Speaker 1: Mute forms. If it doesn't work, you're just not using enough.
Speaker 1: You're listening to soft web Radio Special Operations, Military Nails
Speaker 1: and straight talk with the guys in the community.
Speaker 2: Hey, welcome back to an episode of soft Rep Radio.
Speaker 2: I have today a very special guest and his name
Speaker 2: is Francis Rachopi, and I'm gonna tell you a little
Speaker 2: bit about him.
Speaker 3: But first I need to point out.
Speaker 2: That we have a merch store, okay, and you help
Speaker 2: keep the lights on when you go and buy one
Speaker 2: of our mugs or our shirts and you support soft Rep.
Speaker 2: Go check out our merch store. And also we have
Speaker 2: kicked off a really cool book club and at soft
Speaker 2: rep dot com Forward Slash Book hyphen Club. I think
Speaker 2: if not you can find it by just looking up
Speaker 2: the softwarep book Club. Get involved in that, and we
Speaker 2: have a lot of books going out to a lot
Speaker 2: of our members that listen. So, without further ado to
Speaker 2: not put too many commercials in front of you, the
Speaker 2: person that we have today, I'm going to read you
Speaker 2: a little bit about him. Real quick founder and creator
Speaker 2: of the Jed Burrow podcast and founder of fr six
Speaker 2: as a guest with me today and who I've brought
Speaker 2: onto the show for soft Reap. Fran has served thirteen
Speaker 2: years in the United States Army as a Green Beret,
Speaker 2: deploying three times to Iraq and spending several years operating
Speaker 2: across Africa. A lifelong sailor, Fran volunteers to teach veterans
Speaker 2: to sail as the race director for Salehead, a veterans
Speaker 2: service organization dedicated to reducing the veteran suicide rate. He
Speaker 2: also served as the director of Global Security for Snapchat.
Speaker 2: Fran is a performance development coach for Boston University Men's
Speaker 2: Rowing and heads leadership programs for retro fitness using his
Speaker 2: five components of a performance mindset.
Speaker 3: So.
Speaker 2: Fran has a BA in Journalism from Boston University an
Speaker 2: NBA from NYU Stern. He holds the highest certifications in
Speaker 2: the corporate security industry and has been recognized by the
Speaker 2: FBI and the DHS for his leadership and innovation. And
Speaker 2: frand welcome to the show. Thanks for having me. I
Speaker 2: appreciate it.
Speaker 3: And I need to go to the merch store.
Speaker 2: Yes, please check that out, check this out. And also
Speaker 2: I'm sure that the Jed Bird podcast which you helm
Speaker 2: has its own merch.
Speaker 4: We do have our own merch and I built the
Speaker 4: store on Shopify. That was an emotional experience to try
Speaker 4: to have. Actually it was easy, but for me, it
Speaker 4: took quite a bit of time to figure it out.
Speaker 3: You know.
Speaker 4: The hardest part is the pictures, Like what pictures are
Speaker 4: you going to put in this thing? Because I tried
Speaker 4: taking pictures in all these different places of like our
Speaker 4: shirts and our sweatshirts and our hats, and I could
Speaker 4: never get it right because right I don't have like
Speaker 4: a light booth, and I guess you could create one.
Speaker 4: And then I said, you know what, screw it. I
Speaker 4: wear this stuff. My team wears this stuff all over
Speaker 4: the place. When we do these recordings, people are going
Speaker 4: to war in the real life. Let's just put pictures
Speaker 4: of people wearing our stuff, like me and everybody and
Speaker 4: the rest of the team, in all these different places,
Speaker 4: and then people are going to actually understand what it
Speaker 4: looks like. So that's what we did. And we just
Speaker 4: launched women's T shirts because I totally screwed.
Speaker 3: That up too.
Speaker 4: I bought all this merch like a year ago. I
Speaker 4: was super excited about it, and I went to my
Speaker 4: wife and I was like, hey, check it.
Speaker 3: Out.
Speaker 4: Here's all the merch, and you go through it and
Speaker 4: she's like, well, where's the women's T shirt?
Speaker 3: Right? And I'm like, what do you mean, Like.
Speaker 4: That's the smalls and she's like, no, no, no, women's shirts
Speaker 4: are different than men's shirts. They're cut differently, you idiot.
Speaker 4: And so I so after a year, I've got out.
Speaker 3: I did it right. I took the advice and I
Speaker 3: got we got women's cut T.
Speaker 2: Shirts A little V neck right, goes a long way
Speaker 2: and a little bit on the ribs, you know, a
Speaker 2: little specific you know, same thing for my wife.
Speaker 3: Same thing.
Speaker 2: It's like, hey, I got shirts made for the shops,
Speaker 2: you know, our logos all over it. She's like, yeah, okay,
Speaker 2: well did you get any women's shirts made?
Speaker 3: And I was like, well again.
Speaker 2: Here small right media right here you go right, She's
Speaker 2: like the cut dude, it's exact same thing.
Speaker 3: So you had no idea.
Speaker 2: What a great lesson If you're going to open up
Speaker 2: a fashion line or put some merch out there, and
Speaker 2: you're listening and you have your own show and you're
Speaker 2: trying to work on spot Shopify to get that uplisted,
Speaker 2: you know, these are things you got to take into consideration.
Speaker 3: But that's money. See, when you're looking at merch.
Speaker 2: And like I look at it, I'm like, okay, I
Speaker 2: just spend one thousand dollars on like all these shirts
Speaker 2: right here, right, and they're all going to fit small, medium, large,
Speaker 2: extra large, and double X for the big guys, and
Speaker 2: maybe triple X a couple of those. But you've just
Speaker 2: got to bring in the ladies too.
Speaker 3: Because yep, hard lessons learned. And our podcast is over.
Speaker 3: Thanks for listening. That is your lesson for the Day'll
Speaker 3: be back tomorrow. We'll keep going. We'll keep going. So
Speaker 3: that's cool.
Speaker 2: So you're into you know, running your own Shopify obviously
Speaker 2: your hands on. As a Green Beret, you're like going
Speaker 2: through the qualification course and going through selections and being
Speaker 2: put through the rigorous training that you have to be
Speaker 2: chosen to be one of the three out of the song.
Speaker 3: I think, right, three get the Green Beret tests today,
Speaker 3: only three will done the Green Beret. Was Shopify anywhere
Speaker 3: in your mind?
Speaker 4: No, Shopify was not in my mind. Podcasting was not
Speaker 4: in my mind. Journalism was in my mind. I will
Speaker 4: say that because that's what I actually had, truly always
Speaker 4: wanted to do. I went to Boston University to study journalism.
Speaker 4: I wanted to be Tom Brokaw Dan rather Peter Jennings.
Speaker 4: They were the network news anchors of the ABCNBCCBS, and
Speaker 4: I grew up watching them and I said, this is
Speaker 4: what I got to do. I want to be a
Speaker 4: network news correspondent. And nine to eleven was my junior year.
Speaker 4: And then I had a decision to make. And that
Speaker 4: decision was actually not a hard one for me because
Speaker 4: I spent a couple of years watching these guys with
Speaker 4: beards and long hair riding horses save in the world.
Speaker 4: And I had I said, well, what am I going
Speaker 4: to do? Am I going to move to a small
Speaker 4: market in you know, bangor Maine. Beautiful place, but small
Speaker 4: market when it comes to journalism, Or am I going
Speaker 4: to go in the middle of nowhere somewhere in America
Speaker 4: and have to create, you know, a highlight reel working
Speaker 4: three jobs, which is you know what you used to
Speaker 4: have to do in order to get into journalism, right
Speaker 4: because we didn't have the Internet, there was no YouTube,
Speaker 4: there was no you couldn't create your own media channel
Speaker 4: like we can today. Or am I going to go
Speaker 4: and go into the army and seek vengeance upon those
Speaker 4: who did us harm. And maybe if I want to
Speaker 4: be a reporter, if I want to be a journalist
Speaker 4: later on down the road, that's what I'll do. And
Speaker 4: so that's the decision that I made. So I chose
Speaker 4: to go into the army and go there and serve
Speaker 4: and spend a couple of years in the infantry, which
Speaker 4: was an amazing experience, and then made my transition over
Speaker 4: to special forces and when I.
Speaker 3: Now, now I can make my return to journalism.
Speaker 2: Now, when you go into infantry, so you're already a
Speaker 2: commissioned when you joined or JU list.
Speaker 4: So I was a division ie athlete at BU as well.
Speaker 4: So I was on the men's rowing team. So I
Speaker 4: did not do ROTC. I didn't do I had no
Speaker 4: previous experience. So I went into the recruiter about halfway
Speaker 4: through my senior year and I said, I want to
Speaker 4: go into the army and I want to be an officer.
Speaker 3: I want to go to Offster candidate school.
Speaker 4: I talked to a bunch of people who you know,
Speaker 4: who I knew, who had served and stuff, and they said, well,
Speaker 4: why would you want to do that? And I said, well,
Speaker 4: you know, I want to I want to lead. I
Speaker 4: want to you know, I want to lead soldiers. I
Speaker 4: want to go into the infantry. That was my that
Speaker 4: was my top choice, and I want to then progress
Speaker 4: to become a Green Beret one day. And they kind
Speaker 4: of were like, oh yeah, okay, good good luck with that,
Speaker 4: but well, best we can do for you is try
Speaker 4: to get you into the army. So that's what that's
Speaker 4: why I did. I went through the selection process and
Speaker 4: when got accepted to Officer Candidate School, I went to
Speaker 4: basic training, had like a three day break, and then
Speaker 4: straight into OCS and then uh.
Speaker 2: This Officer Caredent School for those listening, OCS's Officer Candidate School, okay.
Speaker 4: Yeah, And so I had in all, like I think
Speaker 4: it was like eighteen months at Fort Benning which is
Speaker 4: now Fort Moore as of a last week. The first
Speaker 4: eighteen months was all training. That was it, you know,
Speaker 4: it was it was basic Officer Candidate School, the Infantry
Speaker 4: officer basic course, you know I went to. It was
Speaker 4: ranger school. Air were in school courses to learn about
Speaker 4: the Bradley fighting vehicles because I was going to fourth
Speaker 4: idea mechanized infantry unit. So I prepare you extremely well,
Speaker 4: to have a technical understanding of everything you need to
Speaker 4: go be successful, But what you don't have is experience,
Speaker 4: and you learn very quickly, at least I did when
Speaker 4: I walked in that platoon room, that platoon office day one,
Speaker 4: that I may have done all these great things and
Speaker 4: been a collegiate athlete and graduated at the top of
Speaker 4: my class and gone to all these schools, but I
Speaker 4: didn't know shit because the guys in that room, they're
Speaker 4: the ones who'd been to combat. Some of them had
Speaker 4: been to Iraq already, a lot had been in Afghanistan
Speaker 4: and Iraq. They were the ones who I was going
Speaker 4: to learn the most from. I had to be ready
Speaker 4: to embrace that and accept that because those who walk
Speaker 4: into those rooms and aren't willing to understand that you
Speaker 4: might be in charge, but you don't know a damn
Speaker 4: thing about outside of the book knowledge are not going
Speaker 4: to succeed. And I learned that lesson pretty.
Speaker 3: Quick, right.
Speaker 2: So, coming in as a young officer, probably a first lieutenant,
Speaker 2: second second lieutenant lieutenant, you probably had a platoon sergeant
Speaker 2: that was working with you that was like, you know,
Speaker 2: never going against you in front of the men, but
Speaker 2: maybe talking with you, you know, candidly to say things were
Speaker 2: going the way they were, right.
Speaker 4: You know, when I walked into my platoon, I sat down.
Speaker 4: My platoon sergeant he said to me, he said he
Speaker 4: had been in the First Gulf War, right, and so
Speaker 4: so you kind of you kind of look at him
Speaker 4: and you're like, oh, right, I was like eleven.
Speaker 3: When that happened. Twelve.
Speaker 4: Yeah, really, so it starts to put things in perspective,
Speaker 4: and we do it. We had a great conversation day one.
Speaker 4: I'll never forget it where he said, look, my job
Speaker 4: here is to make you successful, right you've come here.
Speaker 3: We're a team, we're a partnership. You know.
Speaker 4: I didn't have a platoon sergeant who was one of
Speaker 4: those those folks who you know tells you to, you know,
Speaker 4: sit in the corner and shut up, or you know
Speaker 4: another one who you know, yes is you all day
Speaker 4: long and talked about.
Speaker 2: Minds back, platoon, whatever you say, lieutenant, whatever you say.
Speaker 4: You know now he was yeah, yeah, no, no, no,
Speaker 4: he was. He was very much about you know, we're
Speaker 4: a team, we're a partnership. This platoon will and we
Speaker 4: were getting ready to go to Iraq. Everybody knew we
Speaker 4: had about four or five months before we were going
Speaker 4: to deploy for a year, and so you know, the
Speaker 4: pressure was on. The pressure was on to build a
Speaker 4: leadership team between him and I that was going to
Speaker 4: be successful and incorporating our squad leaders and build a
Speaker 4: platoon that was going to come home because at that
Speaker 4: point in time in two thousand and five, you know,
Speaker 4: that was that was the height of Sunishia insurgency. There
Speaker 4: was a lot of loss that we were experiencing, and
Speaker 4: you know, our goal was go there, be successful and
Speaker 4: bring everybody home. You know, that's what we have to do,
Speaker 4: and that's what we put our minds to, and that
Speaker 4: relationship was really important.
Speaker 3: I just talked about this.
Speaker 4: With the Sergeant major of the Marine Corps, So Sergeant
Speaker 4: Major Troy Black was on a couple of episodes on
Speaker 4: episode ninety eight, and you know, we talked all about
Speaker 4: that relationship and how you can actually trace back officers
Speaker 4: who don't perform well to their first platoon sergeants and
Speaker 4: their first seen you know, noncommissioned officers and whether they
Speaker 4: were embraced by them or they were not right.
Speaker 2: I can see that, you know, as a platoon sergeant,
Speaker 2: I would imagine you want the success of the lieutenant
Speaker 2: coming in, you know, even if you are old salty
Speaker 2: and chewing on leather from you know, the last couple
Speaker 2: of wars. You're like, hey, I know what I need
Speaker 2: to do here, and I know that this dude's I'm
Speaker 2: about to retire and you're just coming in. But my
Speaker 2: goal is to make you be successful, you know, And
Speaker 2: so that's really cool. I really like to talk about
Speaker 2: that because when you transition from the military and you
Speaker 2: have had leadership positions and you want to just wind
Speaker 2: up in a leadership position if you can hear the
Speaker 2: people around you still on the team, you know, and
Speaker 2: pull from them and work with them like you're in
Speaker 2: the trenches together, right, like one together, but you still
Speaker 2: have at the end of the day.
Speaker 3: What I like about SF.
Speaker 2: Guys is like a no salute zone and like a
Speaker 2: first name basis kind of thing. But at the but
Speaker 2: you have to still like you know, in regalia, you
Speaker 2: still salute the captain, you still do all of that
Speaker 2: in front of the general, et cetera. Right, So there
Speaker 2: is it's rhyme or reason for that leadership.
Speaker 4: I think what's important to understand is that there is
Speaker 4: a difference in jobs and what happens is And I
Speaker 4: just had somebody post something on our YouTube channel on
Speaker 4: the Sergeant Major Blacks episode. This was this morning. And
Speaker 4: people misunderstand, even people who serve, you know, they misunderstand
Speaker 4: the role of the commissioned officer versus the non commissioned officer.
Speaker 4: They have different jobs, okay, and even those who are
Speaker 4: in these roles often mischaracterize and misunderstand what they're there
Speaker 4: to do. My job as a detachment commander on an sfteam,
Speaker 4: as a platoon leader, as much as I wanted to
Speaker 4: and sometimes was and getting pulled back and yelled at
Speaker 4: by my guys. As much as you want to be
Speaker 4: the first guy through the door, as much as you
Speaker 4: want to be the one who's going to stand up
Speaker 4: and give direction and tell guys what to do, and
Speaker 4: may things happen, that's not your job. That's not your job.
Speaker 4: Job is to plan, Your job is to bring resources.
Speaker 4: Your job is to advocate for the team. It's to
Speaker 4: understand the battlefield. And if that requires you at some
Speaker 4: times to sit in the truck and coordinate aircraft because
Speaker 4: you're going to drop bombs or you're gonna bring in
Speaker 4: metavac or you're gonna move additional forces and you don't
Speaker 4: get to run down the street and shoot your gun
Speaker 4: and kick the door down.
Speaker 3: That's your job. And there's other people who.
Speaker 4: Are there where their job is to do that. Now,
Speaker 4: sometimes you might have to and sometimes that might be
Speaker 4: your job to go do that. And where we fail
Speaker 4: and where we go wrong is when we don't understand
Speaker 4: that role. Now, translate that into any organization, any organization,
Speaker 4: corporate world. Right, what's the number one reason for conflict
Speaker 4: in the workplace? Number one's in for conflict in the
Speaker 4: workplace role, misalignment, role, misunderstanding. I go to work every
Speaker 4: day and I want to I think that I should
Speaker 4: be doing something different than what I'm doing, and I
Speaker 4: act like that. Or me and somebody else each think
Speaker 4: that we're responsible for the other's world. And we've never
Speaker 4: had that conversation. Our leadership has never sat us down
Speaker 4: and clearly understood swim lanes. When we have conflicts in
Speaker 4: the workplace, we can so often trace that back to
Speaker 4: do you know what you're here to do? Do you
Speaker 4: accept what you're here to do? Do you embrace it?
Speaker 4: And do you execute on it? You might not like it.
Speaker 4: We don't always like what we're going to do, and
Speaker 4: you might be working to change what you're doing. But
Speaker 4: when you try to do other people's jobs, that's where
Speaker 4: we have problems.
Speaker 2: Yeah, you know, I worked in corporate America for a
Speaker 2: good six years, you know, high tech company, and you
Speaker 2: would have people who would get hired on as a
Speaker 2: certain like say account manager, and then they would find
Speaker 2: themselves in a trust and safety department all the time.
Speaker 2: And you're like, but you should be work, you know,
Speaker 2: And I get that, And you know, maybe they gravitated
Speaker 2: towards that job because they didn't realize it existed when
Speaker 2: they got theirs.
Speaker 3: But then all of a sudden, it's.
Speaker 2: Like, you don't need to do you have to do
Speaker 2: your job, focus on your lane, like you said, you know,
Speaker 2: stay the course, have a one on one with your boss.
Speaker 2: Figure out if you're supposed to be in your neighbor's business.
Speaker 3: Yeah exactly, Say am I allowed to like give input
Speaker 3: if I hear something or no? No, no, yes, no,
Speaker 3: just let me know.
Speaker 2: By the way, I'm taking your trash out because I
Speaker 2: know that you don't want to ask me to do it,
Speaker 2: because I'm the friend on the team. I'm not just
Speaker 2: the bro on the team, right, So as the commander,
Speaker 2: I would see you working hard, and i'd see your
Speaker 2: trash can field, and when you go to toss that
Speaker 2: trash into the thing, it's going to be empty for you.
Speaker 2: So you don't have to worry about telling anyone to
Speaker 2: clean it. Because I want to be on point, sir,
Speaker 2: that's what I want. I want point, okay, And you
Speaker 2: know that, and you know that Rad's going to be
Speaker 2: on point, and you're gonna be like, Rad is the
Speaker 2: brow on the team, not the borrow, the friend on
Speaker 2: the team. Because there's a bro and a friend on
Speaker 2: the team. You can send Hey here, you are working hard.
Speaker 2: You throw your trash into the basket, trying to get
Speaker 2: everybody this weapons, a ride, a place to fight, a
Speaker 2: person to fight against the mission, and to come home.
Speaker 2: That's what you're doing in the office. And the last
Speaker 2: thing you do to do is worry about Hey, bro,
Speaker 2: you take the trash out for me. Let me get
Speaker 2: back to my work. They should already be done, they
Speaker 2: should already be looking at you like, hey, the boss
Speaker 2: is getting me this gig man. He knows I'm the preacher,
Speaker 2: and he's gonna give me some extra decord. I'm so excited.
Speaker 3: I'm so excited. I'm so excited. Right, we all over
Speaker 3: roll the plane and we got to understand what that.
Speaker 2: Is right right right, the pro versus the friend on
Speaker 2: the team. And I want to talk to my listener
Speaker 2: and say, are you the bro or the friend on
Speaker 2: the team?
Speaker 3: At where you work? You know?
Speaker 2: And it just takes a switch maybe to change a
Speaker 2: little bit, and it's not sucking up to the boss.
Speaker 2: You're hired to do things and work for the boss,
Speaker 2: and it's okay to be like, hey, is this you
Speaker 2: good with this?
Speaker 3: You like this?
Speaker 2: Are you happy with this? Is this cool? And everyone's
Speaker 2: like he's always in there talking to the boss. He's
Speaker 2: always in there like, you know, kissing up.
Speaker 3: No, man, he's just.
Speaker 2: Trying to provide customer service to who hired him, because
Speaker 2: he is providing that to the person who's paying him.
Speaker 3: And if you're working for.
Speaker 2: The captain or in the captain in a corporate America,
Speaker 2: then you owe them some customer service. And hey, we
Speaker 2: all want five star Google reviewes, you know, go ahead
Speaker 2: and leave me one. Your boss wants you to leave
Speaker 2: them one. That kind of thing, I don't know does
Speaker 2: that make sense?
Speaker 3: But we don't. We can't lead in a vacuum. We
Speaker 3: can't lead, and we can't and I don't.
Speaker 4: Even recently, I've kind of stopped saying the word follow
Speaker 4: right because I don't. I think it sets the wrong
Speaker 4: message because when we think about what do effective organizations do,
Speaker 4: and again, it can be in the military, it can
Speaker 4: be outside of the military. If you take it back
Speaker 4: to lessons you learn in the military, take it back
Speaker 4: to basic training, take it back to the recruiting posters.
Speaker 4: Look at the recruiting posters for the army. Okay, be
Speaker 4: all you can be. That's the army went back to
Speaker 4: be augum, which I think is a great, great idea.
Speaker 4: Look at the marine posters. Okay, where in the visuals
Speaker 4: that you see does it say follow? Where's the motto
Speaker 4: that you see where it says follow?
Speaker 3: Now? Okay.
Speaker 4: Someone will say, well the inventry models follow me. Okay, okay,
Speaker 4: Well follow me is not I'm going to follow you.
Speaker 4: It's follow me together like I'm leading.
Speaker 3: I am leading you.
Speaker 4: Right. It's all about leadership, right, So we train people
Speaker 4: from the recruiting poster to be a leader. We never
Speaker 4: talk about. This is what it's like to follow. Let me,
Speaker 4: we're gonna have a block of instruction today and points
Speaker 4: a performance of following. Now, through your training of being
Speaker 4: a leader, you're gonna do things like rotate roles. Okay,
Speaker 4: go back to the conversation we just had, Well, what
Speaker 4: do you do in a different role? Sometimes you shut
Speaker 4: your mouth and you do what you're told. Is that
Speaker 4: following maybe? But is that also training yourself to be
Speaker 4: a leader Because this may not be my domain to
Speaker 4: make a decision in and to organize forces and organized
Speaker 4: projects in two things, and my role here maybe to
Speaker 4: execute this portion of it. I'm gonna lead that portion
Speaker 4: of it. I'm gonna take own of it. I'm going
Speaker 4: to take accountability of it. I'm going to execute. I'm
Speaker 4: still a leader. But we never talk about following. And
Speaker 4: so any organization, whether that organization is in the military,
Speaker 4: whether it's a corporate environment, whether it's a sports team,
Speaker 4: it doesn't really matter. We've got to train leadership from
Speaker 4: day one.
Speaker 3: I completely agree.
Speaker 2: And I think that you know, there's enough sheep and
Speaker 2: shepherds and wolves out there fighting over all of the
Speaker 2: past year that shepherds have the cattle prod Okay, and
Speaker 2: so it's like be a shepherd, you know, be your
Speaker 2: own self shepherd. And I think I want to talk
Speaker 2: about Audie Murphy. You're familiar with Audie Murphy. Yes, I've
Speaker 2: heard of him, Okay, Audie Murphy right, World War two,
Speaker 2: you know, decorated nineteen year old Okay, let's be.
Speaker 3: Clear, Anco Award named after him.
Speaker 2: Exactly, and became a commissioned officer in the field, okay.
Speaker 2: And it's such a young man, a self leader who
Speaker 2: didn't give up, went after the burning tank and got
Speaker 2: up onto the to the weaponry on there and just
Speaker 2: started offend the German forces as a leader. Like everybody
Speaker 2: else around him was just like probably wounded, and he
Speaker 2: was just up there his own self, his own management skills,
Speaker 2: his own thought process of that recruitment poster or you know,
Speaker 2: going through his basic training and honing in on leaderships
Speaker 2: skills all came to fruition for him. You know, he
Speaker 2: just had to make all these decisive decisions at such
Speaker 2: a young age, right, Audie Murphy is someone who is
Speaker 2: a very you know, decisive leader in the middle of
Speaker 2: a shitty situation. I never usually swear, but I mean,
Speaker 2: you can't really get it any other way on the podcast,
Speaker 2: I'm just saying I try to keep it totally chill,
Speaker 2: but you know, god, I'm very emotional about it. But
Speaker 2: Audie Murphy very good leader right there, Like in crisis.
Speaker 4: Well, i mean, think about how a special Forces team
Speaker 4: is organized. Okay, So a special Forces team is because
Speaker 4: this small unit it's a little bit easier to do
Speaker 4: than in a larger organization. But that's also why we
Speaker 4: have sub levels of command. Right, you have managers, Okay, Well,
Speaker 4: who's a manager. Well, a squad leader's a manager. That's
Speaker 4: a people manager. A team leader is a manager. Okay,
Speaker 4: an individual soldier that's an individual contributor. And I'm thinking,
Speaker 4: you know, talking primarily about the task organization of like
Speaker 4: an infantry platoon. Well, once you're in the corporate world,
Speaker 4: once you're in charge of one person, you're considered a manager.
Speaker 4: So if you're in charge of five people and you're
Speaker 4: a five team leader, you are a manager. And same
Speaker 4: for a squad leader who's in charge of nine people. Right,
Speaker 4: these are subordinate levels of command on an SF team.
Speaker 4: We have seniors and juniors across the various different specialties.
Speaker 4: But the entire conversation that we're having when we talk
Speaker 4: about input and planning is we're seeking input from everybody
Speaker 4: on that team because we understand at the leadership level
Speaker 4: that we don't have all the answers that why do
Speaker 4: we recruit, assess, and select dynamic people from different backgrounds
Speaker 4: because they're going to bring different perspective to problem sets
Speaker 4: and what we want is to have that conversation. So
Speaker 4: we want to be inclusive in our planning process to
Speaker 4: understand everybody's perspectives. But then we want to be decisive
Speaker 4: in our decision making, knowing whose decision it is, most
Speaker 4: often the commander who's going to take input and then
Speaker 4: make the decision. But then what happens when we make
Speaker 4: the decision, It doesn't matter what your argument was, you
Speaker 4: execute that decision, barring illegal and moral caveats.
Speaker 3: Right.
Speaker 4: So that's what is really great about when we talk
Speaker 4: about instilling discipline in that the military teaches primarily people
Speaker 4: right is you don't you're taught when you walk out
Speaker 4: of that room if your idea didn't get chosen, you're
Speaker 4: going to shut your mouth and you're going to execute,
Speaker 4: and you're not going to talk bad about everybody and
Speaker 4: spread dissension. We see that We don't see that enough.
Speaker 3: In the civilian world. We see that. I mean, when
Speaker 3: you can talk about politics.
Speaker 2: Oh, this is conversation with someone yesterday. I said, you know,
Speaker 2: what you're saying is dissension among your team here, and
Speaker 2: I can hear it, and if I hear it, other
Speaker 2: people can hear it.
Speaker 3: Yeah. And that just happens, you know.
Speaker 2: And if something happened between you and someone else on
Speaker 2: the job, then that needs to be taken care of
Speaker 2: between you and someone else. It doesn't need to be
Speaker 2: spread out to Bill Bob and jammed down down the
Speaker 2: way because they weren't even involved. Now you're just spreading
Speaker 2: dissension about someone that has There's two sides of every story.
Speaker 3: Yeah. Yeah.
Speaker 4: Patrick Murphy, the former congressman and Secretary of the Army,
Speaker 4: was on the podcast last year forty one or something
Speaker 4: like that, I don't remember. And he has a great
Speaker 4: quote that I've used a lot, and he says, you
Speaker 4: can disagree, but you can't be disagreeable.
Speaker 3: And what's the difference between those two things.
Speaker 4: We can disagree, we should disagree, we should have different
Speaker 4: we should have open discourse about our perspectives on a topic. Correct,
Speaker 4: But what's disagreeable when the decision is made that we're
Speaker 4: going to do what you want, and I don't that.
Speaker 4: I shut down, I shut you out. I don't want
Speaker 4: anything part of you. I'm unwilling to talk about it.
Speaker 4: Or because you have a different perspective on an issue,
Speaker 4: whether or not a decision has even been made, I'm
Speaker 4: not going to sit here and listen to your perspective
Speaker 4: and all I'm going to do is speak badly about you.
Speaker 4: I'm going to work against you, and I'm going to
Speaker 4: create divide that's disagreeable. And what we are experiencing now
Speaker 4: in a totality of many different things, I think society
Speaker 4: writ large is a society in which we think that
Speaker 4: it's okay to become disagreeable and we can just shut
Speaker 4: you out. We can say bad things about you on
Speaker 4: social media, we can turn you off okay and block you,
Speaker 4: and now all of a sudden, you don't exist. Well,
Speaker 4: that's not productive to building organizations, because what's going to
Speaker 4: happen in two next week, a month, a year when
Speaker 4: I need you on my team, when I need you
Speaker 4: on my side for an issue, You're going to do
Speaker 4: the same thing to me. Right, It's true anywhere. Yeah,
Speaker 4: are you going to are you going to always have?
Speaker 4: You know, I like where you say, know your place.
Speaker 4: You know, there's a time and a place to approach
Speaker 4: the chain of command and talk to them. And if
Speaker 4: you do get to voice your idea on a mission
Speaker 4: or in a planning corporate planning session or just as
Speaker 4: your small business you're just talking with your wife in
Speaker 4: bed and your partner and you're just trying to come
Speaker 4: up with a strategic capability. You just got to you know,
Speaker 4: I guess just be the best you can be and
Speaker 4: don't get at each other's throats. And I guess you
Speaker 4: know your place. You know, Like, I'm really good at
Speaker 4: doing what I do for my company. My business partner's
Speaker 4: really good at what he does. And he always tells me, well,
Speaker 4: I'm not a welder, so what's your excuse. And I'm like, Dael,
Speaker 4: that you built the tank, dude, it's so cool. He's like,
Speaker 4: but I'm not a welder, so what's your excuse.
Speaker 2: I'm like, I'm a model my hand, you know, jokingly aside,
Speaker 2: and it's I'm shutting that. But I give him respect
Speaker 2: for him, you know, leading for me to see that
Speaker 2: that's and I'm not really following his lead. I'm just
Speaker 2: walking in his I guess I am. Yeah, Ajax, there
Speaker 2: you go. There's a shout out, bro. I appreciate you.
Speaker 2: I'm trying not to follow like like my man friend here,
Speaker 2: but I do. I do follow in Ajax's footsteps on
Speaker 2: some things, and I think he follows in mind and together.
Speaker 2: That's kind of like a team effort though you know, well,
Speaker 2: you're supporting each other. That's called being a teammate. Yeah,
Speaker 2: you know, that's called I mean, and so what else do?
Speaker 2: What else is a big component that's missing from organizations
Speaker 2: in the civilian world.
Speaker 3: It's the it's the team ethos.
Speaker 4: It's this idea that you know, well, you don't in
Speaker 4: order for me to win, you don't have to lose,
Speaker 4: right right. We can all benefit, but we only benefit
Speaker 4: when we work together, you know. And but what happens
Speaker 4: is we don't instill. I'm thinking of this, so I
Speaker 4: to think about the best way to tell this story.
Speaker 4: But I'll give you any extentp My daughter's in eighth grade.
Speaker 4: She had a a lacrosse game last week. Okay, I
Speaker 4: live in Connecticut. Lacrosse here, like there's five year olds
Speaker 4: who would have beat me When I was in high
Speaker 4: school playing at the high school varsity level, like this
Speaker 4: is I've.
Speaker 3: Never seen sneaky around the pass and stuff football.
Speaker 4: I took my daughter to practice the other day and
Speaker 4: there was a high school like JV or freshman game
Speaker 4: going on on the other field, and this kid had
Speaker 4: this ridiculous fast break. I literally yell, I don't even know,
Speaker 4: I didn't know one person over there, and this kid
Speaker 4: took it down the field, made a sick move and scored.
Speaker 4: And I was literally like, yeah, I have no idea
Speaker 4: who the kid was. I don't know anything about it.
Speaker 4: It was just a ridiculous play. I've never seen that.
Speaker 4: But anyway, so this, uh so, they showed up to
Speaker 4: the game and fifty percent of her team's not there
Speaker 4: and they don't have enough players. And so they're playing
Speaker 4: a very good team team next door, probably the best team,
Speaker 4: you know, as it's players, and they have all their
Speaker 4: players they got there.
Speaker 3: They now they have a bigger team anyway, and they
Speaker 3: have all they have all their players.
Speaker 4: Ye and so eventually, you know, a couple of girls
Speaker 4: trickle in, you know, late, and they end up having
Speaker 4: the exact amount of players that they it's like whatever
Speaker 4: it is.
Speaker 3: Eleven or something like that. I think there's more and.
Speaker 4: Girls across, but so there's no subs, right, And all
Speaker 4: these girls went out and they gave it absolutely everything
Speaker 4: they had and they got made fun of by the
Speaker 4: other team.
Speaker 3: It was actually really disrespectful. It was quite frustrated. As
Speaker 3: a father, I was, I was really kind of pissed.
Speaker 3: But they were super rude the other team.
Speaker 4: They were disrespectful, they made fun of them. They said
Speaker 4: really nasty things. But my daughter's team lost, like it
Speaker 4: was like sixteen and nothing or twenty and nothing.
Speaker 3: It was really bad.
Speaker 4: No subs and and you know, but think about just
Speaker 4: only the psyche, right, like, you know, forget about the
Speaker 4: play on the field. Then, you know, I try you
Speaker 4: try to coach. You know, they're in eighth grade, so
Speaker 4: it's try to you know, you can only control what
Speaker 4: you can control. Don't think about the fact that you know,
Speaker 4: like you're just gonna go out there give it everything
Speaker 4: you have. But you know, their mind was made up
Speaker 4: when they showed up to warm up, and you know
Speaker 4: they're down players and they're like, we're never going to
Speaker 4: compete with the best team right now, And so you know,
Speaker 4: there was, but they fought hard and they did everything
Speaker 4: they could. And you know, my point after the game
Speaker 4: to my daughter was, I said, what did your coach say?
Speaker 4: And she said, well, the coach is upset. And I said,
Speaker 4: all right, well what's she going to do about it?
Speaker 4: And she said, well, you know, she said she's going
Speaker 4: to make the other team, the kids who didn't come,
Speaker 4: that they should have to run in practice. And I said,
Speaker 4: you know, it should have to happen. The whole team
Speaker 4: should have to run. The whole team should run the
Speaker 4: whole practice, because this isn't about the players who weren't there.
Speaker 4: This is about the fact that this is a team
Speaker 4: and you let your teammates down. And what's going to
Speaker 4: happen If you punish those who didn't show up, You're
Speaker 4: going to actually create a divide between those who showed
Speaker 4: up and those who didn't. So what we have done
Speaker 4: in my previous career, everybody's going to run, and everybody's
Speaker 4: gonna get punished. And did you deserve it for coming
Speaker 4: out and playing hard?
Speaker 3: No, you didn't.
Speaker 4: But do you need to now learn to hold those
Speaker 4: other people accountable for not coming?
Speaker 3: Should they know?
Speaker 4: On the other side, of that equation that when they
Speaker 4: didn't show up, they've now punished you. Now not advocating
Speaker 4: that we should you know, every beat, everybody.
Speaker 3: Right, you know we did there, here you go, it's right.
Speaker 3: But like we've got to think about today, how are.
Speaker 4: We building our teams? How are we reinforcing teamwork because
Speaker 4: we're creating individualistic societies. Zoom has created an individualism amongst teams.
Speaker 3: How do we.
Speaker 4: Ideate if our interaction in the workplace all day is
Speaker 4: in forty five minute block of scheduled time on this,
Speaker 4: how much gets done after meetings? Five minutes after meetings
Speaker 4: walking down the hallway more more? I would argue, Yeah,
Speaker 4: gets done. And what's happening? Yeah, right in the environment
Speaker 4: when you're around people and we're seeing this, we're seeing
Speaker 4: all these companies. Facebook Zuckerberg was talking about it last
Speaker 4: week that he was wrong when he came out after
Speaker 4: COVID and said we're going to move everybody remote, we
Speaker 4: never need to be together again. And all those who
Speaker 4: stood up, Yeah, and now they're like, we haven't created
Speaker 4: a new idea in three years.
Speaker 3: I mean, I get that.
Speaker 2: During the COVID, you know where it made sense everything
Speaker 2: was getting shut down. Businesses had to stay open, and
Speaker 2: here we are, we're using those mediums right now, this
Speaker 2: podcast situation. I used to be hand to hand with
Speaker 2: you in the room, you know, sitting with a mic, right,
Speaker 2: and then COVID hit separated everybody, and now we're just
Speaker 2: starting to get back to where you're having like in
Speaker 2: person interviews on tea.
Speaker 3: Or other galas.
Speaker 2: Right, we're only about six months after the mask mandate
Speaker 2: or something. It seems like here in Utah just being done.
Speaker 2: You know, maybe that maybe it's been three years already.
Speaker 2: What year is it?
Speaker 3: And all blends together?
Speaker 2: My man, you know, I'm just like, but yeah, I
Speaker 2: can only imagine being in the workplace where you thrive
Speaker 2: on the so from my gun my Airsoft stores, you know,
Speaker 2: it makes sense for me to be in there, And
Speaker 2: I start thinking about everything that goes on with wargames.
Speaker 3: I'm like, here, I am, this.
Speaker 2: Is the wargame generator in here, and everybody in here
Speaker 2: is all about war games. And the moment I leave
Speaker 2: and I get into my commuter seat belt and I
Speaker 2: buckle up and I'm driving, I'm thinking about, oh, what
Speaker 2: I'm gonna take my wife to dinner. So that's a different.
Speaker 2: It changes from being in the environment. If I'm always
Speaker 2: at home, always looking at dinner, working, it doesn't seem
Speaker 2: like I'd be so productive on I don't know. I
Speaker 2: need people around me to help brain storm and you know,
Speaker 2: sling mud.
Speaker 4: The human being is a social creature. And I do
Speaker 4: not believe anybody who says I don't need people around me.
Speaker 4: I think those people actually need to talk to somebody,
Speaker 4: because that goes against every fiber and the psychology that
Speaker 4: we as people. We as people need to be around
Speaker 4: other people. It's fact, and we thrive in envirnus. Now
Speaker 4: there's varying levels, right, you know, they are introverts.
Speaker 3: They're extroverts.
Speaker 4: Not everybody's going to be in a room of one
Speaker 4: hundred and thirty people and make everybody laugh and stand up.
Speaker 3: Or can they can?
Speaker 4: Some introverts are incredibly amazing at it.
Speaker 2: I have They may not know it, but they have it.
Speaker 2: And you know, unless they go into a room of
Speaker 2: people and say hi.
Speaker 4: A lot of comedians don't like to talk to people, right,
Speaker 4: I mean they're like, what, I think you're full?
Speaker 2: You know, like sixty thousand people, Oh hey, what's the joke.
Speaker 2: But afterwards it's like, get me out of here.
Speaker 3: Yep.
Speaker 4: But they still have like someone or a small group
Speaker 4: of people, and everybody needs that, right. People thrive on that.
Speaker 4: We talked about community, you know, community comes up a
Speaker 4: lot and a lot of conversations we have on the podcast.
Speaker 4: But people want to be around others.
Speaker 3: You can't really have the isolation, you know.
Speaker 2: I watch these reality shows where they try to match
Speaker 2: make in isolation and they try to fall in love
Speaker 2: with never seeing each other, and like then they finally
Speaker 2: see each other and it's.
Speaker 3: Like a person, and I love you even more. Your
Speaker 3: mind was great, But damn you're real.
Speaker 2: This AI is coming, you know, And so I mean,
Speaker 2: who knows what they're gonna be thinking they're talking to
Speaker 2: or who's hand they're holding.
Speaker 3: I don't even know about terminator, you know, going on
Speaker 3: a date with terminator.
Speaker 4: Geez AI is a This is an interesting place we're in.
Speaker 3: Yeah. Yeah.
Speaker 4: The the open AI CEO was on was testifying in
Speaker 4: front of Congress and you really don't This is a
Speaker 4: new world where where we you've got people who created society,
Speaker 4: changing technologies, who are asking for regulation and saying, you
Speaker 4: know what I've created and this is it takes an
Speaker 4: extreme level of maturity to say, like, you know, what
Speaker 4: we created here can be used in a harmful.
Speaker 3: Way, and I respect, I respect that perspective.
Speaker 4: And him being able to get out there and do that,
Speaker 4: unlike the TikTok guy who just denied everything. But this
Speaker 4: is a very scary, scary place because there is a
Speaker 4: place for things like chat GPT that can be very
Speaker 4: very useful for society and will advance society at a
Speaker 4: rapid rate, and the things that we need, but put
Speaker 4: in the wrong hands is a very dangerous technology. And
Speaker 4: when we start talking about, you know, having to decide
Speaker 4: and try to interpret what is real and what is
Speaker 4: not it, we can be in a very very difficult
Speaker 4: spot quickly.
Speaker 2: You know, we were filming some scenarios out here where
Speaker 2: we do some off site work with a friend of mine,
Speaker 2: he runs Mission six zero, former Green Beret Jason van Camp,
Speaker 2: and we were out here doing some stuff and we
Speaker 2: videotaped it all. And what I was gonna get at
Speaker 2: is my buddy's like, hey, rad can you get on
Speaker 2: the radio and record yourself talking about like some chatter
Speaker 2: over the comms while we overlay in this video while
Speaker 2: the guys are moving with you know, the weaponry. It's
Speaker 2: like HQHQ glisser and copy how copy That's what they
Speaker 2: were really wanting from me. And I was like, you know,
Speaker 2: I'm so busy. I can't do it today. He's like,
Speaker 2: no problem, and then he sent me a link. He's like,
Speaker 2: listen to this and tell me what you think. And
Speaker 2: it's me and it's like glcerin, this is rad. Meet
Speaker 2: me at the HQ. Let's go to the farmhouse and
Speaker 2: grab the objectives. And he's like, yeah, Roger, Rad, this
Speaker 2: is glitcering out. And I said to my wife, listen
Speaker 2: to this, and my best friend, business partner, Ajax.
Speaker 3: Listen to this.
Speaker 2: He's like, that's not you. It's like, it's not me.
Speaker 2: He's like, I can tell it's not you, but it's you.
Speaker 2: I was like, right, yep, I'm saying, dude, that's prey.
Speaker 2: It's creepy. I didn't give him my voice either, see
Speaker 2: my editor. I didn't tell him anything. I said, I
Speaker 2: can't make it tonight. I can't get on the radio
Speaker 2: to record this. And he's like, oh, no problem. I
Speaker 2: didn't give him like the words.
Speaker 3: Yeah he went and pullet yeah, pull it yeah, yeah, yeah,
Speaker 3: your voice is your voice is all over.
Speaker 2: Yeah, that's what I'm saying, right, and so it's all over.
Speaker 2: I tried chat GBT for messing around with the podcast.
Speaker 3: Yeah.
Speaker 2: I had a dude on and a dude excuse me,
Speaker 2: a major general dude, sir.
Speaker 3: He's still dude, dude, he's surf.
Speaker 1: Yeah.
Speaker 3: He was in charge of the VA.
Speaker 2: From sixteen to twenty twenty one, doctor Richard Stone, And
Speaker 2: so we were talking and going back and forth, and
Speaker 2: I just put in my chat GPT I said, give
Speaker 2: me questions for this dude's title at this organization, and
Speaker 2: it came up with ask him what.
Speaker 3: Can the VA do better?
Speaker 2: What can this algorithm do better for VE? I was like,
Speaker 2: uh so, I usually use my own questions, like we're
Speaker 2: doing right now.
Speaker 3: I'm scared you feel me, it can give me all
Speaker 3: the questions. Oh man.
Speaker 4: I think where we run into some you know, outside
Speaker 4: of certainly the national security piece of the whole thing.
Speaker 4: I think where we run into some societal issues around
Speaker 4: education mm hm. At the end of the day, we
Speaker 4: need smart people's right, and there are certain things I
Speaker 4: have conversation around with my daughter all the time. You know,
Speaker 4: nobody can put the work in for you. You know, you
Speaker 4: want to be the lacrosse player, then you got to
Speaker 4: go out there and you got to run, you got
Speaker 4: to work out, you got to throw the ball, you
Speaker 4: got to catch the ball, you got to shoot on
Speaker 4: a goal. Nobody can replicate that. And it's the same
Speaker 4: for education. You know, like you can't go onto AI
Speaker 4: and first of all and not incorporate in the conversation
Speaker 4: about what if it's wrong, But you can't educate yourself
Speaker 4: through AI. So you can learn something, but you still
Speaker 4: got to read it. You still got to you still
Speaker 4: have to interpret it. And when we look at the
Speaker 4: educational system, what do things like higher education teach you,
Speaker 4: you know, even to use your brain, to use your brain, right,
Speaker 4: Like I don't remember size it. Yeah, I don't remember
Speaker 4: ninety percent of the things that I learned in college
Speaker 4: or in grad school or in undergrad. But what I
Speaker 4: learned was how to think through problems, how to do research,
Speaker 4: how to find solutions. And if we don't do those things.
Speaker 4: And our answer to the thirty page term paper is
Speaker 4: to type in write me a paper on X. Right, Well,
Speaker 4: haven't gone through the exercise. That's like looking at the rebounder,
Speaker 4: looking at the goal, looking at the basket, and then
Speaker 4: showing up to the game and being like, let's play
Speaker 4: and expect to perform well when it matters.
Speaker 2: Without ever running the court right, just like not ever
Speaker 2: even just like I can do this. It's preemptive text.
Speaker 2: It starts way back then when we were like typing
Speaker 2: on our phones, like the AABBCC see, and it would
Speaker 2: bring up do you mean these three words?
Speaker 3: And you choose one of those three words.
Speaker 2: And then all of a sudden, now we have you
Speaker 2: know where it prompts you you misspelled your word right
Speaker 2: underlying red or blue, and you're like, oh, I mean
Speaker 2: the right word. You're not still spelling the word. You
Speaker 2: just read it. You know it's right that way, but
Speaker 2: you're not spelling it. So it's really just it's dumbing
Speaker 2: us down. I'll say it. We gotta you know you
Speaker 2: do you still write with a pencil your self?
Speaker 3: Friend? You know it's true? Right yeah? Right here? Same.
Speaker 3: It's like I take notes.
Speaker 2: I still write because even though my handwriting seems atrocious,
Speaker 2: it's still legible.
Speaker 4: Sometimes I in my notebook here and sometimes I can't
Speaker 4: even read what's on here.
Speaker 2: Notes, notes, notes, It says Fran. Says Fran, I'll tell you,
Speaker 2: do you have a whiteboard? Do you ever use a
Speaker 2: whiteboard still in your Yeah?
Speaker 3: Yeah, it's on the outside. Yeah see.
Speaker 2: And I find that a lot of guys from your
Speaker 2: you know, your club there all have a whiteboard still
Speaker 2: in their life, and they're always plotting and planning on
Speaker 2: a whiteboard. And I remember Dad in the office. He'd
Speaker 2: had like two to three years out on this big whiteboard,
Speaker 2: go all the way along the wall. It's like go
Speaker 2: to Thailand, you know, like wow, oh I don't hear you,
Speaker 2: Frand friend, I don't hear you.
Speaker 4: Oh sorry, I hit the road, h yeah, hit the
Speaker 4: space bar. So there's a so certainly on the white
Speaker 4: the whiteboard, you know, is a great tool when it
Speaker 4: comes to like ideation and kind of riffing and coming
Speaker 4: up with you know, throwing a bunch of things down
Speaker 4: really quickly. But what I think what you're talking about
Speaker 4: is having that project list, you know, and like so,
Speaker 4: you know, my various initiates, would it be the podcast,
Speaker 4: whether it be my business and security or the leadership business.
Speaker 4: There's a lot of projects going on and things will
Speaker 4: become overcome by events and if you don't have something
Speaker 4: that you can look at that's kind of always up there,
Speaker 4: right that even when you walk in the room and
Speaker 4: your your your eye catches it and you're like, oh man,
Speaker 4: that project's on you know, it's on the RFPs do
Speaker 4: that's there? You know, like okay, but I got to
Speaker 4: remember about that. You know what happens on the screens
Speaker 4: here is we open other screens and we do other
Speaker 4: things on those screens, and then we forget about that
Speaker 4: project tracker. You know that's no longer on the wall.
Speaker 4: I actually hung a TV here but you can't see it,
Speaker 4: but behind my monitors where I can project up the
Speaker 4: project list. So for that very reason, because I was like,
Speaker 4: well I need, you know, every day, I need to
Speaker 4: be remembering what are these things that we're working on
Speaker 4: or are going to forget about them?
Speaker 3: Yeah, you have to have that.
Speaker 2: It's good to have a visual aid that just reminds
Speaker 2: you of I have these things, these goals that I
Speaker 2: got to do. It's like, oh, okay, just set a
Speaker 2: goal list, chase after it, and even if it's like
Speaker 2: a two year timeline, the cool thing is you're moving
Speaker 2: towards your goal and you can move your goalpost.
Speaker 3: It's your goal. So if you have to, if you've
Speaker 3: gone two years and you followed that timeline and you've
Speaker 3: only gotten halfway through what you thought you would have,
Speaker 3: at least your goal is still on there and you're
Speaker 3: still chasing it. Yep, Yeah, what are you going to do?
Speaker 4: I mean I asked the question of folks all the time.
Speaker 4: You know, what are you going to do today to
Speaker 4: change your position? Because no one's gonna do it for you.
Speaker 4: That's the conversation. I know this week having a lot
Speaker 4: with my daughter, you know, because she was super upset
Speaker 4: about the game. I talked about you know, and I said, look,
Speaker 4: the answer is you got to make the team. You
Speaker 4: got to make the other team, right. You know, the
Speaker 4: answer is you're on the P team. You got to
Speaker 4: get on the A team, right because you're not gonna
Speaker 4: If you think you're gonna change behavior of twenty other people,
Speaker 4: that's not gonna happen. But what you can do is
Speaker 4: change your position right to the top. You can do
Speaker 4: something every day and it's not gonna happen this season
Speaker 4: because a couple of weeks left, but you could start
Speaker 4: that process now. And you know, you've got nine months
Speaker 4: when you come here into this next year to put
Speaker 4: yourself in a position where you're not going to be
Speaker 4: around these people anymore, and you're gonna be with the
Speaker 4: people who think like you do. But nobody can do
Speaker 4: that for you. So what are you gonna do every
Speaker 4: single day to change your position? And every morning that's
Speaker 4: what I ask her, what are you going to do today?
Speaker 4: Ten minutes? Five minutes doesn't have to be. You don't
Speaker 4: have to go out there, all right, you know I
Speaker 4: point out that you don't have to go outside and
Speaker 4: run for an hour and a half. But can you
Speaker 4: do ten sprints? Can you run for ten minutes? Can
Speaker 4: you take twenty shots on the goal? That take what
Speaker 4: two minutes?
Speaker 2: Just before you go coool or just before you lay
Speaker 2: just go out the door, just like set it up?
Speaker 4: What?
Speaker 3: What? What? I know? A guy that's bow archery.
Speaker 2: I watch him all the time and before he goes
Speaker 2: to his regular job and he's a book writer, he
Speaker 2: always pulls his bow at like five times and just
Speaker 2: then he pieces out in his truck. You know, he's
Speaker 2: always dropping that bow. That just constantly honing his craft. Yeah,
Speaker 2: ten shots a day before you get on the bus. Yeah,
Speaker 2: what's that at the end of the month twenty two,
Speaker 2: over two hundred extra throws, extra extra extra tweaks, extra
Speaker 2: static points. You know, I snowboard all the time. My
Speaker 2: wife and I go like two three times a week.
Speaker 2: It's constantly. I was like, how did I look. She's like,
Speaker 2: you look like you? And I'm like no, no, no, no, no,
Speaker 2: Like I look okay, because I always do the filming. Yeah,
Speaker 2: not to sound like I want to I see myself,
Speaker 2: but I just want to see style. I want to
Speaker 2: see my style. Yeah, you know, I'm working on it.
Speaker 2: I'm doing these extra little tweaks. I work on this,
Speaker 2: this rubber ball that I have behind me where I
Speaker 2: stand on it, these different balance moves.
Speaker 4: That's good. Yeah, you got to increase balance. That's all
Speaker 4: a core course strength course. It's all course strength.
Speaker 3: Yeah.
Speaker 2: My right now, I got a sore quad from riding
Speaker 2: the slush. It's super slushy up there right now. It's
Speaker 2: open till June first. So yeah, one hundred and fifty
Speaker 2: inches still of base at Brighton.
Speaker 3: Crazy. It is crazy. I know.
Speaker 2: I was talking to someone who's there from New Jersey
Speaker 2: and I said, this is probably like your peak season
Speaker 2: snow is what We're still trying to keep going up here.
Speaker 3: We had enough in this yere right? A couple of
Speaker 3: feet maybe a couple of feet.
Speaker 5: He's like, I've been here for two weeks riding straight.
Speaker 5: It's like, good, okay, get out there, chase it. What's
Speaker 5: that guy I do for a job? Because I need
Speaker 5: to go do that, you know.
Speaker 2: He said, honestly, I asked him. And when people when
Speaker 2: I write on the lift, I'm like, so are you
Speaker 2: a rock star or rich? I say it all the time.
Speaker 2: Just because we're masked up, you don't know who's on
Speaker 2: it with you? Is it post Malone? You just don't
Speaker 2: know who you're riding? Is it rad is it Fran?
Speaker 3: You know? So what do you do? Why do you?
Speaker 2: Oh you have a podcast and now you get a
Speaker 2: ride on the resort every day. Maybe I need to
Speaker 2: go after a podcast, you know.
Speaker 3: Yeah.
Speaker 2: So he said his wife was a nurse and she
Speaker 2: makes good money. And I was like, all right, led
Speaker 2: Zeppelin man, steady loaded, woman, gonna come away.
Speaker 3: That's my wife. Yeah, there you go.
Speaker 2: That's a shout out to you, babe. I seen that
Speaker 2: she always pays for dinner. I'm like, led Zeppelin, baby, well, Fran,
Speaker 2: I know I've had your time for about an hour,
Speaker 2: and I know it took us about a month to
Speaker 2: link up, and I've really had a wonderful time talking
Speaker 2: with you. And there's so much more that I'd like
Speaker 2: to throw out there, like you're always.
Speaker 3: Welcome to be on the show.
Speaker 2: You know, we can do something with Fran in the future,
Speaker 2: and and have you just get motivating, right, You're very
Speaker 2: very cool how you talk and just relate, and I
Speaker 2: appreciate your service to our country and to those that
Speaker 2: you did were able to bring home and those that
Speaker 2: maybe didn't come home. I'm thankful for their service as
Speaker 2: well and the people that they fought for as well.
Speaker 3: So you know, from all of us here, I just
Speaker 3: want to say thanks, well, thank you.
Speaker 4: I love what you're doing, I love your platform, and
Speaker 4: I love the message that you're spreading. So keep up
Speaker 4: the good work and thanks for the invite. I'll definitely
Speaker 4: be on whenever you want me to come on, I'll
Speaker 4: be there.
Speaker 2: So oh no, it's perfect, perfect, that's great, and it's
Speaker 2: so it's the Jedburg podcast that's going to be posted
Speaker 2: up down at the bottom.
Speaker 3: Of this wherever it's at.
Speaker 2: And you can also go check it out, go like
Speaker 2: and subscribe, click on his notifications.
Speaker 3: Make sure you calm it down below.
Speaker 2: Make sure that if it wasn't for you, there'd be
Speaker 2: no I want you to really know that to my listener.
Speaker 2: Also check out our merch store, check out his merch store.
Speaker 2: And I carry this pencil like David Letterman, so I
Speaker 2: can just throw it at the computer. And with that,
Speaker 2: I just want to say peace from all of us.
Speaker 2: Here is software
Speaker 1: You've been listening to surf w REP Radio