The Tinker Show

• Chief Phase Introduction and Business Phases Overview 0:00
• Chris Cooper introduces the concept of the Chief phase in business, emphasizing its importance for gym owners.
• He explains the initial phases: Founder (inception and break-even), Farmer (growth and consistent income), and Tinker (investment for future security).
• Chris highlights the need for a plan for the future and the importance of creating impact beyond personal wealth.
• He mentions his book, "Founder Farmer Tinker Chief," and its updated version to include the Chief phase.
• Transition from Thief to Chief 1:14
• Chris discusses the transition from the Thief phase to the Chief phase, explaining the negative perception of the Thief label.
• He emphasizes the importance of creating impact and leading by example, rather than being seen as a Robin Hood figure.
• Chris explains the cultural bias against successful entrepreneurs and the need to change this perception.
• He outlines the broader impact entrepreneurs can have on society, including creating leaders and influencing policy.
• Challenges in the Farmer and Tinker Phases 2:45
• Chris elaborates on the challenges entrepreneurs face in the Farmer phase, such as difficulty in delegating and leveraging resources.
• He explains the Tinker phase, focusing on investment for future security and the importance of intergenerational wealth.
• Chris notes that many entrepreneurs get stuck in the Farmer phase, unable to lead effectively or delegate responsibilities.
• He emphasizes the need for leadership development and the importance of having a plan for personal and business growth.
• The Importance of Leadership Development 3:57
• Chris discusses the necessity of leadership development for entrepreneurs, highlighting the need for internal tools and reflection.
• He explains that leadership is not a natural ability but requires practice, experience, and a plan.
• Chris contrasts natural leaders with those who wing it, emphasizing the importance of continuous improvement and self-reflection.
• He stresses the need for real leadership in various sectors, including health, fitness, policy, and politics.
• Building Self-Leadership 5:46
• Chris introduces the concept of self-leadership, explaining its importance for personal and professional success.
• He describes the characteristics of effective self-leadership, such as focus, stress management, and emotional intelligence.
• Chris outlines a process for building self-leadership: learning, testing, reflecting, and improving.
• He emphasizes the importance of journaling and objective self-assessment to measure progress and identify areas for improvement.
• Team Leadership and Influence 6:02
• Chris explains the transition from self-leadership to team leadership, highlighting the importance of being a good model for others.
• He describes the skills required for team leadership, such as clear communication, setting goals, and managing tasks.
• Chris discusses the importance of leveraging team members to achieve business goals and the need for clear systems and processes.
• He emphasizes the role of team leadership in achieving business missions and the importance of continuous practice.
• Peer Leadership and Network Building 12:32
• Chris introduces the concept of peer leadership, focusing on influence without authority.
• He describes various ways to build peer networks, such as mentoring, knowledge sharing, and collaborating with other entrepreneurs.
• Chris explains the benefits of a strong peer network, including influence, safety, and community support.
• He emphasizes the importance of building a network that grows beyond individual transactions and creates lasting value.
• Community Leadership and Impact 13:53
• Chris discusses the transition from peer leadership to community leadership, focusing on creating a lasting impact.
• He describes the various ways entrepreneurs can lead their communities, such as through health initiatives, education, and policy creation.
• Chris emphasizes the importance of building a community that shares a common mission and vision.
• He highlights the role of community leaders in creating long-term progress and addressing societal challenges.
• The Role of Entrepreneurship in Leadership 14:11
• Chris explains the interdependence of entrepreneurship and leadership, describing them as the yin and yang of success.
• He emphasizes that successful entrepreneurs need both self-leadership and team leadership skills.
• Chris discusses the importance of entrepreneurship in developing leadership and creating change makers.
• He calls for more entrepreneurs to take on community leadership roles to create a healthier, happier, and more productive society.
• Future Plans and Resources 16:38
• Chris outlines his plans for future presentations and publications on the Chief phase.
• He mentions upcoming events and the release of his new book, "Chief."
• Chris emphasizes the importance of continuous learning and self-improvement for entrepreneurs.
• He concludes by encouraging entrepreneurs to embrace the Chief phase and take on leadership roles in their communities.

As a founder, you have the freedom to make decisions no one else can—but that freedom comes with risk. In this episode, I reflect on a recent conversation with Greg Glassman that reminded me of the unique privileges and paradoxes that come with building a business from scratch.

Founders can give generously, preserve legacy pricing, or avoid lucrative but misaligned partnerships. But they can also break things—radically changing what already works out of boredom or unchecked curiosity.

I’ll walk through real examples of when Tinkers over-experimented and damaged their businesses, and I’ll offer practical strategies to manage the founder’s paradox: from hiring a CEO, to building a trusted board of advisors, to simply stepping back for a quarter to regain clarity.

At this level of gym ownership, there are fewer tactics and more paradoxes. Being aware of that is the first step.

Hey Tinkers,

Today I want to talk about something that shows up right at the edge of every big, bold move: fear of impact.

A lot of us reach this point in the Tinker phase where we’re ready to launch something larger—something that could actually shift the industry, change our community, or influence people at scale. But then something happens. Maybe a Facebook comment hits a nerve. Maybe someone you respect says, “That’s terrible,” or “You should be careful,” or “You’ve gone too far.” And instead of pushing forward, you pull back.

Here’s the truth: sometimes we’re not cautious—we’re just hiding. That’s what my mentor Marcy Swenson told me once, and it stuck.

Mel Siff said, “As soon as you plant a flag, people will start shooting.” And that’s exactly it—impact attracts fire. Not because you’re wrong, but because you dared to step up and say, “Here’s what I believe. Here’s what I’m building.”

So how do we prepare for that? How do we keep going when the arrows start flying?

Let me give you a short framework I use when I’m about to launch something that matters:

1. Think about who you’re doing this for.

Are they worth it? If the answer is yes, then they’re worth the discomfort, the doubt, even the criticism.

There’s a moment in the novel Silence where a priest is asked, “Are you willing to be trampled if it means saving them?” It’s a gut punch. But sometimes that’s the question we have to ask ourselves: Am I willing to be misunderstood, criticized, even laughed at—if it means helping the right people?

2. Write a premortem.

Imagine it all goes sideways. What happens? What went wrong? What could have been done better?

This isn’t to scare yourself—it’s to build resilience ahead of time. If the worst case did happen, would it actually destroy you? Or would you just learn and get better next time?

3. Write down the worst feedback you could receive.

This part is powerful. Because most of us already have a critic living in our heads—someone who knows all our insecurities and soft spots. Get it out. Write it down. Read it aloud. Then decide: if someone actually says this, will I argue with them? Or will I just ignore it and let it die on the vine? If you’re not sure, ask in this group. We’ve got your back.

4. Accept that your impact might help people you didn’t intend to help.

At Two-Brain, I’ve built systems to help thousands of gym owners, but not every one of them is someone I’d go for coffee with. At Catalyst, I’ve had people get fitter who didn’t share my values at all. But impact doesn’t discriminate. A rising tide raises all boats—it doesn’t sink the pirates. Let it go.

5. Take social media off your phone on Focus Days and Rest Days.

Trust me, you don’t need the noise. You need clarity.

6. When the criticism comes—because it will—read it aloud to someone who supports you.

Treat it like celebrities reading mean tweets. Laugh about it. Get some perspective. And then get back to work.

Here’s the final truth:

Creating an impact means offering answers, not rants. Solutions, not complaints. Building, not criticizing.

The people who attack bold ideas are never the ones building anything better. If they were, they’d be too busy to comment. So cut them out of the conversation immediately.

And then? Launch.

Take notes. Fix what breaks. Move fast. Bury the criticism. Stay focused on the people you’re trying to help—they are the bright light that pulls you forward.

This is the work of a Tinker. And it’s worth it.

In this episode, I share essential strategies for gym owners in the Tinker stage on how to lead through periods of economic uncertainty. As we face fluctuating markets, it's important to adapt your leadership approach to ensure continued growth and success.

Key takeaways include:

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• Go upmarket, not downmarket: Focus on premium clients and services that are resistant to economic changes, rather than lowering prices or offering cheaper services.
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• Retention-focused marketing: Boost retention with effective marketing strategies like sharing client success stories, introducing members to one another, and prioritizing goal reviews.
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• Know your metrics: Take a deep dive into your key metrics and work to improve the weak ones—whether that’s lead generation, show rates, or sales conversions.
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• The CALM model for leadership: Learn how to lead with Clarity, Assurance, Leadership, and Movement, while communicating regularly and confidently with your team.
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These strategies will help you stay strong during tough times and come out on the other side with a thriving business.

What should you actually do with your life? Joseph Campbell’s answer was simple: Follow your bliss. At first, I thought that was trite—but now I see its genius. In this episode, I explore what it really means to follow your bliss and how it applies to entrepreneurs who have built successful businesses.

For many in the Tinker group, their art is coaching—but they’ve stepped away from coaching as they grew their business. Others find their bliss in growing the business itself or in mentoring others. Some will follow a different path—music, writing, coaching kids, or spiritual practice. The key is this: once your business is secure, you have the ultimate opportunity to do work for joy, not just for money.

Whether your bliss is coaching, mentoring, business growth, or something else, this episode will help you rediscover why you built your business in the first place.

Tune in and ask yourself: What’s your art? What’s the work that makes you feel fully alive?

Podcast Outline: The Puzzle Problem

Intro (1-2 minutes):

"Today, I’m going to talk about something I call 'The Puzzle Problem.' As entrepreneurs, many of us start out solving a giant puzzle when building our business. Every solution feels like we’re fitting a piece into place. We thrive on that challenge. But what happens when the puzzle is solved? For many of you, especially around the $100k NOB mark, you find that the machine just runs without you. You’re not as needed anymore, and that sense of purpose starts to fade. This creates boredom, and that boredom can be dangerous."

Problem Breakdown (2-3 minutes):

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• Breaking the puzzle:
• "When boredom sets in, some business owners start breaking the puzzle. They overcomplicate things, micromanage, or create problems just so they have something to fix."
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• Starting a new puzzle:
• "Others try to solve a new puzzle. They might open a business in an unrelated field, like a coffee shop, simply to chase that feeling of solving something again."
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• The stress factor:
• "Here’s where the science comes in: during stressful times, our amygdala actually grows. Once the stress is removed, that oversized amygdala pushes you to find new sources of stress. You might hyperfocus on small problems, lose sleep over details, or even start conflicts in your personal life. You’re not addicted to adrenaline—you’re addicted to fear and stress."
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Solutions: Overcoming the Puzzle Problem (4-5 minutes)

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3. Redefine the Puzzle:
4. "You’ve solved one version of your business, but there are always new puzzles to tackle. Optimize operations, improve client experience, or scale your business. See these as new challenges."
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8. Find Purpose in Mentorship:
9. "Become a guide for others. Mentor your team or other business owners. Mastery at this stage is about helping others solve their own puzzles."
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13. Create Growth Challenges:
14. "Challenge yourself in areas that push you but don’t overcomplicate your business. Launch a new initiative or innovate within your niche."
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18. Audit and Outsource Stressful Habits:
19. "Identify where you’re creating unnecessary stress. Delegate tasks and hold yourself accountable to stop micromanaging. Recognize when you’re sticking your fingers into the machine out of boredom."
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23. Invest in Personal Mastery or Passion Projects:
24. "Channel your drive into meaningful personal projects—whether it’s art, exploration, or another goal that excites and challenges you. Growth outside your business helps prevent destructive habits."
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Closing (1-2 minutes):

"The Puzzle Problem is something many entrepreneurs face after reaching a major milestone. Boredom and stress-seeking behaviors can lead to sabotaging your success. But by reframing the puzzle, mentoring others, and investing in new challenges or passions, you can stay fulfilled without breaking the machine you worked so hard to build.

Take some time today to reflect: Are you solving the right puzzle, or are you creating problems to fix? Let me know in the Tinker group discussion. Thanks for listening, and I’ll catch you next week!"

Examples in Gym Ownership

1. Membership Promotions:

• First-Order Thinking: Offering a significant discount on annual memberships to boost sign-ups.
• Second-Order Thinking: Considering how these discounts might affect monthly revenue long-term, member commitment levels, and the perception of the gym's value.

1. Investing in New Equipment:

• First-Order Thinking: Purchasing the latest fitness equipment to attract new members.
• Second-Order Thinking: Analyzing how this investment impacts your financial reserves, the space available for other activities, and ongoing maintenance costs.

1. Hiring Decisions:

• First-Order Thinking: Hiring more trainers to handle increased member intake.
• Second-Order Thinking: Considering the quality of training provided, the impact on existing staff dynamics, and long-term payroll sustainability.

1. Expanding Gym Space:

• First-Order Thinking: Expanding the physical space to offer more classes.
• Second-Order Thinking: Evaluating the return on investment of expansion, potential increases in operational costs, and the actual demand for additional classes.

Practical Tips for Implementing Second-Order Thinking

• Always ask “And then what?” after making an initial decision assessment.
• Keep a decision journal to track outcomes and learn from past decisions.
• Discuss potential decisions with mentors or advisors who can provide a third-party perspective.