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As coaches, we really have a gripe when our clients are just being bombarded by all this shitty advice in the fitness space, right? There's tons and tons of pieces of bad information for people to latch on to and get dogmatic about. As a fitness coach, you see it all the time for your clients, right?

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Today we're gonna have conversations about pricing, comparative pricing, fixing yourself within your own market, all that type of fun stuff. It really has a lot less to do with what's out there, and a lot more about what you think about your own gym.

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I've been geeking out on frameworks. We've been doing a lot of building and streamlining on the back end of things for us. And a big piece of that has been, what are the things that we've been doing with clients successfully on a one-on-one basis? And then how can we continue to provide some of those frameworks and things to make it more easily accessible or consumable by everybody? In the community as a whole?

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I think one of the most important lessons for us is that it was really important to learn to stand for our values. And to be very clear on what we think our value is worth, money wise. It was a very important lesson to learn because by doing that, we could create financial sustainability. And of course, that's what you need to have as the motor.

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The hardest lesson I had to learn as a gym owner what that I needed to stop trying to do every single thing in the gym myself. In the beginning I had a freak out moment, because when the paper gets signed, you realize that you own the gym now, and you're still a coach, and you're still somewhat an administrator. And your days are now filled with more hours while you're trying to maintain a business.

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As a gym owner the hardest lesson I had to learn was to make sure know my numbers and that I know what's actually going on in my business, then I can bury my head in the sand. I came into this thinking I could just be a coach and help people. But you know, bills have got to be paid. So you need to make sure you know what's coming in and what's going out every month. So that was one of the biggest wake up calls for me.

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One of the hardest lessons was having people not stay at the beginning. I was pouring my heart and soul into this, and then it was just not their thing. And that kind of hurt my feelings in the beginning. I had to learn that it was ok and that it was going to weed out the people that didn't fit what we were doing, and didn't fit our culture.

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Today, we want to go through everything we've covered up to now and zoom out and give you guys a little bit of overall context. So if you're new, you're not joining in the middle, where stuff sounds like it's out of sequence. This episode will help you see the forest through the trees.

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We are coming off of a hype morning...! We have a client who's been combing through this stuff with us for quite a while now. And he has been working on some of these tiered offerings like we've done through the T3 framework. And so we got a call from the guy who had finally got this, top offer put together and we won't go into details on the amount of money that it is, but like, it's a lot of money.

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One thing that has been interesting as we are working with folks, is the idea where there needs to be certain things that you do in a certain order. And if you go out of order things can go from not working out to borderline catastrophic,

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I think it's important at this point to talk a little bit about the idea of the difference between having a business or building a business. And then building a movement, and sustaining a movement.

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So to kick us off, I I want to talk about the thing that gets really slippery. When you are talking about advice, people that know what they're talking about, they're really successful, or they do things really well. Then the ones that do it poorly, all of a sudden think because they may have figured it out in one particular sector means they're immediately a genius in all sectors. An example to illustrate what I'm talking about is like you would never call your accountant and ask him how you repair the leak that's under your sink for your faucet.

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So shiny object syndrome has been a thing that every single person that we've ever worked with ever suffers from. And I think it's probably because we all just suffer from it generally as human beings. We all know that hard work is hard. And sexy work is always sexy.

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Why are we working with gym owners and not something else? Because these are things, a lot of the things that we are running through are things that I've learned, picked up in another field, I learned in transitioning what I had done in heating and air conditioning company, and transitioning the sales process and your offers from this traditional

The Big, Bald, Bearded Gym Hacking Dudes

Things that I felt like we were hearing a lot of. And it was from a good place, especially from coaches that became members or members that became coaches. And then those coaches became owners at their gym. And at the time, it felt like a nuanced conversation.

The Big, Bald, Bearded Gym Hacking Dudes

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