The Smarter Way To Go About Martial Arts School Student Retention By Paul Veldman
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The Smarter Way To Go About Martial Arts School Student Retention By Paul Veldman

February 25, 2020


GEORGE: Good day everyone, today I have with
me Paul Veldman, all the way from Victoria. You’re based in Melbourne, is that correct? PAUL: Based in Melbourne, yes. GEORGE: Based in Melbourne. And Paul is from Kando Martial Arts, and Paul
has been in the industry a long time, and it’s funny enough, as I was researching
for people I can interview, a lot of people said, “I’ve been mentored by Paul Veldman.” And that’s kind of how I got knocking on Paul’s
door, and I thought I’d like to get him on the show and get him to share all his industry
experience and knowledge with us. So welcome to the show, Paul. PAUL: Thanks, George, good to be here. GEORGE: Awesome! So, I guess to start right at the beginning,
how did you get into martial arts and what’s your background story? PAUL: Martial arts training, I probably started
when I was around 13 years old. And there was no real reason, I wasn’t bullied,
I had a nice stable house, a home. It was just something I thought I might like
to do. Spoke to mom – mom said, you can do martial
arts, and I’ll pay the fees, but you’ve got to find somewhere you can walk to, because
I’m working, and these are the jobs you’ve got to do around the house to make up for
your fees. So back then, 30 years ago, there was a judo
club or a freestyle karate club in walking distance, that was the choice. So I went with freestyle karate, and I’ve
been training ever since. GEORGE: All right, awesome. You were also in the police force, weren’t
you? PAUL: Yeah, and that was the tipping point
as to why. So I trained as a kid in the freestyle karate,
I went into traditional karate in the Shukokai stream. And training with my instructor, as we were
all young and fit and having a great time and training two or three classes a day, a
few days a week, then in conjunction with that, I was going to have a crack at our special
operations group on the police force. And in training, I blew my knee up. So I had a full knee reconstruction, and I
went from training five or six days a week with my instructor, training at my workplace,
training at the gym, to answering phones in a room with no windows. And as you can understand, it drove me crazy. So I went down to my sensei, and said, I am
going nuts here, can I come and help out on the mats? And he said, yeah sure, come on down, help
the kids classes. So there I am, in my knee brace, with my crutches,
hobbling around. I got off the crutches, and he says to me
one day, why don’t you open up a club, there’s a place down the road? And I went, oh yeah? How hard can it be to run a business in a
martial arts club? So for the next ten years, we ran it very,
very, very badly as far as the business side went. We taught what we knew. We didn’t market; we didn’t advertise, we
didn’t know anything of that. I worked full time in the police force; I
worked six days a week in the club. We had a young family, and we went through
burnout phases regularly. And then, maybe ten years ago now, the first
martial arts SuperShow was running Queensland and the first martial arts business seminar
I ever went to was with a local Roland Osborne. And the first thing he said to the class was,
everybody will leave you in your school. Everybody who’s in there now will leave you. They might leave in thirty years time when
they’ve fallen off the perch, or they may turn and quit tomorrow. So enjoy it, make the most of the time you
have with them, but don’t let it become personal when they go. And that resonated with me, cause I just lost
one guy who was helping me out, and he got a promotion at work, and he left. So I was back to running the club by myself
after eight years of running, and I was just in total burnout stage. And so it was then I realized – you know what,
there’s so much more to the industry than just learning to how to throw a punch or a
kick. We might be black belts in what we’re doing
on the mats in whatever style we’re doing it, but boy, we’re a white belt or less in
the administration, business owner things. And so that’s when we discovered, if we’re
going to do this, let’s do it properly. Let’s reach more people, let’s do it well. Let’s give people the same goals and career
opportunities that we had. So we started getting some business mentoring,
we started looking into the subscriptions around, which back in those days were very
American, but it was the turning point, it was a real tipping point for us. GEORGE: Ok. So two things I want to get back to the American
vs. Australian systems, and how you adapted that. But going back: you said your first ten years,
you guys sort of run it badly. What were the core mistakes that you were
making at that time? PAUL: I think, especially in the first couple
of years, you try to be everything to everyone. We were a Shukokai karate base, but with what
I was doing in the police force, we were just starting to blend some Brazilian jiu-jitsu,
some Filipino martial arts. So you have somebody come in and say, do you
guys do Cato, and we say, yeah absolutely, we do Cato, we’re Shukokai. And you have someone else come in and say,
I want to do sparring, but I am a bit scared, do you do it no contact? And we say we can do non-contact. Next bloke comes in and goes; I want to get
on the mats and punch on, and do full contact. And we go, we can do full contact. And you make a little note to yourself, looks
like I’m sparring with this guy most of the time. So we didn’t know what our demographic target
was. We ran classes that we enjoyed, and to be
honest, that’s still the basis of our club today. I enjoy the traditional karate, the values,
the strength, the style. I enjoy, although I’m not very good at it,
the Brazilian jiu-jitsu. I enjoy the Filipino martial arts, so that’s
what our styles evolved into. But we’re a lot clearer now on who we want
training with us. We don’t want the knuckle-dragger who’s going
to come in and hurt people, who want a professional fighter because we can’t cater to them. So identifying who our ideal customer was
looking at who do I want to train with? Who’s my perfect training buddy? And that evolved into, well – who’s the best
customer for what we offer? And so when someone comes in, who’s wants
don’t suit what we have, then we’re really happy to recommend a couple of clubs nearby,
there’s a couple of really good mixed martial arts clubs, there’s a couple of smaller clubs
that are maybe a little bit cheaper than us and a bit less full time. And to be honest, I’m more than happy: as
long as someone’s training, I think that’s great. If they’re training with me, that’s fantastic,
but I would rather have someone not join me, and go to another martial arts club, than
not train at all. GEORGE: For sure. Ok, so that solved a lot of problems, when
you defined exactly who that audience is that you can zone in
with your market, and it’s something that comes up in the interview yesterday as well. So, moving on from that: you mentioned you
learned from the American systems. I’ve worked in America for a long time, and
I had a shell shock when I came to South Africa, and going to America, coming to Australia
– I was adapting myself to those different styles. Now, you’ve mentioned that you’ve learned
a lot from the American way of doing things: how did you take that and applied it to the
Australian market, without becoming too Americanized as such? PAUL: Our first package we joined up was a
Mayer package. And what it gave us, it started giving us
structure. It started to say – have a plan. Because I think I’ve run my club for nearly
two years and nearly closed the doors, before I put the pamphlet out. You know, the old adage – if you build it,
they will come – build it and they will come if they know about you! So we found with the American Marketing, one
– it was all there was. There was nothing local back then. And so, it gave us a structure; it gave us
things like marketing for a season or reason. So when father’s day came around, the father’s
day workout, New Years, Spring specials. And tying it with all that makes sense. Their senses might be opposite ours, so the
package we’re getting is no good for now, but it gave us an idea. It gave us an idea of making things colorful,
and not just putting a sign in the window. But then, the artwork was never for the Australian
market. They don’t look like Australians. We’re relatively similar on the outside, but
the artwork looked very American, the Mother’s Day or thank you, mom, M-O-M – never translated. But it gave us a start; it gave us a bit of
an idea of what was happening. The first guy, a mentor I know, was a chap
called Keith Scott. A fantastic little Texan, he’s just a wealth
of knowledge, a guy who shared everything. And he came to Australia a couple of times,
and we started to bring him around to the Australian way a little bit, and he would
help tweak things. He came and did a two-day assessment of a
school, where he stayed with us for two days. He came to the school, sat through all the
classes, all the instructor meetings, etc., to feel the difference. We made those mistakes through trial and error
– some ads worked, some ads didn’t work. It was a little bit of a shotgun effect, where
we’d throw everything out there and the ones that came back, we’d go with them more. So we gradually fine-tuned things. Nowadays with Facebook and social media, that’s
a massive part of it that we’re still getting our head around. GEORGE: Yeah. Well, one thing you brought up, and this is
something key that we try and teach: if you’re doing social media and stuff yourself, the
easiest way to do things and to get traction is just pay attention. You had a name for it, season or reason I
think it was? PAUL: Yeah, the market for a season or reason. GEORGE: Yes, and that’s such an easy way to
get traction in social media because, when you’re talking about what’s already been talked
about and you can tie that into your marketing, people are automatically paying attention. They’re already paying attention to the Father’s
Day, so piggyback on that promotion that’s already happening and then make that your
marketing. PAUL: Yes. GEORGE: Ok, cool. So, how many locations do you have at this
point? PAUL: We have three locations, the main one
is in a place called Hughesdale. We run… I think we’re seeing around 670-680 students
out of that one. We’ve got another one that’s two years old
as of yesterday, they’re seeing around 250 students, and we’ve got one that’s six months
old, and there are about 80 students. GEORGE: Ok, so let’s go back to how did
this all evolve? At what point did you decide you were ready
to branch out and go for that number two? PAUL: I guess, with working through the police
force as well, I got out of police force about 6- 7 years ago. Not because I didn’t love what I was doing,
but the time just came to jump, one way or the other. I was finding I wasn’t doing anything properly,
I was half doing the club, half doing the police force. And so, when I went full time with the club,
it gave me so much more opportunity to develop. Not just the style or the students, but the
instructors. That was one of the key points, after that
first mentoring was to understand that you can’t do everything by yourself. You’ve got to build your team. And your team might be your guys on the mats,
your guys on the desk, it might be your accountant, your solicitor, but your team has to be there. I’m very lucky that I’ve got still with
me now some really good young guys, kids, that are now in their mid-twenties. And I always earmarked an area, that demographic. I lived here; I thought this would be a great
club one day. And a couple of young guys that talked about
running clubs, and one day, James came in and said, I know you’ve always said you’ll
do this area, but I wouldn’t mind starting something – what do you think? And I said, look, I’m not in a position to
do it, so, we could do that – what do you think we do a partnership? And he said, well what does that involve,
and I said I have no idea at all! So, we formed this idea of a partnership,
which is an interesting demographic. Like I said, James has been with me since
he’s been five years old, and he’s now an extremely competent 23-year-old instructor
practitioner. So we went – let’s just do it. And the stars aligned to a certain extent,
and I think it’s like anything: if you’ve gotten things on your checklist that you want
to have happened before you proceed to something, good luck if you get 6 or 7. So do we prepped in some areas? Yeah, absolutely. James is a fantastic instructor. The premises came up quickly, which was unusual
down there, so we thought let’s just jump at that. Areas we could have worked more on if we had
more time, was the admin side of things, the business side of the club. But we’re up and running. We had some teething problems, we fixed things
that we needed to go, and as long as the face of what was happening, to the students, to
the customers, was OK, and then the behind the scene stuff – we scrambled where we had
to scramble. So it wasn’t an expansion plan as such, it’s
just that we had such great success here. And the guys who helped me make this place
so successful by taking classes and being such great instructors saw it as a genuine
lifestyle choice. And so, we thought why not? It’s not your traditional career path, but
we know that financially it can be rewarding, and even more so rewarding in the way that
you interact with people through what you can do. So the plan to expand was never “I think I
want to open up two or three clubs.” And one of our mentors, Fred Palmer, says,
“When you think about opening your second or third club – don’t.” Headaches do come, things get to a certain
critical mass, then things start to come together. The clubs support each other; you bounce ideas
off each other. So yeah, I guess to answer that – I never
planned on opening multiple schools, but we a have a really good instructor development
program, where we almost develop the instructors to the point where, if we don’t let them go
at it under us, they’re going on their own anyway. GEORGE: So what does that involve? I’ll probably skip this step as well. Were you balancing your full-time job and
then the school part time? PAUL: Yes. GEORGE: So you went full-time with the school
first and then opened the second one? PAUL: No, I’d run the school six days a
week from the day I opened it, this was just, again, not knowing what to do. My instructor ran his school six days a week,
so I did the same, I ran my school six days a week. But I was also working a full-time job – he
wasn’t. So that was probably mistake number one, it
was too much. And doing that for multiple years, where every
working week was 80 hours +, was just crazy. The kids paid the price; the family paid the
price; we don’t do that anymore. Even the new schools on their full time only
run four days a week. And we won’t run more than four days a week
until we create a critical mass. So there was that. GEORGE: Ok, so you have this program then
where you sort of groom the instructors. Can you elaborate a bit more on that? PAUL: Yeah. There’s a very solid element of self-defense
involved in martial arts. And my background, my street background with
policing and so forth, has helped with that, what works and what doesn’t work. But in this day and age, especially the demographic
we live in, our area – personal development is a big thing. And as you know, as most martial artist instructors
know – the bigger you get, the less trouble you seem to get into physically. You don’t have that need to get into a confrontation,
you’ve got nothing to prove. Your awareness of what can happen, both to
you and from you is there, so we work very much in developing the kids and their confidence. We start off with what we call a leadership
program, and kids can join that at ten years old. And simply, that involves them coming down
to help one class a week and then once a month we do a leadership training hour. We’ll cover things like public speaking, how
to break down teaching. And I’ll tell you what George: these kids
are amazing. They might be 10 or 11 years old; they’re
like sponges. They will get up and explain to you the three
attributes of teaching, what a good instructor should be like. So, from there, when they hit 14 years old,
if they’re really good, we put them on what we call a traineeship. It’s like an internship, so we’re looking
at how can this person get. So they come along for one night a week, and
we want to see if they can maintain that balance of training because that’s first and foremost
– they’ve got to be a student. If they can do that one night a week, they
can maintain their homework. Because we have to work with parents into
this. At 15, if they’ve gone through that pretty
well, we’ll put them on as part-time instructor. And then they’d stay with us really, up until
most of them finish university. GEORGE: Oh wow, awesome. PAUL: In my main club, we’ve got in the vicinity
of 50 to 60 leadership team, and we run at about 15 staff. We’ve got three full-timers, and the rest
of them are part-timers or casuals or students. GEORGE: Awesome. I see the value in that. Where my son trains, they have the similar
type leadership program, and he’s been talking about it for a few years and very much is
what you’ve explained, the whole progression, like you say, the public speaking and things
like that. I’d almost argue that they get more value
out of that from going to school because you see these kids in martial arts, they’re at
this maturity level that you can’t compare with when you look at anybody else in their
age group. PAUL: And where do you get an 11-year-old
these days, who can stand up in front of a class of 20 kids, take charge and give clear
instructions? It just doesn’t happen. GEORGE: Yeah, it’s invaluable. I think it’s probably the most underrated
skill, that confidence to be able just to present something. They say public speaking is what most people
fear more than death. PAUL: And I think you’ve touched on it there,
when you say it’s underrated, I think if people knew the value of martial arts and
not just the punching and kicking, they’d be lining up around the block to join clubs. I think as an industry, this is what we need
to push across. It is the inherent value of what we do, and
I know this sounds cliche, but I believe it: our competition’s not the bloke down the street
with the different martial arts club. I don’t lose students to other clubs: I lose
students to basketball or football or cricket or whatever that team activity is. But as martial arts instructors, if we can
teach parents especially – look, this is what your kids get out of this it’s not about
making them become thugs in our industry. GEORGE: Do you use that in your marketing? You’ve hit the key point there; I guess that’s
the ultimate thing: it’s not the kicking, it’s not the punching. That’s really what the kid is getting out
of this martial arts training. Is there a way that you use that to communicate
it to a parent? PAUL: Yeah. And I guess I look at it in two ways: one,
what I talk to parents, and two, what I talk about people that I mentor. To the parents, I say it straight up: we will
teach your kid self-defense, and we teach age specific and school appropriate.We also
give them tips on how to avoid bullies etc., like a lot of clubs, do. As I said to the parent, what we’re going
to give to your kid is more valuable than just being able to defend themselves. If they’re in a fight – initially, we’re going
to teach them how not to get into a fight. We’re going to teach them environmental awareness,
we’re going to teach them verbal skills, we’ve got some fantastic instructors, who work with
the young kids, and they’re just guns, but the message they deliver is not just about
punching and kicking, there are life skills there. We’ve got a great book, where every week there’s
a lesson. Now, the lesson might be on good manners,
or it might be when day comes up, a bit of history. So we’re trying to make these kids more than
kids. And as I say to the parents, think about the
last time your kid had a real fight. And they go, well he hasn’t yet. And we say great; we want to maintain that
track records, with a few skills to back it up if need be. We talk a lot about kids, but it’s the same
as with adults. When you sit down, especially in our area,
I say to the adults – when’s the last time you had a real fight? Knock them down, stomp them in the head, poke
them in the eye fight? And most adults, 95% of them will go – never. I say good, so who the enemy here? It’s cholesterol and stress and not having
something to do for yourself. So these are the triggers we use for our marketing
because they’re true. I’m 45 years old and to find something for
me, when I’m not busy at work, I’m not busy with my kids or spending time at home, working
around the house, finding something that’s my outlet, is gold. And that’s why, in our adult class, probably
half of them are parents. And when we talk to business owners, we say,
we’ll put a value on your punching and kicking, and again, you’ve got to find your demographic
we talked about at the start. Find your perfect market. If you’re a fight school, and you want to
groom fighters, then you’re looking at a different market. But I say, punching and kicking – man, that’s
worth $50-60 a month, I can get that anywhere. You add in nice venues at that, where the
parents who are your customers, can come in, sit down, there’s a coffee machine, it’s
maybe a bit warm in the winter, a bit cooler in the summer – add another $30-40 a month
on. Then you show the parents how you’re going
to develop their kids as people, and you’ve got a good match-up program or life skills
program – add another $30-40 a month again. So you’re constantly building value in what
you’re doing. And, when you think about it, the worst quit
you have is the email from the parent – little Johnny is quitting, please cancel our fees. The best quit you have is the parent ringing
up and saying, little Johnny wants to quit – how can we stop him from doing that, what
can we do? GEORGE: And how do you handle that? If a parent says, look – this is the situation,
he wants to quit. What can you do? PAUL: We try to be proactive before. So, what we look at, we look at training patterns. When the kids or even adults come in to train,
they have a card, like the old punch card. And they take it out of the rack during the
class, and they hand it to the instructor. Now, it’s old fashion; we have databases
and things as well, but what that does is, it gives us a point of contact at the very
start of the class. We run a rule of three: that every student
at every student at every class has to be encouraged and acknowledged at least three
times. So the first one is: good day George, how’s
it going? I have a look at your card, I flip it over,
and I can see your training pattern. And I saw you were doing great at the start
of the of year, mid-year you’ve dropped off, and the last two months I’ve barely seen you. So that’s the indicator for the instructor
to flag up with the parents before it happens before they stop coming. The instructors are OK to give out free private
classes. So maybe he’s having a bit of a problem with
him picking up a kata or form, or maybe he’s taken a knock in sparring, and his self-confidence
is down. So we try to schedule just a quick chat with
the parents and/or the student to say, hey – you’re not training as much, what’s going
on? Is it something we can help with? If we don’t catch them before that, and they
do cancel out – now, I should say, we don’t run contracts. I have nothing against contracts; we just
don’t do it because if you don’t want to train with me, I don’t want to keep you here. We do have a 30-day cancellation policy. They can train in those 30 days, in those
30 days what can we do to reverse it? The biggest thing is finding why and the bottom
line is, students leave because they’re bored. Sometimes they leave because they don’t feel
like they’re making progress, but they leave because they’re bored. So we have to look for patterns in classes. We have to look at is it a certain class,
a certain belt level, a certain instructor, and then we need to pay our due diligence
there. GEORGE: Ok, excellent. So this is going to lead in great with retention,
because I think you’re addressing this right now, it’s a question of really paying attention
to what’s happening with your students. It’s not like they just come in, and then
you’re in shock when a cancellation letter comes. You’re actually in tune with that and watching
for the patterns that might arise to address them. So, expanding on that, what do you guys do
to manage retention within the club? PAUL: Now, here is that piece of string and
how long is it! GEORGE: Yes! PAUL: People want to be part of a tribe, I
think. People like to be part of a group, and organization,
where they feel valued. So I guess we have two parts: on the mats
and off the mats. On the mats, your staff has got to be good
at highlighting the hotspot. Highlighting on the go, recognizing someone
saying something well and just making a comment along the way. Or spotlighting, where you stop the class
and go, hey, show me that again, that was fantastic. So people feel recognized for the class they
do. Something as simple as a high five or a fist
bump for a kid, and again, if you’ve got a class of 40 people, you can’t do it yourself,
your staff have to be able to do this. So the system, being acknowledged in class. They need to see progress; this is why we
have a belt system. But then again, as you know, it’s self-sourcing. If they’re not training and not progressing
– not progressing, they’re frustrated and won’t come to training. So you need to have a belt system with the
goals that are tangible for them. We have Good Joe cards. Every kid in our club gets a Good Joe card
every turn. And again, there’s a spreadsheet where the
instructors need to find something they’ve done well. And it might be he mastered a kick, it might
be his consistency in training; it might be his general effort. But every shift, the instructors have to have
the Good Joe cards before they go on. And they write them like, and some of the
Good Joe cards are amazing! They’re almost like pieces of art. The instructors believe what they say, which
is important. You and I, we get a letter in the mail, and
we go, how much is this going to cost me? A kid who is anywhere from 4 to 11 years old,
gets a letter, and they’re excited! My instructors recognize I did well in class,
and they’ve acknowledged it! My three kids train, they’ve all been training
since they were four years old. And even last year, my boys will get a Good
Joe card, and it will go up in the mirror, even after all these years. So there is that acknowledgment. We have birthday cards go out when it’s
your birthday or birthday week. We have little events, retention events, where
we’ll do pizza and DVD nights, we’ll run in-house tournaments. There’s just a lot of things, and I think
what you’ve got to realize is that there’s no one quick fix. You’ve got to have a system of retention. And interestingly, if you do some math, say
an average $130 a month student: if you can save two students a month, just by showing
some extra attention, working some retention strategies, over two years, you’re setting
yourself to $70,000. So it’s not we’re talking about here. Plus, that student who’s left, he’s not saying
fantastic things about your club necessarily, they’re not referring people. They’re not with you; you don’t want to lose
students because some of the students you lose are fantastic people, and it hurts when
you lose some of them. GEORGE: Yeah. All right, excellent. Awesome, I’m sure I could keep you going for
hours, but I’ve got two more questions for you. One: taking all this experience that you have,
where you’re at now, what would you do differently, starting all over again? PAUL: Wow! I didn’t have a “Why.” I didn’t have a “Why I want to open up my
club,” and these days this is my main thing with someone who’s an instructor, it’s having
a why. So I opened up my club because I was frustrated
and bored – that’s not a good enough why. I didn’t have a goal of, I want to help people,
I want to generate income, I want this to take over my full-time job. So I would make my why a lot more solid because
that would make it easier to focus on through the harder times. And it would just keep me in tune. The second thing I would do is say, get educated. Especially these days, there’s so much marketing
around. When I started off, there was not the Internet. There were no packages, no one was allowed
to cross train, to find different skills, it was very tabooed, not to go to another
club. So get educated. Acknowledge the fact that you might be the
most fantastic martial artist in the world, you might be a fantastic instructor, but if
you don’t know a Facebook boosted post from a newspaper ad, you’ve got no hope in building
your club, not in this day and age, there’s too much competition. So treat yourself like a white belt. I can’t tell you how much the industry frustrates
me, that I will get people who will spend $300 on a seminar, to learn a sparring technique
or a new kata, but won’t spend a $150 to go to a weekend business summit, where they could
put 20 new students down in the next month. So what I would do differently, I would start
off slower. I would educate myself on the marketing and
business side of things. And if you’re not running a business, if you’re
in a school hall, and you’re charging $10 a class per person, then you’re just not running
your business very well. So that would be my two big things: focus
on the why, get educated earlier with the business and administration side. GEORGE: Excellent! Paul, thanks a lot for your time, just lastly,
you’ve got the vast knowledge to share and so forth: if people want to learn more about
you or from you, is there anywhere they can go or find out more? PAUL: Yeah, absolutely. I’m very excited; a lady called Michelle
Hext, and I are launching an online mentoring program, martial arts business success. That launches in October. So if you jump into Facebook and look for
Michelle or me – Michelle is an absolute whiz on Facebook and in IT. I’m dysfunctional with IT, but the strengths
I have, we work very, very well with our staff, our growing schools, our retention. So it’s going to be a great little partnership
there. But have a look at that, talk to people more
successful than you, talk to people who have made the mistakes. This is like training: we’re training martial
arts, so we don’t have to go through the mistakes that the early guys made. Same with martial arts business: walk into
the Facebook works, go to the summit weekends and just get educated and start to build up
your network of guys that share the same goals that you do. Because as you know, you get energy from those
guys. You look at what they’re doing, and you’re
like, man, that a good idea! And I’ll let you in on a little secret,
you and your couple thousand of people that are going to watch this: all my best ideas
are not my best ideas! Out of the hundred great ideas I’ve had in
twenty years, probably three of them are original. And the other 97 I’ve gone – that’s good,
I’m going to do that. I might tweak it, but, yeah. So get invested in your industry and get to
know people who are like you and just enjoy your journey. GEORGE: Excellent, that’s awesome. Thanks a lot, Paul, and what I’ll do is,
once your program is out for those people that are listening to this later, I’ll make
sure that the links are all in the show notes so that they can get access to you. PAUL: Alright, great, thanks, George. GEORGE: Awesome, thanks a lot. I’ll talk to you soon. GEORGE: And there you have it, a great way
to end off. And thanks again Paul Veldman from Kando Martial
Arts. Transcripts of the show, show notes is at
martialartsmedia.com/7, the number 7. And I liked the last message there from Paul
– having your why. Having your why it’s so important. Why are you doing this? Is it just to earn a paycheck, is it just
that’s what you’re doing – what’s the real why, what’s the real motive behind building
your business and doing all this? And the clearer you are with the why – it’s
funny enough, everything else falls into place. We tend to look for the solutions and strategies
and everything, but when you get clear on where it is that you want to be, everything
else tends to fall into place. All right – thanks again for listening. Tune in again next week, I have an excellent
interview with you, going real, real deep on the why. Looking forward to getting that interview
up to you, and as I’ve mentioned before – if you’d like to get in touch with me, george
at martial arts media dot com, and let me know what you’d like to learn about and what
you would like to listen to more on the show. Thanks again, I’ll chat with you next week
– cheers!

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