This week I have had nearly a dozen Zoom calls with members of our mastermind to help them grow their gyms. Most of the time when someone first joins the group, they are looking for a “quick fix” secret to get clients in the door fast.
Now, while I do reserve a few such gems to help gym owners “ring the register” and get a quick boost in leads…
THERE IS NO QUICK FIX!!!
NO MAGIC PILL!!!
NO FREE LUNCH!!!
There are three areas in most gym businesses where I consistently see a lack of attention:
VISION – In one of my resent emails “GO TEAM” I spoke about how having a clearly defined PURPOSE is what really drives people to greatness. Nobody likes to show up to a job every day with no direction, no idea where the company is going, and no real goals in sight. Vision is the ideological backbone of your company. The most important part of your company vision plan are:
- Core Values: What do you believe in and what do you stand for? Pick three to five company core values and define what they mean to your business from both a client and an employee perspective.
- Mission Statement: This is the driving overarching goal and motto you and everyone in your company stands for. People love a mission that empowers them while helping others.
- Target Market: Who are you marketing your services to? In our podcast “Finding Your Ideal Client” I spoke about the need to clearly identify exactly who your going to focus 80% of your time, energy, and money marketing to.
- Three Uniques: What are three things that make your company unique? How do you stand out? List three things that you can explain in a sentence that are clear differentiation between your company and your competition. This will become critical for your sales and marketing processes.
SYSTEMS – Systems are the processes that run your gym. They only way to have real freedom within your schedule is for all your core processes to be identified and documented. That way they can be taught to everyone, followed by everyone, and consistently repeatable. This is what we call Operational Freedom. Here is a three-step process toward gaining Operational Freedom:
- Identify – Every gym has a few “core” processes. Spend a few days looking at your business with a 30,000ft approach. What are the processes that run the gym? On-Boarding? Coaching? Follow Up? These are just a few... Look for areas or issues that keep coming up in team meetings or from client complaints. This might give clues to a process that needs to be better documented and discussed.
- Document – Write out the process in its ideal “best case scenario” form. Imagine that the process was done perfect and write it out that way. Make it short, to the point, and concise. Generally, we try to create a one-page process document for each core process.
- Train It – For any core process to become a system that everyone understands and follows it must be trained regularly. Each core process should be reviewed to some degree at least once per quarter. An example of something we do here at Varsity House is a quarterly sales review. Here we review all the sales processes: offerings, schedules, sales scripts, mock sales, and a variety of common scenarios.
PEOPLE – Your employees are your most important clients. Take care of them, teach them, inspire them as you would your highest paying client. WHY? Because happy employees perform better, stay longer, and treat your clients better. It's a Win-Win! I spend the majority of my time these days working on my people. Here are few tools I use for getting the most out of my people.
- Role & Accountability Sheet – On one sheet of paper you should be able to create a description of the MAIN function of any role within your organization. This should include the main duties, reporting structure, and any personal accountability that goes along with it. An example of accountability for a coach might be to have all their lesson plans for the upcoming week done by Friday. Accountability should also be measurable for review. In many cases if an employee is under-performing the underlying reason was a clear lack of direction and accountability.
- Quarterly Conversations – As a leader you must lead. Things that might seem intuitive to you, might not be so clear to an employee. The quarterly conversation is a casual 30-60min meeting that should be done off-site over coffee or lunch and is designed to NOT be a review or formal meeting. It’s a way for you to connect with your people on a deeper level. Get to know them, win their trust, show them you are here to help, not be a dictator.
- Yearly Reviews – The yearly review is a formal performance review. This should be a well thought out meeting. It should have clear objectives for improvement, a reset of the net years duties, new or revamped accountability, and of course acknowledgment of the great work that employee has done for you. I want my people leaving their yearly review feeling empowered, having more clarity, and excited about another great year of working for your company.
Get these three areas squared away and watch your culture, your freedom, and your wallet transform. In the end, a big part of being a small business owner is the ability to create, lead, and inspire. But it will ALWAYS require a lot of work!
- Coach Joe
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