One of the most frustrating aspects of growing a fitness business is developing others to sell your services for you.
But until you are able to multiply yourself in this area of your business, you are forever tied to speaking with every prospect and personally completing every consult just to bring new revenue in the door.
If you want to step out of the sales role in your business, follow these steps to get the right people on board and lead them to success month after month.
Once you have the systems and tools to duplicate yourself AND understand how to hire, train, and develop someone else to perform the sales role in your business effectively… you’ll be on your way to more sales, more freedom, and more growth!
1. Get clear on your vision
Ask yourself questions to get clear on your vision for:
What does your ideal day look like? What do you want to have more freedom to do outside of your business?
How many clients do you want your studio to be serving? What type of revenue will that generate for your business each month?
Hiring Your First Sales Professional
What are the qualities that you want to see in someone else representing your business with a new prospective client?
2. Check your mindset
Too many fitness business owners have the mindset of “I’m the only one who can sell.”
If you believe you are the only one who can do it, you are right. If you want to do everything forever, keep selling by yourself.
In order to grow as a fitness business owner, you’ve got to adopt the mindset that others can sell, and you must learn how to recruit, develop, and lead others to sell for you so you can make a bigger impact.
3. Assess your team
Prospective clients pay for VALUE.
V = CE + R + R (Value = Client Experience + Relationships + Results You Deliver)
If the people you’re recruiting (for any role!) aren’t a good fit for your culture, chances are that they are not going to support your mission of providing a great client experience or building close relationships with those clients.
4. Enroll your team
There is nothing more frustrating from a staff member’s perspective than to not understand what success looks like, what is expected of them, and how to perform their job well.
Enroll your team by:
1. Developing a scorecard which has three main components:
a. Mission – The essence of why the top exists and should be tied directly to your company’s overall mission.
b. Outcomes – The 3 - 8 things that someone in the role must get done, listed in order of importance.
c. Competencies – What a candidate must bring to the table in order to get the job done such as honesty, integrity, etc.
2. Understanding what motivates your staff and putting incentives in