Latest / Gym Business Coach Podcast / Are Your Coaches Driving Members Away? How To Align Staff Responsibilities for Gym Success

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Are Your Coaches Driving Members Away? How To Align Staff Responsibilities for Gym Success · Gym Business Coach Podcast

• 0:08
  [SPEAKER_00]: You are listening to the built-to-grow podcast delivering the knowledge in all things, fitness, business.
• 0:16
  [SPEAKER_00]: We help jimrollers win, hear your hosts, ten lions, and Randy Axton.
• 0:27
  [SPEAKER_02]: Welcome back to another built-to-grow, let's start over.
• 0:33
  [SPEAKER_03]: Let's not start over.
• 0:33
  [SPEAKER_03]: I was just trying to bring you the last before we start the episode.
• 0:39
  [SPEAKER_02]: Welcome back to another episode of the Build to Girl Podcast.
• 0:41
  [SPEAKER_02]: I'm going to be your host, say, Randy Anxton joined by Zach Columbia.
• 0:45
  [SPEAKER_02]: Yo, hello, hello.
• 0:48
  [SPEAKER_02]: This one's going to be going guys.
• 0:49
  [SPEAKER_02]: A little bit different take than some of our episodes today.
• 0:53
  [SPEAKER_02]: We're going to dive into a little bit more of the mindset of you as the owner, as well as the members of your team.
• 0:59
  [SPEAKER_02]: How would effects the relationships, compensation, incentivization, a little bit of everything.
• 1:09
  [SPEAKER_02]: Give the lay of the land kind of like what we're what we're going to dive into And maybe why it's important for Jim owners going to look through this lunge?
• 1:16
  [SPEAKER_03]: Yeah, absolutely before I do that Always love that the way you start the episodes is this is going to be a good one.
• 1:21
  [SPEAKER_03]: Or we got a good one for you You never like this good.
• 1:25
  [SPEAKER_03]: This wasn't going to be all right.
• 1:26
  [SPEAKER_03]: Yeah, so yes, so You as a Jim owner are a business owner
• 1:38
  [SPEAKER_03]: which means that you have some tendencies that lean towards being an entrepreneur, and you have that mindset.
• 1:47
  [SPEAKER_03]: And a lot of times what we see with Jim owners is that they
• 1:53
  [SPEAKER_03]: put things in place or they treat their staff as if the staff is going to also have that entrepreneurial mindset and motivated by things that an entrepreneur would be motivated by and they are not the same you know so so if you think about
• 2:16
  [SPEAKER_03]: the fitness industry and the career of a coach, which is like a year on average.
• 2:24
  [SPEAKER_03]: Why is that?
• 2:25
  [SPEAKER_03]: It's because it is a coach.
• 2:28
  [SPEAKER_03]: If you were to go, you know, be working a big box gem.
• 2:33
  [SPEAKER_03]: Let's say I get hired as a coach.
• 2:34
  [SPEAKER_03]: I go to
• 2:35
  [SPEAKER_03]: you know, in the US 24 hour fitness plan, if it's whatever, now as an individual, as an independent trainer there, even though I'm an employee of the gym, I have to go, market myself, I have to go sell myself, I have to go deliver the service, and most coaches when they get into the fitness industry, they're
• 2:57
  [SPEAKER_03]: They're blind and naive to the all the things outside of just like the training.
• 3:02
  [SPEAKER_03]: Correct.
• 3:02
  [SPEAKER_03]: Come up on it.
• 3:04
  [SPEAKER_03]: Right.
• 3:04
  [SPEAKER_03]: Like an exercise science at school, like a program, you're getting your degree.
• 3:10
  [SPEAKER_03]: They're not doing like marketing classes.
• 3:12
  [SPEAKER_03]: They're not doing, you know, business 101 or anything like that.
• 3:16
  [SPEAKER_03]: It's like, no, you're learning how to train people.
• 3:20
  [SPEAKER_03]: And so for a lot of, you know, fitness professionals coming in,
• 3:26
  [SPEAKER_03]: They're going, hey, I'm looking for a job, right?
• 3:30
  [SPEAKER_03]: I'm not looking to be an entrepreneur.
• 3:35
  [SPEAKER_03]: I'm not looking to start my own business yet.
• 3:36
  [SPEAKER_03]: Maybe someday, that's an aspiration that they have, but they're coming in and they're going like, hey, I need to pay my bills, I want to get some reps, I want to coach, and I want to train people, and that's what I'm passionate about as helping people.
• 3:49
  [SPEAKER_03]: If you as the business owner are saying, okay, well, the way that we're going to compensate you, the way that we're going to motivate you is through financial reward.
• 4:02
  [SPEAKER_03]: And if you hit the certain metrics and KPIs, then you're going to make X amount.
• 4:08
  [SPEAKER_03]: And then if you hit these KPIs, then it goes to this amount.
• 4:12
  [SPEAKER_03]: And then you're bonus at this level.
• 4:15
  [SPEAKER_03]: And then if you don't hit that,
• 4:18
  [SPEAKER_03]: And for that coach, they're not looking for that.
• 4:23
  [SPEAKER_03]: They're looking for something that's steady, stability, stability, I know what I'm making.
• 4:30
  [SPEAKER_03]: And I show up to work and I do a really good job.
• 4:32
  [SPEAKER_03]: And if a coach makes more money one month or whatever, and then they don't make the same amount,
• 4:44
  [SPEAKER_03]: they're going like, what am I doing here?
• 4:45
  [SPEAKER_03]: Sure.
• 4:46
  [SPEAKER_03]: Right?
• 4:47
  [SPEAKER_03]: Parkinson's law.
• 4:48
  [SPEAKER_03]: Yep.
• 4:49
  [SPEAKER_03]: You know, like if I make more money, I'm going to spend my budget is going to increase to that level.
• 4:54
  [SPEAKER_03]: And so I might have three good months where it's seasonal in our business, right?
• 5:01
  [SPEAKER_03]: So like first quarter, man, I made a lot of money this month.
• 5:04
  [SPEAKER_03]: And then it's the end of the second quarter and the coach is going, what am I doing here?
• 5:08
  [SPEAKER_03]: Let me go get a real job where I can
• 5:10
  [SPEAKER_03]: Pay my bills and it's consistent.
• 5:12
  [SPEAKER_03]: Sure.
• 5:13
  [SPEAKER_04]: Yeah.
• 5:13
  [SPEAKER_03]: So the the whole, you know, kind of point of this is is like as a business owner We need to understand the difference of mentalities We need to understand that if our staff had that entrepreneurial spirit Then they would go start their own gym.
• 5:30
  [SPEAKER_03]: They wouldn't be an employee of yours and so how do we motivate and compensate our team?
• 5:37
  [SPEAKER_03]: based off of what is going to what is going to be something that motivates the staff keep some, keep some engaged, keep some performing at a high level and then how do we reward that?
• 5:51
  [SPEAKER_03]: There you go.
• 5:52
  [SPEAKER_02]: Yeah, let's let's lay the foundation in a couple of things here like you mentioned the entrepreneurial
• 5:57
  [SPEAKER_02]: business owner, you know, one one thing that we talk about all the time is the uh, barbecue sake is casual quadrants.
• 6:02
  [SPEAKER_02]: Yes.
• 6:02
  [SPEAKER_02]: Right.
• 6:03
  [SPEAKER_02]: So you, as the business owner, well, let's just lay the land, right?
• 6:06
  [SPEAKER_02]: So top left, you got an employee.
• 6:08
  [SPEAKER_02]: Yep.
• 6:08
  [SPEAKER_02]: Most of America, most, most individuals end up with a job, right?
• 6:13
  [SPEAKER_02]: And so these, these quadrants are essentially your relationship with the crewing wealth.
• 6:17
  [SPEAKER_02]: How, how, how you exchange what you exchange in order for,
• 6:21
  [SPEAKER_02]: wealth, you know, to show up in your world, right?
• 6:23
  [SPEAKER_02]: So employee time for money, you know, whether it's salary or an hourly, it's an exchange of value in that regard.
• 6:31
  [SPEAKER_02]: Then you've got top right.
• 6:32
  [SPEAKER_02]: We've got self-employed and that's an individual, many of you will find yourself in this seat where your the business owner, you own the business, but in order for the business to turn a revenue, your some level of fulfillment is still on your plate.
• 6:46
  [SPEAKER_02]: Yeah, employee, you have a job, self-employed you own the job, the job, you know, and you see that even franchise owners, right, where you open up a business and you might have the support of a franchise, but in order for you to bring home money at the end of the day, you're still on the training floor or you're handling the marketing and the consultation, some form of delivery within the business.
• 7:09
  [SPEAKER_02]: Then the next one would be a business owner, which means that you as the business owner own the systems.
• 7:17
  [SPEAKER_02]: And then you've got a staff structure that runs the systems, the way the your income is separate.
• 7:23
  [SPEAKER_02]: You know, whether PK1 distributions, whether it be the profits from the business, things like that.
• 7:27
  [SPEAKER_02]: But you can you have benefit as an owner separate of the time and energy that you're putting into the business.
• 7:33
  [SPEAKER_02]: Think of like a turnkey business, right?
• 7:35
  [SPEAKER_02]: You purchase something with with capital.
• 7:38
  [SPEAKER_02]: you don't have to go do the work in order for that revenue to continue to come in.
• 7:43
  [SPEAKER_02]: That would be a true business owner.
• 7:44
  [SPEAKER_02]: So the self-employed to business owner is the transition that we help a lot of Jim owners with.
• 7:50
  [SPEAKER_02]: It's a foundational belief of our coaching program the springboard.
• 7:54
  [SPEAKER_02]: because ultimately our vision, our mission here is to help Jim owner is win.
• 7:59
  [SPEAKER_02]: We think that once you get into that business owner realm, you then have the choice of where you want to work and if you want to work in the business.
• 8:08
  [SPEAKER_02]: Not necessarily saying you have to or you don't have to, but understanding the relationship that you have with the business is what we're trying to get across here.
• 8:17
  [SPEAKER_02]: and then ultimately of the investor and that's where you know you can take the profits from the business invested into real estate tax strategy whatever it may be but your capital is earning additional capital by the use of that capital in you know whatever type of investment that you're you're
• 8:33
  [SPEAKER_02]: We capital is making capital or if you're money is working for you, you know, and you in, you know, to be clear, you may, your personal portfolio, you may live in multiples, you might have investment opportunities and short-term rentals and other businesses and things like that, you might be self-employed in your gym.
• 8:53
  [SPEAKER_02]: While doing that, you might be a business owner while having investments, you might be an employee of another business while being, you know, in either the self-employed or business owner role yourself.
• 9:02
  [SPEAKER_02]: So it's not one and done, it's it's individualized, you know, across any type of relationship you have with with wealth in your your personal portfolio.
• 9:12
  [SPEAKER_02]: Now, to Zack's point, you know, the employees of your business have a different relationship with how they accrue wealth versus you as being self-employed.
• 9:23
  [SPEAKER_02]: Within that, what we found is through things like disc assessments, personality types, the gym owner, being more entrepreneurial focused or more entrepreneurial in mindset is different than the employee.
• 9:40
  [SPEAKER_02]: And we see that through things like those personality tests and disc assessments and so forth.
• 9:44
  [SPEAKER_02]: We say it quite often, right?
• 9:45
  [SPEAKER_02]: You, as the gym owner might have started in that role, you might have been
• 9:50
  [SPEAKER_02]: for the lack of better term kind of forced to ascend into more of an entrepreneur real-type role when you put your name on the line and took out a personal guarantee to start a business, right?
• 10:00
  [SPEAKER_02]: The roles and responsibilities of a business owner are different than that of an employee.
• 10:05
  [SPEAKER_02]: You're the visionary.
• 10:06
  [SPEAKER_02]: You're the one that's looking ahead.
• 10:07
  [SPEAKER_02]: You're responsible for the success of the business not just today's task, you know, exchanging time for money in that role or the client result.
• 10:17
  [SPEAKER_02]: But what we find is many coaches are extremely altruistic.
• 10:23
  [SPEAKER_02]: If they could, they'd be helping clients and doing it for free, right?
• 10:28
  [SPEAKER_02]: Yeah, exactly.
• 10:29
  [SPEAKER_02]: The wage is a bonus in their eyes.
• 10:31
  [SPEAKER_02]: Obviously it's a requirement for them to pay their bills and so forth.
• 10:34
  [SPEAKER_02]: But the way they think is not quite often the same as you as the owner and the entrepreneur.
• 10:45
  [SPEAKER_02]: When it comes to the roles and responsibilities that you're putting on their plate, when it comes to the incentivizations and things, you know, where they can bonus or or even their pay structure and all of that stuff, we need to keep a congruence with
• 10:59
  [SPEAKER_02]: their responsibilities, their impact to the business, what they're doing, and then, of course, how they're compensated alongside that.
• 11:08
  [SPEAKER_02]: Why don't you kind of lay out, in our opinion, some of the, whether it be KPIs or areas that a coach
• 11:16
  [SPEAKER_02]: would more likely see success when it comes to incentivization to things like that versus assuming that growing revenue, maybe sales requirements, new business requirements, a lot of things that we see is like you laid out in the big box model, all of those
• 11:35
  [SPEAKER_02]: I would say like ancillary requirements, roles, responsibilities outside of just training a client in the result of the client being the focus.
• 11:44
  [SPEAKER_02]: What do you see?
• 11:46
  [SPEAKER_02]: We structure a great, let's call it an incentive program or compensation plan for a coach that doesn't kind of, either muddy the waters or create a sense of disalignment with the things that their job actually impacts
• 12:05
  [SPEAKER_03]: Um, so simplicity is always going to always going to win.
• 12:10
  [SPEAKER_03]: Right.
• 12:11
  [SPEAKER_03]: Uh, if you start throwing financial numbers at a coach, they are likely going to.
• 12:24
  [SPEAKER_03]: pull back.
• 12:25
  [SPEAKER_03]: Okay, they're going to, it's not going to resonate with them.
• 12:28
  [SPEAKER_03]: You might have one or two, if you do a desk assessment, you might say, oh, this coach is, you know, financially motivated, and then there's this whole education component on, now I have to coach that coach up on the financials of the business.
• 12:43
  [SPEAKER_03]: very difficult to do from a coaching role.
• 12:46
  [SPEAKER_03]: Now, if you have somebody that's your director, who's, you know, general manager, who's running things and doing sales, that person likely is financially motivated and going to understand the financials of the business.
• 12:57
  [SPEAKER_03]: So I can tie KPIs to that.
• 12:59
  [SPEAKER_03]: Sure.
• 13:00
  [SPEAKER_03]: So like if I have a director,
• 13:04
  [SPEAKER_03]: The easiest way for me to pay that director is a base salary and then performance bonus based off of Delta.
• 13:15
  [SPEAKER_03]: So like maybe it's quarterly Delta is the business growing.
• 13:19
  [SPEAKER_03]: Where is the business not growing?
• 13:21
  [SPEAKER_03]: And so that's that director's role is in responsibility is to grow the business.
• 13:26
  [SPEAKER_03]: And so if I just look at my Delta month over month or quarter over quarter, I can say, hey,
• 13:32
  [SPEAKER_03]: Yeah, you know, like this quarter, we are Delta increased by $6,000 EFT.
• 13:38
  [SPEAKER_03]: I can bonus you on that.
• 13:41
  [SPEAKER_03]: And so for a director.
• 13:43
  [SPEAKER_03]: perfect.
• 13:43
  [SPEAKER_03]: Okay.
• 13:44
  [SPEAKER_03]: For a coach, if I'm going, hey, Delta, you know, is growing is not growing.
• 13:50
  [SPEAKER_03]: They're, you know, like, what does that mean to them?
• 13:53
  [SPEAKER_03]: It's not impacting their day to day.
• 13:55
  [SPEAKER_03]: Their their KPI or their their day to day tasks are are indirectly related to that.
• 14:02
  [SPEAKER_03]: It's not a direct correlation.
• 14:04
  [SPEAKER_03]: So it's really hard for them to link their performance to
• 14:09
  [SPEAKER_03]: to that growth or decay, and then they could also blame like the other coaching staff as well.
• 14:18
  [SPEAKER_03]: Like hey man, like I did a phenomenal job training, the clients on the training floor, and then this coach dropped the ball and we lost three, but I'm being punished for that.
• 14:28
  [SPEAKER_03]: Then you go.
• 14:29
  [SPEAKER_03]: And so as a manager, it's your director, it's your job to coach the coaches and oversee the coaches.
• 14:34
  [SPEAKER_03]: So it's like there's a correct correlation there.
• 14:39
  [SPEAKER_03]: Um, really the way that I recommend that you pay them as like base salary or hourly rate.
• 14:46
  [SPEAKER_03]: They, they, they, they know what they're making.
• 14:49
  [SPEAKER_03]: And then we do quarterly bonuses based off of perform individual performance reviews.
• 14:56
  [SPEAKER_03]: And so that's all like, hey, your individual, you know, performance.
• 14:59
  [SPEAKER_03]: Now it ties to like the team overall, like the, the areas, the criteria that we're scoring
• 15:06
  [SPEAKER_03]: But, quarterly, it's like developmental.
• 15:10
  [SPEAKER_03]: Are you performing at a really high level as an individual?
• 15:14
  [SPEAKER_03]: And then how is that contributing to the team performance?
• 15:17
  [SPEAKER_03]: So, that's the way I recommend doing it is like you want high performers on your staff.
• 15:23
  [SPEAKER_03]: I'm going to assess this person individually.
• 15:26
  [SPEAKER_03]: Now, if you want to also have like a team bonus,
• 15:30
  [SPEAKER_03]: That's a great way to do it as well, is to say, hey guys, as a team, here's our quarterly bonus.
• 15:37
  [SPEAKER_03]: It was gonna be distributed amongst the staff.
• 15:40
  [SPEAKER_03]: So maybe that's related to total members, or maybe it's related to Delta members.
• 15:46
  [SPEAKER_03]: Um, and not necessarily a financial number, but it's like it's easy as a coach for me to go.
• 15:51
  [SPEAKER_03]: Hey, we're at 250 members like our goal is to 75 at the end of this quarter and we're going to lose people.
• 15:58
  [SPEAKER_03]: We're going to gain people, but every single person that we gain, um, I know or every person that comes in and signs up, I know if I do a really good job training that person and they stick like it's going to result in X for me and the team.
• 16:10
  [SPEAKER_02]: Yeah, I like to say you said that too because it's a more in alignment with like you said like the indirect versus direct like their the coach's job is probably more
• 16:19
  [SPEAKER_02]: in alignment with retention, then it is new growth retention.
• 16:23
  [SPEAKER_03]: You know, 100% retention and you know, doing a really good job of taking, you know, taking care of the clients while they're there, even if the lagging KPI is retention of that, right?
• 16:35
  [SPEAKER_03]: Getting like, hey, if I do a poor job of training the client eventually, they're going to leave.
• 16:41
  [SPEAKER_03]: You tie, you'd retire accountability activities to that as well.
• 16:50
  [SPEAKER_03]: then they're not going to cancel 60 days from now.
• 16:53
  [SPEAKER_03]: And so I like that format where it's individual bonuses plus like a team incentive.
• 17:00
  [SPEAKER_03]: And then the team is working cohesively on that.
• 17:03
  [SPEAKER_03]: You said the other day on one of our coaching calls like hyper-formers.
• 17:08
  [SPEAKER_03]: Hey, low performers, the Nick Sabin, Tim mentioned in this series, and low performers don't like high performers, right?
• 17:15
  [SPEAKER_03]: Because high performers make it a low performer.
• 17:17
  [SPEAKER_03]: Look back into high performers like, hey, you know, pull your way.
• 17:21
  [SPEAKER_03]: So if you do it, you have to be cautious about how you incentivize the coaches so that it doesn't create like a negative team dynamic within your team culture.
• 17:33
  [SPEAKER_02]: And that's a big deal.
• 17:34
  [SPEAKER_02]: I mean, like, I use the example of like tip share, or pulling tips, you know, in a bar industry, or restaurant industry, right?
• 17:40
  [SPEAKER_02]: Like same thing, or just even grading, like when you're in high school and you do a team project, right?
• 17:46
  [SPEAKER_02]: And the one kid shows up and the stuff's due today and he didn't know they did nothing.
• 17:50
  [SPEAKER_02]: Yeah.
• 17:50
  [SPEAKER_02]: And everyone else had to pick up the same size as that person.
• 17:52
  [SPEAKER_02]: Everybody looks at that individual and it's like,
• 17:55
  [SPEAKER_02]: You know, they're so upset that they didn't carry their weight, you know, and then of course if that was happening in your business that's it's going to create a rift and it's going to it's going to negatively impact that team atmosphere, right.
• 18:05
  [SPEAKER_02]: But that is a result of a misalignment of the roles responsibilities and probably the compensation plan that the team is on.
• 18:25
  [SPEAKER_02]: gross of a consistency across all jemowners, but this industry has a very good way of making our trainers the divas, if that you've been known to mean, right?
• 18:35
  [SPEAKER_02]: Like where they're on the training floor for that one hour, that hour stops, they're off the clock in their mind.
• 18:41
  [SPEAKER_02]: And I know we have a list of roles and responsibilities that are still part of their job that aren't just happening when they're, they're got a client facing them.
• 18:53
  [SPEAKER_02]: follow-ups, things like that, right?
• 18:56
  [SPEAKER_02]: So what do we kind of just maybe give a couple of examples of like other things that our coaches are responsible for that impact that have that trailing impact on retention and so forth, but it's not just the time that they're sharing, you know, coaching the coaching the client through that one hour.
• 19:11
  [SPEAKER_03]: Yeah, so I will put a coach on accountability and follow-ups with existing clients all day long.
• 19:19
  [SPEAKER_03]: I will not put a coach on sales and front end stuff.
• 19:22
  [SPEAKER_03]: And I know that Jim's do that and like, hey, he has a coach you're responsible for calling, you know, like 50 leads this, you know, a day or a week or whatever.
• 19:29
  [SPEAKER_03]: And I'm like, is that really, are you going to get high-level performance out of that?
• 19:35
  [SPEAKER_03]: Or is this coach going to be like, I got in this to train people, not
• 19:38
  [SPEAKER_03]: make cold calls like I could go work at a call center and I wanted to do that.
• 19:42
  [SPEAKER_03]: That coach has gone like they're they're the clock is taking for them to leave.
• 19:47
  [SPEAKER_03]: But if I'm like, hey, one of your responsibilities as a coach is to on this cadence, you know, have have tensed down phone calls with our current clients weekly and do check ends with them see how they're doing with their program, see how they're doing in life, see what they need.
• 20:03
  [SPEAKER_03]: the coach will be all over that because that's, you know, just part of their psychology versus like, oh, I got a front end like hustle and make sales and call people, I don't know.
• 20:15
  [SPEAKER_03]: Yeah, so that's one, you know.
• 20:19
  [SPEAKER_03]: If you have time to lean, you have time to clean.
• 20:23
  [SPEAKER_03]: So if we have a down hour or something, like my coaching staff knows the environment is one of our standard items.
• 20:32
  [SPEAKER_03]: So I want the dumbbells, it's super simple, but I want the dumbbells, the weight, numbers, facing up, I love it.
• 20:41
  [SPEAKER_03]: walk around and make sure all of them are facing up clean, wipe down equipment like make sure everything is tidy and in its place fill up the exercise balls like these are not it's not rocket surgery.
• 20:54
  [SPEAKER_03]: I'm not going to give a coach.
• 20:55
  [SPEAKER_03]: I'm not going to give a coach rocket surgery.
• 20:57
  [SPEAKER_03]: I'm going to give them like simple tasks that they can that they can do and execute on that have an impact that impact the experience for
• 21:04
  [SPEAKER_03]: for the current clients and then there's escalation points, right?
• 21:10
  [SPEAKER_03]: So the front end is going to be like
• 21:14
  [SPEAKER_03]: director sales team.
• 21:16
  [SPEAKER_03]: Coaches are the delivery system with a little bit of a attention.
• 21:22
  [SPEAKER_03]: So hey, I'm having a conversation with you as a client and you're telling me your back hurts won't great.
• 21:28
  [SPEAKER_03]: Let's get you in for a stretch therapy session.
• 21:31
  [SPEAKER_03]: That's their sales.
• 21:32
  [SPEAKER_03]: Yeah.
• 21:32
  [SPEAKER_03]: That's the level of sales that a coach does.
• 21:35
  [SPEAKER_03]: Oh, man, you're struggling with your nutrition.
• 21:36
  [SPEAKER_03]: Let's schedule you for a nutrition consultation.
• 21:40
  [SPEAKER_03]: It's upselling that.
• 21:42
  [SPEAKER_03]: It's, hey, I know you had like amazing results on this last scan.
• 21:47
  [SPEAKER_03]: Would you mind leaving us a Google reveal?
• 21:50
  [SPEAKER_03]: simple ask hey like yeah absolutely you know I you're telling me about your sister and she just moved here to town like let's get her in for uh she can come work out with you let's get her in for a free week we have this referral program that's their that's their level of stuff soft sales it's me serving the client it's altruistic right exactly then the escalation is where coaches ends is hey I'm you know unhappy I'm gonna cancel my membership
• 22:19
  [SPEAKER_03]: okay you're not you're not handling that right you is the coach or I want to cancel my membership and I don't want to have to pay this you know cancellation fee I'm protecting my coach from that your job is be happy and deliver the training for the client and do it's best for the client once we hit that level then you know directors taking over and we're going to
• 22:42
  [SPEAKER_03]: manage that and be the bad guy if we have to be the bad guy.
• 22:46
  [SPEAKER_03]: Hopefully we can resolve it.
• 22:48
  [SPEAKER_03]: But that's it, right?
• 22:49
  [SPEAKER_03]: Like it's all around the delivery, the experience and the ascension for the client.
• 22:55
  [SPEAKER_03]: And that's that's the coach's responsibility.
• 22:59
  [SPEAKER_02]: One thing there that I just want to clean up, the kind of, I'm sure in this situation, there's a hand off, right?
• 23:04
  [SPEAKER_02]: So let's say the ascension portion of it, right?
• 23:07
  [SPEAKER_02]: Hey, somebody's a candidate for nutrition or a candidate for stretch or something like that, right?
• 23:11
  [SPEAKER_02]: We've coach introduces the conversation, but they're not taking that to the distance, are they?
• 23:17
  [SPEAKER_02]: Or are they to passing that, you know, are they to passing?
• 23:19
  [SPEAKER_03]: Absolutely, depends on what it is, but like for our staff, you know, we have jolly's our nutrition coach.
• 23:25
  [SPEAKER_03]: So if a client asks a coach like a nutrition question, the coach answers that question and then says, hey, do you want me to schedule you with jolly for a nutrition consultation?
• 23:36
  [SPEAKER_03]: So that's that's jolly special specialty and the whole team is going to respond the exact same way.
• 23:41
  [SPEAKER_03]: Yeah, here's kind of what I do or what I suggest, but if you have nutrition questions, here's what you do.
• 23:49
  [SPEAKER_03]: And the whole team knows, here's our one nutrition, like anybody asks, this is where they go.
• 23:54
  [SPEAKER_03]: And so it's the one specialized thing.
• 23:58
  [SPEAKER_03]: For stretch therapy, we have multiple coaches trained on that and able to deliver,
• 24:04
  [SPEAKER_03]: But it's like, okay, yeah, you know what?
• 24:06
  [SPEAKER_03]: Let's set you up for a stretch consultation.
• 24:08
  [SPEAKER_03]: It doesn't matter who it's done by.
• 24:09
  [SPEAKER_03]: It's just them scheduling it.
• 24:11
  [SPEAKER_03]: So the follow up is, okay, let me schedule this point, man.
• 24:14
  [SPEAKER_02]: Yeah.
• 24:15
  [SPEAKER_02]: And the reason I wanted to bring that up is because, again, we're not coaching, we don't have to coach our coach on the whole sales process of what that traditionally would be with somebody coming off the street, or
• 24:24
  [SPEAKER_02]: You know, Julie's specialty and when she, you know, she's done has a consultation.
• 24:28
  [SPEAKER_02]: A coaches are unaware.
• 24:29
  [SPEAKER_02]: They don't have to know all of that.
• 24:31
  [SPEAKER_02]: They have to be able to have the conversation to get to that.
• 24:34
  [SPEAKER_02]: Like when we talk about the next thing, the next step, the next steps, the consultation would Julie.
• 24:39
  [SPEAKER_03]: So let's just create that opportunity.
• 24:40
  [SPEAKER_03]: And the coaches and compensated for scheduling that consultation consultation.
• 24:45
  [SPEAKER_03]: they're doing it for the client it's part of their job responsibility so you know you're you're coaching staff the majority of your coaches are going to be much happier just having a steady income that they're making and then you know little bonuses to just say like hey keep up the great work or you know here's some incentive for you to continue to develop and grow but that's it it's not like a
• 25:08
  [SPEAKER_03]: It's not like we're they're losing anything or we're taking anything away from them.
• 25:12
  [SPEAKER_03]: And I know this is a chat, you know, it's kind of a struggle like you lose a member as a gem owner and you financially you fill that because now there's less income coming in.
• 25:20
  [SPEAKER_03]: But if you pass that on to your coaching staff, you will never have a good team and you'll never have a team that sticks with you long term because they have a different mindset.
• 25:30
  [SPEAKER_02]: nailed it man.
• 25:32
  [SPEAKER_02]: Well, I think that it for you guys.
• 25:33
  [SPEAKER_02]: I mean, I think it definitely can open up your eyes and what the homework should be right go go back to your business and make sure the roles or responsibilities that you're asking your teams with are an alignment with what you want them to be doing what they should be doing with.
• 25:48
  [SPEAKER_02]: Maybe they're beliefs and their mindset around what it is they bring to the table.
• 25:55
  [SPEAKER_02]: We do see it every once in a while where coaches are tasked with things that really, they probably shouldn't be because you're probably doing that out of desperation or trying to share some of the work, but the goal is to have everybody doing, look, we use to say all the time, having the rights, people in the right seats of the bus, right?
• 26:13
  [SPEAKER_02]: Keep your coaches keeping clients happy, delivering a phenomenal result.
• 26:17
  [SPEAKER_02]: staying in that kind of lane with a little bit of understanding of the business's needs, but not tasking them with the responsibility of the sales and some of those other things.
• 26:28
  [SPEAKER_02]: look at your compensation plan, look at your team structure, your staff structure, or charts, all of that type of stuff.
• 26:34
  [SPEAKER_02]: But if you need help with any of this, this is exactly the stuff we talked about in our coaching program springboard.
• 26:40
  [SPEAKER_02]: There's a link in the show notes.
• 26:42
  [SPEAKER_02]: Jump on a call, you and I will dive into your business a little bit deeper and we'll see the programs right for you.
• 26:46
  [SPEAKER_02]: But anything else you want to add for today?
• 26:50
  [SPEAKER_03]: Um, yeah, I think one, one last thing is you want to treat your, your staff, um, you know, you want to create an, an intrepidneurial, um, culture.
• 27:06
  [SPEAKER_03]: And so what I mean by that is like, most coaches are not going to be entrepreneurs, so I'm going to have, you know, my team where it's, it's structured and consistent for them and here's
• 27:20
  [SPEAKER_03]: However, I do want to have opportunities or the door open for opportunities for my staff to make more money if that's something they want to do.
• 27:29
  [SPEAKER_03]: So a very simple example of that is like nutrition coaching.
• 27:33
  [SPEAKER_03]: You probably have somebody on your team that's passionate about nutrition coaching.
• 27:38
  [SPEAKER_03]: Okay, great.
• 27:39
  [SPEAKER_03]: Go sell nutrition.
• 27:40
  [SPEAKER_03]: You oversee create that program and we'll split it with your 50, 50.
• 27:46
  [SPEAKER_03]: Sell it for what you want.
• 27:47
  [SPEAKER_03]: We'll support you in it.
• 27:48
  [SPEAKER_03]: Like, you know, the staff will push clients to you to do that.
• 27:52
  [SPEAKER_03]: And so it's not like go do this outside of the gym.
• 27:56
  [SPEAKER_03]: It's you just now you have 200 clients that you can market this to inside the four walls of our gym.
• 28:02
  [SPEAKER_03]: It's going to benefit us.
• 28:03
  [SPEAKER_03]: It's going to benefit you.
• 28:04
  [SPEAKER_03]: It's going to benefit the clients.
• 28:06
  [SPEAKER_03]: And so it's intrapreneur.
• 28:07
  [SPEAKER_03]: It's inside the gym.
• 28:08
  [SPEAKER_03]: You're inside the business.
• 28:10
  [SPEAKER_03]: You're creating something that's going to benefit us and you.
• 28:14
  [SPEAKER_03]: And so create those environments for your or that culture for your team.
• 28:20
  [SPEAKER_03]: And then, you know, support them in it if they want to do that, I'm not saying stifle their growth.
• 28:26
  [SPEAKER_03]: But know that most of your coaching staff is not going to do that.
• 28:30
  [SPEAKER_03]: You still want to have the opportunity for them for that right person, but you know, also you want to have just understand like there's going to be coaches that are happy showing up training people.
• 28:41
  [SPEAKER_02]: Yeah.
• 28:42
  [SPEAKER_02]: Alright guys, we'll take that, make some changes if you have to, obviously, the goal here is to help you win, until next episode, keep changing lives.
• 28:51
  [SPEAKER_02]: Let's see you next show.
• 28:53
  [SPEAKER_01]: Alright, thanks for listening to another episode of the Built Girl Podcast.
• 28:56
  [SPEAKER_01]: If you want more help growing your business, join our free Facebook group, profit accelerator, helping training gyms grow to $30,000 a month and beyond.
• 29:05
  [SPEAKER_01]: We'd love to see you there, go check out the show notes for the link, and keep building something great, and we'll see you in the next episode.