LaVaughn Kelley

And if I would have actually probably learned and knew what I was teaching at that point four years ago, I'd have been a totally different player. I would have definitely had better insights.

So I think at that point, when I started to watch them and then when I say, hey, when they've arrived, they've seen some of these things, they learned the tendencies, they're doing the drills correctly, they're being coachable, right? And they're doing those things that you ask of them. And then you have to find out a way to motivate them. Every person is not the same.

So I think at that point, when I started to watch them and then when I say, hey, when they've arrived, they've seen some of these things, they learned the tendencies, they're doing the drills correctly, they're being coachable, right? And they're doing those things that you ask of them. And then you have to find out a way to motivate them. Every person is not the same.

So I think at that point, when I started to watch them and then when I say, hey, when they've arrived, they've seen some of these things, they learned the tendencies, they're doing the drills correctly, they're being coachable, right? And they're doing those things that you ask of them. And then you have to find out a way to motivate them. Every person is not the same.

And that was another factor is that I had to be adaptable and I had to be able to do it quickly in order to keep everybody on the same load. Because I couldn't focus on one person all the time because I would leave the rest of the group behind. So I had to figure that person out real quick, right? What makes them tick, right?

And that was another factor is that I had to be adaptable and I had to be able to do it quickly in order to keep everybody on the same load. Because I couldn't focus on one person all the time because I would leave the rest of the group behind. So I had to figure that person out real quick, right? What makes them tick, right?

And that was another factor is that I had to be adaptable and I had to be able to do it quickly in order to keep everybody on the same load. Because I couldn't focus on one person all the time because I would leave the rest of the group behind. So I had to figure that person out real quick, right? What makes them tick, right?

And how do I can get them to be motivated to continue to go on and go on and go forward to do great? So that was probably my initial clips. What it felt like, I think the biggest feeling was when I was in the military, I was at my second command. So I was at a staff group. So after the ship, I went to a staff unit. And at that time, the staff construct is our Commodore at the time.

And how do I can get them to be motivated to continue to go on and go on and go forward to do great? So that was probably my initial clips. What it felt like, I think the biggest feeling was when I was in the military, I was at my second command. So I was at a staff group. So after the ship, I went to a staff unit. And at that time, the staff construct is our Commodore at the time.

And how do I can get them to be motivated to continue to go on and go on and go forward to do great? So that was probably my initial clips. What it felt like, I think the biggest feeling was when I was in the military, I was at my second command. So I was at a staff group. So after the ship, I went to a staff unit. And at that time, the staff construct is our Commodore at the time.

He's a head of multiple ships. So I answer up to him. He was the head for the most part, but it was other captains on each ship that owned their own ship and their personnel. So I like an overseer for the most part. Well, I reported to him, but certain units reported to me. Now, mind you, they're not always in the same place.

He's a head of multiple ships. So I answer up to him. He was the head for the most part, but it was other captains on each ship that owned their own ship and their personnel. So I like an overseer for the most part. Well, I reported to him, but certain units reported to me. Now, mind you, they're not always in the same place.

He's a head of multiple ships. So I answer up to him. He was the head for the most part, but it was other captains on each ship that owned their own ship and their personnel. So I like an overseer for the most part. Well, I reported to him, but certain units reported to me. Now, mind you, they're not always in the same place.

So when I give certain directions or get certain reports, I have to be able to be very clear and concise when that happens. So I had to work on how I speak, had to work on how I deliver messages, had to work on how I convey things, because how I'm hearing it in my mind may not be how they receive it on the other end. So I had to figure that out.

So when I give certain directions or get certain reports, I have to be able to be very clear and concise when that happens. So I had to work on how I speak, had to work on how I deliver messages, had to work on how I convey things, because how I'm hearing it in my mind may not be how they receive it on the other end. So I had to figure that out.

So when I give certain directions or get certain reports, I have to be able to be very clear and concise when that happens. So I had to work on how I speak, had to work on how I deliver messages, had to work on how I convey things, because how I'm hearing it in my mind may not be how they receive it on the other end. So I had to figure that out.

Once I figured that out, I think I was golden, right? Because I knew once I put something out, it was clear what I taught it to train them to be in a better place and then watch them go on and do it and execute it far beyond what I imagined. It felt great, right? Because now I'm like, okay, I might know a little something, right?

Once I figured that out, I think I was golden, right? Because I knew once I put something out, it was clear what I taught it to train them to be in a better place and then watch them go on and do it and execute it far beyond what I imagined. It felt great, right? Because now I'm like, okay, I might know a little something, right?

Once I figured that out, I think I was golden, right? Because I knew once I put something out, it was clear what I taught it to train them to be in a better place and then watch them go on and do it and execute it far beyond what I imagined. It felt great, right? Because now I'm like, okay, I might know a little something, right?

But they're executing it, and whatever innovative ways they may have added to it, they've actually made it better. So I learned from them, right? When they came back with certain things, I learned from them, and I just was able to take some of that in and apply it to the next phase, right? And it's a continuous cycle, right? It's always learning, always some professional development to happen.