Business is Good with Chris Cooper

In this episode of BusinessIsGood, I talk about one of the biggest mistakes business owners make: running their business by story instead of by numbers.The problem with stories—especially the ones we tell ourselves—is that they're often wrong.We tell ourselves things like:“My clients can't afford to pay more.”“I'm working as hard as I can.”“I'm doing everything right, but it's just not working.”But those are stories, not facts.If you're not running your business by numbers, you're running it by feelings—and feelings are a terrible business strategy.In this episode, I share:Why we avoid numbers (and why that's dangerous)The six key metrics every business owner must track (from my book The Simple Six)How to build a scoreboard that tells you exactly where your biggest problems—and greatest opportunities—are hidingHow to break down these metrics into simple, actionable steps for yourself or your staffWhy tracking numbers creates fairness, clarity, and real progressIf you want to grow your business without guesswork or stories, this episode will show you how to build your scoreboard—and use it.Connect with Chris Cooper:Website - https://businessisgood.com/

We've all heard that we should “have a growth mindset.” But what does that actually mean in business—and how do you practice it?In this episode of BusinessIsGood, I break down the difference between a growth mindset and a scarcity mindset, and explain how most of us were raised to believe in competition, limitation, and fear of loss. The truth? Business isn't a zero-sum game. Success isn't finite. And when we focus on collaboration instead of competition, everyone wins.I'll give you:A clear definition of what a growth mindset really is3 ways service-based entrepreneurs can “grow the pie” with their staff, their peers, and their clientsPractical mindset exercises to apply during moments of jealousy, frustration, or fearDaily practices to help you build a growth mindset like a skill—not a sloganIf you want to shift from fear to abundance, from turf wars to teamwork, this episode will show you how.

Culture Is What You TolerateIn this episode of BusinessIsGood, I give full credit to Keith Cunningham, author of The Road Less Stupid, for one of the clearest insights I've ever heard about culture:“Culture is what you tolerate.”It's not about nap rooms, Red Bull in the fridge, or inspirational posters. Culture is shaped by what we allow, what we ignore, and how we interact with each other—especially when things get uncomfortable.Here's what I cover:Why most companies unintentionally build a culture of mediocrityHow to tell if your “rules” are just suggestionsThe real drivers of culture: accountability, clarity, consistencyWhy culture is built one relationship at a time—not between people and “the business”What to do about that top performer who's killing your cultureThis episode will help you reframe what culture actually is—and give you the tools to rebuild it from the inside out.Connect with Chris Cooper:Website - https://businessisgood.com/

Podcast Summary: Chicken and RiceIn this episode of BusinessIsGood, I talk to business owners who feel like they're pushing harder than ever but getting the same—or worse—results.Maybe your sales have plateaued. Maybe retention's dropping. Or maybe your business just doesn't feel fun anymore. It feels heavy. Slow. Like you're pushing a rope uphill. You remember when it used to feel easier, and you're wondering what changed.Here's what happened: your business got bloated.As businesses grow, we tend to add staff, rules, services, pricing tiers, processes, platforms—until we've got a mess of well-meaning ideas that are actually slowing us down. The solution isn't to work harder. It's to simplify.It's time to go back to chicken and rice.Just like an elimination diet helps reset your body and identify what's causing harm, simplifying your business helps restore momentum. In this episode, I share:Why simplicity scales fasterHow complexity creeps in and slows you downReal examples from my own companiesA simple system you can use to “reset” your businessFive things you can do today to identify inefficienciesWhy Tinker-phase entrepreneurs need this more than anyoneIf you feel stuck, tired, or over-complicated, this episode will help you reset, refocus, and rebuild momentum—without burning yourself out.Connect with Chris Cooper:Website - https://businessisgood.com/

In this episode of BusinessIsGood, I talk about how it feels to take one step forward in your business—only to get pulled one step back.Most entrepreneurs think they have a growth problem. But the real issue? Shrinkage. You make progress… and lose it. Over and over. I share why that happens and how to fix it.The solution is to hit "Save Game"—by building a staff playbook made up of clear, repeatable SOPs. That way, when the unexpected happens—and it will—you don't lose all your progress.I share 5 examples of how this works in real businesses, walk through a step-by-step method to write your first SOP, and tell the story of how creating one simple SOP (a cleaning checklist) helped me finally start moving two steps forward.If you're tired of starting over, listen in. It's time to hit Save Game.Connect with Chris Cooper:Website - https://businessisgood.com/

In this episode of BusinessIsGood, I talk about one of the most common breakdowns in founder-led businesses: lack of clarity. Too often, CEOs and founders assume that once is enough when it comes to communicating vision, expectations, or processes. But the truth is, if your team doesn't seem to "get it," it's not a people problem—it's a clarity problem.I share why founders need to repeat their message often, in multiple ways, and constantly work toward clarity instead of novelty. I draw from my experience coaching athletes and building teams to explain how repeated, clear communication builds confident, capable staff—and how the absence of it creates fear, mistakes, and burnout.If you're constantly frustrated that no one "gets it," this episode is for you. Say it again. Say it louder. Say it differently. And keep saying it until your team can say it back to you.Connect with Chris Cooper:Website - https://businessisgood.com/

Podcast Script: Why Business Leaders Should Be Coaches, Not CaptainsIntro Music Fades InHost: Welcome to BusinessIsGood, the podcast where we explore the ideas and practices that help entrepreneurs grow their businesses and create lasting success. I'm your host, Chris Cooper. Today, we're tackling a big question: should you lead your business as a “captain” or as a “coach”?To illustrate this, I want to start with a story from hockey. Bobby Hull, nicknamed “The Golden Jet,” was one of the greatest players to ever lace up skates. Known for his blazing speed and powerful slap shot, he dominated as a player in both the NHL and WHA.But Hull also took on a rare challenge: he tried to be both a player and a coach at the same time while leading the Winnipeg Jets in the WHA during the early 1970s. He had incredible success as a player and later achieved even greater success as a coach, but his tenure as both didn't work out the way he—or the Jets—had hoped.Segment 1: The Player-Coach DilemmaBobby Hull's time as a player-coach highlights an important leadership lesson: you can't do both jobs effectively at the same time. As a player, your focus is on performance—executing plays, scoring goals, and being in the action. But as a coach, your role is to oversee the big picture, strategize, and make tough decisions to guide the team to success.Even some of the most celebrated names in hockey, like Larry Robinson, achieved greatness as both players and coaches—but never at the same time. Why? Because these are two fundamentally different roles that require completely different mindsets and skill sets.Segment 2: The Captain vs. Coach Paradigm in BusinessThis same distinction applies in business. Many entrepreneurs try to lead as captains when they really need to be coaches.Let's break this down:Limited Perspective on the Ice:When you're in the trenches with your team, you can only see what's directly in front of you. You don't have the big-picture context that a coach has from the bench. In business, this means getting too caught up in day-to-day operations and losing sight of long-term strategy.Emotional Proximity:As a captain, you're shoulder-to-shoulder with your team. This camaraderie can make it hard to make tough decisions—like moving someone to a different role or cutting an underperformer. A coach, however, has the necessary distance to prioritize what's best for the organization as a whole.Distraction by Small Tasks:Captains are busy tying their skates, taping their sticks, and focusing on their personal performance. Coaches are busy drawing up game plans, scouting opponents, and thinking about how to improve the team. In business, staying stuck in “captain mode” means you spend too much time on the wrong things—handling tasks that someone else could do instead of focusing on growth and vision.Segment 3: Why Being a Coach Wins in BusinessHere's the truth: real leadership isn't about scoring the most goals. It's about enabling your team to win.As a coach, your job is to:Make hard decisions that benefit the whole organization.Delegate tasks and trust others to execute them.Hold your team accountable and provide constructive feedback.Focus on strategy, vision, and the next big opportunity.Many entrepreneurs default to being captains because it's what they know—it's comfortable. They're great at doing the work, but they shy away from the harder, more abstract job of coaching. But this mindset limits growth. Your business can't scale if you're always on the ice.Think about it: players are replaceable. You can hire someone else to score goals. What you...

Give me six hours to chop down a tree, and I will spend the first four sharpening the axe. Abraham LincolnYou're buried in work. Who has time to work out?Being a good entrepreneur doesn't just mean making money. It doesn't mean out-grinding the competition, or even loving your work every day. But it does mean:Selling your serviceNegotiatingLeading othersFocusingThinking with a clear headOvercoming procrastination...and more. These are all entrepreneurial skills. No one is good at all of these when they start their business; they must develop their skills with practice. But there's a reason almost every successful entrepreneur has a workout routine: exercise can make you instantly better at all of these skills.Immediately after a workout, it's easier to focus.Medium-term, a workout can calm you down and help you make objective decisions.Long-term, working out builds your confidence.But what workout should you do? Your workout prescription will change over time. But here's a solid starting point.Get yourself a heart rate monitor. Chest strap is best, watches are better than nothing. This is the watch I use. Yours doesn't have to be that fancy.Calculate your max heart rate. Here's a video from my gym on how to do it.Three days per week, exercise in heart rate Zone 2: about 65-76% of your max heart rate. Here's a video from my gym explaining why Zone 2 is so important.For entrepreneurs, Zone 2 is great for helping you calm down; work through problems in your mind; and regulate your blood sugar. If your blood sugar is under control, you'll have fewer mood swings, and make decisions with a clearer head. You won't get "Hangry"--which is just a side effect of riding a carbohydrate roller-coaster. If you can metabolize fat for fuel more easily, you won't get "hangry" anymore. Once or twice per week, go as hard as possible. This is heart rate Zone 5. Here's a video from my gym explaining what Zone 5 is, and why it's important.For entrepreneurs, Zone 5 is a mental break. It's so hard that you literally can't think about anything else. It's important for longevity, but I have to be honest here - I use Zone 5 workouts to "clear the decks". When I'm stressed out or feeling overwhelmed, a really hard workout gives you a mental break. It also triggers all of those calming endorphins you read about. And, long-term, I swear it gives you perspective on what 'hard' actually means.As often as possible, go for a walk. This is heart rate Zone 1, and it's really the entrepreneur's secret weapon. This is really easy exercise - just enough to distract your body and let your mind float. Many experts would call this "flow state", but you might call it "being in the zone". You know how your best ideas come while driving, or cutting the grass, or in the shower? That's zone 1 exercise....

How To Calm DownEvery entrepreneur gets triggered sometimes.The reasons might be obvious: a late employee, a missed detail, a poor customer experience.Or they might not be: we could show up to work escalated; we could be carrying dread or guilt around; we could have a fight with our spouse before we left for work.Many days, our emotional meter is already cranked up to 9 before we start our day, and one little thing pushes us up to MAX 10. Then we have an over-the-top response to some little thing; our staff thinks we fly off the handle; and we feel guilty about it later; and then we overcompensate. That makes us feel even worse, and we keep escalating.We need to calm down.I'm not going to tell you to start meditating or get into shape – those won't help you TODAY, and you already know that you *should* be doing both.Here's how to do it in the short-term, long-term and medium term.Short-term (the quick deescalation):Box breathing. Breathe in through your mouth, as deeply as you can, for 4 seconds. Hold your breath. Breathe out through your nose, trying to empty your lungs, for 4 seconds. Hold your breath. That's 1 round. Repeat for 10 rounds. Watch this:2. Imagine the worst-case scenario. can you live with that? Put yourself in the scenario for a few seconds. Then come out of it. This is a Stoic process of acceptance. It doesn't calm your unconscious right away, but it will calm your conscious mind quickly.3. Tell yourself that you're excited instead of nervous or angry. Your body can't tell the difference.4. Break the rumination cycle. Go have a conversation about something else, or distract yourself with a story. Rumination just escalates you. Here's a quick meditation that will break the rumination cycle for a few seconds.5. Think of the next step instead of what might happen later. Break the problem down into “what will I do in the next minute?” instead of “what might happen if/then?” See the ‘domino' analogy later.6. Go outside, eat a banana and have a walk. This is my wife's advice whenever I'm stressed.Medium-TermAdopt a meditative practice. I start the day by writing 750 words. That's a ‘brain dump'. You can do this forever, but you'll start to see the benefits within a week.Slow down your thoughts. One reason we stress is because our thoughts line up like dominoes, and we quickly amplify the worst-case scenario.“If I say this, she'll say that. And I'll respond with this other thing. She'll get mad, but I can't back down. So she'll walk away and not speak to me for a day. I'll have to address that. It's not acceptable in a workplace. I'll deal with it Monday.” Then you spend all weekend ruminating, imagining Monday's confrontation.Imagine each of these thoughts as a separate domino. Space the dominoes out, so that each doesn't automatically push the next one over.“I will say this.” – full stop. You can't predict how people will react, and trying to do so just escalates your stress.My life has been full of terrible misfortunes, most of which never happened. ~ Michel de MontaigneLong-TermWatch your thoughts. In “Drive”, Daniel Pink says that most people never have a single positive thought all day. It's a constant cycle of judgment, guilt and resentment. “That guy shouldn't have made a turn without signalling!” – and then the domino effect happens: “He must be a jerk! Since he's a jerk, he probably treats everyone disrespectfully! I bet he did that on purpose! He clearly doesn't care about other people!”When this happens, don't judge yourself: just shift your thoughts to something you like.Stop keeping score. We tend to remember the bad things...

In this episode of *Business Is Good*, I explore the concept of self-leadership and why it's the foundation of all other types of leadership. I share that while a business's efficiency helps it survive tough times, it's the strength of its leadership that determines its success in the good times. Often, the biggest limitation to growth is the founder or CEO—their personal knowledge gaps, emotional control, or mindset can be what holds the business back.I walk through different forms of leadership, including team, brand, and niche leadership, but emphasize that self-leadership is the one we must master first. Drawing from my own experiences, I talk about the importance of financial literacy, staying emotionally disciplined, and confronting uncomfortable realities in business. For example, I share how I navigate challenging employee situations and manage my own emotional responses when faced with overwhelm.Many gym owners, like those I work with, struggle with distractions and the excitement of novelty, which can pull them away from proven growth strategies. To counter this, I talk about the power of building focus-driven habits, such as setting aside a dedicated hour each day for high-priority work, to create lasting momentum.To help you practice self-leadership, I'm introducing a 30-day challenge with daily prompts for self-reflection and actionable growth. I'll provide questions and exercises to encourage honest self-assessment. Whether you're writing in a journal or just taking a few moments to reflect, this is your opportunity to improve your self-leadership skills and build the discipline and focus that lead to lasting success.

This November, join me for a 30-day GOLDEN HOUR Challenge to grow your business!To participate:Commit to participating in our Facebook group (join here)Post "done!" under each daily GOLDEN HOUR CHALLENGE post when you've completed the work for the day!Connect with Chris Cooper:Website - https://businessisgood.com/

Why Get Rich_Chris Cooper discusses the motivations and challenges of gym owners, who often sacrifice higher-paying careers to pursue their passion despite low earnings. He argues that wealth creation is essential for personal and societal progress, emphasizing that wealth enables freedom, problem-solving, and opportunities for others. Cooper highlights the importance of entrepreneurship in driving economic growth and democracy, noting that wealth creation is necessary for job creation and tax generation. He advocates for building wealth to solve personal financial issues, compound wealth, create opportunities for others, and ultimately, to give back through philanthropy.Transcripthttps://otter.ai/u/gI_vGIJuGHfXY77z5D1AzbS4MD0?view=transcriptAction Items[ ] Develop the skill of making money.[ ] Aim to have a personal net worth of $20 million to be able to give away $1 million per year.OutlineWhy Gym Owners Aren't Interested in Becoming MillionairesChris Cooper discusses the low earnings in the fitness industry, with average wages for trainers at $28,000 and gym owners at $42,000, unchanged in recent years.Despite the low pay, gym owners often leave lucrative careers in banking, teaching, or firefighting to pursue their mission-driven work.Gym owners are willing to sacrifice personal financial stability to help others improve their lives, even going hungry to keep their gyms running.Chris Cooper emphasizes that gym owners are less interested in becoming millionaires due to their mission-driven mindset and the challenges of their profession.The Importance of Wealth and EntrepreneurshipChris Cooper argues that wealth creation is essential for prosperity and peace, driving our way of life and democracy.He explains that entrepreneurship, not government or unions, creates jobs and wealth, which in turn support the economy and democratic processes.Cooper highlights the historical context of wealth creation, noting that even 100 years ago, many Americans were still struggling with poverty and poor working conditions.He stresses that wealth creation is a fundamental driver of human progress, allowing for improvements in healthcare, education, and other essential services.Wealth as Freedom and TimeChris Cooper defines wealth as the freedom of resources and time, not just money, and explains that true wealth involves balancing both.He shares that solving money problems is crucial for entrepreneurs, as financial struggles can follow them home and impact their personal lives.Cooper provides a personal example of how solving money problems allowed him and his wife to afford Christmas presents and other necessities.He emphasizes that wealth solves many problems in Western society, such as access to clean water and child brides, though some issues like boredom and addiction are more complex.Compounding Wealth and Eliminating DebtChris Cooper explains how wealth compounds over time, using his own experience of paying off a mortgage in seven years instead of 25.He describes the snowball effect of eliminating debt, where extra money saved from debt repayment is applied to other debts, creating more financial freedom.Cooper shares a story of buying a car with cash, highlighting the long-term benefits of wealth compounding.He discusses the importance of setting up opportunities for others, such as creating jobs and investing in the future.Creating Opportunities for OthersChris Cooper argues that wealth creates opportunities for others, contrasting bureaucratic jobs with entrepreneurial jobs that add

why you want the hard timesDave tate: business is a battle of attritionwhat determines who lasts and who doesn't? the hard stuffnobody wanted covid lockdowns, but when they reopened there was far less competitionTadej Pogacar - I want the steepest, hardest climbs becuase they're the separatorwhen you ahve stafff quit - so do theywhen your rent goes up - so does theirsmaybe not the same day, but over the 3-year span, everything that happens to you will happen to your competitionThey might not survive itYou also don't have to create hardship by attacking them or running them down. They have enough. eVen if they don't show it, they're facing the same stuff you are. and many won't survivealso, you need the repsyou want to practice the hard stuff when the stakes are lowthere are reasons things tget hard. one is they're new. one is they're personal. one is the stakes are high.Break them apart. If the hardship you're going through is because you've never faced that problem before, get a mentor. Don't take advice from someone else who's never done it before.If it's hard because it's personal, get an objective perspective. don't ask your mom or your bff or your husband. ask a mentor.if it's hard because the stakes are high, you might need a different kind of mentor to help with perspective, but you still need a mentorAfter the trouble is over, you have two jobs:one - never repeat ittwo - learn what you can from it. You've heard the term 'if I win, I win, if I lose, I learn' - or some variation. But most people don't actually learn becaues they don't pick apart the elsson. They keep repeating the same mistakes. so here's how you do an AARConnect with Chris Cooper:Website - https://businessisgood.com/

Episode Summary:In this episode, we're talking about how business owners—especially gym owners—often make the mistake of overcomplicating their businesses. It's easy to add unnecessary options, details, and management layers, but that can slow down growth, create confusion, and reduce profit. Many of us became entrepreneurs to flex our creative muscles, but there's a point where experimentation becomes a barrier to success. We'll dive into why simplifying back to a minimum viable product (MVP) is essential for increasing profitability and reducing stress.Key Takeaways:How business owners complicate their businesses by adding unnecessary features.The importance of going back to a minimum viable product (MVP).Why every product you sell should be easy to explain and fulfill with minimal resources.How complexity takes you further away from product-market fit.Practical steps to simplify your business.Episode Outline:IntroductionToday's topic: How overcomplicating your business is costing you time, money, and stress.Entrepreneurs often treat their business as a creative outlet, adding options or details that hurt growth.We'll talk about how to get back to your core product and maximize profit by simplifying.Story 1: Back to Basics – Creating a Minimum Viable Product (MVP)A gym owner struggled with offering too many services, confusing clients.Solution: They stripped the business down to focus on 1:1 personal training, which was the highest-margin service.Result: Simplifying increased their revenue per client and reduced operational headaches.Problem: Complexity Hurts Product-Market FitAdding more services, features, or options may feel creative, but it confuses buyers and slows purchasing decisions.Imagine you're starting from scratch—what is the one product that solves a clear problem?Your core offer should be easy to sell, easy to explain, and require minimal resources to deliver.Story 2: Unnecessary FeaturesExample of a business owner who kept adding services and packages, hoping to appeal to more clients.The result: More complexity, slower sales, and clients were unsure of what to choose.Lesson: Simplifying the offering brought more clarity and increased client retention.Avoiding Unnecessary Management LayersMany owners add managerial staff too early because they think it's a sign of growth.This adds extra work for the owner (training, managing) and cuts into profit.Story 3: A gym owner added a layer of middle management that created bottlenecks and made decisions slower, instead of solving problems.The result: They ended up with more tasks on their plate and less profitability. Once they scaled back, their business ran smoother and profits increased.Practical Exercise: Designing Your MVPTake a step back and imagine you're building your business from scratch.Ask yourself: What would the minimum viable product look like?It should solve one clear problem, be easy to explain, and maximize profitability without adding complexity.Tips on how to focus on the core offering, eliminate unnecessary layers, and create a more streamlined operation.Closing ThoughtsComplexity kills growth. Simplify your business down to what really matters: solving your clients' problems.Reminder: The goal is to focus on what drives the most profit with...

This week, we're going to build entrepreneurial resilience: the ability to just keep going when things go wrong.Listen to this episode, and then visit the Daily Directives section at BusinessIsGood.com to complete daily exercises for resilience all week.I'm Chris Cooper, and today I'm discussing strategies for overcoming adversity in business. Setbacks are inevitable, but they can be managed by spreading them out over time and making them less impactful. I've found that taking a long-term view, recognizing small wins, and maintaining a practice mindset can prepare us for future challenges. It's also crucial to evolve and improve with clients, staff, or products, and to view departures as opportunities for growth. Every challenge is a stepping stone to greater opportunities, so it's essential to stay resilient and see setbacks as part of the journey.Understanding Adversity in EntrepreneurshipI kick off the podcast by emphasizing the importance of learning from mistakes and sharing those lessons with other entrepreneurs. I introduce the concept of "$13 days," those times when progress feels like a step backward. This is a normal part of the entrepreneurial journey. The goal is to spread out these backward steps over time, making them smaller and less catastrophic. I share a personal anecdote about my mentor asking me about the last significant setback, which highlights the importance of perspective.The Long View and Bright SpotsI advise taking a long-term view. Look back at past rough weeks, and you'll see that they happen less frequently and with less impact over time. I introduce "Bright Spots Fridays," where we reflect on our achievements to train our minds to focus on positive outcomes. Recognizing and celebrating small wins helps us stay resilient and better handle adversity. The purpose of Bright Spots Fridays isn't to brag; it's to acknowledge and learn from our successes.Practice and Preparation for Future ChallengesEvery challenge is practice for a bigger but similar challenge in the future. Each setback is a learning opportunity. I use the example of a staff member quitting as a rehearsal for handling more significant departures down the line. By preparing processes to prevent similar issues, we become better equipped to handle adversity with less impact. This cycle of audit and improvement is crucial for continuous growth and resilience.Client Relationships and Successful ExitsI talk about the natural end date for client relationships and how important it is to view client departures as a success rather than a failure. I share my criteria for a successful client exit, like the client continuing their fitness habit or achieving significant life changes. By focusing on the positive outcomes of client departures, we can feel more confident and prepared for future changes. This concept extends to our staff, products, and services, underscoring the importance of continuous improvement and evolution.Creating Opportunities Through AdversityI suggest seeing every challenge as an opportunity to create a seat at the table for something better. I share Emerson's quote, "Heartily no, when demigods go, the gods arrive," to illustrate how removing one challenge opens up space for a greater opportunity. Examples include replacing a damaged company car with a better one or using a staff departure to attract a more suitable candidate. I emphasize the importance of a linear approach to growth, where overcoming one challenge paves the way for the next opportunity.Top Tips for Working Through AdversityTo sum up, here are my top tips for working through adversity: take the long-term view, maintain a practice mindset, recognize that nothing lasts forever, and see challenges as opportunities. Count your wins, prepare for future...

Why founders don't make moneyThey are product oriented -inventors not investors They quit too soon - in the product crew successful, they have done its jobThey failed to scale - They are irreplaceable in their business.Connect with Chris Cooper:Website - https://businessisgood.com/

I'm a product guy.I want to believe that if I keep making my product better, I'll make it more profitable.Unfortunately, that almost never works - we get caught in the Technician's Curse and never stop iterating on our product, tweaking it, improving it...and never having time to market it.But there are SOME ways that improving your product CAN make it more profitable:Being the best in class creates a huge advantage, because the best clients will ascend to your service (if they know about it.)Tactically, you can also try:Outcome-based pricing Pursuing greatness as a marketing strategy. Improving client retention by improving client outcomes.I walk through all of this on today's episode!Connect with Chris Cooper:Website - https://businessisgood.com/

Connect with Chris Cooper:Website - https://businessisgood.com/

Characteristics of Missionaries and MercenariesMissionaries:Purpose-Driven: Focused on the company's vision and values, often motivated by making a meaningful impact.Long-Term Commitment: Likely to stay with the company through ups and downs, seeing their work as a calling or part of a larger mission.Team-Oriented: They prioritize collaboration and the overall success of the team over personal gain.Mercenaries:Outcome-Focused: Driven primarily by personal benefits such as compensation, bonuses, and other perks.Short-Term Commitment: Their loyalty is as long as the benefits last; they may quickly move on if a better offer appears.Individualistic: Tends to prioritize personal achievements and recognition over team success.2. Identifying Missionaries and Mercenaries in the WorkplaceMissionaries:Look for employees who advocate for the company's values and are enthusiastic about company-wide goals and missions.They often go beyond their job descriptions to help colleagues and advance the organization's objectives.Mercenaries:Identify those who frequently negotiate for higher pay or better titles without corresponding increases in their contribution to team goals.They may exhibit high performance but are less interested in collaborative projects unless these directly impact their personal targets.3. The Strategic Use of Mercenaries in BusinessWhen You'd Want a Mercenary:Special Projects: For short-term, high-impact projects where specific skills are crucial, and the commitment is finite.Scaling Operations: When rapid scaling is needed, mercenaries can accelerate growth given their focus on outcomes and deliverables.4. Encouraging Missionaries to ThriveStoking Up Missionaries:Align Roles with Passions: Ensure that their roles are closely aligned with what they are passionate about within the context of the company's mission.Recognition and Empowerment: Recognize their contributions in meaningful ways and empower them with the autonomy to lead initiatives.Foster a Purpose-Driven Culture: Strengthen the company's mission-oriented culture, making the collective mission a central part of daily business operations.If you want to join the conversation with other entrepreneurs, click here.Connect with Chris Cooper:Website - https://businessisgood.com/

I get between 30 and 300 messages on FB every single day. Usually, I ask, "what are your goals for the business?" and the entrepreneur answers, "I need more clients." But in many ases, they have lots of clients, and that's not ht eproblem. They're chasing the wrong metric. In fact, they're chasing the hardest metric. They should be chasing profit. How do you get more profit and impove that metric? Getting more revenue and cutting unnecessary expenses. You improve those 2 metrics. How do you improve the revenue metric? More clients, maybe...or maybe more rev per client, or maybe less churn. You improve those 3 metrics (headcount, ARM and LEG) But what if you just improved one of those metrics right now? Like ARM? well, every client goes up $10/mo. If you have 100 clients, that's 1000 more/mo. So you improve revenue. Since that revenue doesn't come with additional expenses, the new revenue is all profit. Bingo - you've improved hte metric you actually want to improve. Now let's look at the alternative. You want to improve revenue so you increase client headcount. Well, more clients comes with some expenses: staff, equipment, etc. A good benchmark is that 44% of your revenue, per client, goes to staff. So you bring on 10 clients paying $100/mo...and you have to add coaches and equipment. So maybe about $550 goes to the bottom line. You've improved revenue by $1000, but profit by only $550. Obviously there are a lot of factors here. BUT the key is identifying the right metric to improve. Professionals can actually grow a lot faster by increasing the frequency and value of their services than by increasing their client count. This is where a mentor helps: You start with the end in mind. If your mentor is asking "why do you want that?" it's because they're trying to guide you to the endgame - the picture of success that you have in your head. You might not even have taken the time to craft this picture, which is why you're chasing the wrong metric. Or maybe you know where you want to go, but haven't 'considered all sides of the coin. THat's where a mentor can help too: they can show you the easiest ways to get to your goal once you have it. It's up to you to track these metrics. and when you become a very good business owner, you can identify these opportunities for yourself. Until then, though, if you think that 'more clients' = success, I'd seek an outside perspective.Connect with Chris Cooper:Website - https://businessisgood.com/

When most entrepreneurs get their business running smoothly, they turn their eyes to the next thing: the next level, the next opportunity, the next location, or the next big idea.This means they no longer spend all of their time caring for, feeding and protecting the Golden Goose. They might entrust its care to someone else...but that person doesn't have all of the context, experience or knowledge of the business owner.We call this "moving from Farmer phase to Tinker Phase". When you leave your farm in the hands of someone else and start tinkering, you have to mentor the new farmer. In this episode, I talk about the step that most successful founders skip: mentoring their team.I tell you why it's important, and how to do it step by step.If you want to join the conversation with other entrepreneurs, click here.Connect with Chris Cooper:Website - https://businessisgood.com/

Connect with Chris Cooper:Website - https://businessisgood.com/

Connect with Chris Cooper:Website - https://businessisgood.com/

No matter what kind of service business you own, you must carefully consider their first 3 visits into your service. These first 3 interactions set you up for long-term client retention...or early washout.Here's how to do it.Connect with Chris Cooper:Website - https://businessisgood.com/

Last week I shared the story of the Smokejumpers, and the horrible tragedy that happened in Mann Gulch, Montana in 1949. But as in all tragedies and all business setbacks, there's a lesson that we can learn and take from this. In this lesson, the foreman of the Smokejumpers--Wagg Dodge-- did something that seemed counterintuitive and didn't make sense to his team: he lit an escape fire. And this brave act ultimately saved his life, and it shares profound lessons for businesses facing their own kind of wildfires.Connect with Chris Cooper:Website - https://businessisgood.com/

In the annals of firefighting history, few events are as heartbreaking and instructive as the tragedy of the Smoke Jumpers in Mann Gulch. This group of elite wildland firefighters met their fate in a devastating fire in 1949, which claimed the lives of 13 brave souls. Their story is not only a poignant reminder of the hazards faced by firefighters but also serves as a metaphor for businesses navigating the treacherous landscapes of change and competition.Smoke Jumpers are specially trained firefighters who parachute into remote areas to combat wildfires. They are the first line of defense against some of the most dangerous fires in rural and wilderness areas. On that fateful day in August 1949, a team of 15 Smoke Jumpers descended into Mann Gulch in Montana to fight a fire that had erupted in the area. What seemed like a routine operation soon turned into a nightmare as the wind shifted unexpectedly, causing the fire to engulf the gulch at a breakneck speed.The tragedy was compounded by the terrain—a steep 70-degree slope that the firefighters had to climb to escape the rapidly advancing flames. Investigators later found that none of the fallen Smoke Jumpers had dropped their heavy gear; they perished with their packs intact, loaded with heavy saws, shovels, and poleaxes. It was speculated that had they discarded this burdensome equipment, some might have outrun the disaster.This tragic event underscores a crucial lesson: the importance of agility and the ability to let go of unnecessary weight when facing an existential threat. For businesses, especially those that have been around for decades, this can be a metaphor for shedding institutional baggage to stay relevant and competitive.Long-established companies often carry their own kind of heavy equipment in the form of outdated practices, legacy systems, and old ways of thinking that no longer serve their purpose. These can drag a company down, making it less nimble and unable to pivot quickly in response to market changes or technological advances. Like the Smoke Jumpers, companies might find themselves racing uphill against challenges that are exacerbated by the weight they carry.The first step in avoiding this fate is recognizing what constitutes unnecessary weight. This could be an inefficient process that consumes valuable resources, a product line that no longer meets customer needs, or policies that stifle innovation rather than foster it. Once identified, the difficult but necessary task of letting go must commence. This might mean restructurings, like streamlining operations, investing in new technologies, or overhauling management practices to enhance decision-making speed and efficacy.The lesson from Mann Gulch is clear: survival might depend on the ability to drop what's heavy and run unencumbered towards safety. For businesses, this doesn't just mean surviving but thriving—turning potential disasters into opportunities for growth and renewal.By learning from the past and being willing to adapt, businesses can navigate the uncertainties of the future more effectively. Just as the landscape of wildland firefighting has evolved since the Mann Gulch fire, so too must businesses evolve by shedding the institutional baggage that can hold them back. It's a vital strategy for staying ahead of the curve and ensuring long-term success in an ever-changing world.Connect with Chris Cooper:Website - https://businessisgood.com/

Connect with Chris Cooper:Website - https://businessisgood.com/

Connect with Chris Cooper:Website - https://businessisgood.com/

BiG Podcast - Golden HourChris Cooper emphasizes the importance of dedicating an hour each day to growing one's business, citing the benefits of uninterrupted time for focus and consistency in practicing the 'golden hour.' He advises listeners to prioritize their mentor's tasks during this hour and highlights the ease of entering a state of focus with consistent practice.Action Items[ ] Block out a daily one hour "golden hour" time on your calendar to work on your business[ ] Visit Chris Cooper's website (businessesgood.com) and utilize the daily directives and resources provided[ ] Track your daily progress such as words written[ ] Spend 5 minutes each evening reflecting on your day's successesConnect with Chris Cooper:Website - https://businessisgood.com/

Connect with Chris Cooper:Website - https://businessisgood.com/

Today on the podcast, Business Mentor Ashley Haun shares the importance of rest for entrepreneurs, highlighting three types of rest: physical, emotional, and mental.She shares personal experiences of feeling exhausted after a 72-hour race and the need for emotional rest to avoid burnout. Haun encouraged entrepreneurs to prioritize rest to make better decisions, see things from a different perspective, and maintain a healthy work-life balance.The importance of rest for entrepreneurs, including physical, emotional, and mental rest.Tips for entrepreneurs to prioritize physical, emotional, and mental rest to avoid brain fog and improve decision-making.Personal experience with the benefits of emotional rest in decision-making.Tips on how entrepreneurs can mentally rest and reset, emphasizing the importance of alone time and relaxation.Haun encourages entrepreneurs to prioritize rest and self-care to avoid burnout and maintain a healthy work-life balance.Want more from Ashley? Read her blog and listen to her podcast here.Connect with Chris Cooper:Website - https://businessisgood.com/

Stay In Your LaneSummaryLimiting growth by trying to do too many things. 0:01Chris Cooper highlights the common mistake of trying to do too many things at once, leading to watered-down core services and distraction from the main business.Limiting growth by building multiple, mediocre businesses instead of focusing on one great business, resulting in more stress and less money.Chris Cooper shares his struggles with juggling multiple projects and the importance of focusing on one thing at a time.He reveals that he has a tendency to jump on opportunities quickly due to fear of missing out, rather than trusting himself to remember good ideas.Prioritizing business growth and avoiding distractions. 4:28Chris Cooper shares tips on avoiding distractions and focusing on one thing at a time.He emphasizes the importance of finding a partner to help with various ventures.Chris Cooper emphasizes the importance of having a supportive team that keeps the CEO focused on building one excellent product instead of multiple mediocre ones.Chris warns against trying to build multiple $10 million companies at once, as it can lead to lack of momentum and compounding benefits.Connect with Chris Cooper:Website - https://businessisgood.com/

Motivation is not about fear or money. True motivation comes from those 3.Autonomy, mastery and purpose - dan pinkAutonomy: the 4 Ts: their task, their time, their technique and their teamFreedom and responsibility within a frameworkMasteryYou don't get motivated and then start winning. You start winning and then get motivated.Counting tiny wins - gap and the gainHabit stacking becomes win-stacking. At first, the work is the win.PurposeA Noble Purpose: The Foundation for Happiness Many people will say they “had a bad day at work” but also “love their job.”If your vocation serves a noble purpose, some short-term setbacks or stress won't derail your happiness for long.For example, when I'm working with gym owners who are going through a hard time, I tend to carry a lot of their burdens personally. I lose sleep when they're going through a rate increase. I comb their social media nonstop when they fire a coach. I wouldn't describe these days as “happy” ones, because I care a lot about my clients.But I also benefit from having a strong sense of purpose: I know, from vast experience, that they're doing the right thing in the long term. And if I can get them through hard action, they'll eventually become far happier. Their families will benefit. Their staffs will benefit. And their clients will benefit most of all. That's why being a mentor makes me happy.How do you know if your job or vocation fulfills a noble purpose? When you'd do it for free. I would do this job for free—hell, I have. You probably would do your job for free, too.When owning a gym was my only job, I daydreamed many times: “If someone would just come along and pay me a salary, they could have the gym and I'd be happy.” I just wanted enough to survive and keep going. The job made me happy. Unfortunately, the necessities of ownership soon began to outweigh the happiness I received from coaching. Until I fixed the business, coaching made me unhappy.Connect with Chris Cooper:Website - https://businessisgood.com/

Connect with Chris Cooper:Website - https://businessisgood.com/

Connect with Chris Cooper:Website - https://businessisgood.com/

SummaryIdentifying ideal clients and product market fit. 0:01Chris Cooper identifies the challenge of identifying ideal clients and explains the importance of product market fit for business growth.He observes that businesses have a small group of loyal long-term clients and a larger group of newer clients with a higher churn rate, highlighting the need to serve the former for optimal growth.Identifying and retaining ideal clients in a business. 2:30Chris Cooper emphasizes the importance of identifying and retaining the right clients for a sustainable business, rather than constantly bringing in new ones who may not have a long-term fit.Product market fit is achieved when clients get the results they want and can afford the service, while bad fit occurs when clients are working towards a goal that they don't care about.Identify best clients by ranking top 10 clients by payment amount and happiness level.Seed clients are those who appear on both lists, they are the best clients who get the most value from your service and make you happy to work with.Understanding ideal clients through interviews. 6:22Chris Cooper advises business owners to ask potential clients about their needs and preferences to better serve them.Identifying ideal clients and tailoring a business to meet their needs. 7:53Chris Cooper realized he wasn't his own ideal client when a personal training client quit due to not fitting in with other clients in his gym.To find good product market fit, Chris recommends identifying best clients through exercise and surveying only those clients, then identifying common traits among them to create avatars for marketing.Chris tailors gym service to high-paying client after epiphany.Finding product market fit and growing a business. 11:34Find product market fit by iterating and upgrading services based on client feedback, rather than appealing to a broad and vague market.Focus on best clients, product market fit, and speed to reach goals.Connect with Chris Cooper:Website - https://businessisgood.com/

SummaryWhy businesses should fire underperforming staff quickly. 0:03Chris argues that it's best to fire people quickly, rather than psychoanalyzing their personal problems or taking on their troubles, and explains why this approach is best for everyone involved.The impact of bad team members on business success. 2:15Chris Cooper emphasizes the importance of removing bad staff members to boost morale and productivity, citing examples of how a single negative team member can demotivate the rest of the team.Staff members look to the leader for guidance and action, hoping to elevate their performance by removing the weakest link.The importance of hiring and retaining top talent in business. 4:46Chris Cooper reflects on instances where an "almost perfect" person left a job, creating an opportunity for a "perfect fit" candidate to step in.Chris Cooper highlights the negative impact of keeping a lower quality staff member on a business, including harming current staff, restricting future better staff, and losing client trust.Clients often hold back negative feedback due to fear of conflict, leading to unaddressed problems only surfacing after the staff member has left or been removed.Removing bad staff members for business success. 7:54Chris Cooper emphasizes the importance of removing bad staff members quickly to avoid torturing both the staff and oneself.Firing employees for the benefit of the business. 9:32Chris Cooper emphasizes the importance of not keeping employees who can't be seen working for the company in a year.Chris Cooper advises on how to handle a difficult staff member: be direct, be clear, and give them a push off your dock to start their next journey.Chris emphasizes the importance of asking oneself if they are willing to make the best people in their life sad, angry, or frustrated, rather than holding onto a bad staff member.Connect with Chris Cooper:Website - https://businessisgood.com/

Connect with Chris Cooper:Website - https://businessisgood.com/

There are two types of marketing. Brand Marketing is your long term play. Direct Marketing is your short term play. In this two part podcast series, I'll walk you through what each means as succinctly as possible. I'll tell you the opportunities and challenges with both. And I'll tell you what you can do today to grow your business using both brand and direct marketing.Key points covered in the episode include:The distinction between brand marketing (focusing on reputation and awareness) and direct marketing (aiming for immediate sales).The challenges of measuring the success of brand marketing and the importance of affinity in building a strong brand.Real-world examples, including a gym owner's experience, to illustrate the consequences of neglecting affinity in marketing efforts.Strategies for effective brand marketing, such as content publication and maintaining a positive reputation to foster customer loyalty.Connect with Chris Cooper:Website - https://businessisgood.com/

In a perfect world, a business goes through four phases:Ideation - you craft your original idea, test and tweak it until you have good product-market fit.Income - you build your business to give you a good predictable income.Investment - you build your team to give you time freedom. And you build your wealth to give you financial freedom.Impact - you build your community.Good businesses are focused on eventually making an impact, but don't try to skip steps to get there. In today's episode, I'll tell you how to focus on one step at a time, get through each phase quickly and maximize each one!Connect with Chris Cooper:Website - https://businessisgood.com/

Years ago, I thought about making my gym a co-op. I told myself I wanted to give 'ownership' to the clients and let them guide the future...but really, I was trying to avoid responsibility.In this episode of Business Is Good, I discuss the common - but sometimes unconscious - desire for the owner to say "It's not my fault!"It's up to you to make the decisions and bear the consequences: you get the upside, if you make good decisions. And you also bear the downside, if you make bad ones.It's this risk that separates the owner from everybody else.But if you share decision making, and you build committees in your company, what you wind up with is a bureaucracy.SummarySharing responsibility in a business co-op.0:02Chris Cooper learns to embrace business responsibility as owner.The drawbacks of bureaucracy in business.1:44Bureaucracies prioritize employing people over solving problems or serving needs, unlike businesses that exist to solve problems or meet needs.Decision-making and leadership.2:55Chris Cooper emphasizes the importance of making decisions and taking responsibility, even if not everyone agrees.He shares an example of a trust-building moment with his daughter's birth, where the doctor took quick action without worrying about his feelings.Effective decision-making and communication in crisis situations.5:07In a crisis, prioritize decision-making and communication over bedside manner.Decision-making and leadership in business.6:38Chris Cooper emphasizes the importance of making tough decisions and standing by them, even if it means going against staff members' opinions.Chris Cooper emphasizes the importance of decision-making in business, arguing that owners must take responsibility and make decisions to succeed.Connect with Chris Cooper:Website - https://businessisgood.com/

Many entrepreneurs will tell others they "have ADD" or have a "slight case of attention-deficit disorder".But most don't: they're just scattered. They're trying to multitask instead of focusing. They're unclear on what to do next in their business. They love starting things, but not finishing; they're usually juggling a dozen things in their head at once; their workday is incredibly long, but they rarely finish everything.I first took the ADD short-form test in 2011 and wrote about it on my IgniteGym blog at the time. I should note that ADD is an outdated term for Attention Deficit Hyperactivity Disorder: they're the same thing. However, ADHD isn't always a downside for entrepreneurs.“ADD people are high-energy and incredibly good brainstormers. They will often happily work 12 to 15 hours by choice. The business community should not fear ADD. Instead, they should see that they have a potential gold mine here.” – Dr. Kathleen Nadeau, a psychologist who is ADD herself (from an ABC News Report)People with ADD are excellent at seeing a situation from all sides, says Dr. John Ratey. Emergency-room doctors, nurses, entrepreneurs….the ability to approach an obstacle from ten different ways is of enormous value. Likewise, the ability to imagine oneself in the shoes of others – to empathize – has helped me be more empathetic than others.And as Leighton Bingham shares on today's podcast, people with ADHD are actually capable of VERY deep focused work. Is my truck untidy? Heck, yeah. Can I tell you the phone number of a client from five years ago? Yes. Do I send emails, and then think of another detail, and send a second one…a few seconds apart? All the time. Do I actually have ADHD? I doubt it. I just lose focus if I'm not disciplined with my attention.However, even this low-level of distraction sometimes pays off: I'm able to generate ideas rapidly. I can ‘see' shapes while I'm listening to music, and that helps me appreciate it more. I can switch rapidly between creative and academic tasks, like math. I can incorporate successful ideas from other industries into ours. And I can write for 5 blogs in the same hour.Instead of ‘good' or ‘bad,' I'd love to see the education system appreciate the gifts bestowed by ADHD. Frankly, in a business environment that's fracturing our attention more and more, entrepreneurs need to be able to balance focus with mental dexterity.Connect with Chris Cooper:Website - https://businessisgood.com/

Taryn is an experienced business mentor, and she's worked with a lot of small businesses.Based in Yorkton, SK, Taryn started a gym to pursue her CrossFit passion. Like many of us, she quickly realized that her job skills didn't translate into ownership skills. She sought a mentor and turned her gym around. But during that process, she began sharing her lessons with other entrepreneurs (as I did.) That unlocked a new passion for coaching small businesses to help them avoid the mistakes she made...and scale up faster.Taryn's in a unique position: she's a popular mentor in my mentorship practice for gyms, AND she's successfully opened her own practice to help other types of businesses. Many have tried to do it, but Taryn is successful. In this episode, you'll see why.Links:perfectdaybusinessmentorship.comTaryn's Facebook group: https://www.facebook.com/groups/theceoclubhouse or https://www.theceoclubhouse.com IG: @perfectdaybizmentorshipTikTok: @perfectdaybizmentorshipYT: youtube.com/perfectdaybizmentorshipConnect with Chris Cooper:Website - https://businessisgood.com/

In a lecture to Entrepreneurship students at a local university this month, I shared a simple business plan that you can use in a week to launch a business, and continue to use for years.In this podcast, I walk through the model step by step, with examples you can use for different businesses. It's never too soon to start a business...and it's never too late!To see the full model, click here:https://businessisgood.com/the-simplest-business-plan-for-2024/Connect with Chris Cooper:Website - https://businessisgood.com/

Starting your own company often means wearing many hats and mastering a wide array of skills. When I founded my first business, a gym, I had to be adept at various tasks from entering daily sales to ensuring a clean and welcoming environment for my clients. While I considered myself an A-level trainer, my skills in other areas, like bookkeeping and cleaning, were decidedly less polished. I quickly learned that entrepreneurship demands generalist abilities—you can't just be an expert at your service, whether it's personal training, hair styling, or driving a cab; you need to have a competent understanding of all aspects of the business.However, as the business expands and staff are brought on board, a shift occurs. You're no longer looking for jack-of-all-trades. Instead, you seek out specialists—individuals who excel in a singular field. This is evident in any large company, where specialists are often employed by generalists. The key is understanding when to bring in these specialists to fill roles you are less adept at handling.Consider the wisdom of John Wooden, the legendary basketball coach, who knew how to position his players to their strengths. Unlike most coaches, Wooden didn't force his players to become proficient in every aspect of the game. He observed where each player excelled and then designed plays to optimize their strengths, significantly increasing their success rate. His strategy illustrates an essential leadership principle: put people where they can succeed the most, rather than trying to make them good at everything.As a gym owner, I juggled multiple responsibilities—crossfit coach, client success manager, cleaner, nutrition coach, among others. But as Michael Gerber explains in his book, "The E-Myth," good leaders excel at assigning the right people to the right roles. For instance, hiring an account manager requires someone with a keen eye for detail, a strong handle on bookkeeping and math, and a diplomatic touch—not necessarily someone who's an excellent crossfit coach.Growing a business means recognizing you shouldn't be the best at everything. My own experience led me to hire an account manager and a client success manager who were better suited to those roles than I was, freeing me up to focus on other areas. This concept holds true in any small business—aim to fill specific, narrowly defined roles with people who excel in those areas, rather than looking for a "unicorn" who can do it all.We live in a gig economy where it's feasible to find and hire specialists for particular tasks. As a business owner, your role evolves from doing to connecting—finding the right people and creating systems that enable them to collaborate effectively. Placing staff in roles where they can't succeed is detrimental to morale, retention, job completion, and overall culture. A misguided approach, like expecting everyone to share cleaning duties or to participate in round-robin sales, can backfire by reducing productivity and damaging morale.To conclude, it's imperative to understand your role as a generalist and entrepreneur, while also recognizing when and how to employ specialists to further your company's growth. This approach not only fosters a successful business but also creates a culture where every individual has the opportunity to excel in their niche. If you're keen to explore this topic further, join our free Facebook community at businessesgood.com, where you can connect with fellow generalists and discuss hiring specialists. For more insights on this subject and others related to the entrepreneurial journey, head over to the Business is Good website and click "Join the Movement." Let's continue the conversation there.Connect with Chris Cooper:Website - https://businessisgood.com/

What do you do when your system crashes, or gets really slow, or spins around when doing normal tasks?You reboot it. You clear the memory and start from scratch.When you reboot a computer, you shut down all the programs that are running in the background. You clear its memory. When the computer reboots, it starts with the basics: just the systems that are required to run, and nothing else.If your business is slowly going backward and you can't figure out why; if you feel like you're just spinning your wheels, working harder and not growing, then you might need more than a new tactic or MORE stuff to do: you might need a complete reboot.A reboot kills the stuff that is slowing you down, starts over from the basics. And builds up from there. It's not a blank slate. More like digging down to bedrock and repairing the damage from the ground up.Here's how to do it - and how I did it in one business I own (my gym).Connect with Chris Cooper:Website - https://businessisgood.com/