The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode 65 · 8 months ago

Netflix’s Last Chance U: A Conversation with Coach John Mosley Jr Part 1


From the Last Chance U: Basketball series, and East Los Angeles College, Coach John Mosley Jr joins John Kaplan for a conversation on—you guessed it—coaching. While they operate in different courts, this is an episode you don’t want to miss.

Support Coach Mosley and ELAC Student Athletes:

- Donate to the ELAC Men’s Basketball Program


- Donate to the ELAC Student Athlete Fund


Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website. 

And I think sometimes we should getit. We mature so well and we do so will and we get allthese anomal Knowledge Mans and we get all these accomplishments and we forget that wewere that same seven, the old kid, or that same entry level position.We forget what that entry level feels like. Everything was new to you. You are listening to the audible ready podcast, the show that helps youand your team's sell more faster. will feature sales leader sharing their best insightson how to create a sales engine that helps you fuel repeatable revenue growth,presented by the team at force management, a leader in BTB sales effectiveness.Let's get started. Hi, it's Rachel with the audible ready sales podcast.We are taking a small detour on the show today. Many of you arefamiliar with last chance. You the series on Netflix. The latest season featurescoach John Moseley Junior from East La Community College, ELAC, and if you'veseen the latest season, you likely find yourself impacted by the way coach Mosleymotivates and gets the most out of his team. We love a good sportsmotivational story here at force and we know many of you do too. SoJohn Kaplan reached out to coach Mosley himself and the next thing I knew wewere recording a podcast series with him. So here we go, part oneof John's discussion with coach Mosley from El Act and last chance you. Soit's my great pleasure today to introduce coach John Mosley, Outstanding Basketball Coach forEast Los Angeles College and the Star of the wildly successful Netflix series called lastchance university basketball. So, coach mostly, thank you very much for being withus today. Yeah, thanks for having me, man. It's beenbeen wild. It's it's like two months now and it's still going. It'sstill been able to meet with people and talk with on podcasts and different thingslike that. So it's been still been busy, man, it's still beenbusy. I can absolutely imagine it. Like you're so gracious to come onthis segment for us, and we looked at your calendar and you're you knowthat's it's full with with podcasts and and it's just it's just I'm so happythat your your story is getting out there. We're going to talk a lot aboutthat, but if you wouldn't mind share with our folks the kind ofthe Genesis of how the Netflix series came about. Yeah, so it wasa cold call, interesting man cold call. I didn't want to have anything todo with it, but I think everybody ask how, why, orI'll they chose you, and I think the dynamic of what they were lookingfor. I think they wanted to come to southern California a good program andwe actually have in the greater Los Angeles area, or had probably been thebest in the last five years, and then maybe the dynamic of me beingan a an American coach. I mean...

...there's a lot of variables in therethat I think they wanted to include and I think they captured at all.I initially said I don't want to have anything to do with it because Ididn't think I could be as entertaining as some of the other coaches and Ithought the way you needed to be. I said I can't be that way. But then you know they're speaking with different people. They asked me,Hey, you should or you shouldn't. I wouldn't do it. I wasif I were you, I had a friend of mine, we were ata tournament. He said, you know what, I think people need tosee how you lead, how you you know, live your life out,how you wear your faith of your sleeve. And I'm like okay, and Iliterally walked outside of the gym and I called my pastor right there andasked him and he I'm thinking he's gonna say absolutely not. You know,we just want to serve in the church and let's just be humble about whatwe do. And he said, and I said you know what, shouldI do it? And he said yeah, absolutely, you should. Need peopleneed to see how you live your life out and how you lead andhow you minister those young men. And I thought, well, how alot of I do something to get fired or I may say the wrong thingor they film the wrong thing and I get fired because, you know,here I am, I'm on the world sees me do something inappropriate. Hesays, well, you know what, you don't live that way, soyou'll be fine. And by the way, you know your life is predestined,God is predestined you. With the door shut in one there at he'sstill a college. You'll open up another door. And so I said,well, I guess I'll go ahead and do it. And so as Ikind of came about and and I agree, you know, I think they reachedout to several and I think there's an apprehension from everyone and I thinkI was kind of the first to agree as well. So that's kind ofhow it came about. I actually read an interview, a recent interview withthe producer of Netflix, and so, first of all, they did anunbelievable job. I'd encourage everybody. It's called last chance university basketball series,which is amazing because I've watched all the last chance university football series. NowI'm a former college football player. Now I got to be honnest with you. I wasn't expecting to see what I saw. You know, the themeof the last Chance University football was kind of hardcore, not belligerent, butcoaches that were, you know, really, really hardcore and your disposition of beinga servant leader and which I'd loved. I want to talk more about that, but in the interview. So first of all, everybody that that'slistening, you got to watch this. It's incredible. Coach. I thinkI told you when we spoke on the phone, my daughter who is init. She called me and said Dad, have you watched last chance university basketball? And I said basketball, WHAT ABOUT FOOTBALL? She said No,Dad, they did basketball this time and you're really, really going to lovethis coach. You're really really going to love this series. And so shewas absolutely right. I think I've been watched it in just a few days, but I thought they did such a great job of capturing you, theplayers, the stories, and in the...

...interview that I read, the producersaid that he figured out in the first five minutes of talking to you thatyou and your program where the right program which is really, really cool.Well, yeah, I mean I was flattered and honored at the point whereI say it, okay, yeah, I think I want to do it. Then all of a sudden I was like, okay, let me ifI'm gonna do it, let me sell them that, hey, we'll tryto do a good job, and so I was trying to sell them thatday. We got some great stories here with Joe and Sean, and reallyis fifteen stories that guess small, but all these young men had some ofthe same issues and is a battle of leadership in so many different variables thatdynamics that go into it you can't see at all. But and then theykind of came, you know, almost midseason and started so we talking aboutbattles all the way from a couple months even prior to the when he eventhey started filming. There's a lot in there. It's really, really cooland it's a great place for us to dive in as as I asked you, would you come on the podcast and and talk to us about the parallelsof what you're doing and, you know, to the business community? But oneof the first things that I wanted to ask you about was like inyour coaching style, would endeared me to the story was how you have thisleadership style that has the ability to meet these kids wherever they are, andI just wanted you to talk about that a little bit. You know,you have fifteen kids. They probably showed about three stories, but there's fifteenkids and my dad used to say to me, hey, John, everybody'sgot a story, and I know there's fifteen stories there at least. Sohow do you, as a leader, how do you differentiate the way thatyou lead and figure out a way to meet these kids wherever they are?That was very impressed with that. How do you do that? Yeah,you know, John, I'm forty seven. Yeah, and our ages, youknow I'm I'm the most I'm all mature now. I'm not one,nineteen, twenty, I'm I'm mature. And guess what, next year I'mall be even more mature and I'm I might have growth and when I'm fiftyI'm gonna be more seasoned. And sometimes we forget that. Every year itas you related to business, if you bring it in a new you know, a new partner or somebody to work with. Every year there's someone newor or there's an intern or someone. They're new, they're seventeen years old, they're eighteen nineteen when I bring them in, and so as I growolder, it's still the same eighteen year old. You know I'm saying becauseI'll get to forty eight years old and I'm not bringing in the forty sevenyear old, you know, one year behind me, who's mature, andall I have to do is teach them. We're dealing with the same and Iremember when I was in my twenties coach at all man, I wasso fired up. I understood, I got it and I just see me. You have to see yourself and remember where you were at when you came. You have to remember where you're at...

...when you had this certain issue.I have to remember where I was at when the officials made bad calls andI was in that same head space. Of course, I'm forty seven.I'm telling the kids, Hey, don't act like that to an official,but hey, I mean I remember being in that same space. And Ithink sometimes we forget and we mature so well and we do so well andwe get all these economical knowledge ments and we get all these accomplishments and weforget that we were that same seventeen year old kid or that same entry levelposition. We forget what that entry level feels like, hmm, where everythingwas new to you. You forget about that. We forget the anxiety thatwe had as that in that entry level position. How do we forget that? We forget that leader. Or we have three different leaders that are leadingus, three different suit supervisors. In the end in these categories, oneleads different and we kind of clung to this one supervisor. Why? Becausethey had a little more compassion and we wonder why we don't get a responsefrom this one of that. Well, how can you get them to getyou to fall through? Or why do they call you? Because you're moreapproachable. And so we forget that. You know when as we mature,and you know, faculty ask me what, Mosley, you doing a great jobwith those guys, with asketball. How come all the students want yourclass? How come they all sign up for your class? And I said, I remember when I was seventeen. I remember when I made excuses forturning in papers and all that. I remember that sometimes they sincerely wanted toget done, but they truly maybe procrastinated. So ill I have a bypass onthe procrastination. I'll say, you know what, let's just get itdone. And they say, man, he really understands he let me.I'm not going to let him down now because he understands me or because hegave me grace. I'm not gonna let him down now. And I thinkif we sometimes we forget that and we get so hard core because we gotit all figured out and we get so hard core. But I'll see,me, I'll see. I see myself when I was seventeen and when Ipoot it, I could plain, and I just got to remember that andI got a kind of pause and say, okay, let me think of thehit space that they're at. Hmm, I think that's such great advice.It's like. So the first part of that is recognizing, acknowledging andrelating to the situation, because we were those people once in our career.So great leaders, I think, do a great job of that. Butthe older we get, the more energy it takes to actually meet somebody wherethey're at and at the same time not damage the culture of the team.So you know, talk a little bit about how, like it takes energy. Like Joe's a great example, and I think Joe Story is awesome andthe Shan's stories are great, but you're meeting those kids where they're at andkind of not putting the team on hold, because what I realized was the wholeteam is watching how you're dealing with...

...those individuals. So at first I'mlike, where the heck does this guy get this energy to be able todeal with these hot spots as hot spots and not just try to deal withit from a team culture perspective? And then I realized when you're going oneon one with these individuals, the team still watching. But the older weget, the energy that it takes to meet people where they at. AndI'm thinking about also when a parent tells a child, not that you're aparent to these, to these folks, but in many cases they I couldtell they're like looking at you as a parent, which was just awesome.Sometimes the child looks at the parent it's like because the parent is trying tocoach or developer, mentor will back in my day when I did what Iwas doing, and it turns the kid off, like that's not what you'retalking about your they know that you know the situation they're in and I didn'tsee you once say hey, let me tell you about it. When itwas in my day, you were totally invested in their story. So doyou have any further comments on that? Like that takes energy, dude.Yeah, it's it takes a lot, because I'll see it all the timeand I try to sit back because I say, Hey, I don't wantto be that guy. That's not cool anymore. You know, I'm allright, I'm the dad with the wearing the dress shoes with the sots allthe way up. I don't want to be that guy. So I tryto stay relevant. I won't compromise my integrity to be that, but Iwant to make sure that I stay relevant and I think it's important to stayrelevant, to to where their headspace is and what they're thinking. It doesn'thave to change how you feel or what you believe, but no, wherethey're at, so that I can, you know, even be more,just relate to them a little bit more. I mean, I still listen toa little bit of the music and, like I said, I'll listen tothe music, but at the but then you're going to listen. IfI listen to yours, you'RE gonna listen to mine. But that gives mea chance to see where their headspace is and to see what that culture islike, this new culture that this new team culture, kind of that Ihave to kind of transition into. Believe in what we're trying to do.Okay, what? What does this new era think about what what we're supposedto do or what we're trying to do? I have to let them meet them, kind of have way and say, you know what, I get it. Kind of like in basketball, I get it those guys want todribble bore, they want to be more kyrie irving or James Harden or Stephcurry make all the threes. So how can I kind of bring that andkind of meet it at the same time and bring some of my culture butallow them to the freedom to do some of their culture as well. Wegot to be real cognizant of that and real really kind of you have toallow it. You got to give them the freedom, but you also haveyour discipline. But then say, okay, you drop in and you allow themto have that freedom within these four you know, this box or thisprem yeah, they I got this box at the perimeter. Okay, youwant to shoot the three pointers like Steph Curry, perfect, you could dothat, as long as you do it in here. And you know what'sinteresting is you gotta sell them. Are..., yeah, you can dothat, go ahead and do it, but it's within these walls. Andthen it actually meets halfway because within those walls they can't actually put that manythrees up that steph curry gets off, but you can steal, you shakethem and you giving them the dream to go ahead and do what you want, but it's within these walls and it actually kind of meets half way.I love that in this in this spirit of culture, in the way thatyou build the culture, we have this principle that we call the skill willmodel in our business and we share it with businesses and basically it's a greatassessment to find out where an individual is at any given point of time.And it's a relationship between skill and will. And one of the most difficult peopleto manage in business is somebody with high skill and low will. Andwill is defined as motivation, behavior, attitude. And again, I thinkfor our listeners that hear US talk a lot about the skill will model,we're very, very specific on you've got to confront the you've got to confrontthe behavior. You have to make sure that that behavior is it knows thatyou know you got to do with dignity and respect. You have to letthe person know that that behavior has to stop. And for our listeners,I just as they go through and watch you do what you do, Iwant them to think about the level twos. We call them level tools. Theseare high skill, very high skill, but low will, low motivation,low behavior. And what you introduced for me, for my thinking froma business perspective is, by the way, if you look at the graph,the only place that that person can come from is a high skill,high will, meaning they had to have been what we call a level forand then something happened. Yeah, like. So for our listeners when they watchyour show, when they watch that show, your ability to invest inpeople's stories, like when we can talk about it and say you've got tobe able to find out the story and man, you are a classic exampleof Managing Level Two's and getting them back to level fours, because most ofthe time level twos they just got wronged somewhere and it's not even, veryrarely has anything to do with the leader. It's something in the past and theleader. Most leaders look at that and go had I didn't even doanything anyway. So like, what am I supposed to do about it?But your capacity to get into their story and help them connect to their storyfor the betterment of themselves and for the betterment of the team, I thinkwas just outstanding. I mean it was. It was killer dude, really good. I think you have to in order to get anybody to respond.I think you have to care about them first. Now they're not going torespond because there's damage, there's abandonment, there's so many things that province them. They really want what you want.

They want to attain that. Soyou say, Hey, we want them to meet these numbers we want themto. I mean who's not going to come and want to make more moneyor build numbers or grow or in? Who Doesn't want that? They all, but there's a block, there's a there's a block and there's a there'sa wall blocking them from pursuing or moving because they're they're damage from some abandonment, their damage from some level of disappointment or leadership disappointment or something in thepast. And for me it stems from these young men what, what abusethat they go through when they were younger? We talked about Joe Hampton and ifyou watch the show, you'll see he goes from this great star inhigh school and then he goes to the one of the top high schools inthe country and then he signs at a high major program and then all ofa sudden it all falls apart right and then he builds his way back andnow he's with me and they're saying, why is this kid acting like that? Well, if you go back and look at his story and you seeand you understand the story, and for me, when people told me abouthim, they said you don't want to mess with that kid. He's youdon't want to deal with them. He's got all this talent, he's phenomenal. He's a four star, and we categorize him as one, two,three, four, five star. Five Star meeting, you're going to belike Lebron James. So he's like a four star, which means he hasthe shot to make it. He's a four and a half star. Butwhat happens when you look at it? Everybody sees them as his four tohalf star. In High School he blows out one knee, he blows outa set at me. He's at Penn State. He doesn't know how torespond to that. Why? Nobody ever taught him how to respond. Why? Because all he did was celebrating. They didn't teach him how to gothrough adversity. So now you look at in the past. He never learnedhow to get through adversity. He never had learned how to fight. Andso now this great person with all this skill, with all this talent,first time meeting failure, first time meeting disappointment, first time meeting abandon me, and he doesn't know how to respond. He was never taught how to respond. Why? Because when he was younger he was never taught. Henever had a father figure at home. He never had all these things thatin place. He never had the proper foundation, and so now he doesn'thave the motivation to make a comeback. He doesn't have all these things,and so I can see that and I saw he has the diamonds. Wesaw a lot. As you talk about those skills, you see the diamondsinside. But we got to just peel those layers back to find out whywe can't get that diamond out of there, why we can't chip away and figureout what's there. And it's not everybody's calling. You know, there'ssome guys are like, you know what, I'm not dealing with that. Idon't have time to deal with that, and that's fine. If that's notyour calling, that's not who you are. But if you say youreally want to help and really want to pull the diamond out of that,you whatever level you talking about. You know I'm talking about the four anda half star. I really don't have to deal with Joe Hampton, butI wanted to deal with you. I wanted to deal with him for him. You know, we sometimes just want our performance to work and say,okay, it's just all about me and what I need. If he's notgoing to work out for fine, well,...

...that's for me. I just havethe compassion in the end, and that's just that's just me, becauseI want to see him successful. And then when, when I care abouthim and he sees that I care about them and I care about his success, not just about our team success, but I care about his success asa person, then he's locked into our mission because he sees I'm I careabout him, I care about he saw that before he even set foot andgot one rebound for me or helped me in any way. I helped him. I helped him get out of jail. Okay, so before he helped me, I helped him. And then there is he saw that I caredabout him. So now, for me, it was easier for me to sellhim and say, look, man, I care about you in order foryou to have success, which he wants to have success. Anybody elsecomes to him, they say we want you to have success. Do this, any pounds and says no, I'm not doing that right. I tellhim, I want you to have success, do this. He knows that Icare and he knows he's afraid of abandonment again. He's afraid that he'llbe disappointed again. So he puts on a front and say no, I'mnot going to do it. But with me, he trust me and I'vebuilt equity in him and he knows that. All right, coach, I'm gonnado it because I trust you, because you've already invested in me andyou did not give me. I did not give you anything and you've alreadyinvested in me. So I think that's what I try to do, isI try to build the equity up before and a young man will come toour campus right away and they say, coach Mosley, I want to cometo school there. Guess what, they have no reason to trust me otherthan what we've done in the past. So what I do is I showthem that they can trust me by let's sign you up, let's get youin those classes, lets you get you started properly, let's make sure youget all of the needs, that everything that you need so that you're mostcomfortable. And now, guess what, I've built up equity in that relationship. And so now that that equity is built up, then now when Iask them for a proper response, I'm going to look and say, you'renot going to respond, or is your character that low that you can't?I don't deserve a response after I've kind of put in place the trust whereyou can see I really care about you, and it's hard for anybody in theworld, the worst person in the world, after you've invested in themwithout getting anything from it's hard for them to not perform for you. AndI found that to be successful. Almost ninety nine point nine percent guarantee.If you invest in that person first, they're going to give and then oncethey give, they say, okay, now I'm going to pour more intoyou, I'm going to invest more into you, and then guess what they'regoing to give back. But what happens is we're going to say hey,look at what we have, you need to come here and get what wehave, do what we say. Do.

Most people aren't built that way.There are a lot of high achievers that are built that way and that'sthe people we want to work with. Right we want to sit back andwait for everybody to come to US say look at this great organization, lookat what we have, come be a part of this, come sit hereand do there's not many people willing to say let me go down to thegutter in the trenches and get some of those diamonds and let's wipe them offand let's build them up. And I'll tell you this, I'll find thisto be true. If a lot of those diamonds are in the gutter areworth more than a lot of those diamonds that are already that are that arepursuing in coming to us, because they've kind already figured it out, andthose are the little, smaller diamonds. That's what I feel. It's theones that are in the gutter that usually at once. I tell you this, the ones that help me win the most are the ones that are insouth central or in the gutter in knots, because they have a sense of theyhave a sense of toughness, they have a sense of they get achance to to kind of mature. Well, it''s like the diamond. That's thediamond example you're given. The most valuable diamonds are the ones that spendthe most time under pressure. Under pressure. Yeah, and so they've been underpressure so much and if I could just peel away the response and theparody or the lack of motivation, if I can peel that away those dudes, they win for me, they win once you know that they can trustyou. Those are the ones that like. Coach. We ain't losing no games, coach, guarantee that's on my life. Coach, we not losingonce they know they can trust you. But before that they going pal complain, they going to look at you side, I'd and they're not going to trustyou. It's so they had nobody that they could ever trust. Butonce they trust you, they'll they'll give their life for you. Almost gotso many nuggets in here, coach, I want to just paraphrase or justrecap some of the big things that you're saying here. You give, youget, and so from a servant leadership perspective, you're coming to that situationsaying, I know I got to give so I can earn the get,and then once I get the get that I've earned, it's mind for life. With these guys. It's mind for life, and I think what happensto leaders so many times the end in our world, in the business community, is they feel like they've reached a certain place. Okay, now I'mthe leader. You come to me, I'm building a program and if youwant to be a part of my program then okay, that's great. Ifyou have the if you have a rocketship software company, or would have youand you. But if you're trying to recruit those people that you had,they have tons of potential. To get them from like, you know,level two to level for or what have you, it takes effort and thestrategy has to be you've talked about it already, meeting them wherever they areyou give you get and authentic servant leadership. So and that, by the way, if you're listening to this, when you watch this, see e'smake some notes for yourself on. You...

...know, how can you reach peoplewherever they're at? And your team, when you're looking at your team,how can you reach people wherever they're at? Have you earned your team's trust basedon what? And do you know the story? So when you're upsetwith somebody, when somebody's driving you nuts, if somebody slid from a level forto a level two, there's always a story there. Do you havethe skill set as a leader to go invest in and the energy to goinvest in that story? So that that was an awesome recap. Brother,that was so good for our for our people. Let's talk a little bitmore about the culture, if you don't mind. This concept that comes upis nobody fails. Like, I know people are going to like you.You say to them while they runnings, prints and everything. It's like nobodyfails, nobody fails on my watch. And when I first watch that,I'm like, man, coach Mo was taken all that accountability and all thatresponsibility on to himself. But yet that's not what you did at all.You change that into the only way you can fail is if you walk outa door on yourself. And could you talk a little bit about that,like where you kind of where you kind of came to that? Like nobodyI think you call it like nobody fails. Is that what it's called? Yeah, yeah, nobody is going to fill them all. Watch because I'mgonna do everything possible. And failure, you know, I'm not talking aboutyou fail from making it to the NBA. I'm talking about failing to to changethe response so that you can be successful. You're going to have allthe tools to go out in the world and be successful under my watch,unless you walk out the door. So when the guys come in, theywant a college scholarship so they come into a two year program so they canget a four year scholarship, they can move on and go play ball ata university. I'm going to give you two tools. I don't that doesn'tmean you're going to be at UCLA, North Carolina Your Duke, you're goingto get one of these grants, but you're going to have the tools thatwherever you leave and you go to, you're going to be able to havesuccess in that and that space. Unless you walk out the door you won'tget all of that now. It's going to be painful and it's going tohurt because I'm going to challenge you and I'm a put you under that thatpressure and under that fire and I'm a hold you accountable. But you're notgoing to leave here not prepared to have success. So I think as leaders, what I put on myself, the responsibility I put on myself is theis I'm going to have these guys the most prepared as I possibly can.And that's what I mean by the fair and I mean won't coach Mosley didn'tget him a college scholarship. Well, maybe they. They weren't, maybethey weren't good enough for college scholarship. What I'm talking about is, arethey prepared to take on that that next phase in life? And and that'sproperly responding to all the adversity that they're going through, properly handling showing upon time, all the details, all...

...the the structure that we have inplace. Do you adhere to that so that you could perform at the nextspace? Heck, you may leave East La College and decide I want toentry level sales position. I want to do this so that, well,you're going to be prepared, because you don't know how to wake up.You're going to know how to deal with adversity, you going how to learnhow to time manage, you're going to learn how to take criticism. You'regoing to learn how to take criticism when you don't deserve it, take criticismwhen you do deserve it. You'RE gonna learn how to take it. Andso I try to put them under all that pressure and I know sometimes Icriticize and they don't deserve it, but I want to see if they canhandle that, that criticism and it's not it's not criticism, it's not abuse, but it may be criticism that they don't deserve that. Somebody else deservebut I want to see if we can handle that, because that's what happensin life and we talking about life skill, we talking about business and career skills. All these different things are going to happen and I try to takethem through adverse situations that you're not going to fail and it's my responsibility tomake sure that you're prepared not to fail when you leave here. That's theresponsibility I take on and some of us don't want they kind of put well, that's on him, you know well, and I think if we want tohave the most successful businesses, programs, anything, we got to take thatresponsibility on as leaders. Is Like I take that pressure, I takethat responsibility, like if one fails, we all fail, and that's that'smy responsibility as a leader. And then when I see him fail, Itake that burden home with me. When we lost in the not lost,but when we when covid hit, and everybody asked me the same question.Wow, what were you feeling like in the locker room, and what Ifelt like in a locker room as I let everybody down because I said ifI if you do everything, you're supposed to do. You're all going tohave success, we're going to get and I felt like I let him down, even though covid was the situation, and I know I'm telling that's giventhe story away for you know, I'm a spoiling it for those who youhaven't done it yet. You haven't done it yet. Ultimately, I feltlike I let him down and I always have to take that burden on meso that I'm doing the most that I can do. And it's almost likeI've been fortunate that the only way that it doesn't happen is if somebody walksout to do you walk of it, because I am going to come withthe highest level of energy every day. I'm going to care about you everyday. And you know what, as leaders say, well, wow,he's great. You know what, I don't wake up that way every morning, but I have to find a way to find that energy to not letmy team down. I have to have a great day every day. Ihave to bring the enthusiasm, I have to bring the energy, I haveto be the one that sets its owne every single day, and so whenthey see that example that I'm not going to let him down, I'm notgoing to give up. I'm coming with energy every single day. Then theyhave no choice but to come with that energy. Okay, you're not comingwith that energy. You're letting yourself down. Now I'm not going to let youdown. You're not going to fail...

...on my watch. You're not goingto not go hard because coach Mosley's not going hard. Yeah, the reasonwhy you're not going hard is because of something that you now we can addressyou, but you're not going to have the excuse that. Well, wedidn't become stronger, we weren't in good shape, we didn't have the rightplays. It's not going to be because of me. I'm going to makesure that I do everything that I can do. Then I'll brilliant. It'sbrilliant because the accountability lands right back where you want it to be, righton the player themselves, when you're bringing your best self every day. Sothe excuse department's closed about what you're doing or what you're not doing, andtherefore the accountability, it's like it's like bounces right back to them. That'sbrilliant. Yeah, and I take the accountability. Well, I didn't playthis player, I didn't run this player or that play. You can blameme if we lose a game because of that, but you're not going toblame me for not being prepared physically, mentally, effort and responsibly. You'regoing to be able to respond to all the situations and so you won't beable to blame me for that and you're going to be prepared when you walkthrough the door of any university or college in your next step. Such agreat conversation between John and coach. Mostly that's part one of the conversation.Part two is coming up next week. There's just a lot of takeaways,I think, from their conversation that we can use as we lead and manageour own teams. A lot of parallels from how he leads a basketball teamto how you would lead a sales team and coaches sales team to success.If you've seen the season of last chance you you know that coach Mosli's programis bare bones. His assistants aren't even on salary and a lot of thesekids are really doing their best to make ends meet so they can do whatthey need to do to get to the next level to get more stability.You've seen it in the documentary. A lot of their stories. I rememberthe one episode where their basketball's goals were too high because they didn't have themoney to lower them. So we have made it easy. If you wantto support coach Mosli's program at Elac. We've got a link in the shownotes if you feel compelled to do so. I know that they would love yoursupport. Thank you for listening. Be sure to tune into next week'sepisode for part two. Thanks for listening to the audible ready podcast. Atforce management, we're focused on transforming sales organizations into elite teams. Are Provenmethodologies deliver programs that build company alignment and fuel repeatable revenue growth. Give yourteams the ability to execute the growth strategy at the point of sale. Ourstrength is our experience. The proof is in our results. Let's get started. Visit US at force MANAGEMENTCOM. You've been listening to the audible ready podcast. To not miss an episode, subscribe to the show in your favorite podcastplayer. Until next time,.

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