Chris Cooper discussed the 2025 challenges and advantages, focusing on the 96% conversion rate to 73% retention in the growth phase. Key challenges include gym owners not meeting net owner benefit goals, lacking a two-year client retention period, insufficient CEO skills, and lacking a long-term sustainability plan. Solutions include a new coach development program, addressing flat, stalled, and lost avatars, and introducing habits training. Competition is minimal due to Two Brain's unique data-driven approach. Advantages include a comprehensive program delivered in stages, continual coaching improvement, and a focus on client outcomes.

https://otter.ai/u/NftWNHZyAzepqq_YFn7JPQCE8VA?view=transcript

• [ ] Introduce a new coach development program to help gym owners deliver a better product.
• [ ] Implement semi-private training to address the "flat, stalled, and lost" client avatars.
• [ ] Introduce habits training to help gym owners develop the necessary entrepreneurial skills.
• [ ] Explore the use of AI and software tools to assist mentors, but ensure that the human coaching component remains the focus.

• Chris Cooper introduces the challenges and advantages for 2025, starting with the challenges faced in mentorship.
• Conversion rate improved to 96%, meaning most people continue in the growth phase after their first year of mentorship.
• Retention in the growth phase is only 73%, indicating that many people quit too early.
• Four criteria for successful mentorship are outlined: meeting net owner benefit goals, having a two-year client retention period, demonstrating CEO skills, and having a vision for long-term sustainability.

• Meeting net owner benefit goals is crucial; if the goal is met, it signifies success.
• Gym owners must keep clients for at least two years to see significant life changes.
• Gym owners need to have CEO skills beyond just coaching skills, with an EHR (Earnings Before Hourly Rate) higher than their per-hour training rate.
• A vision and plan for long-term sustainability are essential to prevent gym owners from reverting to old habits.

• Product quality in gyms is a challenge, with the new coach development program aiming to improve delivery.
• The issue of flat, stalled, and lost avatars is addressed, with semi-private training hoped to help these clients.
• Lack of entrepreneurial skills among gym owners is a significant challenge, with many overwhelmed by information rather than action.
• The introduction of habits training is proposed to help gym owners build necessary skills through practice and accountability.

• Chris Cooper addresses the competition issue, emphasizing that no one else tracks metrics and progress like Two Brain.
• The idea of a software company using Two Brain data to create an AI-driven mentor is discussed, with concerns about replacing human mentors.
• AI is good at presenting knowledge but cannot replace the human component of coaching and experience.
• The focus remains on coaching and the human element in achieving client outcomes.

• A comprehensive program delivered in stages helps gym owners achieve incremental progress and focus on specific goals.
• Continual improvement in coaching is emphasized, with mentors constantly evolving to better...

Pay Themselves More: why they should increase NOB

The habit matters. We're building the habit

Get it under your mattress - avoid just losing your gains to overtaxation

Put it somewhere to save - if it's immediately available, you'll spend it

Put it somewhere to grow - even a high interest savings account is better than nothing

Put it somewhere liquid

Put it somewhere for the future

At our team meetings this week, we walked through the Golden Hour book, Habit Formation, and Habit Stacking.

The team came up with some amazing examples of habits that could be stacked once gym owners have mastered the basic marketing habits in the TBB program:

Coach convos

Roleplay

Metrics checking (esp sales metrics)

The daily marketing tactics in this book

Reading a P&L

Getting client referrals

Consistent delivery of service by your staff

Selling your product or service

Client communications

Staff evaluations

Content creation

0:00: Hey, mentor, Team Peter, coming at you with a help.

0:03: Best episode today.

0:06: Really fun one in my opinion, how do we avoid boredom as a mentor?

0:12: And maybe boredom is used too loosely here.

0:14: But the boredom I'm referring to is we repeat a lot of the same material over and over and for some of us that's four or five years or longer at this point, Some of you guys are a little bit newer and that's going to become something that you're like, I've said this before.

0:27: I've said this before.

0:29: And how do I avoid bringing in my newest hottest topic into the conversation?

0:33: Like I just read a great book and I'm like, I wanna bring unreasonable hospitality into every call because the book was so mind blowing to me.

0:41: I really want to talk about some tips and things that I do to avoid that shiny object.

0:46: So first of all, we all know we've heard it before.

0:49: We need to stay focused on doing the basics.

0:52: If you do the basics over and over, then we're going to see the best results.

0:57: It's almost as if we hosted an entire summit around that and virtuosity.

1:01: So we have to remind our mentors that we should be doing audits quarterly, semi annually or annually.

1:08: And those audits can change from financial audits to client journey audits.

1:12: Even doing seed client interviews over at least once a year is something I heavily encourage my clients to do because their seed clients are changing, especially seed clients that you had since before COVID to after COVID.

1:24: So I go back to the basics very often.

1:27: And in those basics, I like to audit different parts of the business with people again at various in increments throughout the year.

1:35: The next thing I love to do is if I have a lot of clients, I will often look at the most important thing in the tool kit that is relevant and I'll use that for all of my calls in the same day or all of my calls in the same month.

1:49: So recently, there's been a lot of transition back to storytelling on social media.

1:55: So looking at social media content and how we're utilizing that, especially with the update to the two brain tool kit around lead magnets.

2:04: And really, if you look back at a lot of my calls over the last few weeks, I've been reintroducing lead magnets to a lot of people because we get a lot of yeses.

2:11: Hey, do you know how to use a lead mag?

2:13: Oh Yeah.

2:14: Yeah.

2:14: Yeah.

2:14: I sent it out in my email last week.

2:16: Well, great.

2:16: Can you share your screen with me and show me how you used it?

2:20: And then I realized that their interpretation of lead magnet is one or two degrees different than maybe what Kieran or Tarn have told us about lead magnets.

2:27: So we really want to understand, are they using the most basic tools?

2:32: And then do they actually understand or comprehend how to utilize those tools?

2:38: So the audit doesn't stop on a call for my boredom for me, just to say, do you understand what we're saying?

2:44: It comes back to proof, either share your screen and show me, you understand or, and this is a big one for me.

2:51: I will go find someone of my clients that have done this really well and give my current mentee that I'm talking to social proof.

3:00: This is a great way to do it.

3:04: So oftentimes I go back and look at somebody that got 50 plus likes on one of Coop's top Facebook posts or they got a ton of shares on one of those things or they, I know their lead magnet brought in a few clients and I'll go and I'll get a screenshot of that and I'll share that.

3:19: So how do I avoid boredom?

3:20: A couple of key things here.

3:22: One, I'm always...

Today, we're talking about doing it for them, and why we shouldn't. One of the greatest gifts that you can give entrepreneurs is not specific tactics or even strategies. These things work for a while and tend to fade out with time or change. The great thing that you can give entrepreneurs in a mentorship program is skills. There are really four stages to skill development. First there's the learning phase. I do it and you watch, and we cover this in two brain inside our curriculum. They're going through the course. Here's how to do it, and they're basically watching one of us do it. Second phase is, we do it together. And this is what the mentorship calls are for. We go through the work and we get it done on the call. The third phase is, you do it and I watch. And this is really where growth phase, or higher levels of mentorship, come in. We are giving them homework and checking to make sure that they've done it, and hopefully taking a peek to make sure that they've done it well. And fourth, you do it and I support you and watch you train others. So the four phases of skill development are, I do it and you watch like a course. Second, we do it together. Third, you do, I watch, and fourth, you do, I support and you train others. This, teaching it to other people, as you found, as a mentor, often helps the skill really become honed, because when we're mentoring other people to do it, we get a more objective perspective on what we're doing ourselves. That said, when we're teaching people to do skill acquisition, there are a few things that you do to sabotage them. You care so much about all of your clients, that you tend to do things for them, instead of giving them the power and the tools to learn how to do it themselves. And when you do it for them, they don't learn the skill. So instead of posting bright spots where you tag your clients and say, I'm so proud of them for doing this, text a client and say, post your bright spots, or text a client and say, I'm proud of you for this. Share that as your bright spot, don't email their accountant or their bookkeeper or their lawyer or their software company. Don't take a call to learn something that you then turn around and try and teach them. Show them how to book the call, show them how to write the email, show them how to query their bookkeeper and ask for the P and L help them do it. I'd never say that our clients are like our kids, but all of you parents know that cutting your kids steak when they're a teenager is not preparing them for life. You have to give gym owners skills, and that means reps, that means habits, that means letting them fail and then helping them get back on the horse and do it the right way instead of driving the cart for them. Thank you for helping other entrepreneurs.

In this episode, Kenny Markwardt shares how he avoids the temptation to prescribe shiny objects to his clients. he uses the example of ideas from the Tinker group that are just in the brainstorm phase and don't yet have data to support their use for everyone.

0:00: So our last summit was on virtuosity.

0:03: And basically the idea that, you know, just really the, the importance of just continuing to hone in on the basics and really master the basics being all that most of us really need.

0:16: And I think that's incredibly important as mentors to remember that, you know, that's, that's what our people need even at, even at the Tinker level.

0:25: as a Tinker coach, I find that I end up helping people circle back around and really master those basics even when they want to be focusing on the bright and shiny.

0:34: And it's really relevant because I think a lot of us when we're exposed to the, to the bright and shiny new things or the potential distractions and and higher level, what are probably experimental ideas at the Tinker phase, we end up being very tempted to bring those things down to our clients who are in in the first stages of their, their mentorship with us.

1:02: And again, I think the point is is that the basics are proven, the basics have been working time and time and time and time again.

1:11: And so it's really unfair to them to bring any distractions in when they haven't mastered the basics.

1:19: And what I find is that the continual circling back around to those basics is what's most effective.

1:26: And then as a, as a matter of progress and a matter of, of trial and error, once they've really dove into those basics and they have tried those basics over and over and over and over again and they've refined those basics over and over and over again and they've, you know, polished it to a diamond then I think, yeah, it certainly it can be relevant to try and mess with the, the recipe a little bit and try some more advanced stuff.

1:56: But I find that to be incredibly rare and my, some of my bigger mistakes and, and mentorship have been introducing some of those higher level ideas to the, let's say, just say for lack of a better word, lower level clients.

2:12: And I think it, you know, for me, a, a great parallel for this is fitness.

2:18: I mean, my, my primary language is still fitness.

2:21: I still love the gym.

2:22: I still love working with people and I still love that.

2:24: And so as far as that pertains to this, it's, it's the, the virtuosity of the basics still remain.

2:31: And even though like, for example, in my gym right now, we're playing around with blood flow restriction training and we're not doing that with any clients at all.

2:40: We're doing that as coaches and we're just trying to learn and experiment and I'm refusing, we're, I'm advocating that we refuse to talk to anybody about this until we understand it, until we see the benefits or the, the drawbacks until we fully see what the results will be.

2:59: And until we find that client that is the perfect fit for it, there's not a chance in the world, we're gonna introduce that idea to somebody.

3:08: And again, it's the same just as another, another parallel.

3:11: It's for looking at the terms of like most of us have had group members or, or members who think they need more.

3:18: They think they need to follow this crazy advanced program design that they found online where most of them realistically are not good enough to need anything like that.

3:30: And you know, a lot of us can probably imagine that person who can barely squat to parallel, but who's following the, the competitor level program design that they found online.

3:41: And the, again, the, the relevance to that is that th those people would be so much better served by working on...

We're focused on outcomes, but many of our clients are new entrepreneurs. Colm explains how to focus on inputs instead of outcomes with them.

0:02: Hey, two brain.

0:03: Chris has asked me to come on and talk about when mentees aren't reaching the goals that we've set for them.

0:10: I love a good meme and I love a good joke.

0:12: And there's a great one out there about Deloitte or one of the big consulting firms just handing a $40,000 bill to a company that says in brief, lower your costs and increase your revenue.

0:25: And that's great.

0:25: That's an outcome goal.

0:27: And that's probably what all our businesses should be doing all the time or at least keeping an eye on those two figures.

0:32: But very often our mentees get stuck when they don't know how to reach or they're failing consistently to reach an outcome goal.

0:40: So for example, sell an extra two K two K this month, that's an outcome goal, add 10 personal training sessions this month, an outcome goal increase your net owner benefit another outcome goal.

0:52: And I actually had this with a mentee a while ago where they were trying to sell 10 P T sessions a week.

0:59: And every time every week in the weekly meeting, the mentee was talking to their head coach and the head coach was constantly sailing, falling short of this and saying he didn't reach it.

1:09: The mentee was exasperated until we said, ok, if you're not in your process, your outcome goal, what are the inputs we can track to find out where the real issue is.

1:17: If he's putting in the work, there might be a skill issue or an environmental issue.

1:22: For example, if you're in a town of 10 people, it's pretty hard to have 1000 person gym.

1:27: Extreme example, to illustrate the point or maybe the actual goal that 10 P T sessions a week needs to be adjusted.

1:33: Now, this is the last thing I advise changing without looking into what's actually going in, what's the work going in to actually achieve the goal?

1:42: One of my coaches runs a very successful sales company, he coaches our teens classes and he said once to me that senior sales people are just measured in outcomes only don't really care what he does with his diary, with his time.

1:55: If he consistently builds his target each quarter and above his target, happy days.

1:59: Whereas juniors have their inputs measured, they're measuring how many phone calls, how many meetings they're set, how many emails they're sent they're sending so we can start there.

2:08: And while mentees might be reluctant to be treated as junior sales people, maybe this is the thing that really helps them.

2:15: So for example, let's say that a mentee of ours needs 10 new clients this month we can look at.

2:21: Ok.

2:21: Well, how many intros do I need to close?

2:24: If I need to get 10 new clients?

2:26: And if they're at 50% well, then they need 20 intros.

2:30: If they're at 50% they also need sales training to bring that number up to 70% plus which is what we're aiming for.

2:36: So, one of the process goals would be to watch the sales modules again in the course, get on office hours and actually practice reps each week with your staff, your family member, or even your dog.

2:49: I can't tell you guys the amount of speeches and drafts that panda pup has had to listen to in order to get his treats and while our mentees might like it and sales work is probably the one of the most clingiest things you can do when you're just talking in front of a mirror, handling objections.

3:03: It's really, really important that they get these reps in before they're in front of a life life client.

3:09: Now going back to the 20 intros and let's say 50% of the people who book show.

3:14: Well, then they need 40 intros...

How to communicate with your clients between calls.