Webinar

Running a Coaching Team Without Losing Your Mind

Originally Aired

March 26, 2026

Who you'll hear from

Chris Williams

Owner

CFT Fitness

Zach Forrest

PushStart host

PushPress

Watch the replay

Key Takeaways

Clear communication channels for your staff Eliminate confusion and make sure the right information reaches the right people at the right time.
Simple systems to keep responsibilities and expectations organized Remove the chaos around scheduling, coverage, and daily operations.
Staff meetings and evals that drive performance Turn meetings into productive leadership tools instead of time-wasting check-ins.

Full Transcript

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Zach Forrest, PushPress: Ladies and gentlemen, thank you for joining us. Welcome to another Push Start webinar.

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Zach Forrest, PushPress: So, if you have grown your gym past just your self-coaching, you've probably felt this at some point, managing people

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Zach Forrest, PushPress: gets messy, and it gets messy fast. So schedules will fall apart, messages get missed, everything… and the big… the big, issue seems to be that everything still ends up on the owner's plate, or the general manager, or a single person, right? And that's…

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Zach Forrest, PushPress: Not what we're looking for. Most owners look at that, and they think, oh, I need better people on staff, or I need better employees, and Chris and I have been talking for a while, and we don't necessarily think that is the problem specifically. Most of the time.

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Zach Forrest, PushPress: You don't have a staff problem, you have a systems problem, you have a structure problem. And that's what we want to break down today. So, Chris, thank you for joining me. You are the owner of CFT Fit, correct?

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Chris Williams: That's right.

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Zach Forrest, PushPress: Yeah, and you manage a relatively large team across multiple locations, and more importantly, you've built systems that actually make managing the team work for you. So, can you give me a brief background information, a brief intro on your background?

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Chris Williams: Yeah, so, yeah, Chris Williams, I'm based out of Tracy, California. I own, CFT Fit, and I own Altamont Performance Lab, which is a, spin-off gym for strength and conditioning for youth athletes that's in the same building, in a different suite, but I built it for a,

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Chris Williams: Coach that was a… is a perfect fit for an operator of something like that, so…

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Chris Williams: been doing this for 10 years this year. Holy cow. Before that was, MBA grad, working corporate and doing different things. I just realized I never wanted to work for someone else again, so…

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Zach Forrest, PushPress: I gotcha for that point.

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Chris Williams: Yeah, jumped headfirst into the gym business.

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Zach Forrest, PushPress: So, can you… and jump headfirst into the gym business, I like that. And you also tend to… you manage the Facebook group. THE Facebook group that I know, right? Like, is that… and you… do you help, gym owners on a pretty regular basis with some of these struggles that we're about to talk about?

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Chris Williams: Yeah, so I don't have a Facebook group. I think I'm… I think I know which one you're talking about.

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Zach Forrest, PushPress: Oh.

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Chris Williams: I'm in there, I help. I'm in there, I'll just jump in and talk to people.

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Zach Forrest, PushPress: That's what I.

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Chris Williams: Sorry. So yeah, I… between being a part of 2Brain, mentoring, like, in terms of as a client, and then just general conversations, I get asked… I get DM'd probably 3 or 4 times a week with questions, or people asking how I can… if I can help with certain things, and…

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Chris Williams: A lot of it comes around staffing, because they know I've moved 100 miles away from my gyms.

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Chris Williams: So I'm basically not in the day-to-day at all, and they're kind of just like, how?

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Chris Williams: Yeah, absolutely. Which is, what's the magic?

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Zach Forrest, PushPress: How do we do what you just did, or what you've done? So, what are some of the… what are some of the issues that you see gym owners struggling with on a regular basis?

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Chris Williams: I think it's pretty straightforward, right? Like…

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Chris Williams: Things just slipping through the cracks. Messages going unanswered, chaos in scheduling.

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Chris Williams: Coverage just not being there, and then suddenly you as the owner are, like, having to scramble to find babysitting, or skipping an important thing in your family's life to make sure you coach a class, because, you know, no one wants to step up, and then…

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Chris Williams: you're pissed off at all your staff because you think they don't care. And then, you know, obviously the fires. Whether it's a big fire that starts out of nowhere, or it's something that you kind of just…

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Chris Williams: didn't address early enough, and now it's a problem. Those are the main things I see, and I talk to people about regularly.

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Zach Forrest, PushPress: Yeah, I'm trying to think of some of the fires that, you know, always distract me. Like, you go in…

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Zach Forrest, PushPress: to the gym, and you're like, okay, today I'm really gonna hammer down, I'm gonna focus on marketing, and I wanna… I wanna really nail this aspect of our social media strategy or something, or I wanna get in the Grow platform and build this new workflow, and then all of a sudden, yeah, you need the

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Zach Forrest, PushPress: You need to cover the noon class, or, you know, a toilet is leaking, or something like that. And it's like, well, you never get the chance to actually sit down and work on what you planned, because you're the person that everything falls to.

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Chris Williams: Yep.

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Zach Forrest, PushPress: I double-click, there we go. So this is what we're addressing today.

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Zach Forrest, PushPress: most gym owners, like we said, they tend to start blaming the people around them. People search to blame other people naturally. That's a natural reaction when things aren't going the way that they anticipate, or they want to go a certain way. And we believe that

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Zach Forrest, PushPress: it's not necessarily a people problem as much as it's the systems that you are putting into place, or that you're not putting into place. So, the solution…

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Zach Forrest, PushPress: would end up being, hey, take a step back, how are you, not necessarily onboarding and training everybody, but how are you communicating and developing these systems that your people need to manage and run? So, a system is just a set of rules that someone

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Zach Forrest, PushPress: someone follows in order to accomplish a task. And if you have not

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Zach Forrest, PushPress: approached every task with the thought-out guidelines, or the thought-out rule set, then you're leaving it up

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Zach Forrest, PushPress: to interpretation by each person. So, this webinar will hopefully give you some action steps on what to change immediately this week, or going into next week, so that you can start to see more

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Zach Forrest, PushPress: more organized chaos, I guess is what I'm gonna say, or less just straight-up chaos in your business.

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Zach Forrest, PushPress: Now, like I said, this isn't a webinar covering staff onboarding, but I do want everyone to know that staff training matters.

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Zach Forrest, PushPress: Every person fills a role in your business, and every role needs to know what they're responsible for, what the expectation of those responsibilities is, like, what it should look like, when they're performing the task, and then

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Zach Forrest, PushPress: I'm the type of guy that really likes to understand the why behind the what, so if you give me a simple task, like, hey, we need you to clean the bathrooms, I can deduce why that's important. Like, Chris, has anybody ever asked you, like, hey, why do I need to clean the bathroom? Or, like, why do I need to wipe down the equipment?

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Chris Williams: Yeah, the equipment one I've gotten a few times, of like, why do we need to do this during downtime? And my point is, well, you can do that, or we can find something else for you to do, but the point of the matter is.

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Chris Williams: you want to be paid for this time if you have, like, an hour gap, you're asking me to be paid for it. I'm giving you easy tasks.

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Chris Williams: Wiping down equipment is just simple mathematics of, like, germs and…

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Chris Williams: cleanliness, right? Like, when you walk in the gym, do you want dust all over stuff, or do you want it to look clean when you go to grab it for the first time?

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Zach Forrest, PushPress: Yeah, and so it's very easy to make the case for these simple tasks, but as the tasks become more complex or more nuanced, the outcome needs to be more specific. Like, it's one thing to say, hey, coach a good class.

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Zach Forrest, PushPress: Right? Everybody's gonna have a different interpretation of what good means. So, when we say.

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Zach Forrest, PushPress: You need to be specific on the desired outcomes. You need to define the word good in that scenario. Now, the system for approaching this is the checklist that you, as a gym owner or the GM, it's the checklist that you follow to get them to understand all those things. What they're responsible for.

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Zach Forrest, PushPress: the expectation of the work and the outcome. So, task, what does good look like? What happens or doesn't happen if they don't do it good? If they don't do good?

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Zach Forrest, PushPress: I coach a lot of Level 1s and Level 2s, and when I was building these slides, I couldn't help but make the connection to the process that we teach coaches, for on-the-floor seeing and correcting. And that process, I'm sure many of you remember if you guys have taken a CrossFit course.

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Zach Forrest, PushPress: It is a tell-show-do-check process. So every time that you develop a system.

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Zach Forrest, PushPress: that you want an employee to enact or execute on. The first thing you have to do is communicate the system to them. Tell them what the task is. Hey, I need you to clean the bathrooms between these hours, when you're not coaching classes. Then you're gonna show them how to do it.

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Zach Forrest, PushPress: In some instances, that might actually be them watching you clean a certain part of the bathroom.

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Zach Forrest, PushPress: If that's how… if that's how nitty-gritty you're gonna get. But you need to show them how to do it correctly.

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Zach Forrest, PushPress: Then, you need to have them do it. You need to have them practice it. So, it's like, cool, I just showed you what I mean when I say, clean the bathrooms. Do me a favor, go clean the bathroom on your next shift, and then come get me, because now I'm going to check to make sure that you did it well. Tell, show, do, check. If you did that for every employee.

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Zach Forrest, PushPress: every system, it would be very hard for them to mess up. They'd probably have to have either a really bad day, or they'd have to be messing up on purpose. Chris, have you ever had a scenario where you went

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Zach Forrest, PushPress: They're really deliberate, like.

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Zach Forrest, PushPress: Process onboarding a staff person, like a tell-showed you check, and then they did not meet the expectations?

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Chris Williams: Oh, countless times.

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Zach Forrest, PushPress: woman's.

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Chris Williams: Whoopon.

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Zach Forrest, PushPress: What ended up being the reason for them not meeting the expectations?

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Chris Williams: I think a lot of it is just, they…

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Chris Williams: Some of it is they come from cultures where the other places they work, this was allowed, just lapsed.

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Chris Williams: effort was just acceptable. So they're coming in here thinking it's gonna be the same, and then it's like, oh, nope, sorry, that's not how this is gonna work. You're either gonna adapt to the standard that we've set, or you're gonna adapt to the exit. So…

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Chris Williams: You know, that's kind of… that kind of goes to that whole thing of, right, like, here's the standard, like.

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Chris Williams: We're gonna show you the standard, we're gonna give you a checklist, we're gonna give you visual cues, we're gonna walk you through it. If you have questions, we will happily stop and help you.

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Chris Williams: Alright, and show you again.

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Zach Forrest, PushPress: So you allowed us to practice… But it sounds like you allowed them to make mistakes.

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Chris Williams: Oh, absolutely. You can't…

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Zach Forrest, PushPress: Yeah.

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Chris Williams: Perfection is… is unattainable. We're human beings. We're gonna make mistakes. I make mistakes all the time on stuff I do… I've done 10,000 times. So, you know, human error is just a part of the game. We're not looking for perfection.

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Chris Williams: And… but we are looking for ownership, so, like, if you suck something up, and you come back and go, hey, I forgot to do that, my bad, I'll catch it next time, and you just tell us before we find, or if we found it, and go, who did it? And you're like, oh, me, my bad. Cool, no problem.

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Zach Forrest, PushPress: I remember when we were talking in preparation for this, I know we used the word consistency a few times, because the goal of any system is to get consistency from specifically your staff in this case, but I remember you saying.

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Zach Forrest, PushPress: What was the 70-80%?

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Chris Williams: Yeah, so, I personally believe, and this is something that I think is… has been studied, I can't give you the exact place, but…

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Chris Williams: the average person, when you're hiring, you should be looking to hire someone that can do 70%. That's a baseline of what you do.

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Zach Forrest, PushPress: So you're…

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Chris Williams: Oh, 70%.

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Zach Forrest, PushPress: Of, like, the outcome.

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Chris Williams: 70% of the effort, the outcome, the result.

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Chris Williams: an A player will get you somewhere between 80 and 90%.

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Zach Forrest, PushPress: Wow.

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Chris Williams: But if they're doing 100%, that just means they are learning from you to go do what you're doing right now, and open their own gym, and, like, you are literally just training your competitor.

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Zach Forrest, PushPress: So, to me, it makes it sound like we need to design… when I hear something like that, and I'm hoping that owners and managers can take this away.

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Zach Forrest, PushPress: I need… if I hear something like that, I need to design systems that…

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Zach Forrest, PushPress: produce an outcome that is 70% of what I would do, and that needs to be good enough for the customer. I need to design a system where if it's followed 70% of the time, it's still going to get the outcome that drives my business forward.

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Chris Williams: Yeah, it kind of comes to that, that point of, like, Is your standard high enough?

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Chris Williams: That 70% is going to be a solid result for your clients, for your business.

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Zach Forrest, PushPress: But it's still an A+.

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Chris Williams: Right, so when I… my biggest mistake years ago was I realized my standard was too low, so, like, their 70% was, like, awful.

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Chris Williams: Right? So I had to elevate myself to a level to where they felt like, alright, I'm keeping up with him.

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Chris Williams: Like, and that's the standard, but that… it's like an A-plus presentation to the client. They're like, wow, this is better than anywhere I've ever been in my life.

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Chris Williams: But that means… that's because you're holding yourself to a standard that's above and beyond that.

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Zach Forrest, PushPress: Exactly. So the higher… so, in essence, the higher the standard that the owner has, the higher the standard… like, that pulls everything up underneath it. So, managers and employees are probably never going to be able to operate at the same level, but even at a reduced capacity, it's still going to exceed expectations of the customer.

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Zach Forrest, PushPress: So, that's a… that's a powerful perspective to have, and I would not…

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Chris Williams: on that, just like.

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Zach Forrest, PushPress: Go for it.

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Chris Williams: because I know this is going to get confused if I don't say this. There are certain tasks and roles they will do better than.

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Chris Williams: The result will be 110, 120% of what you could do.

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Chris Williams: Because they're specialty roles. Taxes, payroll, certain administrative roles, maybe even coaching, where that's just not your zone of genius, and you're hiring people that you expect to actually exceed

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Chris Williams: your expectations, they may never care to 100% of your care, which is normal. They don't own it. It's not their…

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Chris Williams: Lifeblood being poured into this. But in terms of the result, they absolutely can be expected to do better than.

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Zach Forrest, PushPress: Yep, that, that makes…

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Zach Forrest, PushPress: total sense to me. You want to find people that can do certain things better than you and leverage that.

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Chris Williams: That's been my biggest breakthrough.

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Zach Forrest, PushPress: Yeah, absolutely. You shouldn't go around with the expect… with the expectation that employees will do 70-80% all the time, but maybe the understanding that that is a potential outcome, or a likely outcome.

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Zach Forrest, PushPress: That makes sense. So let's talk about a specific, problem that a lot of people have. Scheduling.

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Zach Forrest, PushPress: the main issue is that scheduling usually is routed through a single person, whether that is the general manager, or the owner themselves, or the head coach, or whatever, and a lot of people will be like, well, if it's routed to that one person, that's fine, because I only want one person controlling the schedule, but a more robust system, one that does not make

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Zach Forrest, PushPress: Workload high for a single individual.

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Zach Forrest, PushPress: Is when people can determine their schedule themselves, or if emergency coverage needs to take place, they can figure it out on their own and only get approval, as opposed to having the manager

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Zach Forrest, PushPress: find someone to cover for them, and all this other stuff. So, the solution is, we have to first come up with a policy. I have an example policy. This is the one that I used at, my gyms in Las Vegas. It was very successful, and I do want to preface this.

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Zach Forrest, PushPress: Chris, we're talking… the audience for this webinar was aimed to be gym owners who have a staff of, like, 3 to 8, or maybe upwards of yours, where it's, like, 15 plus, right?

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Zach Forrest, PushPress: So, if you are a one-man show, obviously scheduling is a moot point. If you are two or three people, that's where scheduling needs to be systemized. So, that's… I wanted to put that caveat in there and preface this discussion with that. If you have a very, very, very small team, this is…

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Zach Forrest, PushPress: Kind of irrelevant. But, the first thing you need to do is come up with a policy. Now, part-time staff at my gym, they could switch out with other part-time staff.

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Zach Forrest, PushPress: or a full-time trainer, at will, because it didn't cost me any money. But my full-time staff, I was paying a salary for a certain amount of hours per week. So, if, a…

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Zach Forrest, PushPress: If a full-time

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Zach Forrest, PushPress: coach got coverage from a part-time coach, now it incurred an extra expense for me. So I need to approve that, because I was paying that part-time coach

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Zach Forrest, PushPress: for more, above and beyond what I'm already paying the full-time coach. So, that was one thing that I laid out in the policy right off the bat. Hey, full-time, if you want to get your classes covered, and the only option is to get it covered by a part-time coach, I need to approve it, or the manager needs to approve it.

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Zach Forrest, PushPress: Right? And so that was there. The outcome at the end of this system was that all the coaches

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Zach Forrest, PushPress: were able to get class coverage for themselves, change it in core, make sure that my payroll was up-to-date, and all I had to do was just say yes or no to any full-time coach that wanted coverage, because they were going out of town, or emergency coverage. I just had to okay part-time coverage.

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Zach Forrest, PushPress: So this is what that looked like.

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Zach Forrest, PushPress: The policy. This is me telling my entire team. Full-time staff are scheduled in blocks, so we had a morning coach from 6am to noon, and then we had an evening coach from noon to, I think it was 7pm. That session was a little bit longer, right?

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Zach Forrest, PushPress: Part-time staff were scheduled on a per-class basis.

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Zach Forrest, PushPress: Throughout the week. But they're always assigned to either the evening block or the morning block.

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Zach Forrest, PushPress: Right? Full-time staff, they always had preference on what classes and what blocks they were being scheduled to.

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Zach Forrest, PushPress: Part-time staff, like I said, they can switch classes with other PT at will, full-time staff can switch with other full-time and part-time, but they need approval to switch with PT. With part-time, like I said before.

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Zach Forrest, PushPress: Emergency coverage, any class that needed to be covered with less than 24 hours notice, automatically falls to the full-time trainer that was covering that block.

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Zach Forrest, PushPress: So…

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Zach Forrest, PushPress: anything that happened between the hours of 6 and noon, the full-time staffer was responsible for. Now, if that entire block needed to be covered, this was, like, a once-a-year thing, cool, I probably got pulled into the fray, or the head coach, or the general manager, depending on the location.

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Zach Forrest, PushPress: But that was such a rare occurrence that we didn't… we didn't need to make anything explicit in the policy about it. I think it actually only happened one time in, like, 5 years.

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Zach Forrest, PushPress: So, the task, however, showing them what needs to actually happen in order for this schedule change to occur.

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Zach Forrest, PushPress: I need to show them, hey, this is how you request

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Zach Forrest, PushPress: coverage in the staff app, in the social feed, excuse me, the staff app, not the social feed, that's for members, right? And this is how to notify the manager that the change is taking place. Then I need to show them, hey, this is how you switch your name for their name. Cool. Then, I just had them go through a practice scenario. I was like, hey, Chris, can you do me a favor and show me how you would get your class covered by Isaac next Wednesday?

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Zach Forrest, PushPress: And I'm gonna watch them do it. They're probably gonna mess it up.

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Zach Forrest, PushPress: they're probably gonna mess it up, right? I need to tell them how they messed up, and I need to get them to do it well. So, that's relatively straightforward.

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Zach Forrest, PushPress: But the biggest part, and Chris, you already mentioned this, the biggest part is holding them accountable to that system, once you've laid it out, right?

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Zach Forrest, PushPress: Yep. So, can you talk to me a little bit more about

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Zach Forrest, PushPress: accountability in that sense. Like, what does it mean to hold them accountable once you've laid the system out?

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Chris Williams: I think it means just… it's constant communication, right? So…

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Chris Williams: The only time you're talking to a staff member is when they… when they screw something up.

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Chris Williams: your presence is now literally connected to negativity. Oh, here we go, here goes something stupid, like, and so they're gonna be tense, there's gonna be no, open communication, it's just gonna be head down, listening to whatever they screwed up.

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Chris Williams: So, what we've… what we've kind of done with feedback is we try to just check in on them all the time. When we see them, how's life? How's things going? So, like.

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Chris Williams: negative conversations, they're gonna slip in there every now and then, but, like, for the most part, conversations are generally happy, so…

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Chris Williams: just kind of preface, when we walk up to someone and be like, hey, something got screwed up, like, what happened? Talk me through it, like, how can we help? How can we support?

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Chris Williams: getting this done right, like, they're gonna be open to, yeah, you know what, I think I just forgot, or I'm a little confused on this, can you…

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Chris Williams: maybe I misunderstood what was expected of me, can you help me?

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Chris Williams: you know, that way, because then it's not this closed up, like, oh, I'm just getting bashed again. I just suck at what I do.

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Zach Forrest, PushPress: Yeah, the only time you're talking to your employees is when they mess up, that's… that's… I can't imagine that that would ever lead to… lead to a good scenario, like a good healthy relationship between you as the owner, or the manager, and your staff. So, when you talk about accountability.

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Zach Forrest, PushPress: It's constant communication to make sure that they have the ability to tell you when things are going well or not going well from them first, before you find out, almost.

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Chris Williams: Right, and then there's the whole idea of, like, you know, say we're doing, coaching checks, and we're doing, reviews. We'll do informal reviews regularly, where we're just…

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Chris Williams: head coaches hanging out and just checking stuff out, and giving them props, like, hey, I love the way you handled Susie with her issue with her knee. You ran the class really well, it was kind of hectic, people showing up late, awesome. Here's something I would, work on.

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Zach Forrest, PushPress: So I love that. I don't want to steal your thunder, because you're going to talk about communication, but that's, that's a big part of the system, is informal reviews. You systemize something that's informal, so I love that. What about member experience when you want your coaches or your team to take more ownership of

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Zach Forrest, PushPress: Things that happen for your members, not necessarily directly in class, though.

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Chris Williams: So that's… that's a tough one, because you kind of have to go to both sides, right? So if someone's complaining something happened in class, and you weren't there, and no one's there to witness it, you gotta… you gotta hear from all sides. Yep. My… my personal policy is I will always take the side of my staff, unless I'm given a reason not to.

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Zach Forrest, PushPress: Good call. I agree.

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Chris Williams: So, like… I think a lot of us believe the members have to come first.

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Chris Williams: And so, whenever a member complains, it's immediately, oh, this, like, it's the staff member's fault.

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Chris Williams: I take the opposite approach, because I do believe our staff is actually more important to the growth and success of our gym than the members. The members are going to be far more cyclical than quality coaches and staff members are.

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Zach Forrest, PushPress: I mean, I would… I think it's fair to say that the members are a result of you taking care of your coaches. Like, more members will sign up if your coaches do a great job, and your coaches do a great job if you're taking care of them. So, it sounds like you've almost systemized and formalized a…

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Zach Forrest, PushPress: a team-building system. What… how does your team communicate

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Zach Forrest, PushPress: day-to-day, about members. Like, if somebody, like, if someone, if someone walks into your gym and they take a class from

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Zach Forrest, PushPress: John, and…

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Chris Williams: Yeah.

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Zach Forrest, PushPress: Like, they go to John and be like, hey, I need to put my membership on pause. And John's like, oh, okay, what's the process?

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Chris Williams: So, they usually go directly to our GM. They might tell a staff member, so we have the staff app, the PushPress staff app.

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Chris Williams: Slack was a bit too hectic for us when we refer we are not the most technically inclined, so there's a hiring thing I could do better at, is hiring more technically.

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Chris Williams: savvy people, because Slack was a bit much.

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Chris Williams: So, PushPress app is great. Everything goes in this PushPress app. We have different levels. We have the coaches one that's all about coaching. We have a member one that talks about members, whether it's PRs, highlights, if they got hurt, if they need to go on hold, if there was a request, whatever.

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Chris Williams: So we can see everything going on, all communication can be tracked and looked back on.

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Chris Williams: For a number of reasons.

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Chris Williams: If a hold request gets missed, we can go back and be like, hey, that was requested, everyone did their job, it just fell through, how do we fix it?

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Chris Williams: That's great, so you don't have to ask somebody, show me your text messages and prove to me you said this.

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Zach Forrest, PushPress: Yep, yep, I like that. So you have the staff app organized into different channels based off of the topic that needs to be discussed. Right. That's kind of like Slack, yeah, I love that. And all your coaches

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Zach Forrest, PushPress: are trained, and it's probably part of the culture. Like, they probably see the conversation that's going on in there, and they kind of just fall in, or do you explicitly train them on, these are the things you put in these channels, these are the things you put here, and this is when you need to do it?

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Chris Williams: Yeah, my GM basically works with them to kind of, like, remind them, like, hey, the coaching one is where we do,

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Chris Williams: You know, schedule changes, stuff like that. This all goes in the coaching room.

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Chris Williams: So if you need coverage, you put it in.

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Zach Forrest, PushPress: Nice, I love that.

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Chris Williams: Right, so we can monitor if these classes are getting covered.

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Chris Williams: If we start planning a backup plan,

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Chris Williams: And then, you know, say the member highlight one, we just were with the Mayhem program, so we did… it's PR week, so there's tons of screenshots and lists of people that had PRs in the morning classes, afternoon classes, evening classes, so our CSM can go in there and send text and letter and cards to every single one of them.

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Chris Williams: Acknowledging their stuff. So, like, it's really easy to go through, and then, you know, if someone didn't get a card or didn't get a text, we can be like, oh, yep, you missed that one, can you, you know.

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Zach Forrest, PushPress: Can you hit it? Yeah, exactly.

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Chris Williams: It's easy to kind of cover the paper trail on.

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Zach Forrest, PushPress: So, I wanted to bring this up briefly to everybody that's listening. It is, Thursday, March 26th, and we just recently, within the past 48 hours, released this feature called Member Intel. And Member Intel, I put this little screenshot down here, and it's…

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Zach Forrest, PushPress: I'm not gonna zoom in on it because, well, I just… I want you to discover it on your own. Now, coaches can go in at the end of class and type in a note

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Zach Forrest, PushPress: to anybody, and it will show up on that person's, intel report if they've reserved another class. So, like, if… Chris, if you coached a class 2 days ago, and Bobby Sue PR'd her cleaning jerk.

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Zach Forrest, PushPress: when Bobby Sue reserves for my Thursday evening class tonight, I'll look at the people that are checked in, and it will show me that report. It'll be like, hey, because Chris, at the end of his class, put this information under notes about Bobby Sue, now I have it, and you didn't even have to tell me, it's just presented in an AI report.

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Chris Williams: That's awesome.

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Zach Forrest, PushPress: I'm super stoked about it. That feature right there will increase the,

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Zach Forrest, PushPress: the efficacy and the communication between team members effortlessly, as long as they are putting the information where it needs to be. Steve, you just asked the relevant question. What does Member Intel pull from CoreNotes or Core Plus Grow Profile? Right now, it definitely pulls from CoreNotes, but it's working on pulling information from Train, and

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Zach Forrest, PushPress: I'm pretty sure… I don't… don't quote me on this, I'm…

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Zach Forrest, PushPress: I'm not 100% sure if it's gonna pull from Grow, because I'm not sure if they have a use case where they want to connect those two things.

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Zach Forrest, PushPress: But I can guarantee that's pulling from the staff notes, and if it's not already, it will be pulling from Train. Yeah, I love it too, Steve. I think it's probably one of the coolest features that I've seen PushPress release, since I've been with the company, anyway. So, that's really cool.

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Zach Forrest, PushPress: The system behind everything that we're talking about, the system, guys, quote-unquote, First things first.

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Zach Forrest, PushPress: Write out all the tasks that are relevant to a given role. Write all the roles out, then write all the tasks out.

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Zach Forrest, PushPress: you need to know who, what role, is doing what tasks. Then, you find out a scheduling SOP, you find out a scheduling system, cool. Who is working on those tasks? When?

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Zach Forrest, PushPress: The communication part is the bridge, right, Chris? And this is where you're the expect… or, excuse me, you're the expert. But before you talk about communication, I do want everybody to know

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Zach Forrest, PushPress: Documentation is communication. Documentation for all these systems is…

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Zach Forrest, PushPress: I would use the word necessary. Chris, you might disagree with me, I'm not sure, we didn't really talk about this. I think documentation is necessary because it's what people will refer back to when they're trying to remember what you said.

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Zach Forrest, PushPress: So, no matter how good I am at training someone in person, and Chris, do you have an experience with this? You train someone in person, and then you let them practice, yadda yadda yadda, but it was like a nuanced…

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Zach Forrest, PushPress: system. I don't know, like, how to restock inventory. And then, a week later, they did the task, but they did it slightly different because they couldn't remember what you said.

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Chris Williams: Yeah, a couple times, and I think at least half the time, their system was better.

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Chris Williams: So…

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Zach Forrest, PushPress: We're hiring the right people, dude.

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Chris Williams: Yeah, so I was like, you know what, we'll keep it. I think it looks better. So, you know, sometimes you have to kind of trust people, too. Like, if they don't know, they're gonna figure it out the best way they see, and sometimes the way they see things is actually an improvement on the way you had it.

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Zach Forrest, PushPress: I love that, and guess what? Then you can update the documentation. Hey, that's a better way, we're gonna do it that way. I do want people to get in the habit of documenting these systems and these processes, though. So, Chris, can you walk me through what…

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Zach Forrest, PushPress: When you should communicate what and why it's appropriate for that given channel.

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Chris Williams: Yeah, so I think, daily communication, right? Like, simple updates, stuff like that, the staff app is great for. Whether you're using Slack or something else, just having that channel where it's like, hey guys, quick update,

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Chris Williams: Power's out, so we're… we're playing by ear. In our case, someone, one of the other suites had to fix a leak, and so the plumber turned off the water to the whole building.

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Zach Forrest, PushPress: Oh, jeez, yeah.

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Chris Williams: Right? So it's like, hey guys, bathrooms are out, because they turned off the water of the whole building to fix a plumbing issue at, one of the other suites.

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Chris Williams: let everybody know, bathrooms aren't working, we'll keep, you know, we're posting the text, whatever. So, quick updates, stuff like that,

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Chris Williams: You know, weekly, it depends on the staff member, because for us, we try to see everybody every week anyways, when they're coaching, and just kind of do some, like, what we call vibe checks, just checking in.

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Chris Williams: And, so weekly meetings, it's usually me and my leadership team at the different gyms. So, like, every Monday I meet with the leadership team of my CrossFit gym, CFT, I meet with the leadership team of my sports performance.

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Chris Williams: And I meet with the leadership team of my media company. Every Monday. That's my Monday, is, like, 3-4 hours of meetings. I figure out where everything's at.

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Chris Williams: And then I move on.

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Zach Forrest, PushPress: So, on the weekly meetings, if you… if you had a… let's say if you had a… that makes sense for you, right? Yeah. Because you're getting… you're making sure that those businesses and the,

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Zach Forrest, PushPress: the tasks that are being done are all in alignment with what you think should be happening. You're getting updates. But if you were running a single location, let's say of 10,

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Zach Forrest, PushPress: 10 staff, or whatever, was half of them were full-time. Would you still have weekly meetings, or in today's day and age, you might send out an updated email or something like that?

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Chris Williams: Yeah, I think, I think that's more probably pragmatic for any type of business. You know, have you ever heard the term, like, this could have been an email?

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Zach Forrest, PushPress: Oh yeah, absolutely.

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Chris Williams: Right? Like, I think meetings are overused.

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Chris Williams: I think monthly should absolutely happen, especially for coaching development, and then you sneak in any pertinent, like, major updates in that monthly staff development meeting. And then it also goes out as an email for anyone that couldn't make it.

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Zach Forrest, PushPress: I like that.

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Chris Williams: Quarterly, we'll have, like, an all-staff meeting where everyone's expected to be there. It's 3 to 4 hours, we're laying out what we're doing for the next quarter, what the main focus is, what the importance and value of that focus is, and the why, and then, you know, all that happens. So.

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Chris Williams: But I think weekly meetings, unless it's, like, with your management, or, like, your operator, or some direct support that, like, is handling stuff you need to make sure is being done right, like, leads, nurture, show, close rate, like, things that, like, if it's off.

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Chris Williams: You need to get ahead of it before the next week, instead of it being a reactive thing at the end of the month, realizing we missed the mark.

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Zach Forrest, PushPress: So it sounds to me… before… sorry, I don't want to cut you off, but right before you go to the one-on-one, it sounds to me like the more refined your systems are, and the better

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Zach Forrest, PushPress: Trained your people are, the less frequently you need in-person meetings.

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Chris Williams: Yep.

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Zach Forrest, PushPress: So that's a good… that's probably a good litmus test. If you find yourself needing weekly team meetings, then it's probably because your systems aren't aligned or being practiced or executed well. Whereas if you find yourself only needing to get your full team together monthly or quarterly, and the business is still doing well, it's probably because

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Zach Forrest, PushPress: you did a good job setting up systems. Is that fair? Is that a fair assumption?

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Chris Williams: Yeah, and I think, too, it's also understanding that maybe they don't understand what's important, and they're not prioritizing the right thing. So, your systems may be perfect, but you have not illustrated properly what the important things are. Like, if everything is, like, burning, right? Like, it's just a hectic week, everything could go wrong is going wrong.

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Chris Williams: They should know what the three most important things are that still need to get done, regardless of how many fires they're putting in.

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Zach Forrest, PushPress: I like that. Yep, I like that.

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Zach Forrest, PushPress: So, what about one-on-one meetings? How often are you doing that, and how important are they? What are you communicating during one-on-one meetings?

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Chris Williams: So, with one-on-one meetings, it's,

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Chris Williams: A lot of it's, again, it's a vibe check. For me, I don't… I don't see everybody as often, so for me, it's more… I'm more… I get to be the good guy. Yeah. Now I get to sit down and be like, how's life? Tell me about things. Are we supporting you correctly? Is there anything we can do to help you? Let's roadmap what you want to make. Are you making enough? How can I help you make more, if that's what you want to do? Are you happy with where you're at?

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Chris Williams: you know, different stuff like that. My operations managers, though, will meet with their staff, one-on-one, probably…

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Chris Williams: Monthly, just informally.

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Chris Williams: Right? Like, hey, things are going good, here's what we're working on, here's the things I want you to kind of focus on this month.

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Chris Williams: And then, quarterly, we'll do roadmaps. Quarterly, or every, like, 6 months, we'll do a roadmap and make sure they're on track for, income goals and, or maybe there's an opportunity on the table for a new program, and we'll sit down with them and see if they're the right fit.

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Zach Forrest, PushPress: So, it sounds to me like…

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Zach Forrest, PushPress: the one-on-one meetings, and it's probably more relevant to most people listening to this to put themselves in the position of your GM, or your operations manager, right? And they're meeting with the individual staff, quarterly to every 6 months to make sure that they're

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Zach Forrest, PushPress: professional and career development is tracking the way that they want, and if there's anything… oh, so we have it on the slide, training, performance, feedback, and development. And it sounds like you lean heavily into the investment or the development side of their staff, and that's where the majority of one-on-one meeting time is spent.

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Zach Forrest, PushPress: So, that's… that's probably pretty potent. It probably breeds an extremely good team atmosphere, and if it's on a good, consistent cadence, that's…

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Zach Forrest, PushPress: that's gonna build a lot of trust with your… with your team.

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Chris Williams: It also tends to flush out people that don't want to carry the stain… carry the torch.

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Zach Forrest, PushPress: Yeah, that's actually…

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Chris Williams: Because it becomes very obvious when they're not carrying the weight, and they're not pulling their…

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Chris Williams: their share. It's very obvious to everyone else, and it definitely puts them on an island. It's not… it's not… they can't just hide in obscurity.

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Zach Forrest, PushPress: So it's a systems issue until it's not a systems issue. That's a person… that's a people issue.

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Chris Williams: Right, it makes it very easy to tell when it's a person issue and not a system issue.

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Zach Forrest, PushPress: Yep, I like that. That's… that's an even better litmus test. I like that. So, where do you think, GMotor should start?

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Chris Williams: I think if they were gonna start anywhere, if you don't have SOPs, get started on the basic ones, like the simplest ones first, so you can practice how to write an SOP. Chris Cooper taught me a really great, methodology years ago, which he said, have someone just follow you around.

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Zach Forrest, PushPress: What do you mean?

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Chris Williams: Every question. So, like, have someone just follow you around, like, start with opening. Show up at 4.45 a.m, we open at 5, and I want you to have a notepad and paper just asking every question on the sun about everything I'm doing.

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Zach Forrest, PushPress: You know what? That…

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Zach Forrest, PushPress: one, that's genius, but two, I had someone, recently take that up a notch. They documented their SOP. What's the little gadget that records you, in…

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Zach Forrest, PushPress: I don't know, you can buy an AI gadget now.

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Chris Williams: Yeah, yeah.

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Zach Forrest, PushPress: and they wrote their SOPs, they wrote, like, 80% of their operations manual just by talking to the thing, telling the little pod what they were doing in the moment, and then it spit out, like, opening and closing procedures. Yep. Like, so AI could probably do that, if you can't find someone to show up at the gym at 4.45 a.m. with you, or whatever.

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Chris Williams: Yeah, so, you know, you can do that. You can also find, like, plenty of people have just templated SOPs you can work off of. Like, there's plenty of free PDFs out there with a million starter SOPs, but if you have SOPs in place and you're kind of more struggling with scheduling, I would get a scheduling SOP together.

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Zach Forrest, PushPress: Cool.

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Chris Williams: Zach's way is awesome. My way is different. All of our requests just go through our app, and it's all publicly out there, and my co- my head coach, who loves running scheduling, because it's something she's done since she was an EMT years ago, so it's just very natural for her.

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Chris Williams: She'll just put weekends. All right, guys, I have this… I need these Saturdays and Sundays covered, I need… and I need Wednesdays at this time covered, because she knows someone's gonna be out, and it's a personal thing, and she's not gonna put them…

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Chris Williams: You know, whatever it is, it's a situation we're actually going through right now, and then people just jump in and respond.

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Zach Forrest, PushPress: Oh, if you have someone that…

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Chris Williams: These days, I can take these days, I can take these days.

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Zach Forrest, PushPress: And that's great. If you have someone that is emphatically, like, willing to do a certain system, like, let them do it, because they will… they will own it, and then, having a single person own an outcome is always more desirable, in my opinion. It's just not…

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Zach Forrest, PushPress: It's just not gonna be… every business is gonna have that person, so that's awesome.

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Zach Forrest, PushPress: What else we got? So we got scheduling SOP. What do you… what do you think about… what role do you think gym owners should start to document? If they haven't documented about any job roles in their business, where should they start?

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Chris Williams: I would start with coaching. I mean, that's your… that's your bread and butter. That is the lifeblood of your entire operation, is the coaching. So, you need to create a standard.

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Chris Williams: We use a 1 to 5, ratio, so, like,

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Chris Williams: 5 being the best possible, like, you're a rock star at this particular thing, and a 1 being, I don't know why you're here.

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Chris Williams: You know, that's just, like…

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Chris Williams: inexcusable. So most people fit between a 3 and a 4. Like, our really good coaches, they're a 3 and a 4 regularly, and some things, they're a 5, because they're just naturally really, really good at motivation or, you know, voice level, different things, commanding a room, whatever it is, like, they're just… it's just something they're really naturally good at.

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Chris Williams: But then if they have a 2, we know, hey, this is the thing you're gonna work on, and I'm gonna check in on you, and I'm gonna, you know, go talk to… go talk to so-and-so, they're really good at this, and have them explain how they do it. So there's a lot of, like, in-coaching, within the coaching, where it's, like, peer-on-peer.

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Chris Williams: Improvement as well.

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Zach Forrest, PushPress: That's some of the best way to develop people, is by having a group of people that are willing to develop each other.

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Zach Forrest, PushPress: Absolutely. And then we have this choose one channel for each. Now, did you guys… did you make deliberate decisions for how to communicate these things, or did these happen naturally as a result of growing the team? Or did you go, like, hey, when you were at four people, you're like, hey, from now on, all communication for this topic is gonna happen here? Or did you just kind of go with what naturally occurred?

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Chris Williams: So, with the CrossFit gym, a CFT, I bought and inherited a staff of, like, 8.

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Zach Forrest, PushPress: Oh, wow.

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Chris Williams: So, I dove, yeah, like I said, I dove headfirst right into this thing.

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Chris Williams: So there was a lot of, trial and error and epic failure in terms of figuring out a communication standard. When the PushPress app came along, it made it really easy, because it's something everyone can understand and follow, but then it became a standards thing.

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Chris Williams: If you're not telling people, hey, I notice you're not on there, you need to get on there, it's an expectation of your role in the gym, is to be a part of this app and communicate.

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Chris Williams: they're just gonna think the standard isn't there, and they don't have to, right? And then once one person isn't in there, other people go, well, I don't have to do it either.

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Chris Williams: So that's kind of the expectation thing. Daily communication.

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Chris Williams: Who needs one-on-one time? Everybody needs one-on-one time.

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Zach Forrest, PushPress: Yep.

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Chris Williams: Because it doesn't always have… one-on-one time shouldn't always be a formal, professional conversation. One-on-one time should just be, hey man, everybody likes quality time, like, let's grab coffee and just talk about life, and like…

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Chris Williams: That's okay, too. Doesn't always have to be some formal, goal-oriented meeting. Or,

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Chris Williams: You know, hammering someone for something that they're failing at.

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Zach Forrest, PushPress: If I have a team of 5-8 staff, if I'm the owner, and also, like, the general manager and head coach, and I have a team of 5-8, how often should I meet one-on-one with each of my coaches?

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Chris Williams: I mean, if you're full-time and you're there all the time, I would be informally meeting with them all the time. Just checking in, how's things going, how's that class? Hey, how's your family?

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Chris Williams: Show you care, and then formal one-on-ones, depending on the level of your staff, meaning, like.

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Chris Williams: Are they veterans? Have they been coaching for you forever?

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Chris Williams: probably don't need them more than once a month, like, just a formal development meeting, which is what we do once a month. We do a development meeting, we have a specific topic, we talk about that topic, we answer any questions, we let them kind of err in grievances with things that are going on, or problematic members, or anything else.

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Chris Williams: And then it's kind of a brainstorming, like, group talk to kind of figure out how to resolve stuff.

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Zach Forrest, PushPress: You said you have a specific topic going into the developmental meeting. Is that topic a result of the evals, or the formal, or like, where do you get that topic?

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Chris Williams: So, my head coach runs that generally. It's either, evals, or she'll just see things going on, or she'll see the way the programming is going, and being like, alright, we need to…

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Chris Williams: Address this coaching, or this movement, or something we don't do often, and that's gonna be the…

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Zach Forrest, PushPress: Oh, so they've systemized it based off their observations. It's like, hey, I've noticed that I'm going to be watching classes, and whatever I see are our shortcomings or our gaps are as a coaching staff, that's what we're going to develop. I love that, that's phenomenal.

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Zach Forrest, PushPress: I love that. So, I… I wanted to… I put this up, this is for the Q&A section now. We're gonna transition for about a few minutes.

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Zach Forrest, PushPress: If anybody has any questions, you can either, at this point, put them in chat, because I'll see them, like Steve did, or Austin actually put a question. But before…

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Zach Forrest, PushPress: We get… we take any of these questions. I put this quote up. You've got questions, we've got answers. Bonus points to anyone, don't answer, Chris, if you know. Bonus points to anyone that knows which company used this as their slogan.

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Zach Forrest, PushPress: And it was in the, like, the 90s. I'm dating myself. I'm just, like, I'm 40 years old, and I was thinking of the Q&A, does anybody know what company this is?

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Chris Williams: I'm 42, I feel like I should know this. This, because it's, like, it's in the back of my brain, I'm like, I heard that a million times growing up, and I don't… I cannot put my…

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Zach Forrest, PushPress: Yup, and that's the thing, everybody, like, I couldn't even… I had to Google it, and nobody's answered, so I'm gonna assume nobody knows. It's… nope, it's not Ask Jeeves, Alexander, that's a good question, though. It was… it's Radio Shack.

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Chris Williams: Oh.

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Zach Forrest, PushPress: Does anybody else remember Radio Shack? Of course you remember Radio Shack. I don't know what happened to them. They're out of business now, but, like, everybody knows this saying, but nobody would remember that it was Radio Shack. I just thought that was funny. Anyway…

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Chris Williams: Radio Shack was the one that refused to believe in the internet, right? Like, they refused.

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Zach Forrest, PushPress: Oh, yeah.

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Chris Williams: Having an online store mattered.

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Zach Forrest, PushPress: Yep, exactly. Austin, let's get to your question. I'm gonna… we're gonna answer it live, and I'm assuming this is directed at Chris. Chris, how did you create your own culture slash standards after you inherited a staff that was already in place? I'm curious, did you just…

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Zach Forrest, PushPress: did you just lead naturally, Chris, or did you go in with, like, a set of, like, hey, these are the systems that we're gonna employ, and this is why, and this is the standard that is now something that we're striving for? Like, did you do it formally? Was it informally? How'd you do that?

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Chris Williams: It was horrible. I did… it was years of failure, and conflict, and hiding from, having hard conversations, and then finally realizing if I don't get this figured out, like, there won't be a gym.

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Chris Williams: So, you know, the number one thing I came to the conclusion of, Austin, was, hard conversations are the easiest conversations you're ever gonna have.

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Chris Williams: They're only hard in your head.

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Chris Williams: Oh, wow. So, for me, what I realized was, we tend to think of every worst-case scenario humanly possible that a conversation could go.

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Chris Williams: The average person Cares far less.

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Chris Williams: Right? So when you walk up and go, hey, you showed up late to class, what happened? And they're like, I am so sorry, I got in traffic. In our head, it's, hey, you showed up late to class, what happened? And they're like, fuck you, I don't care, like, I do what I want, you can't, you know, can't question me, and it's gonna be this massive conflict.

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Chris Williams: And it's not. They usually care… they usually want to do better. They just didn't know they did something wrong in a lot of cases, and we take it as they don't care, and they're gonna push back.

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Chris Williams: So, for me, the standards were created by having just conversations with people on a regular basis. Hey, how can we do this better? Hey, how can I support? I saw this thing is falling off the… is it too much?

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Chris Williams: Should I pass this to someone else? No, no, no, I got it. Or, sometimes I'll be like, oh man, thank you for saying something, I was afraid to, like.

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Zach Forrest, PushPress: Yep.

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Chris Williams: bother you with this. I was just gonna cut it out, but, like, yeah, I'm… it's too much. I need… I need some help.

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Zach Forrest, PushPress: Yep, that's great. Yeah, I remember when we… we took… we acquired a gym, we bought a gym, and changing the culture and changing the sis… changing the systems was the easiest thing to do up front. And the culture lagged behind for months, but exactly what you said, Chris.

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Zach Forrest, PushPress: Holding the standard on the systems and the accountability actually started to sway the culture

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Zach Forrest, PushPress: In the long run. And I… I'm… I'm pretty sure there's no way of doing that Well…

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Zach Forrest, PushPress: And quickly, at the same time.

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Chris Williams: No, because a lot of times it means, changing out staff, and some are very long…

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Chris Williams: Time veterans, especially if you inherited the staff.

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Zach Forrest, PushPress: They're stuck in their ways.

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Chris Williams: They're stuck in their ways, and they are not going to change, and you can't just suddenly replace them. You have to hire and develop new staff with the new expectations and culture that you are developing, and then when the time is right, you let go of the old one. Unless they're a real weed, I mean, like, really, really problematic drama, start, like, get rid of them now.

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Chris Williams: figure it out later, because that is far worse than, waiting. But if it's just someone that's kind of stuck on their ways, they do what they're supposed to do, but they don't want to step up to the next level you expect of them.

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Chris Williams: Hire, develop, and then replace.

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Zach Forrest, PushPress: Yeah, Austin, he… Chris is making… he's… he's spitting gold right now. I think the easiest thing to do…

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Zach Forrest, PushPress: Is to change the systems, train the staff that you're… that you're inheriting on the systems that need to take place, and then you will… you will feel whether or not they are pushing back on the culture and the philosophy.

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Zach Forrest, PushPress: that you're trying to put in based on their willingness to adapt to the systems, the new systems that are in place. And I think Chris is talking to, like, if you get that pushback and you identify them as a weed early on.

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Zach Forrest, PushPress: Get rid of them. Alexandra, great question. Chris, I need your help on this. This is… this is going to be a, a prevalent question for everybody.

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Zach Forrest, PushPress: Alexandra asks, our instructors at an all-women's boxing gym are contractors with full-time jobs. So they're all contractors with full-time jobs outside of the gym, is what I'm getting from this. They coach for us part-time a few hours a week each.

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Zach Forrest, PushPress: Getting weekend coverage is tough. Do you have any tips? Hiring for our gym outside of our own membership is difficult due to our specialization.

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Chris Williams: Yeah, so when we, we struggle with the same thing. We have what we call bench coaches.

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Chris Williams: And when we started hiring bench coaches, we didn't make that weekend thing a… a acknowledged, like, expectation.

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Chris Williams: So he hired all these coaches that were like, yeah, I'll work Monday through Friday.

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Chris Williams: But I already work full-time, I'm not working weekends.

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Chris Williams: And so we got all these bench coaches that wanted to coach, but they didn't want to coach when we actually needed to fill classes.

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Chris Williams: So…

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Chris Williams: When we started hiring bench coaches, we made it very clear, you know, we'd absolutely love to develop you, just up front, we are expecting it mandatory that you coach weekends, and you're available at least one weekend a month.

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Chris Williams: Otherwise.

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Chris Williams: The… that conversation stops now, and, like, if you change your mind and want to work weekends later, like, we'll absolutely bring you back on, but, like, if you're not willing and understand you're expected to make yourself available one weekend a month, like.

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Zach Forrest, PushPress: Yeah.

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Chris Williams: Yep, it's just not…

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Zach Forrest, PushPress: I'm right there with you. Alexandra, I'm right there with Chris on this. I don't let my part-time staff tell me when they want to work. They are… and that's maybe the expectation part of the roles, tasks, expectations, and outcomes that you need to focus on, Alexandra, is what…

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Zach Forrest, PushPress: you can say, be like, hey, these are the class times that we need covered. If you can't help with that, then cool, we can't use you right now, but I'll stay in touch, if there are some hours that you can…

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Zach Forrest, PushPress: if hours do become available. What I have also seen work is that, they split the difference, or gym owners will split the difference with part-time coaches, be like, hey guys, we're really struggling to get weekends covered, and the vast majority of you guys are covered on the weeks, or the weekdays, so what we'll do is a…

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Zach Forrest, PushPress: 2 to 1. For every one, or for every two classes that you coach during the week, I need you to cover a weekend time slot as well.

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Zach Forrest, PushPress: That might be something that they're willing to do, but I agree with Chris, it's…

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Zach Forrest, PushPress: You set the expectation of what the task is, and if the task is weekend coverage.

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Zach Forrest, PushPress: then they'll either say, hey, nope, can't do that, or they'll say, alright, I'll make something work.

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Chris Williams: Now the standard… the standard is swung to the point where, like.

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Chris Williams: I just looked at the app, I checked in real quick before this meeting, and it was like…

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Chris Williams: she… the coach put out, like, 4 or 5 weekend days that need to be covered in April, and they got snatched up in about 2 minutes.

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Chris Williams: And it's just, everybody's taking one day, where people are like, I can take these three days, and coaches would be like, alright, well, I got people covering two of them, so you just take this one. People are grateful for that, because, like, again, we brought on coaches that knew the expectation was weekends, and they're grateful they only have to do one day instead of a whole weekend.

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Zach Forrest, PushPress: There you go.

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Zach Forrest, PushPress: Yep, there you go. I all… and I wouldn't default to this, it just popped in my head. I wouldn't default to this, Alexandra, but I know,

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Zach Forrest, PushPress: there are gyms that do this for memberships at peak times, and there are gyms that pay their coaches different hourly rates for highly desired class slots. So it's like, hey.

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Zach Forrest, PushPress: if you're paying your coaches 20 bucks an hour, hey, if you take a weekend slot, it's 30 bucks, or something like that. I'm not sure if that works.

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Chris Williams: Premiums have been known to work in the past. We try to avoid it just because we have a tiered system, like a matrix, so we try not to pay someone outside of their matrix, but we have considered it in the past when we're really struggling to get something covered.

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Zach Forrest, PushPress: it's gotta work for the business model. So yeah, that's just something to explore, Alexandra. Hopefully that, that, gave you some ideas. Oh, yeah, that's a good question. Any way we can backtrack, implement that with current coaches. Yeah, Chris, do you have a quick suggestion on how you introduce maybe a new policy that is…

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Zach Forrest, PushPress: For lack of a better term, conflicting with current policy.

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Chris Williams: So… You're saying you're changing a policy?

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Zach Forrest, PushPress: Yeah.

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Chris Williams: Conflicts with what everyone is known forever.

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Zach Forrest, PushPress: Yeah.

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Chris Williams: So, that's human nature, is to avoid change at all costs. So, like, you have to kind of be patient, and you have to have some,

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Chris Williams: Cheers.

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Chris Williams: You have to be patient with people to change?

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Zach Forrest, PushPress: Gotta give him grace.

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Chris Williams: Yeah, there you go, that's where I was looking. You gotta have grace with it,

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Chris Williams: But, like you've said a few times, the why is probably the most important part. Hey guys, this policy is changing, here's why. Here's the… the…

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Chris Williams: root cause of why we're changing this policy. If we could do it a different way, we would. We've analyzed it from 100 different angles. This is the best

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Chris Williams: Way to move forward, for the benefit of everyone, our members, us, the business as a whole.

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Chris Williams: people generally will buy into them. You might have a few curmudgeons that are, like, they don't want to, they don't want to change. Again, that's just showing

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Chris Williams: Cool, when an opportunity comes up, guess who is gonna be at the bottom of the list of people that are gonna get an opportunity? Yeah, we have High Rocks, we have an adaptive program coming out, we have these things, right? And we had some coaches that…

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Chris Williams: We're showing up, and doing the bare minimum, and then not helping, and other coaches are standing out.

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Chris Williams: So, rather than getting pissed off or taking it personally, we just look at it and go, okay, cool. Guess who's on a list of people that, like, aren't going to be considered for these opportunities? And one of them, that is, like, their lifeblood is they're all about high rocks, and they are not going to have a chance to coach it.

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Zach Forrest, PushPress: You reward the people that are most willing to be team players.

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Chris Williams: Yep.

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Zach Forrest, PushPress: Yeah, absolutely, I like that. Alexandra, the… what Chris said is right on the money. It's like, if you explain the why, and you get your team on board with the effort of helping everyone, like, hey guys, we're changing our policy to this.

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Zach Forrest, PushPress: And we're changing it because of these things that are hurting us currently. And if we change it to this new policy, A, B, and C gets better for everyone. And then it's kind of hard to argue. Yeah, it might be hard on the individual, but you're asking the individuals, A, be more of a team player. So, that's,

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Zach Forrest, PushPress: Now, how you word it and how you go about presenting that information and communicating that.

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Zach Forrest, PushPress: it might get taken poorly if it's communicated in an email or in a Slack message. It might get taken really, really well if it's in person at a team meeting, like the quarterly big update meetings. So, your next task after designing the message would be, hey, what is the appropriate way to communicate this? Like, what message.

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Chris Williams: medium.

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Zach Forrest, PushPress: Alright, this is some good stuff. Guys, thanks for, thanks for the awesome questions. Thanks for, Chris, thank you for being out here. Hopefully, the big takeaway today is this. Most staff problems

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Zach Forrest, PushPress: aren't people problems, they're systems problems. They're structure problems, right? It's good news that there's systems and staff pro- or systems and structure problems. Too many S-words, Chris. Too many S-words, alright? It's good news because those types of systems are fixable. You don't need new people, necessarily.

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Zach Forrest, PushPress: You might just need better structure. So, if this exposed a few gaps and you want help implementing, feel free to book a demo with us at PushPress. We'll show you how we can get this stuff set up in a real gym, through Core, through the staff app. If you need help using the tools, hit us up. Scan this QR code, take advantage of our

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Zach Forrest, PushPress: stupidly, impressively intelligent people that are working on the CX team. But thank you, everyone, for coming out. Chris, thank you for giving us your time. Really appreciate everything that you've said, and looking forward to the next webinar in a couple weeks. We're gonna be discussing HIROX stuff.

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Zach Forrest, PushPress: So, you guys will all get a message about that, and a link to reserve. Thanks for coming out, everyone. Chris, any final words? If someone wants to connect with you, where can they reach you?

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Chris Williams: You guys can find me on Instagram, that's my… the main place I live, it's chriswilliams underscore IG.

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Zach Forrest, PushPress: Nice. Awesome. Alright, everyone, thanks again. See you next time.

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