to teenagers getting ready for you know, hoping to get some college looks and stuff like that. But he does a seasonal camp that I just really, really like for these times when kids are at home. And it's like a two three day ordeal. And it's a couple three hours a day. And but it's literally like, I've never really thought to do this. We even when I had my gym to like, do this thing right in the middle during Christmas break. During it normally that as a gym owner. I'm like, trying to not be working. Like I'm trying to cancel the things I'm trying to do during this time. But this is like such a great thing for like that, especially the kids at this age that's I'd say this is probably anywhere from ages like nine to 15 is kind of how it has you set up probably younger kids. But he runs runs this camp every year while the kids are home and away from school and parents fucking love it because it's physical activity. Kids get a little wore out and it gets them out of fucking house, which is when you got young kids that is your primary goal is to get rid of them as often as possible and make them tired by the time they get back. And it's programmed has always performed really well for him. And we just started building some other systems into it where we make and offer where they can use that some of the credit from that purchase, and they get it to apply to joining some of the semi private programs for the next month they discounts to participate in this thing, do this thing or if you buy the full thing for the next month, you get this camp free. Because a lot of them are group stuff, it's not all our to our you know, it's not all, you can kind of give away some of this stuff or discount some of it. And as long as you're getting the extra business, it really is worth doing. It's not one to one on labor every time you double the capacity, or doubled if someone attends twice, it doesn't cost you any more to fulfill. I guess this was good.
John Fairbanks 05:36
Yeah, and this is getting good. We're gonna get into the meat of this in this episode of this principle. But if you actually zoom back, he's done this style of camp, actually three different times with nothing bookended on it. Right, there was no actual plan for something to happen next, purposefully. Yeah, so this is actually the next iteration, right, the next version, version 3.0 of this camp. So there may be a lot of you that run a kids thing. Or maybe you have done a camp before you do something that brings people in for a limited time to experience your culture and your coaches and the community and all that stuff. But then you just leave it alone. And this is what he had done previously. And this is where immediately you and I identified a month and a half ago, hey, there's more to prep for what you already know you're going to do. Let's actually build this. So become something that can be more so that it is more valuable than just a couple days. It's great to make some quick cash for the holidays. And then I feel good, like you could actually have this be long term and have some continuity that's built into it. And that's actually part of this process that we want to talk about today. Yeah.
So one of the things, let's let's let's walk this back, right, so what what happens here is he markets for this thing, he closes sales for this thing, everybody is getting an offer that allows them to opt into some coaching products, time spots, whatever for the following month, that's kind of the deal. It's a bundle deal. So it is a way to attract leads for the next one, it's kind of a way to fill the January schedule, if you will. And so doing this, it's a big attractor because people want to do this camp, the kids want to do it, the parents want to do it. But tying that to the next thing is great that on its own isn't really, I think that's great. It's a great idea that this thing works really well. But that's not what we're here to talk to you about today, what we're here to talk to you about is how to make this thing, your thing that you do many times a year and make it easier to execute, easier to do, more successful, more optimized. And John, we've kind of gone through this. Where do we want to start, let's go with the things that you're going to do with this, the kind of how you're going to do this, we kind of call it the reps method. But it's very simple. The first thing you're going to do if you had some of this may be all are very far past this, if you have all your processes built, whatever, if you're like a super type a dork, you do this automatically, and I'm proud of you. But some of us got to like we're like, okay, some of us are doing things by the seat of our pants, and we have to figure them out as we go. And this is how we build them from something we've done by the seat of our pants into like a permanent structure in your business. So if you're a note all brilliant business person I hate to give you props, man, you gotta listen to the show. But the first thing you need to do is record everything that you do. That is documenting all your actions, communications, everything that you create, which means all that kind of leads to living in one space. Now this is something that should be surprising how often it's not done. Right? You really, you really would. But I have to do it for every program that I have. And I have to do it separately, every bit of social media content, every email that gets sent out. And also the important thing is to start to have your sales correspondences and things like this for when people reach out to you like, Hey, tell me about this program? What do you tell them? You are writing all that up from scratch. And by the way, I do that at first, because I'm just like, I just kind of don't build a bunch of stuff. I just, it happens I sell a few things. From that point, then I started figuring out what worked and what didn't. But I don't want to have to manufacture this correspondence from the ground up every time. So what I do then is I take this, I copy it and paste it somewhere. Right in the beginning when I'm working on it very often, it's just gonna stand like a note on my iPhone. I just have notes for this program. And then all of that will get moved over to like my Google Drive folder that I have for a specific program. And
John Fairbanks 09:41
The reason why it's so important to record it right is that if you don't do this one simple step from the get go. It's kind of like documenting something so cheesy. That's the cheesy phrase documenting your journey, right? If you don't document that journey of whatever it is that you're doing. You will Garin tea that you remain stuck doing that forever. You'll never be able to get out of that. And that is super important to where you do eventually want to get out from underneath that we're at bare minimum have something to fucking reference 11 months later. Yeah.
And there's no there's no way to have this perfect you can do all your use all your great copywriting wisdom, but obviously the first person who's asking you the question, answer their question, you got to have a human, but answer that question with the plan, like knowing that that whole thing should be underpinned with. I'm going to use this though next time, right? So when I'm going to answer that question, I'm gonna, I'm gonna take, I'm gonna work on it and I'm gonna fill out this conversation. But I need to turn this thing into best practices. Yeah, one way or another, right. And that does get to, we want to jump right to the next piece. Because this is also what we're doing right now just on, let's say correspondence, but zoom out and run through this whole system, again, for the system as a whole, if that makes sense, right? But on the correspondence, then you need to evaluate. Yeah, that's step two.
John Fairbanks 11:07
And being able to review what went well every single time and be able to identify what is going good or what needs improvement. Right? This is, in essence, what this piece is, because whether it is an email, whether it is DMS, like you should really be paying attention to did I send a message that then got a response, continued to go well, and ended up with a sale, I don't fucking care what swipe files are out there, what somebody will allow you to download for free if you sell them your soul, or whatever it is, it's that one thing that you just did is a proven successful method. So that is actually what ends up becoming your personal template. Because what's most important is that it has your voice. Every one of these things are your, your attitude, your style, your brand, right, all those cheesy fucking things. It's really, really important because it came from you, it was successful. And now if you use that as your template to build off of, or refine and sharpen during the evaluation phase, yeah, making every dollar. This is an exact process. Exactly.
Yeah, if I message somebody, I am constantly so what I do is I'll record the thing that I sent them the first time. Okay, then I'm going to go and I'm going to paste that next time someone asks me a question about this program I'm selling. But from there, I have to look at it. Okay, but what did they really ask? Right, and I still read it before I send it out, I go, I will instinctively see some things just catch my eye. I wish this was different. I wish this was different as a person. If you've ever written or created things, sometimes the best thing you can do, I'm very much a first draft guy, but I will beat up my shit for the first draft like I'm very thorough. I get my first drafts much further along than most people. But the best thing for me is to walk away from it. And I'll come back and immediately some things will rub me the wrong way. And I will have a much more kind of like, optimized tuned in approach. Some things get simplified, some things get deleted, some things get expanded upon, but that's the game you play with everything. So I passed back in and this evaluation process is ongoing. So I'm going through this and I go okay, I wish I had done this differently. But then this becomes the new standard that goes back and replaces so I'm constantly recording, evaluating, recording, evaluating. The next step, John, got the P and reps post mortem. Okay. And this is about really discussing the whole thing, like as a whole, how did the whole thing go? This is now you started looking at the program as a whole. You're like, Okay, I didn't sell shit here. Maybe the larger strategy was wrong. There's a lot of things that need to go into this.
John Fairbanks 13:51
And timeline wise, this is after your thing is done. Correct.
I think it's not during. I think those first two steps really are kind of going on during it, not after the evaluated thing is, really, in real time. A post mortem has got to be after the whole thing is done, we had to objectively go, Well, I thought the communication went really, really good. And I was really good at sending messages and the Facebook stuff was good. And you're like, we got three fucking people. And we needed 30. So no matter how good you were at closing the three, and that's part of the post mortem process, here is how maybe we were great at closing the three. Well in knowing that I thought about how we handled it once we got leads, well then we go okay, well, that's not the gap. Right? The gap is in, in lining people up and stalking people into that part of the process. We did not attract enough to get into that game. So that's where we need to start troubleshooting and putting resources.
John Fairbanks 14:45
And what I like most because this post mortem concept is it's really it's really important when you do it right after like you wanted to have it within seven days of of closing I'm closing the cart, selling out whatever that thing is, when it ends, you want it within seven days, because you want it to be fresh. You want it to be in your mind. So whether you again, you're throwing an event, a challenge, a camp, anything that you've done, coming back to review, either if it's just yourself, you and the coach that was involved, or you and your entire team to say, hey, what went well, right? If we're taking a look at this, it's what has gone well, what sucked? What do we want to see be done better? Or how could we improve this, because if you wait beyond kind of that, that first week, the steam or the edge, because there's been event, I mean, we've, we've we were at an event for a client of ours once where it was the wrong food to like, they were supposed to have food be available at the event. And one food truck that they had contacted, never contacted him back. Just never heard from them. So they had to naturally reach out to another dude. On the day of the fucking event, you now have two food trucks that have shown up, the first guy that never
confirmed. Both are pissed because they're split. And I
John Fairbanks 16:13
was like, What the fuck so immediately, it's that was a problem is the stress of that in real time is really fucking real. And somebody's got to put on big boy pants and tell somebody to get fucked. You don't want that edge to go away? Because you've let time go. And it wasn't Alright, well, wasn't that big of a deal? Like we got to figure it out? No, that could have been a catastrophic ly large problem for your event. You want
time settling in between the suit, what successes failures, what is too much time settling in between the time the thing is finished in the time you're addressing this stuff, when you're really going through? What really works? What wouldn't? What, where did we fall on our face? Where do we fuck up? What happens is it doesn't hurt as much, and it just goes and you can go back to having a casual attitude about it. And you don't have to go, we really fucked up on not getting confirmation. And now when I send the food truck, I think I don't hear anything back. I do gotta follow up with everybody who said we didn't hear back to Hey, just to let you know, I didn't hear anything from you, we are now going to have the spot filled by so and so. So appreciate it. Fuck you for not answering your shit. It's kind of what I would do. But, but whatever. Right. But I do think that that is, but that's obviously kind of a minor example, which isn't based on the success nor failure of the thing. But if you're gonna do the thing every year, you cannot be having bunches of little things like that add up. So that is the thing. I just think that in hindsight, the timeline in which you turn around and address this stuff needs to be fast. Because it goes away.
John Fairbanks 17:50
Yeah, and what I like for this postpartum meeting is I want the postpartum meeting to, I would love to have it be like an hour. Because for 45 minutes, where you can give a solid half, like you're gonna get 50%, you're gonna serve two masters in this meeting. The first one is looking back at what you've just done, how can you improve all those pieces, but then there is that improvement of like, now forward looking, which takes us to the S phase of the our reps method, which is the strategizing portion. Because now it becomes increasingly important to be like, Alright, how could this? What can we improve upon? And
I do think the vast majority of this stuff, the strategizing step is done. Really, like you said, immediately following that post mortem process, these are not separate things, these things all flow into each other. So at this point, you're going to use everything that went on when we're really just looking back and assessing the situation. How do we fix it? How do we fix it? This is the part where I like it, because it's just very practical problem solving. It's I can say this fucked up, you fucked up, this didn't work. This is what we should have done differently. Things should be very clear here. And it's important here, this isn't a thing where you're like, big the specific execution of each thing. But like I said before, if you close the high percentage of people that reached out for your leads, okay, and the program went really well. Actually the people who did it really liked it. What is your problem? We need more leads, right? That does start to go. This is the gap that we need to fill. Everything went so smoothly, we just needed more bodies to get through. So okay, now we can start to put in our time and we may not know, by the way, this first time exactly how to solve that problem and what the first move is, and by the way, we may try some things and improve upon that issue. But we have to run through this entire process, record, evaluate post mortem and strategize the next time we run it. Because again, we're going to now try to solve this, not getting the lead problem because everything else was great. It was profitable. People loved it, they got results. Everybody had a really good time. Our coaches did well. Like, it was great for the gym the whole thing. Fuzzy vibes, man. You know, we need more people. And so you can go back and go? By the way? What if you got a shitload of leads? And you couldn't close? Hardly? Any of them. Okay, now we need to start troubleshooting this sales process, like what is happening? Is it in the communications? Maybe our lead quality is bad, right? That's that's one way to go about it again, what if you get tons of people in and they don't fucking like it? Well, then we can worry about fulfillment, or they don't get results. And we need to work on accountability within the fulfillment, or maybe structurally, there's something wrong with the program. I can't tell
John Fairbanks 20:39
How many times during a post bored conversation when we have a gym owner, it's, Hey, where did these leads come from? I don't, I don't know. It's like, oh, we need to add that. That's now our strategy for the next time we do this is that when we're communicating, whether it's the flier, the sheet that everybody's got to fill out to make sure you're not gonna get sued? Like, all those things? Well, did you collect their phone numbers? Did you get their email? Oh, well, no, it's like, then that oh, well, then, because ultimately, it's if it's your first rodeo, right doing this shit, you have to give yourself a lot of grace. If you're doing these things the first time, you're going to do your best, it's going to be the worst version that you will ever attempt ever. And you just have to accept that once you get to this post mortem process. It's okay if there are just like you said to other glaring fucking things that you could do better or different. But you have to be of the mindset that you want it to improve. And that it's not just, Oh, we're content with the way things are good. They don't get us there by accident. This
process needs to be executed on a micro scale as well, like this is this is where micromanaging, I think matters because especially on recording stuff, is we need to do this as a whole small, like every piece of communications, so that it can be standardized, so that I can have somebody who's running the front desk or a VA in the Philippines, I can or I can just automate a lot of these conversations. So that just goes. And so this is super important that this happened on a macro micro scale. But it's also very important that it happened on a macro scale as well. Because when I zoom out again, at the end, it goes not only the successes of selling this program, right, or whatever I'm saying program, but like, whatever this is attracting people selling them fulfilling it, then the follow up for the program is still a part of this program. And that's the stuff that's important for the gym as a whole, meaning for those of you out there, if you really do this process completely for everything you do in your gym, you're gonna go shit. I am missing a ton of opportunities on the back end of this, like really bad. That's where most people do feel whether things are successful in the beginning, doesn't really matter if that's something's done well, it can grow if it's done repeatedly. But yeah, how is this successful for your gym? Is it? Are you reaching out to these people afterwards? Are you good? How are you setting this program up to be successful next time? Am I getting specific reviews and testimonials about this program? Am I getting reviews and testimonials about the gym as a whole? Am I reaching out to these people to ask them? offer them something? Hey, do you want to sit down to have a nutrition consultation about what's next for you? Do we want to talk about supplements you want to, Hey, are you interested in continuing this type of thing with us? Or hey, we have a special offer for people that did this program. If you want to level up your membership or whatever it is for next month, you think you're gonna find there's so many opportunities that you leave on the table on the back end of this because you let too much time go, Oh, it's over. We fulfilled it blah, blah, blah. And you put blinders on until next year. People do it with their kids programs all the time. There's things they just try to turn on at the last minute. Anything that has seasonal specialty programs, it's just like, Yes, this is an idea. Let's have an idea. And then the idea was done. And now it's over. And it never becomes a system. It never gets a chance to really exist within your business. And it never gets a chance to grow into anything. That's just doing a thing. And then doing it again, is the fucking worst. Doing that thing needs to find something else in your gym and give these people opportunities. And also be like what the work needs to be chiseled into concrete, the experience that they had because you need those reviews, you need those testimonials to sell the thing the next step if you don't ever get one. If you don't ever do this on the back end, people get stuck in this gym owners with programs and shit. They just always feel like every new thing they launch is like a bit underwhelming and they never really run to it again or they do and it's everything is just kind of met. And if nothing ever really transcends and builds momentum from year to year in your gym. That's why you're not closing the loops on the tail end and you have to strategize the shit at the end. That's what it really is. I got to zoom back and go to the probe Jim was the program but did we make the most of the program for the gym? And assessing that thing as a whole? That's, that's what's got to be done. And in my opinion, that in standardizing the communications in the beginning, those are the two things that I bet most of you guys aren't doing well.
John Fairbanks 25:15
No, because it always is an afterthought. Yeah, it's Oh, just trying to remember, and it is your job as the gym owner. So if you are a solopreneur, you're doing it all yourself. It's early stages, all of this is your job. But if you are the gym owner, and you have the coaches, guess what, they're not going to be thinking about all of the steps that are necessary. And the one way you can always we've talked about this principle so much, where it's like, you're not going to find fucking aces out there to come in, and coach your group classes and be amazing personal trainers, because if they're fucking great, they're already employed, or they fucking work for themselves, and they're not going to take a pay cut to come work for you. Yeah, so if you want to be able to ensure that your quality control is top fucking notch, these are the literal steps you need to fucking do. You have to be able to record everything you have to be able to evaluate, you have to go through you, you as the gym owner, you're the one that does this, because then this empowers you to give everybody essentially a playbook. Every single thing you do. If
this doesn't get if this doesn't get done by you, the odds of you getting someone in who's a go getter enough? Who's gonna go, oh, yeah, you're telling me coach some classes and, you know, greet people at the door when they come in, you know, what we should do about this program is we should write down everything's, I'll create a Google Drive folder and a document and we can, like the odds are, you're gonna get somebody who's gonna come in off the street to just coach, I hate to break it to you, if you're hiring people to coach, they're gonna come in and fucking lace up their shoes, and they're going to coach they're gonna get the fuck out, and where they're going to work out until it's tiny and worked out that I promise you guys, listen, I promise, I've known enough coaches in the world, they're not going to do anything extra, not at all based on their own initiative, that won't, they will coach and great coaches coach greatly. But they're not going to fucking, they're not going to take on this burden for you. But the moment you have this done, okay, when someone comes in, and you have an expectation for them to execute a certain part of this play that you're trying to do, now, they have all the step by step instructions. So you don't have to say, Hey, Coach, log into this thing and do this thing, because they know what they're going to do, they're going to do it until the day you don't follow up with them on it, and they're going to stop. Not all of them. Not all coaches are divas, just the vast majority of them. So it's very important. Once this is done now by you, you can now start to hand this off to somebody else, and that's off your plate. It's so easy to explain. And it's very easy to hold them accountable. And then you can tell you can evolve them in this process. The most important thing and building teams with some of the larger business structures that I've worked with, is in building teams is meeting regularly. Even when it's not that fucking important. I'm not a big fan of constant overwhelming meetings. But it's when we were having team meetings every month, every week, what happened every week was dialed in for this week's focus. Same process, right? What are we trying to do this week? What are our points of emphasis for this month, every week we check in on that data we discussed, we're held accountable to what went on in the last week, we provide feedback as employees about, hey, here's how I think if we're trying to do this, I think this is going to be a problem, this is going to be a problem. And we address it and we GamePlan for it. And at the end of the week, the end of the month, we look back and go okay, and now that all of us are out of it. The management essentially is going to have their own meeting where all the lower people whose feelings and ideas are coming from underneath and on the ground, and there's out of the way, and then they can assess how this really worked for the business as a whole. The employees as well they factor that in but that's got to be the process that you start to do for, for everything. And this the thing about this process, everything beyond the recording part, right, just recording the things that you're doing, making sure that they're written down, that your strategies are done, really like how often did we post about this on social media, I go back and look. But if you write down how many posts you want a week about this thing, and how many stories you want a week about this, and how you want to do things between platforms. And maybe we want to make a slick video that shows that is an announcement for this thing, or whatever we want to do. Those are all written down the steps. Okay, if those are written down, they'll get done. What normally happens when a gym launches a specialty program is they go Yeah, so we'll post about it a bunch. And somehow somebody makes a graphic together, and then it gets posted. And then that's it once I mean and then maybe towards the end when they're having a hard time selling. And I was talking to a gym owner yesterday about we're selling some seminar stuff. And he's like, Yeah, we got like, you know, we got a significant amount of sales today. And I said Yeah, because we've, you put it into DMS of other gym owners that are in your area who may have people said, Hey, we're putting this thing on, we want to make a shirts for for your type of people, if you're interested, here's the deal for it, we also posted about it and our thing, we created the event, we sent out a bunch of invite, but just know that all of that effort that we did, now, if that stopped, this is all sales, you're gonna fucking get at explaining like it stops. Now, if this momentum stops now, and until the only time that I am selling things at a rate that is the rate that I would prefer, right? When you're hustling your shit and you're hustling it pretty hard, pretty consistently, I can promise you, if you're not seeing me posting about coaching, or selling programs, it's because I'm not really worried about selling them at that moment. If I'm posting them a lot, you can know during that time that I have sold a lot and that momentum is moving. And I don't have the time to fulfill on things like this, I'm not really worrying about it out there. But I can promise you, the only times I'm overwhelmed with sales, is when I am overwhelming everybody with the marketing and the noise about the product. If you do not make noise, nobody will hear your shit. So in writing down that strategy, now you're not responsible for executing it always, you can say when we launch programs, here's our program launch strategy, we make a video announcing the launch real quick, just with the phone, we do this in the Facebook group for the gym owners, we send an email, all that stuff needs to be documented, like micro and macro is from step by step, then to links to the copy, like just build the shit out. If you're like one of those super tight, if you are the person who always had a pen in class, when you were in high school, I wasn't that guy. If you were the person who brought pens and pencils to your classes, and took notes, this should be so easy for you. This is right in your wheelhouse. This is not for me, this takes work for me to put this in here. So if by the way, if this sounds like the most rudimentary basic business shit, I get it. But there's a lot of, I promise you, there are a lot of gym owners listening to this, that are not executing on these steps the way that they should, and it's costing them tons of money, and it's making really good ideas fail. And there's nothing worse, in my opinion, than a good idea that should be successful. It's not supported with effort, because now you're taking a good idea that could serve a bunch of people, and you're just stuffing its face in the dirt, you're fucking walking away. And it's Shame on you, because it's your idea. You gave birth to it and you snapped the bucket. I'm
John Fairbanks 32:29
gonna challenge that you guys just fucking are all about abortion of your
I've never seen very few industries like gym owners just like having a great idea. And just like, flop, lob the idea out into the world and barely push
John Fairbanks 32:44
it down the stairs. You're just like, oh, this beautiful idea could be birthed into something amazing to advocate, here's a hanger. And here's the stairs. It gets
it isn't. But my biggest complaint is that there's a lack. There's a lack of enthusiasm on the marketing side, which is why I always say it systemizers. It just says what do you think should go out the first time, don't attach yourself to making the content and all the things now. There's nothing worse than writing a long thing explaining a thing that you like and getting three likes. But that's not the point. We're not chasing likes. We're chasing sales. So just go How many times do I think I should have to post about this? And what's the plan? Well just make up a strategy out of thin air based on no fucking data. Don't even Google what you should maybe do to do. Just don't just make up some make one up. But then you'll know whether it worked or didn't buy the next time and then you'll make some changes more this may be less of this. Like what do you think this is? The biggest thing in fitness marketing were small gyms especially failing. If they just don't take the thing on with any sort of vigor. Because I think they know that their approach to explaining it is not going to be very good. Right? You're walking up to the platform, okay. And you're gonna deadlift in front of the whole world. And you're gonna put it out there, right? Except the problem is you've never deadlifted before. So you know what? It's not going to be as good. Is this going to be in five years? Does that mean you never go up there and deadlift? For some? No, for you? Yeah. But I think that that's but but I do think to assume that because you're in weren't great at this the first time around that you should never do it again. It's no. But what happens is people go up and they max out on this day and it doesn't go well it looks like shit. And then they go. I'm never going to do this again. Or even worse, they do it again. And they just do it the same way. They just wait a year and they go and turn it on the same way. They would just have this fledgling thing that we barely put any effort into. And it's a shame now unless your chips are fulfilling and you make one post and you're shitsville Perfect. Minimize the effort. Do one post again. Now you can know if you were full after your first post and you had a 10 step marketing plan. Delete those next nine fucking steps and you're good to go for next year.
John Fairbanks 35:02
Or, or your
capacity, or allow
John Fairbanks 35:06
us to drag your pitch s out into deep water and get out of your fucking comfort zone. Because that isn't realistic, when we were working with our gym owner yesterday, and we're now talking about his specific camp and his setup and how we've already improved, this version is the version 3.0. You and I were already on version 12.0 a baseline now,
you need two more coaches for this thing. Let's bonus out the coaches based on this net. We decided we don't want to alternate time slots, because then it gets complicated to fill, it's easier to find one thing so can we spill over indoor outdoor? Can we do some more stuff? How do we double our capacity for this because not only is this program lucrative as a standalone program, it feeds the whole first quarter of your business easily. And it's just so easy to do that there's no reason to limit its opportunity. And that's what you can, those are the insights you get when you walk through this process as a whole.
John Fairbanks 36:00
And the benefits of talking to you and I about it. Like the fact is, because this gym owner is with us on a weekly basis, and we're in his business, we allow him to not get stuck. Because the normal process is you go through all of those, those learning pains, you talk about version after version and pain, realizing what worked, what didn't. And eventually you start becoming successful. And the success is to the point where it was for him it was a man, I made a couple of posts. And when we get five more slots, we're going to be sold out. Like it's perfect, just like it's like, okay, then we can, John,
you just said it, just like last year. And that's where we go, well, that's not fucking good enough. Correct. And again, we're not holding anybody to the fire. But we go if just like last year is the goal, business ownership isn't for you. Because just like last year doesn't work, just like last year will eventually be almost like last year, or at the very least, everything is going to be the same. And you need growth less you constantly be stuck in the same spot.
John Fairbanks 37:05
Tyler is inflation just like last year, it's like,
it's just like last year, or worse or less, whatever it is, it's still, it's
John Fairbanks 37:13
like these other things are going to be happening. If
your business can't grow by, by my calculations at the grocery store alone 33% 30 to 50% in the last few years, like if your business isn't producing that much, I promise you, it's that much harder for you to eat. So go man, you got to, you got to get that nut, you got to cover it like it's it's super important that you constantly if you have a program that is good and does well for you getting complacent about it is you're just you're just killing it, you're just letting it die, it's not going to run off on its own and take a mind of its own and develop into a real boy and grow up and do its own thing. Like you constantly have to nurture the development of this thing. Until you've delegated even the management and development of it. If you zoom out to a macro point, you can go I have a coach who is responsible for this top down and my The only thing I need to check in with them on is, you know, where are we at? How did it perform on a few other metrics? And now when it's not growing, now that person is accountable to you about it, that's where you get to, but until then, you are the one who needs to worry about all of those things until you've recorded and evaluated it and developed it to the point where you can then put that on somebody else's plate.
John Fairbanks 38:30
Now you've talked directly to those new gym owners that are still early on. Early on, for the gym owners, what you just described, which is this idea of having a coach that's now responsible for him, the number one mistake we see from you all. So those gym owners that have a GM or a coach that's responsible for a program or class or club or your entire floor, right for fitness. It's if you don't have these recordings, if you don't have the expectations and checklists and everything that's in place. It's not going to be things that will always be done just kind of okay or kind of right. Because you poke your head up just long enough to say, hey, something's fucking wrong, or you know what actually it take the day off and you haven't take the day off because you secretly now want to be able to get an idea of how the gym is flowing. Based on this person's work that they've been doing while you haven't been looking because you've been doing busy and important shit elsewhere. The reality is, is if you want these programs to be successful, if you want an event to be successful, if you want any of these new things, you are the one that has to kind of put some sweat equity into this or at least then start working or in engaging and networking with people that have successfully done it so that at least you have a sense rating point, but you cannot have leave have the expectations that, oh, the guy will just be able will know what to do. People have to have frameworks, they have to have a system to follow. Otherwise, that painful startup time, ramp up time to see success and be able to afford being in a comfort zone, a success will be so long and drawn out that that person will leave before you ever have the opportunity to actually see what it could have become.
And since I always draw your analogies back to your coaching a fitness client, right, you're coaching a regular client, if I want a regular client to be successful in weight loss, strength training, whatever it is, the steps really are all the same. They need to follow a plan, if there isn't a plan, the things that I make them do, I need to write them down. Because I can't just be making them up as I go along. There needs to be a plan that I need to evaluate the success or failure of this plan in real time. Okay, and they need to actually be accountable to it. They need to be held accountable to it just like you're going to do with your coaches, your meetings, you if it's just you, you are accountable to the outcomes of this, but you can't put blinders on. This is why when I have a program i Here is your plan. Here's the framework you need to work in, you need to check in with me if there are issues with this, let me know. This is why I tell people if you're looking for weight loss, you weigh yourself every day you follow the plan, but you weigh yourself every day. Constantly. We are constantly going. This is not because I can go home, I think you're just not doing it. That's what I think you're just not doing or maybe you're sick, you hold water, whatever. Over time that I can decide in the end, we look back and go, this is why it didn't work. You know why? You know, I said, Well, my programs when people fail, you know why people might be 10% of people that don't get the results they came for. They're the ones that stop checking in and stop weighing themselves every day. All of a sudden, the ones that aren't sending me pictures of their workouts or checking in when they're with them will just morning weigh in simple things here. What do you weigh this morning? If you won't step on the scale in the morning for this thing. I know it's because you know, you fucked up and I know you're not doing it. And so but that's a very easy then for me in hindsight to go. The problem is it's not about at the end going, oh, this person is wrong. So haha, fuck you. It's no no. What do I need to change about my program so that I can make sure that that person is successful? So it is that someone did not check in with me that morning. I would kind of give people a day at the race. You know what I mean? And now I stopped. I've just stopped. If you don't check in with the morning I go do what the fuck? Because that is what you're there for, you want the results? These are the steps that it takes to get the results. And it's I think, and I think that for those of you guys that are the coach clients in our in our in gyms, you understand that process within your gyms for your clients, and you neglect it so often in your business? It's like, no, no, this is how it all works. All of it is this fractal. Okay, this is from the macro to the micro, this is just the way you're going to need to do it. So if you have any questions or want us to work with, you directly Get in the fucking gear Academy. So what we're doing, like, these are the things we do if we, if you got a program launch Perfect, let's run through all of this with the things that you're trying to do. And then let's make sure that this ties into your business as a whole, how do we make a successful thing into a successful thing that feeds more successful things. And that's the difference between somebody that goes around throwing off a bunch of one offs and having fun little events and, and somebody that really builds a system that grows
John Fairbanks 43:33
and the gear and the gear Academy so you guys know too that it is going to be built, whether you have you are brand new, and you don't even have 10 people you're not even collecting email addresses yet. you're brand new, you're out of the basement of your home and you've made a kick ass home gym and you want to start a club or whatever it is, and you want to take it to that next level. We do have people that talk to us about that are in that exact same scenario all the way to I have 1000s and 1000s of people on an email list I've been in business for a long time and I'm just ready to take it up to the next level and I want to be able to have a coach and somebody's gonna hold me accountable to help me do those next things.
We started with gyms that had no we're operating with no business license weren't fucking doing taxes really. And we had we helped them get everything above board so that it became a thing that you could go buy a got financing god damn car if you needed one that your business is a real business. And we've worked with businesses now we've had multiple businesses that we work with gyms that have multiple locations. And so we go from Jim, one of our success stories. We had a young, younger coach who was just starting up coaching people in the park. Finally let's almost one year to the day when he or maybe a month went from coaching people in the park working with us we developed his initial launch strategies he got into his new bill They started in his new building about a year ago. And now it's one year and it's been wildly successful out of his day job soon. It's I've kind of be this winter, I don't want to spoil the beans is boss ain't listening, but out of his day job soon, and is really, really, really, really killing it has staff that does really well. He's built a tremendous reputation, again, went from kind of part time doing some things in the park seasonally to now like has a location is going to be a centerpiece in the community in his area. And I think that's fantastic. So if you want to be about that life, fucking this is what's up. I don't know, like, you can go to all the other places, there's all the other dipshits out there gonna tell you like, I'll give you I'll give you 1000 members, I'll get you there you guys as a gym owner, you get the same stuff that we get fucking at targeted ads, and it's all the worst shit. It's all insane. It's like it's even, you can get 30 Min will give you 30 members in 30 days and you just get a day. That would be fantastic. If I got 30 new members and I immediately go soft gym math, and I go well, if I only saw them into my 150 That's, that's four and a half $1,000 Extra this month and and you mean they can do that again the next month and you start doing Beyonds you start doing what's even worse, exponential gym F which is the dumbass you're like I'm at this rate, I'll make $10 million in two days as
John Fairbanks 46:25
an E and raise us you're gonna
know. And that's just not how this works. Okay, so it takes real strategies, it takes some real shit to go on on the ground and it's you, your people, your clients, it needs to be focused on their success and other schmucks, they're just gonna line up a bunch of dipshits at front of your inbox and then when you don't sell it's your fault. And when they don't get success you can just blame them and that's pretty much how it goes until your reputation has gone completely tits up because of it.
John Fairbanks 46:54
You can also try paying your coaches less right
That's one of the other strategies you're gonna get from the other people. Have you tried paying your coaches as little as possible and just let them quit and say insane? Yeah, so to call them dorks. Guys you want to go and do the real stuff just get and actually it can still be your business can still be about your clients and we don't get to do any shady misleading bullshit. That's what I'm here to do. So let's practically troubleshoot your business one step at a time based on whatever the next thing you want it you want to do with so if that's what you're into, go to gym owners revolution.com links to the description join the gym owners revolution Facebook group, follow the show at the gym owners podcasts on Instagram follow me at Tyler F and stone that's Tyler eff i n stone and John
John Fairbanks 47:37
and you can follow me on Instagram at Jay banks f L. Alright
guys, thanks a lot for listening. We'll see you next week