So as we dive into DISC today, give us kind of a crash course on what DISC is.

Yeah, that's a good start.

But let me make a quick statement about that first, because great coaching isn't really about asking a player to communicate like you.

Great coaching is learning to communicate in a way that the player can hear you.

Right? It's about getting through because we're good coaching, where great coaching lives is in communication, trust, motivation, correction, and performance.

That's the essence of coaching, right? That's what we're trying to get to.

So to put a wrapper on that with DISC, DISC is four letters, D-I-S-C, and the D is dominant, somebody who wants to get the point, get things done, very task-oriented, results-focused.

What are some of those things?

How do I discern which tool, which strategy, which phrase, which question to ask in the moment quickly?

This is such a great question, Ryan.

I hope I don't go too deep on this because I just wrote a paper about this very topic and you didn't know that.

So looking at the business world today and where artificial intelligence and technology, it's just like it changes so rapidly today.

And what I wrote about was like the evolution over the last 26 years.

So going all the way back to 2000, where the term CRM, you know what a CRM is, customer relationship management tools, Salesforce, HubSpot, Microsoft, you know, the way for businesses to track their business, sellers to track their customers and opportunities.

And that was supposed to like be the end all be all to give sellers and businesses insight to what's happening in their world.

So what encouragement would you give to those guys kind of with that context?

Yeah.

But tough doesn't mean arrogance or belligerence, right? That's why you kind of love the velvet hammer.

We actually use that all the time at work, like when we're dealing with a procurement officer.

And we have one of our biggest clients.

She's awesome.

She's a hard, hard negotiator.

But she is the hammer.

Like we, we watched all that happen.

Mm.

So l- because I want to touch on, you just said another really important thing in there, that active listening allows us to, um, get into the individual, because not every athlete learns the same way.

Not every athlete can be coached the same way.

I mean, there's just too many unique personalities out there, right? And so when we focus on the individual, like what motivates you is different than what motivates me, and it's different than what motivates, you know, John Smith, right? Um, how you process feedback is different than how I process feedback.

Um, your preferred, you have a preferred learning, learning style, and you have your own goals that you're trying to achieve, and I'm gonna have my goals that I want to achieve.

And as a coach, unless we're really actively listening and asking questions around those four things, we're, uh, we're gonna lose the trust and we're gonna lose the sense that they feel valued.

Because maybe as an athlete, you wanna go, you wanna get to the next level.

Sure.

Uh, but tell us a little bit about the parent-child relationship and how coaches can, can maybe understand that, uh, before we dive in fully.

Uh, yeah, and again, I'd love to ask a question back, but we'll, we'll refrain from doing that because we're just doing the overview right now.

But when you think about exper- like my experience in, um, uh, Little League, youth baseball, even, even, um, men's softball and playing in, uh, you know, baseball leagues as an adult or being around it, we see coaches, we, we experience coaches who get really hot-tempered, who get really excited, whether it's a practice or in the game, and yelling at a player.

And we know in those formative years, especially in our, uh, early teens through, you know, maybe college, we're, we're still forming our brain, we're still forming our feeling.

And when people come down and just come from that hot-tempered, angry, "Why didn't you do this?" kind of position, that's not building the people up.

What we wanna do, and when we're talking about behavior, attitude, and technique, and this is really good for coaches, is because you're building the entire person when you focus on all three of those.

The technique is going to come.

Give us kind of a 30 to 45-second, um, you know, version of this where you're, where you're, you're teaching people how to be a mirror and what that really means.