 you write in the book that there's value in having team members who are willing to stand up to you and question you and push back. You don't want a team full of yes people that doesn't allow you to reach those greater goals. Johnny and I in all of our years of managing team members, especially millennials and now Gen Z, there is a difficult balance there where opening up to questions can often lead to more questions that you could handle and an inability to take action to actually move towards those goals. So how did you strike that balance with opening up the floor to those questions but then allowing the team to stay focused on the goals that you had as the coach and as the leader? It's two things is the culture you set up but then it's case by case honestly and it's always easy to look back in hindsight and say okay we did this we did that when you're in that moment leading as you guys know every day you think okay am I being too hard am I being too soft. I mean I'm constantly going back and forth you know microscopically you know too hard on that guy not hard enough in that guy you know individually the team itself have I been open enough to the suggestions have I been too open same idea it also depends partly on where it's coming from I wanted to be very very close we took our leadership on the team very seriously we talked as you know it's a chapter title of one of the 12 create layers of leadership if it's you versus your team you already lost all right there's more of them than you they win sorry if you have a four person office and you're one of them is three to one you just lost so and military is worse and so our teams and so are most corporations so it can't be that so we had head coach assistant coaches captains seniors juniors sophomores and each one had responsibilities and each one therefore was responsible how the team was going so I met with the captains every single day after practice for at least a minute on their way out they knew they had to come in and check with me how we doing who's happy was not happy what should I be aware of so again I'm trying to get things upstream whenever I can that helps a lot they already feel like they're being heard if I hear about a problem with a sophomore who otherwise would probably not talk to me might be too scared to I can reach out to that sophomore say hey look man what's going on how you doing let's talk come in the office so you you learn from your captains that whole thing but then also the captains there's the scene in the book from Chris Kunkel our second captain great leader we had a good game we'd beaten a team five to three but the seniors weren't happy about a few things and they met after the game under the stands without me present which can make you paranoid if you're not careful I was a little bit just seeing what's going on then he comes in a few complaints we don't want to hear about last year's team because I love the first team of course and how tough they were and how they were the most improved team in school history we're tired of hearing of those guys we're our own team focus on us that's fair two retired having the study table at here in high school across town from the rink let's have it here at the rink order pizzas we'll shower and go right to the room across the hallway done and done and a few other things but why would I not listen to those are two good ideas they cost us nothing they gained a ton they're good they've made us better and even if it's neutral you already have the example that I listened to you and your voice matters and at that point that captain has more pull with his teammates because they know he can come to me and I listen he's got that kind of power so if I need something the other way I said Chris I need you to do X Y and Z he'll probably do it all right because we had that kind of relationship now that is a scary moment for any leader but I've seen it when it's mishandled you are headed for a mutiny and that is even scarier