Ep 568: Why Most People Quit

One, two, three, go!

Look at me like I'm crazy, but I don't care anyway.

I'm just really doing what I got to do.

And I got no plan to quit.

So I just got to keep rocking.

You know that's what it is.

Every shot that I do not take, I am guaranteed to miss.

So I better grab that rifle and start lining up the hits.

Hey everybody, welcome back to the ones rated podcasts.

This is Trent here on the first morning after the stupid time phase.

I think if there's anything that we can all agree on,

it's that the switching back and forth from daylight savings to standard time,

make up your mind.

It's been scientifically proven that this is,

it doesn't do any good for us.

You know, and whatever the reasons were that they came up with it,

it's not what everybody needs.

And there's nothing that's stopping individuals or companies

or whatever from setting new hours and adjusting their schedules.

So I think we just need to decide on one.

You know, I like to talk a lot of good things about Texas.

I say really good things about Texas.

But the fact that we claim to be, you know,

the independent, you know, center of America.

And we still cling to this outdated idea about daylight savings time.

We knew this for the farmers.

The farmers can make up whatever they want.

They could have been whenever they want.

I don't, it's pretty silly.

So yeah, there's my grumpiness for the morning.

But I wanted to sit down this morning because I didn't get to it this weekend.

And be the, the fellas were out at the Alabama OTS over the weekend.

And I was thinking about it.

And I don't think I've really told the story about the OTS right from my perspective.

And that a little bit of like the instructor story of background,

how Chris and I met, and why we're doing what we're doing.

Because it's difficult for me to see some of these other training programs out there

and not feel a certain type of way about it, right?

So to begin with, the one's ready crew from the very beginning.

We were like, we're not, we're not doing training programs.

At least Aaron, Jared and I, right?

We're like, those things are kind of stupid.

And I want to kind of like walk through like, you know,

what I went through as an instructor, you know, seeing the pipeline

from like an outsider's perspective because I didn't go through the pipeline.

By the way, love all you guys out there that want to tell the young guys

that I didn't go to selection. That's true.

Then we've been pretty open and honest about that.

Like it's some kind of like new thing like this guy didn't go through the pipeline.

I'm like, one of my few like claims to fame, if you will,

is that I help stand up the first Saudi pipeline, you know?

So it would be hard to go through a pipeline that you helped stand up,

which is interesting. So there you go.

There's that. So I wanted to walk through that a little bit

and then kind of talk about, you know, some of the philosophy behind

why we value what it is that we do and what it is and what it is not

with regards to the operator training.

So I know it is not necessarily like technically like a

just the ones ready thing. We got Taylor starch out there

and Chris Thomas from Guardian grit.

But obviously the majority is the guys from this podcast.

So we'll talk about that. So I said so a lot of times in a row there.

Somebody please fix me.

When I first became instructor, I had a lot of ideas I think in my head

about what it was going to be like.

And so when my first got there, you know,

I started sitting back and running number two instructor

for a lot of the teams at Keesler.

And at the time, Keesler,

and it kind of progressed into this as well,

was for a lot of guys like the most difficult part of the pipeline.

Not for everybody. Some guys still struggled at SCCS.

Not very many guys said the very beginning was the struggle bus for them

over at the other two selection course down here at Lackland.

Mostly because the selection course is only two weeks long

and also because they had had like an incident about a year-ish

or so after I got to Biluxi.

So their hands were pretty tied with what they could and could not do.

Basically, they could only run the curriculum,

which we'll talk about that in a little bit.

And so when these folks would get to Biluxi,

one of the things that we would do is kind of run like another little selection

when they got there.

We would see who was what.

And it was interesting because at that time,

combat controllers would go through their two-week selection course

and the Saudi guys,

but the combat control students would go to either sear or airborne,

depending on what was available for them.

They would knock out one of those courses before coming to us

so that they only had one course on the back end to knock out

before they went to combat control school up there at Pope.

And so for some of them,

there's quite a break between the two-week selection course.

And you're not going to change your entire life

or who you are based on two-week selection course.

A lot of guys can survive that and just make it through.

And then when they come to us,

and we have those guys for three and a half to four months,

it's a little bit different to have to perform for that period of time.

It was interesting to see how the trainees

or the students handled what we were doing.

So we would have them for about two and a half, three hours every morning

to PT them.

And the program was initially designed to just keep them in shape

before they get to the end.

The reason combat control broke away from Indock,

at least the reason I was told,

was they said that they're losing too many guys out of Indock.

They weren't getting the number of bodies.

It just sounds familiar to current complaints

and things that are going on.

That's weird.

But they weren't getting the throughput that they needed

through the pipeline.

And then they looked at it and they're like,

well, the nutrition at Indock is so high.

And so what if we, instead of running the by program,

where if you're not ready when you get to Indock,

and if you can't catch up with the standards at Indock,

we just get rid of you.

What if instead of that,

we run a two week selection to see if you're,

if you have the stuff, right?

If you can survive for two weeks.

And then you're going to go to Keesler.

And in the beginning, it was just supposed to be like one or two

cadre members that are just running a PT program.

Would not supposed to be a smoke session or a selection course

or anything else like that.

Just to keep them in shape and to build them up.

And the crux of the pipeline, the selection course,

if you will, really.

And the selection course at the beginning was called,

I think, the orientation course.

It wasn't even supposed to be a selection course.

So also, there's that.

And then when they get to combat control school at the end,

that was supposed to be the big test.

So they're like, if we have time to build these dudes up

and kind of take care of some of their deficiencies,

then we'll get more input.

And also that they had pushed dive school

to a five little requirement.

So, and free fall.

So they didn't go through free fall or dive until they went

and PCS to Rover filled.

And then they did all that before they went to their,

their two serious units from AST or STTS.

And so that was the theory, right?

The theory was a build program.

But by the time I got there,

and it only kind of got, you know, quote unquote,

worse after, you know, in the years following my time there.

By the time I got there, it was a selection course at Lackland

and then you come to Biloxi,

where we are going to crush your soul

for two and a half to three hours every morning.

And then you have to go to your class for I think nine hours

because they stood the down Fridays in Biloxi.

And so every other Friday we would get them for like all morning.

And that's what we would do on Rucks and all that other stuff.

So they only did, you know, nine out of every 10 academic days.

But we would crush you for two and a half to three hours.

You would rush off to school.

You would do that.

And then you have to study for that stuff.

But before you go back to, you know, your room after you're done with class,

you have to swing by the gym again.

Make sure the gym is clean because having for bed,

Cadre show up there in the next morning

and the gym's not super clean and ready to go.

And then you have to study.

You have to do all the other stuff that your fellow air traffic control

and weather students are doing.

Catch a couple hours of sleep, wake up before everybody else

and deal with us for another two and a half to three hours every morning.

So that in and of itself, just that schedule is going to be tough.

Now that schedule on top of us just not running a PT program.

It was really tough.

So I learned a lot while I was there.

And I'm not saying every instructor there was just to run,

was just there to run a selection course.

But I saw a few different Cadre personalities

and I learned a lot of me and instructor

and kind of having to look at the entire pipeline holistically anyway.

Right?

So since I was the first like, South T guy into AATC,

you have to look at like,

I went up to come back to control school and looked at what they were doing.

And obviously I was tracking whether we're doing a block scene,

then we ended up going down to Lackland

and looking at what they were doing as well.

We have to write our own kind of separate curriculum

and a few different things,

especially if it come at control school,

it was very different for certain blocks of instruction.

Obviously there's a lot of the same,

but kind of setting up the pipeline and all the logistics

that come along with it and all that other stuff.

Because another thing is the weather squadron,

a weather school and the air traffic control school

were in two different squadrons.

So that led to a whole up bunch of logistical stuff

that we had to deal with that they hadn't had to go with before.

So anyway, some of the Cadre members that I worked with

in the beginning were like 90% what was on paper.

You know what I mean?

Like they want to test you when you get there

and they want to make it hard,

but they also would run the program for the most part.

You know, that's not to say that when cones require a good reset,

they weren't willing to do that.

You know, there's a certain percentage

that they would go off script,

but I would say maybe not 90% on script,

but like for the most part you run the program.

And the program was proven to take the guys

from the PT standards to get in

and then to get them to the PT standards to graduate.

That should set them up for success

for the strictly the PT portion of the requirements

for comeback control school.

However, there were other Cadre members

and especially towards the end of my time there,

that lost sight of what it is that they were doing

and had this idea that our job was more than just

to get them through the PT.

Our job was to create operators or men or future teammates.

And I'm not saying that that's not part of our job.

But when you're spending your two and a half to three hours

every morning working on things that don't directly correlate

to the requirements of the students to graduate

and then you're just creating artificial attrition,

I don't think you're accomplishing your mission.

And so, excuse me, one second.

Sorry, little sniffly.

So that was interesting to see,

like just the different personalities of guys at that course.

And so some of the things that I learned as well,

it's like when you start looking at students

over and over and over again,

you notice their deficiencies, right?

You notice the guys that did not swim very well.

And you see how the curriculum plays against what we're actually doing.

You see how much impact it has on the students,

all the little add-ons that you have.

And we weren't really running the program necessarily.

And so that was my first eye-opening experience

into the world of the pipeline.

And I learned a lot.

And it wasn't all negative. Don't give me wrong.

I've said it before and I'll say it one more time.

And there's a bunch of combat controllers

that are not going to like to hear this.

But like the South T pipeline wouldn't have made it

without the combat control help,

without the guy that was the Magical Functional Manager

for a combat control A to C.

And for some of the cadre members

that were down there that I needed their help

and kind of scored that program away.

They really stepped up and helped us out there.

But you did see the different mentalities

and then you start to see the students

and all the stuff that they have to put up with

and their training deficiencies shine through.

And I'll tell you one of the things that you learn,

especially once you go back on team

and you have a little bit of time to think about it,

is most of these guys,

it took them a long time to get comfortable in the water.

They weren't comfortable in the water.

There's a lot of guys that could show up

and do their underwater's

and their 500 meter swim or whatever the fin was

by the time they got to us.

But there wasn't a lot of water comfort yet

from a lot of the dudes.

And some of the little things, right?

Like when they're doing their PT tests,

you could see them trying to rush things

and you could see them missing the little things

and you see a lot of guys fail,

not because they weren't strong enough,

not because they didn't have the capability.

But because it was obvious that they hadn't trained

their bodies to do things the right way, no matter what.

Running was one of those things

where it seemed like most of the folks

had a pretty good baseline of running.

And that's one of those things

that we could build on pretty easy.

But when we talk about foundational tools

for a lot of these folks,

like if you had a guy that struggled with pull-ups,

he gets up there and you see that like,

that kind of like, you know,

frenetic, panicky type of pace

that they try to put on the pull-ups, right?

They try to rush through things,

they try to do it the wrong way.

When they get in the pool and they're not comfortable yet,

that's when you see like the guys that are hitting that fight

or flight and trying to rush things

and start doing things the wrong way.

And they're not,

it's not like a run for them.

Like they're not relaxed.

When you ask them how many laps that they've done

when they're swimming forever and ever and ever,

and I'm not saying that,

I don't forget how many laps I'm on either.

But because it's so boring,

I hate,

there's nothing more tortures than just swimming lapsed

because it's so boring.

But they didn't have that comfort level.

They couldn't keep their wits about them.

They're in fighter flight.

And to get past that course,

to get past Keeslow,

you had to find that comfort level.

And all the guys that were successful,

either found it pretty quickly,

or they had that coming in the door.

So you just search and notice these things.

And you notice how stress affects these dudes

and how little things lead to bigger things.

And so like my brain,

I had a lot of leeway to kind of,

you know, use my students as like little experiments here and there

as I got interested more in like the human performance aspect of it

and the psychological aspect of it.

And it was a really good experience.

And I don't think I really understood what had happened

or what the experience had taught me

until I actually went back on team

and had some time to reflect on it.

And when I left ATC the first time,

I swear I was never going back.

You know, like getting thrown into the deep end like that

and having to deal with

excuse me,

having to deal with the levels of bureaucracy in the training command.

In the beginning was super,

super not thought.

I did not enjoy that at all.

And in fact, it was one of more stressful times in my entire career

because it was like learning an entire new language,

doing things that I, you know,

thought were outside of my actual responsibilities,

which was nothing new,

but it's just not stuff that I, you know,

I signed up to go special operations,

whether because I wanted to do things that were not,

you know, sitting behind a desk necessarily.

But overall,

and I'm not saying I crushed what I was there,

there's a lot of mistakes that I made,

but overall was a very, very positive experience for me

because it was so, so difficult for me,

which, you know, for most guys,

maybe wouldn't have been as difficult, but it was.

All right, so I have all these data points in my head.

I have not met Chris Thomas yet.

I haven't done anything to that or stuff.

I go back on team.

I go through team stuff.

I'm never going back to ATC.

However, I can't be trusted on team.

And it's not like I'm a great team guy,

but I have a hard time saying no to things.

So I'm never home.

We have our first baby.

My wife and I, you know, she commissioned at this point.

And she's working up a,

a AFSOC A1.

That's like your,

your people that control your assignments

and all that other stuff.

And they're like, where do you want to go?

And she's tired of me being gone all the time.

So we ended up back in San Antonio.

We ended up here with a lot of lessons learned.

And I went to first to the course that caught all the students

in between all the courses.

And then I ended up in the CCT-SOUTH-T selection course

before going over to PREP.

It's all a lot of the same stuff.

It was, it was amazing how many folks

would show up for the selection course

that could meet the standard

but could not do it comfortably.

And when you start noticing

people that are quitting

that have not even come close to failing

that type of thing.

And you have to question it, right?

Like I figured myself for like kind of a thinking dude.

And you've got to be like, why is that?

And I came to a conclusion

about, you know, all the videos that you see about guys

that are quitting in those big moments, right?

Like everybody's inundated with this like media now

before they joined the pipeline.

And I think most guys

don't quit during the big events

because it's too hard.

I think they just wait for a quote-unquote

like appropriate time to quit.

And I think those blocks of stress

that they've built up

that they can't seem to overcome

they knew the night before or the morning of

that they were going to quit.

Because up in their head

they couldn't deal with

that the amount of stress.

And when I talk about stress blocks,

what I mean is like,

we talk about on the pipeline all the time.

Like you see these dudes, it's like, hey man,

you got to be good at something

and you also can't suck at everything

or at too many things, right?

Like you can come in with like one deficiency.

Now if that deficiency is the water,

it's going to be really, really hard.

If you had that deficiency,

it's going to be really, really hard.

You're going to run a solid

and your swim stuff is solid.

Then you're going to be good.

You should have the bandwidth to take that in.

But I think what people aren't understanding is

when you take that PT test home station

or back home where you come from,

that you don't have all these

additional stress blocks, right?

So you join the Air Force

and I don't care who you are.

You go to BMT and it's going to be a little bit stressful

just because it's a change of scenery

for you unless you're actually from San Antonio.

It's a change in all the pollen or all the other stuff.

But we import all the diseases from all over the country.

And so like you start to have

like these stress things build up.

You have your way from your family and friends.

You're surrounded by strangers.

You know, you have this TI.

Who's yelling on you? And especially if you're coming in

off the street to go special warfare

and your TI starts, you know, you're a young,

maybe slightly narcissistic young man.

The things that they're going to make it,

you might not be impressed by this stuff.

And so it's even worse when this dude's yelling at you

and you're like, you're not even,

you're not even one of the guys that I want to be like.

You know what I mean?

But like, you have these stress blocks

to start building up just being in the Air Force.

It's a brand new language.

No matter how much research you've done,

there's all these things that you have to do.

Like all the, the creep, right?

Like you have to set up your mailbox.

You have to do all these other things.

There's a million tasks that have to be done,

especially in the first, you know,

a few months of your time in the military.

And you have additional stress.

Now when you get out of BMC

and you come over to our side,

we're going to induce even more stress

with the PT tests and all the other stuff that we do.

Now when you have like six stress blocks,

you know, stacked up on each other,

that's not that big of a deal

if it's into the new stuff, right?

And you start to get used to the Air Force stuff

and being away from family and things start to normalize

and you're with your boys.

Then you start stacking on like

every time I go to the pool,

my heart rate hops up

because I didn't try to enough in the pool.

And I'm not comfortable there.

Every time I go for a run, I'm barely making it.

And by the way, also my,

I don't know, pull-ups aren't great.

There's only so many stress blocks

that most people can get over

before they quit.

The hardest thing you've ever done in your life

is the hardest thing you've ever done in your life.

Stacked up that amount of stress and hopped over that wall

before like they don't have the ladder

to get there. You know, like if you, if you overcome

like the first block and then you overcome too

and you overcome three.

But like we're gonna stack this thing up this high

and we're stack six or seven things

on top of each other.

It's difficult to overcome.

And that's why I say, you know, you see these candidates

that come through that are physically fine

and they'll quit.

And it just doesn't make any sense.

But I think if they had the additional bandwidth, right?

And they weren't all jacked up in the pool.

And the pool was not like the worst experience of their life, right?

When we talk about buddy breathing

and a few of these other things, those are like two minutes

of your life.

Now further on in the pipeline when you get there

and you have to actually do like some of these swims

with your uniform on and alternate watercon

or all the stuff, these things last a little bit longer

and a little bit longer.

But you've kind of built up to that, hopefully.

But if day one you walk in there

and you got to do your, you know, your initial PT test

really pass it.

And then you're like maxing out.

Not to mention all the other stress that's levy upon you

and all the other additional things that you have to do

as a teammate and all that other stuff.

Like that's what I'm saying that starts to build up.

So you start to see these things and you're like,

you got to, you have to sit back and wonder like,

I care about these individuals.

I want them to be successful.

I'm not going to hold their hand

and I'm not going to do anything that I shouldn't do.

Like I'm not going to pass them if they're not passing.

And I can't stop people from quitting,

anyway, or quitters.

Like, but how could we possibly make them more successful?

And there's a few different theories on this

that I came through over the years.

One of them was like, you need to reach back a moment.

And I think some of these like hell days

and some of this other stuff,

I think does provide certain something for students

because I remember going through some of the training

and thinking back to moments in my life

where I've done some stuff.

I was on a hike when I was like,

I guess the day after my 18th birthday.

And we're with this being on that.

I'm told the story.

He ended up breaking his leg and we had to hike out

my buddy and I to go, you know,

calling a life light and that kind of stuff.

And like getting through days like that,

you know, where it's like a real world situation,

it gives you a sense of what it is

that you're capable of

when you actually need to be capable.

You know, I had to go on a playing sports

and all that other stuff.

But I think some of these candidates were missing that.

So I'm like, I think there's some goodness

of having one of those reach back moments to say,

if I can do this, I can do this.

Right, building up those blocks to say that I can get over

this next level of stress in my life.

But also, how do you mitigate?

Mitigate, mitigate the stress.

And you find that most of the folks

are just stressed because they haven't never mastered

the little things.

And then you look at how instructors instruct people

and then you look at, you know,

what instructors think certain events are for

and you realize,

no offense to a lot of the cadre or anybody else

because they're never told and they don't have to build these

things from scratch. But when you have to actually

build a course and look at what it is that you're trying to accomplish,

you get a different perspective

on what it is that you're doing.

You know, like if you can

be comfortable running,

like most of the time and you're not building

additional stress, then that just gives you

more bandwidth, right?

If you can get in the pool and just swim laps

and it's not hard for you.

It's the same as your run.

And it's just exercise.

Then you have little breaks in between all your water

concessions. When you're just doing your surface swim back,

you can actually relax

and you know,

de-load some of that stress that you have coming

because there's going to be stress no matter what.

And so like there's these little things, right?

Like if you master your cows

so that when you know it's a PT day,

like it's not that big of a deal.

It's kind of a rest day. You don't have to worry about it.

And so like getting rid of some of that stuff,

it's kind of where we fell on the fence.

Chris and I, Chris Thomas from Guardian Grid,

about the most efficient way

to get after these folks.

We see how some of these people are being trained

pre-pipeline from the recruiting side.

And a lot of these guys out there training

are trying to do the right thing.

But they have like this constant rotation of folks.

And so it's difficult as a trainer

to take the folks that are about to enter the pipeline.

And you need to get them to a certain place physically

to train them the right way.

But also train the brand new folks

in the minutia of the details that you need, right?

Like they need the skills

before they get to the reps.

But you got to train the reps

so you can get the reps in

so you can build up the capability to enter the pipeline.

And so it's difficult to train everybody

on both things all the time.

And that's assuming that you really do know what you're doing.

And so when

I was at the selection course,

I think that was the first time I met Chris Thomas.

And Chris and I immediately kind of like,

I think we understood each other.

You know, like, I'm not saying like we're besties.

But you know, you meet other cadre members.

And Chris is like,

he thinks similar to the way I do.

And we have different styles as cadre,

which I think is super awesome.

When we ended up at the prep course together.

So Chris is like,

he's like the guy that's going to tell you

that you're capable of anything.

You know, like you are,

you are the personification of untapped human potential

or like unlimited human potential.

Like that's all of you.

You know, he's going to tell you cool stories.

He's going to try to motivate you.

He's going to try to inspire you, right?

He's like an inspirational cadre type.

Whereas I am less of the inspirational cadre type.

But I do want you to be successful.

But I'm trying to tell you the things

that I think you need to hear.

Maybe from like a truth standpoint.

Or you know, like the,

you strip away all the other stuff.

What is the ground truth of the situation that you're in?

And I'll tell you both things.

Like, I told folks when they're leaving prep,

I'm like, every single one of you

have the physical capability to make it through the pipeline.

Now, when I deliver it like that,

it's not very inspirational.

But that's my style.

It's a little more classic cadre than Chris Thomas.

Who's going to inspire you to reach your potential.

But him and I working together.

We worked really well together.

And you know, we had like conversations

that you don't just have with everybody else about,

you know, not just,

not just the students, not just, you know, work,

but like about life and all these other things.

And we had a lot in common.

You know, not everything in common,

because I would be boring.

But like, we had the same goals

when it came to the trainings.

We really did.

We cared about, you know, making people

that really wanted to be successful, successful.

When you're cadre, especially, you know,

once you've already entered the pipeline,

like I can probably make like a single percentage point difference

in whether or not you're going to make it or not.

You don't have a lot of opportunity to get in there

and to totally train.

Like, I don't have a time machine.

And that's one of the things that we talk about.

It's like, if I could go back to these kids,

like, do you have these folks that show up

and fail their PT test?

And like, I've been training for four years, Sergeant.

And you're like, well, what have you been doing?

You know, and you haven't been deliberate about your training.

You haven't been deliberate about your training.

You haven't been training for this.

What the beep were you training for, right?

And so, yeah.

So, Chris and I had like a really good relationship, I think,

as fellow cadre members.

And we had a lot of the same goals.

And we saw things in a lot of the same way.

So, that's how that kind of came about was, you know,

Chris and I were caught together.

And then, you know, we started the ones ready thing

and Chris and I, you know, stayed in contact

and he's always been like a good friend.

And I've always been like, anti these like training programs.

Because you see those stupid programs out there.

And it's, and maybe it's my ego just wanting to stay away from it.

But I'm not going to be yelling at people.

I'm not going to be threatening to cut tattoos off my arm.

I'm not going to be telling people that haven't even joined yet,

that they're not men.

You know, like, there are some of the mind games

that we play with people once they get in.

But I'm not going to say that to a civilian.

You know, like, I just, I couldn't get there.

And it doesn't really match the intent and purpose

behind ones ready either, where the whole thing about one's ready

is like, that's, that's, we're getting you ready for that time

when you hear that from cadre when they say one's ready, go.

Like, everything leading up to that.

We're trying to get all the information out there,

all the tips and tricks or, you know, whatever you want to call it.

So the people can properly, deliberately prepare for the pipeline.

And so when Chris invited me out for one of his,

one of his events, and I saw the deliberate training

and the way that he went about it, you know,

it's very basic what we do.

There's nothing, there's nothing, it's, you know,

we try to like film it and it looks kind of cool sometimes.

And towards the end of these training things,

two days long, some of the, some of the, the trainees

in these OTSs want like full harassment, right?

But like, we're going to spend time in the pool

just working on pushing off the wall, like a long time

until you can get, all you can get out of pushing off the wall

and thinking it through.

And then we're going to, we're going to talk about your first pullout

and your underwater and all this other stuff.

And we're going to spend time on it because that's one of the things

that I think that most people are missing is,

the deliberate training and the time required

to do things correctly.

And then that realization, when you see it popping their head,

that I could do this with way less effort.

I could put less in and get more out of my body

or out of, you know, I can go further in the pool with less effort.

And that gives me more to give, right?

That gives me additional bandwidth.

And if you learn it the right way the first time,

if you put in some deliberate training into it

and we give you the things that you need to do for the land

and for the water portion of it, like if we spend 12 hours

on the pool one day, you're like,

what am I going to learn in 12 hours?

I'm going to give you the foundations for the way to train

and the things to think about so that you don't show up

in the pipeline and say, I've been training for three years

but I've been doing all the wrong things.

Like you're just training in how to do things the wrong way

and you never get over a, that fighter flight instinct

to the pool because you're still on the struggle bus,

you're still trying to beat the water into submission

instead of having good technique.

And then, you know, you're just not efficient yet.

It's crazy to watch this.

And I get a little frustrated sometimes when I think about it

is like how many guys spend so much time training

and still show up and they realize they have to realize

at some point that they were doing the wrong stuff.

So that's kind of like the story behind OTS is, you know,

making sure that you have those techniques.

Like I'm not saying that there's anything wrong

with having like that hell week experience.

Like there's a good, there's some goodness

to having something in your back pocket

that you've been through something difficult before.

But there's a difference between gutting something out

which I think is pretty inherent in most of the dudes

that are going to sign up for this.

Everybody kind of looks forward to that moment

where they can feel like that hero type, right?

Like where things really suck

and they can get through it.

But to get there and to get through it,

if you don't have that technique,

if you don't have that efficiency,

you're either never going to get to that day

or you're not going to make it.

Like you're going to break or you're going to quit

because no matter how hard that hell week was

that you went through,

it's going to be harder in the pipeline.

And we want to make sure that you're not

inducing additional stress

that is unnecessary on top of yourself

while you're in the pipeline.

So there's not a lot of yelling.

There's a little bit of introducing you

to how things are going to be in the pipeline.

A little bit of, you know,

you need to have a sense of urgency,

a lot of attention to detail.

But we're going to treat you like humans

and we're going to talk to you all

and we're going to walk you through the process

because I think that's what most folks are missing

is someone just to walk through the process

and give them those little things

and the deliberate training

so they can work it into their own program

and that way they can be more successful in the other end.

So that's the whole OTS thing.

I figured I'd talk about it since.

I wasn't out there this weekend

because life and things,

but when you show up to an OTS,

don't expect a hell week.

That's not what we're doing.

We're doing deliberate training

to try to make you efficient,

trying to give you the technique to be successful

because more often than not,

that is the thing that's going to make or break you.

You know, most people are quitting

not because it's that hard that day,

but because it was harder than it had to be

in the days leading up to that event.

So make sure you head over to onesready.com,

check out all of our stuff.

Check out the OTSs.

I think the next one coming up is Nashville,

which is I have to admit my favorite OTS location

and I will definitely be there for that one

along with some friends.

So we will catch you all next time.

Appreciate it.

Bye.

Bye.