Can You Guess The #1Trait of Best Trainers

 In professional development

DO YOU HAVE THE ANSWER?

Are you working toward being the best?

or

Are you doing your best?

That’s the difference between reaching the highest level of success and falling short of it.

Wanting to be the best is really what defines the truly best. (Click to Tweet) We saw it for a few hours during the Superbowl this week. We saw it in the commercials, the halftime show as well as in the uniforms. We saw “best” coming out at every level.

The Seahawks and Patriots didn’t just have a team of players and coach that worked hard. They had systems, conditioning coaches, nutritionists. They had executive assistants answering phones, making connections or not that all set these teams up to be the best. Someone had the vision that they were in it to win it. The uniforms and helmet design were designed for Superbowl winners not for Superbowl players.

The players didn’t very likely show up at their conditioning sessions, watch film, or practice thinking about what they were doing later. They had focus and a single job to do. They became crystal clear on their exact priority within every play and new exactly how it related to what would happen next. Each player had to be ready to respond to another situation but was first focused on making their play happen.

STEP ONE:

Do you know what it takes to be “best?” What is your definition? Is it a monetary one for you personally? Is it about a territory or region you want to “own?” Is it based on revenue growth for the company?

Someone in an organization has to define what this is and it usually has to have numbers attached to it. A quantity, yes, but also a way to quantify. How “good” are you? How do you measure up in brand, in reputation, in credibility? What do doctors and therapists think of you and how many referrals do you receive? These are measurable and distinct.

STEP TWO:

Asses where you’re at right now. Record all your measurables. Number of sessions, number of each type of session, revenue from each time (private, partner, team, group), the amount of profit from each of your services. The last is important. You may have a revenue number you like but without a profit margin that works you’ll be challenged to grow that business if you solely depend on your services and need to pay others their share.

STEP THREE: 

Set the steps to closing your gap on your “best” and what needs to happen. Like any client who wants to lose weight and needs the actions that must happen today to do it, you have to have your priorities clear and known and done before the end of the day. If you’re going to work with the greatest amount of productivity you need to do the things you least like first thing in your day. If you’re growing a business that isn’t conducting sessions.

​If you’re growing your monetary personal income it is. You may have just found a gap between what you say you want and what you’re doing to get it.

No successful entrepreneur has ever been working IN the business more than working ON the business and grown a successful and thriving team and brand.

Yes, you might be the first. Sometimes, though you need to have an exit strategy. Where will you weight the growth vs the gravity and find it’s time to move on.

STEP FOUR: 

Assess your clydesdales. Do you have the ones who will go out and get the puppy after hours and bring him home? That will stand behind your program and defend it?

Or do you have staff members who are willing to “do their best” while they’re at work and want nothing more.

You need some of them. You need to take care of them. You need most to know they won’t be motivated by the same things that motivate you.

You can’t make yourself or anyone else want to be the best and have the willingness to do it. Just acknowledging that makes life so much easier and your plan so much more crystal clear.

If you want to go all the way you can afford fewer of those people who want only to do their best for their personal return.

Last, you have to sort out your own motives or those of staff. t

Those who want to be the best as long as there is a short cut. Those are the most challenging and offer the greatest risk to you and your business.

Those who want to be the best but can’t see priorities will have a hard time ever getting done what has to be done. This “busy” person will do their best. The problem is that they don’t see they are doing their best at things that don’t matter enough for the skill and level of management they are at.

  • A top level manager shouldn’t be training, unless they’re training a large group with other trainers observing, in order to train them.
  • A top level manager shouldn’t be sitting for hours in front of a computer except to focus on creating products and services to sell.
  • A top level manager should know the numbers of the projected quarter and capacity goals along with where programs are falling short, not only the bottom-line overall.
  • A top level manager never lets the revenue out of her site while delegating another job to someone else, or swiftly plugging holes permanently in the organization.

When I’ve coached managers who make 2 out of 4 or 3 out of 4 of those their daily priority…doing exactly what takes them away from making a bigger impact…the most rapid improvements come when that changes. Taking 5 or 20 trainers to a higher level of success ends up coming back to a manager for personal revenue and falls to a better bottom-line short and long-term: those employees stay when they’re full and leave when they’re not.

The worst case scenario happens when change is slow and because pleasing everyone overrides being the best. Someone once said… I can’t give you the formula for success. I can give you the formula for failure. It is: trying to please everyone.

Every month is a new beginning. If January ran you instead of you running your business, assess now. The next two months are a part of your first quarter. If you “lose” first quarter…in part because you have no goal? …. or no plan…you will struggle all year to catch up.

~Debra

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