Volleyball Team Building Ideas – The Volleyball Life Podcast

It’s Chris McGown with The Volleyball Life podcast from Gold Medal Squared and it’s been a little while. We’re getting back into the swing of things with the podcast. Today we’re talking about a variety of volleyball team building ideas with James Felton.

James is a former volleyball coach and former volleyball player at the University of California, Irvine. He coached there as well and then left to coach at the high school level for quite a few seasons. He has coached club, he has run a club. Along the way he ended up being offered a position at The Table Group. They are a management consultant firm that was founded by Patrick Lencioni. Patrick is the author of a number of influential books, one that we actually read as part of our program when I was coaching at BYU.

James talks to us about coaching at the university level and club level and what he has learned from coaching that’s helped him as a management consultant. He talks about some of the things that he thinks are influential for us as coaches when we start looking at relationships and we start looking at how to be smart and how to be healthy in our programs. I think you’ll love the conversation. I love talking with James. He’s a wonderful guy. Thanks again for joining us.

Chris: We’re back with The Volleyball Life podcast. It’s been a little while. We’ve been trying to get this one done for a long time along with James Felton. James, thanks so much for making the time.

James: It’s my pleasure. Thanks for having me.

Some History

Chris: We were just talking about the fact that we both share lots of things in common, but one of which is we both have daughters, 2 daughters. You have one in 8th grade and one in 10th grade, right?

James: Yeah, absolutely. They both, right now, go to the same school which makes it easier because the 10th grader doesn’t drive just yet. It’s good that I can drop off and pick up at the same place.

Chris: I’m pretty sure that your company is going to need to start a highly specific consultancy just for me and you’re going to be the man talking me through all these teenage years daughter stuff because I’m right on your tail with 6th grade and 4th grade daughters. I’m going to need all the help I can get.

James: I keep getting experiences and trying to learn from other dads and it’s tough man. You know, the parenting thing is a way different type of coaching for sure.

Chris: That’s the truth. I’ve known you for a long, long time and our paths have crossed through lots of different avenues. Tell us a little bit about your background. I picked you up when you were a player at UC Irvine and then quite a bit when you were in Arizona coaching club. Tell us a little bit about how you got where you’re at.

James: I did play at UC Irvine but, for your crowd who knows volleyball, it was back in the day of short shorts and side out scoring and also back in the day before UC Irvine got really good. I want to put that out there. I don’t want to try to act like I was part of the national championship legacy or anything like that.

Chris: That’s when I was playing for BYU. The same time, when we were terrible. If we could match up with Irvine, that was about our speed back then so I’m feeling you.

James: The good old days. We probably had some really good battles. I remember playing Stanford when Scott Fortune was on the team and taking them to 5. Some classic battles with Northridge and Long Beach State and things like that. It was still fun but I could probably count the number of wins on both hands through my college career.

Chris: When us old guys are talking about the good old days of side out scoring, classic battles were just that. 3, 3 point 5 hour, 4 hour affairs. I can remember playing in Hawaii and having Hugh McCutcheon change out his jersey maybe 3 times in a match because he would get too sweaty. I suppose all the old guys always talk about the good old days but that was an interesting year for volleyball for sure.

James: In Hawaii back then we were playing in Klum Gym that had no air conditioning. It was like a little airplane hangar. In fact, I was just in Hawaii with my family a few weeks ago and came across a kid who played volleyball and she said she wanted to go to Hawaii, of course, because she lived out there. I said I played back in the day and we played at Klum Gym. Do you even know that gym? And she said no.

Chris: They’ve probably condemned it for all the paint chips and stuff falling off the ceiling. The Stan Sheriff Center is a far cry from Klum, that’s for sure.

James: After Irvine, I had the great pleasure of coaching there with Andy Read. At the same time I was coaching at Corona Del Mar for the girls volleyball team. We had a lot of success there. And then I was starting a boys club program at Saddleback Valley. Right after playing I got into it big time coaching. I did that for maybe 5 or 6 years, took a little break and then got back into it on the girls side at Saddleback Valley and then coached a club team with Steve Obradovich called Roxy Beach and then moved out here to Arizona and coached high school and club out here.

Chris: Hold on, let’s talk about OB for a second. Was that anything like, from a layman’s view, you’d watch him on the beach playing and here he is , this crazy guy. Was that anything like his indoor, running a club persona?

James: Yes, a little bit. There were some times where he and I would be arguing on the sidelines. I love the guy. He’s such a genuine person. He’s one of those guys where what you see is what you get. I really enjoyed my time there even though there were some, we got into some pretty hellacious battles.

Chris: I think with him, I think maybe the personality and the size of it, maybe overshadows the fact that he is a really bright guy. What you see from him is this brash, kind of loud, but under all of that there is a lot of substance in that he has done really well as a business man, obviously, but I think he was really good on the volleyball side too.

James: He’s really smart. I give him credit for a few things in my career. One of them, quite frankly, is putting me in contact with your dad so much and your dad coming out and coming to our practices. We would go to dinner. He really gave me exposure to your dad and he didn’t have to do that. I really enjoyed it. Your dad was so generous with his time with us and with me. I will always remember that.

Chris: Any time he had a chance to talk volleyball, he was in. He didn’t care what the circumstances were. I remember him coming back from those conversations and giving me the rundown. These guys are doing this and these guys have this going on. They’re going to try this. He enjoyed that relationship I think as much as you guys did.

James: It was pretty special. Not very many club coaches probably got that kind of exposure to your dad so it was really cool.

Chris: Sorry. I took us on a sidetrack here. After Roxy, you guys, where did you end up?

James: I think we did that for 2 years and I think that’s about when I came out to Arizona. We moved out here and started coaching at a high school out here then hooked up with Club Red as well. That was a really good time. I was at a smaller Catholic school, Seaton Catholic. I coached them for 5 years and we were in the state championship all 5 and won it 4 years in a row. I had a really great experience with a lot of good kids. Then I was coaching club as well and took over that club and had a great time there as well.

Chris: That’s when I started crossing paths with you again, when you were down there in Arizona and Mike was there at ASU and Jason was at ASU as well. It was fun to get to see all the success you had and what a wonderful job you did with those programs.

Volleyball Team Building Ideas – The Table Group

James: Thank you. They were a big part of it and it was really helpful having them give up their time and be a part of Club Red. It’s funny because now I’m working with The Table Group. We’ll get into that in a second, but Jason was a big part of bringing me back to that material. I had been exposed to our book The Five Dysfunctions Of A Team right when the book came out, 15 or 16 years ago. I read it and took it to heart. It became part of some of the things I used in my coaching. Then, like a lot of books, you put it on the bookshelf and you don’t necessarily come back to it a lot.

It becomes part of what you’re doing but you forget where you found it. I remember visiting Jason in his office at ASU and he had the book on his desk. I was like, I think I have a signed copy of that book. That kind of got me back into communicating with the people at The Table Group. It’s kind of funny how all of that was tied in.

Chris: Tell me about that transition. It wasn’t, I would say a typical lateral move. You don’t go from coaching into corporate consulting. How did that all connect?

James: I’ve always been into leadership and learning things from people and reading about it. Mike and Jason and you folks at Gold Medal Squared are really into that as well, the power and the fact that leaders have on people. That was all natural. Actually coming up on 5 years ago, I was out at the beach in Oceanside with the president of The Table Group, who I know, his name is Jeff Gibson. The CEO is Patrick Lencioni. Jeff and I were together and we were talking about leadership. What’s The Table Group doing and what I was reading, my thoughts about it as it pertained to coaching. I think we even talked about Gold Medal Squared and Jason at ASU.

We were just having this chat and we were together all day so it was this conversation that he and I would have and then we’d go chase after the kids or we’d help with lunch, and then we’d get back into this conversation. It was really intriguing, I think a lot of people listening to this would have enjoyed the conversation with Jeff. At the end of the day he said have you ever thought about joining our firm? And I said no, I was really kind of taken aback by it. He said I think you should think about it because I think you’d be great. That changed my life, right then and there. We went through the interview process. It was longer than I’d hoped but that stuff happens. I joined about 4 years ago.

Chris: Let’s talk about The Table Group and what they do. I think if you’ve been around Gold Medal Squared anyway, to some degree, we’ve probably lead you in the direction of that particular book that you referenced, The Five Dysfunctions Of A Team. I don’t know where I originally, maybe it was from you guys down there at ASU, but Rob Browning had pointed me at it as well. I read it and loved it and then it became required reading for our guys program when I was at BYU. A lot of our team culture was build around the ideas in that book. Tell us a little more about the organization and the book and what you’re doing.

James: The Table Group has been in existence now for 20 years. We just celebrated our 20th anniversary. It’s the brainchild of Patrick Lencioni, who is the author of 10 organizational health or business management books, one of which, of course, is The Five Dysfunctions Of A Team. The interesting thing about that book, like I said it came out about 15 or 16 years ago, and it is still on the Wall Street Journal bestseller list for business books. Some of those lists get pretty long but it comes in at number 4 or number 5 every single week which is rare for a book that has been around that long. That book, I think it’s about how people are still trying to figure this whole team building thing out and that book really resonates.

The other thing too, if your listeners haven’t read it, it’s really simple. It’s a simple, quick read but it has so much good stuff in there and that’s really our practice. I’ll get in front of a client or even Patrick when he’s speaking to a big audience, and we’ll just come right out and say this isn’t anything that’s earth shattering. It’s really common sense but it doesn’t mean it’s commonplace. In fact, when I joined The Table Group I had my wife read one of our books and she finished it and she’s like, you know that’s kind of common sense. I said yeah, but how many jobs have you worked at where it was commonplace. She said none of them.

That’s really the interesting thing here. We work with, we’re basically executive coaches for the entire leadership team. So rather than doing just one on one coaching, we work with the entire team around how they behave with each other, trying to breakdown politics and walls between them, get them more aligned as a team and then get them aligned around the strategic and cultural priorities for the organization.

Chris: As you get going in this, your early years, what do you find as this really helped me in the job that I’m in right now being a volleyball coach?

James: Funny story. When I was going through the interview process. We’re pretty tough when hiring people. Because I knew Jeff, I think, actually I heard that it was even tougher on me. During that process, it was pretty long. I was really concerned if I was going to be a good fit. One of the volleyball families that I coached, the Lawless’, she ended up playing at UCLA, put me in contact with a friend of theirs who was a turn around CEO. He would buy a company with a couple of other investors and then they would turn it around and sell it a couple of years later. He was all about how do I get people to change their behaviors in a short amount of time and increase the productivity of this organization.

We went to lunch one year when I was at nationals in Dallas and he was coaching me and answering questions that I had for him and toward the end of lunch he said James, you still seemed really concerned about this. What’s going on? I said I’m just not sure with my background if I’m the right person to be able to talk to CEO’s about how they run their organization and how they run their team. He said James, if I knew you any better I’d come across the table and slap you in the face. Why is that? He said because quite frankly most organizations are kind of like school kids. They are adults but they act like kids a lot of the time and you have more experience in that dynamic that anybody I know. You really have worked with a lot of great kids and you’ve had to deal with a lot of big personality issues. You’re going to be fine in this. It was so random because of all the people I knew, it was somebody who I’d just met that really gave me some confidence in doing this work. That’s one of the things that I get from CEO’s a lot, it’s like I’m dealing with kids here. Yeah, it is.

There are just some things that we take over from junior high or high school. We’re never really coached on how to have this difficult conversation with a peer or coworker. That’s part of being human. It’s not kids, it’s not adults, it’s just part of being human and not necessarily wanting to have those uncomfortable conversations. That’s part of what I lean back to are those tough conversations around playing time or getting kids on the same page or getting through those interpersonal issues and trying to impart that experience with CEOs.

Major Themes

Chris: We’re alluding to some of the ideas here. I think it would be good for the people listening to the podcast, give us a little bit of a rundown on the themes in the book. I’m assuming, this is a book of 10, but probably most of the library that The Table Group and Patrick has published, is it fair for me to say that’s the most well known and maybe the one that people are most familiar with?

James: For sure, it is. I would really recommend to your listeners The Advantage. That book came out about 5 years ago and at that point.

Chris: Starting there or as a follow on?

James: If I said what book should people read, I would think if you’re running a club or running a team, that one, at the time it was like our greatest hits book. It’s more of a business book so it’s not as easy to read but it’s certainly easy. It’s so chock full of great information that that’s the book that I think encompasses everything from our organization. I would really recommend that book.

The Five Dysfunctions is awesome so when I read The Advantage I was going down this path of joining The Table Group and I immediately thought if I had read this book 3 years prior, 5 years prior, I would have been a much better club director, club owner, all of it. Because it encapsulates everything you need to know to run a bigger organization than just a volleyball team. There’s great wisdom for just that volleyball coach who’s not running a club. I think it’s chock full of great information.

Let me get into the methodology, which you find in this book. The 1st premise is, we believe, organizations need to be 2 things in order to be successful. They need to be smart and skilled, that’s 1 phase, and they need to be healthy. In volleyball you’ve got to be smart about do you want a swing block or do you not. What kind of offense do you want to run? Where do you want to align your defenders? You’ve got to be smart in that area. You’ve got to be smart about what is the best approach, about arm swings. Things like that, you have to be smart and you have to have skilled players. But that’s not enough.

You’ve also got to be healthy. When we say healthy, we’re talking about you’ve got to break down the walls and the barriers between players. We would say you’ve got to minimize politics. The people who are there just for their own ego or their own stats who want to set the ball a ton, all of that kind of stuff which definitely plays into high school and club sports and probably even college as well, we’re all here for the same reasons. It’s about the success of the team.  These are major concepts when talking about volleyball team building ideas.

James: Set the lineup. Get everybody in line in what’s expected of them and what behaviors are necessary to be successful on the team. Not just work ethic and going hard at practice, but how are you going to be a great teammate?

Chris: Is part of what you guys do, do you come in and have some definitions for those? Does that vary from team to team or are there some big commonalities that if you get these things right generally teams will be healthy.

James: It’s funny you say that. We have a book, in fact our latest book, called The Ideal Team Player. It describes the core values that we think every team player should have. Those are humble, hungry and smart. But that smart is more around people smart, EQ versus IQ. When you understand the effect of what you say has on other people. In fact Jason Watson at Arkansas read that back and he and I immediately started thinking about players who either had all of those attributes or didn’t. That was kind of a fun conversation. We think those are great attributes for any team player.

Chris: Are these, in your experience, attributes that people can, like anything else I’m assuming we’ve got this growth mindset that these are things that I can develop in myself, that they aren’t necessarily fixed personality traits. What’s been your experience with that both on the teams that you’ve coached and in the corporate world. Are people who they are or are these things malleable?

James: I think people can grow in them. Some are harder than others and clearly some people have more, you might find somebody who is just more humble than somebody else. Or somebody who is more driven than somebody else. You could definitely see people who are stronger in one area as opposed to the others. However, we work with leaders all the time who can work on those and understand the benefit of working on those. One of the bits of advice we give and we really encourage the team to do this, in fact we lead them through this, is giving each other feedback around the behaviors that are good for the team and the behaviors that they live that aren’t so good for the team. We firmly believe that if you want to get better at those behaviors you have to enlist the people around you to help you and to catch you when you’re doing it right and really be there for you. If you’re just doing it in your head and you’re just trying to be better at it, it’s probably not going to happen so you really need to enlist people around you.

Chris: Talk about a need for humility. Just getting the relationships to the point that those conversations can happen, that that type of feedback can happen, I imagine is quite a bit of work just in and of itself.

James: It really is. It really starts with the leader. In the volleyball world or the coaching world, it would have to start with the head coach. Google did a study that said what made up the best teams in their organization. They put different people on different teams and they really tried to figure it out. Maybe it was different personality types, maybe it was all A type personalities or maybe you needed some different players in there, but what they really found was you just needed psychological safety. The best teams had a safe environment where they could admit when they were wrong. They could admit when they needed help. They could disagree with each other. We call all of that vulnerability based trust.

The idea that you can say somebody else on the team is good at something that you’re not so good at and you want to ask for help. In the coaching world you might make the wrong decision. Clearly, in the World Series we saw some things that could be 2nd guessed last night. You have to admit, yes, I didn’t make the right decision there. When the coach is not open for that type of self reflection, is not open to suggestions or disagreements, then guess what, the players probably aren’t going to be that open to it either. Players and people in the corporate world really want to know that their leader is human and recognizes their humanity and recognizes that they’re not perfect because that’s what the leader is probably going to ask of them as well and they want to know that it’s a 2 way street.

Chris: I think, looking back on my own experience in coaching, just how foreign maybe that is as a concept to most coaches, especially 1st time coaches. I remember thinking subconsciously how I had to represent myself as knowing everything. Look guys, I really know a lot, I really am a great coach, I’m really right all of the time kind of thing. That was what I believed was what they needed to see in me. Like you say, I think as you go on and find a little maturity as a coach and a little more stability and confidence in what you’re doing, you understand that that it counterproductive. They don’t necessarily need to see that. You’re doing everything you can to be right a lot of the time and to know a lot and to be smart like you say, but at the same time you’re going to make so many mistakes.

I remember how bad I was at learning from those mistakes in the early years and I cringe now thinking, I really messed that up and I don’t know that I’m great at it still but for sure getting better over time. Having the players see that I was wrong and I really screwed that up either with relationships or the way that I coached or the things that we did or whatever the case may be, and having to say I’m sorry, I messed that up and here’s how we’re going to be better going down the road.

James: It’s funny, I think we all have those moments in coaching. When we look back we wish we could take back those words that we said or those behaviors. I remember when we were 1st starting this boys club at Saddleback Valley and a guy named Lance Stewart was going to direct the club and I was going to be his top coach. I was young, I was 22 or 23, just out of college. We had all of these good kids. If I could name them all, it was all of these really good Orange County boys were coming in to check us out. I said something like we’re going to work hard and we’re going to train really hard and if you don’t want to, I’m going to make you. And I remember all of these big eye rolls of these kids. And guess what, they didn’t show up to tryouts. I lost them at that point. I was really lucky that the kids that came in were great kids and we did well that year. But we had some talent that, was like yeah dude, whatever. You’re not making me do anything. I remember, that was so dumb.

I could think of 10 things right off the top of my head right now that I wish I could change and just maturity, or lack thereof. I think that’s the beauty of having people around that we can learn from and keep going to the well and asking questions. Your podcasts and things like that, books. I think that’s the point. We have to recognize that and allow our players to see that too. For us to be real, we don’t know everything. Sometimes the players in those settings, when they’re in the situation, they can provide a lot of feedback for us that we probably do not ask enough of.

Chris: Absolutely. At one point in the program I remember we did solicit player feedback and it was gnarly to read some of it. It’s not easy to get feedback from your peers and to get feedback from the players you coach and the people you lead in your organization. You have to get ready for getting blasted with both barrels. If you can come out the other end with an understanding that these people that are giving you this feedback are doing so because they want to be great too and they want you to be great for them, they want to follow. They desperately want you to be great and they want to follow you and they want to be lead by you but they’re going to say some hard things along the way. Like I said, if you can come out the other end it ends up being a really good organization.

James: That’s what we encourage all of our leaders to do. In fact, we do an exercise with them where it’s giving good feedback and constructive feedback. It’s tough and sometimes they don’t like to hear it. But it really ends up being a good experience. It’s a lot of times better than a 360 evaluation where you get this printout of feedback but you can’t ask any questions and you’re not sure what they mean all of the time. The real time is a little bit tougher to hear because it’s right then, right there and in person, but at least you can clarify it and understand it a little bit more. At the end of the day we’re stronger for it. I don’t know how many leaders and organizations or coaches are having those one on one conversations with the people they lead or people they coach and then saying how can I lead you better or what feedback do you have for me. I think when coaches and leaders open up to that feedback, that’s a really important trust building time in that relationship.

Chris: Absolutely. I think the other thing for me that some of that stuff did was it helped me clarify my thinking with the athletes as well and gave them some perspective on the challenges that I faced. I think as an individual you get to be pretty insular and look at here’s how I want to be happy, here are my needs. You forget that this leader is dealing with 20, 30, 40, 50 other people that are pulling at him and want similar things that I do. That was really helpful for me to, to give the people in the organization a perspective of here’s how I’m thinking about things and with respect to your feedback. I think a lot of that helped them to better understand my role as it’s defined within this greater entity as opposed to I’m this selfish college kid that wants X, Y and Z.

James: I think the more transparent we are, the more we get over the stories that people are telling about the situation. So often with a lack of information or the lack of insight, we start crafting this story that can go on and on and on but usually it’s not accurate. I think the communication between a coach and the players, or the players and the coach, or leaders of an organization, I think that helps overcome the stories that are probably inaccurate that are being told.

Chris: I don’t think it’s something that we do or plan for inherently as part of our organizational needs. It’s not like we sit down and say as a volleyball team what do we need today? We’re going to spend a lot of time on better relationships. We have to be able to pass and serve and defend the quick. We have to be fit. We have to be strong. We have to be healthy. We have to eat better. We have to sleep better. It’s very rare that you see a chunk of each day or at least a significant chunk of time dedicated to we have to improve the relationships in this group. Like you talk about, I think it adds this massive multiplier of efficiency and effectiveness of all the other things you’re trying to accomplish when those relationships are solid.

James: I 100 percent agree. 2 things come to mind when you say that. One, I think you’re talking about smart and healthy. We focus so much on the intellectual side of the game that we forget about the health of the team dynamics and how everybody is getting along and how much more that enables us when we’re not dealing with politics or gossiping.

We’re just so much more able to deal with the smart side of things. I think about the 2 teams in the World Series. There’s this great article in USA Today around how both of these teams are maybe the smartest intellectually. Their scouting and their front offices have done a great job with analytics and that’s pretty recent in baseball history to be in analytics. They are so good at that. Yet, both teams are also really tight and really have great team chemistry. And that’s probably why they both won over 100 games. In fact, the Dodgers went through a spell where they lost 16 out of 17 games late in the season and they still ended up with the best record. Another example is I did some of this work with ASU women’s volleyball when Jason was there and I remember we did this trust exercise, kind of get to know each other on a deeper level exercise. I don’t want to go into it but we do this with leadership teams at organizations too. We call it personal histories. Where did you grow up? How many siblings do you have in your family? Where were you in the birth order? Those are kind of benign, but the real question that we want to get to is describe a unique challenge you’re facing now or you faced when you were growing up. I was doing this exercise.

I was talking to the team about all of this stuff that we’ve been talking about and then time was winding down. I said when you guys have time you should really do this exercise, it’s really good and here’s an example. I answered those questions myself to be vulnerable and to give them an example of what I was talking about. I totally figured we’d wrap up the session. One of the players raised her hand and said I’ve been dying to tell you all this, and I just didn’t know if I could be this vulnerable, so I’m going to tell you right now. And I was like, that’s amazing. And everybody was like oh we didn’t know. How can we support you? How can we help you? And Jason made this great decision to say when we have time this week lets finish this conversation.

Everybody on the team including coaches answered those questions. That team was kind of similar to the Dodgers. They had a great 1st half of the season and then they lost a chunk of matches in a row and yet never turned on each other, never got bitter. I think they lost 5 or 6 in a row and still had each others backs and righted the ship and ended up making the playoffs and lost to your BYU team in the playoffs in 5. They overcame great adversity because they were so tight. They had that trust and they had each others backs. That’s so important to teams whether it’s a business or a sports team.

Chris: I remember Jason telling me about that trip. He had to come back to BYU where he had coached previously for that NCAA tournament game. He said the only thing I wanted was to bring Sparky the mascot, because I wanted to bring the devil to Provo. I thought that was awesome. I know you have to get back to family and you have a lot of stuff going on. I could talk this stuff with you all day. If you had to point coaches in the direction of some resources that you think if you can’t have a consultant come in and work with your team, here’s the next best thing. Read this, do this. What do you think you’d recommend?

James: I want to tell you about 2 leaders in the business world that I have a lot of respect for that I’ve had the chance to meet and tell you a couple of things that they’ve told me. One was Alan Mulally who is the former CEO of Ford and he took Ford from a 1 dollar stock to an 18 dollar stock. He took them over in 2006 when they were about to lose 17 billion dollars and he righted the ship just in time to go through the recession so he had to deal with that. He says that leaders need to be humble, courageous and disciplined. I thought that is so good. I think we could all think of times when something has come up in coaching or leading where we really do have to be all of those things. Humble, we can’t act like we know everything. Courageous, we have to make decisions that people are going to 2nd guess. And discipline, we have to chart this path and stick to it. I think that’s so great on so many different levels of leadership.

The other thing I would tell you is from a guy named Craig Weatherup who I met out here in Scottsdale and he is the former CEO of Pepsi. He said that his 3 biggest things at Pepsi, and his leadership role were around making decisions, implementing strategy and building followership. I think again, that is so much about coaching. You look at all the different styles of volleyball and all of the different techniques that are out there. What makes one coach successful versus another coach isn’t always the technical side, it’s how much does he have his players believing in what they are doing and following that coach. I think those are great things to think about. Then resources, The Five Dysfunctions Of A Team, The Advantage, another book called The Idea Team Player, all from us I think are great resources. I also really enjoy Simon Sinek or listening to him on podcasts. I also like Brene Brown who is a vulnerability expert. She has 2 of the top 5 TED Talks. I think those are great resources as well.

Chris: Wonderful. I can’t thank you enough for your time. I appreciate you coming on and talking with me for a little bit. Wish you the best of luck obviously going forward with The Table Group. If you ever want to get back into coaching I think I know a few people that I could send you to.

James: You know I do miss it but I enjoy this so much as well. I’d love to do this again Chris.  If any listeners have questions about team building don’t hesitate to send them my way. I don’t know if you’d put my email address on your podcast?

Chris: It will go out in the transcript so just give us the best way to contact you. What would you like them to do?

James: Unfortunately it’s kind of a long email address but it’s james.felton@tablegroupconsulting.com.

Chris: It’s james.felton@tablegroupconsulting.com.

James: Absolutely. I’d love to help people with whatever I can help them with.

Chris: Awesome. Thanks again. It’s great catching up. We’ll hope to talk to you again soon.

James: Thank you. I look forward to it.

Chris: If you want more podcast, video, articles and other volleyball instructional resources you can find us at goldmedalsquared.com, on our YouTube channel, on Facebook, Instagram and on Twitter. Follow us on Facebook, Instagram and Twitter for the latest interviews, news and other promotions. Thanks for listening and we hope to meet you in person at one of our volleyball camps or coaching clinics.