As an instructor, you've mastered your martial arts technique – but as a school owner, have you perfected the art of running a dojo? Having a successful business model is built on having the right network of systems in place. With the varying philosophies and approaches, figuring out which systems work best for your school can be an overwhelming undertaking.
Join Master Timothy Wakefield, owner of Shaolin Martial Arts Canada, as he takes you through:
- The different programming and fee structures to consider
- Tracking the essential Key Performance Indicators (KPIs) that affect your bottom line
- Identifying hard and soft sales tactics that will work for your school
- How to generate new business through efficient promotional techniques
PerfectMind Inc | 4333 Still Creek Drive 2nd Floor Burnaby, BC V5C 6S6 | www.perfectmind.com
About the Speaker
Master Timothy Wakefield is the owner of Shaolin Martial Arts Canada and has been teaching across Ontario and Quebec since 1994. Master Wakefield is also a consultant to the Toronto Police Service Training College, and is one of the highest-ranking instructors in Canada. Over the many years of running a successful martial arts school, Master Wakefield has developed a polished business model without compromising his dojo's core values.
Pei En: Good morning, everyone, hi! Good afternoon or evening if you're joining us from a little further away. I'm Pei En and I'm the Marketing & Events Coordinator at ChampionsWay PerfectMind. So welcome to today's webinar on "The Dao of Dojo Systems Development" with Master Timothy Wakefield. Before we get started, let's do a quick sound check. If you can hear me, please type "yes" into the chat box now. Awesome, I think everyone can see the screen as well. Alright let's get started!
Before we jump right in, I'd like to give a quick rundown of who we are for those of you who are joining us for the first time and not familiar with ChampionsWay of PerfectMind. All-in-one martial arts management software, used by thousands of schools worldwide, and enable school owners to manage memberships, billing, belt ranks, and promotions, and more from a single platform. We also provide various services, like web development and online marketing. If you'd like to learn more about us or want to see some of the free content we have to offer like today's webinar, visit championsway.com
Now enough about us, let me introduce today's guest presenter - Master Timothy Wakefield. Master Wakefield is the owner of Shalon Martial Arts Canada. He has a vast range of teaching experience since 1994 and he's also consultant to the Toronto Police Service Training College. Over the many years, Master Wakefield has developed a polished business model that balances both the business side of things and his love for the art. It's really going to be a great presentation you're all in for a treat. I'm going to let him get right to it. Take it away, Master Wakefield!
Master Wakefield: Okay, everybody can hear me, yes? Right, so it's good. Like she said, I had a lot of trainings, a lot of time. I started martial arts 34 years ago, running my school for 23 years. Today I'm not going talk so much with that any one specific system or systems, but more on how to start through what's out ther, and just trying to find what you need to implement and how to implement them without compromising your initial values.
We have ourselves the importance of systems. Pretty much I'm sure it goes without saying that most instructors these days agree that successful business model is built through a network of integrated systems. It's common sense that would seem there's still quite a few operators out there who either do not have a proper system in place, beyond quick /, or they're still coming up with stuff on their own. There are others who have systems in place but those systems are not yielding in terms of results, or perhaps they don't have the right systems in place so they're now looking into improving their skills. This actually can be traced largely to how one was brought up in the martial arts and how you entered into the business, how you run your school often reflects on what you were shown by your instructors, and what models you copy as you moved up. Whether you're going into a franchise or you've / so have the impact of these two. Usually with franchise, you have a kind of systems are already in place put by the people, you're just following someone else's model, but you're an independent out there and you're trying to make a go on your own and you don't have those resources, this can be a very difficult thing.
I was no different. When I opened my school, my business training, I kid you not, it was five minutes where my instructor sat me down, flipped the schedule over to the blank side, got a pen, wrote down "Okay you charge $375 for three months, and you charge $450 for six months, and you charge $600 for a full year, okay? Now go advertise!" That was the extend of business training I got. So everything else I built in from there, I have to figure out on my own. Fortunately I had a bit background with my parents in terms of freelance graphic design and entrepreneurship, so I had some idea of how to take care of those things in my way. But you get to a point where all the entrepreneurlistic spirit can only get you so far.
As you can see there's little sayings down there at the bottom of these things where I put down a little quote at the bottom trying to help us out. The last one was "you don't know where you're going, any path will take you there", absolutely right. Now the next one here is called starting a new system. I inherit my school from someone else who didn't really care about school that much, like it ran by a senior then took off took, I had took it over. I was told that I had 60 students, it didn't. It has 60 application forms and had five active people standing on the floor. In a matter of a few years, because I didn't have proper systems in place, I somehow managed to build the school from five students to 90 students. That led up to the decision making thing from me whereas I need help, I need to start getting organized. So I started looking around. I know there's a school out there that's doing really well, so I tried to find out what they were doing.
One of the first things was building company. I came across, first time ever, "I will build a company for the school." It can be said that any system is better than no system. That's a whole truth because having the right systems for you is crucial. Having the billing system is absolutely integral to your school, you need to have one, especially if you're crossing over into the 100, 150+ students, you know you've got to start craft your things, especially if you want to to things like monthly billings or if you want to start managing multi tier program and things like that, you really want to start getting to billing system with a management background as well. When you're taking on a new system / what it is, financially motivated, I would recommend to keep one thing in mind as you decide on how to implement this new program.
Before I went in with the billing companies, I spoke with the senior instructor in the organization I was at at the time, his name was John Fritz. I asked, "What do you think about this billing company thing?" He says to me, "Well it depends on what kind of relationship you want to have with your students." And it's anything more, kind of esoterically walked at a different direction. I didn't quite grasp 100% what he meant by that. It's like what kind of relationship do I have with my students? Well I want it big, I want to do a little teaching, I want to do those things. So I just went ahead and did the billing company anyways and it worked, it changed some things. It wasn't easy implementing that stuff. New beginnings are often disguised as painful endings, so we have to kind of give up a little of what we think we know about how things are done and start accepting new methods. That was a good thing that I took on the billing company. A few years later I realized there's more to it than just billing. I started getting involved with other individuals and organizations out there that provided further instructions on how to run the business better.
We enter what I jokingly call The Business Gurus. Notice that due to the expansion of martial arts community and increasing demand for martial arts business education, this whole sort of industry has evolved. I'd say from the early '90s to now. From this we have all kinds of awesome organizations, pick an acronym: UFC, UP, / pick one. They all got great stuff to say and great things offer people about how to improve your business. So if you haven't looked into any of these guys yet, take a look at all of them and see what you can see. A lot of these guys have achieved amazing successes and have been able to help countless other people achieve success of their own, but not always on the same scale. Also I just digress into a different direction briefly for a second. This kind of reminds me of an old saying, that is, we're seeing this on a show way way back, that's if you want to make a lot of money, come with a formula which others can make money then package it and sell it. There was a guy in Johnny Carson who came up with a way of doing this and he talked about this is way back.
They're saying the same thing, if you want to make money, come with a way for people to make money and sell it. Unfortunately that kind of thinking also open the doors to charlatant and those following today who follow the ancient axiom of "those who can't do, teach". When you're searching out your billing guru, make sure you check their background a little bit. Make sure you understand what their experience level is. I'll be the first to tell you that I'm nowhere near being a business guru myself, at least my opinion. I just want to watch it for / because he got guys who wanted to take your money. They're going to tell you that they want thousands of dollars upfront because they're going to teach you how to do this, teach you do that. Be careful of that kind of thing. If it doesn't work, you're out of thousands of dollars and you got no results. We're going to just hop over here to the many 'systems' of systems.
As of the martial arts themselves, we've all seen the various styles and philosophies emerging with each "guru" and "gurus" popped up. As previously mentioned, there are many great companies and individuals that create these things for us to follow. Right here is one of the difficult things is there's so much information, there's so many varying philosophies in how to approach these systems that can be very overwhelming and pretty much mind boggling to trying to figure out how to undertake these things. It's also like the Yin and Yang. You've got the external and internal of everything. We got test fees, people love test fees, they're saying you got to have test fees, and they got the group that says no test fees, don't charge your students. You got people say test your students, you got those who say have graduation ceremonies. You have all inclusive or not all inclusive, cash outs or no cash outs. I recall one of the many conferences for martial arts businesses that are held annually. It was really an interesting experience because I went to this one room and they had a bunch of these guys, this high-end guru type standing there, and they're telling you, you got to have multiple income streams, you got charge for this, you're going to have to upgrade here. Everything was about building the trickle effect of money on money on money. Then you go across the room to the other side, we had the guy sit here from another company touting the idea of all inclusive memberships. The pros and cons which he enlisted all the pros to this method of doing things. And then like came to the context and he said there are no cons. I was like, oh! So you got these two very opposed philosophies of how to coming back your business. And there's us, the poor business owners in between going, crap what do I do? Whether you'll get single-tier, multi-tier programmings on, there's hard and soft sell tactics some people want to go out there in terms of advertising, promotion they want to go very hard or they want to give like quick fix kind of deals, $30 short term get the people, just get them on the door. Get people in fast, get them in hard, sell them hard. And they got the other side of the fest where you got guys who are saying relax. Again, it's very confusing for people who are trying to get into this to decide what to do. This is where the common pitfall which we got up here.
Just before you get here, this is a good thing to know here is this little quotes, knowing others is intelligent, knowing yourself is true wisdom, mastering other is a strength, but mastering yourself is true power. This is really the first to figuring all the stuff out, to keep that in mind. The common pitfall is, I'll be the first to say you should of course know your business. You should know everything about it. Know your monthly income projections, know how to track your annual enrollments, know how to do upgrades, know where they're coming from. You should know where profit and loss ratios are, you should know what your student counts are, you should know what your student term rates are, you should know how to make sure your marketing is effective and producing the results that you want. The biggest thing I see as a problem is we get so caught up in the buzzwords, get so caught up in all this stuff, that we really forget the reason why we're doing this in the first place.
This is what happened with me. I got into these systems, I started building and changing things, compromising the way I was doing stuff. I had a good student base but I want to get bigger so I started following these methods. After a while I found that when I did this quick sell hard approach methods, I would get a lot of people. But I got in so many people that it was too much for us to be able to keep up with, I couldn't provide the level of service that they were looking for. Also the people that I already had weren't able to adjust themselves to the changes that I put in. They felt that the martial arts had been cheapened a little bit, so I was losing on both ends. I was losing from people who felt the change is too dramatic and I was losing from taking too many people and not being able to keep up with them. Especially if you don't have a lot of staff, which at the time I didn't. You have to really sort of decide at this point, do I want to be a customer service oriented business or do I want to be a service oriented business? Customer service is mostly trying looking after the overall experience that the people have in your school, whereas services means you have multiple programs, just trying to funnel people into different directions to get to their goals. The only answer is we got to have a balance approach. That means reminding yourself why we're doing this in the first place. We train in this business, we work in this business because we love the martial arts, we want to pass on our knowledge to other people. We like being on the floor. I'm not saying we should hide on the floor and away from the office. I'm saying we should be comfortable in every area. Because people don't really join our schools just because we have a cheap special or because we have a / system to direct their energies across their training. Those are all things that help the things that we do, but those are not the reasons why they're joining. The reason why someone decides to sign the bottom line on your contract, if you use them, is ultimately people seek entertainment, inspiration, leadership, community, and structure. So the end of the day, regardless what systems you have to support yourself, it is your passion and your leadership and your ability to build that sense of belonging that is crucial to their sense of inspiration and their desire to want to continue. If the reason for the spirit of us, they don't stay, they quit. If your inspiration is not there, people quit. They're not enjoying themselves, they quit. And if it becomes too much about the money, they smell that a mile away and guess what, they quit. A trouble comes from not knowing what enough is.
Great conflict comes from wanting too much and when we know what is enough, enough will be enough. I know that sounds rather conservative but the idea is you got to try to find balance in your system and balance in your business. So when you're choosing your programs, I have come with a few considerations for you and some ideas.
The first thing you got to realize is that there's 5 factor to consider when / what system to implement in your school. This is what I use to figure what I want to do.
#1 - how will it help you? You want to determine what challenges it will have or alleviate were present. Will it help or will it not help, basically.
Second thing is how will it impact your students, both future and current. Again, determining challenges and also starting weighing the pros and cons. If I do this, how will that impact them, how will this help or impact the future.
The third one is will create / your school. You've already got some of these working, don't mess it up. You can try to augmented, adjust or adapt it.
But if you try to replace something so completely that it literally unbalances the culture at your school you've already worked so hard to build, maybe that's not a good idea. Unless of course, the culture at the school one is destructive to what you do but it's working. If it ain't broke, don't fix it, but you can always make it better. From a more philosophical point of view it's like this. There's Yin and Yang. For the most of us we understand that Yang is an external practice or it's energy going out. Yin is internal practice or energy coming in. If there's too much Yang in a program, too much aggression, too harsh, too aggressive a policy, then you're going to find it very hard to enforce, because as you push that on people, you're going to expect some pushbacks and it's going to happen. Doesn't matter how convincing you are, people are smart enough to see what's going on, they will resist. If there's too much Yin or the program is too soft, it doesn't really have a lot of life to it, it'll be easy to overlook and get forgotten. You'll just 'oh yeah I'm supposed to do that', 'oh shoot, I forgot to do that', or 'oh geez I need to do that, oh hell get it next time.' That's a Yin project and it's probably not working for you. So you got to find that balance, that's where you know what you're doing what you're supposed to do, but it's not overpowering people but it's not being weak either.
Fourth consideration is how much time and money will it take to implement it. It's more practical. Everything you do, everything you implement, comes with a cost, whether be it paper, human, or whatever, there's always a cost to it. From renovating a school to new printing, new uniform changes, I know all about this, I've rebranded myself a couple of times. It's a difficult process. Which brings you to whether or not you want to do this as a gradual development, or you want to do it kind of it's happening now. From my experience and my personality when I do things, I kind of do it just change it. If there's something needs change, just change it. Because if you do gradually, too much Yin, it's going to start falling apart. You're going to lose it. If you try to build something from the bottom and wait for the grandfather all the way up to the top, you'll be chasing your tail all over the place. If you have a policy that's that crucial to you, just change it. It's your leadership at that point that helps everybody adapt and adjust to whatever it is that you change. Small example, apart of me from my school is I recently switched because we are actually come to the system. I switch from belts to Kungfu sashes now, I might be alone in Canada where there's not a lot of supplies stores, everything comes from the States and the Kungfu sashes is near impossible to get ahold of. It's like 3 places in the / area that have them, they're not the same size, they're not from the same manufacturers, they're different qualities, they don't always carry it stock. So this is a tough decision for me. Do I want to do it? I'm using Karate belts because they're easy to get. Everyone's got Karate belt. I want to be different. So I went out there and I made sure that I got my sashes and I brought them in, and I made sure everybody's switched to those sashes within a 2-month period, I set the goal. By the time we get to the next test period, everyone's going to be wearing Kung Fu sashes not Karate belt. Now we got it and everybody's happy, they love the sash. So we got happy people running our sashes. That's been a little / about that.
Fifth point - what is the end result you want to arrive at. You have to have an end game in mind for all these things. If you say I want to be this, I want to do this, stick to it. Aim the plan, stick to the plan, make the plan happens. And of course make sure that it's always directed towards the end result that you have in mind. Too many and too often people set plans and just kind of get twist or thistle out to different directions and nothing ever happens. I've got some friends who run dojos out in various places. They're great guys, they run good martial arts, but at the same time, their schools are kind of like it costs to exercise and half finished projects. They're always working, they're always doing this, they're always doing that. What we want to do is set that goal, get the job done, make it quick and easy for everybody to adapt, and then they're good.
Another thing you might want to take into consideration or to realize is that when you're teaching martial arts, the martial arts has to adapt to the individual because you got various people of different characters, personalities, body sizes and whatnot. So the martial arts can't be the master. The martial arts has to be the servant. So the people have to fit what's going on in martial arts to fit to them.
This is true to martial arts systems too. If it isn't working or it doesn't belong, it might not be... that doesn't / so much as one that's not working the way it should in its current form. You got to make sure that the system that you're adapting can kind of merge successfully with what you're already doing. Say you're going to change this one system while you have other systems that are in place that you want to preserve. So that system there cannot be opposition to the systems that you're running. It'll have to be concurrent with each other. One has to lead to the other to the other to the other. Everything's got to be a network.
I give you one sort of example where some systems can work in some areas and not in others. Let's say you got schools that exist in the southern states. It's very warm there most of the time, they don't really experience much of the winter. So these guys can walk around, do all kinds of outdoor advertising events throughout the entire year that work very well for them. However, if you are in a place like say Canada or New England, where we got snow on the ground 10 months a year, people are less likely to give you their time, walk around outside when it comes to doing that sort of cold call presentation versions of a VIP pass, because they just want to get into their car, get warm and get home, or get to work, do whatever they want to do. They're not going to stop there in the middle of a blizzard to talk to you about your VIP pass. There's certain tactics which would have to adjust and adapt to fit to where your area is.
I was working with one particular guru guy, very successful guy. Demographics of the regions, whether you're talking about financial demographics or work demographics, as niche demographics, these things all play a part in what you do, you have to actually know this stuff about your area. This gentleman who is trying to tell me that because he gave me some system to work on and I tried to implement it. They kind of have worked and they didn't quite work the way they were supposed to. He's very hard on me saying this is the only way it can work, this is the way. It works in a chain of school and it will work for you. You just do it exactly like this and you can't deviate. So I tried it but it wasn't working that way. It wasn't because I did not understand what he's doing, it wasn't because the system wasn't a good idea. It's because it wasn't the right fit for what I was doing and where my people are at like where I was. The culture of the people in my area, it rubbed them the wrong way with this approach. So I try to explain that to him and he says, "You know what, if I came up to your area, I'd open a school across of you and I'll destroy you." Without even understanding one thing, without having ever set foot in my neighborhood. They think they understood everything there was to know about business where I'm at, which I would never presume to do for anyone else. I've never told someone that I know your area better than you do so just do this. I had a guy that was coaching a while back who was in New Hampshire. If the town was in New Hampshire, it was not sort of high-end money town. There's certain income cap that they experience. He was able to implement the idea of what I was doing but he had to change the technique and start over to match where the financial limitations were for people in that area, and he did well with that. So at the end of the day, what you got to do is when you listen to these gurus is absolutely listen to what they've got to say. Take what they say but don't think that you're obligated in any way, shape or form to do it exactly the way they tell you. Some of them know this and they will tell you this, but some won't.
So you kind of be like Bruce Lee. We all like to talk about Bruce Lee the way he do martial arts. Take what works and discard the rest. Well what I do is I say take what works and make it yours. Take what doesn't and either discard it or shelf it until it becomes relevant. Maybe you don't understand it well enough yet. So instead of just casting aside like it's nothing, put it aside and wait till it does. Just like that martial arts technique that we do where we learn something it doesn't quite make sense. Then five years later something clicks, that's where it's supposed to work. That's what you want to do with your business training. Take what works, adapt it, make it fit you. But remember it's not the guru's dojo, it's your dojo. So you have to figure out what make sense for you, what makes it right for you. My school has bits and pieces of different systems, I re-organize and modify to fit, not just the model I want but also the personality and the culture at school that I envision. And also to match the atmosphere that people in this area like. It works very well.
Doing this training is good, borrowing ideas of others who are successful is good. That's what we're supposed to do. If you want to be successful, all you got to copy is success. Some of the most successful people in the world got that way because they took another guy's idea and made it theirs, not because they did it the way the other guy did it. The concept of Facebook comes to mind. That's why I came with the quote here: learn from everyone, follow no one. Just a little side note on that, when I become very successful in this area because I adapted the philosophy of be the one guy doing what no one else is. Then you'll find if you can figure that out for your own business, you're going to do really well. You can master and hone that down, get to that point where you're doing what no one else is doing, and no one else can possibly duplicate or replicate, you've got something. That's where you're going to start seeing results that you want.
The last section of this we're going to move this forward to... all work and no joy makes for a dull sensei. This is a really good point for you guys. If you're not enjoying yourself and your business, your energy will be low. This will filter down to your staff and your student base. If you find yourself sitting or banging your head over the spreadsheet too much, you're worrying too much about that bottom-line all the time, you're taking a bunch of guys and you watch it go up, you watch it go down and you're just getting frustrated doing this, you spend more time in your office than you're on the floor doing the thing you like to do, this will affect you. I know this is can be tough sometimes. You got to spend lots of time at the office. Like I said before we shouldn't be afraid of being in the office, but you need to make sure that we're still doing what we're doing this for. If you ever feel low, guess what, your retention starts to slip. Doesn't matter how many systems or tricks, or how much advice you stick into that place, if you're not feeling it, guess what, no one else is feeling either. They're going to pick up on that and they're going to feel that energy and drop. They'll feel less motivated. So the key phrase here is low energy in the school is infectious. We don't like infections, infections are bad, infections tend to spread from one thing to another thing to another thing. So we need to make sure that we guard ourselves from infections by keeping the level of our school high. Flip that over to the other one. If you are enjoying your business and excited about your school and your students, this will shine through in the enthusiasm will be contagious. Contagious is good. We want people to feel enthusiasm, happiness, enjoyment, and inspiration. We want them to have all these good things. One of the results that you can get by doing this, I've done this on my own school is I don't do a high volume of enrollments. I keep steady, I make it steady. I don't want 50 people walk in my door all at once, too much to handle and we get stressed out. What I do is I keep a nice level. I'm averaging about 10, 12 guys a month and that's good, I like that because I manage it well. Then my renewals are strong, my retention is strong. I build relationships with my students, keeping it kind of like if you're happy. I don't have to chase people for renewals. I have two things working for me. #1 my relationship with the student, #2 this is the automated system provided by system here which is obviously ChampionsWay.
Between those two things, I have very rarely have to go after a person and say, "Hey your membership is up, would you like to renew?" Most of the time, I just see this happen in just a couple of days ago, I got people coming in to me for their 30-day notice of renewal and they say, "Hi, I'm here to renew, what do I got to do?" I just say, "Okay give me the paper and I'll sign it." That's it. No negotiations, no reevaluating, they just sign it because they're happy. They're happy in my school, they love the way I teach, they love the way things are working. My systems are working, it's smooth and supportive. A couple of days ago I had a nice renewal where they came in, a family of 5, they were signing a renewing for their students, they did four payment full memberships for one year in one shot on the spot, so I think it added up to something like $7,000 altogether plus another $1,500 in upgraded sparring kid, so that's a good day. They didn't bat an eye twice. Just because I work such a nice relationship and I kept energy strong. I didn't do my hard sales tactic when they come into my school the first time, we go through the intro process, they go into an orientation process. There's no hard sales for these guys. I just simply show them what my programs are. I give them no more than 2 choices. You go left, go right, you cannot go wrong. 9 out of 10 they'll go the right direction I want which is signing up for my 6-month basic program. I've actually got a 30-day trial, nobody takes it, they all go straight for my 6-month program because of the way I teach my orientation lesson. If you establish that inspiration right at the very beginning, it doesn't matter what you charge or how many discounts you give or how fast you can get and pay sooner, it doesn't matter, they won't go for it if they don't feel it. So you got to really build on that personal aspect in your business with people.
I'm going in circle right back to Master John Fritz, the guy I told you about what is relationship with your students. In the end he was right and I've since understood because this is really good, the only compliment that we're having a good personalized enthusiastic relations with your membership days, do your best to provide a good customer experience for everyone. Meanwhile, having solid systems that fit your design and personality into the culture at your school that support everything that you do. Everything has to lead one into the other. Your billing has to support your membership, your membership has to support what your activity level is your training, your training supports the ability to move up in ranks, your ability to move up in ranks supports your retention and upgrade. Everything's got to tied together seamlessly. This is why I'm not talking what specific system you want. You guys have all kinds you're playing with, make it yours, make it fun. Not just for your students but also for you. Then you're going to have good success. If you change the way you look at the things, the way you look at things change.
This is one last thing I'm going to leave you with before I turn you back over to Pei. I like this quote, I use it a lot for a lot of different things. It has many applications, it makes sense. If you are anxious, you're living in the future. In other words, if you are freaking out about your future students and all those things like that, future dropouts, guess what, you're worrying about stuff that hasn't even happened yet. You stress yourself with things that don't need to be stressed about. If you do what you need to do in the present, the future will actually be more secure. If you're thinking too much about the future, you may forget where you are right now. And that's actually a thing that will hurt your school. If you're regretful, you're living in the past. If you're sitting there and like wow I really suck at this, I drop this, or this just didn't work, I don't know why, and you're beating your head over it, you know what, that's a waste of energy, you'd stop thinking about where you are, you're focused on the past, you can't even see the future because you're stuck. Let it go, reevaluate, trying to look from a different perspective, and see how you can tweak it to make it right now. If you are happy, you're in the present. This is where enlightenment usually ends up being achieved.
If you're happy, things are working. Think about it, whenever you guys are happy, the concept of future doesn't exist, the concept of past doesn't exist, because you're happy right now. Now why we're happy right now? Because things are working, we're doing the right things, we're making things happen for us. And keeping your mind in the present moving so that when contingencies are required or something starts to move in a direction where it will not work, we're already on it and we see it happen because we're here. When we can stop that thing before they start, we keep our happiness, so our enthusiasm stay as high, our students count stays high, retention stays high. This is a lot of discipline because we got to keep that mindfulness moving all the time. The minute you let your guard down, you can slip into the future or the past.
Anyway that's my philosophical presentation for you. Hope you enjoyed it and I'm going to turn you back over to Pei now, and that's when we're going to do this thing. Pei, take it over.
Pei En: Awesome! Thank you so much, Master Wakefield, it was a great presentation. I love all the quotes you threw in there and especially what you said about preserving systems and copying good ideas but also making everything your own that can be applicable to martial arts school and any other thing that you're doing.