December 15, 2024 • 7 mins
What happens when a seemingly routine contract dispute unravels the fabric of trust at a business? Join me as I recount the unexpected challenges of discovering altered contracts and missing keys, which raised doubts about my team’s integrity and our document management system. It all began with a member dispute that spiraled into finding redacted sections in our documents—a discovery that left me questioning both my team and the systems we rely on. As the pressure mounted, every step taken to resolve these issues revealed more layers of complexity and suspicion.
This episode offers a raw and candid look at the trials of business ownership, especially when a well-oiled machine unexpectedly grinds to a halt. From experiencing the chaos of misplaced trust to the exhausting task of digitizing an entire filing system overnight, I reflect on the burdens of leadership and the unforeseen hurdles that can arise. If you've ever found yourself questioning the reliability of your systems or the people around you, you'll find my journey both relatable and thought-provoking. Tune in to explore the intricacies of trust, leadership, and the resilience needed to navigate through unexpected business challenges.
This episode offers a raw and candid look at the trials of business ownership, especially when a well-oiled machine unexpectedly grinds to a halt. From experiencing the chaos of misplaced trust to the exhausting task of digitizing an entire filing system overnight, I reflect on the burdens of leadership and the unforeseen hurdles that can arise. If you've ever found yourself questioning the reliability of your systems or the people around you, you'll find my journey both relatable and thought-provoking. Tune in to explore the intricacies of trust, leadership, and the resilience needed to navigate through unexpected business challenges.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
All right.
Well, I am doing an impromptudrive to the studio.
It's never straightforward, isit?
But long story short, I wentover the weekend and I was
trying to.
There's a member that has acertain like disagreement with
their contract and so, excuse me, went into the studio, found
(00:24):
their contract.
Now, yes, it's paper, it's in alocked filing cabinet.
Only two of the people havekeys the gm and the assistant gm
and I located one of the membercontracts in question.
Um, and then today my gm waslike hey, man, like just want to
follow up, get closure.
How do we proceed with thismember disputing a contract
(00:46):
verbiage?
I'm like okay, yeah, well,let's proceed as this, proceed
as that.
He's like all right, may havesome negative consequences, but
you're cool with that.
Yeah, that's fine, we're goingto follow what we agreed to and
this member is trying to.
This member basically lied tous about some medical condition,
said she.
(01:09):
And this member basically liedto us about some medical
condition, said she didn't haveit, but then she reverted back
to saying she has it so that shecan get out of a one month
Anyhow.
So today the GM is like hey, solike that section of the
contract is redacted and thefile is in a different part of
the document.
It's like well, what do youmean?
Like it couldn't be redacted.
And he's like well, no, likethere's a section or like a
paragraph that talks about a60-day cancellation.
So if you cancel and this isfor you, the listeners if
(01:32):
someone cancels their membership, we have a 60-day wrap-up
policy.
So like it's September rightnow, september 5.
If you cancel, we're stillgoing to process two more
payments to close the month out,so you'll get all of september.
You get all of october, kind oflike when you give notice on
your rent thing, it's basicallywe're mirroring how landlording
(01:52):
works.
And he's like, yeah, man, like Iknow where that part of the
contract is.
It's, it's crossed out likewith a sharpie.
It's like it's like it wasn'tthere in the word document when
we printed it.
Or like someone took a markerand, like drew over it.
It's like, no, like that one,like what the fbi does, like it
was printed on the paper butsomeone has like redacted that
(02:12):
so it's not even there.
So we can't even prove if themember agreed to that and we
agreed to that, or if someonecame in in the past few days and
started crossing it off.
But like, yeah, dude, the first30 contracts in this filing
cabinet or whatever, whateverthe number, he said, the first
30 all have that same thingcrossed out.
Like 30 in a row have thatcrossed out.
(02:34):
It's like you're kidding.
He's like no, like something'sgoing on and so it's either
myself, the gm or the assistantGM, or I'd panic if all of a
sudden now, like someone elsewas, like I don't know the, my
GM made the key, got the key andthe key locked.
But like something like this isjust driving me nuts and my GM
(02:56):
has, he's misplaced some stuff.
So part of me wonders like thathe didn't.
Did he do this?
Did I?
Is he just not like playingmind games with me?
He's wanting me to not betrusting of the new manager I'm
going to be bringing in, and sonow he's trying to make me
second guess and like resortback to him as my, my safety
blanket that when I went in overthe weekend to find the file
(03:19):
that I organized I don't think Idid I wouldn't have looked for
redacted documents and put thoseat the front.
But now I'm having to just goin and digitize everything in a
night and stuff like this.
That's just draining and Iguess I wanted to complain out
loud.
But to realize, like buying abusiness, this was a fully
(03:39):
staffed business, everyone knewwhat they were doing.
Two years in seat for everybodylike this is just ridiculous.
And so we also had the meetingtoday where my GM announced he's
wrapping things up, he's goingto be here for two and a half
more weeks and then I'm, um, I'mhiring one of my instructors to
be the interim manager until Ican find that permanent solution
(04:03):
.
I'm I'm starting to thinkdifferently, though I had the
thought over the weekend let'spretend that this business I was
, I was the manager, I was themanager of the business for
pretend sake and I was usinginvestors money.
Like one of my friends he'sdoing really well, um, he's now
(04:23):
like, doesn't even know, likewhere his money goes, cause he's
just having play money and he'sjust doing really's probably
making 600 900 grand a year andhe's just living it up, having a
good life.
If he invested in the business,I was the manager and and
responsible for everything,would I be going to him asking
hey, hey, friend, I know we lostmoney this month and the past
(04:45):
nine months in a row.
I need you to put in 10 morethousand so we can keep the
doors open.
He'd say why?
What's around the corner,what's the upside, what's the
potential?
Where are things going to getbetter?
And I don't have an answer forthat.
So he'd say, no, dog, we'rewrapping this up, we're calling
it good, we're going to startletting things slide, we're
(05:06):
going to close the studio.
And when the landlord in thisand like we can't afford to keep
this feeding this monster thatis costing us money, we're not
having made a dollar, we've lost150 grand.
How much more do we need tolose before we call it good?
That's what the friend, that'swhat the friend rightly would
say, right, rightly would say,and I would have no response
(05:31):
other than like, yeah, you'reright.
So why would I treat thebusiness any differently if it's
my, if it's my funds and mystewardship, versus somebody
else's funds and their and theirthing that they own?
So, starting to view everythingdifferently.
I'm starting to view everythingdifferently.
I'm starting to realize thewriting is probably on the wall
and stuff like this.
(05:53):
I just I need to focus onprotecting the downside,
reducing losses, reducingliabilities, just getting stuff
under lock and key where only Ihave access to it, not even my
staff, because stuff like thisis just ridiculous.
So calling it good, end thepodcast there.
So my takeaway, my learning, isif there's something that could
(06:13):
be a headache or a hassle, justbutton it up.
Just get it done out of the way.
Don't try to fix it, don't ordon't delay fixing it, just get
it done.
The term is eat that frog rightnow.
I should have done this muchearlier than today, and so, gosh
, just looking forward togetting this all locked up and
(06:37):
only under my access for editingpurposes.
That's where we're at, that'swhere we're going, that's where
I can roll.
All right.
Well, I am doing an impromptudrive to the studio.
It's never straightforward, isit?
But long story short, I wentover the weekend and I was
trying to.
There's a member that has acertain like disagreement with
their contract and so, excuse me, went into the studio, found
(00:24):
their contract.
Now, yes, it's paper, it's in alocked filing cabinet.
Only two of the people havekeys the gm and the assistant gm
and I located one of the membercontracts in question.
Um, and then today my gm waslike hey, man, like just want to
follow up, get closure.
How do we proceed with thismember disputing a contract
(00:46):
verbiage?
I'm like okay, yeah, well,let's proceed as this, proceed
as that.
He's like all right, may havesome negative consequences, but
you're cool with that.
Yeah, that's fine, we're goingto follow what we agreed to and
this member is trying to.
This member basically lied tous about some medical condition,
said she.
(01:09):
And this member basically liedto us about some medical
condition, said she didn't haveit, but then she reverted back
to saying she has it so that shecan get out of a one month
Anyhow.
So today the GM is like hey, solike that section of the
contract is redacted and thefile is in a different part of
the document.
It's like well, what do youmean?
Like it couldn't be redacted.
And he's like well, no, likethere's a section or like a
paragraph that talks about a60-day cancellation.
So if you cancel and this isfor you, the listeners if
(01:32):
someone cancels their membership, we have a 60-day wrap-up
policy.
So like it's September rightnow, september 5.
If you cancel, we're stillgoing to process two more
payments to close the month out,so you'll get all of september.
You get all of october, kind oflike when you give notice on
your rent thing, it's basicallywe're mirroring how landlording
(01:52):
works.
And he's like, yeah, man, like Iknow where that part of the
contract is.
It's, it's crossed out likewith a sharpie.
It's like it's like it wasn'tthere in the word document when
we printed it.
Or like someone took a markerand, like drew over it.
It's like, no, like that one,like what the fbi does, like it
was printed on the paper butsomeone has like redacted that
(02:12):
so it's not even there.
So we can't even prove if themember agreed to that and we
agreed to that, or if someonecame in in the past few days and
started crossing it off.
But like, yeah, dude, the first30 contracts in this filing
cabinet or whatever, whateverthe number, he said, the first
30 all have that same thingcrossed out.
Like 30 in a row have thatcrossed out.
(02:34):
It's like you're kidding.
He's like no, like something'sgoing on and so it's either
myself, the gm or the assistantGM, or I'd panic if all of a
sudden now, like someone elsewas, like I don't know the, my
GM made the key, got the key andthe key locked.
But like something like this isjust driving me nuts and my GM
(02:56):
has, he's misplaced some stuff.
So part of me wonders like thathe didn't.
Did he do this?
Did I?
Is he just not like playingmind games with me?
He's wanting me to not betrusting of the new manager I'm
going to be bringing in, and sonow he's trying to make me
second guess and like resortback to him as my, my safety
blanket that when I went in overthe weekend to find the file
(03:19):
that I organized I don't think Idid I wouldn't have looked for
redacted documents and put thoseat the front.
But now I'm having to just goin and digitize everything in a
night and stuff like this.
That's just draining and Iguess I wanted to complain out
loud.
But to realize, like buying abusiness, this was a fully
(03:39):
staffed business, everyone knewwhat they were doing.
Two years in seat for everybodylike this is just ridiculous.
And so we also had the meetingtoday where my GM announced he's
wrapping things up, he's goingto be here for two and a half
more weeks and then I'm, um, I'mhiring one of my instructors to
be the interim manager until Ican find that permanent solution
(04:03):
.
I'm I'm starting to thinkdifferently, though I had the
thought over the weekend let'spretend that this business I was
, I was the manager, I was themanager of the business for
pretend sake and I was usinginvestors money.
Like one of my friends he'sdoing really well, um, he's now
(04:23):
like, doesn't even know, likewhere his money goes, cause he's
just having play money and he'sjust doing really's probably
making 600 900 grand a year andhe's just living it up, having a
good life.
If he invested in the business,I was the manager and and
responsible for everything,would I be going to him asking
hey, hey, friend, I know we lostmoney this month and the past
(04:45):
nine months in a row.
I need you to put in 10 morethousand so we can keep the
doors open.
He'd say why?
What's around the corner,what's the upside, what's the
potential?
Where are things going to getbetter?
And I don't have an answer forthat.
So he'd say, no, dog, we'rewrapping this up, we're calling
it good, we're going to startletting things slide, we're
(05:06):
going to close the studio.
And when the landlord in thisand like we can't afford to keep
this feeding this monster thatis costing us money, we're not
having made a dollar, we've lost150 grand.
How much more do we need tolose before we call it good?
That's what the friend, that'swhat the friend rightly would
say, right, rightly would say,and I would have no response
(05:31):
other than like, yeah, you'reright.
So why would I treat thebusiness any differently if it's
my, if it's my funds and mystewardship, versus somebody
else's funds and their and theirthing that they own?
So, starting to view everythingdifferently.
I'm starting to view everythingdifferently.
I'm starting to realize thewriting is probably on the wall
and stuff like this.
(05:53):
I just I need to focus onprotecting the downside,
reducing losses, reducingliabilities, just getting stuff
under lock and key where only Ihave access to it, not even my
staff, because stuff like thisis just ridiculous.
So calling it good, end thepodcast there.
So my takeaway, my learning, isif there's something that could
(06:13):
be a headache or a hassle, justbutton it up.
Just get it done out of the way.
Don't try to fix it, don't ordon't delay fixing it, just get
it done.
The term is eat that frog rightnow.
I should have done this muchearlier than today, and so, gosh
, just looking forward togetting this all locked up and
(06:37):
only under my access for editingpurposes.
That's where we're at, that'swhere we're going, that's where
I can roll.
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