Episode Transcript
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SPEAKER_03 (00:00):
All right, how's it
going, guys?
I'm Bryce Broom.
I own Service Valley CrossFit inNorth Dakota.
I'm here to teach you guys howto develop your staff so you can
step away from the gym, go onthat vacation, even if it's a
small trip with your friends andfamily, just like I am here in
(00:22):
Georgia.
We're along the Chattahoocheetoday.
Got a nice cup of coffee, andI'm sitting here with Mike,
so...
Let's get it started.
SPEAKER_01 (00:31):
All right, here we
are.
In under two years, Bryce hastaken Sears Valley CrossFit to a
point where he doesn't have tobe there every second.
Like right now, he can takemuch-deserved regular breaks
from his gym to vacation ortrain for the CrossFit Games,
which he's going to compete invery soon.
We'll have the whole Two BrainTeam cheering for him.
If you're interested in a fewdays off, this is the show for
you.
This is Runner Profitable Gym.
(00:51):
I'm your host, Mike Warkenton.
We're going to talk about takingsome time off.
Owner-operator businesses can beprisons.
You're wearing all the hats andyou can't ever take a day off,
or so it seems.
I believe back in the day chriscooper was present for the birth
of a child spent a little bit oftime at the hospital and then
ran out to coach some classes athis gym if you can believe that
other gym owners have similarstories we're going to help you
(01:12):
avoid that kind of stuff todayso how do you escape this the
prison you got to develop yourstaff we're going to get into it
ready bryce
SPEAKER_03 (01:18):
yeah absolutely
let's do it
SPEAKER_01 (01:20):
All right.
So you're on vacation right nowof sorts, even though you're
working with me.
Talk about your current staffsituation.
You know, what does it allow youto do at the gym?
And what we're trying to do hereis figure out what your current
situation is and how you're ableto be right where you are right
now.
SPEAKER_03 (01:34):
Yeah.
So my staff currently, there'stwo individuals where this is
their full-time job.
They do all of the coaching.
They have personal trainingclients and they're both pretty
well-versed in like back-endthings as far as how to do
billing how to set up a profilethings of that nature and then i
(01:54):
have a client success managerwho works about 12 hours every
two weeks i have anothernutrition coach who's very
part-time everything for her isdone on her own accord a couple
hour meetings maybe a monthwithin the gym.
And then I have one part-timecoach who we just brought on
before this trip that is nowstarting to help with our
(02:16):
foundations and will start doingmore classes as needed.
And then I also have a VA thathelps me out.
So the main role of my VA islead nurture.
What I found is as the gymgrows, I just wasn't able to
keep up with lead nurture and mycoaches are doing all the
coaching.
So I didn't want to stack themwith a task they really didn't
want to do.
SPEAKER_01 (02:36):
Okay.
So So the basic summary, if I'mgetting this right, you got two
full timers.
You've got a custom clientsuccess manager, CSM.
We often call that you've got aVA and then you've got a few
part-time people.
Is that accurate?
Yep.
Okay.
And you've done that in lessthan two years or about two
years.
So that's pretty impressive.
Give me the quick rundown ofyour gym.
You're selling CrossFit,obviously.
What kind of size and spacemembers, what have you got going
(02:58):
on at the place?
SPEAKER_03 (02:59):
Yeah.
So we're about 2,400 squarefeet.
We sit around only a hundredmembers.
So we're not like the high tiermembers.
anything that fashion.
But we do a really good job ofis selling.
Yes, we're CrossFit is our breadand butter.
But a lot of our members stacktheir membership with nutrition
or extra personal training.
(03:19):
We also just started our smallgroup classes.
And we call that like our strongmoms class.
So we just we try to niche itjust with that.
And then we have a few semiprivate people as well.
SPEAKER_01 (03:33):
Okay, so that's an
interesting one.
You're obviously selling enoughhigh value ticket high ticket
stuff that you can supportyourself support some full-time
coaches and support the businessthis is interesting because the
other way for me i was like iwas selling low value
memberships like i hadunderpriced my memberships for
so long and i was just desperatefor more and more and more
members all the time so you'vetaken a completely different
(03:54):
approach which is allowing youto do something i could never do
which was take a break so that'sfascinating uh and i love the
fact that you'll be able to dothat so quickly now my startup
staffing plan was do everythingmyself to save money it was I
literally made a business plan.
I know you did too with the helpof Two Brain, but I made my
business plan by myself and mystaffing plan and wages plan was
(04:14):
like, we'll just work for freeand that's how the business will
save money.
It was brutal.
I was struggling for years.
I didn't fix that until I gotworking with Two Brain Mentor.
Talk to me about your startupplan and your vision,
specifically your early visionfor staffing so that you could
take some time off and live.
SPEAKER_03 (04:29):
Yeah, I think I
should caveat this where my
background was I was managing aCrossFit gym at a YMCA.
So I did that for two years.
As I was doing that, there was afew key people where I just kind
of was like, they would bereally good coaches.
Or I just kind of like plantedthat seed while I was there.
(04:49):
Everyone knew that I wanted tostart a gym.
But within my plan was...
yeah, I'm going to be the onecoaching the classes.
It was all that.
And I just asked her name'sEmily.
She's now my main head, likemain coach.
She does majority of theclasses.
And I just asked her, like, haveyou ever thought of like
coaching or working in a gym?
(05:10):
And I probably got the bestanswer.
Any new entrepreneur wanted tohear was, I just want to work
for you.
And I was like, well, sweet.
Awesome.
So during startup, she actually,we called it like the, uh,
internship phase where it wasduring startup.
It was trial by fire for her.
(05:31):
She was doing foundations.
She started classes.
And just kind of through thatprocess, I guided and mentored a
little bit.
But really, she just did areally good job of learning.
I would notice things withinclasses and just pull it aside
afterward and be like, hey, thiswas really good.
This is the next thing that Iwould work on.
For her specifically, it waslike being really quiet.
(05:53):
and not loud enough.
And then after that, I hadanother guy with me.
He wasn't a coach yet.
He was just doing like ourcleaning services.
He's one of my good friends.
So I did tap into my own friendgroup, but I got that through my
old gym and my old job.
(06:13):
And he helped me build the gym.
So I knew that this was alsoimportant to him.
And again, kind of planted thatseed of like, Do you ever think
about being a coach?
And then as we slowly grew and Iwas like, all right, Emily's
taken all the morning classes.
She's a rock star at it.
I don't want to work till 7 p.m.
coaching classes.
(06:34):
And I approached Ethan and I waslike, hey, like, was this
something that you'd want to do?
And again, kind of helped himguide him through that.
That process was a little bitcleaner.
still a little bit trial by firebecause as soon as he started
the reason i hired him was likei knew i needed to leave to go
to portugal to watch my fianceplay soccer so i was like we
(06:56):
need more staff and and thenwhen i left it was like all
righty man here you go obviouslycoached him through a few
classes made sure that the bareminimum could be done and i
wasn't really worried of likeHey, make sure you see every cue
and make sure I knew for both ofthem that that would come.
It was like, that'll eventuallyhappen with reps.
(07:19):
So we grew in that capacitycoaching wise.
And then it was like, well, Ireally want to grow the gym.
I know I can grow the gymprobably while being gone.
but I need help with likecurrent clients.
And that's when I looked into myown community.
Her name's Oriana, bubblypersonality, always cheering
(07:40):
people on in our privateFacebook group, congratulating
them, like tells her own storyreally well.
And just randomly when we were,I think it was like a
Thanksgiving lift off and I'mlike lifting with her and I'm
like, would you ever wanna likework for me?
Just like casually.
And next thing you know, again,she was like, that would be like
(08:03):
one of my dream positions.
It's like marketing and being ina gym that she loves the people
and loves seeing people succeed.
And I was like, cool.
So I just kind of like plantedthat.
And then my other two coacheswere also from within the gym.
She's a chiropractor who's ournutrition coach.
(08:23):
Very caring personality again.
is very professional bothorianna and krista have been in
a profession for multiple yearsemily and ethan were in their
low 20s when i hired them sothat was a little different in
the two processes is two peoplethat definitely need a lot more
mentoring and two people thatwere already like hey you just
(08:45):
need to tell me what to do andi'll do it so that was i think
that was the main differencebetween Experience and
inexperience.
So I was hired some experiencedpeople that as soon as you gave
them a task, they just neededlike an SOP or what needed to be
done.
Okay.
And then lastly, Kayla, she's aphysical therapist.
(09:07):
Hopefully we'll end upsubleasing from our space as
well.
She just started hired, hiredher as a coach.
Again, someone who's been in theprofession of almost like help
first.
So when I go back to, and lookat all these people, they all
have the main characteristicthat I look for is they're not
(09:28):
selfish.
They're always willing to give ahelping hand out.
They're always willing to listenand be empathetic with people
and not just harsh because theyknow life is hard.
And I think when I talk to mystaff, I talk to them in that
manner too.
When I develop them and when Italk to them, it's like, Hey, I
(09:51):
want to know how you're doingfirst before we're even like, we
need to get this, this and thisdone or show the vision.
So that's kind of how Ideveloped.
A lot of it was from within andjust like who I thought just by
speaking with them would be areally good fit for the culture
that I wanted to build.
(10:12):
I knew that that was going to beimportant.
SPEAKER_01 (10:15):
That makes a ton of
sense.
And you've done an awesome jobof picking people.
You're essentially hiring forcharacter and training for
skill.
But in some cases, you foundsome people who had some great
skills and put them in the rightplace.
And then you mentioned mentoringthem to success.
So this is all interesting.
One of the big questions for meI want to ask is, you know, I
was so scared when I opened agym to take responsibility for
someone else's income, right?
(10:35):
I didn't know I was a first-timebusiness owner.
I didn't know what I was doing.
I'm like, I can suffer myself,but I didn't want to put someone
else through that.
You hired some people and youput together a business plan and
so forth.
How did you account for all thisto make sure that you could
sleep at night?
Because I couldn't do it.
SPEAKER_03 (10:49):
Yeah.
To be honest, Mike, beforeopening a gym and just the way I
kind of grew up, I know I don'tneed a lot.
So I know if I was able tosupport a staff that eventually
my income would come.
Now with Two Brain, they werelike, nah, that ain't going to
work.
(11:09):
So I did pay myself first.
And then because we weresuccessful, I sat down with them
and asked them, what is yourfinancial goals?
Where do you want to go?
And for younger people, that'sreally hard.
My younger staff is like, I haveno idea.
But now Emily's getting married.
They're going to probablyeventually want a house.
(11:32):
Now, hey, let's think aboutkids.
Back to the original question.
Within my business plan, I hadmoney set for payroll, where it
was like, this is what I'm goingto pay myself, but also payroll
for staff.
We need to hit this number forme to be able to pay them this
(11:52):
amount and myself.
So just to know that I was,like, comfortable in doing my
due diligence of, like,realistically as a CEO, they're
trusting you to be able to buildthis thing so they can support
their future.
And that's special when someonetrusts you with that.
SPEAKER_01 (12:14):
Well, and you did it
the right way where you worked
with a mentor and you puttogether a business plan and put
this stuff in there.
Because like I said, I hid thosecosts by absorbing them
personally to make my businesslook profitable on paper, but it
wasn't because I was hiding allthe labor costs.
And then when I tried to offloadthe labor costs, you can imagine
what happened.
I started losing money because Iwas paying out money that I
hadn't tried to figure out whereit was coming in.
(12:36):
So all of a sudden my laborcosts spiked, my revenue stayed
the same.
I was in a horrible position.
That's when I called ChrisCooper and said, dude, I'm
losing$5,000 a month.
What do I do?
Right?
But you went the opposite waywhere you sat down, made a
business plan and figure outexactly where, you know, what do
I need to make, set a target toget this for myself, to pay this
for these people, to create thelifestyle I want.
(12:56):
Because like you said, you're,you know, high-end athlete
training for the CrossFit Games.
You've got a fiance who'splaying pro soccer or football
over in Europe and you've got tovisit her from time to time and
you're on vacation.
So like you put together a muchsolid, a much more solid
business plan than I did where Ihid those costs.
And it's fascinating to see howthat's turned out for you
because it took me like eightyears to take time off.
It's taken and you too, or less,and I'm fascinated by that.
(13:17):
Another thing you mentioned thatI thought was really interesting
was I focused on findingcoaches.
You mentioned that you've gotyour people doing administrative
backend stuff like billing,setting up profiles, processing
membership payments, all thatstuff.
I didn't teach anyone how to doany of that.
When did that start happeningfor you?
SPEAKER_03 (13:36):
Yeah, so my main
person that does that is
definitely Emily.
UNKNOWN (13:40):
Mm-hmm.
SPEAKER_03 (13:40):
Honestly, it wasn't
like a set like, hey, let's sit
down and figure this out.
It was the problem came up whereshe was in the position that she
could do it.
And then from that part, Itaught.
So, or she just approaches me aslike, hey, like I have this
member that wanted to add apackage this way early when we
(14:03):
started.
How do I do that?
Okay, let's show her, have herdo it.
Don't just do it for her.
And then that was kind of likehow she was taught.
Now for Kayla, actually afterthis meeting, because she's
still being onboarded, we fasttracked it.
We have a Microsoft team meetingor Google meet And we're going
to go through that process againbecause it came up.
(14:25):
She's getting personal trainingclients and they want to buy it
now.
there's but now they're sendingit to me and it's adding this
layer instead of just having herhey this is my rates this is
what it is when would you liketo start boom boom boom perfect
so now it's part of your uh myonboarding process for sure that
(14:47):
everyone's able to with theirclient start and stop packages
refund invoices send them outand if they don't know then they
know to ask probably emily firstbefore asking me because she's
well versed in it too to wherewhile i'm gone i don't have to
be like okay let me go into kiloreally quick and refund when
(15:08):
it's just like two quits
SPEAKER_01 (15:10):
and that's one of
the key things like i wanted to
ask about that because often youlook as a gym owner to hire
coaches first but that's maybenot the best hire if you really
think about it there's otherstuff that could come before
that i'll ask you this before isay the next part did you do the
value ladder exercise and youmight not have because you put
together a business plan but didyou did you do that exercise
with a mentor
SPEAKER_03 (15:27):
I wouldn't say like
Courtney and I directly did
that.
I'm sure I did at one point oflike, hey, what's our lowest?
Like, what can we pass off?
And what's the things that like,hey, Bryce, you need to do this
for the business to succeed?
I feel like personally, I do agood job on like, yeah, this can
be passed off.
This is not low value becauseit's just like low effort, but
(15:52):
very high priority things.
Right.
that someone else can definitelydo if you just teach them to
where as the CEO and owner, youcan now focus on the things you
want to focus on, whether it'slike building that new program
or developing staff or being abetter leader or going on
vacation.
SPEAKER_01 (16:11):
It doesn't surprise
me because you put together a
business plan and accounted forstaff inside of it.
You had that plan already inplace and hit the ground running
with it.
Whereas a lot of gym owners likeme, we didn't have that.
And so we had to kind ofbackfill things and you start as
an owner operator, you do allthe stuff and wear all the hats.
Listeners, the very quick valueladder exercise principles are
you list every single job thatyou do in the business from
(16:32):
cleaner to CEO level tasks, andyou have them all on a list.
You go beside each one and youput a replacement cost per hour.
So it's like cleaner,$15,bookkeeper,$21, group coach,$25,
personal trainer,$40, whateverit is.
You rank all that stuff.
You put it on a list and thenyou say, how can I buy back time
somewhere here to use that timeto make more money here?
So, it's like easy one.
(16:52):
Hire a cleaner for four hours,cost you$60 or whatever it is.
You take those four hours andyou start doing CEO level tasks
where you are, let's say you'resending a marketing emails and
you're making$70 an hour.
That's an easy win because youpaid$60 for four hours and
you're making$70 an hour,$280.
You do the math.
That's exactly how it works.
And you go through that all theway through your business.
Alongside that, you haveformalization of tasks, roles
(17:15):
and responsibilities, anddelegation processes, and
mentorships.
You're not just tossing peopleand saying, hey, you got the
billing now, and you walk andhang out with Bryce on the
Chattahoochee here.
You actually teach them how todo it.
You do it yourself first,document it, teach them how to
do it, then offload it.
Then you can hang out with Bryceon the riverbank.
Then after that, you come backand see, did anything go wrong?
(17:35):
And if it did, you fix it andhelp them.
If it didn't, you're good.
You move on to the next task.
So this is all to say there is aformalized process for this
stuff.
You don't have to just startflinging roles at people or
hiring people randomly.
There is a very smooth way tobuy back your time.
And it's called the valueladder.
A two-brain mentor can show youexactly how to do that.
So that's the short version ofit.
And again, Bryce didn't have todo all of that because He built
(17:57):
this stuff into his businessplan, but he was very clever and
started working on this businessplan before he even started
opening so that he could do thisproperly and didn't have to
correct as many errors.
SPEAKER_03 (18:06):
Go ahead.
I'd say like the biggest thingmy mentor taught me was like,
The simplistic form is yourcleaner is working from three to
four to clean your gym.
You have two NSIs.
You're paying that cleaner$17.50, maybe$20 to clean for
the hour.
And you do two sales that areboth$500 front-end revenue.
(18:30):
So you just made the gym$1,000instead of cleaning your gym
because you hired someone for assimple as$20.
I mean, that's the simplest waythat I can put that is.
find the lowest thing that takesup probably the most time to
where you replace it withsomething that can make you more
money.
SPEAKER_01 (18:50):
That is the simple
ground level explanation.
But when you're deep in the muckand it's like apocalypse now
right up to your eyeballs it'snot easy to see that because i
was like i gotta clean the thingi gotta fish the broken key out
of the lock i got a wasp nest onthe roof i got like all those
things got in my way and icouldn't see a way to what bryce
just laid out in the simplestpossible fashion but there it is
pay someone twenty dollars anhour so you can make five
(19:12):
hundred dollars an hour orwhatever that those numbers are
for you but that's the exactprinciple it applies everywhere
in business bryce talk to meabout your first the first time
when you took an extended periodaway from the gym like was it
scary did it go well whathappened
SPEAKER_03 (19:25):
yeah it was
definitely scary uh the baby is
in the bath right yeah so i ibelieve i stepped away from the
gym for the first time probablymy first trip to portugal and it
was like a week actually yeah iguess so like my startup i was
(19:47):
doing sales technically in iniceland before we even opened
though so i'm not going to countit Actually, Step Away was
probably like six months afterOpen.
SPEAKER_01 (19:57):
That's still
SPEAKER_03 (19:58):
impressive.
It was like I have two coachesand me.
And I was just like, if any ofthem get sick, now one person's
just doing everything.
And it was really scary.
And I think the best thing youcan do when you first step away
is talk to your staff and...
(20:20):
speak belief into them and thatyou trust them and that they can
get the job done becauseobviously you being there all
the time they're gonna see youas like the crutch and that the
go-to person for everything nowwhen i stepped away it was like
all right we're doing this likeguys i'm on a seven hour time
difference as problems come upyou can message me but i may not
(20:45):
be able to get back to you rightaway so In a sense, I kind of
left them on an island and letthem like learn and learn how to
problem solve if something cameup.
I think that's also important asan owner.
Even managerial stuff is likeyou don't want to be over
seeking them, overlooking themon everything.
(21:06):
It's like at some point you haveto give the power to them and
really like believe in yourstaff.
that they can get it done whileyou're gone because if if you
don't and you talk to them oflike oh do you think you can do
it instead of hey like i knowyou can do this this is the sop
here it is if something comes upjust message me and and we'll
(21:28):
talk it through it wasterrifying like every time i
leave i'm like man what's gonnahappen
SPEAKER_02 (21:34):
yeah
SPEAKER_03 (21:34):
luckily luckily
really nothing big There's
always going to be small thingshere and there.
And, you know, maybe a coachdoesn't show up.
But in the moment, like, whatcan you really do?
Like, all right, I'm going totalk to my coach and we'll lay
down our expectations again,apologize to staff and move
forward.
There's no reason to sulk onanything if while you're gone,
(21:56):
something does happen.
SPEAKER_01 (21:58):
And so that's the
plan that we often refer to with
TrueBrain, the hit by a busplan.
You kind of, you put this stuffin place and you mentor your
staff and you do all thesethings.
And then with the help ofmentor, you decide I'm going to
take some time off.
And maybe you don't like runshirtless with Bryce full of
sangria through the streets ofPortugal, flipping Alfa Romeos
or whatever, like at a soccermatch.
Like maybe you don't do thatfirst, but you take like a
weekend off, right?
(22:18):
You do something like that.
And just- see what happens yougive your staff your cell phone
for emergency use only tell themhere's all the stuff right but
call me if it's like we havesomething's on fire and then you
go away for a weekend and youcome back and see like what went
wrong what went right and itcould be something like basic
that you forgot like you did nottell the cleaner how to get more
soap when the when when therewhen it was out something little
(22:40):
simple like that you fill thatin you backfill into your
processes figure it outreinstall those with that person
it could be something major likeyou know bryce said like some
two people got sick and i didn'thave enough backup then you got
to look at some differentstaffing concerns and things
like that.
But that's the idea is you dothese tests, see what breaks,
fix it.
If you always wait till it'sperfect before you take some
time off, you may never taketime off.
(23:01):
After this, if two days orsomething like that works well,
extend that a little bit.
And eventually, you can workthat up to like longer periods
and so forth.
And there are many two brain gymowners that run their gyms from
afar.
So there are people that rungyms from Florida and they have
them in other locations.
So they're offsite owners.
Other gyms owners work very fewhours supervising their gym and
they do it like in ChrisCooper's golden hour concept
(23:21):
where they crush stuff for anhour a day, move on to other
stuff.
There's all sorts of differentplans.
There are other gym owners whoare much more hands on in the
gym, but do take extendedvacations regularly because they
have all these systems andprocesses in place.
Do not offload stuff and assumeeverything will be fine.
But also, don't worry too much.
Do it properly.
Put the systems in place.
Mentor your staff.
Take some time off.
(23:42):
Then fix the stuff that didn'twork out.
And it's a constant cycle ofimprovement in a business.
And that makes all thedifference in the world.
Bryce, how did a mentor help youdo this?
You talked about it.
You brushed on a few points.
But working with Courtney, whatare some specific things that
she did to give you some realsupport here to help you get to
a place where you can takeregular vacations?
SPEAKER_03 (24:01):
Man.
I mean, that's a good one.
I mean, uh, Courtney has beenlike super instrumental for me.
Like even if I get like a littleemotional about it, but really
she like put the belief in methat I'm like, I'm like doing
it, you know?
And that, and that like, I notlike deserve, but like you
(24:24):
earned the right to go and leavebecause of all the hard work
you've put in.
So that's one of like, not evenjust like, business side, but as
a personal side of like, helpingme just believe in self was
like, huge.
Like, hey, Bryce, you're doingit right.
Now from like, analytical side,it was we're looking at numbers,
(24:46):
we're making sure that we havethe right amount, like top end
revenue, we're looking at all ofour expenses.
And then I mostly just do like,check ins with her.
So like, while I was inMinnesota, my truck broke down.
And it was just like, crap can Ido this like I need to get back
home can I buy a truck right nowand I just called her real quick
(25:08):
I'm just like well what do thenumbers say it's like yeah they
say that I can't and so I'vedone that for my trips as well
of like
SPEAKER_02 (25:17):
right
SPEAKER_03 (25:18):
hey like I want to
go on a trip in three months or
I want to every other weekend gohere what do the numbers say
like Is your staff in a goodposition for setup for success?
Yes.
Is the money there and you wantto go do it?
Yes.
Okay.
Then why not go do it?
And now I say all this, right?
(25:40):
Where you, as a gym owner, youcan make pretty dang good money.
You could pay your staff reallywell.
Because of my lifestyledecisions, there's also been
other things that have to take abackseat, whether it be your
investments or I've wanted tobuy my first home.
That's got to be put on the backseat because right now, my
current life, I want to travel.
(26:03):
And those are decisions that youalso have to be okay with after
you get out of the muck of, man,I'm not the only one in the gym.
I've got great things.
I want to go do this thing.
Now it's a little lifeassessment of like, what's
really important to me rightnow?
For me, that's going to see myfiance and training for the
CrossFit Games and needing totravel.
(26:24):
For others, that might be I wantto go on a camping trip with all
my kids and, or go fishing.
And that fills your cup too.
Some people need a week.
Other people need a day, butreally those lifestyle decisions
help you be a better CEO andleader for your staff and to
develop your staff in myopinion.
(26:45):
So that would be my two cents onthat as well as like, there is
some give and take when you whenyou leave or go spend money on,
on these trips, it's not, it'snot like it's an endless flow of
cash and you can do everythingunless you're in that position.
And that's awesome.
SPEAKER_01 (27:00):
But that's, I mean,
what I'm hearing from you is
that Courtney gave youessentially permission to like
step back from the businessbecause sometimes it takes that
object.
And I didn't have this at thetime, but it takes an objective
person to say, Bryce,everything's okay.
We've done all these things.
We've ticked all these boxesfrom an outside perspective.
You can take a week off, dude.
And that's the emotional sideof, know saying give me
(27:21):
permission and then holding youaccountable for did you book
that trip you know that is thatside but then the other side of
that because you can't just dothat and and hope everything's
great the other side of that isthe analytical here are the
numbers that back up what i'msaying emotionally right giving
you permission to go but this isthe cash flow this is the books
this is the quarter this is yourannual report everything here
says you can do it and you saidexactly that can i buy this
(27:43):
truck yes can i take this tripyes if the numbers add up then
it's okay.
And that's the whole systemthere is that, you know,
permission and support, also theaccountability and the data
because two brain systems alwaysrun on data.
And it's not just enough to say,woo woo, Bryce, take a week off
and the gym burns down.
Like it's, you got to have thebackend stuff for that as well.
So I know you've got meetingscoming up and I know you've got
a bunch of stuff to do onvacation here.
(28:03):
So I'm going to wrap this up.
I'll ask you, gym owner is outthere right now.
They are listening to you andthey're in the muck right now.
And they're just saying like, Icould never take a day off.
I could never do what Bryce isdoing.
What is your advice to thatperson?
SPEAKER_03 (28:16):
Well, first I would
say book a call with Two Brain.
Find you a mentor thatunderstands the situation,
whatever situation you're in.
Don't overstress about it.
Believe in yourself and yourcapabilities as a leader and CEO
that you can develop individualsand create a culture that is a
(28:43):
culture that you are proud of.
And then once you develop theculture and that own trust in
that you're capable, just startdeveloping that stuff.
It's little bit by little.
Okay, this came up.
Okay, this is how you do that.
Write it down on a piece ofpaper, put it in a chat GPT,
(29:03):
create an SOP.
Awesome, that's done.
That's a minor step into abigger goal we want.
So I would say get a mentor,create the culture and know what
culture you want to bring,whether it's a help first or if
you're in like a athleticdevelopment gym, maybe you want
(29:23):
more like rah-rah, get after ittype coaches, then create that
and understand that Not everyonewill fit into that mold, but you
also have to fit those peopleinto the right places.
Right?
So with Emily, she was also anutrition coach.
She didn't like it.
Then we took her out of thatrole to a spot where we knew she
(29:45):
could be successful.
And, uh, biggest thing is justlike, don't give up on it
because you're capable and thatyou have the skillset to be
successful.
And you need to believe thatfirst before you can move
forward.
SPEAKER_01 (30:03):
There's your
summary.
Bryce, where can people cheerfor you at the CrossFit Games?
Is the team name going to beService Valley CrossFit?
SPEAKER_03 (30:09):
No.
So I'm underneath Training ThinkTank.
They're based out of Roswell,Georgia.
But Training Think Tank, TeamCrossFit Games, August 1st
through the 3rd.
Hopefully they stream it.
We'll find out.
SPEAKER_01 (30:21):
We'll be watching
for you.
And if you are now a Bryce Broomfan, that's how you can follow
him at the CrossFit Games.
Bryce, thanks so much for takingtime out of your vacation to do
this.
Best of luck at the games.
And we'll circle back with yousoon enough.
SPEAKER_03 (30:32):
Awesome.
Thank you so much, Mike.
I appreciate it.
SPEAKER_01 (30:35):
This is Run a
Profitable Gym.
Thank you for listening.
I'm Mike Workenden.
Please hit subscribe whereveryou are for more episodes just
like this.
And now here's TrueBrain founderChris Cooper with a final
SPEAKER_00 (30:43):
message.
Hey, it's Two Brain founderChris Cooper with a quick note.
We created the Gym Owners UnitedFacebook group to help you run a
profitable gym.
Thousands of gym owners justlike you have already joined.
In the group, we share soundadvice about the business of
fitness every day.
I answer questions, I run freewebinars, and I give away all
kinds of great resources to helpyou grow your gym.
(31:06):
I'd love to have you in thatgroup.
It's Gym Owners United onFacebook or go to
gymownersunited.com to join.
Do it today.
Hey!