Help Best

On Nov 1-30, we'll run the Golden Hour Challenge:

In this episode, I talk about the intent behind the Golden Hour (developing habits); who should do it; who should NOT do it; and why we're doing this NOW.

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

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

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

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

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

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

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

• A comprehensive program delivered in stages helps gym owners achieve incremental progress and focus on specific goals.
• Continual improvement in coaching is emphasized, with mentors constantly evolving to better help clients.
• The team's skills are highlighted, with a focus on client outcomes rather than just presenting new ideas.
• The importance of coaching and the team's unique approach to achieving results are reiterated, with a focus on outcomes rather than knowledge.

• Chris Cooper concludes by expressing pride in the team and their impact on the fitness and coaching industries.
• The focus on outcomes and continuous improvement sets Two Brain apart from other business coaches.
• The team's dedication to helping clients achieve their goals is highlighted, with a vision for future success.
• The meeting ends with a thank you to the participants for their contributions to Help Best.

Pay Themselves More: why they should increase NOB

The habit matters. We're building the habit

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

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

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

Put it somewhere liquid

Put it somewhere for the future

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

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

Coach convos

Roleplay

Metrics checking (esp sales metrics)

The daily marketing tactics in this book

Reading a P&L

Getting client referrals

Consistent delivery of service by your staff

Selling your product or service

Client communications

Staff evaluations

Content creation

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

0:03: Best episode today.

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

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

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

0:27: I've said this before.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2:13: Oh Yeah.

2:14: Yeah.

2:14: Yeah.

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

2:16: Well, great.

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

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

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

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

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

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

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

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

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

3:19: So how do I avoid boredom?

3:20: A couple of key things here.

3:22: One, I'm always recirculating the basics if everyone's doing the basics really well.

3:27: Honestly, that's really fun to me.

3:28: It excites me because I know people are going to see progress.

3:32: If I do have a great book or a great thing that I need to introduce, I'll make sure that I work that into the part of the tool kit that they need to be focusing on.

3:41: So if we're looking at their annual plan, I will try to insert that into a month that looks a little bit slower.

3:47: And then how do I keep discipline to stay with these things?

3:51: I will often do a similar concept for a lot of my mentees at one time.

3:56: And if they're not showing me that they're comprehending it, I'll ask them to share their screen, show me what they're actually doing.

4:03: And then finally, I will ask or show them social proof of someone that I know has done it really well.

4:09: I can't tell you guys how many newsletters I get from different gyms that I'm mentoring.

4:14: How many different gyms that I'm following.

4:15: Hopefully you guys are doing the same thing because that's really where some of the most basic stuff gets repeated over and over is just following those gyms and really seeing what they're doing.

4:25: It's a lot easier for me to call them out and say you didn't do your homework from last time if I pull it up and say, look, your last post was 25 days ago.

4:33: And so for me, all this comes back, how do I avoid the boredom?

4:38: I keep a close eye on people, I track what they're doing.

4:41: I do the basics over and over.

4:43: I have a plan to audit those basics over and over.

4:47: And then I asked for proof, either from them or from social proof from somebody else.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2:21: I still love the gym.

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

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

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

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

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

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

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

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

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

3:41: And the, again, the, the relevance to that is that th those people would be so much better served by working on their, their mobility and their range of motion and their quality of movements and their quality of the basics before they went into the advanced stuff.

3:58: And that focusing on that advanced stuff is massively to their detriment, even though it might be entertaining in the short term, it's incredibly counterproductive in the long term.

4:08: And so again, I think that it's our responsibility to put the blinders on them and keep them focused on those basics until they are at a point where they're comfortable experimenting and they're comfortable understanding that, you know, they may have some, some leeway for which to experiment, which a lot of us are doing in that Tinker program.

4:31: A lot of us are hearing about new ideas that are being used for the first time and we really don't know what the outcome is going to be necessarily, it sounds good in theory.

4:40: But as the tip of the spear in that program, we have the opportunity, we have the financial padding, we have the experience for which we can play with that stuff and not completely grenade our businesses in that experimental stage.

4:54: So again, the point I think I'm trying to make is that it's really our responsibility to keep the basics at the forefront and continue to help our people master the basics.

5:04: And once they've worked on one set of basics, then we move on to the next set of basics.

5:08: And then in my opinion, there's really no shortage of the there's no, there's not necessarily an end to that cycle.

5:16: And again, what I've found is that even at all stages, I'm having to work on the basics.

5:19: So point being focus on the basics don't let your distractions become your mentees, distractions and keep them marching forward on the basics.

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

0:02: Hey, two brain.

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

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

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

0:25: And that's great.

0:25: That's an outcome goal.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2:21: Ok.

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

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

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

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

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

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

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

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

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

3:16: And if you need to have 80 phone calls or sell by chat conversations, it's probably more, then you need to have 80 conversations to get those 10 new clients.

3:26: And what we're doing is we're working back the outcome goal to a process goal and then Frances are, they only get a fraction of the people they call or they text to actually answer and we'll just say it's one in one in five for argument's sake, which is about 400 attempted phone calls and outbound text messages a month.

3:43: Well, then they need to make 10 to 12 outbound phone calls and messages a day.

3:48: And that's the process goal we can set for them.

3:51: So very often mentees can look at a goal and say that's great.

3:54: Absolutely.

3:55: I want to increase my net owner benefit.

3:56: I want to reduce my hours, but we don't step back right the way to what's a daily step I can make for them.

4:03: And very often we need to walk them all the way from their goal, all the way back to the daily steps.

4:09: Much like when we have a fitness client who wants to lose weight, we walk them all the way back to eat this amount of food, drink this amount of water, get this amount of sleep, do this volume of workouts with me.

4:20: And that's going to be the process that you focus on to bring you towards your outcome goal.

4:26: Hope this helps everyone.

4:27: And if you have any questions, just send me a message.

How to communicate with your clients between calls.

0:00: What's up guys, Taryn Dubreuil here, asked to be a guest on Coop's Help, Best Mentor podcast this week and I am super stoked here to share a story and some tips about how to deal with clients who are longtime gym owners come into mentorship and have some of the most closed off minds you might have ever worked with.

0:19: These clients are tough.

0:21: They are exhausting but they need our help just as much, if not more, just like everyone else we get to work with.

0:28: So when I thought back on this, there really is three main ways these clients present themselves to us.

0:34: It might sound something like this.

0:36: And so the first one is, this is just how I've always done it.

0:40: I'm sure you've worked with people who are unwilling to change for whatever reason and this is often their go to line.

0:46: This is just how I've always done it.

0:48: The second type of these people is when it goes away from their belief and they're not willing to weigh data and evidence against those beliefs.

0:58: OK?

0:58: Those are tough.

1:00: And the third one is that it won't work for me.

1:03: People the classics.

1:05: Coop asked me to cover this topic because I've been working with one of these exact types through stage one and two over the past couple of months.

1:12: And I finally had some breakthrough success with him.

1:16: For context, he's a 14 plus year crossfit gym owner.

1:20: He lives and breathes everything about crossfit, like the real O G type of crossfit attitude and by his measures, he runs a quote unquote successful gym.

1:31: He's a great dude and sure they have a popular gym.

1:35: If you just looked at how many members he has, he has like 300 members.

1:39: But as we know, metrics tell a different story.

1:42: And so that's the case he's in immediately, he had three big pieces of resistance that presented themselves early in our conversations.

1:51: The very first one he brought up was there was no way he was running an on ramp.

1:56: He never has never will.

1:58: Crossfit is for everyone.

2:00: He gets way too many transfers from other gyms.

2:03: People are gym shopping and this would just be a big barrier like his excuse list was a mile long.

2:10: The second resistance piece was that N SI S weren't necessary.

2:13: There was no need to install a book sales appointment when he already had 300 members.

2:19: And he did that without N SI S already.

2:21: Ok.

2:22: Third one, additional services just weren't in the question.

2:26: It was crossfit and crossfit only.

2:28: Just group classes.

2:29: No P T no nutrition.

2:31: Nothing.

2:32: Just crossfit.

2:33: All right.

2:34: Ok.

2:34: Laid it out on the table for me.

2:36: I knew I was gonna have trouble with him probably about 5 to 10 minutes into our very first meeting.

2:42: So he would bring these resistant pieces all up on his own before I could even ask any questions.

2:48: It would sound something like, hey, Tarn, I read through the modules.

2:51: I watched the videos but I didn't bother doing the homework because of X Y Z.

2:56: Like there was no chance to have a discussion about it.

2:59: He watched the videos and he made that decision before we could even talk about it.

3:04: And admittedly, it took me probably about two calls to really find a rhythm and a cadence to my conversation with him basically until I could figure out more about his personality.

3:14: And that would tell me how I needed to approach him.

3:17: And so here's, here's what I did to build success with him and I hope you can take away some key points that can help you too.

3:24: I really nailed it down to five things.

3:26: So the first one was educate.

3:29: First, I had to ask myself, does he just maybe need a little bit more information?

3:34: Does he maybe need some more context?

3:36: Maybe some proof, maybe a little bit more dialogue.

3:39: So I've I tried giving him examples of other gyms in terrain or of my own gym of what the data proven tactics had produced and I actually figured out that proof was what he was looking for because we had a mutual bonding point over having 14 year affiliates.

3:57: So this helped implement some tactics.

4:00: He just needed social proof of the things we had in common.

4:03: The fact that we were 14 year affiliates.

4:05: We both had this O G crossfit attitude, this and that and that showing that it worked in my gym and other old, not old as in old, old, but just longtime affiliates that if it worked in ours, it would work in his, it didn't solve all of my problems, but it was, it started to push the ball where I needed to go.

4:24: So the second thing was, is asking more questions to figure out exactly what the resistance was like.

4:31: Usually the problem is not actually the surface level problem they're giving you, it's either a different problem or a deeper problem.

4:39: So a different problem was turns out he had a reluctance to implement some things because he actually had some staff problems brewing and that paralyzed him knowing that he would need to implement staff into that equation.

4:52: Ok.

4:52: Cool.

4:52: That's a whole different problem.

4:54: And by solving that problem helped me get him to implement some other things.

4:58: Once we figured out that was the different problem, other things like hi, the deeper problems which were like his projections, it just turned out he was a little scarcity minded about money and So the fact of a sales conversation didn't sit well with him.

5:12: So we just needed to navigate through some projections that he had.

5:15: It still didn't solve all of the problems.

5:17: So the third tactic I used with him was I needed to meet halfway on the important things.

5:23: And I've really, I've kind of narrowed this down into two subsections of this approach.

5:28: So the first one is I would ask him, are you married to the idea of dot dot dot And I would refer to something he's already doing.

5:37: This would tell me how committed he is to the things that he's already doing, which he had no problem stating were working for him since he had 300 members.

5:48: So essentially, I was just testing the waters on what he was willing to budge on and what he wasn't.

5:53: And this helps me make decisions for myself on what to push on and what to pull back on.

5:59: The second sort of subsection of this.

6:01: I would ask him is how can we meet halfway on this?

6:05: And by asking him this, he came up with a solution.

6:08: This is just me getting him to commit to building some sort of skeleton of the concept that I wanted and start because done is better than perfect.

6:18: And I know that later on, I can come back to this and I can continue to build on to it.

6:23: Kind of like when you put a client through your own on ramp.

6:27: And they're terrible movers.

6:28: And you know that once you, you get them into group or P T or whatever their next step is, you can continue to refine their movement even better after they finish their on ramp with you.

6:38: OK.

6:38: Same thing.

6:39: This also, this kind of approach also helps him believe in it better since he came up with the idea of where to meet halfway.

6:46: So basically just lead the horse to water.

6:50: This the fourth one was perspective.

6:53: He only sees what's directly in front of him.

6:56: I know what the bigger picture is.

6:58: I know that this little thing we're focused on right now in this very moment is actually 10 stepping stones towards something really bigger that he wants.

7:07: I found out that he was told about rate increases on a sales call and he got super hyper focused on that.

7:15: He just wanted to raise his rates.

7:17: But you and I know that we can't do that in stage one and two.

7:20: And then we need some important stepping stones before we do that to ensure the success of the that rate increase.

7:25: Cool.

7:26: That's the story I had to tell to get him to buy into the process.

7:31: If you want the rate increase, when we get to growth, we need these preceding steps to be in place.

7:36: And here's why so find the motivator use your perspective to paint the picture.

7:42: And I mean, in regards to perspective, I'd often tell him too that he's paying for my perspective that I've been in his shoes.

7:50: I've walked further in them than he has.

7:52: I know what's coming down the road, both good and bad.

7:55: He doesn't.

7:57: So when we would refer to the rate increase, this was a great place to add the importance of the perspective of the mentor and how that's a strength for him.

8:07: Ok.

8:08: The last one, tough love.

8:10: Now, I know not everyone is great at this and probably some of our newer team members might be terrified to use this tactic.

8:18: And me myself, I only use it in special circumstances when I absolutely need to usually for a problematic client, it's like once.

8:25: But for him, I had to, I had to go to this many times and earlier than I probably normally would have.

8:32: This is tough questions like why are you doing this or why are you paying for something if you don't trust the process or even just do you trust me and just asking very direct questions like that.

8:46: So he can be truthful and honest about understanding that him not acting on these evidence-based steps, he's essentially stopping his own progress.

8:56: And so the end result after three months of working through first steps with him was that I finally got him to come around and take baby steps with some of the major requirements that we need them to build into their businesses before they advance.

9:08: When he saw the money coming in, him hitting his 60 K goal and essentially checking off the invisible check boxes towards his rate increase.

9:19: He bought into it more and more each time we spoke.

9:22: So I hope that these tactics work for you guys and any of the problem clients that you might have right now.

9:28: If you need any other help, just reach out.

9:30: I'm super happy to help where I can.

9:32: I'm definitely not an expert at this.

9:34: I am an expert in the tough love.

9:36: So if you need a little help there, let's say that's where I can help.

9:39: Best Cheers guys.