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Zach Forrest: And we're gonna go… Oh, you know what? I have to do all this stuff while we're waiting for people to jump in.
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Zach Forrest: Nice.
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Zach Forrest: the spotlight, the spotlight… Greg.
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Zach Forrest: Kate, you want to spotlight?
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Kate Smith: I'm okay.
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Zach Forrest: People are filtering in, this is good. Welcome, everyone. You know what? Normally, I think I would have, like, background music going, wouldn't I, Greg? Do you have background music going for yours?
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Greg Buck: I don't. I'm not a background music guy, but I think it would be nice to have, probably.
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Zach Forrest: Yeah, sometimes it sets the mood.
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Zach Forrest: That can be… that can be a thing.
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Greg Buck: Yeah.
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Zach Forrest: Let's see who we got. Ladies and gentlemen, as you're, filtering in, do me a favor and make sure that chat is enabled for you, and that in the chat, you…
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Zach Forrest: select the drop-down box, the selector to everyone. I think by default, it goes to host and panelists, and if you are, chatting with that selected, then only myself, Greg, and Ms. Kate get to see
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Zach Forrest: your messages. Which, hey, if that's what you want to do, then…
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Zach Forrest: Cool, send us the DMs. But otherwise, make sure that everyone is selected. Yeah, and as you filter in, it looks like we got close to 40 people on right now. Go ahead, throw a, welcome or a hello into the chat. Tell us your business name and where it's from, or where you're from. That'd be good.
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Zach Forrest: I like seeing that.
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Greg Buck: Hi Bar, Evansville,
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Zach Forrest: Jen, yeah.
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Zach Forrest: I love when I see all these names that I… I recognize.
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Greg Buck: Yeah.
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Zach Forrest: Bloodline Combat Sports. I immediately picture…
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Greg Buck: Oh, heck yeah.
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Zach Forrest: Bloodsport. I don't know.
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Greg Buck: Heck yeah.
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Zach Forrest: Yeah.
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Greg Buck: Cool, we got a couple of our,
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Zach Forrest: MMA?
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Greg Buck: Alright, MMA and grappling Gyms, love to see it, guys.
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Zach Forrest: I love seeing that.
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Greg Buck: 104010 Deer Park. Hi, Becky. I've been to… not the Deer Park location, one of the other ones.
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Greg Buck: That's a cool concept. Anybody wants some, inspiration for a cool way to run a gym.
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Zach Forrest: What is it?
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Greg Buck: 1040-10?
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Greg Buck: Alex, who does Battle Bars, those are his gyms.
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Zach Forrest: Got my way?
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Greg Buck: Yeah, they're really cool.
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Zach Forrest: Cool. Well…
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Zach Forrest: Ladies and gentlemen, we're about ready to start off. It shouldn't be too long of a webinar today. I have with myself, Zach Forrest, I have Mr. Greg Buck and Ms. Kate Smith, joining me. We're gonna talk about training your team up on…
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Zach Forrest: PushPress, and specifically core, and how to leverage, using a team, using a staff to take care of some of the, maybe redundant or maybe minor tasks at first on the admin side, and then move along into
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Zach Forrest: Maybe managing or owning some of the systems that, are running your business.
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Zach Forrest: So, with that being said, let's jump into it. Let's see if I remember how to share my screen properly.
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Zach Forrest: Craig, is this popping up for everybody?
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Greg Buck: Yep, looks good to me, my friend.
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Zach Forrest: Nice. Awesome.
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Zach Forrest: So… One of the main problems is…
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Zach Forrest: Oh, let me get rid of this little Zoom pop-up menu.
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Zach Forrest: If you disappeared tomorrow, would your front desk run without you? And it's a little bit more than front desk. We're going to use generic terms throughout the webinar. Front desk could just be your admin side, it's a good way to think about it. The principles that we're going to be discussing today are going to apply to many, many different types of boutique.
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Zach Forrest: businesses when it comes to MMA gyms, jiu-jitsu, CrossFit gyms, HIIT training, anything in between. Your front desk is that catch-all term that we use to describe the admin actions that need to take place to make sure that your business is maintained and running smoothly.
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Zach Forrest: So, going back to this question, if you disappeared tomorrow as the owner, or maybe the head honcho, would your admin side run without you? And it usually boils down to scenarios like everything escalates to you, meaning there's not anyone that owns a specific system or task
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Zach Forrest: Other than you. So all the small stuff starts to pile up. Maybe there are gaps in coverage, meaning when you aren't there, something doesn't get done, unless you are there.
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Zach Forrest: And maybe you've evolved to the point to where you've started to build your team, you've hired people, and they just take a long time.
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Zach Forrest: to find their groove, find their step with completing certain things. And even though they might be minor tasks, it's probably due to the fact that you have not trained them on, you know, this is what you're responsible for, this is what it looks like when it's done well, and this is how you'll know if you're doing it well.
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Zach Forrest: And all of this makes sense, because…
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Zach Forrest: Procedure adoption fails when only one person knows the procedure. When only one person, you, knows the procedure, there's nothing for anyone else to adopt.
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Zach Forrest: So, today, our goal is to give you a framework, basically an overview, for ensuring your staff gets trained up on the basics. We're not going to dive into anything that is super niche or super specific or hyper-specific to any one type of model, like I said.
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Zach Forrest: We're not going to be doing any product demos or feature tours. However, if you do have any specific questions or any scenarios that you want answered, there's two things. One, we're going to have a Q&A at the end of this call, and that's a perfect time to ask those questions, whether that be in chat or maybe we'll pull you on here live. There is also a Q&A function that you guys can use to
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Zach Forrest: direct your questions
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Zach Forrest: Directly. I don't know why I said it like that, Greg. Direct your questions directly. Yeah. And Ms. Kate is manning the chat. So, if you have something that's relevant to what it is that we are talking about directly, you can put your question into chat, and…
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Zach Forrest: Kate, if you feel so inclined, you can either save it for the end, or you can answer it on the spot in the chat screen. I have my chat turned off, so if you guys are yelling at me as I'm going through this, I probably won't be able to see it. I'll wait until Kaye flags me down for that.
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Zach Forrest: So, let's see, Greg, do you want to go over the first step?
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Greg Buck: Yeah, definitely.
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Greg Buck: So, I think the first thing that's a major blocker for a lot of us as gym owners, when it comes to starting to figure out, alright, what things do I need to get off my plate.
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Greg Buck: What things do I need to delegate to other staff members? If I'm hiring another staff member, what does that role look like? Is just compiling everything we do from day to day.
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Greg Buck: And… because we all know every day looks a little bit different, like, did you sell a t-shirt today? Did you sign up a member today? Did you talk to a lead today? Hopefully you're talking to the lead most every day. You know, did I update the website? Have I run my at-risk report? Did I send out some happy birthday text messages?
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Greg Buck: Like, some of that stuff you're doing every single day, some of those things you're only doing maybe every couple days, or maybe once a week.
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Greg Buck: So something we definitely recommend is, instead of sitting down and just, like, having a blank sheet of paper in front of you where you just try to list every single thing you do on a day-to-day basis, take it as you go.
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Greg Buck: So you can walk through your last 7 days, or kind of the approach that I would take, and I think is really impactful, especially nowadays with our technology being so advanced, is…
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Greg Buck: As you're doing something in the PushPress app, whether that be pulling your at-risk report, charting an open invoice, whatever, leave yourself a voice note on your phone. Hey, I did retail inventory today. Save that in your voice note.
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Greg Buck: Do that for a whole week, maybe even a whole month, as you're trying to go to start building in tasks that you want to delegate. Take that, feed it into your favorite AI of choice, and be like, okay, what are the top 10 things that I do on a weekly basis here for my gym? And that'll give you a really good starting point of, okay, here are the things that are taking up a ton of my time.
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Greg Buck: where do these fit in my business, and who can I find to fill those roles?
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Zach Forrest: I love that idea about the voice memo. I started doing… or the voice note thing, I started doing that, and I felt… I'll be honest, I felt kind of silly doing it at first, but now it's like, if I don't have my phone with me to take the notes as I'm walking to the gym, I'm like, oh, I should go back and get that real quick, because it is
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Zach Forrest: Well, you're right.
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Greg Buck: It does… it does feel super goofy until you get into the groove, and I'll be the first to admit that. Like, I'm not super, like, pull out my phone and talk to myself, but once you start doing it, you can…
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Greg Buck: leverage your time so much better, so I highly… it to everybody.
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Zach Forrest: You're right, it's such a big payoff, yeah.
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Greg Buck: Yeah.
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Greg Buck: So, what we're going to kind of look at today is three roles that we generally see in most businesses. We're fully aware that a lot of us
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Greg Buck: Maybe a single owner-operator, or maybe it's yourself and a head coach, or yourself and just a front desk admin right now. So, we're going to outline these kind of in three distinct roles. However, we're fully aware that some of this might be hybridized, depending on your specific, situation.
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Greg Buck: For myself, for example, I've been a 12-year, CrossFit gym owner. Like, when I first started, it was just me and my business partner, so we kind of just split this down the middle, you know? One thing I would like to shout out, I work a lot with our martial arts gyms in this space.
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Greg Buck: Our martial arts gyms, a lot more than our CrossFit gyms, really prioritize that front desk role, which I think is super important. I think some of us in the CrossFit and the functional fitness space need to dig into that role a little bit and see what we can get out of it. So, just kind of looking at these three roles here.
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Greg Buck: kind of how I would characterize these and dictate them. We see our coaches and instructors. Their main job is to run the floor and own that member experience. So for them, what I'm super interested in them being able to do is check in their members, check in the staff, schedule their one-on-ones.
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Greg Buck: Switch the schedule if there's a substitute instructor, or if they're switching with somebody. Add notes to your members' profiles, and check out workout history, like, so they can deliver a valuable class.
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Greg Buck: You know, for my coaches on the floor, I don't want them to have to worry about
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Greg Buck: Making sure the lead is welcome as they come in the gym. I don't want them to have to worry about making a sale at the end of class before they're getting ready to warm up the next class, right? That's where we kind of move into this front desk role.
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Greg Buck: with the front desk, main thing that they're focused on is going to be sales and requests only that that staff member can complete. So, updating inventory for your products, whether that's supplements.
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Greg Buck: merchandise.
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Greg Buck: You know, our t-shirts for our more of a martial arts gym, our uniforms, our geese, the ability to pause or cancel plans, update billing info, such as cards, or bank accounts on file.
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Greg Buck: the ability to sell a plan at the front desk, and then any transactions at the front desk. You know, obviously for us here at PushPress, we like that kiosk mode that we have, where most of those things are going to be self-service, but we know every now and then somebody needs help at that point of sale, and so that front desk person can really help there.
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Greg Buck: The one other huge shout-out I would give for a true dedicated front desk staff person, it's really nice for your coach to be able to coach
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Greg Buck: Deliver an excellent product on the floor, just focus on that member experience, and when that's over, they walk into the front desk and say, hey, I hope you had a great time today. I want to hand you over to Zach or to Kate.
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Greg Buck: They're gonna talk you through membership options, and they can get you signed up if you're ready. That way, you get this also really nice separation of the coach is here to service me.
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Greg Buck: Kaye or whoever the front desk person is here to help me when I need clerical money help.
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Greg Buck: Right? So the two don't have to mix, which is really nice work-life balance for the gym and those specific roles.
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Greg Buck: And then last, obviously, is going to be our owners and admins, or managers, potentially. We're going to be in charge of our financial reports, our billing oversights. It's kind of more big picture stuff, right? We're looking at what are we taking in weekly, monthly, are we growing, are we shrinking? Let's take a look at our high-level attendance reports.
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Greg Buck: Are we seeing specific classes that are underperforming? Are we seeing a class that's super full, and maybe we need to shift the schedule to make room for more people during class times? Go through, run our past due billing. That one, I think, I personally like to handle most of the money stuff at my personal facility, and I have two full-time staff members.
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Greg Buck: But definitely something a front desk person could also be in charge of. And then also the ability to cancel a plan, if you want to keep that more in-house or more front of eyes for that owner, admin, or manager, so they're more on top of it versus a pause. A little bit higher level escalation, so maybe makes more sense to have the owner or admin own that.
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Zach Forrest: Yeah, Greg, these are generalized, like, buckets, right? And so… and I know we have this little asterisk at the bottom, or the tri asterisk. Most businesses will have a single person filling multiple roles, that's okay, depending on… on…
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Zach Forrest: Where are the businesses and development, like.
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Zach Forrest: I'm sure there are plenty of owners on this caller that'll be listening to this that don't have the budget to hire a dedicated front desk person. Is it okay to train a coach on being
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Zach Forrest: also the front desk, and maybe training them on how to have that transitional conversation of, hey, you just took a class, let's now talk about the membership options, and… but that all comes down to just being clear and training your staff member, right?
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Greg Buck: 100%. 100%. And I think we see a lot, especially in our smaller, newer functional fitness spaces, is, like.
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Greg Buck: A lot of times we have an owner with a bunch of part-time coaches. If your coaches are willing and able to take on that conversation of doing a sales, role, kind of in between classes, fully empower them to do that. Maybe even compensate them for that, if they're signing up people after their intro classes.
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Greg Buck: You know, the beauty of us all being small business owners is we can make it whatever we want it to be, and we can fill those roles based on the staff we have available to us. So, the flexibility we have is huge.
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Greg Buck: No matter how you kind of outline your roles and where they should be, whether it's you have a bunch of people on staff already and we want to re-outline their roles, or we're looking to make our next key hire, what does that role look like?
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Greg Buck: Once that is outlined, your next step is going to be training those people in those processes. A big thing that Zach and I are both big proponents of are the idea of tell, show, do, and check style training. So what does that mean?
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Greg Buck: So, tell. Our first step is to have that role outlined, then we're going to assign that role and those tasks to that specific employee. Let's take their job description, go through it line by line, and say, okay.
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Greg Buck: here are the 5, 10, 15, whatever it is, things that you're responsible for here day-to-day. When you come and do your shift, here's the checklist I want you to run through every single day.
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Greg Buck: Your next step is gonna, obviously, show them of, hey, here's how we accomplish each of these specific tasks. So, in this training process, I want to go into my PushPress system and say, okay.
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Greg Buck: Zach today requested us to pause his plan. Here are our steps to pause that specific plan.
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Greg Buck: The other thing that's really great with technology today is you can record these types of training sessions and keep them so that if your person has a question later on, they can go back and refer to that, versus texting you and saying.
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Greg Buck: hey, I know we went over this, I know you showed me this, and I know I showed you I know how to do it, but I haven't done it in 3 weeks and I forgot how to do it, right? So build yourself a training kind of library as you go through this to refer back to.
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Greg Buck: And then last step is gonna be the due and check. So you showed them how to do this process, now I want them to work through that process on their own.
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Greg Buck: I let them kind of work at their own pace, say, hey, you mess up, that's okay. Let's have you work through it as best you can. If I need to jump in and stop you because you're truly stuck, I will help you. But I like to have them try to work through it and see where they get stuck, and then go back and coach them through it if it's needed.
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Greg Buck: Ideally, we show it to them, they run it front to back, it looks great, we check, we realize, okay, they have this down pat, then we can move on to the next task on the list.
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Zach Forrest: Yeah, this is really the meat and potatoes for owners that are looking to delegate and get their team covering more ground for them. Guys, I know we like this framework, the tell-show Do Check, for a bunch of things, but when it comes to
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Zach Forrest: Setting expectations, and then demonstrating those expectations, which is an aspect of setting the expectations, and then asking your
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Zach Forrest: In this case, team member, your staff, to be able to perform.
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Zach Forrest: It's practice, in that sense. This needs a dedicated time slot, and I think this is probably where most owners drop the ball. This tell-show-do-check, this description or this communication of, hey, this is what your role is, and this is what you're responsible for, this is how to do it.
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Zach Forrest: now I'm gonna watch you do it. That needs a dedicated time block on the schedule. So if you are onboarding Sally Jo, or you have a trainer, long-time trainer named Bill, and they've been coaching for you, but you want to introduce a new skill or new task to their, their workload, it's gonna be like, hey, Bill.
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Zach Forrest: can you come in, you know, 3 o'clock on Thursday, and I'm gonna show you some new admin procedures. Awesome. When they come in, you need to have those procedures documented, right? And you need to be able to execute them in front of Bill. Did I say Bill? Is that his name? Yeah.
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Greg Buck: Yep, Bill, yep.
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Zach Forrest: So, Bill needs to see you do it, and then you need to have Bill do it. In this case, I highly recommend… and Greg, what do you think about this? I have a quote-unquote member in CORE that is a
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Zach Forrest: test member, that all my staff, they are trained… all the procedures that they do, selling a plan, upgrading or switching it, canceling the plan, checking them, it's all done on TestJoe Athlete.
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Greg Buck: Good.
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Zach Forrest: Is there a standard practice that you've come across when it comes to that?
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Greg Buck: No, I think that's a great way to go about it, because I think, at the end of the day.
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Greg Buck: Most of us do well, especially when it comes to, like, learning software skills, is working through that process. So even if, let's say, we wanted to work through, hey, we're gonna do a pause membership.
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Greg Buck: potentially, you guys might only get a pause membership request once a month. So, you know, do we have one in the pipeline that we can queue up for training today? I don't know, maybe, maybe not. So having a test account on file for your staff, I think, is huge. The other thing, too, is I think it also allows them to…
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Greg Buck: potentially answer some of their own questions. So rather than running to you right away to be like, hey, I know I'm supposed to pause Zach's membership today, but I really didn't want to mess it up, so I didn't do it yet, can you remind me of those steps? Instead, you can empower that,
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Greg Buck: employee to be like, hey, you know the Joe test account is there, try it on Joe's test account first, see if that works. If you can work through it, cool, then apply it to Zach's membership. If not, then come find me, and then I'll help you through it.
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Zach Forrest: You know what? That should be a feature in PushPress. Enable test athlete. Write that down for the product team.
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Greg Buck: There we go, I'll get… I'll get it over.
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Zach Forrest: So, and here's… here's what I want to show with that. I'm gonna stop, I'm gonna go ahead to this.
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Zach Forrest: And then I'm gonna stop my share, because I actually wanted to share what I have going on at Work Ethic here in Kansas City. Will it allow me to share my notion? So…
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Greg Buck: Sure.
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Zach Forrest: Yeah, essentially, what I did was I took that list of tasks. Can we see my Notion thing?
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Greg Buck: Yep, you're gonna.
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Zach Forrest: Alright, cool. So essentially what I did was I took, that list of tasks, oh, I'm already here on the task, and I fed it into AI, and now my AI, my clot, is connected to Notion, and I said, here is a list of tasks, and it is…
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Zach Forrest: hefty. It's a lot of tasks, that run the gym, right? And what I said was, here's a list of tasks, here are the roles in my gym.
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Zach Forrest: and we have general manager, we have marketing director, and now multiple people, like, one person, like, Ben is the, the general manager, and he's a roster coach, and Caitlin is the community coordinator and the marketing director, but each of those roles have their own set of tasks. And so I laid out all the tasks.
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Zach Forrest: all the roles.
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Zach Forrest: And I went to Claude, and I said, hey, make a, database that assigns all the roles to, or all the tasks to the, what is
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Zach Forrest: assumed staff position, or role position. And it made this database within, like, 5 minutes, and now I'm just going down, and I'm attaching the Notion, procedure that I'd written out. And these procedures, and you can see, like, I don't have a lot of them in Notion yet, they're in my binder, and I gotta transfer them in, but these procedures aren't anything, major. This is one of them. It's like how to check in a member.
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Zach Forrest: If it's in kiosk mode versus staff app. This is literally all it is.
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Zach Forrest: And so it doesn't need to be fancy, but when someone shows up, when someone on my team shows up, and they need to be trained as a coach or as the front desk on how to check someone in, this is what I can pull up to make sure that I train that person consistently every single time.
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Zach Forrest: So, I think a lot of owners, and you tell me if you have experience with this, do owners get bogged down in the details, or do they get, like, overwhelmed with, oh man, I don't know if this is gonna be correct, and so I'm not gonna make anything?
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Greg Buck: I think I see people… I think they get overwhelmed with the task itself, and don't even get to the detail phase. I think once you get to the detail phase, that is another level of overwhelm, because it's like, okay, actually, each of these tasks does have a very specific set of how to do it. But what I generally find is…
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Greg Buck: we see owners who are a little bit fly by the seat of their pants, they're like, okay, I don't want to do membership sales anymore.
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Greg Buck: hey, you're doing my membership sales now, do you know how to sign someone up in CORE? Yeah? Okay, cool, you're doing that now. You know, where…
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Zach Forrest: Yeah.
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Greg Buck: like, yes, ideally, Kate can figure it out, but that's how we're getting revenue into our businesses, so we want to be sure Kate is 100% bulletproof solid on that before we hand it off to her to start running the business, or that part of the business, for sure.
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Zach Forrest: Yeah, you want the consistency. I want to go back to this, because I'm seeing some,
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Zach Forrest: something else that I could do on this, real quick. When I'm ready to train people, this is what I'm… this is what I'm planning on doing. I'm just going to, execution role, and I'm going to sort
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Zach Forrest: descending, and it's like, cool, now… oh, it might have already been there. Now, when whoever I'm hiring for the social media coordinator, I'm just gonna make sure I'm gonna train them on this, I'm gonna train them on this, I'm gonna train them on this, I'm gonna train them on this, I'm gonna train them on this, and this one, all the way down to here, from here to here, essentially.
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Zach Forrest: That's my training session for the day. I'm probably gonna have to do, like, employee onboarding, like, hey, these are, hiring and firing policies, this is, you know, schedule changes and all that other stuff. But that's… I just essentially made a way to consistently train my staff. And…
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Zach Forrest: we can print this stuff out and have it in front of us, or we can use it online. That's… that's a detail that's relevant to, you know, the owners or whoever is doing the training. But getting the stuff documented in the first place is…
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Zach Forrest: 80% of the problem. And this is one of the things that helps With that.
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Zach Forrest: Are we back to the slideshow?
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Greg Buck: Yep, you're good.
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Zach Forrest: So, the… this was done by the CX team, right, Greg?
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Greg Buck: Dip.
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Zach Forrest: This is phenomenal. If you guys are watching, these help articles are brand new, and this is the order that I want you guys, to do it in. So, let's see if, can you guys… oh yeah, this training your staff with PushPress?
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Zach Forrest: Go to that help article, right? And it gives you a great overview and introduction to roles, and making sure that your staff members are
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Zach Forrest: signed up, with a profile, all their profile information is filled out, and that they have the apps. It basically walks through anybody. You can just send them right there, and it gives you all the links to download all the apps. The member app, if they're using Grow, the Grow app, although that's usually not a frontline staff member, and then the staff app, obviously. Then, I would recommend going to this help article, How to Get Started
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Zach Forrest: with PushPress as a new staff member.
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Zach Forrest: Go through that, and it's gonna direct you to one of these three, right? 1, 2, 3… I like this little draw tool, I've never used it before, guys.
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Zach Forrest: Right? One of those three articles, that gives you a…
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Zach Forrest: phenomenal overview of some of the most basic, and prevalent tasks that that role needs to fill. And it walks you through it step-by-step with a bunch of hyperlinks and screenshots, and that's a great place to start if you don't have any documentation. What I would recommend is you make a coach-slash-instructor folder, a front desk folder, an owner-admin folder in Notion, or whatever database, or
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Zach Forrest: heck, just make a Google Doc and start stealing the information that are on those pages to build your training systems.
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Zach Forrest: I think that… what do you think about that, Greg? Is that a…
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Greg Buck: Yeah, I think that's great. I think our CX team has done a really good job where…
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Greg Buck: those articles themselves can train your staff, but what I would say is you shouldn't rely on them wholly to train your staff, because at the end of the day, you're the one who hired your staff, and whether I wrote that article, or Kate wrote that article, or somebody else here at PushPress.
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Greg Buck: even though we're the technical experts when it comes to the software, we're there to back you guys and show you to make sure you're doing it the right way, but they want to hear it and learn it from you guys as their employers. Where we do have people from time to time come and be like, hey, can you train our staff for us? And…
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Greg Buck: Realistically, could we? Probably. Like, most of us have been or are currently gym owners, but that's not going to be a good retention tool for you at your gym. Like, they want to know they can come to you, they don't want to just be like, oh yeah, call Greg at PushPress. You know, you want to be the authority within your own fort walls, for sure.
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Zach Forrest: That's definitely something to be, I think…
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Zach Forrest: what's the word? I think it's, underrep… not underrepresented, it's, maybe underestimated, the impact that you have as a leader when it comes.
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Greg Buck: For sure.
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Zach Forrest: and setting that authority, and it's dictating culture, right? The other thing to note is.
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Zach Forrest: we don't know the exact operations that every business goes through. We can show, like, generic, workflows, and that's what these are. This is a great place to start for generic workflows, but maybe you have a slightly different cancellation workflow than what we've put in there. So, it is something to go through and make sure that you have tweaked to suit your own business.
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Greg Buck: For sure.
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Zach Forrest: Phenomenal product.
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Greg Buck: Yeah, and if you have specific questions, always feel free to chat with our support team, because they're great about working through those specific use case scenarios with you guys.
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Greg Buck: Cool, let's kind of go through 3 ways that we generally, as owners, tend to self-sabotage.
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Greg Buck: So first is definitely, like, no documentation. Nothing is written out, makes everything more difficult just to learn or to implement a specific process, and it's also really hard if you need to have an ongoing conversation about
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Greg Buck: lack of, output from a specific role. You know, so going back to my example of telling Kate, hey, Kate, you're in charge of signing people up.
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Greg Buck: And Kate's like, cool, I can do that.
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Greg Buck: you know, in my mind, I'm like, Kate, that means when someone comes to the front desk, your goal is to sign them up right there, then and there, take their card, we'll see them tomorrow for their first paid class. Where in Kate's mind, that might be like, cool, I'm gonna talk to this person, and hopefully they sign up, and I'm not gonna get their credit card, and I tell them to come back tomorrow, and hopefully tomorrow I'll activate their plan, right? So, being able to hold someone accountable
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Greg Buck: without having clearly defined what you want to happen in each specific role, or KPIs associated with each specific task, is going to be next to impossible. So.
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Greg Buck: when you do have to have good or bad conversations around that person's performance, if you have nothing documented, you have nothing to go off of. It's just vibes. It's like, hey, Kaye, you've been doing a really good job, you know, we made more money this month. I don't know if that means you signed up more people, but I'm gonna assume it does, because we made more money.
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Greg Buck: Like, Kate doesn't feel good, because she doesn't feel like you're really looking at her work, but really, you don't actually know if Kaye is doing a good job or not.
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Zach Forrest: Yeah, there's no clear outcome or expectation that's been documented and re-presented over and over.
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Greg Buck: Right, right. And my personal anecdote, where I think documentation is super, super important, for those of us who are
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Greg Buck: current gym owners, but definitely for those of us who maybe are going to open a gym sometime soon, documentation around clear ownership rules is very, very important. I have my own stories around that we could share at a different webinar, but as owners, as well as with employees, clearly document your roles and responsibilities.
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Zach Forrest: Yeah.
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Greg Buck: Oh, my God.
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Zach Forrest: We all have some sort of story like that.
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Greg Buck: Yes, yes.
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Greg Buck: Next thing here that I'll help you, you know, sabotage yourself is no verification. You know, in my example I gave, like, Kaye, you're in charge of memberships now, you told me you know how to sell memberships, cool, we're good to go.
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Greg Buck: Right? So we didn't do that check of, I showed Kate how to do it, even though she told me how to do it, hopefully I show her, she's like, yep, I know how to do this. She runs through it, boom, we're good to go, but at least we've done that verification check. If you don't do that, you're just trusting that person.
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Greg Buck: is as confident in their abilities as they actually are able to do them. So don't leave it up to chance, just confirm and verify they can do the specific task I want them to accomplish. And then last is no authority.
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Greg Buck: if this person needs to, like, make decisions, you have to be able to give them the power to make that decision. So, very simple one that I will go to for my own gym is, like, if we're gonna pause or cancel a membership, 9 times out of 10, how does that come up?
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Greg Buck: Someone was on the floor,
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Greg Buck: They tell a coach, hey, I need to pause, I'm gonna go on vacation.
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Greg Buck: My coaches are fully capable of pausing memberships, but I make all of my members, when they need to pause, send an email. Just so we have it in writing, just so we have verification, and then that coach who they told can pause the membership. I'm fine with that.
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Greg Buck: But I like to see it come through, I like to have it in writing, and that leaves no room for misinterpretation. So, Zach goes to Kate on the floor and says, hey Kate, I'm gonna be out of town next Friday.
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Greg Buck: until 3 Fridays from now, can you pause my membership?
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Greg Buck: That's so, like, weirdly nuanced, like, okay, when you say next Friday, do you mean tomorrow, or do you mean a week from Friday, right? Give me dates, give me when you're coming back, and if it's not clear in my email, I can respond back to you, get it clearly outlined, then that coach can go ahead and get that done, or I can do it, whoever gets to it first.
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Greg Buck: The other thing is also just being able to…
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Greg Buck: empower your employees to make some decisions, like, hey, it's really hot in the gym today, you guys can turn down the AC if it's necessary. Like, I've seen gyms where, you know, I'll go in there and
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Greg Buck: well, we didn't turn down the AC all day, coach, because, you know, we didn't know if we're supposed to touch it. It's like, okay, well, someone could have texted me, or it's like, you guys, like, I want you to be autonomous enough where, like.
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Greg Buck: if our… if our electric bill goes up by 100 bucks this month because we had to run the AC more, like, it is what it is. That's more important, you know? So, just being sure that your people in their specific roles, have the authority to make the decisions they need to make on a day-to-day basis.
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Zach Forrest: guideposts, you give them guidelines, be like, hey, anything outside these guidelines, you're gonna want to come to me, but anything that has to do with, like, comfort of the space, airflow, temperature, like, that's all on you guys, and if you think that it's an issue, just make me aware, but you make.
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Greg Buck: Yes.
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Zach Forrest: decision. Right.
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Zach Forrest: So, I do want you guys to leave with something actionable. I want you guys to leave with something that you can start this week, and this is the step-by-step process. Take 30 to 45 minutes, list out, just the basic stuff you do in Core, or the staff app. Just the basic stuff that you find yourself doing over and over and over, whether that's checking people in, or
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Zach Forrest: checking a certain report, or running retail sales. I love Greg's suggestion of using the voice memo, or the voice notes on your phone. Every time you do that. Just record a quick note, and then at the end of
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Zach Forrest: The week, or at the end of 3 or 4 days, however long you think is appropriate.
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Zach Forrest: you have this list. Now, you just need to group it by role. You can use AI like I did, or if you only have 2 or 3 roles, and you only have 20 some odd tasks, it should take you another 5 minutes to get that done.
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Zach Forrest: when it comes to the documentation process, I like, and Greg, I don't know if you know this about me, I like small wins right off the bat, right? Like, I'll do all the low-hanging fruit stuff first, and I'll save the big project stuff at the end. So, like, checking in a member takes me 2 minutes to document, and there are obviously some admin tasks that are gonna be a little bit more heady, a little bit more lengthy. Get all the low-hanging fruit out of the way, right? Start with the simplest tasks
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Zach Forrest: or procedures, and just write out step by step. Go through it yourself, and every time you make a mouse click.
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Zach Forrest: write a step. That's literally all it is.
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Zach Forrest: After you have, you know, a handful, or 10, or enough that you feel is, warranting of a training session, you know, 30 to 40 minutes with someone on your team.
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Zach Forrest: Schedule it.
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Zach Forrest: Here's the… this is like being an athlete. You're never gonna get good at snatching unless you practice snatching. You're never gonna get good at training your staff unless you actually schedule time to practice training your staff. And every time you train your staff, that's you practicing as an owner on how to develop your team and how to train them.
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Zach Forrest: So, give them a heads up as to what it is that you'll be training them on, like.
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Zach Forrest: Hey, Coach Bill, you're gonna come in, we're gonna go over all the front desk stuff, and that goes from, selling and setting up a membership, all the way to, selling fit aids and t-shirts, and processing drop-ins or free trials. We're gonna go through that stuff when you come in at 3 o'clock on, Thursday, plan for 40-ish minutes.
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Zach Forrest: Cool, see you then, right? That's… that's…
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Zach Forrest: that's the, outline, and I think that is pretty actionable, pretty, executable. Greg, do you have anything to add on that?
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Greg Buck: I think that's great, man.
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Greg Buck: Yeah, nothing to add on that. I think that's… that's a really good way to kind of get started.
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Greg Buck: You know, the other thing I would say is these roles can constantly be evolving, so don't feel like, because you're writing it down right now, that this role is set in stone for the next 10 years.
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Greg Buck: I think people can get a little bogged down in the idea of this has to be perfect the first time through. You can always add and remove from roles as needed, depending on who you have on staff at the time, and also just what needs your business has at the time, so…
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Greg Buck: Be flexible with your roles, even though you do want to have a good starting point of something pretty concrete in the beginning.
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Zach Forrest: You know what, that's actually a good point, because we are talking about software.
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Zach Forrest: And so the procedure that we use to sell a FitAid now, in a year from now, or a year, and this doesn't matter with any type of software, it may be slightly different. So don't be beholden, and don't stop yourself from doing this just because, oh, this is going to be different slightly in the next 6 months.
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Zach Forrest: But those articles are a great place to start, and they will be updated as the software gets updated. So that's where I would recommend, you guys going this week.
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Zach Forrest: Kate, I think I saw one Q&A question. Did you get anything else in chat that we should be, we should look at?
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Kate Smith: Yeah, we have… we got… we have two questions, more so on resources. Heather… Heather asked, can we get a Google Drive or something for all of us to share resources as a starting point?
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Zach Forrest: We can… so that's interesting. I don't know if we have a Google Drive where people dump everything in, but the… the Facebook group, there seems to be a lot of action engagement there. If you're not part of the Facebook group, let's get you in there, because, people ask questions, and they are quick…
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Zach Forrest: They're real quick to give you supporting answers and resources like PDFs or procedures. Like, I guarantee you, if you went in there and you said, hey, does anybody have a scheduling procedure
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Zach Forrest: or written out, documented that I'm sure someone would respond with, yeah, this is what I use. What was I doing the other day? And I asked someone, oh, I was asking about events that people run that they feel are beneficial for, marketing. And, oh my god, there's, like, 40 comments on that.
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Zach Forrest: So, what is the name of the Facebook group? Is it PushPress Community?
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Greg Buck: PushPress gym owner community? PushPress community?
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Zach Forrest: I'll pull it up while we're working on the next question.
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Greg Buck: Kind of in the same vein, I saw a lot of people asking about, you know, potentially…
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Greg Buck: a Google Drive where you guys can kind of share ideas. A lot of times out of these webinars, guys, we will spin up some type of helpful document. So something I can work on, this week for everybody is maybe just a rough outline of kind of what Zach and I talked about today.
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Greg Buck: Kind of just outlining what me and Zach think. This is where we would put those specific tasks under each role, and we can send that out to you guys in a PDF, and then you guys can use that as a starting point for sure.
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Greg Buck: You know, like we said, we can give you, like, the 10,000-foot view of what we see at most gyms, of like, hey, this is how we would break it down. Then you guys are definitely going to have to mold it to whatever processes you guys have in place. You know, maybe you guys don't do retail at all. Obviously, anything on there that has retail, like, scrap it. And if, you know, are that gym where you have a lot of hybridization of roles.
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Greg Buck: pick and choose what needs to go where, but I think we can make some type of lead magnet, or downloadable PDF for you guys that can send out this week with the recording, for sure.
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Zach Forrest: Yeah, absolutely. I think… I think that's the important part, is we send it out with the caveat being like, hey, these are gonna be generic.
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Greg Buck: For sure.
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Zach Forrest: Analyze tasks, you know, edit this as you know is beneficial for your business.
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Zach Forrest: I put the PushPress community link to Facebook, in the chat, so hopefully everybody has access to that. Was there anything else that you had, Kate?
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Kate Smith: Yeah, Becky asks if you can share that glorious spreadsheet as a copy so we can add or remove from there.
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Zach Forrest: Oh, the,
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Greg Buck: Notion Doc.
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Zach Forrest: The Notion doc? Yeah, I can… can I ex… it's a database, so I'm not sure, you know, I'm not an expert on.
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Greg Buck: So I think… so I think what we'll do, Debbie, is we'll use Zach's database as kind of the…
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Greg Buck: Nexus for that PDF we can put together, and we can get that kind of exportable to you guys.
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Zach Forrest: I'm totally down, I'm totally down, I'm just gonna give everybody access to my Notion, then you guys can put.
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Greg Buck: I hear that.
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Zach Forrest: in there, and I'm gonna steal everybody's shit. That's what's gonna happen.
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Greg Buck: Work ethic, Kaye is gonna be the best run, Jim, because that was everybody's ideas.
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Zach Forrest: I love that. That's… hey, that's how we all learn. If you guys…
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Zach Forrest: guys, the more you share, the more everybody learns, and the more that they can tinker, and they can say what worked for them, what didn't work for them. I honestly think, and I know, Greg, you and Kate, I'm sure you're on board with me here, the more that we can collaborate and share with each other, what's that saying, Greg? I know you, tides, and
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Greg Buck: Oh, Rising Tides Raise All Ships, something like that?
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Zach Forrest: Yeah, yeah, I love that. I truly believe that, yeah. So, Greg, you said that we can turn that Notion database into something that.
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Greg Buck: I could turn that into a PDF, for sure.
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Zach Forrest: Okay, cool. I like it.
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Greg Buck: Good question from Jacob. Is it beneficial to add a document and or a Loom video doing things in PushPress Core? I would say definitely. So, like, if you have a… a database just like Zach has, where he has, you know, very specific outlined roles.
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Greg Buck: it would be super simple for Zach to go in, shoot a loom of that specific process, tag it right next to that, that task in there, you know, maybe it's just health videos.
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Greg Buck: And then ideally, you know, similar to having that test account where a staff member could go in and try the process on their own without messing anything up, hopefully they can watch the video even after training, re-brush up on the skill maybe they haven't used in a while, and work their way through it.
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Greg Buck: You know, obviously, as software updates, they might change slightly, so then we'll have to update our videos, but that's totally fine.
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Greg Buck: Because the general process will remain the same, even if it looks slightly different. So, I would definitely encourage that.
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Zach Forrest: I think that's a… yeah, I think that's a Zoom video for…
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Zach Forrest: on-screen walkthrough, I think that's actually.
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Greg Buck: Jesus.
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Zach Forrest: I hadn't thought about that, but I think I'm gonna do it now.
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Greg Buck: Yeah. Yup.
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Greg Buck: And…
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Zach Forrest: How are y'all tracking hours outside of class as coached that your staff is doing these tasks?
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Zach Forrest: Mmm, do you have a way for doing that?
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Greg Buck: It's a good question. So my gym's a little bit unique. My two full-time staff members are paid a salary, so I don't have to track their hours, more or less. They have a minimum number of classes they're required to teach a week, and then they roughly have 5 to 10 hours of
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Greg Buck: flex work during the week that kind of encompasses all their tasks, and that's what makes up their salary. If you are truly paying by the hour, let's say as a front desk person.
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Greg Buck: Some type of cheap app that you can just do a punch in and punch-out is what I would recommend. I don't use it any myself, but I've seen lots of gyms utilize a bunch of different ones where, you got in at 12.15, you punched in, you left at 7.15, you punched out.
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Greg Buck: That would be a way you could do it. I mean, you can go super old school, just have them do a sign-in sheet, like a punch card at the front desk.
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Zach Forrest: looking at that, too, for payroll, but I do want… Jacob, I want to reframe… maybe we do a webinar on this, Greg. I do want to reframe the thought process behind paying people hourly. I pay people by job role. It is kind of salary, meaning, hey, these are the tasks that this role is responsible for.
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Zach Forrest: And this task involves doing this for this class, and this for this class, and that's when those times end. I don't pay people hourly.
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Zach Forrest: To be honest, so it's like, hey, these are the tasks that need to take place while you're at the gym. You're at the gym coaching and doing these other things, here's what I'm gonna pay you for all of this.
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Zach Forrest: Right. And that person accepts that. So don't automatically think, like, oh, it's… it's just…
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Zach Forrest: hourly pay that, you're stuck to. Like, paying per class is not paying someone hourly, you're paying them to complete a task, which is a one-hour class. And a lot of people assume that's hourly pay, right? Yeah.
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Greg Buck: Yeah.
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Zach Forrest: Come to an agreement with your staff on what that is.
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Greg Buck: Yeah, for sure. And I think the other thing that people get in the hole with sometimes is they go to a true hourly pay rate versus a per…
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Greg Buck: task or a per class rate. So, you know, here in Chicago, let's say an average CrossFit class costs $35 to staff, just to give it a number.
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Greg Buck: So if I'm paying someone $35 for a class.
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Greg Buck: that's not truly $35 an hour. So, if I was gonna hire a staff member at $35 an hour,
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Greg Buck: that's a very, very well-paid position, obviously, where $35 for a CrossFit class, I'm expecting them to show up 15 minutes early, they've done their whiteboard brief before class, they're making sure the gym is set up, they're welcoming people as they come in the door, they're closing down and maybe doing some cleaning tasks before they're going home, right? So…
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Greg Buck: really playing with how you compensate your staff, I think, is super important, and not saying playing with to make it completely to your benefit, but playing with it in a way that compensates fairly for the work you're getting, but also that they feel encouraged to do that work is super.
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Zach Forrest: To do it well. To do it well. Because not only is it fair, but it also,
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Zach Forrest: it sets, to your point, it sets an aspect of the culture. Be like, hey, I'm here to do… to do A, B, and C, and to do it well, not just to be here for the hour, clock in, clock out. Yeah, I think that's great. Was that all the questions that we had for this?
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Kate Smith: I think that's it.
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Zach Forrest: I think, yeah, I think this was a phenomenal, group, and everybody was asking great questions, everybody was super engaged. I think,
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Zach Forrest: We got some good training material out, great, you feel good about it?
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Greg Buck: Oh, good, yeah. Thanks, everybody, for coming. Super… always good to be on and chop up with you, Zach, and thanks, everybody.
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Zach Forrest: Always a pleasure. Thank you for coming out, everyone. This concludes a, another Push Start, PushPress webinar. Catch us next time. Greg's gonna be leading a seminar, excuse me, not a seminar, a webinar.
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Greg Buck: You're the seminar guy right now.
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Zach Forrest: Yeah, right?
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Greg Buck: at me.
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Zach Forrest: 5 software non-negotiables when opening a martial arts gym. It's gonna be on September 10th, at 12 p.m. Central, right, Greg? 12 p.m.
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Greg Buck: Central.
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Zach Forrest: So that's gonna be a phenomenal webinar for you guys to jump in on. Greg, is there anything else that you want to talk about when it comes to that?
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Greg Buck: No, I would say even if you're not a martial arts gym, if you want to see what we think are, like, the core non-negotiables of what you should be doing well in your software, it's definitely worth coming by. Even if you're not in the martial arts space, we see a ton of back and forth between the two business models, so…
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Greg Buck: Don't be shy if you're not a martial arts gym or looking to open a martial arts gym. Feel free to drop by, for sure.
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Zach Forrest: Perfect. I will definitely be there. Awesome. Until next time, thanks for coming out, everyone. It was great talking to you. Kate?
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Greg Buck: Thank you, guys.
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Zach Forrest: Talk to you later.
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Kate Smith: Cheers, guys.
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Greg Buck: yet.
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