How to Build a Scalable Coaching Business

can start.

Sure.

so the biggest one for me was just marty's talk because with you know starting the gym and things one to kind of help increase some revenue but also um more quickly i find it still like a little more difficult to get people to buy you know fully into the online still here and there but the hybrid solution i think is really good especially if people aren't very confident with training in general but like talking with him and hearing his talks about the hybrid solution and even the semi-private to do the same thing online, trying to do where, or even leverage online for those solutions where you can still get someone three training sessions a week for your time is still, you know, limited.

Maybe it's a hybrid client one time a week.

You can still get them three training sessions a week through the online and then the personal touch of in-person one-on-one in person, obviously.

Again, and the price, even the pricing for the client, again, just like how Turkey Coach is trying to make it easier for the coach to have more clients and more affordable for the clients to have a coach.

Same kind of principles apply, I think, with the hybrid and the semi-private setting.

So that one was definitely the biggest takeaway that I got from the conference for sure.

And that's definitely something I'm trying to implement very, very soon.

And then I'm flipping through my notebook here versus my notebooks falling apart.

So I have to find the pages that have fallen out.

Um, and I think the, what Anthony deal kind of said, I think he said it more towards the end is that there's just really is only going to be one constraint at a time in a business.

I think I find myself very, very often, And me and Josh have sort of been doing some calls weekly about just, you know, talking about each other's businesses and things.

And I'm like always like super scatterbrained of like, okay, I need to fix this, this and that.

Well, what's the, if I fix one thing that I find that's actually causing the other problems, you know, maybe that's the actual key.

So that was probably the

second biggest takeaway.

Yeah, that's a key concept actually in lean manufacturing as well.

The entire production process, the velocity that a product can flow through your manufacturing process is defined by whatever moves the slowest.

So optimizing anything other than the thing that's your bottleneck it adds no velocity to your product or service.

And that's true regardless of the size of your process or your business, which is, it's kind of a blessing and a curse in that it does make the problem to solve simple in a sense in that if you can focus people on that one problem, then it clears a lot of noise.

The curse of that is first figuring out what that bottleneck is and then challenging either yourself to be able to recognize it and then work on it.

Or if you've got a team of people, then getting everybody in whatever way or capacity that they can working on that one problem, that one bottleneck.

Those are awesome notes.