The Secret Weapon of 7-Figure Studio Owners (Hint: It’s Not More Hustle)

The biggest thing that I certainly see is that they don't inspect what they expect. They're like, it's the thing that is missing even at the top of the tree. We get a million dollars a year to turn up at our front door and they go, "Surely, surely you guys can't help me. I know all the answers." And we go, "I bet you missing one thing. I'm going to yell out through to one and we're all going to say what you guys think that one thing that is missing is." Three, two, one, playbooks. It's this guy's actually get this right and install proper playbooks in their business. They're going to buy back their time. They're going to be able to sit in the pocket of a CEO, proper CEO. They're going to hit best month ever's all the time. But I don't have time to do all of these days. Perfect. For how? Where to start. So should every business have their so-toes? Should they? I mean. I see a lot of the times. It's very common. Is that a lot of people have got them about 60% of the way. What is the thing holding them back from taking it from 60% to 100%. There's actually two things. So the first thing is. All right. We are back. And there's one thing that I really want to talk about today. It's the thing that is missing even at the top of the tree when they come and meet us. We get a million dollars a day to turn up at our front door and they go, "Surely. Surely you guys can't help me. Ready? I'm going to yell out through to one and we're all going to say what you guys think that one thing that is missing is." Yeah? All right. Three, two, one. Playbooks. No, it's. So. Can I actually add, they don't say, "Surely there's nothing you can teach me." They go, "I have a really successful business on paper, but I fucking hate it." What's wrong with me? That's what they are. That's true. Why don't we call that? We call that the golden. Cage. And the golden cage because. Because the only way out of it is to. There was a golden cage because. You're rich as fuck, but you're stuck in it. Yeah. You're rich slaves. And the only way fucking out of it is the key that you need to kind of like reach through the bars and open the door and fucking let you stuff out is the motherfuckin playbooks. Yeah. Playbooks, playbooks, playbooks, man. Like without playbooks in business, you are basically. Your business is just like strung together by a bit of. Have you got a second? Have you got a second from your team? And we hear it all time, right? My team can't do anything about them. So. No, of course not. We'll show you the playbook. They go, "What?" You know, like the playbook. The playbook where you train them on doing the thing and they go, "I don't have one of those." Yeah, okay. Cool. Let's start there. So, Oregon, we go through. We did a session telling them about our members. Should have to our members. We love them. They were crazy for this one. Oh, they weren't crazy for it. They weren't crazy for it. It was highly requested. And then when we dropped it, like they talk about it a lot. Okay. So what do I want to go through for the audience here, watching on YouTube or on all listening, is I want to just clear the air first on what the fuck is the difference between a system of processing on playbook, like just what that is. I think we're going to create. I think there's going to be some debate here at the table around, should every business have their SOPs? Should they? Because I actually don't think they should. What? I know you're going to fire off. The mistakes. The mistakes that we see. The benefits. And then we'll get into the North Star principles and the anatomy. I want to break down section by section the anatomy of a work in playbook. Is that cool? And then everyone can kind of leave off the back of this episode and actually start building their own playbooks for their business. Because like ultimately, ultimately, the goal here is for every single person that has a business. Whether it's a dance studio, we're working on a lot of dance to shout out the dance studios, play the studios, yoga studios, functional, fucking hybrid, strength, pt, all these people. I would love. I would love that you can point to a document that you give your team or it's on your share drive or it's in nation or it's in your your a sauna. And it is a working checklist playbook that your team is using all the time. And it's all part of something called the insert your business name way. That's the way you do things. That's when it's why McDonald's can fucking, well, it's why you can bring a 14 year old into McDonald's and I know how to make a fucking cheeseburger, right? It's you have to sit over them and like watch them do it. Like there's a way to do things. It's also why the fucking place don't fall out of the sky. Do we do that? Yes, definitely. Let's do it. And if you're a systems geek, if you're a playbook geek and you want some homework, read the e-miff. Well, Mr. Gerber. All right. System process playbook. Some people think they're interchangeable but they're actually not. So I'm going to kind of list out the difference here that I see here. And if I may handbook is also another fucking win. That's probably different episode. All right. So system. So that's the hierarchy. Right? So we got system process playbook. The system when we talk about system in business, the system is like the whole part of a section of your company. So it's a whole multi department, you know, bumpy step process that happens in your apartment. So for instance, for us right now, we're like, we've got a sale a day system. That is our acquisition system that we're teaching to the Academy. So acquisition system and that touches like a bit of marketing, a bit of sales, a bit of onboarding. Yeah, onboarding system. So that goes from sales to support to get them their emails on that concept to your delivery team. So think of it as like a, it's a compound move if you're doing a lot that. I did. Where my head went was, I know nothing about it. Where did your head go? Yeah. Okay. I know nothing about cars, but I was thinking like there's different, you know, there's the engine and then there's the brakes. Yeah. Yeah. Cars are brakes. Yeah. Mine are a bit far. Anyway, there's different parts to the car. They all need each other to operate. But, you know, you don't just put it all together in one big lump. They've all got different parts and rights. Yeah. Multi part things working together. Things working together. A whole vehicle works across different areas of your business. That's not bad. Yeah. You've got your attention systems, which might include your rich outs, you might include your attendance reporting. Like there's a way to do things that have multiple steps. Yeah. To make up a system of how you do things really in a business. Like we have to really boil things down in these types of businesses. There's probably like an acquisition system. There's a retention system and there's an operating system to run the business. That's kind of the end really. And within the operating system, but that's where you find answers, you're planning, you're HR, all kind of stuff. What am I missing? There's a probably a cleaning system. Like that sits within your operation system. Yeah. That's delivery. That might have to be a process, which is the second level. So the second level is the process, which is the step by step workflow within that system. So a process might be how you run your attendance report, but there is a process on how you do that. That's part of the retention system. Now within that, there is the playbook. Now the playbook is more a how to on the at the executional level. That is the scripts, the templates, press this, then go into here and then do it this way and how you know if you've done it right is a B and C. And that that that playbook, that playbook is really like how your teams know how to how to run the plays in your business. Yeah. So it's almost like a sports team coach, you know, you've seen as NFL players that have to like memorise all those plays. They're quarterbacks. They've got those things on their hand and like, motherfucking it's a twins right. Doggy G doggy G. Chopper jump for over. No idea. Three, two, one, break. One, 42. So so they're the playbooks. Now where are the mistakes that like what mistakes do studios make typically? Well, they don't have a playbook in the first place or they are, it's a new process that they're trying to install. The first time they've ever tried to hit this KPI and they're like, I don't know, you do it and write me a playbook. It's like you haven't even fucking proven it. So you're actually just outsolling the results and who knows what could happen and your confidence. Even if they did nail that which they probably won't, I saw a real the other day and then I made a real about it. It was a long thread about all of these people who stepped into manager roles in group fitness training studios that ended up, you know, a common story I hear becoming completely burnt out, hated the role and the the caption was like, you loved a job in a studio that didn't love you back. Which is sad, right? Like you could see there's a lot of passion in all of these people who are commenting about it. But ultimately they felt like the work they were doing was never ending, didn't know if they were doing good or not, had no processes, had no vision, had no planning and had no real start or stop to their role. That was all, you know, underappreciated. So I think not having a process, not having a clear owner for the process or playbook, I think a big one as you were speaking that came up for me was also people who say, if I leave my studio, even if it's not just for a holiday, but like if I take a step back, then retention will absolutely drop off a cliff and no one will want to be there. It's always amazing when everyone loves me and they're paying for me. Jail. Jail. So you always say to that, people aren't paying for your presence, they're paying for your standards. So if you have a lack of standards to point to, that's one of the biggest mistakes I see. Yeah. Yeah. I think you kind of touch her on that as well. It's the old, all right, cool. We need to play book for this and the owner doesn't know how to do it and they get, yeah, Jimmy the manager to play books, something that there's no, like they're not playbooking a result, like they don't know how to do it yet. They need to own themselves, playbook it and then they pass it off to their team member. Yeah, agreed. Why do they avoid building one? Why? There's so many reasons to that. Let me ask you a different question then. From what I see a lot of the times, it's very common is that a lot of people have got them about 60% of the way done. What's stopping them in your experience? So you've worked with thousands of these guys. Like what's the, what is the thing holding them back from taking it from 60% to 100%. - There's actually two things. So the first thing is they'll start with the most complicated one and over fucking cook it. - Or let's start with all of them right. - Yeah, yeah. - Or they'll go, all right, I need a document, not just what I'm doing now with whatever result that's getting it, I'll optimize it later. They go, but I need to change this and I need to update that and I needed it. And it just like draws it over things that over cook. - This is a perfectionism. - Yeah, it's so perfectionism. - Which is bullshit. - And then the second part is either they don't have, or they think they don't have someone to hand that off to, or they have control issues. - Oh, do you have any of that ones that got control issues? - Love you major issues. - Love you guys, we love you guys, but we know that when you're in front of us. - Shout out to Paul, I had to put him in a fucking headlocked and say you need a great, you know, cleaning checklist, we'll just do it one by one and he is actually, do you know what? This is a great example. I was looking at his-- - Or from fit stop, love you, mate. - Last two or three submissions, it's been the royal flush. - What? - He's hit every KPI and it's not just him doing it. - Now, Paulie? - Yes, he's done a boat chart, he's got playbooks and chatbooks. - Paulie! - He's getting all his take guys. - He's getting his record revenue like every single week and his retention has dropped significantly. And do you know why? 'Cause he's not doing it all him fucking self. He was writing the exercise station cards like up until however many weeks ago, where we sat down and I bought each other and I just was like every week you're gonna fucking front up here and show me what you've done. - Good on you. - No, well it was Paul. Like he had to let go and he actually did a lot of work 'cause I was like, there's a self-limiting belief part which is like, you know, what evidence do you actually have that you offloading this is burdening someone else and that they don't want to do it and all of these kinds of things. And basically he did the comparison he went and it's all bullshit. So I was like cool, cleaning checklist and then he just did that every week. So if you're over cooking it, if you have a fear of letting go and you feel like you're in a golden cage, use that example 'cause he didn't just like miraculously become someone who was super like cool and flowy with it. - And it worked a bit of the discomfort. - Create his own evidence that it doesn't need to be perfect. People actually are like, please give me this thing. Like I want to do it and it will give you a way better results. - For the listeners, who we're talking about now, he's a great stoner. - Yeah. - But Playbooks have allowed this guy to find a whole another gear in his business and he's making more money. - Or he couldn't have happened to a nicer boy. - I know, we love Pulley. - I love that man. All right, so the mistakes that they make is that they don't have one. - Yeah. - They avoid completing them. They don't let go. They're a bit controly controly. The other thing that I see a lot of the time is like, yeah, of course we got them days. Of course we got them. - Oh yeah, where are they? I'm out in the Google Drive. It's in the in the inbox. It's in the Asana. I think it was in my, the old one was in the Tutu list. - Yeah. - It's in the Google Drive source everywhere. - And then you're like, (laughing) Is this it? It's like bringing out the fucking, it's not bringing out the Bible. That's been like underneath the fucking pyramid. - Oh yeah. - They're like, "Yeah, we've got a playbook. It's like, is anyone following it?" Don't know. They're doing it probably not sure. And then when we do the mystery shops, right? And when we go pop over and use the Graham chat, let me have a look. And you're not following the fucking script. That's an element of like not inspecting what we expect. So if we get this right, if these guys actually get this right and install proper playbooks in their business, they're gonna buy back their time. They're gonna be able to sit in the pocket of a CEO, proper CEO. That's working on the daily standards that you've chucked out there in the weekly standards and actually grow in their business. They're gonna hit best month, ever's all the time. The 10 are gonna be so much clearer on what they should be doing next. The error rate almost vanishes in their business. Like things are done properly, right? And when we talk about the books that we've read, BE2.0, which is like the sequel to Good to Great Buy, Jim Collins, says the number one, the King metric that predetermines the profit building in the success of the business is not the size of their market. It's not what the CEO has done beforehand. It's the percentage of their people in the right seats doing the right things in the right way. - Yeah, and how do you know if you do the right thing? - 'Cause you can't look at the motherfucking playbooks. Okay, cool. And then that way, we can actually scale this business. So even back to the original story, when the top dogs walk into our room and they go, what can you help me with? And we go, show us your playbooks, they get that. And we go, cool. You still got a go on cage. When we get the playbooks in the business, then they are scalable. And if you break down that word, scaleable, the scalable business is a saleable business. - Correct demand, though. Okay. - Yeah, there's also a lot of those studios who come to us wanting to go from one or two to five or one or two to a hundred. - One hundred wheel in a room the other day with the boys down at RareBreeShout. RareBreeJaps, and then we're gonna give them one to one handy. - Yeah. - Reckon they wouldn't need a couple of playbooks? - Yeah, I wouldn't. Maybe. - Yeah, so they're looking for a proven way to eventually, yeah, at scale, have successful business. - Well, I think I want you to like look down the barrel and just get real with the troops. When owners turn up to your Zoom room and go, Sophie, my manager or my trainer, isn't doing it properly. They can't, they, I just have to do everything 'cause no one can do it like I can. - Yeah. I will look down the barrel, but I'll just also wanna add to that. I think part, like you may be part of the problem because we will self sabotage to reaffirm our narrative. So for example, oh, I can't do it out. I have to do it all myself. I can't let anything go. So then you give a shit playbook or no playbook. And it reaffirms that they can't do it as good as you. It's like the, - Yeah, you give hospital pass to your team. - Yeah, yeah, it's a pretty pass. - So check yourself on that. - So we go, we're in the week. Are you doing development sessions and coaching? Show me your calendar and show me where you're helping your team actually execute. Show me where you're actually looking at and inspecting the work that they're doing versus the playbook and then getting them to self assess and then coaching them up. And show me where you're actually doing planning sessions and going where are the bits of the business that are broken. So you can help them to install new projects over the coming months to make this thing even more amazing and support them with that. - So the lesson they're friends is process before the person. - Always. - Process before the person. I want to get in to it. Do you want to get in to it? - That's right. - Okay, so the North Star Prince would say, if you're driving fucking play there, if you're not driving in this thing, play out a pen and an open, 'cause we're about to go through the North Star Principles here. So the North Star Principle here is we absolutely want a working process to be proven first before we play book. So many times people spend their life trying to play book something that hasn't actually been proven yet. - Yeah. - Agreed. - Yeah, totally. - So that's the first thing. The second thing is we definitely want to make sure that you produce a complete playbook in the business. So it's not, we want to get away from the 60% done. The 60% finished, 60% finished because 60% finished because it's going to be so fucking hard for you that inspect something that's like half, half cooked. The third thing is it's got to be known if the playbook and it's not you. - Yeah. - So I was speaking to the owners right now, you don't own all the playbooks, okay? The person that's in charge of the API owns that playbook or get into the nuances about in a second. And the fourth North Star Principle is you absolutely must be auditing these playbooks. I'd say like within a 30 day window every time, they've got to be living breathing things. They're alive. They're not designed to sit in the bottom drawer or getting dusty. - Totally, totally, totally, okay. So here we go. This is the anime of a winning playbook. If you watch us on YouTube, I have a little superimposed him you job a little drawing that I've got. So up the top. - Save that file. - Up the top, you've got the name, the name of the thing, right? Whether it's the Soul Watch Act playbook, whether it's the. - Roll over playbook. - The roll over playbook. Whether it's the retention playbook, okay? Boom, right at the top. And then you've got the date created, what department it's in. Onboarding, front desk, coaching team, whatever, or the dancing team. Then you've got the owner, not you, owner all the time, right? And then you've got so important this party. This tells me if this thing's alive or not. Last modified. And what we're looking for is what? - Within 30 days. - Within the last month, right? Especially things are off track. And the person's not here in their target. So we go show them the playbook. And so the last update, it was like when you created it. - Yeah, like if you're. - Some of them are using it. - Yeah, if it's like a sales playbook and you're off run rate and you've been off run over six months and that was up to play with two years. - Yeah, that's a rough line. - That's a fucking problem, right? And then also tells me that you guys aren't having your chats. - Yeah, not innovating, not, yeah. - Not, yeah. - Looking for opportunity. - So what name? This is what I would call the head of section. So we've got name, they created department, owner, last modified. And then you move into purpose. So this is especially, right? On this episode is especially for people that are around the million dollar mark as well, right? And you think you've got a scalable sellable business. This is the part where it's a bit more advanced, right? So in here, we've got the purpose, like, why does this playbook exist? Which of the business metrics or the business objectives is this playbook meeting, yeah? And then we go into the North Star principles. And the North Star principles, why that, why, that's probably, my favorite part of this thing because like what we're trying to do here with these playbooks and having North Star principals is if all else fails come back to the principles of why this thing exists, right? Because what's going to happen like inevitably within the play, someone's going to need to make some judgment calls because it's, fuck, it's not written here on the playbook. Like I don't need to tell you how to tie your shoe laces up, but the playbook is North Star principals just come to work dressed. Yeah. You know, like that's that's this sort of idea. I'm shout out to the South team. So that's where the North Star principal goes. Like this is, these are the, this is like where we can build the critical thinking in our team as well. How do you know when, when you interact with our playbooks internally or I'd like to know like how you use the North Star principals, how they help you and also where you might see that really helping the studios and their team. Yeah, well, it's, the playbook is always going to require some flex or, you know, sometimes a little bit of discernment doesn't mean like just because something's a little bit off script that we go, oh, fuck, I don't know what to do. It's not a playbook because you can hang in there right? Hey, do's are. And then yeah, I just didn't do it because like it wasn't in the playbook. It's all right. Let's go back to the North Star principals and see what the outcome was that like the overarching outcome feeling experiences that we're trying to create here and then make a fucking decision based on that. Yeah. Because you fucking, you fucking hate it. Like what, what gets through your hair when someone asks, I didn't do it because it wasn't playable. Well, yeah, like you can't play book everything. You can't, you can't like allow for every single situation that that's going to come up. And if you do, you're never going to finish Rod and the bloody thing. That's probably why they get like why our friends get stuck too, right? It's because they're like, oh, what if it's a leap year? And, you know, it flooded that day. What happens then? It's like, fuck it. I think for a studio, it would be, yeah, if in the on-boarding playbook, one of the North Star principals is take that person's hand, walk them across the bridge of fear and uncertainty and make sure they have an amazing start with us. And leave fucking feeling tentful. Yeah. If that person has like, if that person has a little bit of extra fear or something that isn't usually scripted for, does that mean I just ignore it? Or do I follow the North Star principal and go, do you know what I'm going to put in a little extra here with that person so that I can achieve the outcome? And even though it's not a part of the step, maybe I'm doing an extra welcome call. Maybe I'm fucking training with them this time. Yeah. Yeah. I had a really great interaction with one of our dance studio owners, Shada Jesse, before I came in here, actually. And she was talking about her onboarding experience. She talks about like, it's like a Tiffany five star experience. And I just love that because it's like, I don't even know what the playbook is there. Like, yeah, you can, you can get the gist of it. Oh, fuck, I'll send it. Yeah. Yeah. But that is so good. Like, when I speak to Joshi from the sharks, he talks about, we don't just tackle, we tackle without a chew, right? Like, and I was like, Oh, well, that already tells me what I need to be doing. Yeah, that's not saying we tackle between the sternum and the hips. Because you want to take off someone a bit lower. Exactly. So North Star principal super, super important. The next section for if you're following it home, are the loom video walkthroughs. Okay. This is so, but I don't have time to do all of this days. Perfect. So the very next time you do the thing, just film yourself. That's what these loom, I say loom is in like zoom with an owl. I think most people know what loom is. I was like, well, I was about loom for 10 years. 10 years ago, they didn't. Yeah. So you do these video walkthroughs of, and I want at least three. Why do we want at least three? Well, this is going to be a really good one, a really shit one. And one that maybe you can get a lesson out of. Yeah. Why do you think we need three? There might be a little bit of a different event or thing that happens along the way, different way of thinking, particularly our owners who seem to think that there's an extra to how they do things. And look, most times they probably is. Most times they probably is owners. You probably don't even know the nuance of how you do things in a certain way, depending on what's in front of you. That's why I want three videos because there's probably three different nuances that you didn't even know that you did because you're so fucking good at it. So we put them in there. They're the walkthroughs. The really cool thing about that as well is it actually summarises the steps for you. And there's a transcript to it. That's, I know. I don't want it to live in a lot of them off. I don't even take them off the hook. That's getting too fancy for these guys. And I mean that because like I want this to be analog. I want them to actually decide which is the next thing. Good segue. There's a next thing is the step by step, like the step by step success checklist. Right. I want to know you do this, then you do this, then you do this. So you got the videos and then you step it out. Okay. I know there's a lot of stuff that can do that now. And yes, that is the fast answer. But I don't want it to skip the audience actually confronting. Yeah. Making sure that they've got this playbook and they've designed the business the way they want to. That's, I want them to insert their own self into this. Yeah, the issue with that is like you copy and paste something that you probably didn't even read versus like using it as a base. If you want to do that, there's just, there's just the confidence comes as an owner when it's like, no, no, no, I know because I fucking wrote a playbook and I tested it. Like that was playbooked off me being able to do that myself. So I know if you skip that step, I know that I wrote it in there. You won't just rely on a transcript. So that's the step by step checklist how to do it. And then there's the feedback loops. Now, why do we love the feedback loop? Well, explain the feedback loop and why do we love the feedback loop? So the feedback loop is like things change over time, right? So the feedback loop is what what tells you when you when you've passed off a playbook, it's tells you if it's working or not or current or not. Okay. So the feedback loop might be, I'll hold on like you've a step missing in the checklist. Oh, hold on. I need to go back do another loom and then add that add that step in the checklist. Be sure to forgot to ask them if they could train that night. Like there's there's like the feedback that instant loop have like great, the missing step or something that's how you know it's working. It's like how you know you've done it properly. What I love about it is it's like you don't it's this makes this playbook a self-managing tool. Then I'm going to go, Hey, so if I've done this properly, it's like well, hang on a second, this feedback loop here. Are you 40% converged rates? Did you open the chat with three different, you know, three different messages and you wrote it like a 14 year old. Is it like does it look like this? It's like I talk about this as a building Lego, right? We've all got the pieces. The feedback loop here is the picture we see on the box of the Lego, which is like, that's what it's supposed to fuck it look like. Was it like a duck? So a good feedback loop for Lego or our Kia is if you've got three bits left at the end, that's a pretty good feel that you fucked up. It's exactly what it is. That's exactly what it is. And the last part is you've got the additional resources because you might have an additional script, you might have additional videos, you might have like I know sometimes for our internal stuff with got like for instance, for Hayley, my EA, there's the, I play a book and then at the end there's some additional resources of like maybe the way we did things in the past, maybe some context about certain things, some context about our clients. Links, templates, even like YouTube vids, you know, and I'm correct passwords when I work with like, Nade, our content director, the playbook there, there's some additional stuff there and there's like just links to like YouTube videos that I think are pretty good about what I want to be doing. So it's just to build some extra context. So to recap, you guys, isn't? Yeah, just with what this avoids, this structure avoids is a situation where, oh, you know, my churns fucked, okay, cool. So are you doing the red flag report? Yeah, we're doing it. What about the orange flag? It's like, all right, well, let's look at what's missing is the effectiveness of what you're doing. Like is that actually getting the outcome and the result that that playbook intended? Well, no, it's not. So we need to investigate which step is missing. And I constantly talk to people, just use rollovers as an example. You know, yeah, no, we're doing it. We're doing the 80% rollover flow and it's like, right, you're running group inductions, no? But we could have avoided this one. No, no, no, none of my leads are picking up. You're calling fresh leads in five minutes, no? Start there, brother. Yes, yes, yes, yes, yes, yes. Fuck it. Follow it. What's that about? I don't know. It can't be that they're lazy because they're not working. They're not, I think rushing through to actually, I do know what it is. I think that people often, especially our people will rush through different tasks to say, yeah, done. Yeah. Oh, because it's that. It's that. It's that. It's amazing. But it's actually not achieving an outcome. And that's what we've spoken about at length on this podcast is that high achievers, high performers, they don't work to timings, they work to outcome. It's not how many things you ticked off the list. It's whether or not you achieved what you needed to. Okay. So I'm going to throw some questions in here. So let me just recap the sections for our friends online and in the car. First up, you got the head of section, which is the name of the, and you can obviously template this, right? That's what we've done. Exactly. There's a playbook on. Yeah. A playbook. Exactly. So name, they created the department owner and last modified and we want that within 30 days. Perfect. Now the next section is the purpose, the purpose of why this playbook exists just had a straight. I want to make sure that that actually lines up to business strategy, business objectives. Okay. And the KPIs that we're trying to move here. So there is, okay, let's say this whole thing's a sales script, right? All the sell by chat playbook. The purpose of this particular playbook, let's say it's sell by chat is to turn our Instagram followers into members as quickly as possible following this script as an example. Yeah. Pretty clear. And all subprinciples. And then like every new follower gets opened. 100% exactly. Yeah, and then another also principal is - A lot of fucking script. - A lot of fucking script. Another principal is like we're looking for five star prospects, right? Don't fucking waste your time with Russian bots. - Yeah. - Do that in your own time. And then you got the walkthroughs? Now, what if they're not screen recordings? Because it's not like maybe it's a playbook for how to reset the Wi-Fi? Okay, well, I can give you a real life example. Paul even did a fucking video of him riding the station cards, doing the cleaning the way he wanted it done. They created it, figured out. I would laugh if I got access to these videos. I know. That's good. Yeah, it's the best. Yeah, so what, he just filmed himself, right? Yeah, it's not fucking rocket science, right? It's just freaking easy. Get the thing done. Then we go into the step-by-step, then we go into the feedback loops, and then we go into additional resources. Pretty fucking nimble. This is a working, every day it's up on your screen, you're gonna have to fucking show me someone who thinks they're too good to have this playbook up on their screen when they're doing that task, right? Because otherwise, when we do those audit calls on at the unleash calls, we go pop the bottle, and show me your cell-by-chat chat history. And we see people that are just big block texts, not following the playbook, not following the script. Hey, thanks for following Andrew. Would you like a seven-day free trial? Oh, yeah. Oh, yeah. Oh, yeah. Fuck, those grotesque. All right, so let's go into some mindset stuff. What if I say to you, so? It's just easier if I do it myself. Enjoy your Golden Cage. Is that easy? That's what I can say. What about you? It's easier if I do it myself. Like, it's actually not. It's actually pretty fucking awesome when you've got a team doing it. Yeah. Like, yeah, you just flashed like a lot of these tasks. Yeah, like you should not be doing them end of. That's a lot easier. Like, it gives me so much joy when, particularly if there's something a little bit tricky or complex. One of these tasks aren't, but yeah, particularly if you've got something chunky and you're right at playable, you train someone up, they do it the first couple of times, a bit of a wonky situation, you do some coaching, you coach them up, and then next to you know, they're hitting it, they're hitting it like the numbers you were hitting in no time. Or exceeding, then you go, "Oh, no." This little whip is never up to. It's awesome. It's a good feeling. Yeah. So, if you can get porn line, unfiltered, we'll get going. But this is like for the audience. This might be cool, right? He might be in a body part, but Tom, what does it? Okay, what if someone's a perfectionist or they're over-complicating things? Where'd you go with that one, Mettie? At a percent of someone else doing it is 100% awesome. Like, you've just got to get it out of your head and someone else doing it. Otherwise, you're never going to get out of the weeds ever. Yeah, you're just never going to build a fucking business. Yeah, unless you're going to be a solo printer forever, you've got to accept, you've got to accept a little bit less than perfection, but you don't just leave it there forever. That's your opportunity to coach that person up. Would it be unreasonable to maybe have a situation where the person you've handed it off to ends up doing a better job? Like, what a great outcome. Yeah. What a fucking great outcome. That's the dream. I guess what guys? Like, you're never going to have that dream. Oh, gee. I'm not going to have the same, too. Where? What? You're the best. Paul, we're at what? I've been to what you want to speak. We're filming a podcast and then your name came up. Paul! My everything, homie. Okay. We were just talking about how much of. Did you know we're live? We're actually live. Yeah, we're actually filming just so you know, so don't swear. Obviously, because we hate swearing. We're doing an episode on playbooks, and then we were talking about your transformation with going from some control issues to the work that you've done over the past couple of months with playbooking. Those are ones a copy of all of your. Your. Your. Your. Your concealer. We love it. And the. results that you're getting now. So, for the listeners, like, what comes top of mind when we talk about playbooks for you? Just. It gets a process out of your head. And I guess into a place where not only you can review and refer, but it allows you to offload. I'd say it's much easier to have the conversations had one today. Actually, I've a. When you sales playbook, with some of the sales. Yeah, I've seen this. Right, so it gave me something to talk to and for her to refer to. So, rather than me just trying to well, off the top of my head and expect her to retain it. That's so fucking good. And so, if for anyone else who's similar to you and how. Like, you were procrastinating for a little bit. That had to. Yeah. What was the moment? Yeah, overcame that. What would you say to that? I think. Just. I got a little bit of an account of building Nudge from you, which was great. And I guess I. I just had. I just had to do the fucking thing. Just instead of talking about doing the thing and saying, "I'm going to do the thing," and you just basically called me on it and said, "Well, okay, when are you going to do it?" "Oh, I said a date." "Say to milestone." And that actually sort of put me into action. Started the flywheel. Yeah. And I guess the realisation that, "Well, I'm never going to offload it off my plate until I can document it and then pass it on to someone." So. It just needed to happen. Dehada, did your team respond? Yeah, good. So, yeah, everything that I've brought up that hasn't been an issue, like I was always worried about. Well, do they see it as extra work, extra effort? Do they see it as me, parming stuff off? But really, I just had to explain why I needed to do it. Why I hadn't done it so far and not an issue. Yeah. I love it. I love it. I'm so proud of you. You're a legend, Poi. Thank you. Thanks so much. You're a legend, mate. All right, Ring the Leads. All someone else will get someone else to do that. She's calling the Leads. Yeah, Lergy, Bally. Love you. Okay. See you later. Love you. Oh, you're so cute. Oh, you're so cute. That's a lovely. That brings up another topic, right? We worked with. No, I don't have to name names, but we worked with a. small HQ, right? In aspiring and emerging network, shall we say? And we saw someone who could absolutely be phenomenal. Like, has the drive, has the. The influence. Division. Has the vision, has the network? What we saw though was not evidence of being able to develop a team underneath. And in the same 12-year-old, 12-month span that we've seen other networks double or like, add on more, they simply haven't, right? And it's because of the same issue. Like, they're still stuck in the replacing. replacing trainers at, you know, one of the studios. When we spoke to their team, they said, "I don't think this person trusts us." And when we spoke to the person, he said, "When we spoke to the person, "Cartop, that'd be there." When we spoke to the person, they said, "I don't have a good team yet." So, I know this is about playbooks. That's absolutely. But how often do you hear that? Is that an uncommon statement? Every day. Every day, both sides, right? It's so interesting. Like, I've spoken about it before, but yeah, like, I've literally been on opposite Zoom calls with the same team. Like, my team doesn't care. Don't want to do any extra work, this, that, and the other. On the other hand, we don't know what they want us to fucking do. You're supposed to do it far. Or how? Where to start? Or they go, um. Yeah, yeah, they have KPIs that are really clear on that. No idea. And I just keep working, because I don't know if I'm doing a good job on it. All right, so we've landed that playbooks are pretty important. I want to call you one something. Ooh. You said you don't have to playbook everything. What's that about? No. I said, I think too many business get stuck on trying to build perfect SOPs. Uh, okay. And SOPs for everything. No one did an SOP for that. Okay, I'm sorry. It's almost as soon as you finish writing them out one SOP. There's another one. There's another one. There's another one. Just for the crowd, just because we're switching between language SOP. Standard operating procedure. Yeah. Which is hate, like. It's so fucking gross. It's a very corporate thing to say. Playbooks. Playbooks is fun. Living, breathing, dappening. They're like little cheekouts on how to do something. That we know it's tied to a result. Right. And I think that if you're the owner and if you're the manager and there's hundreds of those people that we speak to. And there's like, it's just this bit in the middle where it's just fucking confusion and just the void of communication. For me, the playbook is the bridge. Yeah. And it's also the conversation that happens at every single week. The coaching that happens. That way we can point to the process before the people. And then we have the coaching conversations to catch people up to make sure that they are executing the playbook properly because we're actually inspecting what we expect. So to land this plane, to land this plane, I'm going to give the team. The listener's here, homework or implementation steps or how to take this. Episod and fucking do something with it. The first thing is, it's not something that you're going to expect from me to say. Let's create some fucking room for them to actually write these playbooks. So do you try and enjoy your audit? Get rid of your tender on our shit. Like give yourself an instant pay rise. And I'll go on further. Get yourself off 50% of the shifts that you're on. If you're an owner that's still punching out more than 10 shifts a week. Don't at me. You can at me if you want. How do I do that? If I can't afford it. First, our session score card. So like, do a playbook on how to run an epic session so you can finally let go of that and roll someone else to do that to the level that you've already defined. Okay. And then you inspect it every couple of shifts to make sure they're hitting the scorecards. We've got five session scorecards internally and there's literally a number out of 25 that your instructors get. Based on frifcrytere is that you've already decided to design your ultimate experience. I know you're a great trainer or a great instructor, but your members, your clients, your students, like they just want to stand it, but they don't necessarily want your presence. Okay. And if they do want your presence, you're a bit fucked. Because then you'll never be able to get out of these shifts. Okay. You never be able to build the business. It's not an ego thing. It's just fine. If you kind of want to be that person, like if you want to be that person, you know, you want to be like the apex trainer or something. Anyway, the second part is, oh, that's hilarious. But also I just will say, but also this is your ideal business. So if you just want to fucking rock the 930 Thursday, you do it. But it doesn't need to be one or the other because you have to exactly. That's what it is. Then then playbook the gaps, right? Playbook, wherever you think, if I can't get rid of that, if I can't get myself off, there are the gaps, playbook those gaps first. Then the second level is I'd go to the admin, right? I go to low value low risk stuff. I think probably there is one people go, okay, I'm going to do a playbook. I'm going to do a playbook. I'm going to do a playbook that get to the get to the cafe in the Monday morning, pop up in the laptop and go, oh, good. Why start? Start with the low value low risk stuff. That is someone did it wrong. No one's going to fucking care. No one's going to die. Right? So that's your admin. How you process your inbox. How do you respond to this top of the mouse? Absolutely game changer. So many people don't know where to start with. They are an assistant and go, what do I do? Literally videos to yourself, like processing a pause. What's the risk of someone stuffing that up? Nothing. Great. Once you've done that three times, three videos of you processing a pause in my body, you never have to touch it ever again. It's also a really easy way. If that person didn't do it properly, it's also a really easy way to slash your suspension rain. It's just to not process. So get the admin done. Like I just want to encourage everyone. It's okay. Just start small. Like Paulie just said, do one thing. You're supposed to use something on diet. Yeah. They don't hate you. In fact, it's probably a good idea. What if your team actually think his finally or she is finally trusting us now? Yeah. You might actually uncover an unirth someone in your team who actually wants to step up. His sales person was already in his team. Yeah. Yeah. Who we gave the playbook to today, which is awesome. Is she selling? Yeah. She's selling. How do you roll flush so far? I don't know where they're up to. So hang on. Just pause on that. Do you feel the audience? What the fuck does roll flush mean? It means that Paul's hitting all of our benchmarks across the KPIs for lead flow sales conversion rate being at 30% plus 80% roll over his week on week. The engagement rate is at three to four average visits per member. His chance below five percent is neck growing. This is a fit stop. Yeah. Is he at a best month ever? Yeah. BME, bra. I can't separate playbooks and best month after the ball. It's not just that. He's also just had a beautiful like weekend away with his fan play for E star. Yeah. He's feeling really good about his business. And the road is winning. That's right. Yeah. So starts more and just make sure it sticks. Just proof yourself. It's not a big scary thing. And then you'll snowball it up. And then just to make sure we work at the deadlines here and to outcomes, because that's what high performers do, I want to give the audience a deadline. So the deadline is I want them to have completed and installed five playbooks in the next 30 days. Love it. That's one a week and a little bit more. And a little bit of a little bit of GST. Should we give some example like specific examples? Yeah. So get yourself off the shift. So like a session. Yeah. How you process your inbox, right? The cancellations, the pauses, that sort of sheep can give that to an actual assistant. You throw one in there. Oh, look, I reckon cleaning checklist is an o-brainer. You don't have one already. Cleaning checklist. What about a look at induction checklist? Yeah, keep. So what, what more that mean? So when are your reductions? Who's going to be there? What to say to them? How to run them through? Like down on the up and the sessions they need to do. And if you're not doing an induction, definitely reach out to us. Just get a hey.doz on Instagram and message me in directions. Yeah. That's like someone's first session. Yeah. Yeah. Yeah. Yeah. And are I going to good fifth one? It's, it's just like that's your wild card one for anything else that you're doing that you know is just you should be fucking doing it like the station cards that Paul was doing. That's a great example or how to restock the merch that you inflict someone 30 bucks to and just get it done without you having to worry about it. Had a bottle. The shit that I have to do with right back at the studio is, that is a Wi-Fi is down. It's like, well, fuck them all going to do better. I'm 45 minutes away. So like maybe that one, like stuff like that. Yeah. It's like how to get the Wi-Fi back up again. So you don't have to get a phone call or five o'clock in the morning like I used to do when his own name is out the front trying to break in. All right. I think we'll land that. That was about 40 something minute episodes. Yeah. My rhyme for that for you all is start small and B-Lac Paul. He's coming back. I've been sitting on it waiting for you to shut up. I'm actually I don't know just ever going to happen. Just kidding. Start small and B-Lac Paul. Chatter awesome Paul energy. Right. All right. I reckon we're going to wrap that up. So team, five playbooks in the next 30 days. Paul Logan Lodz. Thanks for tuning into today's episode. If something resonated with you then do one of two things. I'll deliver a review or send this episode to our mate who's in the industry who might need to hear this. But if you want more right now because you're head not be spinning and you're like, all right, those that what the hell do I do right now, then in the show notes you'll find a link to weak and booking for a free 15 minute checkup on your studio. We'll be get to have a look at how you're going right now and where some of the kind of quick win opportunities are to get you moving faster. I can't wait to be back in your ears next week. And if you're listening to this right now, I want you to know that I love you. I appreciate you. I'm grateful for you and I'm in your corner. You are on the right track and I believe in you. So keep going and I'll see you next week.