Lens of Leadership: A Ted Lasso Rewatch Podcast

Leadership And Growth | S1 Ep 6

• Marnie Stockman and Nick Coniglio • Season 1 • Episode 7

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This week, Marnie and Nick rewatch the Two Aces episode to discuss several surprising (and heartwarming) leadership lessons. Find out how Jamie Tartt's evolving story challenges our understanding of personal growth and the complexities of guiding others. Take a deep look at the power of rituals like the 'reverse the curse' ceremony, exploring its role in uniting a team and leading to collective triumph. Also covered are the emotional barricades people like Jamie build, as reflected in his interactions with Keeley.

Marnie shares her leap from teaching to leadership, revealing the inner conflict and ultimate fulfillment that comes from embracing the unknown. Nick discusses the shift from being a hands-on problem solver to a team-scaling strategist in the tech world, underlining the value of stepping beyond one's comfort zone. Our stories aim to strike a chord with anyone on the precipice of change, whether in their careers or entrepreneurial ventures, cheering you on toward your next chapter of growth.

Finally, let's confront the elephant in the room – fears and how to tackle life's unexpected curveballs. We'll discuss the importance of overcoming embarrassment to seek help and how asking for help can be a pivotal step in professional advancement. 

Speaker 3:

Welcome to Lens of Leadership, our Ted Lasso rewatch podcast there and get the strike as possible, Just like back in Guadalajara. You say it, I do it. Coach, Football is life.

Speaker 1:

Before we dive into this episode's leadership lessons, let's watch a quick recap. I'm Nick Caniglio and I'm Marnie Stockman, and this is Lens of Leadership, a Ted Lasso rewatch podcast. Nick and I are co-authors of Lead it Like Lasso a leadership book for life, your life.

Speaker 2:

Authors of Lead it Like Lasso a leadership book for life, your life, or, as we like to say, the ultimate cheat code to help you level up in life. For those of you just joining us for the first time, we take a little bit of a different approach by deep diving into some leadership principles drawn from the episode.

Speaker 1:

And today we're going to take a deep dive into two aces. Nick's favorite episode.

Speaker 3:

It was. As season one, episode six begins, ted is very sad about his marriage. He blabbers on to Nate and Beard he's not OK. Rebecca tells Ted that man City wants Jamie back if he is benching him. Ted says he has a plan for his plan to work. Jamie can't practice. An enthusiastic Danny Rojas arrives. Football is life. Keeley shows up to work on branding and breaks the bad news to old Rebecca Seems like the club now has two aces. Danny gets hurt. It is blamed on the curse of the treatment room. Keeley tells Jamie that not everyone trying to help you is out to get you. Ted and the team perform a ritual to rid the team of the curse. Even Rebecca and Jamie join in. All seems to be working until Rebecca sends Jamie back to man City. Ted sees Red, but he still delivers a freshly baked batch of biscuits to Rebecca and that's it for Two Aces. Football is life.

Speaker 1:

Oh, we find out at the end that Ted has been making Rebecca these biscuits the whole time. I love that. Excellent biscuits with the boss throwback. So two aces. We've been on a couple other Ted Lasso podcasts and you have said this is your favorite episode. So what say you? Why is that?

Speaker 2:

Yeah, I think it's a bit controversial, but it is my favorite episode. First, it introduces us to one of my favorite characters in Danny Rojas Football is life and therefore leadership is life.

Speaker 2:

Yeah yeah. We pulled his football's life and turned it into our own slogan with leadership is life. This is the first episode we start to pull back the curtain a little bit on Jamie Tard and, as you and I both know, he is absolutely one of my favorite characters in terms of the arc and the personal development that he goes through and I just love the fact that it got started. You know it's funny when I'm rewatching the episode. I was looking at it I was like okay, is this the first time we get to see the real Rebecca and we start seeing glimpses of her come through First, gets pulled back at the very end. But I think we'll get to that soon enough. But I absolutely love the whole reverse the curse notion and I love how they approached it, addressed it. We had the whole Allen Iverson practice speech.

Speaker 1:

Practice, Practice. I'm sorry for people listening and screaming their earbuds yeah, relax.

Speaker 2:

Ted, it's just practice. And then we see Ted go off on Jamie and I didn't realize at the time. The whole thing sounded familiar but I had no idea. Of course, lassoverse was quick to point out that that speech that Ted gave was pretty much word for word, speech that Allen Iverson, who I grew up with watching play basketball both at Georgetown and then ultimately Philadelphia and other teams, but he gave that same speech.

Speaker 2:

But the way they kind of twisted that and and turned it around, I thought as usual from the writers of the show, it's just brilliant. I have to say this, rewatching the episode, I mean Jason Sudeikis for those that say he's just a comedian and can act I mean it's, it's just, it's crazy what a good actor Jason Sudeikis is. You know we start off the episode with him frazzled, you know, because last episode with with Michelle, and then to switch gears and go off on Jamie during the you know the, the practice speech and then kind of goofy old Ted in between that and the ritual and then at the very end, when he goes and talks to to Rebecca, um, after the.

Speaker 2:

Jamie, yeah, so mad, but what a what a great actor.

Speaker 1:

What a great actor, yeah.

Speaker 2:

Yeah, so we're here to talk about some of the leadership lessons that we draw from the episode, and I had a couple of mine. The three things that I think we'd like to cover today is you know, the whole reverse, the curse, the ritual sacrifice. How do we fix?

Speaker 3:

this. We can't change the past no saying no. We cannot. We can choose to honor it. Those young men, they made the ultimate sacrifice, so I think it's only fair that we sacrifice something of our own.

Speaker 2:

The whole notion of having to give something up, you know, specifically for the purposes of growth, I think is very much in line with a lot of the things that we talk about and I think we can take we can take a deep dive into that. The other two areas that I really keyed on in on was Keely and Jamie the conversations that they had when Jamie was a little reluctant to participate in Ted's games and the ritual. I think Keely has a very cool line when she talks about Jamie, she talks about him being a battler a battler right. You know, he had to fight for anything. I think she says it's really hot, but then she says you know, but maybe someday you should stop battling the people that just want to help you. And I think so many of us kind of face that predicament where, for whatever reason, a lot of walls.

Speaker 2:

Yeah.

Speaker 1:

You end up battling everyone else and yourself when they're just trying to help.

Speaker 2:

Yep, yep, and I think it'd be a good talking point conversation to have around that. The last one is where Rebecca, you know, allows Jamie to be assigned back to Manchester City. For those that don't know, he's playing with AFC Richmond on loan. That's a soccer thing and you know it. Really, it talks to the point of you know how do you start handling things, and I think we're going to find out with ted right when things aren't don't go exactly to plan. The whole episode was building up to this, this reverse, the curse ritual. And at the very end of the ritual, you know, ted walks into the locker room the next morning and everybody's excited, the team's, the team dynamic is exactly the way Ted wants it to be, the way he envisioned it. And then, boom, you know Rebecca drops the hammer.

Speaker 3:

You got rid of Jamie. Man City recalled him. I told you, ted, they were concerned he wasn't playing. I finally got through to him. I mean, you saw it With him and Danny, we had two aces, rebecca, I thought that was what you wanted. Yeah, well, you thought wrong. I'm sorry. I'm sorry for my tone there. Okay, that was rude. Look, I'm I'm trying to be cool about this, but I am just seeing red everywhere. Well, perhaps you should leave before you say something you regret. No, actually, you know what? There you go, your biscuits, and I hope they're not as good as they usually are. Oh, but dang it, they're the best batch. Yet I finally cracked the recipe.

Speaker 2:

And you know she threw up this big roadblock and it's important to consider okay, things don't always go to plan, and how do you handle it when that happens? To begin with we talked about the notion of choosing to give something up just for not just for, but for the sake of growth. So, marnie, when, when we, when we say that is does anything, what comes to mind from your perspective with that? I?

Speaker 1:

don't know that I would have caught it this way, but when I talked about this idea with other folks it has been mentioned that me leaving teaching was surprising to folks. I'd wanted to be a teacher literally since as early as I can remember everyone would be anything, and specifically in second grade when I got handed chalk to get to go write on boards, I knew I was in on that. But then I also always wanted to be a stay-at-home mom. So I taught for seven years and I knew that I was going to leave to stay home and it surprised a lot of people. And then I didn't go back into teaching, I went into as a supervisor and I think that when I look back on it I really do think a good bit about. I did love teaching and there's no final mastery of teaching.

Speaker 1:

There's no, okay, you're perfect of teaching, okay, you're perfect Done, and then keep doing that for the next 20 years or whatever. But I do think I had real. I love a challenge We've talked about that before and in teaching I felt like I'd gotten a good rhythm and I worked really hard, but it didn't have the same challenge. I really like to be pushed and learn new things and there was an opportunity.

Speaker 1:

I signed up for grad school to get my doctorate and there was an opportunity to go be a supervisor and so it was interesting because I did have to sacrifice being in the classroom and if you are in education, you know that they talk about the board office is the dark side, right? So I had to give up the, you know, the bright side to the dark side, and I didn't think it was the dark side, because I thought it was my opportunity to help in a, in a larger, you know, in a different way. But that is it was I had to think about do I want to leave the classroom again for that role? A role, and you know, again, the classroom was something I had dreamed of as early as I knew, to dream about what I wanted to be when I grew up.

Speaker 2:

Yeah, and I know the answer to this, but I'll ask you anyway Do you believe that that decision ultimately led to growth from your perspective?

Speaker 1:

Oh, 100%, and I think I've never. Really. It was almost accidental that I got the next position. I actually was looking for ways to get hours for my grad school program, so I wasn't aiming for a job. But when I went in to ask a former boss if I could do some hours, she said why don't you just take this job? So I got the opportunity to grow. But every opportunity after that where I've had to walk away from something that I have loved because, with very few exception, I have loved what I have done along the way- We've talked about a couple of those few exceptions when we've worked with the Primer Manions of the world.

Speaker 1:

I've loved what I've done, but every time I've gone towards something it was for growth, and I really did have to, in the same way that the team had to wrestle with giving up something they loved. I think that's what was very interesting about this sacrifice. Right, they talked about the 400 souls that had died, you know to, to fight for Richmond. That had told them to bring something that really mattered to them. You sometimes have to give up something that's really important to you without selling your soul to the devil. That's an interesting piece.

Speaker 1:

You're not giving up all of you right, letting a piece of you grow. And if you think about it, that is what he just had to do in the last episode when he said he wasn't quitting on Michelle. He was letting go to help her grow. And then, the very next episode, they have to reverse the curse. So it was interesting to watch and tile that back together. But I absolutely think that when I've had opportunities to take a chance to grow, I've had to really consider look at what you're walking away from, cause it's something that you've enjoyed.

Speaker 2:

Yeah, how about?

Speaker 1:

you Any any stories that come to mind?

Speaker 2:

You know I'm pretty selfish, so I really don't like to give things up, Um, but I mean, I think I.

Speaker 2:

When I think about that question, I think I have a story that a lot of people can relate to. You remember working with me back in the tech company and for those that don't know, I had all the answers right. I was in a position, you know, to help everybody out, and I was, and I'm a pleaser right, I'm a pleaser mindset. We share that attribute right. Where I love to help people, I don't need the recognition for it, I just love to problem solve, identify a problem, figure out the problem and then help somebody with it. That's my endorphin rush, that's what gets me my high. It's why I like programming so much.

Speaker 2:

At some point I think I realized that for me to grow personally, right, and for the company to grow, I had to stop doing those things. And I had issues of trust, right. I didn't trust somebody to come in, step in, do the same level, perform the same level of service that I did. But it was important not only for my growth to hand that off to other people and have those people do those types of things, but also the growth of the company. And you may not look at it as a as a sacrifice that I made, but to me personally because of kind of the rush that I would get from being able to help people and and doing it way that I love to to do, which was to solve problems. It was really hard for me to give that up and sacrifice, but I made a conscious decision that it was, you know, first and foremost in the best interest of myself, right to learn how to scale and grow teams and organizations Important for my growth trajectory, but it was also important for the growth of the company.

Speaker 1:

Entrepreneurs struggle with that Right.

Speaker 1:

Absolutely I think, in the IT space, how did all those folks become business owners? They were the hero, they they solve problems for people. And then they found themselves as accidental entrepreneurs. And then how you can't, like you said, solve everybody's problem if you want to scale. So you have to then build the trust, which I think is part of what you said. That's super important, right. You have to you to the trust, which I think is part of what you said. That's super important, right. You have to figure out how to trust, but then you also have to be willing to give up that, and that can be the hero for this.

Speaker 2:

Yeah, absolutely. The next topic we were going to talk about was Keely telling Jamie that someday maybe she'd stop battling the people that are just trying to help him. You're a battler, jamie, it's really hot, but maybe someday you should stop battling the people that just want to help you. I don't think I am very good at receiving help, but how about you? What do you think in this regard?

Speaker 1:

So a couple books come to mind, and you know me, I love a good book reference. Smells like potential. So let me talk about those and how I land there. So first Bob Berg shout out the Go-Giver right. I remember writing a post about some amazing go-givers, but how I know in talking to them that they're not great go-receivers and I'm not either. I don't handle that well, and that's what we'll dig into. But also Patrick Lencioni's five dysfunctions of the team. One of those dysfunctions is the absence of trust.

Speaker 1:

And I think you mentioned that that's part of the issue. You don't trust that someone else is going to answer the way you're going to answer. And I've gotten to see firsthand how you solve problems and, while I consider it a miracle, you do look at problems differently. So I can see why that trust would be hard, because I haven't watched anybody else go about problem solving the same way you do. When you think about the scaling bit, I remember boss saying Marnie, I know that you believe that if you want something done right, do it yourself. You are now in charge of K through 12 mathematics and you can't do it all. So build the capacity within your team to be able to trust them. And that is what Keeley was. Keeley wasn't. It wasn't a scaling issue with Jamie, but he had built up walls and we find out of what he's trying to get rid of. You know when he goes to make the sacrifice at the end there.

Speaker 3:

So I made a vow to be so tough that he could never call me soft again. I wonder if sometimes I forget about making her proud.

Speaker 1:

Intentionally built a wall so that his dad would never be able to call him soft again. He never let that wall down to be able to trust, and so I think it is hard to do. Do you know for yourself what has to be in place in order to trust someone? What kind of evidence do you need? You're a data guy. How many times do you have to be in place in order to trust someone? What kind of evidence do you need? You're a data guy.

Speaker 1:

How many times do you have to be right, right. How many times did your son have to drive to the grocery store with you safely before you thought like, all right, I'm going to let him do it on his own Right. Is it data?

Speaker 2:

Yeah, what is it? Of course I have to have some level of trust to ask people to help me. I think the biggest, the bigger thing, though, that really inhibits me from letting people help me is, you know, I don't like to be a burden on people and, whether right, wrong or indifferent, if somebody is trying to help me with something, anything, it's a burden on them that really I should be able to handle, right.

Speaker 1:

And I think I know go givers love to do that, so it's interesting, I do.

Speaker 2:

And I think what's more interesting is, at some point in all of our lives, right, I don't care who you are, you need the help. I can think of examples when I tried to take the burden on myself entirely and it didn't work out. I don't talk about this often, right, but I suffered in my mid-20s. Suffers is a bad word, but I experienced a lot of anxiety, panic attacks, almost debilitating to some extent, and I tried to deal with almost entirely on my own, where I wouldn't tell anybody, not even my doctor, what was going on. I didn't really know what was going on, I just was, you know, paralyzed, very different than the way Ted experienced it in the show.

Speaker 2:

It wasn't until I really started to open up about it to what was then my girlfriend who's currently my spouse, right, susan where it was such where I felt like I was placing a burden on somebody else to deal with my problems, and it wasn't a trust thing. I wasn't really worried that they were going to go make fun of me or do anything about that. Maybe I was a little embarrassed about it, it was it. But once I was able to open up and communicate communicate what I was having, you know, susan was there to help me and kind of get me, get me through what was going on, and it wasn't, by any stretch of the imagination, an overnight success. I mean, it took a long time to get past that, but it's something that I could not have done without the help of other people. The fact that I had blocked that for so long because I felt like I was going to burden somebody else with my problems was really short-sighted and it was not in the best interest of where I needed to be mentally Does that make sense?

Speaker 1:

Yeah, it absolutely does. So the burden piece I get it's interesting. My son will say the same thing. But you also mentioned only a bit of maybe not wanting to be embarrassed and I think when I think about why I'm not a good go receiver is I really did feel like I was getting set up for a fall.

Speaker 2:

Yeah.

Speaker 1:

Which is where the trust issues would come on my end, and I mean there wasn't social media when I was in second grade. You know, posted for being foolish. That is part of like what is? What is the ultimate objective here? Is this setting me up for something that I'm not suspecting? Yeah, there are probably some episodes with Dr Sharon I could have on that.

Speaker 2:

Well, you and me both.

Speaker 1:

I'm definitely reflecting on some elementary school and middle school events, like, yeah, yep, I see where that came from. I know why I'm not good at this. I'll give, but I'm questionable when it comes to taking.

Speaker 2:

Yeah, but I mean keying off the embarrassment, right.

Speaker 2:

I think that we've talked a lot about being yourself and being your authentic self, right, and you know, I know I've seen it, I've probably done it, you know, especially earlier on in my career where I thought that people thought that I should know how to do something and I didn't necessarily want to admit that I couldn't and I was embarrassed and I wasn't seeking out help. You know, I think that's a little different than maybe some of the contexts that we were talking about earlier. Know, I think that's a little different than maybe some of the contexts that we were talking about earlier, but I think that's still a very important point. You know, especially if you're in the workforce, it doesn't matter what your job is right. Don't be surprised how many people actually want to help you be successful. Right, and break down all the barriers if you can. I know I just said I have a ton of them, right, but at the end of the day, that is going to probably impact your growth as much as anything else is being open and willing to have outside help.

Speaker 1:

Yeah, and I think, while these are personal stories, the leadership component you just brought up reminds me of you've talked about it with imposter syndrome as a parent when, as a parent, you're expected to be right all of the time and then your child gets to an age where you should be able to explain how you're not already always right. But it's now you're seven, eight years in and you've already always been right. And so what happens when you first hit that? And so much of the teenage angst, I think comes with this same like parent advice of you know, not everyone's out trying to hurt you.

Speaker 1:

Jamie can see the parenting, the push-pull of parents and teenagers and I think some of that does come from the parents. Well, I've always been right and you know, because I said so shouldn't be. You know that can't be the long-term strategy. The other piece I think is interesting is, again, I've watched you be right at work and people are sometimes not willing to challenge the person that's always right, because they're afraid of also looking foolish. So it's harder for for folks who are always right to have to trust because people aren't even giving them the challenge network that they need sometimes.

Speaker 2:

Yeah, yeah. Well, that's pretty deep, all that stuff. Okay, let's, let's hit topic number three. And then, ripped right out from underneath them, is Jamie Tartt heading back to man city. We're talking about, um. You know how, how we handle things when they things, when we're thrown a roadblock and things don't go to plan. I'd love for you to talk a little bit about this, because you're pretty much the architect of solving this problem. We started a business right before COVID hit, with our whole go-to-market approach being in-person events and conferences, and then, obviously, covid hit and that went all out the window.

Speaker 1:

That was our plan to get in front of as many people as possible with new software. I think we all had our own emotional responses in the world and there's always a fight or flight mentality for everyone and I think we still believed in what outcomes. But we are in fact going to have to get there differently. For myself, after the initial emotional response is gone, I like to get into problem solving mode and when we really looked at the outcomes of what we're looking for, did we actually have to be in person to get there? Why were we going in person? Okay, we were going in person to maximize the number of. Were we going in person? Okay, we were going in person to maximize the number of humans that we could engage with, because we launched at an event with 3000 people. So then we said well, this is how many sales we've made with 3000 people live. How can we get in front of them virtually? And we had a 0.0 partners prior going into that conference and then we had a list of 100 folks that we could sign up.

Speaker 1:

We didn't have the numbers on our own to be able to grow, so we had to figure out ways to get in front of others, and I think this is something that other folks often don't think about is that in the world of go giving, you have something to give.

Speaker 1:

We had a passion, a drive, a great solution, but we also had sort of the hustle scrappiness of a small company and we're willing to do work to help others. So we decided, okay, if I can't see 3000 people live next month, how can I see 3000 people virtually? And we found a vendor community that had partners in the same space talking to the same people we wanted to talk to, and so we just picked up the DMs, because who calls anymore? Hey, would you like to do a webinar? We felt like we could bring value to our prospects by telling joint stories with other vendors in the space, other partners, about good business practices and what people could do during the pandemic to help their clients. We wanted to help our partners see what they could do in the pandemic to help grow their business and stabilize their business, and we did that a lot and it was very successful.

Speaker 2:

So what you're saying is you know, I think, when you know, I happen to do some consulting here and there on the side, and I was just recently approached by a company that said, okay, everything has just stopped working and we don't know why, and we have all these, we've got all these negative things going on. My first comment is okay, let's, let's not just admire the fact that we're in this mess, right, let's and you talked a little bit let's assess and stabilize, let's prioritize, and then we can be proactive about it. And I think that's what we did as a, as an organization, you know, with the whole COVID scenario. I think that was a little harder because we had so many other emotions going on with COVID. Our lives had just changed, right. So it was really easy to admire the problem because there were so many of them, so many new things going on.

Speaker 2:

But I'm pretty proud of us that we didn't just do that. We immediately assessed, came up with different alternatives, got back to a stable position where we, you know, we started feeding the pipeline of prospects through all the strategies that you mentioned. But I think of I think of other scenarios, whether it's work related, whether it's personal right, something bad happens in your life, let's not immediately out of the gate, just waste time admiring the problem. Let's stabilize where we're at, assess and then start to be proactive in our problem solving.

Speaker 1:

It's interesting you say that. It reminds me. You know Josie. So that's my daughter. I got the call. No parent wants of screaming child Mom. I've been in a car accident and she's a shrieker, so I was getting a lot of screaming through the phone and I said, are you hurt? And in my mind I can remember the fact that she's screaming on the phone means she's still here. So I'm already better off than some.

Speaker 2:

So I know for the audience. I knew she was still with us alive and healthy.

Speaker 1:

So that's why I did not react. So I said okay, you're okay. Yes, Is anyone else heard?

Speaker 3:

No.

Speaker 1:

Okay. And then I said stop screaming. She said what I said? That's not helpful. You're okay, they're okay. That is all that matters in this world. Everything else is a problem to be solved. And she said but the car, I said, is a car, so fine, we'll fix it. And then she calmed straight down and said what do we do? I said, well, I'm walking to my car right now. I'm going to meet you. We're going to. Are you pulled off on the road? Have you called the police? Yet this is what you're going to say when you get there. This is what's going to happen.

Speaker 1:

And she was 16. So she had just gotten her driver's license. Um, and it was interesting because on the way home she said I needed that virtual. Basically, she said slap of stop screaming. Yeah, because she couldn't get into problem solving mode, in panic mode.

Speaker 1:

And later in college she had an event in the middle of the night and called me, again crying, and I said again are you hurt? Is anyone else hurt? Again crying. And I said again are you hurt? Is anyone else hurt? And then I asked a question and I could tell by the tone of her voice Yep, like that's what I needed. And now that she's.

Speaker 1:

Hopefully we don't get any more of those. But she will now say I know I needed to call you so you could just tell me to stop screaming and help me get into problem solving mode. Could just tell me to stop screaming and help me get into problem solving mode? So I think Ted has reacted emotionally. He said he's just seeing red, but he still brought those biscuits to Rebecca and he's not going to last in red for very long because Ted is a problem solver, so can't wait for the next episode because he's acknowledging yep, emotions mad. But he's not going to stay there because he's an optimist and he likes to solve problems and move forward. But he does have to acknowledge that this one throw him a curveball.

Speaker 2:

Yeah, well, that is the fun of this series and I 100% agree. Next episode, ted is certainly going to go back into problem-solving mode to get this team where it needs to be.

Speaker 1:

Not only that, they're all going to make Rebecca great again.

Speaker 2:

That is the next episode, right? Well, that was. You know, josie has a lot to be thankful for with you. On the other end, I, I think. Uh, you are like the dr sharon. As a matter of fact, you are dr morning, because you do have those initials in front of your title very different, but yes yeah, I can't wait to uh get a look at making rebecca great again. I thought we're going to get there in two aces, but not quite yeah, we got to the edge and she couldn't make it over.

Speaker 1:

We're learning some lessons, but we're not there yet.

Speaker 2:

Yeah, so until next time we'll see you.

Speaker 1:

As we wrap up this week's Lens of Leadership, let's take a look at John Wooden's Pyramid of Success. Today, we're going to rate the traits of skill, team spirit and enthusiasm. Today, we're going to rate the traits of skill, team spirit and enthusiasm, as always. If you want to see all of the scores, you can head over to leaditlikelassocom on the resources page. This week, on this episode, we're going to rate Danny Rojas, Ted Lasso and Jamie Tartt. So when we take a look at skill, we're really going to look at soccer skill today specifically, and that is the knowledge of and the ability to properly and quickly execute the fundamentals, Be prepared and cover every little detail.

Speaker 1:

Danny Rojas and Jamie are both tens. They are the two aces. That's what this episode is about. Ted we're going to rate it a five. I think he's learning some of the game, but he is no soccer star. Team Spirit Danny and Ted both get tens.

Speaker 1:

Jamie fluctuates between a zero and an eight because Team Spirit is a genuine consideration for others and eagerness to sacrifice personal interests of glory for the welfare of all. He really is not. Um. He's willing to make a sacrifice, clearly, but not for the welfare of all. So maybe, instead of eight, well, it's a zero. We'll make that a zero to five. Actually, the you know the episode is really around the sacrifice piece, Um, and and we're moving Jamie a little bit, we see.

Speaker 1:

And lastly, for enthusiasm brushes off upon those with whom you come in contact. You must truly enjoy what you are doing. All right, Can I rate Danny at a 24? He's at least a solid 10 plus, but he makes Ted's 10 look bad. Honestly, he is brimming with enthusiasm and Jamie, his passion for the game does not play out on the field in terms of enthusiasm for others to grow from that, but he is certainly enthusiastic toward the sport, so we'll give him a three on that one. We'd love to hear if you want to debate any of that. If we got that wrong, let us know. Hope you have a great week. See you next time on Lens of Leadership and Lead it Like Lasso.

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Marnie Stockman

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Nick Coniglio

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