May 12, 2025 • 25 mins
Staffing is the biggest and most important investment you'll ever make in your gym. Get it right and your business grows. Get it wrong and everything stalls.
Today, Chris Cooper unpacks the seven deadly staffing sins that create chaos, kill growth and keep gym owners chained to day-to-day operations.
From hiring out of desperation to keeping people too long, each staffing mistake is pulled from real conversations with gym owners who’ve felt the consequences.
You’ll probably recognize a few of these mistakes in your own business. You might even realize you’re committing all seven sins.
Coop's got absolution and solutions for you. Tune in to hear how top-performing gyms build strong, reliable teams, then take action to do the same.
To get the full guide, join Gym Owners United via the link below.
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2:22 - Lack of clarity and defined roles
7:06 - Over-incentivizing and promoting
13:08 - Hiring in desperation
16:55 - Keeping people too long
19:30 - Abdicating instead of delegating
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
Hey, I am Chris Cooper. This is Run a
Profitable Gym, and today I'mgonna share the seven deadly
sins of staffing. Look, I'veowned a gym for 20 years,
. In that time, I havemade every mistake there is to
make with my staff. But afterworking with over 2,500 gyms
worldwide through two brainbusiness, I know that I'm not
alone, that the same staffingmistakes get made over and over
(00:24):
and over. So I took the sevenmost common sins of staffing
from our private group for ourclients, and from our public
group gym owners united.com,and I listed them on the next
couple of pages of this guide,I'm gonna share this guide with
you in a moment. If you want acopy, all you've gotta do is go
to gym owners united.com , sendme a message, or you'll see the
(00:46):
post and request it from me.
Unfortunately, the Facebookalgorithm means that I can't
just look for people who wantit and hand it to you. You have
to actually send me a DM now,but while you probably haven't
made every mistake that's inthis guide, I'm betting that
you've made at least one andthis guide is gonna be super
useful to you to tell you howto solve it. Solving staffing
mistakes is one of the hardestthings that you're gonna have
(01:08):
to do, but the reality is thatyou have to do it for the good
of your gym, for the good ofyour family, and your income
for the good, of your peace ofmind, and for the good of your
community. I'm gonna sharestories from these gyms so that
you can really relate to whatthe problem is and how the
problem was solved. But I'm notgonna reveal the actual gym
that brought the story up. Now,I told you that you could join
(01:30):
this conversation. You couldget this guy to Gym Owners
United. That's our free group.
Any gym owner can join it, gymowners united.com. And if you
want some help with a mentor innavigating this change, you
could book a free call byclicking a link below this
video. Now what I wanna do hereis I want to go through each of
the big sins of staffing foryou so that you can get a
(01:51):
handle on like what the actualproblem is and the impact that
that problem creates. But thenI want to tell you a little
story about how this looks inpractice, because your
situation might be a little bitdifferent. And then I'm gonna
tell you how you solve it. I'llwarn you, none of these
solutions are super duper easywhen you're dealing with
humans. There's a little bit ofchange required and there's
always a best way to do things.
(02:12):
So the best thing that you cando here is talk to a mentor
about actually making thesechanges in your gym. Alright ,
here we go. Uh , you , you'vegot my confession here already.
So number one is no predefinedroles and tasks. Uh , this gym
owner said, I hired a guy whoseemed like a great candidate.
He was a great coach, he was anamazing athlete. He had some
(02:32):
really legit weightliftingskills. He was also a really
good buddy of mine, so I wasreally surprised when he showed
up late or looked like he hadjust rolled out of bed
sometimes, and he didn't bookclients in for their PT
sessions on time, didn't followup with them . Sometimes his
group clients were supertechnical instead of covering
one point and then getting in agood workout. And so they
(02:53):
weren't any fun. And I think alot of us have been in this
exact spot. We've, we've gotthe staff who are great people,
but they can't read our minds.
And so what you need to do iswrite out roles and
responsibilities for the job inadvance. So for example, here
are the 10 steps that youfollow in a personal training
program. Here's the 10 stepsthat you follow when you're
(03:13):
running a group. And then youwanna run it out, like write it
out step by step by step sothat, that your coaches have a
template to follow. Now we callthis , uh, freedom within a
framework. So the framework is,here's exactly what you do. You
start precisely on time. Youhave a, you know, two to three
minutes of banter and you know,light conversation. You do a
(03:34):
general warmup for 10 minutes,whatever. Okay? You can set
that template. Within thattemplate though they do have
some freedom. So they might ,um, you know, have lots and
lots of energy they might beexplaining, but you stop , uh,
all this individual variationand complexity and chaos in
your business by giving themthis framework to follow. And
(03:54):
the strict stricter thatframework is, the more freedom
you actually create for thembecause they're not guessing
and usually guessing wrong.
Remember, your staff can't readyour mind. You have to tell
them exactly what to do. If youwant them to do it the way that
you want it done, make itsimple. Simplicity, scales,
complexity doesn't, complexitymeans you've got 10 coaches
each doing things a completelydifferent way. You've got chaos
(04:18):
and you've gotta sort this outbefore you can grow your gym.
The second is clarity. And I'mhitting this one again, kind of
because this gym owner broughtup this problem. I hired this
guy who seemed like a goodcandidate, but he had no
presence in class. Uh, he wastoo quiet, he was too passive.
I brought this up to him acouple times that I wanted him
to get louder, get moreenthusiastic, and sometimes I
(04:39):
was just hinting I wasn't beingclear enough. And so I would
send out emails to all my staffand I would run these staff
meetings. I would run thesecoaching clinics and you know,
the people who didn't reallyneed to hear it we're like,
what am I doing here? I I havegood presence. You know, I do
all this stuff already, butthis guy didn't. And after a
year things weren't getting anybetter so I didn't keep him.
(05:00):
And so finally I addressed itwith him and said like, Hey,
we're not gonna keep you. Youhave no presence. And he was
shocked. He thought he wasdoing absolutely fine. He
thought that he was close to apromotion, but he was actually
at the other end of thespectrum close to getting
fired. And then on his way out,and because he was caught off
guard, he was embarrassed. Hereacted emotionally, he spoke
up on social media and allkinds of stuff. Here's how you
(05:22):
avoid that problem because wehave this misperception that
staff know exactly how they'redoing. The reality is they
usually don't. And so we haveto give them clarity. And that
means setting up quarterlyevaluations with your coaches
in advance. They should beone-on-one. They should feel
like a career roadmap . Likewhere do you wanna go in your
career? And then you say,here's where we're starting
from. You pull up theevaluation and you go through
(05:45):
it. They should know exactlywhat's on that evaluation in
advance. Our job here is not tomake them feel dumb, not to
tell 'em how bad they are. It'sto say, here's the goal, here's
exactly where you are. So youhave to give 'em that
evaluation in advance.
Personally, I really recommendsetting these appointments a
year in advance too, because ifyou don't and you make an
(06:06):
evaluation appointment withsomebody, when you're mad at
them, they are gonna know andthey're gonna come into that
evaluation. Defensive,emotional, you are gonna be
emotional, you're gonna be mad.
The first time I ever did this,I didn't sleep the night
before. I was like sick to mystomach. I hate confrontation.
And the coach knew that he haddone something wrong, so he was
coming in with his backup.
(06:28):
Instead, you need to be settingthese appointments in advance
so that the, the coach knowsthat they're coming. They
aren't emotional about it. Theyknow that they're gonna hear
good news. They know they'realso gonna hear constructive
feedback, and they know thatyou're gonna measure their
progress. That's really whatthis is all about. And it's
like applying the prescriptivemodel to your staff. When you
give them this kind of clarity,they know exactly where they
(06:49):
stand and exactly how they canimprove their standing. When
you don't, they have to guessand they're gonna ruminate,
they're gonna stress,eventually they're gonna quit.
Okay, so here's exactly whatyou do. Here's exactly what you
say in this guide. If you wantit, just send me a DM on
Facebook and I'll get it toyou. Step three is the golden
ticket. And oh man , I, I knowwe're all super duper guilty of
(07:12):
this one. This person said, Ihad an amazing coach and I went
overboard for him. I did somany extras. We did this
fundraiser when his mom gotcancer. Um , I helped him build
his deck. I went to his house.
I covered a bunch of times whenhe couldn't make a class. You
know, I made extra leeway forhim. I , uh, made, you know,
exceptions to the rules forhim. Um, I switched him out of
(07:33):
like paying him into a salarywhen he needed to buy a car. We
even talked about getting himequity in the gym. I did
everything to help this guy andhe still quit and opened a gym
down the road. Why does it seemlike the people you do extras
for never appreciate it. Here'sthe solution. Stop keeping
score. I know a few years agothere was a popular business
(07:54):
book about like the emotionalbank account and how you're
putting chips into theemotional bank account. That's
bs. Nobody is running off yourscoreboard. You might be
tracking all the little favors,the exceptions, the times you
help them out, the , the goldentickets that you've given them
, right? Like I gave that guythe winning lottery ticket.
They are not counting, at leastthey're not counting on the
(08:16):
same scoreboard. And so youneed to stop keeping score.
What their scoreboard reflectsis they're lucky to have me.
This business would fall apartwithout me. They need me and
they're doing these things tokeep me. They think like at
best you're even and at worstthat you owe them something,
right? So how do you get aroundthis? You host, you hold these
(08:38):
quarterly career roadmapmeetings, you say, what do you
want now? And you write theplan to get them there, okay?
Use math, not emotion. Mentorthe person. Be clear with them.
As I said earlier, don't do thejob for them. And remember, not
everybody should be or wants tobe an entrepreneur. Most of
your staff don't. Some mightthink they do, but they
actually don't when they getout. The best way that you keep
(09:00):
them is that you make a betteropportunity on your platform
than they could make forthemselves. Remember,
entrepreneurship is hard. Likedo you really want your staff
to have to go through what youand I have gone through? You
know, you can hand them agolden opportunity, but if they
don't take it, remember likethat's on them. And, and don't
keep giving them goldenopportunities or making
exceptions for them . And this,this fourth sin is really
(09:22):
related. It's over promotion .
It's not the same though. Sothis is when you take somebody
who's amazing at one thing andthen you promote them and
you've taken them outta theirzone of competence where
they're uncomfortable andthey're gonna fail. And then
what you've, you've lost, youknow, a great coach and you've
lost a , a manager. So here'swhat the story was. I had this
(09:44):
amazing coach. She wanted moremoney, so I promoted her to
general manager, okay? Again,like you're doing this person a
favor, you're giving them thegolden ticket. I couldn't
really afford to make them gm,but I figured that if she took
over managing the gym andcollecting money and leading
the trainers and doing themarketing, like all the stuff I
don't like, then I could use mytime to do the stuff that I do
like better. I could buy myselftime to do what I like more.
(10:07):
Makes sense, I get thetemptation. But unfortunately,
this coach was a horriblecommunicator. She was a pretty
disorganized, the staff neverrespected her and it ended
badly. And in the end, I lost areally great coach. I lost a
lot of time, I lost a lot ofmoney, I gained some sleepless
nights and almost a staffmutiny. Here's the key. Often
(10:29):
we create these opportunitiesfor ourselves and we're
thrilled to be successful. Andwe wanna share that with
people, right? Like, I don'tknow a gym owner who isn't
generous and doesn't wanna givetheir friends a job, they want
their friends around, they wanttheir friends to be grateful to
them. And so they do them thishuge favor and they give 'em a
job. The problem is that we'resort of subconsciously trying
to buy their friendship orimprove our relationship by
(10:51):
giving them something and theymight be bad at it. Well, what
happens if they're bad at it?
This is so common that it has aname. It's called the Peter
Principle. Basically we promotepeople to the level of their
incompetence and they weresurprised when they do badly
and we're really disappointedand they're frustrated and
they're disappointed. And nowit's this big emotional
breakup. The alternative isthat, you know, they're bad.
(11:14):
They know they're bad, but youdon't wanna fire them. They
don't wanna be fired. And soyou keep them in the job
forever. You know, there's thisgreat quote from one of our
summit events where somebodyasked the speaker, Hey, what if
I train somebody really well?
And then they leave and, and heturned it around and said,
well, what if you don't trainthem? And they stay like,
that's worse. It's worse toactually keep somebody who's
(11:34):
bad at a job in that job. So ifyou really need a gm, which I
doubt for most micro gyms, goback to the first thing that I
talked about and that is like,write up a set of expectations
for the GM role, okay? Pretendthat you're gonna hire somebody
that you don't know and youwrite it all down. Then you
advertise this job among yourstaff. You don't just walk up
(11:57):
to the, to the staff person andsay, here's the golden ticket,
I'm gonna make you the gm. Youoffer it to your staff. Does
anybody want to apply for this?
Here's the set of expectations.
Does that appeal to you? Youdon't say like, who wants a
full-time job? Who wants toearn more money? Okay, it's who
wants to do this role? Ifsomebody is like, Hey, I really
wanna work here, I wanna makemore money, but I'm not sure
that I'm ready for that role,don't worry. We'll work on
(12:19):
making other opportunities foryou. And if you do hire
somebody and you're like, Idon't know, even if you're
confident that they're gonna dothat job, what I would
recommend is a three monthtrial period and an evaluation
at the end of the three monthsand you say to the , to the
person, Hey, look, you're sucha great coach. If this doesn't
work out, I don't wanna loseyou as a coach. So in three
(12:41):
months we're gonna gettogether, we're gonna talk
about the progress you've made.
You're gonna say whether youlike the job, I'm gonna say
whether I think this is a goodfit for you right now, or if
something else might be better.
And if this isn't working inthree months, we'll go back to
the relationship we have nowdeal. And that's what you're
basically gonna do. Okay? SoI've got all this written up in
the guide. Again, if you wantthis guide, you don't have to
(13:02):
record this video and watch iton half speed or take
screenshots. You can just askme for it on Facebook. Sin
number five is hiring anddesperation. And boy man, I've
been here. As I said, like I'mguilty of all seven of these
and you probably are of a few.
Um, so this, this came up fromsomebody that was two Brain and
they said that they weregetting buried, they were
(13:24):
getting burned out. The extrawork, the stress of changing
the overwhelm meant that theyweren't doing the work in the
two Brain Mentorship course. Bythe way, if somebody ever says,
I didn't get great results fromtwo Brain mentorship, it's
because they didn't do thework. Like I can say that 100%
of the time, I can walk up tosomebody on the street making
that claim and say, why didn'tyou do the work? And they will
(13:44):
tell me when people do thework, we know it works. But
people, when you come intomentorship, like you're buried
and that's why we chop the workup into tiny steps so that you
can do a little bit every dayand make incremental ongoing
progress. Okay, so listen tothe problem this person had. I
was getting so many newclients, right? And like
everybody's gonna say that's agood problem to have, but any
(14:06):
problem is not a good problem.
They said that they couldn'tkeep working on their business
because they wanted to coachtoo often. So they had this
staff person who wanted to taketheir CrossFit level one.
Obviously this is a CrossFitgym. And the owner thought,
perfect, I even paid for 'em totake it. I was just so
grateful. He was a good athleteand he seemed like a positive
personality. But pretty soon hestarted bailing on shifts
(14:27):
because he had this day job, hewasn't patient with newcomers.
And then he started sayingstuff like, I just want to
train the athletes. Well, I hadto tell him that that wasn't
most of our clients. And thensometimes he'd go train at
other gyms and poached postselfies and rave about how
great that other gym was. Uh,he never bragged about our gym
online. Finally, he just keptsaying he was too busy and I
(14:49):
just took him off the schedule.
I wasted a lot of time that Ididn't have and now I was even
more buried. So the solution tothis is that you need to always
be hiring. You need to have astaff pipeline, just like you
have a client pipeline or evena staff funnel. If it helps you
to think about it that way,twice a year, you wanna run ,
uh, what we call an advancedtheory course. And all this is,
(15:11):
is just a test of the waters tosee who among your , your
clientele might wanna coachsomeday . So an advanced theory
course is just like an advancedcourse for your clients to
learn more about the theory andpractice some public speaking
skills and maybe read someextra books. And this might be
four weeks, six weeks, eightweeks long, they meet up on
Saturday, you give them somehomework assignments, they
(15:33):
learn about training, they geta lot out of it, they love it.
The CrossFit level one actuallystarted out this way. Um, Greg
Glassman was just making kindof an advanced course for some
of his clients who wanted toknow more about the rationale
behind the programming andexplain it. And it eventually
became kind of like thecertification for all CrossFit
trainers. So , um, we do thistwice a year. What you're
(15:55):
really looking for though, Imean you're gonna put out a
great course, they're gonna geta lot out of it, but what
you're looking for are peoplewho wanna dive deep, they wanna
have knowledge, but they canshow up with enthusiasm every
Saturday. If you have those twothings, you don't need a lot of
technical expertise. You don'tneed them to know how to coach
anybody. You've got enthusiasmand you've got attendance on
(16:15):
time, you're good. So if yourun this program and there is
somebody who might make a goodcandidate to be a coach, then
you can approach them after theprogram is done. You don't
wanna set the expectation thatdoing this advanced theory
course is gonna lead to a job.
What it's gonna lead to is moreknowledge, appreciation and
maybe better results at thegym. That's it. And then of
course, you know, you cansidebar with somebody after the
(16:36):
course is done. You also wantto usually probably have , uh,
a uh , an ad running on Indeedor Barbell Jobs or somewhere
else. If you are in a bigmetropolitan area with a lot of
staff turnover like New YorkCity, la, you probably wanna
keep those ads running and havea staffing funnel going all the
time. Syn number six is keepingpeople too long. Look, I'm just
(16:59):
gonna read what this personsaid. I've been there. I can
relate. I'm sure you can too .
They said, I started the gymwith one other trainer. I own
the company so I took all therisk, but he was paid well
right outta the gate. He waspaid, I'm sure before the owner
was paid. At first he reallyloved it. But as I grew, I made
changes that he didn't alwayslike. And after a few years of
this, he was just burned out.
(17:20):
Everybody around him noticedit, but I kind of put the
blinders on and pretended notto notice. I tried to help him.
I paid for his vacation, I sethim up with a mentor, but his
attitude was what was stoppinghim. And I kept just saying to
myself, one more chance. It'snot a good time. But he
couldn't get anything donebecause he was just done with
the business. And so I finallyhad the big talk with him. He
(17:41):
was actually relieved. And assoon as he was gone, clients
started coming up andmentioning other stuff, right?
The other stuff that I didn'tknow about , uh, that he was
yelling at people, I had noidea. And if I had known, I
would've removed him sooner.
But how can I trust myself tohire somebody knowing that this
might help again? And the thesolution here is that you stop
trying to read people's minds.
(18:02):
You stop projecting what youthink that coach wants onto
them. So instead of thinkinglike that coach doesn't wanna
be fired or that coach willnever get another job without
me, or that coach, you know,really relies on me to feed his
family, you need to ask. And soyou need to do a career roadmap
session and ask people everyquarter, what do you want? Now,
quite often they'll tell you ifthey're unhappy and you can
(18:24):
work on a , a smoothoffboarding process before
things escalate and get really,really terrible. Um, sometimes
you know you need to do otherthings too. And if you tell
people how they can improve,they will. Sometimes you tell
'em how to improve and theydon't. But now it's clear to
both of you that it's time forthem to go. And this is how you
decide like when somebodyshould exit. It's very rare
(18:47):
that you keep staff forever.
I'll say that it's happeningmore and more often now, but
the reality is that the fitnessindustry does have a high
degree of churn . People areslow to realize like, Hey, I'm
gonna be coaching at 6:00 AMand I'm gonna be coaching at
8:00 PM because that's whenclients can come. It's not a
nine to five . And sometimesthey just realize it's not for
(19:08):
them. And that's fine, right?
It's fine for you, it's finefor them. But keeping them
after that realization hashappened is bad for everybody.
It's bad for the client, it'sbad for the business, it's bad
for you, your mental health.
It's bad for the coach, theirmental health too. So as soon
as you realize that this isn'tgonna work out long term , you
should plan to offboard them inthe short term . The seventh is
(19:31):
abdication . Okay, so, oh boy,this person said, I bought
another gym across town. Andsurprise, surprise, the reason
it was going outta business wasbecause it had a lot of
problems and I didn't realizeit had this many problems when
I bought it so soon that Jimwas taking up all of my time
and emotional bandwidth. And soI just said, I can't do this. I
put a woman in charge of staffscheduling and billing and
(19:54):
social media posting and leadnurture and no sweat intros,
basically a manager job. Andthings seemed to be going well
at first. Um, she was evenworking with her own mentor
that I set up through Two Brain. But after a few months I
noticed that my metrics weregetting worse. They were going
south, she always had a reason,but things kept getting worse.
And then the staff startedquitting and they were polite,
(20:15):
but they always had a reason.
And I started gettingsuspicious. One day I went into
the gym and there were clientseverywhere doing their own
thing. She was out back on inher van on the phone and I
started digging into things andfinding all kinds of problems.
Staff didn't respect her. Shewas never there. Phone calls
weren't getting returned,emails weren't getting
(20:35):
returned. She wasn't evenfollowing my processes. And she
had been lying to her mentorabout the work that she was
getting done. The gym was ashambles. It wasn't even clean.
So I had to fire her. And thatmeant working 70 hour weeks to
fix two gyms at once. Myexisting gym and this one that
I bought, I thought aboutselling it or just closing it
in the end, I dug in and fixedit, but I never wanna put
(20:56):
somebody else in charge again.
And so now I've got two jobsand it's unsustainable. The
solution is to mentor yourstaff. This is different from
micromanaging them. You wannado all of the pre previous
things that I've told you inthis episode. You wanna have
roles and tasks. You wanna havechecklists, you wanna have
evaluations, you wanna havecareer roadmaps. You don't
(21:17):
wanna read their mind. Youwanna ask them questions. But
all told, this is whatmentorship is all about. You
need to uh, tell them what youwant. Paint a clear picture,
lay out the steps to get there.
Ask them to tell you whenthey've made progress or when
they've been stopped. Then youneed to objectively audit their
progress and give themfeedback. It's not really
(21:38):
management, it's mentorship.
Management is they can't do it.
I'm gonna do it for them.
Management is, I can't trust'em to run a class. I'm gonna
show up and look over theirshoulder. Management is not
telling them how to clean thebathrooms properly, but getting
mad when they don't do it theway that you would want it
done. That's micromanagement.
None of us signed up to bemanagers. That's kind of the
(21:59):
hidden secret of owning anybusiness is that you have to
manage other people as much aswe wish that wasn't true, it is
true, but the key is your ownmindset. You need to switch
from, I need to manage thatperson, control what they do
to, I need to mentor thatperson so they know how to do
well by themselves. Especiallyif you're going to
multi-location, you cannot bein two places at once. You
(22:22):
really can't manage two staff.
You have to have somebodythat's really in charge. You
know when the roof startsleaking to to call the roofer
and you have to mentor them tosuccess. My mistake personally
was abdication. I put somebodyin place, I hired them and
said, okay, you're good. You'regetting paid. I'm out. I'm
gone. I'm gonna go work on thisother thing. You know, I did
(22:45):
that when I started working forCrossFit Inc . I did it when I
started working for 3, 2, 1,go. And I did it when I founded
Two Brain Again. And everysingle time the manager failed
because I put them in aposition where they couldn't
possibly succeed. And so someof the managers didn't wanna
bug me 'cause they knew I wasbusy or they were scared of
getting in trouble. So theywould hide things. They would
get on a call with their mentorand they would like cry for the
(23:08):
hour or they would get on holdwith Zen Planner and sit there
for three hours instead ofactually like solving the
problem. And the fault is mine.
I wasn't mentoring them. Andthat's the key here. So look,
there's more sins than this tohiring staff. There's so many
mistakes that you can make.
Every mistake that I've evermade with staff has cost me a
(23:28):
hundred thousand dollarsbecause I didn't set them up
for success. I didn't mentorthem and then I didn't correct
it when things were goingwrong. Or at least correct it
soon enough. Staffing is thebiggest and most important
investment you'll ever makebecause staffing is what gets
you leverage in your business.
Once you've got a workingwell-defined model, you hire
staff to run that model, not tocreate their own ways of doing
(23:50):
things, not to create their ownsystem for cleaning or their
own checklist for running aclass, not doing it their own
way because you've alreadysolved those problems for them
. The key is teaching them howto run your model, giving them
feedback on how well they'redoing at running your model,
and then replacing them whenthey're not running your model
(24:10):
and they're doing some theirown model, their own thing,
right? That's chaos. Yourbusiness can't scale with
chaos. But fixing theseproblems is a challenge because
we're dealing with humans.
We're often dealing with ourfriends. That's where a mentor
comes in to guide you throughthat, as well as can be when
you know that you have to makea change. That's what a mentor
(24:31):
business coach is there for, isto help you through that
change. I've just given you theknowledge on what's probably
going wrong in your business.
If you find yourself going, oh, or Coop , you're so right,
or, oh man, that's me, or Whatare you talking about? I hate
you. That's understandable.
This is not easy stuff. This isthe hardest part of running a
business, but it's the mostimportant part. You've gotta
get the people part, right? Goto gym owners united.com. If
(24:54):
you want to ask more questionsabout this, send me a DM if you
want to get the guide. And hey, thanks for being there .
Don't give up .
Hey, I am Chris Cooper. This is Run a
Profitable Gym, and today I'mgonna share the seven deadly
sins of staffing. Look, I'veowned a gym for 20 years,
make with my staff. But afterworking with over 2,500 gyms
worldwide through two brainbusiness, I know that I'm not
alone, that the same staffingmistakes get made over and over
(00:24):
and over. So I took the sevenmost common sins of staffing
from our private group for ourclients, and from our public
group gym owners united.com,and I listed them on the next
couple of pages of this guide,I'm gonna share this guide with
you in a moment. If you want acopy, all you've gotta do is go
to gym owners united.com , sendme a message, or you'll see the
(00:46):
post and request it from me.
Unfortunately, the Facebookalgorithm means that I can't
just look for people who wantit and hand it to you. You have
to actually send me a DM now,but while you probably haven't
made every mistake that's inthis guide, I'm betting that
you've made at least one andthis guide is gonna be super
useful to you to tell you howto solve it. Solving staffing
mistakes is one of the hardestthings that you're gonna have
(01:08):
to do, but the reality is thatyou have to do it for the good
of your gym, for the good ofyour family, and your income
for the good, of your peace ofmind, and for the good of your
community. I'm gonna sharestories from these gyms so that
you can really relate to whatthe problem is and how the
problem was solved. But I'm notgonna reveal the actual gym
that brought the story up. Now,I told you that you could join
(01:30):
this conversation. You couldget this guy to Gym Owners
United. That's our free group.
Any gym owner can join it, gymowners united.com. And if you
want some help with a mentor innavigating this change, you
could book a free call byclicking a link below this
video. Now what I wanna do hereis I want to go through each of
the big sins of staffing foryou so that you can get a
(01:51):
handle on like what the actualproblem is and the impact that
that problem creates. But thenI want to tell you a little
story about how this looks inpractice, because your
situation might be a little bitdifferent. And then I'm gonna
tell you how you solve it. I'llwarn you, none of these
solutions are super duper easywhen you're dealing with
humans. There's a little bit ofchange required and there's
always a best way to do things.
(02:12):
So the best thing that you cando here is talk to a mentor
about actually making thesechanges in your gym. Alright ,
here we go. Uh , you , you'vegot my confession here already.
So number one is no predefinedroles and tasks. Uh , this gym
owner said, I hired a guy whoseemed like a great candidate.
He was a great coach, he was anamazing athlete. He had some
(02:32):
really legit weightliftingskills. He was also a really
good buddy of mine, so I wasreally surprised when he showed
up late or looked like he hadjust rolled out of bed
sometimes, and he didn't bookclients in for their PT
sessions on time, didn't followup with them . Sometimes his
group clients were supertechnical instead of covering
one point and then getting in agood workout. And so they
(02:53):
weren't any fun. And I think alot of us have been in this
exact spot. We've, we've gotthe staff who are great people,
but they can't read our minds.
And so what you need to do iswrite out roles and
responsibilities for the job inadvance. So for example, here
are the 10 steps that youfollow in a personal training
program. Here's the 10 stepsthat you follow when you're
(03:13):
running a group. And then youwanna run it out, like write it
out step by step by step sothat, that your coaches have a
template to follow. Now we callthis , uh, freedom within a
framework. So the framework is,here's exactly what you do. You
start precisely on time. Youhave a, you know, two to three
minutes of banter and you know,light conversation. You do a
(03:34):
general warmup for 10 minutes,whatever. Okay? You can set
that template. Within thattemplate though they do have
some freedom. So they might ,um, you know, have lots and
lots of energy they might beexplaining, but you stop , uh,
all this individual variationand complexity and chaos in
your business by giving themthis framework to follow. And
(03:54):
the strict stricter thatframework is, the more freedom
you actually create for thembecause they're not guessing
and usually guessing wrong.
Remember, your staff can't readyour mind. You have to tell
them exactly what to do. If youwant them to do it the way that
you want it done, make itsimple. Simplicity, scales,
complexity doesn't, complexitymeans you've got 10 coaches
each doing things a completelydifferent way. You've got chaos
(04:18):
and you've gotta sort this outbefore you can grow your gym.
The second is clarity. And I'mhitting this one again, kind of
because this gym owner broughtup this problem. I hired this
guy who seemed like a goodcandidate, but he had no
presence in class. Uh, he wastoo quiet, he was too passive.
I brought this up to him acouple times that I wanted him
to get louder, get moreenthusiastic, and sometimes I
(04:39):
was just hinting I wasn't beingclear enough. And so I would
send out emails to all my staffand I would run these staff
meetings. I would run thesecoaching clinics and you know,
the people who didn't reallyneed to hear it we're like,
what am I doing here? I I havegood presence. You know, I do
all this stuff already, butthis guy didn't. And after a
year things weren't getting anybetter so I didn't keep him.
(05:00):
And so finally I addressed itwith him and said like, Hey,
we're not gonna keep you. Youhave no presence. And he was
shocked. He thought he wasdoing absolutely fine. He
thought that he was close to apromotion, but he was actually
at the other end of thespectrum close to getting
fired. And then on his way out,and because he was caught off
guard, he was embarrassed. Hereacted emotionally, he spoke
up on social media and allkinds of stuff. Here's how you
(05:22):
avoid that problem because wehave this misperception that
staff know exactly how they'redoing. The reality is they
usually don't. And so we haveto give them clarity. And that
means setting up quarterlyevaluations with your coaches
in advance. They should beone-on-one. They should feel
like a career roadmap . Likewhere do you wanna go in your
career? And then you say,here's where we're starting
from. You pull up theevaluation and you go through
(05:45):
it. They should know exactlywhat's on that evaluation in
advance. Our job here is not tomake them feel dumb, not to
tell 'em how bad they are. It'sto say, here's the goal, here's
exactly where you are. So youhave to give 'em that
evaluation in advance.
Personally, I really recommendsetting these appointments a
year in advance too, because ifyou don't and you make an
(06:06):
evaluation appointment withsomebody, when you're mad at
them, they are gonna know andthey're gonna come into that
evaluation. Defensive,emotional, you are gonna be
emotional, you're gonna be mad.
The first time I ever did this,I didn't sleep the night
before. I was like sick to mystomach. I hate confrontation.
And the coach knew that he haddone something wrong, so he was
coming in with his backup.
(06:28):
Instead, you need to be settingthese appointments in advance
so that the, the coach knowsthat they're coming. They
aren't emotional about it. Theyknow that they're gonna hear
good news. They know they'realso gonna hear constructive
feedback, and they know thatyou're gonna measure their
progress. That's really whatthis is all about. And it's
like applying the prescriptivemodel to your staff. When you
give them this kind of clarity,they know exactly where they
(06:49):
stand and exactly how they canimprove their standing. When
you don't, they have to guessand they're gonna ruminate,
they're gonna stress,eventually they're gonna quit.
Okay, so here's exactly whatyou do. Here's exactly what you
say in this guide. If you wantit, just send me a DM on
Facebook and I'll get it toyou. Step three is the golden
ticket. And oh man , I, I knowwe're all super duper guilty of
(07:12):
this one. This person said, Ihad an amazing coach and I went
overboard for him. I did somany extras. We did this
fundraiser when his mom gotcancer. Um , I helped him build
his deck. I went to his house.
I covered a bunch of times whenhe couldn't make a class. You
know, I made extra leeway forhim. I , uh, made, you know,
exceptions to the rules forhim. Um, I switched him out of
(07:33):
like paying him into a salarywhen he needed to buy a car. We
even talked about getting himequity in the gym. I did
everything to help this guy andhe still quit and opened a gym
down the road. Why does it seemlike the people you do extras
for never appreciate it. Here'sthe solution. Stop keeping
score. I know a few years agothere was a popular business
(07:54):
book about like the emotionalbank account and how you're
putting chips into theemotional bank account. That's
bs. Nobody is running off yourscoreboard. You might be
tracking all the little favors,the exceptions, the times you
help them out, the , the goldentickets that you've given them
, right? Like I gave that guythe winning lottery ticket.
They are not counting, at leastthey're not counting on the
(08:16):
same scoreboard. And so youneed to stop keeping score.
What their scoreboard reflectsis they're lucky to have me.
This business would fall apartwithout me. They need me and
they're doing these things tokeep me. They think like at
best you're even and at worstthat you owe them something,
right? So how do you get aroundthis? You host, you hold these
(08:38):
quarterly career roadmapmeetings, you say, what do you
want now? And you write theplan to get them there, okay?
Use math, not emotion. Mentorthe person. Be clear with them.
As I said earlier, don't do thejob for them. And remember, not
everybody should be or wants tobe an entrepreneur. Most of
your staff don't. Some mightthink they do, but they
actually don't when they getout. The best way that you keep
(09:00):
them is that you make a betteropportunity on your platform
than they could make forthemselves. Remember,
entrepreneurship is hard. Likedo you really want your staff
to have to go through what youand I have gone through? You
know, you can hand them agolden opportunity, but if they
don't take it, remember likethat's on them. And, and don't
keep giving them goldenopportunities or making
exceptions for them . And this,this fourth sin is really
(09:22):
related. It's over promotion .
It's not the same though. Sothis is when you take somebody
who's amazing at one thing andthen you promote them and
you've taken them outta theirzone of competence where
they're uncomfortable andthey're gonna fail. And then
what you've, you've lost, youknow, a great coach and you've
lost a , a manager. So here'swhat the story was. I had this
(09:44):
amazing coach. She wanted moremoney, so I promoted her to
general manager, okay? Again,like you're doing this person a
favor, you're giving them thegolden ticket. I couldn't
really afford to make them gm,but I figured that if she took
over managing the gym andcollecting money and leading
the trainers and doing themarketing, like all the stuff I
don't like, then I could use mytime to do the stuff that I do
like better. I could buy myselftime to do what I like more.
(10:07):
Makes sense, I get thetemptation. But unfortunately,
this coach was a horriblecommunicator. She was a pretty
disorganized, the staff neverrespected her and it ended
badly. And in the end, I lost areally great coach. I lost a
lot of time, I lost a lot ofmoney, I gained some sleepless
nights and almost a staffmutiny. Here's the key. Often
(10:29):
we create these opportunitiesfor ourselves and we're
thrilled to be successful. Andwe wanna share that with
people, right? Like, I don'tknow a gym owner who isn't
generous and doesn't wanna givetheir friends a job, they want
their friends around, they wanttheir friends to be grateful to
them. And so they do them thishuge favor and they give 'em a
job. The problem is that we'resort of subconsciously trying
to buy their friendship orimprove our relationship by
(10:51):
giving them something and theymight be bad at it. Well, what
happens if they're bad at it?
This is so common that it has aname. It's called the Peter
Principle. Basically we promotepeople to the level of their
incompetence and they weresurprised when they do badly
and we're really disappointedand they're frustrated and
they're disappointed. And nowit's this big emotional
breakup. The alternative isthat, you know, they're bad.
(11:14):
They know they're bad, but youdon't wanna fire them. They
don't wanna be fired. And soyou keep them in the job
forever. You know, there's thisgreat quote from one of our
summit events where somebodyasked the speaker, Hey, what if
I train somebody really well?
And then they leave and, and heturned it around and said,
well, what if you don't trainthem? And they stay like,
that's worse. It's worse toactually keep somebody who's
(11:34):
bad at a job in that job. So ifyou really need a gm, which I
doubt for most micro gyms, goback to the first thing that I
talked about and that is like,write up a set of expectations
for the GM role, okay? Pretendthat you're gonna hire somebody
that you don't know and youwrite it all down. Then you
advertise this job among yourstaff. You don't just walk up
(11:57):
to the, to the staff person andsay, here's the golden ticket,
I'm gonna make you the gm. Youoffer it to your staff. Does
anybody want to apply for this?
Here's the set of expectations.
Does that appeal to you? Youdon't say like, who wants a
full-time job? Who wants toearn more money? Okay, it's who
wants to do this role? Ifsomebody is like, Hey, I really
wanna work here, I wanna makemore money, but I'm not sure
that I'm ready for that role,don't worry. We'll work on
(12:19):
making other opportunities foryou. And if you do hire
somebody and you're like, Idon't know, even if you're
confident that they're gonna dothat job, what I would
recommend is a three monthtrial period and an evaluation
at the end of the three monthsand you say to the , to the
person, Hey, look, you're sucha great coach. If this doesn't
work out, I don't wanna loseyou as a coach. So in three
(12:41):
months we're gonna gettogether, we're gonna talk
about the progress you've made.
You're gonna say whether youlike the job, I'm gonna say
whether I think this is a goodfit for you right now, or if
something else might be better.
And if this isn't working inthree months, we'll go back to
the relationship we have nowdeal. And that's what you're
basically gonna do. Okay? SoI've got all this written up in
the guide. Again, if you wantthis guide, you don't have to
(13:02):
record this video and watch iton half speed or take
screenshots. You can just askme for it on Facebook. Sin
number five is hiring anddesperation. And boy man, I've
been here. As I said, like I'mguilty of all seven of these
and you probably are of a few.
Um, so this, this came up fromsomebody that was two Brain and
they said that they weregetting buried, they were
(13:24):
getting burned out. The extrawork, the stress of changing
the overwhelm meant that theyweren't doing the work in the
two Brain Mentorship course. Bythe way, if somebody ever says,
I didn't get great results fromtwo Brain mentorship, it's
because they didn't do thework. Like I can say that 100%
of the time, I can walk up tosomebody on the street making
that claim and say, why didn'tyou do the work? And they will
(13:44):
tell me when people do thework, we know it works. But
people, when you come intomentorship, like you're buried
and that's why we chop the workup into tiny steps so that you
can do a little bit every dayand make incremental ongoing
progress. Okay, so listen tothe problem this person had. I
was getting so many newclients, right? And like
everybody's gonna say that's agood problem to have, but any
(14:06):
problem is not a good problem.
They said that they couldn'tkeep working on their business
because they wanted to coachtoo often. So they had this
staff person who wanted to taketheir CrossFit level one.
Obviously this is a CrossFitgym. And the owner thought,
perfect, I even paid for 'em totake it. I was just so
grateful. He was a good athleteand he seemed like a positive
personality. But pretty soon hestarted bailing on shifts
(14:27):
because he had this day job, hewasn't patient with newcomers.
And then he started sayingstuff like, I just want to
train the athletes. Well, I hadto tell him that that wasn't
most of our clients. And thensometimes he'd go train at
other gyms and poached postselfies and rave about how
great that other gym was. Uh,he never bragged about our gym
online. Finally, he just keptsaying he was too busy and I
(14:49):
just took him off the schedule.
I wasted a lot of time that Ididn't have and now I was even
more buried. So the solution tothis is that you need to always
be hiring. You need to have astaff pipeline, just like you
have a client pipeline or evena staff funnel. If it helps you
to think about it that way,twice a year, you wanna run ,
uh, what we call an advancedtheory course. And all this is,
(15:11):
is just a test of the waters tosee who among your , your
clientele might wanna coachsomeday . So an advanced theory
course is just like an advancedcourse for your clients to
learn more about the theory andpractice some public speaking
skills and maybe read someextra books. And this might be
four weeks, six weeks, eightweeks long, they meet up on
Saturday, you give them somehomework assignments, they
(15:33):
learn about training, they geta lot out of it, they love it.
The CrossFit level one actuallystarted out this way. Um, Greg
Glassman was just making kindof an advanced course for some
of his clients who wanted toknow more about the rationale
behind the programming andexplain it. And it eventually
became kind of like thecertification for all CrossFit
trainers. So , um, we do thistwice a year. What you're
(15:55):
really looking for though, Imean you're gonna put out a
great course, they're gonna geta lot out of it, but what
you're looking for are peoplewho wanna dive deep, they wanna
have knowledge, but they canshow up with enthusiasm every
Saturday. If you have those twothings, you don't need a lot of
technical expertise. You don'tneed them to know how to coach
anybody. You've got enthusiasmand you've got attendance on
(16:15):
time, you're good. So if yourun this program and there is
somebody who might make a goodcandidate to be a coach, then
you can approach them after theprogram is done. You don't
wanna set the expectation thatdoing this advanced theory
course is gonna lead to a job.
What it's gonna lead to is moreknowledge, appreciation and
maybe better results at thegym. That's it. And then of
course, you know, you cansidebar with somebody after the
(16:36):
course is done. You also wantto usually probably have , uh,
a uh , an ad running on Indeedor Barbell Jobs or somewhere
else. If you are in a bigmetropolitan area with a lot of
staff turnover like New YorkCity, la, you probably wanna
keep those ads running and havea staffing funnel going all the
time. Syn number six is keepingpeople too long. Look, I'm just
(16:59):
gonna read what this personsaid. I've been there. I can
relate. I'm sure you can too .
They said, I started the gymwith one other trainer. I own
the company so I took all therisk, but he was paid well
right outta the gate. He waspaid, I'm sure before the owner
was paid. At first he reallyloved it. But as I grew, I made
changes that he didn't alwayslike. And after a few years of
this, he was just burned out.
(17:20):
Everybody around him noticedit, but I kind of put the
blinders on and pretended notto notice. I tried to help him.
I paid for his vacation, I sethim up with a mentor, but his
attitude was what was stoppinghim. And I kept just saying to
myself, one more chance. It'snot a good time. But he
couldn't get anything donebecause he was just done with
the business. And so I finallyhad the big talk with him. He
(17:41):
was actually relieved. And assoon as he was gone, clients
started coming up andmentioning other stuff, right?
The other stuff that I didn'tknow about , uh, that he was
yelling at people, I had noidea. And if I had known, I
would've removed him sooner.
But how can I trust myself tohire somebody knowing that this
might help again? And the thesolution here is that you stop
trying to read people's minds.
(18:02):
You stop projecting what youthink that coach wants onto
them. So instead of thinkinglike that coach doesn't wanna
be fired or that coach willnever get another job without
me, or that coach, you know,really relies on me to feed his
family, you need to ask. And soyou need to do a career roadmap
session and ask people everyquarter, what do you want? Now,
quite often they'll tell you ifthey're unhappy and you can
(18:24):
work on a , a smoothoffboarding process before
things escalate and get really,really terrible. Um, sometimes
you know you need to do otherthings too. And if you tell
people how they can improve,they will. Sometimes you tell
'em how to improve and theydon't. But now it's clear to
both of you that it's time forthem to go. And this is how you
decide like when somebodyshould exit. It's very rare
(18:47):
that you keep staff forever.
I'll say that it's happeningmore and more often now, but
the reality is that the fitnessindustry does have a high
degree of churn . People areslow to realize like, Hey, I'm
gonna be coaching at 6:00 AMand I'm gonna be coaching at
8:00 PM because that's whenclients can come. It's not a
nine to five . And sometimesthey just realize it's not for
(19:08):
them. And that's fine, right?
It's fine for you, it's finefor them. But keeping them
after that realization hashappened is bad for everybody.
It's bad for the client, it'sbad for the business, it's bad
for you, your mental health.
It's bad for the coach, theirmental health too. So as soon
as you realize that this isn'tgonna work out long term , you
should plan to offboard them inthe short term . The seventh is
(19:31):
abdication . Okay, so, oh boy,this person said, I bought
another gym across town. Andsurprise, surprise, the reason
it was going outta business wasbecause it had a lot of
problems and I didn't realizeit had this many problems when
I bought it so soon that Jimwas taking up all of my time
and emotional bandwidth. And soI just said, I can't do this. I
put a woman in charge of staffscheduling and billing and
(19:54):
social media posting and leadnurture and no sweat intros,
basically a manager job. Andthings seemed to be going well
at first. Um, she was evenworking with her own mentor
that I set up through Two Brain. But after a few months I
noticed that my metrics weregetting worse. They were going
south, she always had a reason,but things kept getting worse.
And then the staff startedquitting and they were polite,
(20:15):
but they always had a reason.
And I started gettingsuspicious. One day I went into
the gym and there were clientseverywhere doing their own
thing. She was out back on inher van on the phone and I
started digging into things andfinding all kinds of problems.
Staff didn't respect her. Shewas never there. Phone calls
weren't getting returned,emails weren't getting
(20:35):
returned. She wasn't evenfollowing my processes. And she
had been lying to her mentorabout the work that she was
getting done. The gym was ashambles. It wasn't even clean.
So I had to fire her. And thatmeant working 70 hour weeks to
fix two gyms at once. Myexisting gym and this one that
I bought, I thought aboutselling it or just closing it
in the end, I dug in and fixedit, but I never wanna put
(20:56):
somebody else in charge again.
And so now I've got two jobsand it's unsustainable. The
solution is to mentor yourstaff. This is different from
micromanaging them. You wannado all of the pre previous
things that I've told you inthis episode. You wanna have
roles and tasks. You wanna havechecklists, you wanna have
evaluations, you wanna havecareer roadmaps. You don't
(21:17):
wanna read their mind. Youwanna ask them questions. But
all told, this is whatmentorship is all about. You
need to uh, tell them what youwant. Paint a clear picture,
lay out the steps to get there.
Ask them to tell you whenthey've made progress or when
they've been stopped. Then youneed to objectively audit their
progress and give themfeedback. It's not really
(21:38):
management, it's mentorship.
Management is they can't do it.
I'm gonna do it for them.
Management is, I can't trust'em to run a class. I'm gonna
show up and look over theirshoulder. Management is not
telling them how to clean thebathrooms properly, but getting
mad when they don't do it theway that you would want it
done. That's micromanagement.
None of us signed up to bemanagers. That's kind of the
(21:59):
hidden secret of owning anybusiness is that you have to
manage other people as much aswe wish that wasn't true, it is
true, but the key is your ownmindset. You need to switch
from, I need to manage thatperson, control what they do
to, I need to mentor thatperson so they know how to do
well by themselves. Especiallyif you're going to
multi-location, you cannot bein two places at once. You
(22:22):
really can't manage two staff.
You have to have somebodythat's really in charge. You
know when the roof startsleaking to to call the roofer
and you have to mentor them tosuccess. My mistake personally
was abdication. I put somebodyin place, I hired them and
said, okay, you're good. You'regetting paid. I'm out. I'm
gone. I'm gonna go work on thisother thing. You know, I did
(22:45):
that when I started working forCrossFit Inc . I did it when I
started working for 3, 2, 1,go. And I did it when I founded
Two Brain Again. And everysingle time the manager failed
because I put them in aposition where they couldn't
possibly succeed. And so someof the managers didn't wanna
bug me 'cause they knew I wasbusy or they were scared of
getting in trouble. So theywould hide things. They would
get on a call with their mentorand they would like cry for the
(23:08):
hour or they would get on holdwith Zen Planner and sit there
for three hours instead ofactually like solving the
problem. And the fault is mine.
I wasn't mentoring them. Andthat's the key here. So look,
there's more sins than this tohiring staff. There's so many
mistakes that you can make.
Every mistake that I've evermade with staff has cost me a
(23:28):
hundred thousand dollarsbecause I didn't set them up
for success. I didn't mentorthem and then I didn't correct
it when things were goingwrong. Or at least correct it
soon enough. Staffing is thebiggest and most important
investment you'll ever makebecause staffing is what gets
you leverage in your business.
Once you've got a workingwell-defined model, you hire
staff to run that model, not tocreate their own ways of doing
(23:50):
things, not to create their ownsystem for cleaning or their
own checklist for running aclass, not doing it their own
way because you've alreadysolved those problems for them
. The key is teaching them howto run your model, giving them
feedback on how well they'redoing at running your model,
and then replacing them whenthey're not running your model
(24:10):
and they're doing some theirown model, their own thing,
right? That's chaos. Yourbusiness can't scale with
chaos. But fixing theseproblems is a challenge because
we're dealing with humans.
We're often dealing with ourfriends. That's where a mentor
comes in to guide you throughthat, as well as can be when
you know that you have to makea change. That's what a mentor
(24:31):
business coach is there for, isto help you through that
change. I've just given you theknowledge on what's probably
going wrong in your business.
If you find yourself going, oh, or Coop , you're so right,
or, oh man, that's me, or Whatare you talking about? I hate
you. That's understandable.
This is not easy stuff. This isthe hardest part of running a
business, but it's the mostimportant part. You've gotta
get the people part, right? Goto gym owners united.com. If
(24:54):
you want to ask more questionsabout this, send me a DM if you
want to get the guide. And hey, thanks for being there .
Don't give up .
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