Creating Great Gym Culture - Avoid These 3 Mistakes

If you want to achieve long-term business success, the top task on your to-do list should be to establish a memorable gym culture. Commercial gyms may get by by differentiating using equipment selection or amenities, but that’s not a valuable angle for us private sector gym owners who can’t compete with the resources of the larger chains. If we want to thrive, it’s going to take a training environment that people can’t seem to shut up about as soon as they step outside of our space.

While this sounds like a manageable task, there are a few traps that gym owners have a bad habit of falling into along the way. Here are three such mistakes to avoid as you work to build something beautiful:

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Mistake #1 - Lacking Authenticity

I understand why you were fascinated and inspired by the glitter, disco balls, and unicorns showcased at Mark Fisher Fitness (MFF) after watching one of their YouTube videos. What I don’t understand, however, is how you came to the conclusion that you were in a position to recreate it. There’s a reason why those guys embrace the slogan “ridiculous humans, serious fitness,” and it leans heavily on the ridiculous piece of the equation.

Excentricities work for those guys because it is genuinely who they are. None of their friends outside the gym would be surprised to hear that they coach in a leotard, and that’s the key to their believability.

Ann Handley (author of Everybody Writes) says that writers who attempt to use a voice other than their own will end up with an audience that is “allergic to their lack of authenticity.” You can expect the same reaction from your own clients if you return from an MFF event and immediately begin coaching in a cape and tagging the walls with spray paint.

Be yourself, and you’ll never be accused of trying too hard. If you’re secretly obsessed with Star Wars, bring it up in conversation on the training floor. If you’re not comfortable being the high-energy guy, move at your own pace and differentiate with meaningful social engagement. If you love a certain band or genre, crank it up and let it motivate you to do your best work.  

In the end, I just want you to do you.

Mistake #2 - Impatience with the Process

Finding your voice or approach can take a while, but patience is incredibly important. There is nothing worse than a gym with an identity crisis. Don’t be the gym that dabbles in a trendy new complex training methodology one day, and then throws it all completely out the window in favor of ass-kicking boot camp sessions the next. Your culture and business model need to go hand-in-hand, and this means you have to commit to making your objectives work for long enough to know if you’ve got the right system in place.

The “let’s throw shit at the wall and see what sticks” approach to gym culture is both off-putting, and uninspiring for clients. You’re asking your clients to embrace consistency and process...the least you can do is show the same commitment to your craft.

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Mistake #3 - Failure to Appreciate Importance of Relevance

One of the best things you can do in the training space is to showcase your quirkiness, but this initiative is only valuable if your background is aligned with the target market. I’ve made the mistake in the past of hiring fascinating people who don’t share an interest in baseball, and it has backfired because what made them interesting people wasn’t necessarily interesting to the athletes in the gym.

I’ve since made a commitment to hire coaches who are both technically and socially in-line with the needs of our primary demographic, and it has dramatically improved gym culture. In any gym other than CSP, it would be incredibly weird to see John O’Neill walk around the training floor wearing a batting practice jacket and holding a fungo, but it plays especially well in this space.

If you employ coaches who understand the unique personality traits of your typical client, you’re likely to create a fun energy in the gym every day of the week.
 

Important Note -- This article originally appeared in the continuing-ed forum of The Strength Faction, a community of professionals committed to advancing the fitness profession, and their own skills in general. I regularly contribute business-specific content to this group, and would encourage all of my readers to check out the great work they're doing. Their fall session is just around the corner, and I’m sure they’d love to have you!

 

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Speaking the Language of Your Audience is More Important Than Being a Brilliant Tactician

We hired a coach directly out of our internship program this spring. One day Kyle Driscoll was an intern, and the next he was preparing to assist in on-boarding an incoming class of summer interns and begin collecting a paycheck. He deserved it, but maybe not for the exact reasons you'd typically expect. 

Kyle would be the first to tell you that he wasn't the smartest (textbook) or technically proficient intern in his intern class here at CSP. He was surrounded by some truly talented up and coming fitness professionals. He had less relevant academic experience than his peers, less exposure to complex training concepts and methodologies, and a resume that wasn't packed with coaching experience.

He did, however, communicate more comfortably with 90% of our athletes than anyone on our entire full-time team (and continues to do so today). Kyle played four years of Division-1 collegiate baseball at Rutgers University, shined during a summer of pitching in the Cape Cod Collegiate Baseball League, and found time to volunteer as the Pitching Coach at a local high school during his internship. Stepping on to a training floor that featured 85% baseball players was anything but anxiety-inducing for him.

 He dominated little league photo day.

He dominated little league photo day.

He is now the only guy on our team who can look a "baseball dad" in the eye and explain exactly what to expect from the perspective of an athlete during the recruiting process. He also saw his own playing career cut short by a shoulder injury that could have been avoided had he been exposed to quality strength training and arm-care protocols at an earlier age, so he can effectively speak to the importance of what we do here.

In short, he’s walked the walk, and can talk the talk.

Do you think the previously mentioned dad holding the credit card in my office is concerned with whether or not Kyle has attended a dozen PRI conferences?

 

If you're interested in further discussions relating to assembling a cohesive team of strength coaches, I think you'd enjoy our upcoming Business Building Mentorship. We'll touch on hiring and all things relating to how we developed Cressey Sports Performance into what it is today during this event. I hope to see some of you there!

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Is Semi-Private Training Overrated?

Semi-private training is not the be-all-end-all of profitable gym ownership, and people need to stop acting like it’s the only logical way to improve a gym’s performance.

I am constantly encountering gym owners seeking guidance in overhauling their existing personal training models so that they can roll out a new format that will supposedly instantaneously maximize the efficiency of each hour in the workday.

Semi-private has worked for my business. 99% of the clients who have come through our doors have trained in this format, but this doesn’t mean I think it is the definitive “go-to solution” for everyone. Yes, putting four bodies in your gym for $45/session will translate to more revenue than a single $99 one-on-one client, but it is short-sighted to think that employing this model is as simple as revising your pricing and firing off an email announcing the change to clients.

Here are three things I want you to take into consideration as you entertain the idea of this big strategic shift:

1. Your schedule is likely full because your clients are happy.

You know what makes clients unhappy? Telling them that you’ve decided to take away something that they currently love. Is it a good idea to rock the boat?

Maybe you haven’t actually hit a ceiling on your personal training rates. Your packed schedule doesn’t tell me it’s definitively time to transition to semi-private…it tells me you might be a little too affordable. Consider increasing prices in your existing format before flipping a properly functioning system on its head.

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2. Your schedule is probably full because you’re a damn good personal trainer.

I’ve got good news and bad news. The good news is that you’re good at what you do. The bad news is that being an exceptional personal trainer doesn’t guarantee success in a group setting. Coaching multiple athletes is about more than just making better use of the down time between clients’ sets.

It takes hundreds of hours of coaching in our Cressey Sports Performance internship program before coaches fully acclimate to our training model. A parent once described our training environment as a “strength training ant farm” as he observed 40+ athletes moving through individualized programming under the supervision of our team. Do you think that a handful of years of coaching one-on-one has equipped you to dive in to this type of training setting?

Maybe you should embrace the fact that you’re a kick-ass one-on-one service provider and continue to hone that craft. There’s got to be plenty of opportunity to own that segment as everyone else seems to be jumping ship with the “if some is good, more is better” training model mentality.

3. Your operation may not be designed to accommodate a significant increase in foot traffic.

When you operate a semi-private training model like the one we employ here at CSP, you quickly learn that the single most valuable “piece of equipment” you can own is open space. This presents a problem for gym owners operating in facilities that were initially designed to accommodate an entirely personal training-based format.

If you really want to do this, you’re going to need to increase your warm-up space, add second and even third units of equipment you already own (medicine balls, kettlebells, etc.), and possibly reconfigure your floor plan to accommodate a new flow of clients within the space.

You don’t HAVE TO follow the crowd…

Who cares if everyone seems to be saying that you’ve got to move to semi-private? You may have a great operation that isn’t broken, so don’t go looking to fix it if you don’t absolutely have to.

* Some additional recommended reading: My business partner Eric made a wonderful case for the staying power of quality personal training back in 2015. Check it out here.

 

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So You’re Considering Putting Your Name on Your Business...

The private sector gym segment had not yet exploded when we opened Cressey Sports Performance (CSP) in 2007. At the time, many of the biggest players were gyms named after their owners, with operations such as Mike Boyle Strength & Conditioning and DeFranco’s Gym being among the heaviest hitters. These guys established a track record of success for business owners who had made the decision to take their personal brand into the brick and mortar realm, and we followed their lead without hesitation.

In 11+ years of day-to-day operations since, I’ve seen the good, the bad, and the ugly associated with our decision to name this business after Eric. CSP is alive and well today, so we obviously didn't make a back-breaking decision, but was it the right one? 

Let’s take a closer look at some of the pros and cons associated with this strategy, and the answer to the common question of “would we do it again” if we could go back in time:

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Pro #1

Some Level of Brand Equity Likely Already Exists

You’re unlikely to find a gym named after its owner that didn’t carry an existing client roster into day-one of operations. Personal trainers typically open up their own shop because they’re looking to more effectively monetize an already packed schedule, and the best way to fill your calendar is to make a name for yourself locally, and in many cases, on the internet.

This is exactly why putting Eric’s name on our business was an easy initial decision. He delivered a list of 40+ athletes ready to pay for our services, and a personal brand that was rising thanks to content creation, product sales, and speaking engagements on platforms as big as the Perform Better Summit Series. His brand awareness momentum was already gaining steam, so we ran with it.

The outcome was a dramatically reduced risk of failure from the start.

Pro #2

No Concerns About “Finding Your Voice”

It can be tough during the early stages of operating a gym to identify the personality you would like your brand to convey.

Are we going to be the loud and energetic place? Or, maybe we’ll be the more deliberate and research-based type of training model? Should we just try to replicate the most successful gym in our area?

These are questions you don’t have to ask yourself when you name the business after a person with existing brand awareness. The personality already exists, and the market has deemed it valuable enough to fill a training schedule. The last thing you want to do in this circumstance is to deviate from a style and approach that you’re already publicly known for.

This means less time in brainstorming strategy meetings, and more time allocated toward doubling down on the message that is already in place.

Pro #3

Proper Incentive to Bust Your Ass to Succeed

Your reputation is everything in this world, and there’s no bigger way to put it on the line than to throw your last name on the sign out front. This is exactly why it’s rare to find a gym named after the owner that doesn’t feature a CEO with an unrelenting work ethic.

The potential problem here is the common mistake of working harder instead of smarter. It's important to remember that once you’ve opened a gym and put your name on it, you are no longer evaluated exclusively by the volume and quality of your work; you’re rewarded for the quality of the decisions that you make.

Those Are Some Good Pros, But There's a Catch...

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Having an individual's name on the business doesn't always translate to rainbows and butterflies. Let’s get into three BIG reasons why you should think twice before making this move:

Con #1

There’s Only One of You, and Everyone Wants a Piece

You think I’ve ever taken a phone call from a parent that didn’t want Eric Cressey to handle their kid’s assessment and program design responsibilities?

This presents a problem when you take into consideration the fact that everyone needs off-days, the occasional extended vacation, and opportunities to explore professional growth in other capacities. Eric cannot (and wouldn’t want to if he could) handle the workload that would come with one-on-one face time with every person who comes through the door in a scaling business. This is especially important to remember when expanding from one location to two, as he can only be in one place at a time.

This problem is called key-man risk, a topic that I covered in my first blog way back in 2015.

Con #2

Discredits Knowledge & Skills of Employees

When you’ve named the business after yourself, nearly all of your incoming clients will assume that every other member of the team is an inferior alternative to the namesake. Regardless of career accomplishments, if a coach's name is something other than the one on the wall, he is fighting an uphill battle from day-one.

This can limit your ability to attract exceptional talent from an employment standpoint, as ambitious fitness professionals may not be that psyched about busting their asses for results that will ultimately be attributed to the boss first, and everyone else second. This doesn’t make the owner selfish or greedy, it’s just the way things work.

Con #3

If You Intend to Sell, You’ll Never Get Great Value

It may be hard to conceptualize the fact that you’ll one day need an exit strategy for a business that you’re just getting off the ground, but putting your name on it significantly limits your options when that time comes.

If we decided that we were over the gym ownership grind and chose to sell CSP, we’d never get the same value from a clean separation as we would if Eric agreed to remain aligned with the operation. Any smart investor would know that the optics of Eric Cressey leaving this business would negatively impact the existing lead-generation and client retention strategies.

The “Cressey Sports Performance” client list caries less value from a business acquisition standpoint than it would if we’d named our company “Baseball Sports Performance” back in 2007. I realize that few gym owners open up shop purely with the intent to flip it for a profit, but it doesn’t change the fact that everything comes to an end eventually, and it is best to take a long-term vision into a decision as big as this one.

The Verdict

Putting your name on the business is a bad long-term play. Learn from our mistake, and fight the urge to take the path of least resistance when naming your operation.

If you've found value in these insights, I think you might enjoy the upcoming Business Building Mentorship Eric Cressey and I will be hosting on Monday, October 15th. Check out complete event information here.

 

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Everyone Raises Prices - You Should, Too

Imagine your favorite service provider. Pick one that is especially good at what they do. Maybe we’re talking about your dentist, your accountant, or even your mechanic.

Now I want you to imagine that you were to receive the following email from this business:

 

Hi _____,

I’d like to notify you that we’ll be introducing an incremental price increase at the start of the New Year. This adjustment is a reflection of our ambitious objectives for continuing to educate our team to stay at the leading edge of our field, and our commitment to continuously improving your client experience by investing in the most current and appropriate technology available.

We appreciate your business, and hope that you continue to value our unique services moving forward!

Sincerely, 

Your Favorite Business, LLC

 

I’ll bet very few of you, if any, imagined walking away from this service provider as you envisioned this scenario. They’re on your “favorite” list for a reason, and it isn’t solely because of how affordable they are.

Your gym can and should be one of your clients’ favorite service providers. It should also make a habit of periodically increasing prices.

The pricing structure we offered at CSP in 2007 on the day we opened is different from the one we employ today. A quick look at inflation during the past decade will give you a pretty good understanding why an increase in the cost of training has been necessary:

 Source: www.OfficialData.org

Source: www.OfficialData.org

Now that you know your clients will understand…

Rolling out a price increase isn’t a task to be taken lightly. A quick and hasty change is likely to frustrate clients. There are dozens of potential rules to live by here, but these are the four that I personally like to stick with:

  1. Emphasize a commitment to adding value. If you’re explanation for the change is “I just need to make more money,” you’re already headed in the wrong direction.
  2. Explain without apologizing. Articulate your objectives clearly and with conviction, and pushback will be minimized.
  3. Embrace honesty. It would be difficult to argue with me if I told you my health insurance coverage has increased on a per-employee basis by 283% in the past decade. This is one of the many reasons our prices have gone up over time, and I haven’t been bashful about explaining why.
  4. Always end with a “Thank You.” Always.

Stop selling yourself short. If you’ve been in business for more than a year or two and haven’t entertained the idea of a modest price increase, it’s time to consider doing so. Your clients wont hate you for it, and your bottom line is sure to look nicer in time.

 

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Avoiding the Fancy Property Trap

A beautiful baseball complex opened roughly ten miles from our flagship facility a couple of years ago and the owners were eager to discuss the possibility of us opening a satellite facility on-site. The proposed space was 4,000+ square feet overlooking an aesthetically pleasing field, and provided unlimited field access for sprint work, throwing, and more at times that games were not being played.

There was, however, a hitch.

Two of them, actually.

The first issue was the fact that our clients started catching wind of the potential new location and location-change requests began to roll in from those who found the new option to be geographically more desirable than our current spot. With more than a third of our clients falling into this geographic category, we quickly realized that our fancy potential new space was going to cannibalize more business from our primary operation than it would initially add in new faces. Not good.

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The second problem was the price. This spot is situated adjacent to a major interstate, and across the street from a desirable shopping plaza. Despite being located on the field-facing back of the building, landlords intended to collect street-facing dollars, commanding as much as 2.5 times as many dollars per square foot as our gym just twenty minutes down the road.

We had to ask ourselves, is the newfound high-traffic location going to bring enough new faces through the door to justify spending nearly the same amount of monthly rent on 4,500 square feet as we were already paying on 15,000 elsewhere?

We ultimately passed on this opportunity roughly 36 months ago, and watched the space sit vacant until just the last month or two.

The lesson for me was twofold: First, don’t fall in love with the busiest address on the map, as storefront real estate fees are typically established to align with the earning potential of retail stores and restaurants, not performance centers that require ample space for movement training.

Secondly, if you’re considering a second location, you may want to find something that is inconvenient to get to in relation to your first space. Otherwise, you’ll quickly find yourself sharing clients, dealing with tracking payments and attendance spread over multiple locations, and subject to ongoing compare and contrast discussions relating to your two spots. There should be no grey area as to which location you are a member of, unless you offer an open-gym membership model.

** Please Note **

This article originally appeared in the continuing-ed forum of The Strength Faction, a community of professionals committed to advancing the fitness profession, and their own skills in general. I contribute business-specific content to this group in an ongoing basis, and would encourage all of my readers to check out the great work they're doing.

 

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Dominate Your Internship - 3 Tips

Hundreds of summer internships will kick off this week. In many cases, program participants are anxious, overwhelmed, and uncertain of what to expect.

Am I adequately prepared? Are the athletes in the gym going to take me seriously? Will my employers trust me with their clients? Can people tell how nervous I am?

Having seen roughly 200 interns make their way through CSP over the years, I can tell you with certainty that crushing your internship, especially in the first week or two, is surprisingly simple.

Commit yourself to practicing these “3 P’s,” and you’ll find it easy to differentiate yourself from the weaker links in your program:

1. Punctuality

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I can’t believe it needs to be said, but punctuality is actually a differentiator for many in the fitness industry. Vince Lombardi said it best: “If you’re five minutes early, you’re already ten minutes late.”

Show up early for staff meetings. Wrap up your own training sessions with fifteen minutes to spare in advance of hitting the gym floor to coach. And make sure not to be the first one out the door at the end of the day. We can tell if you don’t want to be here, and the biggest illustration of this attitude is showing up 2 minutes before your shift starts, and bolting as quickly as possible.

2. Positivity

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I don’t really care about your competency on day one. You made it through the thorough application review and interview processes and found your way into a spot in our program, so I already know you deserve to be here. Trust your skill set and focus on being likeable.

Make friends. Learn names. Smile.

By the end of your first week, the staff will already know if they see you as a potential hire in the long-term, and it will have little to do with your ability to coach a deadlift. Be so likeable that we can’t ignore you, and we’ll take responsibility for developing you into an exceptionally competent coach during the coming months.

Our most recent hire, Kyle Driscoll, stepped into my office at the end of each of his coaching shifts during first week of his internship to look me in the eye, shake my hand, and say thank you for the opportunity. His positive attitude did not go unnoticed.

3. Proactivity

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I’ve never met a gym owner who got mad at an employee or intern who took it upon himself to change the trash, refill the water fridge, or vacuum up the gym chalk on the floor next to a deadlifting platform without being told to do so. Make a habit of “getting caught” tidying the training floor. Show up early to review client programs and get ahead of preparing for the day. Ask your fellow interns how you can help them improve on a given day.

Being proactive rarely costs much, but it will leave a lasting impact on the memories of your colleagues, and the clients who may ultimately tip the hiring scales in your favor with an unexpected endorsement directed toward your boss.

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"You guys would kill it if you opened a gym in ____!"

If you've operated a reasonably successful facility for any period of time, the title of this post probably put a smile on your face. We've all heard it from people who would rather we bring our business to them, than they hop on a plane or get in the car and make a long drive to experience our services. I've got to admit, I used to get pretty excited about the idea of telling people I owned multiple gyms during the early years as we kicked this idea around.

Newsflash: No matter how excited some random stranger is about the idea, I'm pretty sure my business would not "kill it" in Anchorage, AK.

There's a common misconception in our industry that opening your own gym equates to the pinnacle of fit-pro success. Fortunately, word is getting out that running a gym is no cake walk. This is great news for some of the misinformed big box gym trainers who might not have had the chance to read my blog titled: "Because my boss sucks" is a shitty reason to open a gym.

Not surprisingly, though, there are very few people discussing the risks associated with becoming a multiple location business. Not every gym owner needs to aspire to open a second space (or franchise multiple locations). The mentality that if some is good, more is better could quickly put you in emotional distress and financial debt without a whole lot of net profit upside to show for it.

Sometimes more is just more. More expenses. More staffing nightmares. More competition to worry about. More landlord relationships to nurture. More driving around from one location to the next. Just...more.

 Having 27,000+ makes you legit. Two? Not so much.

Having 27,000+ makes you legit. Two? Not so much.

The Abundance of Opportunities

I'm asked a couple of times each month if we'd consider opening a satellite facility or even franchising in the (insert random city) market where we'd "absolutely kill it" according to the person on the other end of the phone or email thread. Saying "no" without coming across as unappreciative is easy, especially if you can justify your decision with a concise and thoughtful response. I had the opportunity to do so this week, and thought I may be able to deliver some value by sharing my approach to politely declining the suggestion.

In response to a franchising opportunity in the midwest, I wrote: 

While we truly appreciate the compliment of you offering to partner up in some capacity, we choose not to go the franchising/satellite facility route at this point in time for CSP. Due to the nuance of our individualized approach to assessment and program design, our biggest bottleneck in scaling the business responsibly is always going to be people. I'm not currently sitting on an abundance of exceptional candidates that I'd feel comfortable with handing the keys to our brand, so expansion isn't on our current to-do list.

Takeaways

  1. Opening a gym isn't a status symbol that declares to the world "I've made it."
  2. Once you own one, don't bite at every opportunity that presents itself. There will be plenty if you run a respectable operation.
  3. Always be prepared to explain your rationale for passing on opportunities. You may eventually conclude that expansion is the right move, and bridges are less likely to be burned if you fight the urge to hit someone with an abrupt "NO" the first time around. 

 

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Gym Owner Musings - Installment #10

I've kicked up my reading habits in 2018, resulting in a whole bunch of newly highlighted concepts and ideas. Here's a look at three quick hitters that recently caught my eye, and how they apply to running our gym here in Massachusetts:

1. From the Book Traction, by Gino Wickman

"Your hiring success ratio will increase if you evaluate applicants' core values before their skill."

I have a confession to make: Off the top of my head, I couldn't tell you what college my employee John O'Neil attended. Honestly...no idea.

When John's name was first thrown into our candidate pool, my first reaction was not to pull up his resume or cover letter. Instead, I connected with the people who coached alongside him as he interned at our Florida facility in 2014. I sent text messages to mutual friends in the fitness industry to get their take on John. And I focused on connecting with people who could speak to his character.

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Universally, the responses looked like this:

  • "He's a great person."
  • "He's as loyal a guy as you'll ever find."
  • "No one outworked him during his time with us."

You notice that none of these responses mentioned John's undergraduate GPA or the names of his high-profile clients at recent jobs? 

It didn't take long to recognize that we were considering a candidate who was even better known for his integrity and work ethic than for his skill-set (which is exceptional, by the way). We hired John for his core values first, and it is working out just fine for us.

2. From The Book Crushing It, by Gary Vaynerchuk

"An entrepreneur's lust needs to be counterbalanced with a manager's prudence and discipline."

This quote reminded me of the lesson in The E-Myth that in order for your business to survive, you need to cover the roles of the manager, the entrepreneur, and the technician. All too often I see gym co-founders go into business sharing two of the components outlined here, and completely miss the boat on the third. If you're considering going into business with a friend or a colleague, make sure to ask yourself if you've covered all three bases.

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Thankfully, my business partner Eric and I touch on all three, conveniently overlapping on the "entrepreneur" piece. We have had more than one occasion in the past where Eric's "entrepreneurial lust" was counterbalanced by my tendency to say we should pump the breaks.

Thankfully, both pieces are important. Without his creativity, we likely never would have made the strides we did, but it was also my prudence that probably kept us from stretching ourselves a little thin with too many objectives.

3. From the Book Hug Your Customers, by Jack Mitchell

"Training is for dogs. Education is for people."

We're constantly modifying our approach to delivering a valuable internship experience here at Cressey Sports Performance, and have made some big changes in the past month as we prepare for our summer interns. Instead of thinking of our internship as a program meant to cultivate our next hire, we're embracing the mentality that we are a talent supplier for the industry as a whole. 

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Our objective is to churn out exceptional coaches, so our internship program needs to be more about experiential learning and structured education than it is about properly executing our singular business model. Interns who are being educated instead of trained to be cogs in a system will reflect better upon our brand when they move on, and still prove to be employable here at CSP should we choose to go that route.

 

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Marketing With Integrity - A Long-Term Competitive Advantage

My fellow gym owner Chris Merritt offered to share a guest post on my site this week, and it couldn't have come at a better time. We're into day three of no power at the Dupuis Household thanks to heavy wet snow in our area, and I'm not exactly swimming in free time to write. For now, I am thrilled to share this piece discussing the long term implications of employing dishonest marketing tactics in your fitness business. Enjoy!

 

In the book “How to Be A Great Boss,” by Gino Wickman and René Boer, the authors introduce a discipline from Todd Sachse of Sachse Construction called the “10, 10, 10 Rule.”

“… the first 10 represents the first ten minutes after making a decision.  Emotion usually drives your initial reaction.  How do you feel about the idea? Are you happy, sad?  The second 10 represents the first 10 months regarding a decision, which he considers short term.  You usually ask yourself, how much money am I going to make this year?  What resources do I need and what will they cost me?  The third 10 represents the first ten years after a decision.  Now you’re asking yourself, how will it affect my reputation, relationships, community, and family?”

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I don’t know about you, my fellow fitness business owners, but I think we could all benefit from running our decisions through the 10, 10, 10 Rule, especially when it comes to our marketing. 

I’ve been seeing these Facebook ads lately—and based on the number of people using them, I’m sure you have too—and they’re all the same, literally.  They’re pushing a 6-week challenge that uses the exact same landing page, they’re advertising it as free (shocker: it’s not), and oh, by the way, “this is your last day to register!” 

Then, once people register, they’re told all spaces are taken, manipulating them to feel like they lost the opportunity.  All of this so that the business can reach out and save the day soon after, letting them know that a spot just happened to open! 

Further, I’ve been seeing the dude that’s pushing the system all over my own Facebook, every time I log on, advertising his services by showing success story after success story.

And here’s the thing—I believe that they’re legit.  I truly believe these people are having massive success with his systems.  In fact, I know some people that are using it, and they are having massive “success” in the form of tons of leads and so-so retention—which, with the volume the ads bring in, is great for their bottom line.

But if we run this approach through the 10, 10, 10 Rule, how do we think this is going to pan out in the long run?

I get the first two 10’s.  These business owners desperately want to increase their bottom line, and they buy into this marketing program on emotion.  Within those first 10 minutes, sure there’s probably some “holy crap, what did I just do?” going on based on the investment in the system, but there’s also hope and excitement. 

10 months into this thing, their numbers are way up—and that’s where many of them are now.

But it’s a new system, and there is no long-term proof.

10 years?  Based purely on the amount of manipulation involved in the marketing tactic—even with the people who stay on and enjoy these gyms—there’s still the fact that they were lied to in the beginning, and they know it.  Worse, there are all those ones that not only know it but didn’t sign on for more after the challenge—or worse yet, walked out the door as soon as they realized it was a bait and switch. 

You don’t have 10 years.  In my opinion, it’s not going to take even close to that amount of time for the word to spread, and your reputation to be tanked.

I really hope it works out for these gym owners’ sake, but my gut says it won’t. 

When does the well dry up?  When does your reputation for being deceitful precede you?  Time will tell.

And here’s the kicker—the owner of this marketing company opened a gym just down the road from our facility in 2016.  At the time, no one else was running ads like these, so we took notice.  To be honest, I was impressed, even nervous and worried about how it would impact our own business.

Well, his gym didn’t last long, and it was GREAT for our business while it did.  The place so quickly earned a negative reputation that it became the talk of everyone coming over to join up with us.  The gym has been gone since about November of 2016 (estimated), but I can still pull their reviews on Yelp and Google—one of which was written by his former employee:

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At the end of the day, I’m just a small business owner playing the long game.  I don’t see a place for manipulative advertising in our business, regardless of how much money it will bring in the long run. 

My aim is, and always has been, to provide value in multiple forms and put the needs of our clients first.  And through that approach, our gym has grown month after month, year after year, for coming up on 7 strong.

As Jay Abraham says in “Getting Everything You Can Out of All You’ve Got,”

“The more value you give others, the more value you generate.  Not only for your clients but for yourself.  The more contributions you make to the richness of the lives of your clients, the more bonded you will be to them and they to you.  And the more successful you will become.

The focus of your concern should state to the client, in essense, “You matter.  Your well-being is important to me.””

At the end of the night, when you lay your head on the pillow, you shouldn’t have to rationalize your actions in order to sleep soundly.

Play the long game, take care of your people like family, and deliver a phenomenal product. 

About the Author:

Chris Merritt is the co-founder of Beyond Strength Performance, a strength and conditioning facility located in Northern Virginia. He is also a co-founder of the Strength Faction, an online community that focuses on providing fitness professionals with the support, education, and experience they need to transform their lives and careers.

Collect More Effective Testimonials

Social proof is imperative if you are looking to drive leads toward your fitness business. Of the many types of social proof you could accumulate, few are more powerful than a good old-fashioned client testimonial.

Your potential customers want to envision their own success in your space before making a commitment to working with you, and hearing from people like themselves in this context will often give them the nudge they need to make the investment. Fortunately, asking for a testimonial is easy, and often interpreted as a compliment by the client.

Potential Responses

There are two types of responses we typically receive when requesting a complimentary quote for our website or social media content:

  1. Absolutely! I’ll get you something ASAP!

  2. Really? Me? I’m not very good with stuff like this. What would you want me to say?

First things first, you should never attempt to redirect those who offer the first response. Ride the momentum of their positivity, and thank them profusely for their efforts. Their enthusiasm and can-do attitude regarding the request will only be soured if you attempt to dictate their approach to the process right from the start.

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In my experience, the clients who fall into the latter category far outweigh the former. Don’t ever abandon this population as a result of their hesitation. You made this request of them for a reason, and can extract some golden material with just a little bit of direction.

Try This

The next time someone asks you what an optimal quote would look like, ask them to answer these four questions:

  1. Was there a frustrating problem that inspired you to get in touch?

  2. What led you to believe we may be the optimal gym to help?

  3. Was there a specific moment you began to notice training results?

  4. How has your life improved as a result of the time you’ve spent with us?

Here’s an example of a testimonial from a client who visited CSP for a short-term consultation and has since been executing our programming in a distance-based format. He worked off of these four questions and came back with the following:

"I spent years guessing my way through the process of strength training prior to discovering Cressey Sports Performance. Thankfully, a friend of mine recently shared a CSP exercise tutorial on Facebook that caught my attention. I was thrilled to finally find a gym that was as interested in sharing “the why” behind their exercise selection as they were to demonstrate “the how.” I now have a better understanding of the importance of proper warm ups in advance of each training session, and a newfound desire to get my work in at the gym."

That quote will drive more business my way than a generic: “These guys are the best. I’d recommend them to anyone!”

If you can present a story about training at your gym that is easily relatable, you’ll soon be headed in the right direction.

My Landlord Understands the Long Game

Do you have a favorite parable that guides your professional decision-making?

For those of you who are unfamiliar with the term, a parable is a brief story used to illustrate a moral or spiritual lesson. My favorite is The Go-Giver. I’ve read it three times in the past 24 months. Every time I open this book I stumble upon a new nugget of useful perspective that I can apply immediately in the way I operate Cressey Sports Performance.

This weekend I took it for another spin, and found myself sliding a highlighter across the following suggestion:

Make your win about the other person. Go after what he wants. Forget win-win.
— Bob Burg

Our landlord at CSP understands how and when to apply this mentality in order to win. Back in the summer of 2010 we approached him about the idea of taking over about 1,000 square feet of vacant office space just next door to our unit. Creating a doorway that would allow access to both spaces was quick and painless. The problem, however, was twofold.

First, we were only about half way through an existing lease, and would need to tear up our existing agreement and renegotiate the terms moving forward. No problem, he said.

The second issue was more of a potential sticking point. Our old office space would need to be demolished, and we weren’t excited about the prospect of paying for all of the demo and cleanup since we felt that we would eventually vacate a space that was improved by our suggested modifications.

We cautiously approached the negotiation table, not looking forward to battling over who owes what.

I’ll take care of it, he said. My treat. How quickly do you want it done?

We hadn’t even had the opportunity to haggle, and he had already relented. You’d think that he just buried the cost in the terms of our renegotiated deal, but we actually ended up paying the exact same monthly figure moving forward under the terms of our renegotiated agreement. We’d added square footage, had some structural modifications made free of charge, and simply extended our existing agreement by an additional two years.

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Why did we get so lucky?

A few years later, over a cup of coffee, he mentioned why he was so flexible at that moment in time. He explained that when he finds a tenant who pays rent on time and creates minimal headaches, he always applies a long-term vision to the relationship. He knew that he was going to attempt to slide us into the 15,000+ square foot space down the hall long before we hit the end of our recently renegotiated deal. Winning an argument over a project that would cost him a couple thousand dollars at that moment in 2010 wasn’t going to help him in any way when it came time to propose that we take the risk of expanding.

Our landlord made the strategic decision to put our needs ahead of his own on that day. Our business was allowed to grow thanks to manageable overhead figures because he chose to forget about the win-win. He’s since collected well over a half-million dollars worth of rent from us, and we’re still around to talk about it. 

I wonder if he ever read The Go-Giver?

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Deliver More Than a Training Experience

Maybe it’s time to slow down your never-ending search for ways to incrementally change your business and instead simply focus on making it easier to do business with you.

I’m not necessarily talking about implementation of fancy systems or cutting-edge technology. I’m talking about simplifying someone’s life each time they walk through your doors.

Small gestures Matter

This past Sunday, as my wife and I were laboring our way through the grocery store produce section and past the bakery with two young kids in tow, a nice gentleman in an apron stepped out from behind the counter and approached us:

Would you mind if I gave these two handsome young men a cookie?”

Collin didn’t need to be asked twice if he wanted a baked snack, and Owen has never said no to anything edible.

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It was just a couple of cookies. Maybe $0.50 of actual goods gifted. But the gesture brought far more value to us than that. Anyone who’s attempted to work their way through a lengthy grocery list with two kids on a busy Sunday afternoon knows that a successful trip typically involves less than two meltdowns, complete avoidance of cleanup scenarios involving a mop, and minimal screaming.

Once those cookies were in-hand, it was smooth sailing for mom and dad.

Again, a little bit of complementary product costed this business some money, but far less than the value of products I will be purchasing during future visits that are all but ensured to take place thanks to the success of this most recent one.

are you Simplifying Life for Clients today?

This simple and inexpensive gesture by a grocery store employee made my life easier. It isn't difficult to create similarly convenient experiences for clients at your gym.

Do you have a comfortable lounge for parents of your athletes to wait in as their children are training in your gym, or are you sending them back to their cars with a mandate that they return in 90-minutes?

Have you provided a Wi-Fi connection for the mom who cut out of work early to provide transportation but still needs to clear a few emails out of the account before signing off for the day?

How about a desk or two for high school athletes to get some homework done before stepping into the gym to take care of the training that is appropriately situated behind academic objectives on their priority list?

Are you modifying your hours to make Sunday sessions available during a popular sports season? It may be the only time youth athletes can escape their packed sports schedules to get a lift in, and they'd probably like to maintain the hard-earned progress they achieved during the off-season.

Deliver more than just a fitness system

If you want to just get by, call it quits at preparing an adequate training philosophy and system through which it can be delivered.

If your objective is to make life easier for your clients, you need to look beyond just the mechanics of fitness instruction. Think about the many ways you can simplify their lives. Make the time they have tied up in trips to your space more efficient.

And don’t forget: If all else fails, learn from the guy in the apron, and hand out a few cookies.

Shake Up Your Approach to Hiring Coaches

So you’ve opened your own gym... 

It’s been exhausting. It’s been rewarding. It’s been all that you hoped for and more.

You’ve worked hard to establish a strong culture. Your high-energy training environment is on point. And, most importantly, your clients have an appreciation for the importance of executing programming your way.

Business is finally good enough to justify making a first (or second) hire, and everything seems to be headed in the right direction. Life is good.

Proceed with caution

If you’re a one-man operation that is ready to add a new coaching personality to the training floor, there is little room for error. A bad hire can negatively impact the chemistry you’ve worked hard to establish with your regulars. It can also convolute the overall training philosophy of your business if you’re not careful.

We employ a comprehensive internship program at Cressey Sports Performance which allows us to appropriately screen potential hires to ensure that we find the right fit both philosophically and culturally. This is unfortunately a luxury that isn’t available to most gym owners, meaning that there’s always a chance you’ll bring on a new team member who appears great on paper and in an interview format, but ends up delivering a training experience to your clients that is different from what you anticipated.

 Looking professional is the easy part.

Looking professional is the easy part.

It's easy to draft up a decent cover letter. Showing up for an interview dressed professionally isn’t difficult. Preparing to answer a generic question regarding your primary influences in the fitness industry is a breeze.

A little bit of preparation and foresight on the part of a candidate is all it takes to lull you into believing that you’ve found someone who is on the same page as you. What you can’t easily confirm in this environment, however, is exactly how this person is going to handle himself in a busy gym.

Here's an idea..

The next time you're on the cusp of making a hire, instead of staying on script with standardized interview protocols, throw your candidate a curveball and invite him in for an off-hours training session with you. Tell him you just want to get a lift in and talk shop.

There’s no better way to gain an understanding of someone’s approach to fitness than by seeing how he handles himself in the gym during his own time. Is he diligent about his warm up? Is he clearly executing a structured plan, or just winging it based on the available equipment in the moment? Is he tidying up equipment and re-racking weights as he goes, or is he content with operating in a messy gym?

Outside of the execution of the training session, how did he handle himself socially in between sets? There’s plenty of down-time during a typical training session, and social skills are either highlighted or exposed in this type of informal interview scenario. Can you afford to employ someone who couldn’t engage you in small talk in between sets?

I once had an employee whose first rule for evaluating interns for future employment was to ask himself: “Did he participate in staff lift during his time with us?”

As far as he was concerned, the answer “no” was a non-starter. This continues to be an unwritten rule that we apply today as we evaluate coaching talent.

Bad hires can happen from time to time, but they don’t need to be the result of mismatched training approaches. Give the “staff lift interview” a shot the next time you are getting close to making a hire. This should dramatically reduce the likelihood that you find yourself back to the drawing board in search of candidates weeks or months later.

 

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Community, Saying Yes, and Business Success

Today I bring you a guest post from my good friend, Todd Bumgardner. He came through with great content at the perfect time, as I spent my day shoveling snow and wrestling with my two little guys who were home from school thanks to the weather. Enjoy!

 

Screw it. Let’s do it.”

That’s the text that Kirk Adams sent to PJ Strebel when he said yes to teaching a golf-training seminar at PJ’s gym in New Hampshire—verbatim.

PJ wanted to expand his reach locally into the golf market, and he knew he wanted to challenge himself to a public speaking event in 2017. Even though New England seasons aren’t the most welcoming to golfers, there are still a lot of them that live in and around Portsmouth, New Hampshire, where PJ trains his clients at Seacoast Sports Club.

Kirk, the handsome devil that he is, is the Director of Fitness at New York Golf and Body in Manhattan. It’s essentially a golf country club perched above the NYC streets, and Kirk spends a lot of time there helping golfers make their bodies strong and resilient enough to improve performance and stay healthy out on the course.

(Before we go on, PJ is also handsome. He’s also bald, which earns him some extra points with me.)

Both of the guys had been in Strength Faction for a while, using the resources to grow themselves and their businesses, and had chatted on QnAs and in our open forum. Then, at a Strength Faction event that we co-hosted with the CFSC, Kirk and PJ actually met in person for the first time—and it’s like they were already good buddies with old battle stories that they could tell about each other.

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So, when PJ wanted to get in front of golfers, and grow his golf business, he knew that he had someone he could count on in Kirk. PJ knew that Kirk knows his shit and he knows what kind of human being is—that’s the value of being connected to other great people in a great community.

At first, Kirk was reluctant. He wasn’t sure if he’d do it. A little imposter syndrome crept in and got him thinking about all of the barriers to entry that would hold him back. He’d have to do a lot of work to prep. He’d have to take the bus to New Hampshire. But with PJ’s support, the support of his Strength Faction family, and a little mustering of gumption, Kirk said screw it and did it.

During a webinar we recently held, PJ and Kirk talked about the experience of putting their project together. Kirk said that he wasn’t sure what he was going to do for the presentation, or how he was going to get it all done, but that he decided to say yes to a great opportunity and then sort everything else out. It was a good move, Kirk.

Now, PJ has an audience with golfers in his area and Kirk’s done even more to position himself as a golf-training expert—which he most certainly is. And they’ve both gained the confidence that comes from putting themselves out there, taking a swing at something, and making it happen.

So, as you’re looking into 2018 and deciding to make this a great year for your life and business, surround yourself with a community of people that you know will have your back and will also be ripe with talent, skills, and ideas that can help you grow yourself and your business. And, if a big opportunity comes up that may not totally be part of your plan, say yes and then figure out how to make it work.

Enrollment for the Spring ’18 Strength Faction semester closes on January 5th. To learn more and to enroll click the link below.

Click Here for Spring ’18 Strength Faction Enrollment

Why We Don't Employ Designated "Program Designers"

I've been asked a number of times recently why we don't have employees whose role is exclusively to design programming for our athletes. The assumption is that we would increase operational efficiencies by doing so, and also free up our coaches to do what they do best - coach. I don't disagree with this mentality, but I also don't think it is an optimal approach for our business at Cressey Sports Performance.

The systems we employ need less and less tinkering over time as our business matures. When it comes to delivering individualized training materials to our athletes, we realize that at this point in time it is not necessarily the machine that is in need of servicing, but instead the experience. Part of the experience of training at CSP is knowing that there is a coach on the training floor who not only knows how to instruct the material that has been designed for you, but also knows exactly why each exercise was integrated into your programming. 

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There is a certain level of nuance that can only be appreciated by a coach who is in the room for a movement screening or postural analysis. Additionally, an off-the-training-floor programming specialist can't possibly have the instinct to integrate a necessary exercise modification because they aren't "in the trenches" observing the unexpected challenge that a high school athlete had while executing his front squat or reverse lunge during his last month of training.

The volume of variables to consider when delivering truly individualized programming in a performance training setting exceeds the capabilities of someone who sits in an office in front of exercise templates cranking out generic material. Much like radiologists have been known to read X-rays more accurately when they have seen the patient's photo, coaches prepare the best programming scenarios for their athletes when they have stood alongside them in the gym observing how they handle the material and cues that have been thrown their way in the past. 

I am at peace with foregoing a little bit of supposed operational efficiency if it increases the likelihood that our athletes are being put in the best position possible to succeed. For now, my team will continue on with their multi-tasking.

Gym Owner Musings - Installment #9

In this ninth edition of Gym Owner Musings, I will share thoughts ranging from cleaning up your on-boarding processes, to improving the client experience on day one of their time with you.

Here goes…

1 - Spend a week doing a job yourself before hiring to fill the position

My Office Manager moved on from her role this past week, leaving me with a vacancy at the front desk. For the first five years we were in business, I served as the unofficial "face of CSP" greeting clients and handling all things administrative around the gym.

I thought to myself: "I've got this. I'll be back in the groove by the end of my first day back."

What I failed to realize was how dramatically a role can shift as you scale your business over a five-year period. While I helped to mold the general framework of the systems we implement on a daily basis, I don't operate them all myself consistently. Foot traffic is now higher than I remember it, the phone rings more often, and the list of variables to juggle in this position has increased considerably.

As we find ourselves on the cusp of making a final hire to fill this position, I am going to spend a few weeks cleaning up our systems. My primary objective is to prepare an on-boarding scenario where I am introducing material that I am entirely familiar with.

If you own a gym, try not to ask employees to complete tasks that you haven't experienced yourself. With this policy in place, you’ll earn credibility with your team, and have a complete understanding of the responsibilities you are handing off.

2 - Build something memorable into the initial visit

It is easy to fall into the mentality that the magic is created once clients hit the training floor with their first personalized program in-hand, while missing an opportunity to create a memorable experience on day one. If you believe the cliche that you never get a second chance to make a first impression, why are you mechanically working your athlete through an FMS checklist and then pushing her out the door with the expectation that "the fun starts next time?"

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It doesn't take much to make a new client feel like you went off-script (in a positive way) during their initial visit. Here at CSP, every time we evaluate a new professional baseball player, we have them finish by signing the "signature wall" in the gym. We'll then put the finishing touches on the experience by tagging the athlete in a tweet welcoming him to the "CSP Family."

In short, make people feel important during their initial visit.

3 - Clients won't fully appreciate a training solution until you help them to appreciate the problem.

A couple of years ago, one of our coaches brought his girlfriend (now wife) in to CSP for an assessment with Tony Gentilcore. Tony worked her through his usual screening process, stopping at one point to ask that she attempt to touch her toes. She gave it a shot, failed to do so, and mentioned that this was something she simply couldn't do.

Tony then pulled out a lacrosse ball and worked her through a few minutes of lower extremity soft tissue work, with particular emphasis on the bottom of her feet. Roughly three minutes after her initial attempt, this CSP newbie was able to touch her toes for the first time in recent memory.

She explains: "From that point forward, I was buying anything Tony had to sell. I thought he was a magician."

Tony didn't have to solve the problem on day one. He could have made a note about poor flexibility on his sheet, committed himself to addressing the issue in his first month of programming, and assume that she would "get it" when he built individualized warmups into her program that would take into consideration flexibility limitations and faulty movement patterns. Thankfully, he didn't.

If you want to create buy-in from your newest clients, you can start by solving manageable problems on day one. "We'll get to that" isn't going to cut it with people who are on the ropes as to whether or not they'll return following their initial screening.

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Build Audience & Influence With 30 Days of Deliberate Social Media Strategy

In the next 30 days, you could dramatically increase the size of your audience, gain a better appreciation of the type of information your followers crave, and increase overall leads and engagement. Before I explain how, you should know that this hypothetical project will be anything but a shortcut.

The Project

On Sunday, October 22nd, I sat in the audience listening intently as Jordan Syatt delivered the final presentation of the day at our 6th annual Cressey Sports Performance Fall Seminar. Having grown an Instagram following of just a couple of thousand on up to more than a quarter of a million in roughly a year, Jordan had earned the right to address a room of nearly 200 fitness professionals on the topic of social media strategy.

During the early stages of his presentation, Jordan mentioned that his employer and mentor, Gary Vaynerchuk, had issued him a challenge during the first handful of weeks that he was working with him: Pick the social media platform (or platforms) of your choice, and commit to three posts per day for a thirty-day period.

I opened the calendar application on my phone as he went into more detail on the challenge and considered what the next thirty days of my life looked like. If I were to start the following morning, I could publish my 90th post right around dinner time on the eve of Thanksgiving. What the hell, I thought...let's do it.

A couple of important notes before I get started:

  1. I realize my social media following is anything but huge. A number of my readers have many multiples of my following, so please don't interpret my message as an attempt to position myself as a social guru.

  2. I did not apply this project to the Cressey Sports Performance social media accounts. This was strictly a personal branding endeavor.

How I Attacked It

Moving from an average of roughly three posts per week to three posts per day required a dramatic shift in my creative strategy. I knew that I'd fall flat on my face after a day or two if I didn't systemize my approach to content creation, so I built it into my schedule. I was first introduced to the concept of deliberate practice when I read So Good They Can't Ignore You by Cal Newport, and this project ultimately became an exercise in deliberate practice of social media content curation and creation.

The first thing I did was to create a daily checklist to help me track output. What doesn't get tracked, doesn't get done. 

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Every evening, as my wife and I sat on the couch watching mindless television, I spent 10-15 minutes scrolling through my own blog archives in search of inspiration. I'd flag specific quotes or posts as a whole, and set them aside to be revisited the following morning. When I arrived to my office the next day, I would begin with a 30-minute period where I would outline my three tweets, and my three Instagram posts for the day. I then created three Instagram post drafts which could be revisited later in the day, and loaded my three prepared tweets to my Evernote application so that I could cut and paste when needed.

My primary objective with this preparation strategy was to eliminate the need to be brainstorming content ideas at a time when I needed my head clear to execute my usual CSP-related tasks.

While I could have used a structured publishing service such as Hootsuite or Buffer, I chose to stick with the resources at my fingertips, and programmed alarms in my phone to remind me that it was time to publish at 10:30am, 2:30pm, and 6:30pm.

Where Am I Going to Find 90 Ideas?

Roughly 90% of the material I shared during this process was recycled content that I'd published in recent years. It didn't take long for me to realize that this was the perfect opportunity to make old content new again. If you've been publishing a blog, creating videos, or churning out other forms of informational content consistently for a year or more, you likely already have all of the information you need to populate 90 posts in the next 30 days.

I've published my fair share of "listicle" posts in the past, so pieces such as 10 Considerations as You Search for the Perfect Gym Location easily served as 10 different Instagram posts. The material was already outlined and written, so this was just a matter of creating a corresponding visual and copying the blog text into the Instagram image description. (Content Creation Tip: If you are looking for an image editing application, I recommend either Canva or Wordswag)

My second content goldmine sat within my Twitter archives. Did you know that you can download every tweet you've ever published in a single excel file? This gave me easy access to more than 1,000 previously published posts that could either be screen-grabbed for an Instagram post, or reformatted into an attractive visual using the image editing applications mentioned above. You can find a step-by-step guide to downloading your archives here.

My third consistent source of content inspiration was my newsletter archive. I have published 72 weekly "Friday Four" newsletters to date. Every Friday I send off an email containing four pieces of content I consumed over the course of the week that will influence my future blog material and challenge me to think differently about how I manage Cressey Sports Performance. My primary objective each week is to share some business-specific information from outside of the world of fitness. Whenever I was in a little bit of a creative rut during this 30-day period, I would dig into these archives and find an article to share along with a memorable quote from the text. (If you're interested in receiving this weekly email, you can access old broadcasts and sign up here)

The Outcome

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If you're a fan of vanity metrics, you'll be interested to learn that I increased my Instagram audience by 50% during the month. I also tripled the previous daily pace of adding new Twitter followers. Additionally, I saw massive upticks in impressions, profile visits and mentions according to my Twitter analytics . In the end, I found a great deal more value in building my ability to influence as a result of this process than I did from building the actual size of my following, but that number grew nonetheless.

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I was reminded of the importance of repeatedly exposing my audience to my unique area of expertise. The noticeable increase in content output prompted dozens of unsolicited "shout-outs" praising my material, including more than one mention on Facebook, which wasn't even one of the targeted platforms. This kind of social proof can't be purchased; you've got to put in the work to earn it.

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The most important lesson I learned during this process is that as your audience grows over time, it is careless to assume that new fans have bothered to discover what lies in your archives. I wrote a number of blogs that I am especially proud of during a time that nearly no one was listening. This 30-day challenge presented an opportunity to bring that material back from the dead. If you've previously published content that you continue to stand behind today, you likely have plenty of new followers who are unaware of it's existence. Pull the "old stuff" out of storage and treat it as evergreen content.

Moving Forward

This experience was both time consuming and rewarding. It will likely be awhile before you see me churn out this volume of material on such a consistent basis, but I can now comfortably commit to a post per day on each platform without hesitation. If you're going to attack this project, I'd encourage you to start with a single platform. In hindsight, choosing to focus on both Twitter and Instagram simultaneously created more headaches than I may have needed. If three posts daily is entirely out of the question for you, target two and hold yourself accountable to it. Tell a handful of friends or colleagues that you intend to make it happen, and allow them to keep you accountable to the commitment.

Most importantly, regularly remind yourself of this: If publishing quality social media content three times a day on multiple platforms were easy, everyone would do it. It isn't.

The Value in Giving More Than You Take

A couple of months back I received a chat message from my good friend Jon Goodman. He explained that he was unable to make the trip out to our annual fall seminar here in Massachusetts, and he was hoping that I might be willing to do him a favor...

Jon requested permission to send in a small film team to record a handful of testimonials for his new product, The Online Trainer Academy, on the day of our event. The request made sense - we were expecting to have Eric Cressey, Jordan Syatt and John Romaniello in attendance, and this was a shot at getting all three in front of the camera in a single location on the same day. All three are influencers in the online fitness community, so I get it.

I could have been greedy about it and asked what was in it for me. I could have acted inconvenienced and claimed that the distraction would disrupt the seminar and take the focus away from our team of presenters. Instead, I said: "Hell yes. How can I help?"

I knew that Jon's crew would handle themselves professionally and stay out of our way as we went about hosting our event, so why not do what I can to make his life a little easier?

Things went off without a hitch. We successfully delivered our best reviewed and most attended fall seminar to date, and Jon got some great testimonial videos for his product.

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Fast forward three weeks, when another chat message from Jon arrives:

Hey dude. When my guys were at your seminar I asked them to interview attendees to give testimonials for your event and film you a little event trailer. The Dropbox folder below has a few things in it:

  1. A full event trailer (3 minutes)
  2. A 30-second 'social media friendly' event trailer
  3. 5 Testimonial videos
  4. 6 Short 'Instagram friendly' videos

Hope that this stuff helps with your promotion next year.

Jon didn't need to do any of that, but he did because he knows the value of surprising others with over-delivery. The lesson here is simple: Be generous with your time, your resources, and your attention. If you take a long-game approach to your personal relationships, the good people in this field will find ways to reciprocate.

Check out the great CSP Fall Seminar event recap video Jon’s crew prepared here.

* PS - Jon got all of his great video work done by Justin Ross at www.monkeyreelmedia.com.

The Dangers of Aligning Your Gym With a Specific Team or Program

You might have heard a few of these before if you run a business catering to youth athletes....

  • You guys HAVE TO open a gym in our new indoor training facility!
  • Let's list your business on our website as the official training provider of our program!
  • We've got 18 teams and ALL of our guys will DEFINITELY train with you if you take over the gym in our building!
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Before you go ahead and align yourself with a specific club team or program, I want you to remind you of something important...

There is no loyalty in youth club sports.

I've watched dozens upon dozens of kids declare their new program to be the best because of the amazing travel schedule they've lined up for the coming summer and "their sick new uniforms." It seems to me that roughly 50% of these athletes jump ship immediately following the summer because they are either pissed about playing time, or the lack of organization experienced over the course of a chaotic season.

It doesn’t stop there.

Maybe the "favorite coach" in the program found a better opportunity and moved elsewhere...you think athletes won’t consider taking a walk with him? Maybe the best player in your program just got poached by a competitor offering free enrollment in an attempt to beef up his roster. Maybe the connected helicopter dad who "knows a ton of scouts" insists that the club down the road is going to be at all the biggest tournaments next summer and his legion of followers is considering tagging along.

When all of these scenarios play themselves out, you're the gym owner stuck with a long-term lease and a client roster that unfortunately seems to reinvent itself every six-to-twelve months. You're also publicly attached to the program that is relentlessly bad-mouthing the competitor that "stole their guys" and "has no class."

Do you really want to put yourself in that situation when you could instead position your business to help all of the kids, from all of the programs?

Be the Switzerland of performance centers in your area. Be neutral.