356. Quarterly team training and what I’m talking optimistic during downtimes

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What if the key to thriving in business is mastering the delicate balance between transparency and optimism? In our latest episode, we unravel the complexities of leadership as we take you behind the scenes of our instructor training event. With the success of our recent challenge, surpassing our goal with 39 participants and nurturing 64 promising leads for the next round, we delve into our strategic approach to convert these leads into new challengers. Gain insights into our forecast as we set our sights on 42 participants, navigating the balancing act of openness and the potential for misinterpretation.

Join us as we discuss the forthcoming standardization of membership pricing and packages ahead of corporate’s visit in November, ensuring a seamless operation. As the staffing situation stabilizes with new management team members, explore our goals and strategies to streamline scheduling and operations. Listen in to understand our approach to maintaining transparency while safeguarding optimism, and how we're steering our business through an ever-evolving landscape with confidence and foresight.

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Episode Transcript

Speaker 1 (00:02):
Good morning, good morning, well, happy Saturday.
So last week the challengeended.
We had the party.
That was a good time.
Today it's gonna be a fullmonth.
So today is the instructortraining.
We do it every three months tokeep everyone up to speed on
form, the state of the businessand all that good stuff.
I'm only speaking the first,like 5-10 minutes or so, so I'm
gonna keep it really short,really sweet, and then the and

(00:24):
like the head instructors aregoing to be the ones leading the
rest of the day, and so that'swhere things are at.
Uh, it's really interesting.
I'm trying to, I'm trying tofigure out what I should talk
about, because everything youmentioned is going to be like
listen to very carefully, andfor the folks that are very in
tune are going to be listeningto what you do emphasize and

(00:47):
what you don't even bring up,and so, like, for example, a few
months ago, a manager wassaying like, hey, the end is
near.
Uh, nathan's a horrible person.
Um, everything is falling apart.
And then people are like, oh no, the end is near, everything is
falling apart.
And so I mean, yeah, things arefalling apart.
But I'm are like, oh no, theend is near, everything is

(01:08):
falling apart, and so I mean,yeah, things are falling apart,
but I'm not going to bring up.
The end is near, things arefalling apart, and so best I can
do is talk about.
For this past challenge, we had30 people, the goal was 30, we
ended up having 39,.
Historically, like one-third ofall challengers are existing
members or fit members, and so,and so right now we have 64
leads in the pipeline, about 20%convert.

(01:29):
So that should end up with 12new challengers.
There were also 16 challengerfolks that signed up during the
last challenge, but they didn'tdo that challenge, and so
they'll be teed up and ready togo for this challenge.
That's an additional 16.
12 and 16 makes 28.
Again, historically, wheneverwe have a decent turnout, about
a third of member of existingmembers join the challenge.

(01:51):
So a third of 28 is or I add inthe the fit member bump, and
that gets about 42, because fitmembers make up one third, and
so, right and there it shouldend up at about 42 members.
Now, that's a forecast, that'san estimation.
Um, you know, the goal is 45,so it's going to be close, but

(02:11):
we're going to get as close aswe possibly can, and so when
folks ask about you know howmany are we going to have?
What's the slate?
I'm just going to talk about thesales pipeline, the potential,
the opportunity, and I'm notgoing to be focusing on the
profit and loss.
And so it's just weird.
I don't like gaslighting people, I don't like doing this style

(02:38):
of leadership and ownership andwith this past, the past three,
four or five months realizing,yeah, like when you're open and
transparent, people will take itand they'll throw you under the
bus, and that's what happenedin that instance.
It doesn't mean it'll happenevery time, it doesn't mean
it'll happen none of the time.
It's somewhere in between, andso it's tough to acknowledge

(03:01):
that, move on from that and notassume that's the norm.
But yet that is what can happen.
So that's going to be the focusfor today, also going to focus
on corporate wanting tostandardize membership pricing
as well as membership packages.
So more to come, probablyNovember, when corporate comes
up to see the place, see otherstudios.

(03:22):
They do their six-monthcheckout, making sure everything
is going decently smooth.
There's that.
And then what was the otherthing?
Staffing is stabilized.
So the instructors are comingback, folks are getting on board
.
We've got a few new on themanagement team which will help
with scheduling, and so I wantto emphasize those three the

(03:43):
sales pipeline, the in-housestaff and the membership
packaging.
And so I just feel weird aboutit.
I'm not used to it, I don't,I'm not a fan of doing it, but
I'm gonna step in and be thatCEO that is gonna lead well with
the cards that I have.
So we're gonna go do it, we'regonna have fun, I'll be home

(04:04):
around one o'clock and then mykids will be taking a nap, so
they'll wake up around like two,30 or three and then we'll have
a day at home with them.
So it's just one of those, oneof those excuse me Saturdays
that is very much gym focusedand not day job focused or

(04:24):
family focused.
Yeah, that's where we're at,that's where we're going, that's
rock and roll.