Note: THIS IS AN ALL IN ONE DOCUMENT THAT OUTLINES WHAT THE BUSINESS IS AND HOW IT OPERATES.

What is GOS:

TEAM

Org Chart
RRR
KPI

STRATEGY

The Vision
The Client
The Plan
Avatar Hot Buttons

EXECUTION

The Meeting
The Process
The Method

DATA

The Scorecards
OPSS (One Page Stat Sheet)

We need to know who the team is, what they’re responsible for, and what's going to get them to success …
So they can deploy the strategy that will create the impact our business is being used for.
In order to get there we need to execute what makes up our business and what it’s going to take.
To make sure we’re on track we’re going to look at the data to remove the human element of emotion.
Within this document you will be able to simplify, systemize, delegate, predict, and structure your business.

Team

We’re not solopreneurs. For the business to move forward you need to have people helping you.

Note:

You get what you believe.

If you think people don’t want to work, can’t find them, etc - that’s what's going to happen.

What you believe and focus on is what you get.

In order to get great people you need to actually know what you’re looking for and what they’re doing.

Once you have this defined, then they can execute the strategy.

Starting from the highest level we have…

The Org Chart

Visionary

Integrator

Sales/Marketing

Operations

Finance

Each box of an org chart contains: Function → Name → Role

Building your business, the founder will be in multiple roles.

For instance, you may be the visionary who's the integrator who’s then also the head of sales and ops.

Over time you may be able to move out of ops with a manager. And then even sales to just the V/I role.

NOTE: YOU WON’T NEED AN INTEGRATOR UNLESS YOU HAVE A MULTI-MULTI MILLION, MULTI LOCATION OPERATION. BUT, I’D EVEN ARGUE LIKE UNDER 8, NOT NEEDED

RRR
Role | Responsibility | Result

Team is one of the (if not the) most valuable components to the operation.

It’s the only way for you to not have to do everything lol

In fact there’s 2 ways to kill your biz:

◾ Bad team

◾ Bad clients

A great way to drive away or kill great team members - and build an inefficient business - is to not clearly define what they’re doing.

Each position needs to be defined. This will bring clarity to the operation.

From understanding the role, what they are to do, and how success is measured.

Success, the result, should be one simple outcome. Even tied to a component of your P&L if possible.

Outside of this, you can have a more detailed scorecard or detailed info sheet. On here, it should include their requirements as well.

Also, important to note…

You want people that are all in.

Employing C players is the easiest way to drive away A and B players

And keeping C players means your going to need more people to do the same amount of work, with more fuck ups, and more headaches. It’s an easy way to ensure you constantly get sucked into fix issues.

The KPI

______ ROLE | OUTCOME | KPI | GWC | CV (core value check)
Name:

Team is a valuable component to the operation.

And they need your leadership, which we’ll talk more about later on, but in order to be a good leader you need to provide feedback on how they’re doing.

Good, bad, indifferent.

You want to have the right people in the right seats.

But, its not just important they’re doing their role but also fitting the culture.

As culture helps attract future rockstars as well as increase retention -

Which starts with the team. Not cards, not hacks. Good people that give a shit about the business and its members.

So throughout time you should be checking are they in the right seat and then also are they still aligned with the business.

You do this two ways.

1. Get it, Want it, Capacity to do it (GWC)

2. Core Value (CV) check

STRATEGY

Strategy is made up of the vision, the client, and the plan.

Which is:

The why behind what we’re doing and where we’re going. Want to attract Star’s - you need a big vision.

Then, we also need to know who we’re helping. Like deeply. The more you understand your client the better you can help.

From here, we can then devise how we’re going to help them better than anyone else out there. As well as what separates us from every gym on the corner.

The Vision

Vision

Mission

Core values

10 year goal

3 year goal

1 year goal

12 week rocks

We need to zoom out in order to zoom in. And most importantly, we need to strategic plan the growth of the biz. Plus, take our what's already in your head to communicate it effectively to your team.

Because if you don't tell them they’re make up their own version.

Vision is a statement of where the business is going to be. What can you see, feel, what it looks like.

Mission is the purpose of the business. Why do you exist? The cause of what you do.

Decisions are made to further your mission.

This ensures everyone is on the same page rowing in the same direction.

Core Values - small set of guiding principles. Crucial for the culture and operation.

You also hire fire reward and recognize based off these.

And don't do the basics lol

When sharing the vision with your team it’s important to tie in stories where you can. Why it’s important.

Quantitative or qualitative in nature for the 10 year goal

The Client
Understanding your client leads to the bigger picture of how you can actually position your business (as well as lends into the plan which is your marketing strategy).

Avatar

Who | Profitable | Desire | Can | Scale

Problems

Solutions
Common Concerns
Sacred Cows
Success looks like

The Plan
Target Market

Positioning
1.
2.
3.
4.

5. Proven Process
Guarantee

Where are they

1. channels

2. radius

EXECUTION

Execution is how you actually get the shit done. This isn’t to be confused with the type of service that you do.

We’re tracking how we’re doing, keeping the path, identifying issues, fixing and training team and ops, and creating the processes and systems as they arise.

For instance, a lot of people create systems before they even have the systems lol ie acquisition

The Meetings

Annually

Vision

Mission

3 year plan

1 year plan

12 week goals

Next Steps

Quarterly

Goal Tracking Review

Results

On track/off track

Good / bad

Issues

1-3 Goals Setting

Goal -> Tactics/Actions -> Due Date

Weekly

Intro

Wins / Headlines

Scorecard Review

Goal Track

Issues / Train

Issues - IDS (identify discuss solve)

Train - WWH - What, Why, How

To Do’s
Rating

The Process

The channels or the methods to a degree may change, but the process in and of itself for this business model won’t.

1. Advertise - We run offers

What is your core offer ____

2. Sell - We sell into those offers

What is the sale ____

3. Deliver - We wow with experience

What is the onboarding process ____

4. Repeat - Over and over and over

The Method

Making SOPs may seem daunting. Its not.

◾ Task

◾ Video

◾ Outline

Data

The Scorecard

Who

Position

Date(s) | Goal
Measurable(s) | #

You can have two real scorecards.

The company scorecard and the employee scorecard.

In the company, you’re tracking the daily and weekly measurables to hit your goals for the business.

Whereas the individual scorecard is tracking their daily measurables to hit their outcomes as defined by their role.

All individual scorecards should add up to the key leading indicators found in the company scorecard≥

OPSS

◾ Revenue

◾ Profit

◾ Members
Cancels

New Sign Ups

◾ Attrition Rate

◾ Cost Per Acquisition

Leads

Scheduled

Showed

Closed

DATA

The Scorecard

Who

Position

Date(s) | Goal
Measurable(s) | #

You can have two real scorecards.

The company scorecard and the employee scorecard.

In the company, you’re tracking the daily and weekly measurables to hit your goals for the business.

Whereas the individual scorecard is tracking their daily measurables to hit their outcomes as defined by their role.

All individual scorecards should add up to the key leading indicators found in the company scorecard≥

OPSS

◾ Revenue

◾ Profit

◾ Members
Cancels

New Sign Ups

◾ Attrition Rate

◾ Cost Per Acquisition

Leads

Scheduled

Showed

Closed

DETAILS

Team

Strategy

Positioning = this is not exercise, nutrition, accountability - everyone does this. Why you over others?

GOS: GYM OPERATING SYSTEM

The OS For Gyms

Note: THIS IS AN ALL IN ONE DOCUMENT THAT OUTLINES WHAT THE BUSINESS IS AND HOW IT OPERATES.

What is GOS:

TEAM

STRATEGY

EXECUTION

DATA

Team

We’re not solopreneurs. For the business to move forward you need to have people helping you.

Note:

You get what you believe.

If you think people don’t want to work, can’t find them, etc - that’s what's going to happen.

What you believe and focus on is what you get.

In order to get great people you need to actually know what you’re looking for and what they’re doing.

Once you have this defined, then they can execute the strategy.

Starting from the highest level we have…

The Org Chart

Visionary

Integrator

Sales/Marketing

Operations

Finance

Each box of an org chart contains: Function → Name → Role

Building your business, the founder will be in multiple roles.

For instance, you may be the visionary who's the integrator who’s then also the head of sales and ops.

Over time you may be able to move out of ops with a manager. And then even sales to just the V/I role.

NOTE: YOU WON’T NEED AN INTEGRATOR UNLESS YOU HAVE A MULTI-MULTI MILLION, MULTI LOCATION OPERATION. BUT, I’D EVEN ARGUE LIKE UNDER 8, NOT NEEDED

RRRRole | Responsibility | Result

Team is one of the (if not the) most valuable components to the operation.

It’s the only way for you to not have to do everything lol

In fact there’s 2 ways to kill your biz:

◾ Bad team

◾ Bad clients

A great way to drive away or kill great team members - and build an inefficient business - is to not clearly define what they’re doing.

Each position needs to be defined. This will bring clarity to the operation.

From understanding the role, what they are to do, and how success is measured.

Success, the result, should be one simple outcome. Even tied to a component of your P&L if possible.

Outside of this, you can have a more detailed scorecard or detailed info sheet. On here, it should include their requirements as well.

Also, important to note…

You want people that are all in.

Employing C players is the easiest way to drive away A and B players

And keeping C players means your going to need more people to do the same amount of work, with more fuck ups, and more headaches. It’s an easy way to ensure you constantly get sucked into fix issues.

The KPI

______ ROLE | OUTCOME | KPI | GWC | CV (core value check) Name:

Team is a valuable component to the operation.

And they need your leadership, which we’ll talk more about later on, but in order to be a good leader you need to provide feedback on how they’re doing.

Good, bad, indifferent.

You want to have the right people in the right seats.

But, its not just important they’re doing their role but also fitting the culture.

As culture helps attract future rockstars as well as increase retention -

Which starts with the team. Not cards, not hacks. Good people that give a shit about the business and its members.

So throughout time you should be checking are they in the right seat and then also are they still aligned with the business.

You do this two ways.

1. Get it, Want it, Capacity to do it (GWC)

2. Core Value (CV) check

STRATEGY

Strategy is made up of the vision, the client, and the plan.

Which is:

The why behind what we’re doing and where we’re going. Want to attract Star’s - you need a big vision.

Then, we also need to know who we’re helping. Like deeply. The more you understand your client the better you can help.

From here, we can then devise how we’re going to help them better than anyone else out there. As well as what separates us from every gym on the corner.

The Vision

Vision

Mission

Core values

10 year goal

3 year goal

1 year goal

12 week rocks

We need to zoom out in order to zoom in. And most importantly, we need to strategic plan the growth of the biz. Plus, take our what's already in your head to communicate it effectively to your team.

Because if you don't tell them they’re make up their own version.

Vision is a statement of where the business is going to be. What can you see, feel, what it looks like.

Mission is the purpose of the business. Why do you exist? The cause of what you do.

Decisions are made to further your mission.

This ensures everyone is on the same page rowing in the same direction.

Core Values - small set of guiding principles. Crucial for the culture and operation.

You also hire fire reward and recognize based off these.

And don't do the basics lol

When sharing the vision with your team it’s important to tie in stories where you can. Why it’s important.

RRR
Role | Responsibility | Result

______ ROLE | OUTCOME | KPI | GWC | CV (core value check)
Name:

The Client
Understanding your client leads to the bigger picture of how you can actually position your business (as well as lends into the plan which is your marketing strategy).

Solutions
Common Concerns
Sacred Cows
Success looks like

The Plan
Target Market

Positioning
1.
2.
3.
4.

Proven Process
Guarantee

To Do’s
Rating