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What's going on, everyone?

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Happy Thursday.

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I am having a gratitude filled Thursday, like creamy gray skies here in Austin, but I

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can't help just but feeling just a huge sense of gratitude to this community and for

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you guys, for you guys who tune in every day.

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So thank you so much for your attention.

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So I just wanted to start by saying that.

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And I wanted to bring up something that is kind of near and dear to my heart and something

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that I've been kind of like mulling over a lot that I think has been useful for some

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of the gymmers that we have.

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And so this originally started from Sarah Goosin, actually.

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She posted something in the legacy group, our gym, our highest level program, about how

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right now she's, she's bored and she's like, I'm not really sure how I feel about it.

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I'm just, I'm just bored now with the business.

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And what she meant is that like, you know, in the last year, she's doubled her three

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extra her gym.

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She has an operations manager's come in and, you know, systems are being worked and,

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you know, planes are taking off and arriving on time.

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And what happens is that that does kind of get boring.

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And the difficulty is that as entrepreneurs, we like to do new things, right?

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And so I was at this event last week, it was for companies doing like 10 to 10 million

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a year was the minimum that you could be doing in revenue.

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And so it was really interesting because it was CEOs and CEOs that were in attendance

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there.

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And they had to take personality profiles.

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And basically they like assessed everyone who was there.

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And you know, my personality profile, the guy was like, you're a ramrod.

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And I was like, I guess that's okay.

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But he's like, you're a launch person.

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He's like, you just make new things.

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And I don't like being categorized, anything because I think identity is fluid and skill sets

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are too.

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But it was just an interesting thing to have someone from the outside reading assessment

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and they go in that direction.

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Now, the reason that I titled this how to harness boring is that if you'll notice a lot

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of the messaging that we've had even in our marketing is being around being boring.

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And I think that one of the hardest things that I've had to learn is embracing boring,

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boring business, boring but rich.

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And the reality is that a lot of people when they come to us have fires and explosions

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going on in their business all around them all the time.

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And the reality is that you should want a boring business.

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It should feel boring because boring means consistent, right?

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And the marketplace rewards boring.

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Like McDonald's has really mediocre food and honestly, the prices aren't even that good,

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right?

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But it's the same.

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And people value the same because a lot of people don't like change and so they can

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have consistency and experience that is something that is valuable.

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It's tangibly valuable.

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Like it's something that people pay money for.

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One of the offshoots of like kind of embracing this concept of being boring but rich and having

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a boring business but wildly profitable but still boring, right, is like, here's just

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a couple examples.

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Like Chipotle, they've been around 20 years, has only added two things to their menu in

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20 years.

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They added queso and they added sofridas, right?

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That's it.

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And think about the level of growth that they've had as a company, they've gone from a few

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locations to 2000 plus privately held because of boring but consistently amazing food.

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And so if we can take that analogy and look at our gyms and say like, how can we become

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boring and consistent?

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What you can do is you need to take your innovative side, right?

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You told me I'm a launcher, right?

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Like I always want to launch new things.

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And how can you apply that personality type to a business that needs to be boring, right?

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Your business needs you to be boring in order for tab stability, in order for it to be

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consistent, in order for it to improve, right?

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And that consistency is also how you show up to your team because if you're like hot one

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day, cold another day, your mean one day, your nice one day, your moody, whatever, like

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if you show up like that, then what do you think your team's going to be?

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Hey, they're going to be in threat mode because they see this happening all the time.

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They're like, I don't know what's going on, right?

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And then that's going to relate to your customers and your customers are going to feel that

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same thing.

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The second line that I had here is why better leads to bigger is that a lot of times we,

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as entrepreneurs, want to force growth, right?

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And that's why I'm a big, you know, I advocate very aggressively for gyms that we work with.

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I get them usually to downsize in the beginning, which is crazy because most gurus and whatever,

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like open moral locations, it makes me look better.

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But I tell people to actually cut down on the amount of locations they have.

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If you have three, cut down to two, if you have two, cut down to one, and then let's make

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this one incredibly profitable because most of the gyms that we encounter who have two or

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three locations or five locations, and I'm like, I am in no way impressed by how many locations

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you have.

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I want to say how much profit you're taking home, right?

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And what happens most time is people have profit and they open a second one because they

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don't know what to do with themselves.

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And then they put themselves in a state of overworking because that's where they're most

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comfortable as an entrepreneur is just working all hours of the day.

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And the ones that happening is that the profit from one location dips down.

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The revenue total is higher because there's two locations that the actual profit and take

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them either goes down or stays the same.

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And now you have twice the liability and twice the work for the same amount of profit.

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So what we do is say, like, hey, let's see if we can get this one location at $2,000

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a month, right?

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And so that's now where we've got plenty of guys who are over the $100,000 a month mark

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and now they're shooting for the $200,000 mark with one location, right?

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Profit.

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Now, why I say why better leads to bigger is that your innovation should be targeted around

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becoming better, not bigger.

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Because what happens is if you are better, then you will become naturally bigger because

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the product and the service that you're providing is so good that people can't help but tell

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their friends about it.

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And then you grow, right?

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And so one of the beautiful things about being a market leader, and hopefully you all aspire

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to be a market leader, you already think you are market leaders, whatever, is that like,

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like we can't like a gem launch, right?

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I have no one to look at, like I have no one else's business to look at to try and model

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because like we're ahead of everyone.

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And so it puts me in a situation where, like, where do you go?

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Where do you go for inspiration, right?

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So, hey, I look at people in other industries to see what they're doing.

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The biggest source of innovation for you will come from your customers.

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And it's because your customers will never be satisfied.

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And it's one of these beautiful things where a lot of us lament that so we get sadder

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down on ourselves or the worst thing you can do is start hating your customers for complaints,

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right?

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And so I think about it, Amazon still gets complaints on the fact that I ordered prime

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and it didn't show up today, right?

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That would be inconceivable five years ago, right?

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But now, because customers will never be satisfied.

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As soon as you run the four-minute mile, they just expect the four-minute mile every single

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day.

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And if you're not comfortable with that, then you should probably not be a business, right?

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But if you can expect the fact that your customers are not going to be satisfied ever, then

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you can take your innovative personality and your desire to make new things and target

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it around making things better, not new, not new programs, not anything.

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Just make the thing that you have, make the breeder that you have, make the food that

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you're serving consistently amazing, right?

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How can we make this more consistent?

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How can we make this more excellent?

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How can we make this so boring that it never fails?

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We never have plans, Crash.

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We never have trainers who are not in a good mood.

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We never have a front desk girl who doesn't smile and greet people by name.

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How do we do that consistently?

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Real quick, guys, if you can think about how you found this podcast, somebody probably

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tweeted it, told you about it, shared it on Instagram, or something like that.

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The only way this grows is through word of mouth.

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And so I don't run ads, I don't do sponsorships, I don't sell anything.

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My only ask is that you continue to pay it forward, do you ever show to or however you found

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out about this podcast that you do the exact same thing.

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So if it was a review, if it was a post, if you do that would mean the world to me and

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you'll throw some good karma out there for another entrepreneur.

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And so like first you have like, hey, we got to the plate and hit a home run, cool, how

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can we replicate that exact process?

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How can I have my sales guys be hot every single day?

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Not just one day and then they're, you know, mediocre and then suck, or they're only

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good for a week or two and then they have another two weeks of down, like one of the questions

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that we get is around sales is like, I feel like your sales team is always so good.

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It takes time.

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It's a skill set to acquire, to learn how to run a sales team and motivate a sales team

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properly.

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And luckily Dylan is an amazing sales director who we've had internally and he pours into

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the sales team and fosters a culture that is that is collaborative and competitive and

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awesome and amazing.

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Right now we've bottled lightning, which is like the rarest thing ever is having a team

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that's just crushing the way it is.

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But it takes time, right?

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And so it's like, you're like, man, I wish all of these things would be better.

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That's what you should focus on, not like, hey, I want to open a second location right

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now because this one's working.

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There are so many places that you can improve your current business to make more profit

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and give a better customer experience so that it grows because if right now the business

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is not growing organically, as in the amount of people who leave versus the people who come

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in without be marketing, if that is a net negative, then it means the business actually still

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is not that good.

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And you should be able to confront yourself and look yourself in the mirror and say like,

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okay, then I need to improve it.

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I don't need to open something new to scratch my itches and entrepreneur, right?

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I need to take my itches and entrepreneur of innovation and target it towards every

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single thing that my customer is dissatisfied with and believe me, there's always tons of

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stuff.

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Jeff Bezos needs to get people to like click it and then have it appear on the front

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door within 10 seconds.

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Like, that's what he's trying to figure out, I do with his own drones, dropping things

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all over it, like because if you start with what your customers want, they will always

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be dissatisfied, but you will always have problems to fix, right?

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And if you can continue to focus on being better and not new, then believe it or not, it

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may seem boring, but boring is what will make you rich, right?

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And so the last line that I have here is why better is better than new in business and

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not marketing is that when you're marketing, the two most powerful words are marketing

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are new and free, right?

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And so the idea is that you want to make things that are the same, seem new and different.

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Different is what catches people's attention.

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Improvement does not.

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So that's why improvement offers are not very good from a marketing standpoint, right?

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New opportunities are things that people are really interested in and then that will catch

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their attention.

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And so what I'm saying is not something that will apply to a marketing, but it will apply

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to how you actually run your business.

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And so if you look at every single process and every touch point that your customer has

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or doesn't have, so for example, right now, if you're like, well, we don't reach out

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to our customers on a regular basis, maybe a shed, right?

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Maybe that would drive your attention, right?

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Now we don't track our attendance and we don't like follow up with people if they haven't

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shown up in three days, maybe a shed, maybe that'll make you more money and improve their

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experience, right?

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And so it's okay to be bored.

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I just want to say that it's okay to have a boring business.

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It's okay to be like, I don't know what to do right now, things are working pretty well

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with my gym.

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Awesome.

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Take your innovative personality type and just make it better.

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It doesn't need to be new.

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You don't need to have like, totally doesn't need to start offering burners or enchiladas

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or, you know, whatever, right?

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Like they don't need to offer that stuff because they just focused on making their process

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even more streamlined, right?

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They first they had double meet and you could always get away half the time they would

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charge you double meet because they had to transfer, they had to play banana phone four

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ways down the line, right?

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And half the time it wouldn't get there until you get double meet and you're like, right?

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And then some smart person decided to take one of those little cups, put it upside down

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and put it one on it and then everyone knew that there was double meet.

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And now they have these little tabs or whatever because now corporate took hold of it and

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actually put like a really legit process in place for it so that it never happens, right?

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So what things that are small like that because the devil's in the details, right?

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And consistently having claims that take off and don't crash because the thing is is that

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even if one out of every 20 classes isn't good, it only takes one bad class to get someone

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to knock them back.

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And so like the emphasis has to be on how can you minimize these extraneous situations

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because we take pride in the fact that hey, my planes take off on time 90% of the time.

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Well, cool, but how do we prevent the 10% because realistically the 10% has such a negative

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impact on lifetime value and customer feeling that it can actually like 10% negative experiences

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will drown a business period, right?

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If one out of 10 experiences is negative, you've probably heard Disney says every, for every

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tragic moment in 39 magic moments, right, in order to compensate that for that.

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And the reality is that what you really need to do is just never have tragic moments.

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And the way that you do that is by being boring is by embracing boredom is by embracing

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process, embracing that it's not going to be new every day.

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It's going to say, how can we make this better?

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How can we make this simpler?

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How can we make this more streamlined?

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How can we make this a better experience for end users?

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And so if my ask for you is to give yourself an honest look, first question to ask is,

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do we have more people leaving our business than coming to our business organically from

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word of mouth?

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If the answer is no, then it means that the business needs to improve, right?

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I mean, no matter what the business can improve.

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But that's a great golden ratio as a benchmark.

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Because when you achieve that, then it means you have achieved viral growth, right?

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And then like, that's one of the things that we've been able, and it's like bottling

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lightning.

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That's why there aren't that many successful businesses.

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If you're like, man, that sounds really, really hard, it is because most entrepreneurs

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can't focus long enough, right?

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I can't tell you the amount of people who come into our world, even at this last event

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that we want to with the $10 million plus businesses, the CEOs came, and there were a

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ton of them that had three or four businesses, and they lined us up in terms of net profit.

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And we had nine times the net profit of the second highest business, nine times, nine

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times net profit, right?

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Because they have focus, right?

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They have all these other things that they're focusing on, they're splitting their attention

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because it's new and it's exciting and it's interesting.

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But you have to break that because what took you from zero to one is not what's going

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to get you from one to two, like, well, got you to start your gym and be new and exciting

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and start new things and new programs and whatever, it was new to you at that point.

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But now that you're in your skill set and your identity as an entrepreneur needs to change

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and what you're focusing your attention on has to be boring things.

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That's where you need to get your innovative itch out because it's the only way that your

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business will actually improve and grow.

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So anyways, I hope some of this resonated with you and as a final side note to that, the

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fact that customers will always be the satisfied should be one of the most heartwarming things

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in the world because what it does is it gives you an endless stream of things to improve

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on.

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It gives you an endless stream of things that you need to do as a business owner to keep

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up.

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And for me, it's heartwarming and you shouldn't take it personal.

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I have people and legacy all the time who give us ideas, opportunities for improvement

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of things that we could do better.

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And that's okay.

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I'm telling you right now, like we are not perfect, but like I'll be damned if we won't

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try to be and we will never get there.

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And that is why business is not a game of winning.

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It's a game of seeing how long you can play.

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It's a game about lasting.

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There is no winning.

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There's no winning.

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That's why like if there's one podcast or video that if you haven't listened to it, listen

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to it.

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It's called the infinite game.

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It's kind of theoretical, but it's it was one of the concepts that fundamentally shifted

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how I saw our business and what I looked at in a 20 year time span of like what we want

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to do because the goal is not to win.

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The goal is to be here 20 years from now in the same business, right?

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And the only way to do that is to outlast and the way to outlast is to become better.

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And to finally achieve a golden ratio where more people refer people to your business

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than leave.

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And at that point, the growth will happen on its own.

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You don't need to force it to give yourself a new thing to do, but it'll happen on

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its own.

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So anyways, I hope that's comforting for you.

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Never complain about your customers or customers or your biggest source of innovation for

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you.

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So take that to heart.

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And I hope this doesn't sound pretty to you.

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That's not my intention at all.

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I love you.

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I'm so grateful for this community.

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Thank you guys for your attention.

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And if this resonates with anyone, drop a like, drop a comment.

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We always appreciate it.

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And if you're in this group and you're not in your munch, you're missing out.

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Anyways, lots of love.

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Have an amazing day.

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And I hope you guys all on the flip side.