-: First Time Assessments.
When we're working with somebody, the very first time,
we wanna get a lot of tangible data that can be trackable.
I'd say think longterm but don't overdo it because like,
if you're doing measurements
especially like biometric stuff,
like, man, you never know like what may be important later
when somebody is like, oh man, I'm a, whatever dress size
and like, what'd you start as?
Like, well, I don't remember.
It would be really nice to know that.
So we wanna get a lot of tangible stuff
that may be valuable over time having that starting point.
It doesn't necessarily have to be,
like you can measure more stuff
than you are gonna attract like on a week to week basis
but you should get things that maybe you might use
down the road, right?
Especially when it comes to results and whatever, okay?
The more you can learn about your client's goals,
motivation, success, failures, why's, et cetera, the better.
This is the knowing your subject portion.
So the better you get at interviewing a client,
the better you will be able to decide what questions to ask,
the whole thing, right?
Like the whole, like how you coach somebody,
how you push them in the gym or whether
or not you decide to like give them positive
or negative encouragements, right?
Like the metaphorical slap on the butt
or the metaphorical like slap to the head,
like different people are motivated by different things.
Some people like a little bit more of a bootcamp coach.
Some people like a little bit more of a cheerleader.
Some people like to have a certain experience at the gym,
some people aren't gonna be very timid about certain things.
Some people are gonna need re-encouragement about things.
So you're gonna need to tell them
that they did a really good job
after a set or something like that.
In other people, that's gonna be like annoying
and kind of pandering.
So you really wanna know your subject
not just on the assessment portion
in terms of data collection
but also your coaching portion, right?
And then when you're doing your interview,
specific questions get specific answers
but open-ended questions can get you more honest answers
if you have the communication skills to basically,
like follow that up and dig a little bit deeper
and carry that conversation.
So you wanna use the best approach for the information
that you're trying to get out,
the information you're seeking and also like understand
your current communication skills.
So if you are a robot (coughs) then you may ask a lot
of very specific questions to get very specific answers
because your ability to interview
and like run down the rabbit holes
with those open-ended questions maybe limited
and then all of a sudden,
you're just gonna waste a bunch of time.
So you should have like some specific questions
that you know, like, okay, I know if I ask this,
this is the answer that I'm gonna get
and that's gonna be very effective data that I'm gonna use.
But then I also have these other questions
that I don't know for sure what I'm gonna get out of this.
It's more kind of a question where it's a feeler,
where it's like, I'm gonna ask this
and then based off of what they say, that may open the door
for me to get information that I would not have otherwise
got with kind of like these simpler more direct questions.
Right?
So and Lindsey just said like, yeah, good thing
'cause some people ramble.
Yeah, like sometimes you have to do this
'cause sometimes you'll get the life story of people.
Like if you ask an open-ended question, there you go,
there's your whole hour right there.
You answered that one open-ended question
and you just committed like assessment suicide
because all you're gonna get is just like, oh, right?
Just whatever the client's got going on
and then you may not get any of the answers that you want.
So what I would say is like put your specific answers
towards the beginning and then always
the open-ended stuff at the end.
But you may have certain people where it's like, look,
I have to be very precise on how I ask these questions
or not only am I not gonna get the answer that I want,
I'm gonna get a bunch of stuff that I don't want
and then that creates the obligation
to acknowledge all of that.
Or maybe you got the information that you want
but you've gotta sort through like a huge paragraph
of stuff just to hopefully find that, right?
So again, know your subject, right?
So when you first start with a client,
you may only have like maybe
one or two open-ended questions but then depending
on how that goes, that number may go up
or that number may go down based off
of your assessment process, okay?
All right, so biometrics.
Eventually, we will get into like a step-by-step process
of this as we start going through
some of the physiology lectures
but this is just kind of an overview.
So body measures, height, weight, body fat, skin folds,
circumferences, clothing sizes,
pretty much like photos should also be on there.
This is all extremely tangible data, okay?
Now, I'm gonna jump to the bottom point on here.
You may choose not to report these items to the client.
So let's say, I got a person, I'm measuring their weight,
their body fat, skin fold, circumferences,
all of those things.
If I'm reading off those numbers,
those numbers may not mean anything to the client
or like, they might not have any perspective
and you don't know whether or not they're gonna put
a positive or negative connotation.
You could measure somebody and be like, oh, 16% body fat.
You don't know whether that's gonna like,
make them be like, oh wow, only 16%.
Or like, oh my God, that's disgusting.
Like, I'm gonna go home and like hang myself in the closet.
You have no idea how they're gonna react to those numbers.
So if it's not imperative for them to know those numbers,
then I'm gonna say you opt on
that kind of like non-disclosure approach.
Like, you're like, look, I'm taking these measurements
but they're for me to make these decisions or whatnot.
So you just go through, you chat with them
while you're doing it and you write it down.
If they inquire about what they are, then you tell them.
Like you're not literally trying to keep this a secret,
except you're trying to prevent these numbers being applied
in a way that could have a negative connotation
because they shouldn't,
like everybody's got a starting point.
It doesn't matter what it is.
This is everybody's starting point.
So when you measure their weight or whatnot
and all this stuff, like you wanna disconnect any meaning
value, reaction to that, that includes your tone,
your body language, your facial expressions, right?
I mean, I have literally seen trainers
measuring somebody's body fat and like, you can just like,
like it could be an overweight person
and you can just literally tell
that like they're disgusted, if you will
with this person's body fat, like, they're just like, look,
you know, that person can obviously see it.
This person came to get help for this, right?
And then you can't control your body language?
Like, of course they're overweight,
that's why they're giving you money to help them.
So that stuff where it's like,
you have to be completely neutral and stoic
as you're doing those things, which is why,
if you're doing those things, if you have the skillset
to be able to have a casual conversation
that's kind of distracting from the data you're collecting,
that's awesome.
Like, if you can do that multitask where it's like,
okay cool, I can do your skin folds and your whatever
but I can also be collecting data.
Maybe this is the good time to use
some of those open-ended questions,
get the client talking while you're going through this
so they detach themselves from the fact
that you're like poking and prodding
every part of their body.
So with biometrics, you want that information
but you also wanna make sure you collect that information
in a way that has a positive outcome, okay?
And then the middle point here, I kind of touched on,
you may not know what's going to be important down the road.
I used the example of like, you know, clothing size, like
you know, you got a girl that comes in
and you measure circumferences or whatever.
But what matters to her is like,
oh, I can fit in these jeans now or whatever
and they're like, I can fit into four now
and I'm like, oh, cool, where did we start?
Like, hopefully they remember but if not,
it would have been great to have been able to have that.
So whatever you think might be valuable long-term,
in terms of like evaluating a transformation
or results over time, try and get those body measures
and that tangible data.
Same thing for like photos, get multiple views
'cause you know what?
Somebody may change a ton, like their physique may improve
a lot more from one perspective than another, right?
Their profile may be a lot better than their head on photo.
Their back photo may improve a lot more
than their front photo.
So being able to have a variety of those things
is important 'cause you never know what's gonna be the best
for being able to showcase those results, okay?
History, health, injury history, risk factors,
basically, got to have that step
so we don't hurt people, kill people, you know, et cetera.
Ideally, we get a training and nutrition history.
If there is no history to collect on training and nutrition
use this time to evaluate the client's current knowledge
and behaviors, right?
Because all right, they may not have a training history
but this is a good time to say like, okay cool,
like, what type of exercise have you done in the past?
Did you play sports or whatever, right?
Like, okay, did you enjoy working hard, right?
Or like when things got hard, was that like tough?
Like when coach made you run sprints at the end,
were you like, at the end, you like had the runner's high
and you felt good or you're like, oh, this is miserable,
I don't want to do this anymore?
That can be really good for somebody
who has no training history because not everybody comes
into the gym with a, you know, like working hard
in the gym is gonna make them feel good.
Some people, it's just gonna be, oh, I'm just working hard.
Like, and other people are gonna be like, well, I love this.
I love the feeling of hard work, I love the burn.
I love the sweat, you know?
So take that time to figure out
what's gonna likely be their like psychological response
to exercise and same thing for food.
Like ask them, like oh, you haven't been tracking your food.
Like, okay.
So you can have them just describe kind of maybe
what they think of their current diet or have them describe
what they think a healthy diet would be, right?
Because one of those things is like
when somebody's tracking their food,
you get an idea of kind of like, where their head's at
with like, oh, what's important, is it calories?
Is it macros?
Is it portions, whatever?
It's good to know like what do they consider good nutrition,
right?
'Cause not only does this help you figure out
where to start your education with them
but it's also gonna be one of those things where,
you have to know, like if you communicate something
with someone, are they gonna take it the way that you want?
I mean, literally some people, they will think that
like the only carbohydrate ish, actual sugar, right?
And some people, they wanna understand fiber
or some people think that, well, fat only comes from oils
and butter, like it's not in like a burger or whatever.
It's like, well, I got no cheese, there's no fat on it.
I'm like, there's fat in meat.
And some people think that protein is only meat
or whatever it may be.
So if you don't have an actual tracking of training
and nutrition history to look at, figure out intellectually
and kind of psychologically where their views are
about exercise and nutrition so that then you can use
that information going forward with how you educate them
and how you approach the communication with them, right?
The question I really like and this goes for people
that are training or not training but moreso for people
that aren't training is, if you had to do this on your own,
what would you do?
So like, you can add onto that in terms of like, okay,
what changes would you start making to your diet?
What changes would you start making to your exercise?
What changes would you start making to your lifestyle?
Because automatically, that might be your introduction
to what's going to be the lowest, like the lowest investment
or the easiest interventions to get them to make
because they're already in agreeance with those things.
So if you ask them and they say like,
oh, I'm gonna start drinking more water
or I'm gonna walk my dog every morning, those things,
like all of a sudden it's like, cool.
Like let's make sure that's a part of the program
because man, they're gonna do that, right?
And definitely like, if there's some red flags in there,
you can address them, right?
So if they're like, oh yeah, I'm never gonna eat any carbs
ever again or whatever and that's not exactly
where you wanna go with them.
Maybe then we need to be like, look carbs are not the devil.
So that question, if you had to do this on your own,
what would you do might be
one of the most important questions, right?
So if you establish expectations and you do that one,
I mean that one makes it really easy
to create some very easy expectations
because you're like, hey man, this is your idea.
You're the one that said you were gonna walk your dog
for 30 minutes every day.
Like, so I'm gonna expect you to do that
and we're gonna account for that in your program.
Then, you kind of put them in that point of like,
man, this was your idea, right?
So it's not like I went out of my way to ask more of you.
These were things that you already thought
that you should have in your life.
So I think I could go through a ton of different examples
of how I've used that but what I can tell you is that
in terms of actually getting a new client to commit
to things and do things and introduce good habits,
man, that's the lowest hanging fruit that you can get.
And when I started using that,
there was definitely a huge change in my first approach
or the first programming or like lifestyle interventions,
because otherwise, you're gonna try and figure out
what you think is the most important
and project that onto the client.
And you do your best, right?
But I will fully admit that like my communication skills,
like my emotional intelligence and stuff,
like I am not up there, right?
There's a reason that, I talk to screens more
than I talk to individuals these days.
Nobody's gonna confuse me for being charismatic.
So having something like that where it's like, man,
I can really figure out what's important to this person
or what this person would be willing to do very easy
without having to really push the limits
of my communication skills.
So it's a very undervalued, like I'm not doing a good job
of like letting you guys know how big of an impact
just adding that one question will be
to your interview process but it's huge.
So ask that question, all right, there you go.
Awesome kossum, motivational skills.
And then the last one on there
is prior success and failures.
So, you definitely wanna know
like what they've tried before
'cause that lets you kind of know like, all right,
what things maybe they've researched before and then knowing
whether or not they were successful with it
and if they weren't successful, why they weren't?
Obviously, that wasn't the thing
that got them to their end goal.
'Cause maybe it was successful why they implemented it
but they stopped implementing it for whatever reason.
So when you're looking at success and failures,
don't just look at it as like, okay, they tried this
and that obviously doesn't work for them.
What you wanna be like, why did they try it?
And if it did work, why did it work?
If it didn't work, why didn't it work?
If it worked but they stopped it, why did they stop?
That's what you're trying to get
from prior successes and failures.
'Cause if you guys know is that when one coaches,
like, it's not like, oh, this type of training doesn't work
for that person, it's about the right type of training
at the right time.
So it's something that they could have had
a previous failure in maybe something
that could work tremendously good for them now
or in the future and we may wanna be
like starting to kind of set down those breadcrumbs
for that to be able to happen
knowing that like, oh, they tried circuit training before,
they tried cardio before, they tried whatever.
Like they tried whatever type of diet, they tried low carb
or they tried counting macros or whatever before
and it didn't work for them.
Okay, if they have a negative mindset towards that,
we have to be prepared to explain, okay, look,
this may have not worked then
but this is why it's gonna work for you now
if we do it this way and we follow these rules
and have these expectations, et cetera.
So, prior successes and failures,
another big one that can give you a lot of information
if you understand what you're looking for.
But if you're looking for,
okay, I'm gonna look at what you tried
and everything that you tried that didn't work
we're just gonna throw all that stuff away
and then we're only gonna do things you haven't tried yet,
that's not gonna get you anywhere.
You need to find the why's for why something worked,
why they tried it, why it didn't work.
If it did work, why did they stop?
Or did it start working and then it stopped?
This is a good place where you can kind of get into
some of those open-ended questions
about their experiences with that.
So it was like, oh, I tried this or whatever and whatnot
and you're like, oh, what did you think of that, right?
And then that's pretty open-ended.
So you'd get a lot of information sometimes from there,
especially, if you keep following that up and digging.
Okay, so now, when we get precise with expectations,
we're looking at time, that's both short and longterm
and I'm gonna take a drink here 'cause I'm losing my voice.
Excuse me.
So at time, it's the time commitment that they're gonna
have to put in, the time commitment you're gonna put in,
how long things are gonna take, right?
Like there's a lot of things with time expectations.
So people are gonna need to know like, okay,
I want these results, okay?
That means how much time in the gym a day,
how much time in the gym a week,
how much time doing things outside of the gym,
lifestyle and nutrition wise?
And then how much total time to get to my end goal
on their end, right?
And then also how much of a time investment
can they expect from you, right?
Like how many times are they gonna come see you
if it's in person?
How many times are they gonna get check-ins,
emails, et cetera?
Manage all of those expectations about time management
and time duration for both sides across the board.
Same thing, effort, right?
Okay, how hard are they gonna have to work?
How hard are they gonna have to diet?
How hungry are they gonna have to be, right?
How hard are they gonna have to push themselves
in the workout?
How many times are they gonna have to go to the gym
when they're maybe don't have the energy for it
and stuff like that?
How much of that is gonna be essential during this phase
and over this journey?
So the more we can kind of set expectations for that,
both short and longterm, like the better response
you're gonna get from your client both from like
how happy they are with your service,
how compliant they are
but also just like how much they enjoy it.
Because the last thing that you want on a fitness journey
because let's just face it, like goals and fitness
comes slow, fat loss is slow, muscle gain is slow.
Strength is slow and you know what?
Even if you're gifted, it could always be faster.
Nobody's like, man, I'm just getting too strong
and too ripped and jacked just too fast.
I wish it would slow down, I wanna enjoy the journey more,
like I don't wanna get to my goals too soon.
Nobody's ever said that.
So having those expectations of how much time,
how much effort and what type of results to expect,
et cetera, over that time and with that effort
can be really helpful for people that are like,
man, I wish things were going faster but if you're good,
you know how to set expectations.
You've done this before and now all of a sudden,
we're to the point where it's like, look, yeah,
this is what it's gonna take.
This is how long it's gonna take us to get there.
If we do these things, also set the expectations for like,
look, chances are you're gonna have days
where you go off on the diet, we're gonna miss workouts.
Or you may be gonna get backed up at work.
Maybe you're gonna get sick, maybe something's gonna go on
with your kids or whatever, right?
So it's like, we're gonna set the expectations
of what's gonna happen when these things happen
but also set the expectations like,
look, there's gonna be deviations or whatnot.
So, we can probably expect that, you know,
there's gonna be over this 12-week period or whatever,
there's gonna be a couple of weeks where they're not off.
But our goal is that over the course of the week,
we have more good days than bad.
Our goal is that over the course of the month,
we have more good weeks than bad.
Our goal is that over the months,
we have more good months than bad and if we do that,
here's the expectations that we can have, okay?
The second half of this, this is a lot of play back
and forth between a coach and client, responsibility, right?
Who's responsible for what, right?
So it's super important that you establish
what role you are going to have in that journey
and how you are going to communicate that,
there needs to be a separation
between coach and client responsibility, right?
So look it's your responsibility to guide them on nutrition.
It's their responsibility to follow through with that.
It's their responsibility to track it.
It's their responsibility to provide you with the feedback
and the data that you need
to be able to make those decisions.
So, I've worked with tons of physique competitors
and one of the things, especially going into prep
that I would always push with them is like,
'cause obviously if you're working
with a physique competitor,
they usually are somewhat educated
about nutrition or whatever, right?
They're not just blindly like,
oh, there's spreadsheets shoving my mouth stuff.
They have some sort of clue or at least some sort
of perspective or context of what's going on.
And so they will be chronically overthinking like,
well, what about this and that?
And just constantly trying to micromanage every gram
of thing that goes in and out of their body
during that period and so what I convince them is like,
look, okay, I don't want you to distress on,
should you be eating more carbs, less carbs, more calories,
should you be doing extra cardio?
Like forget all of that, your only job is to report back
to me on the things that I'm asking,
like with the information that I'm asking and follow through
with the instructions and let the full burden
of how it's going and what decisions we're gonna make,
that's all stress for me to handle, right?
All you've gotta do, the only stress you have to do
is the stress of actually following the program
and bringing back the information,
communicating with me, right?
That's all I need for you to do on your end
and let the stress of all the changes, what needs to happen.
Let me absorb all of that, you don't process it.
Same thing for a regular transformation client is just,
it's a little less strict and condensed to a period of time.
It's more of a more casual, longer period of time thing.
But you still have to be like, look, I don't want you
to worry about all these variables of what you could do
and what could happen and like, oh, the weight is moving
or whatever, it's like, I don't want you to be concerned
if the scale goes up or the scale goes down.
Your only job is to report to me that the scale goes up
and the scale goes down, right?
And then I will worry about what that means.
You don't have to worry about what it means, right?
Because I'm gonna communicate to you
when that means that we need to make a change.
Otherwise, all you have to do is just keep doing it
and that's the buy-in I need.
I need you to trust me that if you give me this information
that I'm gonna re-evaluate it
and I'm gonna help you make the changes
and make the decisions that we need to on that
and I'll communicate that to you in whatever manner
that we've agreed on, the expectation for like,
it's another one, like, how soon do you get your program
after the check and all those things,
very important expectations
on the communication side but you do that.
And man, it actually decreases your workload.
You're basically telling them,
hey, let me have more responsibility.
But in reality, it decreases your workload
because you end up with fewer of those frantic emails
with like what's going on and this and that?
And like all these random questions.
You drastically decrease that because what you've done
is you said, hey, like, I don't need you to worry about
like a change day to day or you're like, whatever happens,
all I need you to do is report
and it's kind of like one of those things
like with the doctor will call you and be like, yeah,
if there's a reason to call you, like you go in,
you get blood work, whatever, like we'll call you
if there's anything you need to worry about.
That's the scenario you want.
Like, hey, no news is good news on your end.
You just keep following the plan.
That's where we're at with this, right?
That's kind of the relationship
that you wanna have with your client
in terms of responsibility and communication, right?
So you let them know, hey, here's what you have to do.
You have to hit the gym this many days a week.
We have to have this much effort.
We have to do this with nutrition.
We have to do this with lifestyle, et cetera,
do those things and I need you to track X, Y, and Z
and I need you to report them to me by this day or whatever
so that I can do my stuff and then if you do that,
here's the expectations you can have for me service-wise.
And then if you follow this journey with me,
here's the expectations that you can have over the weeks.
So like I know this is not the most boring, exciting stuff,
we're gonna get there in like one or two more slides
into the fun stuff but this stuff is important.
So I hope nobody's falling asleep, this is stupid shit.
Yeah, of course, client expectations.
Your life will be so much better as a coach
and all of your clients will be better for it
if you are good at managing expectations and setting them.
Okay, check-ins, reassessments, right?
This is where you make your money, right?
Because this is where we get to pretend
we have that crystal ball because we get to be like,
Oh, this happened, because that happened, that means this.
And then it's that if I had that,
if this then this approach, now you are the solution
for all of the problems that occur on this journey, right?
You can market yourself as a fortune teller.
You'll never live up to it.
However, you can be an expert navigator for your client.
You can be like, oh, this happened, cool.
That's like, construction ahead, take a right, right?
That's where you really become valuable as a coach
because there's no perfect program, perfect transformation
where somebody is just gonna just like, oh, I'm just gonna
like write this thing and I'm just gonna follow it
and everything's gonna work out, hunky-dory,
the whole way through, zero hiccups, like never happens.
So this is where you really get to you expose your value
of being kind of like you're the navigator, right?
Every bump in the road that comes up, you provide the change
of direction for them to continue along their path, right?
So frequency and complexity of check-ins and stuff,
that should be specific to them.
The client coach, program goal, all that stuff
needs to be like, you know, what you do for a check-in
should be individualized to those things.
So you're gonna ask different questions.
You're gonna be looking at different things.
If somebody is doing fat loss versus hypertrophy,
versus somebody doing a systemic phase
versus a hypertrophy phase, versus somebody that's like,
okay, from a logistical or technical efficiency standpoint,
it's like, okay, you got one person
that's like a super busy CEO that's like,
basically they already have three assistants
just for them to make it through their day.
You're probably not gonna be able to have them
track a bunch of stuff like, oh, I need your steps
and blah, blah, blah and all of these other things,
unless you can somehow use technology to make it very
low investment in terms of time and energy on their part.
So, what you get should be very specific to that, okay?
And how often you collect it should also be dependent
because for some people, getting a weekly check-in, great.
For other people, maybe two weeks or once a month is better
and this is ultimately coming down to the service
that you're gonna deliver as well, right?
Do not collect more check-ins,
do not collect information more frequently
that you are willing to act on it, right?
Now you can have people track things on a daily basis
that you aren't managing on a daily basis but the submission
or at least the established communication
around that information should only be as frequent
as you are going to act on it, right?
And it also has to be in a frequency that works for them.
So if we go back to that super busy CEO person, right?
I mean, for them, if you ask them for the weekly check-in,
it may not be feasible for them, right?
That can be a battle you can choose to fight with them
in terms of explaining the importance
and trying to get them to commit the time to that.
But if it's not a battle that you can win
and you don't get the check-ins,
then what usually follows that.
So everybody in here, like there's a little wave thing
or whatever on here, how many of you guys noticed that
if somebody misses a check-in, all of a sudden they go dark?
Like they don't communicate with you?
Sometimes that's because for whatever reason
they miss their check-in, they're still busy.
But also sometimes it's like, I'm supposed to email my coach
or have this question but I don't wanna ask
'cause I missed my check-in or whatever,
so that's not necessarily the experience
that we're trying to go through, right?
I mean, we want people to submit their check-ins
but we don't want the fact that they missed a check-in
to be the reason that they miss the next check-in
and the check-in after that, right?
Our goal is to try and create the scenario
where they can be the most successful and they don't feel
like they're getting a report card, right?
Which I think is on this next slide here, right?
Like compliance, right?
We wanna make sure that when we're tracking them
is that let them know that we're tracking them
so that we have the information that we want, right?
But it's not a report card for them, right?
So their compliance is not a client report card.
We're not looking at this to say like,
ooh, you're a bad client or ooh, you're a good client.
It's look, we're tracking things and I need this
so that I can do what I need to do, right?
So a good way to leverage getting proper like check-ins
and data is to let them know that what they're tracking
and them being honest and consistent
and with that is imperative because if they're dishonest
about it or they miss things or whatever,
that it hurts you more than it does them, right?
So let them know that like,
hey, you had a bad week, you went on a binge or whatever.
Like, you can decide what type of communication around that
is gonna work for you and the client,
like whether or not they want you to be a little hard
on them, or they want you to be more like, oh, it's okay,
we'll do better next week.
Because different people will respond to things differently
but like if you leverage it as that,
it makes your life harder and it makes your job harder
if they're dishonest with you or whatnot
but there's no judgment on them.
Like as long as you give me the data, I don't care.
Like if it was up or down or whatnot,
you just give me the best thing that you can give me,
the most honest report of information that you can give me
'Cause that's what I need to do my job, you know?
And that's what I need to make the decision.
So if you went off your diet
and you lie about it or whatever,
I'll never know that you lied.
All that will happen is I'll be making adjustments
to the program that are inappropriate and I'll think
that I'm doing a worse job and all of a sudden,
your client, usually isn't gonna wanna make your life worse.
They might lie to you because they're embarrassed
but if they're like, oh yeah, I better include
those brownies or whatever that I ate.
Otherwise coach Bob over here is gonna think
that his program sucks or whatever, when in reality
it's just cause I had a bunch of brownies.
So maybe I shouldn't lie about those brownies
because I don't want my coach sitting there
beating his head against the wall over my program,
when in reality I just ate a bunch of brownies.
So, throwing that in there, coach hack, lie to your clients
and tell them that if they cheat on their check-ins,
that it just takes a part of your soul away,
whatever it takes.
But returning to the top of this slide,
compliance is the first measure.
So when you are doing your check-ins,
the most important thing is just like establishing
what level of compliance there is because there's no point
in trying to measure things that didn't happen, right?
There's no point in trying to evaluate a diet
that wasn't followed or a workout that wasn't done.
So compliance is first.
Measure compliance in the matter of complexity
that is appropriate to the client.
Same thing that I've been saying.
So like, for some people it may just be like, all right,
I don't necessarily need to know
that you got all your sets and reps in.
I just need to know that you actually made it
to the gym this many times and then you can slowly work to
wherever you need to from there, okay?
And then we wanna make sure we reinforce the compliance
and accountability and constructive means,
that means you can use both positive and negative
and/or in any sort of balance.
Again, know your subject.
Know it's perfectly okay to say like,
hey, we're gonna go through these weeks
and sometimes, you're gonna do amazing and other times,
you're probably gonna screw up, what type of coach is gonna,
or what type of communication would you prefer?
Because if you screw up, I can be like, bad client.
Why would you do that?
Or I can be like, you know what?
It's okay, next week, we're gonna get it.
All that matters is that we have more good weeks
than bad weeks, like here's 10,000 positive quotes
off of Pinterest that I took,
we're good to go or whatever in between, right?
Because you have to find out
what is actually gonna be helpful for them, right?
Because I'm the type of person
where I'm a very like milk toasty
when it comes to this stuff.
Like I self-critique myself enough.
So if somebody is like ripping on me,
it doesn't really motivate me.
If somebody is pandering to me, just annoys me, right?
So it's one of those things where it's like, okay,
if you were to take either of those extremes
and communicate that to me that way,
it would be a turnoff.
So, you wanna make sure you kind of figure out
what's the most appropriate way to deal
with noncompliance or poor accountability
that's gonna have the best result.