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Your team culture gets built in practice, every day, starting with how you show up. Everything else depends on it. JP Nerbun goes solo to lay out part one of his practice philosophy, starting with Pete Carroll asking Steve Kerr what he wanted it to feel like to be in his program. You will hear why your example comes first, how to set standards as a floor and a ceiling, how the quick set reset drills work, and why success criteria keep practice focused. If your values look great on paper but practice still feels the way it always has, this one gives you tools you can run this week. Chapters(00:00) Pete Carroll's question for Steve Kerr (02:38) Bringing your values into practice (03:29) Your example comes first (07:23) Standards: the floor and the ceiling (09:26) Standard reviews (12:48) The quick set reset drills (15:43) Enforcing the standard (16:31) Teach your practice philosophy (19:04) Coaching your coaches (21:38) Success criteria and reviews TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "If you value joy, you better be joyful. If you value curiosity, you better be curious." JP Nerbun "The standard isn't the standard until you've enforced the standard." JP Nerbun "Really, you're not coaching, you're just resetting. And so they start to coach each other." JP Nerbun 2 Questions for Your TeamQ1: When you walk into practice, what does exceptional look like, what is acceptable, and what is unacceptable? Q2: What was our one focus today, and what is one specific way you got better at it? 1 Resource to Go DeeperThe Culture System by JP Nerbun JP's book lays out the standard review process he references in this episode, and its bonus chapters cover the before and after action reviews he uses to set success criteria for practice. Get the book on Amazon Key TakeawaysYour example comes before any drill.Your values should be visible inside practice.Set the floor, then raise the ceiling together.Reset instead of coach.Teach players, staff, and parents how you practice.Narrow the focus, then review what you said mattered.Get the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

If the coach writes the team standards on the board, John Mayer says they become wallpaper. When the players write them, they come alive. In part two of JP Nerbun's conversation with John Mayer, head beach volleyball coach at Loyola Marymount and the 2025 AVCA National Coach of the Year, John walks through the systems behind his culture: battle buddies, a competitive cauldron, player-written standards, and culture committees that give every player real responsibility. He also explains why autonomy does not mean anything goes. If your team nods along to the culture but does not own it, this conversation gives you a concrete blueprint for shared ownership. Chapters(00:00) Catching players doing it right (01:40) Curiosity instead of the hammer (04:53) The competitive cauldron (05:49) Intentions and battle buddies (09:44) Standards the players write (12:02) Culture committees (14:51) Autonomy with structure (16:37) Leading the leadership group (21:17) The hardest part of coaching today (23:27) Why coach education matters TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "You don't know till you go." John Mayer "Autonomy doesn't mean anything goes and you can do whatever. The coach is there to organize and cultivate choices." John Mayer "If I just put all that on the board, it becomes wallpaper. But when it's their ideas, when it's their discussion, when it's meaningful to them, it becomes living." John Mayer 2 Questions for Your TeamQ1: What is one decision about how our team runs that you think you should have a say in, and why? Q2: Who on this team helps you stay locked in on your intention during practice, and how could you do that for someone else? 1 Resource to Go DeeperThe Competitive Cauldron by Anson Dorrance John runs a version of the tracked, ranked practice system Dorrance built at North Carolina after watching Dean Smith's practices. It raises intensity through visible standings rather than punishment. See how the Cauldron works Key TakeawaysCatch people doing it right, publicly.Curiosity beats the hammer.Battle buddies put accountability in players' hands.Culture committees turn ownership into structure.Autonomy is a skill the coach cultivates, not a job the coach abandons.Focus on what you can adapt to, not what feels unfair.Get the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

John Mayer had just won LMU's first conference championship when he started questioning everything about how he coached. He had a system that worked. He changed it anyway. JP Nerbun sits down with John Mayer, head beach volleyball coach at Loyola Marymount and the 2025 AVCA National Coach of the Year, to unpack the research that pulled him away from being the coach with all the answers. You will hear why a strong learning environment starts with the individual, why his practices open with cartwheels and one-eyed sets, and how handing players problems instead of solutions made them more creative, more independent, and less dependent on him under pressure. If your athletes execute beautifully in practice but look to the sideline the moment things get hard, this conversation will change how you think about your next practice plan. Chapters(00:00) Intro: from elite player to coach (06:09) What a learning environment needs (10:14) Do feel-good drills belong? (14:08) Differential learning and noise (16:22) The 2019 coaching crisis (19:49) Letting go of being the guru (21:37) Earning buy-in with feedback (26:31) Did it work? Results at LMU (29:08) How practice shapes culture (33:41) When new ideas become too many TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "I flipped from before I was the provider of solutions, and then I became the provider of problems." John Mayer "I'm not as worried about what they like. My daughter likes ice cream. That doesn't mean it's gonna help her perform at a high level. I'm concerned in what's effective." John Mayer "These are the sort of people I want to put into the world, not people who follow orders." John Mayer 2 Questions for Your TeamQ1: What part of practice feels good but does not actually make you better, and where do you feel the kind of struggle that does? Q2: When something in practice confuses you or is not working, how comfortable are you telling us, and what would make it easier? 1 Resource to Go DeeperThe Nonlinear Nature of Learning: A Differential Learning Approach by Wolfgang Schöllhorn and colleagues John credits Schöllhorn's differential learning research out of Germany with turning his coaching upside down. This open-access paper explains why adding variation, or noise, to practice can help athletes find their own movement solutions instead of copying one prescribed technique. Read the paper here Key TakeawaysGreat players don't automatically make great coaches.Design for the sweet spot between success and failure.Differential learning turns off the fear of judgment.A coaching crisis can be the doorway to real growth.Being the provider of problems beats being the provider of solutions.Feedback should flow in both directions.Get the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

Your team meetings tune the car, but practice is the road. JP Nerbun, Betsy Butterick, and Nate Sanderson take on a question a coach brought to JP: what do you do when there is almost no time to build culture outside of practice? Their answer is that practice is where athletes experience culture most and where a coach can push hardest on it. You will hear how to move values from the wall into the practice plan, why going hard is a skill you teach, a four step cycle for giving athletes reps at the behaviors you want, and what changes when you start from where your players actually are. If your values live on a wall and you are not sure they live in your gym, this conversation gives you a place to start tomorrow. Chapters(00:00) Intro: practice is culture (04:27) Values in the practice plan (06:32) Where coaches go wrong (09:07) Awareness, opportunity, reinforce (13:10) Purpose, structure, and focus (17:33) Efficient, game-like practice (22:10) Your mindset toward mistakes (26:46) Mental skills in 30 seconds (32:35) Start where players are (38:07) Your own experience of practice TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "A lot of times the way that we've used some of those classroom times or those team meeting times, or those connection times is really like pulling into the pit stop and tuning up the car, but then we're putting it back out on the road. And practice is really the road." Nate Sanderson "The standard isn't a standard until we start actually holding that standard with our players, and the majority of those standards are being held within practice." J.P. Nerbun "It doesn't help them to tell them what they're not doing. It does help them to make them aware of the opportunities they have, to signal an opportunity before they're in it." Betsy Butterick 2 Questions for Your TeamQ1: Where in our practice plan do our team values actually show up, and where do they only live on the wall? Q2: What part of practice makes you feel like you are getting better, and what part leaves you wondering why we are doing it? 1 Resource to Go DeeperThe Gap and the Gain by Dan Sullivan and Dr. Benjamin Hardy JP brought this book into the conversation. It separates measuring yourself against an ideal from measuring against where you started, a useful lens for any coach who catches themselves saying their team should be much further along. Find the book here Key TakeawaysPractice is where culture lives, not where it gets tuned.A standard is not a standard until you hold it in practice.Going hard is a skill, so teach it.Efficient, game-like practice tells athletes you value their time.Intensity is a rhythm. Frustration is a rep.Start where your players are, then check your own reaction.Get the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

Billy Armstrong wants every player he coaches to chase one truly impossible goal. In part two of this conversation, three years after his first appearance on the podcast, Bergen Catholic head coach Billy Armstrong digs into the goal-setting philosophy behind his program's vision: making Bergen the best place to play high school basketball in America. Billy explains why he pushes players toward impossible goals instead of realistic ones, why every player builds a quit list before setting any goal, and why becoming elite at anything requires doing fewer things, not more. If you missed part one, start there for the personal transformation behind all of this. Either way, this is a coach thinking seriously about what he's building and why. Chapters(00:00) Intro: The Vision Behind the Program (01:31) The Impossible Goal (07:21) What Every Athlete Should Experience (10:32) Why Over Who (11:59) The Quit List (16:04) Consumption and the Elite Mindset (18:57) Elite Means Doing Fewer Things (21:48) You Can't Coach Mad (26:25) Getting Brutally Honest (31:10) The Backpack Exercise TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "Bigger goals create bigger people." - Billy Armstrong "In order to be elite at anything, you've got to do fewer things in life." - Billy Armstrong "You can't coach mad. Everybody you coach is somebody's pride and joy." - Billy Armstrong 2 Questions for Your TeamQ1: What is your one impossible goal, and who do you need to become to get closer to it? Q2: What's one thing on your quit list that would buy you back the most time and energy this week? 1 Resource to Go DeeperSoundtracks by Jon Acuff JP references this book's filter for the thoughts that keep coaches from having hard conversations: is it true, is it kind, is it helpful. Find it on Amazon here Key TakeawaysEveryone Needs One Impossible GoalAsk Who, Not WhyThe Quit List Comes Before the Goal ListElite Means Doing Fewer Things, Not MoreBrutal Self-Honesty Ended the AvoidancePut the Backpack DownGet the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com If you missed part one, catch it at tocculture.com. Better Coaches. Better Leaders. Better Culture.

Billy Armstrong hasn't just won four state championships in six years. He's become, in his own words, a completely different human being. In part one of a two-part conversation, three years after his first appearance on the podcast, Bergen Catholic head coach Billy Armstrong opens up about the personal transformation behind his program's sustained success: trading a hidden self-improvement journey for total openness, moving from standing over his team to standing shoulder to shoulder with them, and learning that avoiding hard truths to protect a player's feelings was its own form of harm. Whether you're three years into coaching or thirty, this conversation is a reminder that the culture you build only grows as far as you do. Part two drops next week. Chapters(00:00) Intro: Three Years Later (00:55) Becoming a Different Human Being (03:28) From Hidden Journey to Open Book (06:12) Coaching Shoulder to Shoulder (07:55) Who Are You Trying to Become (11:01) Keeping the Door Open (12:42) The Locker Room That Changed Him (19:12) Separating the Person from the Choice (21:48) Lessons from Hurley and Wright (24:22) Serious Fun and Letting Go of Control TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "We don't have control over outcomes and results in life. We have control in practice. When we get to the games, it's an illusion of control." - Billy Armstrong "There's a difference between important and special. The games are important, practice is important, your schoolwork is important. But the relationships we form within our program, if they're lifelong relationships, that's special." - Billy Armstrong "Because of this, something good will happen." - Billy Armstrong 2 Questions for Your TeamQ1: Where in your coaching have you been standing over your players instead of standing shoulder to shoulder with them? Q2: Is there a hard truth you've been withholding from a player to protect their feelings, and what might it cost both of you if you keep waiting? 1 Resource to Go DeeperThe Culture System by JP Nerbun Billy's TCC values, trust, care, and commitment, mirror the culture system framework JP outlines in this book: clear standards, built and reinforced on purpose. Find it on Amazon here Key TakeawaysThe Real Change Was Internal, Not StrategicFrom Hidden Journey to Open BookCoach Shoulder to Shoulder, Not Standing OverHigh Clarity Equals High PerformanceProtecting Culture Means Separating the Person from the ChoiceSerious Fun Replaced the Pressure to PerformGet the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com Part 2, covering goal setting, the quit list, and building a program that outlasts you, drops next week. Better Coaches. Better Leaders. Better Culture.

A standard isn't a standard unless it's enforced. That's the line JP Nerbun keeps coming back to in this solo episode, his first since the podcast's earliest days back in 2017. JP unpacks twelve mistakes transformational coaches make, opening with the story of Anson Dorrance, the UNC women's soccer coach who paired relationship-building with ruthless competition, and closing with the story of a former player, Akeel, whose season turned around once the team held the line. This one is for coaches who've leaned hard into building relationships and empowering players, and who might be ready to hear where that approach needs more edge, not less. Chapters(00:00) Intro: The Anson Dorrance Story (03:30) Why JP Is Going Solo Today (05:30) The 2016 Standards Story (09:00) Mistakes 1-2: Winning and Intensity (12:30) Mistakes 3-4: Self-Esteem, Belonging (18:00) Mistakes 5-6: Happiness, Playing Hero (21:30) Mistakes 7-8: Goals, Price to Belong (25:00) Mistakes 9-10: Life Beyond Sports (28:00) Mistakes 11-12: No Real Consequences TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "A standard isn't a standard unless it's enforced." JP Nerbun "Shut the door and make them open it." JP Nerbun "Empathy without accountability is a short-sighted attempt to relieve human suffering." Anna Lembke, quoted by JP Nerbun 2 Questions for Your TeamQ1: Where in our program do we say we have a standard, but haven't actually enforced it this season? Q2: What's the price to belong on this team right now, and is it high enough that being here actually means something? 1 Resource to Go DeeperInside Out Coaching by Joe Ehrmann One of the foundational books on transformational coaching, and the source of the "Messiah complex" idea JP references in this episode. Search "Inside Out Coaching Joe Ehrmann" wherever you buy books. Key TakeawaysWinning Still Matters for Transformational CoachesA Standard Isn't Real Until It's EnforcedYou Can't Give Players Self-Esteem, They Have to Earn ItReal Consequences, Not Just Hard ConversationsThe Price to Belong Has to Be High Enough to MatterGet the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

LeBron James just left the Lakers for a shot at one more championship with the 76ers, and JP Nerbun, Betsy Butterick, and Nate Sanderson use that move to dig into a question every coach eventually faces: what do you actually do with a player who has more talent, or more influence, than anyone else on your roster? They unpack why coaches say nobody's bigger than the team but quietly lower standards the moment real talent shows up, what goes wrong when a superstar joins an established locker room without any groundwork, and why the best programs have the hard conversations about fit before signing day, not after. Whether you're managing one dominant player or an entire roster of big personalities, this conversation will change how you think about talent, standards, and what it costs to hold both at once. Chapters(00:00) Intro (01:41) Would We Take a LeBron? (03:46) When Personality Clashes With Culture (07:52) Sport and Context Matter (10:47) Every Problem Player Is Different (13:49) Where Coaches Go Wrong Early (18:09) Committing to Keep Talking (22:52) Finding Shared Purpose (26:14) Coaching the Team, Not Just the Star (29:25) Individual Identity vs. Team Identity (33:57) Doing the Work Before Signing Day (36:32) When the Coach Takes the Fall TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "We say nobody's bigger than the team out loud, but when the rubber meets the road, we drop standards for the superstar." - J.P. Nerbun "It's not on the team to accept and integrate this new superstar. It's on the superstar to be intentional about developing the relationships that allow the superstar and the team to be successful." - Betsy Butterick "Let's just start with what's most important to them. Because oftentimes when we don't know what that thing is, we bang our head into the wall trying to fix these problems and issues that arise without really understanding what's most important to that player." - Nate Sanderson 2 Questions for Your TeamQ1: Where have we said "nobody's bigger than the team" out loud, but haven't backed it up with our actions? Q2: If your most talented player joined the team tomorrow, who on the roster would need a conversation with you first, and have you had it yet? 1 Resource to Go DeeperThe Captain's Class by Sam Walker Walker's research-backed case that unglamorous team captains, not the most talented rosters, are the real common thread behind sports' greatest dynasties. Find it on Amazon here Key TakeawaysStandards Slip First for the SuperstarThe Superstar Should Adapt to the Team, Not the Other Way AroundVision and Values Let People Bring Themselves to the TeamThe Best Programs Do the Culture Work Before Signing DayEvery Big Talent Comes With Someone Who Loses SomethingStart With What They Want MostGet the notes and tools: tocculture.com Join TOC Coach - community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

What happens after you finally admit the grind stopped working? That is where part two of this conversation with journalist Lindsay Crouse picks up. Lindsay and JP dig into the physical cost of never backing off, talk through Simone Biles' 2021 Olympic decision, and unpack the "never enough" trap that keeps high achievers chasing a finish line that keeps moving. Lindsay also shares why she left a stable job for an uncertain one at The New York Times, and why she believes quitting is a muscle you build through practice, not a moment you arrive at with total certainty. If part one left you rethinking what perseverance actually costs, this episode gives you a way to start putting it into practice. Chapters(00:00) The Michael Phelps Burnout Pattern (01:22) Jesse Diggins and Knowing the Limit (02:48) Rest Was the Same as Decline (03:40) Getting Athletes to Trust the Data (04:51) The Batman Scar: Icing an Injury (09:08) Simone Biles and the Real Spotlight (13:29) The Never-Enough Trap (17:00) Wants vs Needs (19:30) Why She Left a Stable Job at the Times (23:00) Building the Muscle to Quit TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "Our culture teaches us that quitting is a failure, that we didn't try hard enough. But quitting can be the first step to something better." Lindsay Crouse "I think about some of the people I respect a lot. They've quit things, and I've really respected them for how they quit and the reasons why they quit." JP Nerbun "You just have to build this muscle around quitting. That's really the only way that we can grow." Lindsay Crouse 2 Questions for Your TeamQ1: What's one situation where you're pushing an athlete, or yourself, toward more, when the data or the body is already telling you it's time to pull back? Q2: If quitting is a muscle, when's the last time you actually practiced it, on purpose, in something small? 1 Resource to Go DeeperThe Case for Quitting by Lindsay Crouse A 15 year New York Times veteran makes the research-backed case that stepping back is often the braver, smarter choice than pushing through. Find the book here Key TakeawaysYour Mind Lies About Your Limits, Your Body Doesn'tSimone Biles Didn't Quit, She Read the InformationDefine "Enough" Before the Season Starts, Not During ItSeparate What You Want From What You NeedQuitting Gets Easier With Practice, Not CertaintyThe Traits That Made You Good Don't Disappear When You Walk AwayGet the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

"Quit" might be the most forbidden word in sports. Journalist Lindsay Crouse says that's exactly the problem. Lindsay spent 15 years at The New York Times covering the extremes of human performance before turning the question on herself: what if the constant pushing through wasn't actually working? Her new book, The Case for Quitting, argues that stepping back is often the smarter, braver choice, not the weaker one. Lindsay and JP unpack why our brains default to staying on a path long after it stops serving us, and how Roger Bannister broke the four minute mile only after he stopped training entirely for three days. This one is for any coach who has ever told an athlete to push through pain that wasn't actually productive, and for any coach who has done the same thing to themselves. Chapters(00:00) Welcome and Book Origins (00:43) Why She Wrote The Case for Quitting (03:53) Where the Need to Persevere Comes From (07:01) JP's Basketball Story (12:22) Regret Research and Spotlight Effect (19:07) Fromm's Having vs Being (21:29) Is Grit Sometimes a Bad Habit (26:04) Why Coaches Can't Shut It Down (27:31) Bannister's Rest Before the Mile Record TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "Quitting is not simply a failure of resolve or an easy way out. Often it's a courageous first step to something better." Lindsay Crouse "Our brains prefer not to decide. They prefer to slide, to continue down the path we're already on." Lindsay Crouse "My identity wasn't even just a basketball player. My identity was the guy who had this dream." JP Nerbun 2 Questions for Your TeamQ1: Where in your season are you "sliding" instead of deciding, just because it's the path you already know? Q2: If you set a deadline to reassess one commitment on your team right now, what would that deadline be, and what would make you actually keep it? 1 Resource to Go DeeperThe Case for Quitting by Lindsay Crouse A 15 year New York Times veteran makes the research-backed case that stepping back is often the braver, smarter choice than pushing through. Find the book here Key TakeawaysPerseverance Is Not the Same Thing as SuccessStaying Is a Decision, Not a DefaultSet a Deadline Before You StartWe Regret the Roads We Never Tried, Not the Ones We LeftRest Isn't the Absence of Discipline, It's a ToolYou Don't Leave Your Strengths Behind When You Quit SomethingGet the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

Are your three closest teammates a friend group, or a clique the rest of the roster feels shut out of? JP Nerbun, Betsy Butterick, and Nate Sanderson dig into Level 4 leadership this week: the real difference between a clique and a close friend group, why almost no team builds a genuine culture of honest feedback, and Betsy's own story as a Division I captain who left a program midseason. Whether you are trying to break up an unhealthy clique or support a player through a transfer decision, this conversation will change how you think about what it takes to lead a team. Chapters(00:00) Intro (06:10) Cliques vs close friend groups (09:40) Coaching moves that break up cliques (13:13) Creating spaces everyone is invited to (15:11) Why so few players call teammates out (19:23) The volleyball team feedback workshop (23:46) Coaching courage into hard talks (27:44) How to repair after conflict (31:02) Why players tear themselves down first (32:40) Learning to give feedback, not reaction (34:30) Does transferring make you disloyal (36:00) Betsy's story of quitting a D1 team (39:55) Why quitting takes more courage to do (42:35) We judge quitting but not the cost TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "We make it out to be this perseverance: drive hard, sit at the end of the bench, put up with a tough coach, and get through it all. We glorify that to an extent that's probably not healthy." - J.P. Nerbun "We're really good at judging on the back end, and we're really bad at counting the cost on the front end." - Nate Sanderson "The quitting part was about being a good teammate to myself. That was the first time in my life I can remember putting myself before the team." - Betsy Butterick 2 Questions for Your TeamQ1: When was the last time you gave a teammate honest feedback even though it felt uncomfortable? What stopped you the times you didn't? Q2: If you're in a tight group of friends on this team, are you making sure everyone else always has an open door in, too? 1 Resource to Go DeeperThe Culture Captain by JP Nerbun This episode draws on the book's final chapter, leading from the bench, and the stories of athletes like Abby Wambach and Tom Brady who led without always starting. Comes with a free field guide. Visit culturecaptain.net here Key TakeawaysA tight friend group isn't automatically a toxic cliqueEvery athlete doesn't need to feel close to every teammate, just to someoneMost teams don't have a culture of feedback, they have one or two truth-tellersGive players a script for feedback and it's still excruciating, and that's normalWe're good at judging quitting after the fact and bad at examining the cost before itQuitting can be the most self-respecting decision a captain ever makesGet the notes and tools: tocculture.com Join TOC Coach, community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

Most coaches have someone they pour into. Almost none of them have someone who pours back. In part two with Zach Brandon, JP and Zach go deeper into what it actually takes to develop coaches — not players, coaches — and why that investment may be the most overlooked lever in any program. Zach shares the story that reoriented his entire career: a coach who could not remember his own family moments and discovered he was missing from most of the photos on the wall. The conversation builds into his core coaching framework — Impact = Individual Capabilities x Environment, minus Interference — and why the internal interference is almost always the harder, more important work. This one is for any coach who suspects they might be their own biggest obstacle, or who has never stopped long enough to ask: who is developing me? Chapters(00:00) Intro(05:06) Best Coach Dev at the Diamondbacks(08:42) Daily Leadership Shares(10:32) The Catalyst Story(13:43) The Hardest Conversation(14:43) Who Pours Into the Coach?(16:05) Coach Wellbeing and Player Culture(19:21) What's Wrong in Today's Landscape(20:07) The Coaching Impact Equation(26:47) Internal vs. External Interference(28:04) Can't Read Label from Inside the Jar(30:15) Connecting with Zach BrandonTOC 3-2-13 Quotes | 2 Questions | 1 ResourceYour fast-track to this episode's most actionable ideas. "Expectations are oftentimes funneled one directionally. Agreements are shared — it's like, hey, we're on the same page and we're both giving the green light to what this looks like in action."— Zach Brandon "Who pours into you? You're the person that pours into everybody else as a coach or as a leader. And yet, do you have anyone for yourself?"— Zach Brandon "You can't read the label from inside the jar."— Zach Brandon 2 Questions for Your TeamQ1: Think about one standard you currently enforce with your team. Did your athletes or staff help create it? If not, what would it look like to move from expectation to shared agreement this week? Q2: Who pours into you? Name one person in your life who serves as a genuine thought partner for your own growth. If you can't name one, what would it take to find one? 1 Resource to Go DeeperWinning with Words — newsletter by Zach BrandonPrinciples, stories, and mindset shifts to help coaches and leaders win more while living better. Zach also offers a free initial coaching call for anyone exploring what is getting in their way.Visit zachbrandoncoaching.com Key TakeawaysShared agreements beat handed-down expectationsThe best coach development happens inside time you already haveWho pours into the coach?Coach wellbeing is a player development strategyYour impact has an equation: capabilities x environment, minus interferenceYou cannot read the label from inside the jarGet the notes and tools:tocculture.comJoin TOC Coach — community, courses, and live coaching:tocculture.comBetter Coaches. Better Leaders. Better Culture.

Zach Brandon spent years inside one of the most pressure-filled environments in professional sports. The biggest thing he took away was not about performance. It was about connection. In this first conversation with Zach, JP sits down with the former Head of Mental Performance and Coach Development for the Arizona Diamondbacks, on staff during their 2023 World Series run, to explore what he learned about servant leadership, building genuine relationships across a roster, and the principle most leaders quietly overlook: go see the work. Zach and JP also get honest about the cost of diluted focus and why an overused strength can quietly become your biggest limitation. This one is for any coach who has felt spread too thin, wondered whether athletes really trust them, or needed a reminder that the most powerful question you can ask is: what do you need from me today? Chapters(00:00) Intro (03:20) Fatherhood and New Direction (05:37) World Series and Arrival Fallacy (08:34) What Great Leadership Looks Like (11:28) Values: Connect, Impact, Grow (15:42) Permission to Slow Down (18:56) Building Trust Across Generations (20:55) The Pat Riley Connection Story (22:53) Mapping Relationships (24:38) Asking Veterans for Advice (28:47) Player-Led Meetings (30:42) Diluted Focus, Diluted Results (35:45) Go See the Work TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to this episode's most actionable ideas. "I got a lot better as a leader when I showed up every day from a space of like, hey, how can I serve you?" — Zach Brandon "Diluted focus produces diluted results." — Zach Brandon "Letting each person you come into contact with be the expert on themselves — and allowing them to share their expertise." — Zach Brandon 2 Questions for Your TeamQ1: If you rated your relationship with every athlete on your roster from 1 to 5, where are the gaps — and what is one move you could make this week to close the most important one? Q2: When is the last time you asked one of your athletes for advice? How might doing that more intentionally change the dynamic in your program? 1 Resource to Go DeeperWin More, Live Better — podcast by Zach Brandon One of JP's handful of go-to podcast subscriptions. The episode featuring former Washington football coach Chris Peterson is the one that first caught JP's attention. Find it and all of Zach's work at zachbrandoncoaching.com. Visit zachbrandoncoaching.com Key TakeawaysServant leadership is a daily choice, not a personality traitYou cannot build deep connection without a systemAsking for advice builds more trust than giving itDiluted focus produces diluted resultsGo see the workAn overused strength becomes a limitationGet the notes and tools: tocculture.com Join TOC Coach — community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.

Every coach says they want more leaders. But most are picturing the wrong level entirely. JP Nerbun, Betsy Butterick, and Nate Sanderson unpack Level 3 leadership, the one-to-one relational work that has to exist before Level 4 (leading the whole team) ever works, including the Joey Votto story of a star player who took up Spanish and improv classes just to become a better teammate. Whether you've got a team full of quiet glue players or you're still waiting for someone to step up, this conversation will change how you look for leadership on your roster. Chapters(00:00) Intro (02:35) Level 3 vs Level 4, defined (08:33) Leading a team vs leading people (10:42) The glue player nobody calls a leader (15:19) When leadership feels inauthentic (20:15) The soup metaphor (23:26) Skip the template, find the belief (32:18) What coaches get wrong on calling out (36:49) Walk your own talk first (39:58) The six parts of Level 3 (42:29) Reframing fear before hard talks (45:54) Four beliefs that block feedback TOC 3-2-1 3 Quotes | 2 Questions | 1 ResourceYour fast-track to the episode's most actionable ideas. "The problem with hard conversations isn't not knowing the template. The problem is the belief system that gets in the way of actually changing the behavior."- J.P. Nerbun "One group calls it 'called out.' The other group calls the exact same thing, a coach stopping practice to single out an athlete, 'called up.' It depends on the relationship."- Betsy Butterick "Rizzo said he got called out by Ross more than a few times, and every single time he walked away feeling like the guy loved him."- Nate Sanderson 2 Questions for Your Team Q1: On a scale of 1 to 10, how comfortable are you calling out a teammate when they're below the standard? What belief is keeping you from a 10? Q2: Think of one teammate you'd call out without hesitation, and one you wouldn't. What's actually different about those two relationships? 1 Resource to Go Deeper The Culture Captain by JP NerbunThe book behind this episode's framework, breaking down the four levels of leadership from knowing yourself to leading the whole team.Visit tocculture.com here Key Takeaways Level three is the leadership skill coaches actually need, not level fourBeing a great teammate makes you a better performer, not a distraction from itDon't let "that's just who I am" become the end of the conversationCalling out and calling up are often the exact same behaviorMost athletes aren't missing a script, they're stuck on a beliefThe best challengers spend the other fifty-one weeks building connectionsGet the notes and tools:tocculture.comJoin TOC Coach, community, courses, and live coaching:tocculture.comBetter Coaches. Better Leaders. Better Culture.

Dr. Jody Carrington says the most vulnerable emotion on the planet is not fear or grief. It is joy. In part two of her conversation with JP, Dr. Jody Carrington gets specific about what it means to regulate yourself before you can lead anyone else, why joy requires every defense to be down, and why she collects information before she directs a hard conversation. This one is for any coach who has ever felt calm on paper but tight in the jaw, and who wants tools that work in the middle of practice, not just in theory. Chapters(00:00) Intro & Welcome Back (02:04) Fragmented Attention, Real Hacks (05:46) Go In, Go Out, Repeat (09:38) Ask What Happened, Not Whats Wrong (11:11) Who You Really Work For (12:26) Why Joy Is the Most Vulnerable Emotion (14:24) Waving at Everyone on Main Street (20:57) Collect Then Direct (26:14) The Kid Nobody Wanted to Coach (28:29) Investing in the Hardest Parents TOC 3-2-13 Quotes | 2 Questions | 1 Resource Your fast-track to the episode's most actionable ideas. "The most important people you work for are the ones you go home to." - Dr. Jody Carrington "The most vulnerable emotion on the planet is joy." - Dr. Jody Carrington "Collect and then direct. It's not if I'm going to give that feedback, it's when." - Dr. Jody Carrington 2 Questions for Your TeamQ1: Where in your day is your jaw locked and your shoulders up before you ever set foot in front of your team, and what would it look like to drop them on purpose before you walk in? Q2: Which two players are you not building a real relationship with right now, and what is one specific thing you could learn about them this week? 1 Resource to Go DeeperDr. Jody Carrington Free videos, articles, and tools built around the same ideas she unpacked in this episode: regulation, connection, and showing up as your best self before you lead anyone else. Visit drjodycarrington.com here Key TakeawaysRegulate Yourself Before You Coach Anyone ElseThe People You Work For Are the Ones You Go Home ToAsk What Happened, Not What's WrongJoy Is the Most Vulnerable Emotion on a TeamCollect Before You DirectRelationships With Parents Cut the Battle in HalfGet the notes and tools: tocculture.com Join TOC Coach - community, courses, and live coaching: tocculture.com Better Coaches. Better Leaders. Better Culture.