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E51: 2TG - Building Formidable Leaders and Indispensable Teammates · The Junto Podcast

• 0:10
  Hello, America. Welcome to the Juneto podcast, where we promote the practical
• 0:14
  applications of critical thinking and bold creativity.
• 0:18
  I'm your host, Edgar Mills. Thank you for,
• 0:29
  Hello, good people. Welcome back. Welcome to episode 51 of the Juneteau podcast,
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  and I appreciate you all for listening. I really do.
• 0:39
  We're trying to grow. We want to grow. Eventually, we're going to get over into
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  video and all that stuff. But yeah, thanks for listening.
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  Today good people i want to talk to you about my my other project i do osprey
• 0:54
  shooting solutions i train and and we do firearms training and competitions
• 1:00
  and courses and all those things,
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  and we do the junito podcast where we talk about various topics but two team
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  guys is a passion project.
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  Well, it's been going on almost as long as Osprey Shooting Solutions,
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  just in a more, what's the word I want to use?
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  Bespoke sort of way. I have almost standardized courses, but we shape them to the needs of the client.
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  And these courses in Two Team Guys are geared.
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  Toward organizations, whether it's your like, you know, corporate business,
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  big corporation or sort of a small to mid-sized,
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  small business, independent entrepreneur type thing, or, well,
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  especially nonprofits, and especially nonprofits who travel the world,
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  think, you know, or church missionary types.
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  These are the types of people, and even security organizations and even,
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  well, let's say journalists, for instance.
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  Now we think individuals on that, but there's always a group of people.
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  You got a camera guy and a producer and all these things.
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  These are the people that we market to because what we do at Two Team Guys,
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  threaded throughout each course is leadership development and team building
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  and individual and collective resilience,
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  toughness. Yeah.
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  And we add a little flavor of chaos into some of those things,
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  and you will come out a sharper individual and a better team.
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  So it's not your typical leadership coaching.
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  First of all, I say this all the time, and this may hurt me business-wise,
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  but I am not a highly educated intellectual.
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  Yeah, I haven't done all these leadership coaching seminars,
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  and I'm definitely not your typical vet bro selection clone leadership.
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  Type stuff. The tagline is that we develop formidable leaders and indispensable teammates.
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  That's the tagline. And that, no matter what field you're in,
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  I think that's sought after, no matter what field you're in.
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  And we do this through, you know, sort of technical skill and scenario-based
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  courses and they're challenging, but they're also subtle and nuanced in the
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  way that they get things out of you.
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  And then our motto is find a way or make one.
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  Yeah, it's simple. Find a way or make one.
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  But that motto says a lot, man. It says a lot about getting things done. It says that,
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  be adaptable. It says, be resourceful. It says, be persistent.
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  Yeah. And even accountable. Yeah.
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  And great leaders are those things and they help develop their teams to be those things.
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  But great leaders also own their outcomes, whether good or bad,
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  and they learn from them.
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  Now, I draw, obviously, obviously, I draw heavily from my Special Forces days,
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  right, as far as the leadership and team building goes, because I learned a lot there.
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  And it's a trope I know, but I wish I knew now.
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  I wish I knew then what I know now. Now, the amount of reading I've done since
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  I've retired, those things could have shaped me way better.
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  But as it is, I was shaped by good and bad leaders.
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  I was shaped in combat.
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  And I was shaped as a leader, even just learning through trial and error.
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  Yeah, trial and error. That's right.
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  And all the things that I think I've learned over the 25 years I was in the military,
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  I think that what I did learn is how to focus that toward the civilian market.
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  Because I, the military is a, there's a mystique, there's a mystique around
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  special operations and all that.
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  But the reality is leadership is leadership.
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  There's, there's different styles and different methods, but a good leader,
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  if you can lead in the military, you can lead,
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  in the corporate world or any, any, any field and vice versa.
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  If you're a good leader, as a civilian, whatever your job is,
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  chances are you'll be a good leader as a, as a military man,
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  as a soldier, the traits and the characteristics are there.
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  Now, two team guys, we're not, it's a project.
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  I say it's my other business, but it's not really a business.
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  It falls under OSS, but it's not massive and it's not scaled up And this,
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  we don't do a hundred people with some kind of crazy course.
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  I mean, it's definitely not cookie cutter and we don't do online modules with
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  some well-dressed guy who's very attractive and handsome, speaking very eloquently
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  about how to be a good leader. We don't do any of those things.
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  I guess you could say two-team guys is what you might call boutique or niche,
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  and we're very small in scale, and it's very personal,
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  and it's highly focused on building individuals first in order to enhance teams.
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  We build the individuals up first in order to enhance the team.
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  I choose to stay small by design. I mean, yes, I would like to get insanely
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  rich and wildly successful, but even then, I would choose to stay small.
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  Because for the goodness is, small groups, I think small groups, you learn more.
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  You get more out of it. You get more one-on-one time. You can ask questions.
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  You can have meaningful conversations in small groups.
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  And yeah we have our capacity out here physically is is small we you know i
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  have a small what i call a team room or a classroom.
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  But yeah i mean people can stay in hotels and things like that that's not the,
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  that's not the the crux of why we we choose to be small i just i like the intimacy
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  of it i like i like the hands-on And, yeah, intimacy.
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  Any organization, big or small, also deserves affordable access.
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  Right? Some small companies, some small nonprofits, they're priced out of the
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  market when it comes to getting this enhancing training, this team enhancing training.
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  So, yeah, we're affordable.
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  And that's by design.
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  And some people think that's a bad business model. I'm not getting rich, like I said, but I think,
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  But the return on investment for you is, yeah, it's substantial.
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  And, well, there's plenty of studies out there that show that when you invest
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  in leadership and team development as a business, that the return there is exponential.
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  And I read one thing that said for every dollar invested, you get $7 in returns through, you know,
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  boosted sales, better employee retention, the ability to develop your people
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  from within instead of having to hire outside.
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  Yeah, there's the financial piece of that.
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  And then there's just the work environment. I mean, the better the leadership
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  and the better the leaders can develop a culture that, I mean,
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  there's a lot of things welcoming and stable and appreciative of the efforts that your people put in.
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  You will keep your people and they will perform.
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  So if you're a boss man, if you run the show, if you're a CEO or a director
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  or the head of some organization or agency, I mean, yeah, you can level up personally here.
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  And like I said, we focus on the individuals, but that will directly translate to team dynamics.
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  Our courses are immersive in that once you start, you start.
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  It's not, yes, we have classroom and we have field stuff, but once you've started, you're in it, right?
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  You don't take a break and go get into something else.
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  And we have a very, well, taken from the Osprey Shooting Solutions side of things,
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  we have a very no-frills approach to delivering the information.
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  And coming away from a two-team guys course, you may see immediate effects,
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  but you will definitely see long-term effects, especially long-term bonds that
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  you build with your mates while you're doing these things.
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  One of the best things that bonds humans together is suffering.
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  Well, I hate to say hardship. Hardship bonds people together.
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  So I'm going to do a course rundown for you guys.
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  And this may be a little boring, but some of you may not know these things.
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  And then what I want to do, for those of you not familiar with John C.
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  Maxwell's book, The 21 Irrefutable Laws of Leadership, you should become familiar with it.
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  It's almost a textbook.
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  It was written, I want to say, in the 70s, and it's been revised over the years.
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  And it's as relevant and factual today as it was then.
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  And it's almost sort of the document of record, you know, for leadership.
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  It reads like a textbook. It almost is.
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  And I think some people even use it kind of in that capacity to teach from.
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  So what I want to do is kind of relate the things that we do at Two Team Guys
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  to these 21 irrefutable laws.
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  So first, let's go into the courses. Now, good people, I have designed each
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  and every one of these courses, yes, with feedback from other people for sure,
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  and I put a lot of...
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  Effort, yes, but, well, dare I say love?
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  I put love into them because I love what I'm doing.
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  And some of these courses may push your boundaries with technical skills,
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  and that's by design. That's to take you out of your daily routine.
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  That's to put you outside of your comfort zone working with these technical skills.
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  And though they may be fun i think mountain climbing is fun but that's not the
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  goal the goal is that you can perform in these conditions while being uncomfortable
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  and kind of in the unknown and all of these courses build resilience folks individual resilience,
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  all of these courses in some way build your ability to communicate directly,
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  and, what's the word I'm looking for, unambiguously.
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  Yeah, direct and clear communications. Very important.
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  Most of these courses will help you in your decision-making,
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  your SNAP decision-making process.
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  Because even though you may make a quick decision, there's still a process going on.
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  And even if most of that process is just trusting your gut,
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  And in the moment, yeah, you make that gut decision, but leading up to that
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  moment, you know, days, weeks, months, you're developing your gut, right?
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  You're developing your baseline decision-making process so that the quick decisions,
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  you know, they seem like quick decisions, but really they're not.
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  They're already kind of addressed ahead of time.
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  All of these courses address accountability good
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  people you hold yourself accountable first and you hold your teammates
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  accountable yeah through honesty and and
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  and trust yeah and then
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  team dynamics now other than land navigation team dynamics well even even in
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  land navigation but But the team dynamics that you build in this course translate
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  directly to your job, whatever your job is.
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  Whatever your job is, it translates.
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  Yeah. Okay. So here we go. Course rundown.
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  First, one of the most common courses we do is land navigation,
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  and we have a one-, two-, and three-day version of that.
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  And what that is is a classroom portion and then the hands-on practical exercise portion.
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  And these hands-on practical exercises take place in fairly rugged terrain of
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  northwest Georgia or northeastern Alabama.
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  And the classroom portion is very, very robust.
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  I'm very proud of the amount of effort I put into this, but that said,
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  it's all directly derived from the U.S. Army Land Navigation Manual.
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  It's just civilianized to be more palatable and go down easier.
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  The Army will take the fun out of anything.
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  And in the academic piece, we talk about the grid systems, MGRS and universal
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  transverse mercator system,
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  map reading, using a compass, terrain analysis, the ability to identify terrain
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  and translate it from the earth to the map and vice versa.
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  So we do pace count and route planning, the whole works, all the things you
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  need to physically navigate without a GPS.
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  And it can be overwhelming. The classroom portion on the two and three day courses is an entire day.
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  And it can, depending on the amount of questions and depending on how much people
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  are getting it or not, you know, that could be anywhere from,
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  that could be up to a 10 hour day or more.
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  Yeah, and we do a lot of hands-on in that class, plotting grids and such.
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  And it's a lot of information to take in in one day.
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  And it technically, I mean, I could make a week-long course out of it,
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  to be quite honest with you.
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  But I don't have a week. Most people don't have a week to go train.
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  That being said, any of these courses that I'm talking about today can be customized to your needs.
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  Now, back to it. Let's see.
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  You can do the Land Nav course as an individual, or you can do it as a two-man
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  team, or you can do it as a group.
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  There are different objectives for each.
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  Team land navigation is a thing, folks, and that develops a lot of,
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  well, we find strengths and weaknesses.
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  We find people who can and can't communicate under pressure.
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  We find people who are good at a certain thing. How well can you integrate your
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  strengths and weaknesses with other people when you're walking through the woods at night?
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  There's a lot of goodness there. So it can be done individually or as teams.
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  And there's a lot to be said. I did a podcast on the Land Nav course,
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  so I'm not going to belabor it too much.
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  But it's very good. It's very good, folks.
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  And I'm going to say this about every course, but it's one of my favorites because
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  that is a real life skill.
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  Sooner or later, you will not have the GPS, good people. All right.
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  Let's see what we got here. What's next? Search and Rescue Mountaineer. Yes.
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  So I just did an episode on mountain climbing, rock climbing.
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  I like rock climbing. I'm not that awesome at it at all, but I like it.
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  It's also a good outdoor skill.
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  But this Search and Rescue Mountaineer course, we do that. We team up with my
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  good friend, Nathan Hicks from Higher Ground USA.
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  And this is a three-day course. And what it is, is you become a part of an ad
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  hoc search and rescue team tasked to find and rescue injured hiker from the mountains.
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  And you'll get hands-on training with, there is a classroom portion,
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  but most of it's hands-on training. And you'll learn different ropes or different knots.
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  You'll learn different climbing techniques. You'll learn rappelling.
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  You'll learn different haul systems, the three-to-one and five-to-one systems
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  to be able to pull heavy things up a mountain.
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  A little bit of wilderness first aid.
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  And all this course, really the practical exercise,
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  which is out on a mountain, folks, we go out and stay out overnight and then
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  wake up bright and early before the sun to go out and find this injured hiker
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  who's stuck on the side of a mountain somewhere.
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  And it's really, really focused on leadership, yes, but definitely teamwork and supervision.
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  And the ability to delegate tasks to trust your teammates, there's a lot of
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  trust when it comes to mountaineering, good people.
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  A lot of trust involved there with your equipment, but and your teammates.
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  So it's heavily team focused and individually. Yeah, you'll learn life saving skills, right?
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  You will certainly boost your confidence.
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  Because the environment, well, I don't think it will seem chaotic.
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  I guess when you don't know what's going on in a technical way,
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  it sort of seems chaotic.
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  But it'll help you to, well, prioritize your emotions there in that moment and
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  to be able to accomplish tasks under a little bit of pressure.
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  Now, I feel pressure every time I'm up on a mountain because I'm scared of heights.
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  But you have to prioritize and get things done and for the team you know it's about.
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  Executing your assigned role and whether you, whether you,
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  you may assign specific roles based on strengths, but if you really want to
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  get crazy, you may assign specific roles based on weaknesses just to,
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  to develop people more, to put more pressure on.
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  At any rate, either way, it helps to hold people accountable.
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  And if you come out as an individual, you'll walk away with definitely a sense
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  of confidence that you've accomplished
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  a thing that is tough and a lot of people just can't accomplish.
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  And if you come out as an organic team, you will tighten your group dynamic.
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  You will strengthen your team cohesion.
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  And how that affects you in daily work is that your ability to respond to a
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  work crisis as a group or your ability to tackle a big sort of complex project
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  that may be time sensitive,
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  to be able to do that as a group and to be able to hit those assigned roles
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  and to be able to check off of each other, accountability,
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  and be able to trust each other. Yeah.
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  Search and Rescue Mountaineer. It's a good one. Again, one of my favorites.
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  They're all my favorites.
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  All right. What's the next course we have? Situational Awareness.
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  Now, that term gets thrown around a lot when it comes to training.
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  This Situational Awareness course is exactly and specifically that.
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  It is a two-day course, one-day classroom, one day in an urban center and,
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  And it's completely focused on you being able to identify red flags and threats
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  out in the wild and to institute some avoidance measures.
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  The best way to survive violence is to avoid violence.
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  And, yeah, even though I train firearms and everyday carry and all that stuff,
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  nobody wants to shoot anyone.
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  And nobody wants to get into an altercation where someone may lose their life, maybe you.
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  So to be able to identify potential threats and avoid those potential threats,
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  yeah, there you go. That's a win.
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  And in the class, we go over different methods of identifying red flags and
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  different characteristics and behaviors.
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  We go over how to spot anomalies in your environment, how to scan your environment,
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  and what is the normal environment,
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  what does the normal look like, to set a baseline.
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  We go over little mental risk assessments.
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  And some people will tell you, I'm going to use the analogy.
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  There's a guy that he was one of my instructors in small unit tactics,
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  and now he does his own—he retired, and he does his own private stuff as well
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  when it comes to shooting and things like that and security advising.
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  And he was on a podcast once, and he says, nobody sits with their back to the wall. Nobody—.
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  And that's, that's true. One, that's almost impossible to sit with your back
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  to the wall, any place you go when you go to a restaurant or whatever.
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  But he kind of played down and I didn't agree with it. He kind of played down your ability.
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  Well, not your ability, but just normal everyday awareness.
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  He kind of played that down and I don't agree with it.
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  I'm hyper alert and hyper aware. I don't sit with my back to the wall,
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  but I do like to sit somewhere where I can see what the most likely,
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  well, the entry and exit, right?
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  The front door of the restaurant or the cash register or wherever something
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  most likely to happen is. That's a little internal risk assessment.
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  And I do it all the time. And a lot of people do. I don't think that's paranoid
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  at all if you kind of build it into your thought process.
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  But again violence is random so everything we teach in this course is is based in,
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  sort of surveillance and counter surveillance doctrine and i i don't well i
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  don't use those terms because we're not doing surveillance and counter surveillance
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  but we're adapting the tactics for our own personal awareness and safety that's all and um.
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  Like I was just saying a second ago, you kind of have this where you're always
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  switched on and you should always be switched on, especially in a major urban
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  area where there's the more people there are, you know, you have odds.
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  And if that doesn't mean violence can't happen in rural space or some or suburban space either.
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  But you should always be switched on to a degree, especially when it comes to
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  commuting and traveling and things like that.
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  And then, like I said earlier about your gut reactions, you can develop your gut, right?
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  You develop it to be aware, to always be scanning and looking for some kind of potential risk.
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  And that's not paranoia.
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  It's not paranoia.
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  It's no different than walking up to a road intersection and looking left and
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  right before you walk across.
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  Now, I know this sounds crazy, but there are people, if the little walk guy is green,
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  they'll face in their phone, headphones on, they'll shoot out straight across
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  that road without ever taking a glance.
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  That's a madness, and that's a thing that we'll address in that course.
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  At any rate, situational awareness, you know, that's exactly what it is.
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  Helps you to be more situationally aware, to look out for potential threats.
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  It's a very, the practical exercise you will do in a pair, two-man teams.
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  And you will walk a very designated route.
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  And along that route, there will be red flags that, as an aware human being,
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  you should potentially pick up on.
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  And if you don't pick up on them, and then we'll do a debrief,
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  right, see what all you saw out there.
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  And then at the end, we'll do a review, and I'll introduce you to all my role
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  players and tell you all the things that I had set up.
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  And then see what, how, how it shakes out.
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  It's brilliant. Is there teamwork involved in here? Not really.
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  If you're going in two man teams, yeah, there's, there's teams there,
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  but as an individual, it's, this is a sort of individual resilience course and
• 29:43
  it's brilliant. I like it. I love it.
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  Again, one of my favorites. All right, moving on.
• 29:51
  Long range evasion. Yeah. Now that sounds, I had someone hit me up on Facebook,
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  some rando who belittled the name long range evasion,
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  just said it sounded like some kind of militia extremist,
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  whatever.
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  And how in the world could that be translated to corporate leadership and whatnot?
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  Well, it's an experience.
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  It is a course, but I pulled, I built this.
• 30:21
  Straight out of the news. Straight out of the news.
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  If you guys remember a few years ago, there was a guy named Mike Glover,
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  and he used to have an organization called American Contingency.
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  And during this time frame.
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  Back up for some of you may or may not know mike
• 30:43
  glover and you have feelings about he was a
• 30:45
  he's a controversial figure now former green beret former CAG support operator
• 30:54
  whatever and he said he did field craft survival and he did some other things
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  and there whatever you feel about him right well Well, I know, Mike,
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  we were in the Q Corps at the same time and 10th Group at the same time.
• 31:09
  We weren't homies, but I know him. And I do know this, that American contingency
• 31:16
  was not, is not, never intended to be a violent extremist militia.
• 31:24
  But a few years ago, the FBI labeled American Contingency as a violent militia
• 31:32
  or militia, extremist militia.
• 31:37
  So based on that storyline, I did the long range evasion course.
• 31:44
  And this is a fictitious scenario that you are a part of an organization,
• 31:50
  a group, and your group has been labeled.
• 31:54
  And now your group that has been labeled is now starting to be arrested.
• 32:01
  So, you can take your chances with the feds or you can evade.
• 32:08
  It's a physical event. It's not about evading the law, good people.
• 32:13
  It's a physical event to where you have to move across an urban environment
• 32:20
  and across a rural environment as a team with zero resources.
• 32:29
  And you are depending on a network, an existing network of people to help you.
• 32:36
  And this is a very much a gray man, you know, course to where if you look like six or eight.
• 32:46
  Eat eaters walking through Midtown Atlanta wearing your multi-cam pants and
• 32:52
  whatnot, you're going to stand out.
• 32:54
  So you're meant to move in a very low-vis kind of way while people are following
• 33:02
  you and trying to capture you.
• 33:04
  And then, yeah, that's it.
• 33:07
  And you have to get from point A to point B. And along the way,
• 33:10
  there's a cache of stuff.
• 33:13
  Depending on the weather, you may have sleeping bags and fire starting material,
• 33:17
  or you may have, you know, just water and some snackies, and you may not find your cache.
• 33:27
  What it does for an individual is it sort of sparks your sort of creative problem
• 33:34
  solving because there is scarcity there, right?
• 33:37
  You do not have, you have an ID card, and I'm messing around with the amount
• 33:42
  of money you're allowed to have.
• 33:44
  And that's it. No debit card, no credit card, no cell phone, none of those things.
• 33:50
  You have an ID card and a certain amount of money.
• 33:54
  And this gives you some very distinct limitations, very distinct constraints.
• 34:00
  And so you have to figure all this out. How to get from point A to point B.
• 34:05
  Yeah, we don't issue a map. We don't, definitely no GPS, No phone.
• 34:12
  As a team, it builds your collaboration efforts.
• 34:16
  If there's eight type A dudes all in an unfamiliar space and they're like,
• 34:24
  OK, let's go. Well, which way are we going?
• 34:26
  No, this way. No, it's that way. No, it's this way. There's a lot of that going on.
• 34:32
  It, this course encourages, well, adaptability.
• 34:38
  You may have to adapt on the move. You will have to adapt on the move.
• 34:42
  And then what happens is as the night goes on, because this is an overnight,
• 34:49
  overnight deal, as the night goes on and you're moving in the wee hours of the
• 34:55
  morning and people are getting grumpy or tired or my feet hurt,
• 34:58
  you start to see personalities emerge.
• 35:02
  And then there's natural, well, leaders will emerge.
• 35:07
  Those who are naturally leaders will emerge.
• 35:11
  And as you guys are doing these things, you will either expose some friction
• 35:16
  and then you will fix it and strengthen bonds,
• 35:21
  or you will carry on with the friction and you may or may not accomplish your goals.
• 35:29
  This course there's a physical aspect you don't have to carry a lot of things
• 35:34
  but you do have to move a long way and you have to make on-the-move decisions,
• 35:39
  and this sets you up for making these on-the-move decisions with minimal,
• 35:46
  resources in your own in your own business and it helps you to be able to To
• 35:52
  come together as a team to pivot as needed,
• 35:56
  to adapt your strategy as the situation dictates where things are beyond your control.
• 36:04
  Yeah, you can get a lot out of it based on whatever your objectives are. It is a cool ass course.
• 36:11
  And again, it has a lot of value to it.
• 36:16
  But the experience itself, I think, is pretty dang cool.
• 36:21
  Okay, next we have sort of the resource intensive high dollar courses.
• 36:30
  It's called a small unit mission, and it is that. It's an experience,
• 36:35
  but there is learning to be had there.
• 36:39
  But the experience is this. It's a two-day scenario where you are playing the
• 36:46
  role of an ad hoc security team that came together as a contract to execute a high-risk operation.
• 36:56
  And this is all very much, now you do this with blue guns.
• 37:00
  There will be a live fire portion in that course, but you do it with blue guns
• 37:04
  or UTM, similar to paintballs.
• 37:10
  And so yeah and you can opt out of the lot of
• 37:13
  fire marksmanship if you choose if you're an anti-gun type
• 37:16
  person you just want to do the the fun thing that's
• 37:19
  fine but what this this will help you in
• 37:22
  the course or during the first day is you do team SOP development on the spot
• 37:29
  you know the six or eight people have to come up with a with a way to operate
• 37:34
  together and again if you're an organic company, this may be easy.
• 37:39
  And if you're eight individuals, this may be a little more difficult.
• 37:46
  You're going to learn a little bit about analyzing information to how it suits.
• 37:55
  Helps or doesn't, your specific needs.
• 37:59
  You're going to learn about contingency planning, never mind the actual mission,
• 38:04
  but any mission, how to plan for contingencies or how to think through what
• 38:10
  the possible contingencies are.
• 38:12
  And then you're going to learn a little bit about doing a debrief, you know.
• 38:17
  Well, and I don't want to say public speaking, but you will brief your mission,
• 38:23
  whoever the de facto leader is and the team, however the de facto leader breaks down the team,
• 38:31
  you will brief your piece of the mission.
• 38:34
  And there's very much a leadership and followership here.
• 38:41
  There will be a specific leader.
• 38:44
  There will be specific roles amongst the team to accomplish the mission.
• 38:50
  Now, this is a high stakes, fast-paced mission, and you will infill into an
• 38:58
  objective like in the military, right?
• 39:01
  However you infill, there's a potential to infill via helicopter.
• 39:05
  There's a potential to infill via boat, and there's a likelihood to infill via
• 39:12
  a cargo truck, but you will infill, you will execute,
• 39:18
  you will exfil, and you will be under a very tight time limit.
• 39:24
  And it's a very no-fit, no-fail sort of framework there.
• 39:30
  There's not a lot of room to get to step off of the truck, move towards your
• 39:35
  objective, and then, oh man, what were we supposed to, what about this, what about that?
• 39:40
  And this is very much an opportunity for as a team to, because you're going
• 39:45
  to have to sink different elements of your team to hit this objective.
• 39:50
  And there's a level of trust.
• 39:52
  There's timelines that must be met.
• 39:57
  Again, it's a high-stakes, fast-paced mission, but somewhat complex.
• 40:03
  Yeah, somewhat complex.
• 40:06
  Will you be successful? Can you be? What about the chaos once you hit the ground
• 40:11
  and the blue bullets start flying?
• 40:15
  What about when it starts coming up to exfil time? Yeah, there's a lot of stuff going on.
• 40:22
  The goodness well the the
• 40:25
  the objective is the experience it's fun
• 40:29
  it's action-packed and you will remember it you will
• 40:32
  remember it you will never forget it and the
• 40:36
  learning opportunities come in the form of systems
• 40:40
  how to how to think about SOPs how to analyze specific information How to analyze
• 40:53
  what contingencies may, what emergencies may arise,
• 40:57
  that these things go across any field,
• 41:00
  any field of work.
• 41:05
  How to adapt to chaos. Yeah. It's a good one. One of my favorites.
• 41:11
  All right. And then finally, good people.
• 41:14
  This is one of the most robust.
• 41:19
  It's one of the most resource intensive, and it is one of the most valuable for,
• 41:27
  I designed the surviving captivity
• 41:31
  course with church missionaries and international travelers in mind.
• 41:39
  It was tailored specifically for missionaries, NGOs,
• 41:45
  independent journalists, or small to medium-sized companies who send their sales
• 41:55
  associates to these third-world countries to try to break into new markets.
• 42:00
  But they send them alone and unafraid with no security or anything like that.
• 42:07
  This is a three-day course.
• 42:10
  And yes, it is inspired by real incidents that have happened over the years
• 42:19
  with people being rolled up in the South Philippines or Texas.
• 42:26
  Turkmenistan or wherever, and then get taken hostage, maybe possibly losing
• 42:34
  their head, maybe getting ransomed later on, who knows.
• 42:38
  So the classroom portion of this is one full day, and it's very robust.
• 42:44
  And in this classroom portion, we talk about travel preparation,
• 42:49
  just just individually right the what
• 42:53
  well even down to what clothes
• 42:56
  you wear where you go first of all where are you going what is
• 43:00
  the culture there what does the environment look like never mind what is the
• 43:06
  crime rate and what is the likelihood of xyz it's just am i wearing appropriate
• 43:12
  clothes yeah are you are you aware are you wearing appropriate clothes for where you're going.
• 43:20
  Down to the hotel you're at, down to the cell phone.
• 43:24
  Does your cell phone operate in this region?
• 43:29
  Or are you going to, you got to get another SIM card to operate here?
• 43:33
  Do you know where the embassy is or the consulate for the U.S.?
• 43:37
  Do you have those numbers, et cetera, et cetera, et cetera.
• 43:41
  It's a very robust, very robust classroom portion.
• 43:45
  And then if we're working with an organic crew that you are all from the same
• 43:51
  NGO or from the same church and you're going to a specific place,
• 43:55
  we will also do a legitimate country study on that place so that you can take
• 44:02
  with you real-time information.
• 44:06
  And if you're just an individual, a bunch of individuals doing a course,
• 44:11
  well, hey, it's definitely going to work on your resilience and you're going
• 44:15
  to be a smarter traveler for it,
• 44:18
  you're very likely to, well, you're going to experience some physical discomfort,
• 44:29
  Well, you're going to experience some stress for sure.
• 44:36
  Some of you may have a little bit of mental issues, not mental issues,
• 44:41
  but you may hit your stress a little sooner than others.
• 44:49
  But yeah, it's going to be good. There is some captivity portion of that.
• 44:53
  But again, back to the purpose of this is really your pre-travel preparation.
• 45:01
  Yeah, that's the academic goodness of this.
• 45:07
  While in captivity, there's going to be some team dynamics that,
• 45:14
  well, you may or may not like. I don't know. We'll see.
• 45:18
  You may get introduced to a little, a different level of empathy than you already have.
• 45:28
  Individual support, supporting a teammate.
• 45:32
  And then you may address a little bit of conflict resolution. There's a lot going on.
• 45:38
  And doing this course and experiencing what you're going to experience,
• 45:44
  this is going to make conflicts and crises at work just pale in comparison.
• 45:52
  And you will be able to breeze through these little workplace issues because
• 46:02
  you're going to have a far different perspective when looking at these workplace issues.
• 46:09
  When somebody comes to you all upset and like, oh my God, this is a tragedy.
• 46:14
  You're going to be like, well, I'm not getting sprayed in the face with a water
• 46:18
  hose at three o'clock in the morning.
• 46:23
  Some interesting things that come from it. Now, clearly, it's based on U.S.
• 46:28
  Army Seer Doctrine, survival, escape, evasion, resistance, and escape.
• 46:36
  But it's not meant to replicate that in any way. That is not the goal of the course.
• 46:42
  The goal is to give you that level of discomfort and sort of prolonged discomfort
• 46:48
  to get your mind out of its comfort zone,
• 46:52
  to get your body out of its comfort zone and to observe how you react with other
• 46:59
  human beings who are meant to be your teammates or friends versus how you react
• 47:04
  with those who have you captive.
• 47:08
  And then all the pre-travel stuff that's just, oh, it's, I can't even,
• 47:14
  and there will be a block of instruction in there, folks, on,
• 47:17
  on the psychology of, well, the psychology of violence.
• 47:22
  And then we will go over the, sort of the motive, the different types of threat
• 47:28
  groups around the world and their motives, right?
• 47:33
  If you get rolled up in Burkina Faso, there's very likely to be a different
• 47:38
  outcome than if you get rolled up in Columbia.
• 47:43
  Yeah, different ideology, whatever. So we go over all those things and we go
• 47:49
  over them in great detail.
• 47:50
  You need to know where you're going, folks. When you leave the United States
• 47:54
  of America, you need to know as much as you can about where your plane's going
• 48:00
  to land and where you're going to end up.
• 48:02
  Just to help you. And it's not being paranoid, good people. It's just being prepared again.
• 48:08
  All right. So those are the courses, folks, and I'll recap them.
• 48:11
  We got Land Navigation, one, two, and three-day.
• 48:15
  We have Search and Rescue Mountaineer, which is a three-day course.
• 48:20
  Situational Awareness, and that's a two-day course. We have Long-Range Evasion,
• 48:26
  and that is a two-day course.
• 48:28
  And then we have Small Unit Mission, that is a two-day course.
• 48:32
  And then we have Surviving Captivity, and that is a three-day course.
• 48:38
  All of those deal with individual and team resilience.
• 48:43
  All of those deal with adaptability, on-the-fly decision-making.
• 48:51
  Well, meticulous planning and then adaptability and on-the-fly decision-making.
• 48:57
  They all, at some level, deal with team dynamics, being a decisive and concise
• 49:08
  leader and being a good follower.
• 49:13
  And they will help you in any field of work that you do.
• 49:21
  I don't, I don't care if you're a doctor. In fact, yeah, we had a doctor in
• 49:26
  one of my court and one of the courses are, or a mechanic or an electrician or fortune 500,
• 49:35
  you know, company stock traders,
• 49:37
  whatever it is, you will benefit in some way, even if it's just individually,
• 49:44
  but specifically, you will benefit your team.
• 49:48
  Now, I said I wanted to translate those things to Maxwell, John C.
• 49:53
  Maxwell's 21 Irrefutable Laws of Leadership.
• 49:58
  None of the things in those courses are random.
• 50:02
  Everything has a purpose. Everything in every course has a purpose.
• 50:07
  And they each in some way embody some of the Maxwell's 21 laws. Yeah.
• 50:17
  So Maxwell laid out 21 and we're going to briefly go over them.
• 50:21
  I'm not going to belabor them.
• 50:22
  There's 21, but the law of the lid, right?
• 50:26
  There is a leadership can cap there, put a lid on your potential or it can raise
• 50:33
  it. It depends on how it is.
• 50:36
  Is your leadership putting a cap on your team or is your leadership capped by
• 50:43
  experience and knowledge and whatnot?
• 50:46
  Are you the best you can be? I don't know.
• 50:50
  The law of influence. Now, this is almost an obvious one, but a good leader has the ability.
• 50:57
  I mean, that's the, that's the army definition of leadership is the ability
• 51:00
  to influence others to want to accomplish the mission.
• 51:07
  Yeah. I'll provide in purpose, motivation, direction, influence.
• 51:13
  Can you influence other people through your actions? Not through your title
• 51:17
  folks, through your actions. Yeah.
• 51:21
  You'll see that in many of the courses, but especially a small unit mission
• 51:25
  course. The law of process.
• 51:28
  Yeah, in every business, in every discipline, no matter what it is,
• 51:34
  there is a process to make things happen.
• 51:38
  And in mountaineering, for instance, there's a very specific process.
• 51:42
  The anchor has to be built. You have to have a safety on before you continue
• 51:46
  on. And every business has a process.
• 51:51
  And that process, you build habits. You do those things habitually.
• 51:56
  Yeah. You do those things habitually.
• 51:59
  Subconsciously, even. The law of navigation.
• 52:02
  Now, that's not to mean specific land navigation. But yeah, you have to be able
• 52:08
  to, as a leader specifically, to navigate your team through hardships, ups and downs, tariffs.
• 52:16
  Never-ending wars that affect the market or these unnatural market manipulations.
• 52:24
  You have to be able to guide your team through that.
• 52:27
  You have to be able to navigate. Yeah.
• 52:31
  The law of addition. Yeah, that's a good one. I liken the law of addition to...
• 52:39
  Being a force multiplier and special forces, that's a common phrase, be a force multiplier.
• 52:44
  We send 12 people to some random country to link up with 200 people to be able
• 52:51
  to build their capacity to turn 200 into 400.
• 52:55
  Now, that's a literal multiplication, but you can be a force multiplier by adding skill.
• 53:08
  By being skilled at multiple things, you become a force multiplier.
• 53:13
  Yeah, law of addition. Add value. Always add value.
• 53:19
  The law of solid ground. This is a good one. Trust good people.
• 53:26
  Trust and what's the word I'm looking for?
• 53:30
  Predictability. That is solid ground. When I know what's going to happen in
• 53:35
  my, if I'm constantly worried about losing my job, I'm always looking for another job.
• 53:41
  There may be a lack of trust or just lack of predictability.
• 53:44
  You may be in some business that's just volatile.
• 53:48
  It changes all the time. And these scenarios that we do, they help you build
• 53:55
  trust with each other. The law of respect.
• 53:58
  The law of respect. Good people. Respect is earned. That is all there is to
• 54:03
  it. Respect is earned via competence.
• 54:08
  You may be an a-hole or you may be a nice guy.
• 54:13
  Things don't get or lose respect, incompetence causes you to lose respect.
• 54:20
  Competence causes you to gain respect. That's in my opinion.
• 54:24
  Law of intuition. As a leader, you need to be able to, well,
• 54:30
  develop that gut intuition, right?
• 54:33
  And you need to be able to read the room and read the situation to be able to
• 54:37
  make those seemingly instinctive decisions.
• 54:41
  Well they are instinctive but you've developed your intuition so really they're
• 54:46
  educated decisions they're thought out you need to be able to do that and then,
• 54:54
  Maxwell talks about the law of magnetism now that's that's not just individual
• 54:58
  charisma right that's success attracts success that's what magnetism means your
• 55:07
  a winning attitude will attract people who have winning attitudes.
• 55:12
  Positive or negative, whatever, winning.
• 55:16
  Success attracts success. Yeah, you need that.
• 55:21
  And you'll see that develop in all of our courses.
• 55:25
  You'll see who the natural leaders who emerge and people who are competent,
• 55:31
  then people are sort of drawn to them.
• 55:33
  And they say, okay, this guy knows what he's doing.
• 55:36
  His abilities draw in other people.
• 55:41
  Magnetism, the law of magnetism. Law of connection.
• 55:46
  People are more important than hardware yeah that's that's a that's a soft,
• 55:52
  sort of tenant of special operations special forces people are more important
• 55:57
  than hardware you have to have a personal connection of some sort you don't
• 56:02
  have to be swinger buddies right you don't have to go to the same church but
• 56:07
  you have to identify on a human level,
• 56:12
  and have some sort of connection,
• 56:15
  with your people.
• 56:17
  And they have to see you as a human being, right? You have, you know.
• 56:22
  Then there's the law of the inner circle. Even as a leader, you need some trusted
• 56:26
  sort of advisors around you.
• 56:29
  They may not be in a leadership position, but you may have a couple of people
• 56:33
  on your staff who are just wise in the business, right? They know everything.
• 56:40
  You might have some dude that's been with the company for 40 years.
• 56:44
  You're new, you know, within the past couple of few years, you're a smart guy.
• 56:49
  You're the CEO. Of course, you're smart, but you've got trusted confidants who
• 56:53
  know the ins and outs of things.
• 56:58
  You leverage their talent.
• 57:00
  Yeah, that's a very important thing.
• 57:04
  That inner circle does not imply keeping others out.
• 57:09
  That's not to say there's an inner circle of leadership that makes all the decisions
• 57:16
  without anyone else's knowledge or concern.
• 57:20
  No, it's the inner circle of trusted advisors who help you to make informed decisions.
• 57:28
  Yeah, based on all the employees, based on the market, based on all the things.
• 57:34
  Here's the law of empowerment. Yes, you have to delegate.
• 57:39
  You can delegate. What is it? What do they say in the army? You can delegate
• 57:43
  authority, but you can't delegate responsibility. Or is it the other way around?
• 57:50
  Empower your people to do the thing.
• 57:54
  They will, that will help build a sense of, well, trust.
• 57:58
  If you empower your employees or your people to do their jobs and yeah,
• 58:06
  supervise for sure, but don't micromanage and that'll give them a sense of ownership.
• 58:13
  Yeah. And you'll see that in our courses, especially small unit mission,
• 58:19
  especially long range evasion,
• 58:21
  especially mountaineer search and rescue mountaineer, you know,
• 58:25
  delegate tasks out and then send them on to do it.
• 58:28
  Go back and check later. Yeah.
• 58:31
  But, you know, give them a time standard, be like, Hey, by three o'clock,
• 58:36
  I need this to be done to, to the, you know, the way we, whatever the standard.
• 58:42
  And then at, you know, two 45, you go be like, Oh man, great job.
• 58:47
  Or they'll come back and say, Hey, got it done.
• 58:49
  Come check it out, et cetera. Empower your people.
• 58:54
  And there's law of the picture what and what that means is you be,
• 59:00
  you you be the picture you be the embodiment of what you want yeah you be the
• 59:06
  embodiment of what you want your people to be do it and the army they call that lead by example yeah,
• 59:14
  do the thing with as much effort as you expect them to do the thing.
• 59:20
  And that will get effects out of your team. That'll get effects.
• 59:26
  The law of buy-in, good people, the law of buy-in.
• 59:31
  First, you have to buy into the vision, right?
• 59:36
  But they have to buy into you as a person. The company vision may be bought in.
• 59:43
  Everybody, yes, I chose to work for this company because of the vision.
• 59:47
  Now they have to buy into you. Do you embody the vision? Do you enable the vision?
• 59:53
  And do you have a clear concept? Do you have a clear, well, vision of that vision?
• 1:00:01
  You will get that in, well, you'll definitely get it in small unit mission for sure.
• 1:00:07
  And you'll get it in the long range of vision for sure because you guys have
• 1:00:11
  to come together and have a clear vision before moving forward.
• 1:00:17
  Then there's the law of victory. Cultivate the winning mindset.
• 1:00:23
  Yeah, you always make contingencies for everything. That's not a defeatist mindset, good people.
• 1:00:30
  That's just being prepared for unknowns.
• 1:00:34
  There's always unknowns. But you plan for success, good people. You plan to win.
• 1:00:40
  And you go forward with the assumption you're going to win.
• 1:00:44
  And then you have contingencies. But you go forward with the assumption you
• 1:00:48
  were going to win, period.
• 1:00:51
  And then there's the law of the big mo is what Maxwell calls it.
• 1:00:55
  Momentum. Good people. You have to capitalize on momentum.
• 1:01:00
  And in military parlance, when you do CQB and CQB is the power.
• 1:01:10
  Surprise, speed, and violence of action. That gets you into the foothold.
• 1:01:15
  Surprise, speed, and violence of action.
• 1:01:17
  And then what carries you through that structure is momentum.
• 1:01:22
  And if you lose momentum, you're very apt to get stuck and to get pinned down.
• 1:01:29
  You try to capitalize on the momentum.
• 1:01:32
  And that will carry you through. You get small wins. When you have good momentum,
• 1:01:38
  you pick up little small wins along the way, and that just builds the momentum
• 1:01:42
  like a snowball going down the hill in Bugs Bunny cartoons.
• 1:01:47
  Yeah. Try to capitalize on the momentum. You have to achieve it,
• 1:01:52
  though. You have to get there.
• 1:01:54
  And then once you get to the point where, yes, we have a good thing.
• 1:01:59
  Boom, use that, use the feeling that exists from success from that win and use
• 1:02:06
  the attitudes and then, boom, parlay that into another win.
• 1:02:12
  You'll have a lot of opportunities for that in the courses we have,
• 1:02:16
  especially land-nav, momentum, right?
• 1:02:19
  You're you're feeling pretty strong
• 1:02:22
  about your route you find your first point oh man it feels good yes but it feels
• 1:02:29
  good out in the middle of the woods and you and you found a point on the earth
• 1:02:33
  by using a mapping compass then you got some momentum then you're like okay
• 1:02:38
  based on that confidence you carry on to your next point.
• 1:02:44
  Priorities. Folks, priorities are everything.
• 1:02:48
  Life priorities, home priorities, work priorities, your kids are probably a
• 1:02:54
  priority in your life, right?
• 1:02:56
  Anything, once you've sorted out priorities as a human, as an individual,
• 1:03:00
  or as a business, then you have to work for those priorities.
• 1:03:06
  You can't just go, yes, these are my priorities, and then carry on and do something
• 1:03:11
  that does not support those.
• 1:03:13
  If you're doing something that doesn't support those priorities,
• 1:03:16
  you are either not prioritizing the correct thing, or you're not doing the correct thing.
• 1:03:25
  Focus on priorities, good people. And you'll get that, especially in the long range of Asian.
• 1:03:32
  Yeah, yeah, you will get priorities. They will become evident to you.
• 1:03:38
  If you don't prioritize correctly, they will become evident to you.
• 1:03:42
  And then there is the law of sacrifice. Oh yes, sacrifice.
• 1:03:47
  Now you guys who know me, you know, I preach Ayn Rand and individualism.
• 1:03:53
  That doesn't mean you can't sacrifice on a voluntary level. And in order to
• 1:03:57
  be a good leader, well, one, you sacrifice your time.
• 1:04:01
  You sacrifice your time to your people. Yeah.
• 1:04:06
  And John Maxwell says you have to give up to level up.
• 1:04:10
  And even more, I've said this before. Look, I have a poster hanging on my wall,
• 1:04:15
  one of those canvas ones.
• 1:04:18
  And it says, all you can take with you is that which you've given away.
• 1:04:23
  That means you have to sacrifice in order to achieve and help your people achieve.
• 1:04:31
  Yeah. And you may see that in the surviving captivity course to where you have
• 1:04:35
  to sacrifice to achieve the longer-term priority there, longer-term goal.
• 1:04:43
  You may have to give up some comfort or some food. Yeah.
• 1:04:49
  Timing. Yes, timing seems to be very critical and taking, seizing the moment,
• 1:05:00
  right? Taking advantage of the moment.
• 1:05:03
  You have to have the vision and you have to have a clear understanding of the
• 1:05:07
  visions to be able to know when these moments, because these moments come and go all the time.
• 1:05:14
  And I suspect we probably miss a lot of them. But if you're switched on, you are able to.
• 1:05:23
  Sense the moment and you're able to take advantage of it. Yeah.
• 1:05:28
  Even in, even in a chaotic environment, there are, there are little moments
• 1:05:34
  for you to seize that will take you down a better path.
• 1:05:39
  It haven't, you have to be sensitive to them. The law of timing.
• 1:05:44
  Yeah. Yeah, for sure. The law of explosive growth.
• 1:05:48
  Now this can be financial growth, physical growth, but I'm talking in terms
• 1:05:59
  of growing leadership, multiplying your leaders.
• 1:06:03
  Yeah, every good leader should be developing the next generation of leaders.
• 1:06:10
  You should be working yourself out of a job, Not so that you get fired and someone
• 1:06:16
  else is so that you move up, they move up, everybody moves up or you get ready to retire, right?
• 1:06:21
  And you're developing the next leader to come in and step in,
• 1:06:26
  whether they know it or not.
• 1:06:28
  So explosive growth. And a lot of people will talk about sales and things like that.
• 1:06:34
  If that's your business, yeah, you always have to be thinking about growth.
• 1:06:40
  But in contrast, like I said a little while ago, as far as two team guys,
• 1:06:47
  I'm not interested in massive growth, explosive growth.
• 1:06:51
  I like Steady As She Goes. That's where I'm at.
• 1:06:54
  Because I kind of like, I'm in a pretty good place right now as far as that goes.
• 1:06:59
  Explosive growth would create a lot of other issues that...
• 1:07:05
  And then there's the law of legacy. This is the last one.
• 1:07:09
  Anybody who has spent any time with me knows that everything that I do,
• 1:07:14
  especially with Osprey Shooting Solutions and the emerging range build,
• 1:07:21
  and especially even with two team guys, is I do this to leave a legacy.
• 1:07:27
  My legacy is to my family, my kids, my grandkids.
• 1:07:32
  I want them to carry on, if they choose to, the things that I'm trying to build now.
• 1:07:42
  Every business, anything out there, I don't care what your business is,
• 1:07:46
  you should, legacy should be a thing that you're thinking about.
• 1:07:49
  You need to build your company to last, to last.
• 1:07:54
  Now we all know with the emergence and the rapid expansion of AI that over the
• 1:08:01
  course of the next five, 10 years, there's certain jobs that are going to go away.
• 1:08:06
  Well, you need to get ahead of that and you need to think about that.
• 1:08:09
  You need to understand the law of timing and the law of momentum.
• 1:08:14
  And well, the other things are kind of, I'd say individual traits,
• 1:08:21
  but the law of navigation, you need to be able to navigate your way through, excuse me,
• 1:08:29
  navigate your way through all this, this emerging AI.
• 1:08:34
  Leave a legacy, folks. Don't build a business to where once you go away, the business goes away.
• 1:08:41
  Don't build a business to where you don't develop young leaders to come up and
• 1:08:45
  take that business over.
• 1:08:47
  Once you get old, you know, well, we're shutting doors. And in your community,
• 1:08:52
  it's like, oh, well, man, we hate to see you go.
• 1:08:54
  You've been here for 30 years, well, develop young leadership to come by and carry on the legacy.
• 1:09:06
  I'm all about that. To me, that's very important to me.
• 1:09:11
  Okay, good people. That has been my spiel on two team guys.
• 1:09:17
  Because these courses that we do, they are on demand. Scheduling is on demand.
• 1:09:24
  Now, I think possibly this fall, Nathan and I are going to try to schedule a
• 1:09:31
  Search and Rescue Mountaineer course.
• 1:09:34
  But all the other courses are on demand, which means...
• 1:09:41
  Four or more people to come together and then try.
• 1:09:46
  And what we'll do is you contact me. Hey, I have four or more people and we're
• 1:09:52
  interested in XYZ, whatever course you're interested in.
• 1:09:55
  And then we will work out a couple of possible dates and then we will set the
• 1:10:01
  thing up. I'll give you a read ahead.
• 1:10:03
  You guys will pay the fee, however many people that is.
• 1:10:08
  And then And then we will, you know, on a training day, we'll come together and do the thing.
• 1:10:16
  We can talk about different objectives and different outcomes that you hope to see as a leader.
• 1:10:23
  If it's just individuals who want to, you know, land navigation,
• 1:10:29
  yeah, then that's it. We'll go out and land nav.
• 1:10:32
  If you're doing any of these other courses, you know, there's going to be some desired outcomes.
• 1:10:37
  If you and especially if you're an organic
• 1:10:40
  group and I do encourage organic groups
• 1:10:43
  to to look at these courses and I
• 1:10:46
  I especially encourage NGOs and
• 1:10:50
  church missionaries to look at the surviving captivity course at minimum the
• 1:10:56
  situational awareness course these are things that these These are fundamental
• 1:11:01
  skills or it's fundamental knowledge that you need when you're in foreign countries.
• 1:11:08
  Yeah, even in Europe, even in first world countries, you still need these skills.
• 1:11:13
  But especially if you're going to down to South America or the continent of
• 1:11:20
  Africa or even, you know,
• 1:11:24
  we get in those Western Asian countries over there or even Southeast Asian countries.
• 1:11:30
  The Philippines, you know, that's—you got the South Philippine Islands down
• 1:11:34
  there where, yeah, church missionaries have lost their heads, literally. So—.
• 1:11:41
  I strongly encourage those groups to look at those courses.
• 1:11:47
  Again, we are affordable. Those are resource intensive, but we are affordable.
• 1:11:52
  Reach out and ask questions. You can hit me on Instagram. I have a Two Team
• 1:11:59
  Guys account on Instagram.
• 1:12:00
  My email is edgarmills at ospreyshooting solutions dot com.
• 1:12:05
  You can always reach out and ask questions. I'm happy to answer those.
• 1:12:10
  And everything, yeah, again, is customizable to your desired outcomes.
• 1:12:15
  Well, to your objectives.
• 1:12:18
  You may not get the desired outcome, but we will meet your objectives.
• 1:12:23
  So if you're a small business, big business, individual, security,
• 1:12:28
  you know, some of these things are real good for law enforcement guys as well.
• 1:12:32
  Yep, reach out, reach out, reach out.
• 1:12:36
  Other than that folks ospreyshootingsolutions.com is where all the shooting things happen,
• 1:12:42
  next week we have a pistol workshop long-range pistol and i say long range to
• 1:12:47
  mean 25 out to 65 yards we will be working next month we have the taxation and
• 1:12:55
  theft pistol match and then next month,
• 1:12:58
  we have a wildcard day for Osprey Shooting Solutions.
• 1:13:03
  Check out twoteamguys.com. That's the number two that has all these courses
• 1:13:08
  I just talked about and a little more detail on the things required for those courses.
• 1:13:15
  And then check out this podcast, the website, thejuntopodcast.com.
• 1:13:22
  And then you can always get this podcast on whatever platform you listen on.
• 1:13:29
  And as always, please consider giving to the Help a Homie Fund.
• 1:13:34
  That is givesendgo.com backslash helpahomiefund.
• 1:13:41
  And that is our efforts to try and help individuals in need.
• 1:13:45
  I saw a guy walking down the street just yesterday and he was barefoot.
• 1:13:50
  And he wasn't barefoot because he was a nature lover.
• 1:13:52
  He was walking down the street. He looked like a homeless guy.
• 1:13:58
  I was not in a position to stop and help
• 1:14:02
  and i feel bad about that in fact i saw the guy on two separate occasions and
• 1:14:09
  that was probably me missing that i didn't the law of timing was not there i
• 1:14:14
  did not i missed it how did i think about that yeah.
• 1:14:22
  The guy twice in a day in two different locations. That was my sign and I missed
• 1:14:27
  it. I was not sensitive to that.
• 1:14:30
  At any rate, you know, help me help people.
• 1:14:35
  If I see that guy again, I'm going to find out what his shoe size is and go buy him some sneakers.
• 1:14:39
  So that's what we do with help a homie anyway. It's a small scale thing,
• 1:14:44
  folks, very small, but I'm sure that dude would appreciate shoes.
• 1:14:49
  Okay, good people. Reach out. Reach out to me. I'm eager to hear your feedback.
• 1:14:54
  I'm here eager to hear what kind of topics you want to hear about.
• 1:14:58
  I'm also eager to have people on as guests.
• 1:15:03
  If you run a thing, if you run an organization, non-profit, or if you're an,
• 1:15:09
  athlete and you want to promote your ESPN Ocho obscure sports, come on.
• 1:15:16
  If you want to talk about a charity.
• 1:15:18
  Come on, let's do it. We can talk politics if you want, even.
• 1:15:22
  So if you're interested in being a guest, if you think you have some interesting
• 1:15:26
  things to say, we can talk about them.
• 1:15:29
  Problem is you have to come here to my house to do that right now as it stands.
• 1:15:35
  At any rate, thank you all for listening, good people. I appreciate you. Please reach out.