How I Built Resilience: Live with Sadie Lincoln

Episode Summary

Executive Summary: Sadie Lincoln describes how Bar 3 pivoted from a premium in-studio fitness brand to a resilient virtual-and-hybrid model during COVID-19, while also using the moment to deepen leadership, community, and racial-justice conversations. She argues that connection, flexibility, and honest learning—not polish—will define the future of fitness and her company.

Main Topics: COVID-19 shock and studio closures (Priority: 5/5): Bar 3’s studios were largely shut during the pandemic, forcing the company to respond quickly to an unprecedented business disruption. Rapid pivot to virtual fitness (Priority: 5/5): Within 24 hours of the shutdown, Bar 3 launched live-stream classes from instructors’ homes, sacrificing polish to maintain community connection. Franchise model, community loyalty, and local autonomy (Priority: 4/5): Lincoln emphasizes that Bar 3’s empowered franchise structure let owners make local decisions and benefit from community loyalty, helping some studios retain much of their revenue. Hybrid future of fitness (Priority: 4/5): She argues in-person workouts will remain essential because humans crave connection, but digital classes are now a permanent part of the fitness landscape. Leadership through circle practice and listening (Priority: 5/5): Lincoln says Bar 3’s long-standing circle-based leadership approach helped the company hold candid conversations remotely and build trust during crisis. Racial justice, privilege, and anti-racism learning (Priority: 5/5): She connects the company’s current reckoning with Black Lives Matter to her own awareness of white privilege and the need to learn, listen, and avoid performative activism. Innovation through constraint and discomfort (Priority: 4/5): Lincoln frames crisis and discomfort as catalysts for creativity, comparing the current moment to the founding period of Bar 3 and arguing that hard changes can produce a better future.

Key Arguments: Bar 3 survived the shutdown by moving immediately to virtual classes, proving that speed and willingness to be imperfect can preserve customer engagement. The company’s premium value is not just physical space but the emotional bond between instructors, owners, and clients, which carried into the digital format. Franchise ownership gave local leaders autonomy to respond to state restrictions while also sharing best practices across the network. In-person fitness is not disappearing because community and human connection are fundamental needs, but digital workouts offer convenience and accessibility that will persist. Leadership during crisis requires humility: the top leader must listen, learn, and create space for others rather than assume all answers. The Black Lives Matter movement forced Lincoln to confront systemic racism and white bias inside her company, making equity work a practical leadership responsibility, not a branding exercise. Current discomfort and uncertainty can drive innovation, lower barriers, and lead to a more inclusive business model.

Data Points: Bar 3 studio count: around 160 studios - Company footprint mentioned at the start of the interview Open studios during pandemic: about 30% - Lincoln says roughly 30% of studios were slowly reopening Closed studios during pandemic: about 70% - Majority of locations remained shut Studio business performance: around 50–55% pre-COVID - Lincoln estimates overall studio business revenue relative to pre-pandemic levels Virtual audience reach: subscribers in 98 countries - Bar 3’s streaming service audience Company leadership gender: 100% female led - Lincoln describes the franchise system as female-led Owned leadership network: 120 invested owners - Lincoln says these owners are actively helping teach and guide the company Early reopening example: 4 people in class - Lincoln describes teaching at Cedar Mill as a small but symbolic reopening

Pivotal Quotes: "We are not closed, we're opening a virtual studio." — Sadie Lincoln: Her response within 24 hours of shutting all Bar 3 studios "We can do hard things." — Sadie Lincoln: Her reflection on crisis, racial justice, and the opportunity for growth "It's the sand in the oyster that makes the pearl." — Sadie Lincoln: Her metaphor for discomfort and crisis producing long-term value

Implications: Fitness is likely to stay hybrid: digital convenience plus in-person community. For leaders, the episode shows that crisis demands humility, local autonomy, and sustained anti-racist work—not just fast pivots or public statements.