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Hello everyone, hope you're having an amazing lunch on this fantastic Thursday.

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I, um, I have had this one on my mind for a super long time and hopefully it comes out

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in a series of upcoming thoughts. But I was sharing, uh, the greatest lessons and failures

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that I've had as Jim won CEO, um, since we have started. And I thought I would share them

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with you, uh, cause I showed, I showed these at the coach's mastermind and I thought that you

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might want to know what they were. So maybe you can not make the same mistakes that I did

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and potentially have the lessons that have having the experience to gain a lesson.

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So, um, the first mistake, well, I've made many, many, many mistakes, but I'll just do the last 12

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months. Um, and I think a lot of times when people talk about the mistakes, it's like, it's really easy

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to talk about mistakes that have happened like two years ago, cause then you can be like, look,

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I succeeded and, and, and come past them. But I'm gonna tell you ones that I've made like two months

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ago, a month ago, right? Um, and so starting a year ago, um, one of the first mistakes that I made

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as I stepped too far away, um, from Jim lunch. And so I stepped too far above. And this is a mistake

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that I see a lot of the Jim owners make in our community. So I hope that all of these lessons are

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entrepreneur lessons that you can apply to your own business. It just happens at different levels,

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but it's the same mistake. And the thing is, there's a lot of these mistakes are dichotomies.

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They're mistakes of going too far in one direction, which is why it's like, should I be too

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just or should I be too merciful? It's good to have both, but you have to walk the middle path

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and sometimes you have to walk one way more or the other, right? In this instance, I was too far away.

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And I now know what the telltale sign of that is. And so this is how I can identify if I'm too far away.

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If I think that everything is going really well in a department, which for you may just be your

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business in general or one component of your business, then I'm too far away. Because there are

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always problems. There are always mistakes. There are always things that can be improved. And if you

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don't know where all the holes are, where all the skeletons are, all the bodies are buried.

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If you don't know where those are, then you're too far away. And so that has become my

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litmus test for understanding where I'm getting too far away in the business is if I don't know what's

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wrong with it, then it means I'm too far. And so that's the first mistake that I've made. I mean,

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not the first mistake, but I've made many, many mistakes. Just in terms of the first one I want to

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talk about, that mistake led to us over hiring in January. And so I actually, we got our team

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up to 130 people in January. And we currently have 85. And we cut them for no reason that had to

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do with revenue. We were still doing great. We had our best month ever. And I ended up realizing that

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all these people just didn't have anything to do. Like I'd hired all these people, but they actually

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weren't doing anything. And so that kind of leads to the second problem or mistake that I made was

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I expected cold traffic to ask the same way as warm traffic with regards to an offer. So when we

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rolled out supplements, it was a massive success for the gym, which community we did like 1.7

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million the first month. And it was awesome. It's been pretty much, it's pretty much stayed there.

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But what my expectation was that was not met with reality was that cold traffic, because I was like,

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dude, there's no ads, there's no ads, Ben, like you literally run one internal play and you just

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make a ton of money. Like it's really that easy. This will be the ultimate offer. What I didn't realize

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was that there was two beliefs that needed to be broken, not one. And so whenever you sell a new

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offer, you always want the opportunity to have one belief that needs to be broken. Ideally, you have

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attractors and beliefs that need to be broken, right? Ideally, you have multiple tractors and only one

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belief. This one had only this one had multiple tractors, but multiple leads that need to be broken.

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That was ultimately the reason it didn't work. And the two beliefs were you should sell supplements,

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you should sell prestige. And that's what I didn't understand. I thought there was only one belief

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that I needed to break, which is that you should sell supplements. And there was actually in fact two.

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And so that's where everyone gets stuck up in cold traffic. So people who didn't know us,

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who didn't trust us, who didn't know who Dr. Cashy was, and they worked with the Olympic

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committee and like all this stuff, right? They didn't know that. And so there were two beliefs that

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need to be broken out one. And that is what prevented it from being a smashing cold traffic offer.

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And so I hired a sales team. I hired customer service teams to fulfill what I believe was going to

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be the increase in demand. And it didn't happen. And so what happened is I had to cut all these people.

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Because they didn't have anything to do, right? And that took a culture on it, right? On those

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departments, they've since recovered. And the people who are there now, the absolute best people,

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which in some ways is kind of great piece. You don't know who are going to be the total A players.

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But if you hire 20 people, you know from 20 who the top five are. And then you end up getting

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sometimes better staff. And that was a side benefit. But I would definitely not have the cost of

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having to hire that many people. And then letting them go because of anticipated demand. So the next

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lesson I had was that you only hire when it hurts, right? You want to wait until the capacity exceeds

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your current ability to utilize. And a lot of times you have more utilization capacity than you

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think you do. Everyone thinks that they're overworked, right? Every employee in general think that

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they work really hard because that's who we are as humans, right? Everyone thinks that they work

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really hard. But most people can work more, right? And so the thing is, is that your work will expand

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given the amount of time you have. When we had 20 people for customer service on just the prestige

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lapset team, they also they were busy. We now have a staff of five doing the exact same work.

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Five, right? Doing the same work. And based on the caucuses we have, we still have 30 or 40%

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capacity, right? With that team. And so like that was a lesson for me, only hire when it hurts.

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Don't hire before to mid, right? And my thought was, I want to have an amazing experience for

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everyone to come in. So we can anticipate it and be ahead and give it like, I can say give an amazing

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experience. And that wasn't the case. We didn't need to.

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Real quick guys, you guys already know that I don't run any ads on this and I don't sell anything.

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And so the only ask that I can ever have are you guys that you help me spread the words we

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cannot more entrepreneurs, make more money, feed their families, make better products and have

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better experiences for their employees and customers. And the only way we do that is if you can

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rate and review and share this podcast. So the single thing that I asked you to do is you can

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just leave a review, take 10 seconds or one type of a thumb to the absolute world to me. And

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more importantly, it may change the world for someone else.

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The next mistake that I made was, what was the next mistake I made? I think that

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the next mistake that I made was actually, I was listening to a small base of customers that

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wanted more things. And so this is something that I'd say is something overall that I think

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that I made a mistake as that I'm that I'm currently actively trying to rectify. But

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people want new things, right? And so I want to give those people new things. But as our customer

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avatar has changed, a lot of people coming now just want things that are, want things to be better,

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the same things, rather than more additional things. And so I made lots of like internal plays,

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and we made lots of trains on management, lots of trains on leadership, all the things that

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people needed, right? But people wanted things that were, wanted fewer things that were deeper,

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if that made sense. And so that was one of the lessons that I have learned in going through this

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process. One of the other lessons that I have now learned is about hybrid actually. So here's

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one of the mistakes that I made with hybrid. I failed to articulate it well to my existing

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community, right, of Jim Lawrence. And so when I marketed it externally, like I'm a marketer,

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like I need to make it have pizzazz, it needs to look new and different, right? That's the point.

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And it's been super successful, right? From that standpoint. But I had so many Jim owners

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freak out and think that I wasn't going to help Jim owners despite the name of the fucking

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group being Jim Lawrence, right? My mistake, because I gave them a scenario where they wouldn't

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need to necessarily have the gym that they have. But the other scenario is that you keep your gym,

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right? But I didn't articulate that well enough. And the term hybrid is something that I've

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branded. You can see it all over the internet. And now everyone's talking about hybrid, right?

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Because we branded it so well. But the problem was if I had just said, hey guys, we're going to add

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another level of service and we're going to call it accountability. That's it.

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No one would have freaked out. It's fucking accountability. It's all this, right? You should put a

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different wrapper on it. But I did not communicate that well to my existing tribe. And so

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when I look at the take rates from our coaching group, it's only like 25 percent of the gyms

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in the gym or community have even tried to do that, right? Have even decided to try. And those

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guys have done really well and I've got to shitload a testimonies that we've decided to launch it. But

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the thing is is that I failed to communicate that well. And I failed to explain to our

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gym owner community that like I am here to help Jim's the point of hybrid, the point of adding

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additional level of service that doesn't cost you money, and equipment doesn't cost you square

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footage. And just adds more profit is to make two motors more money, which is the point. The next

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mistake that I think that I made is by opening it up to trainers. I think that some of the

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gym owners we have felt disenfranchised, even though it's literally the exact same model. I think

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I could have maybe communicated that better. And so with each of these things that happen,

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I feel like it's just, they're just lessons. You know what I mean? Like so the lessons that I learned

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when I was too far away is that if I don't see anything negative about our department, I'm too far.

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The lesson I learned when we over hired was that you need to hire what it hurts. Like you got a

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really stretch capacity before you hire more people, right? And usually people always have more

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capacity than you think they do and even than they think they do, right? And always having a team

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of a players, which was an inadvertent benefit of having that large influx and then cut that we had.

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The next lesson that I learned was around Boltzahn was that you have to have one single

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belief that needs to be broken in a set, right? One single belief that needs to be broken. When there

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are multiple beliefs, the sale becomes significantly harder and the likelihood that it's going to be

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a grand slam offer is super low. And so I learned that, right? And I actually just didn't, I thought

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there was only one belief, but they ended up that there were actually two. And then the next one

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was messaging around hybrid. If I had just said, hey guys, we're launching this new program.

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All it is is an additional level of service on top of what you already do at your gym. And we're

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calling it accountability, right? That's what we're going to call accountability. And you're going

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to get 30 people paying extra $200 a month and you're going to be able to 2 or 3 extra profit,

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right? If I just said that, I probably would have had a way higher take rate internally. And if I

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could have done it again, I would have released it that way. And then said, hey guys, by the way,

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I'm going to call this hybrid. So it sounds sexier, but I'm not changing anything. Still just

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accountability, but I'm going to call it hybrid externally so that people get excited about it.

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Okay. And that's what I would have done. But these are these are the mistakes that we make. You know

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what I mean? And there were there were some gyms who were who left or like we don't think Alex

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wants to help gyms anymore. Like, I don't, I just don't know what I would need to do to get someone

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like I'm not going to start like literally all I do is all gyms. You know what I mean? And like

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the last we did release was driving people into a gym. Like it's all we do. But the thing is,

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is when someone has that, there's always truth. You know what I mean? I could point figures and be like,

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how could you think that? But it's like, there's always going to be a mistake that I made. And so

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I guess, you know, the biggest lessons that I've learned from all of those things is that like,

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you're always going to fuck up. You know what I mean? And the thing is, is that like, especially when

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you have decisions to make, you don't know what the right answer is. And you never will know what

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would have happened if you had done it the other way. And that's just part of the game, you know? And so

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I share that with you because maybe you are too far away. Maybe you over hired. Maybe when you

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articulated a change to your community, you could have like, we as entrepreneurs love change.

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But I have realized now that humans hate change. No matter how well I sell it,

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everyone fucking hates change. I maybe we on this call are weirdos. We love change. We thrive in chaos.

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Right? I love the excitement of something new. But most people, your employees, your clients,

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don't like change. In fact, they hate change. And so articulating change, I think I could have been

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less, don't be an idiot. Here's the facts. Follow the math. I could have been less around that.

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I'm a little bit more empathetic with my communication. So anyways, we have some sick ass stuff

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coming out next Friday. I'm so pumped. We have some really like, the next two release calls are

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going to be fucking epic. I'm so pumped. I've been like waiting for a lot of these things. But

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having an amazing day, guys, I hope this would be fun valuing this in some way. And maybe you

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maybe you have one of these things that you have made a mistake about. But anyways,

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thank you to all the the hybrid crushers. I've said it's just the one I was excited to launch.

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For those of you who have been implementing it. And anyways, having an amazing day, guys,

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keep being awesome. I hope to see you soon. Bye.