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

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.

Transcript

Speaker 1: 0:33

Good morning, good morning, well, happy Saturday. So last week the challenge ended. We had the party. That was a good time. Today it's gonna be a full month. So today is the instructor training.

Speaker 1: 0:43

We do it every three months to keep everyone up to speed on form, the state of the business and 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 like the head instructors are going to be the ones leading the rest of the day, and so that's where things are at. Uh, it's really interesting. I'm trying to, I'm trying to figure out what I should talk about, because everything you mentioned is going to be like listen to very carefully, and for the folks that are very in tune are going to be listening to what you do emphasize and what you don't even bring up, and so, like, for example, a few months ago, a manager was saying 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 are falling apart. But I'm are like, oh no, the end is near, everything is falling apart, and so I mean, yeah, things are falling apart, but I'm not going to bring up. The end is near, things are falling apart, and so best I can do is talk about.

Speaker 1: 1:46

For this past challenge, we had 30 people, the goal was 30, we ended up having 39,. Historically, like one-third of all challengers are existing members or fit members, and so, and so right now we have 64 leads in the pipeline, about 20% convert. So that should end up with 12 new challengers. There were also 16 challenger folks that signed up during the last challenge, but they didn't do that challenge, and so they'll be teed up and ready to go for this challenge. That's an additional 16. 12 and 16 makes 28. Again, historically, whenever we have a decent turnout, about a third of member of existing members join the challenge. So a third of 28 is or I add in the the fit member bump, and that gets about 42, because fit members make up one third, and so, right and there it should end up at about 42 members. Now, that's a forecast, that's an estimation. Um, you know, the goal is 45, so it's going to be close, but we're going to get as close as we possibly can, and so when folks ask about you know how many are we going to have? What's the slate?

Speaker 1: 2:50

I'm just going to talk about the sales pipeline, the potential, the opportunity, and I'm not going 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 of leadership and ownership and with this past, the past three, four or five months realizing, yeah, like when you're open and transparent, people will take it and they'll throw you under the bus, and that's what happened in that instance. It doesn't mean it'll happen every time, it doesn't mean it'll happen none of the time. It's somewhere in between, and so it's tough to acknowledge that, move on from that and not assume that's the norm. But yet that is what can happen. So that's going to be the focus for today, also going to focus on corporate wanting to standardize membership pricing as well as membership packages. So more to come, probably November, when corporate comes up to see the place, see other studios. They do their six-month checkout, making sure everything is going decently smooth. There's that.

Speaker 1: 4:02

And then what was the other thing? Staffing is stabilized. So the instructors are coming back, folks are getting on board. We've got a few new on the management team which will help with scheduling, and so I want to emphasize those three the sales pipeline, the in-house staff and the membership packaging. And so I just feel weird about it. 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 that CEO that is gonna lead well with the cards that I have. So we're gonna go do it, we're gonna have fun, I'll be home around one o'clock and then my kids 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, one of those excuse me Saturdays that is very much gym focused and not day job focused or family focused. Yeah, that's where we're at, that's where we're going, that's rock and roll.