Chuck Runyon

And in my early years, I didn't use purpose. I didn't really understand purpose. how it would move people, how it would amplify their performance.

And in my early years, I didn't use purpose. I didn't really understand purpose. how it would move people, how it would amplify their performance.

And then I learned it with Anytime Fitness and the books, they'll give you some moments on when like I had this epiphany and I started to see the difference on how it like really deeply stirs people from the inside and like, you know, takes them to another level when it comes to, you know, working a little bit harder, asking an extra question, I mean, going the extra mile on behalf of the consumer.

And then I learned it with Anytime Fitness and the books, they'll give you some moments on when like I had this epiphany and I started to see the difference on how it like really deeply stirs people from the inside and like, you know, takes them to another level when it comes to, you know, working a little bit harder, asking an extra question, I mean, going the extra mile on behalf of the consumer.

And so, you know, if you think just in basic terms of, You know, IQ, you know, using your head, and then what I like to call heart power and brain power. You combine those two. And so I really want to make sure that our team has their heart into this initiative, not just their brain into this initiative.

And so, you know, if you think just in basic terms of, You know, IQ, you know, using your head, and then what I like to call heart power and brain power. You combine those two. And so I really want to make sure that our team has their heart into this initiative, not just their brain into this initiative.

And when they put those two things together, I'm telling you, it really amplifies the performance of a team, of individuals. And I can just see it in their eyes. And so, you know, and the facts are, right, millennials, right, specifically, would rather work for a company they believe in and earn less. then work for a company they don't believe in and work more.

And when they put those two things together, I'm telling you, it really amplifies the performance of a team, of individuals. And I can just see it in their eyes. And so, you know, and the facts are, right, millennials, right, specifically, would rather work for a company they believe in and earn less. then work for a company they don't believe in and work more.

And our industry, you know, employs a considerable amount of millennials. So it's important to them that they have values and they can align with what the company stands for. And so, but I actually said, I think this is every generation now is kind of aligning to that. But if you do employ millennials, I mean, they care about more about purpose than maybe previous generations.

And our industry, you know, employs a considerable amount of millennials. So it's important to them that they have values and they can align with what the company stands for. And so, but I actually said, I think this is every generation now is kind of aligning to that. But if you do employ millennials, I mean, they care about more about purpose than maybe previous generations.

And so to me, it just comes down to performance. So it's, there's like, I call it the economics of purpose. It's, you know, people, I mean, they would get out and they would jump out of bed on a Monday morning ready to tackle that problem because they believe in the mission. They believe in what the company stands for. And it's just combining your heart power with your brain power.

And so to me, it just comes down to performance. So it's, there's like, I call it the economics of purpose. It's, you know, people, I mean, they would get out and they would jump out of bed on a Monday morning ready to tackle that problem because they believe in the mission. They believe in what the company stands for. And it's just combining your heart power with your brain power.

What are some things as a leader that you think you guys do that help sort of cultivate that sense of purpose?

What are some things as a leader that you think you guys do that help sort of cultivate that sense of purpose?

Yeah, one of my favorite movies is It's a Wonderful Life with George Bailey. And we talk, you know, George Bailey, if you remember, gets a chance to see what would have happened if he had never been born, right? How would his town and the people around him been impacted? And so we use that as one of the examples in the book is what if your company had never existed, right? Who would be impacted?

Yeah, one of my favorite movies is It's a Wonderful Life with George Bailey. And we talk, you know, George Bailey, if you remember, gets a chance to see what would have happened if he had never been born, right? How would his town and the people around him been impacted? And so we use that as one of the examples in the book is what if your company had never existed, right? Who would be impacted?

Whether it be providing jobs to some of your employees or whether it's the value of your products and services and how they're making your consumers' lives better. And so start with if our business didn't exist, who would be impacted? And then once you start to see, hey, look, yeah, we are doing something that provides value to people. Now you've got to find a way to tell that story.

Whether it be providing jobs to some of your employees or whether it's the value of your products and services and how they're making your consumers' lives better. And so start with if our business didn't exist, who would be impacted? And then once you start to see, hey, look, yeah, we are doing something that provides value to people. Now you've got to find a way to tell that story.

And so we do that in our internal meetings. We actually invest in some videos to, you know, share how we've impacted our franchise owners, impacted our members. And so, you know, I think a CEO has to be in part a storyteller of what How the brand impacts the world, right? What the service and product we provide, how it enriches people's lives.

And so we do that in our internal meetings. We actually invest in some videos to, you know, share how we've impacted our franchise owners, impacted our members. And so, you know, I think a CEO has to be in part a storyteller of what How the brand impacts the world, right? What the service and product we provide, how it enriches people's lives.