200812 Salliann Briggs (master)
Thu, 10/8 5:22AM • 39:03
SUMMARY KEYWORDS
coach, cricket, people, female, players, team, bit, create, girls, tasmania, self awareness, behaviors, game, conversation, played, big, moments, coaching, environment, aspiring
SPEAKERS
Paul Barnett, Salliann Briggs
00:02
Okay.
00:10
All right.
Paul Barnett 00:16
So, Sally Ann Briggs, welcome to the podcast.
00:21
And he's adamant.
Paul Barnett 00:23
I'm really looking forward to talking to you today or things cricket. I'm missing it a lot at the minute so I'm hoping I can get my cricket picks through this conversation.
Salliann Briggs 00:33
Yeah, well, me too, but it's certainly been enjoying what the ECB have put on over the last two weeks with the Test series and the ODI. So I've had a few late nights actually, when I probably should have been sleeping.
Paul Barnett 00:45
Silly. I could I ask I start by just asking where in the world are you today?
Salliann Briggs 00:50
Yeah, well, you know, I've always tried to follow some great opportunities with coaching. But I never realized it would take me as far as Tasmania. So I am now currently working for cricket Tasmania, and I'm the head coach of the female hurricanes and the female tigers. So that's two different squats that represent like t 20, cricket and 50 over cricket.
Paul Barnett 01:15
So I'd like to ask you about your experience, actually, because you've played for England and in under age level. And so you've had some experience of working with and for some great coaches Graham dealey Stephen Fleming, Adam Griffith. So what is it you think the great coaches do differently?
01:36
And, well, it's great coaches, I guess, are great leaders. But the ones that I've seen, that have had great relationship, and we've played but also have developed talent, and therefore had successful performance level. Other ones that I would say I've got a very good self awareness, and very strong awareness of others. They've got a great balance between support and challenge, they're able, I think they're able to create some really good learning environments that have high support, and high challenge. And they don't seem to have too many roles. But they're very aware that they need to treat every single person differently. So I would say they treat people fairly, but they don't treat them the same[PB1] . And that's, you know, a bit that if I think if I realized that, you know, at a younger age, through my coaching, and I probably would have had a lot better relationships and a lot better success and what I mean success players really fulfilling that potential, and really tuning in on what those players needed.
Paul Barnett 02:54
Well, we'll get later on to your philosophy. I'm very excited to hear about it. But I'd like to just ask a few more background questions if I could, because I understand you were coached by your father and played a lot with your brother as well. And I'm just wondering, what lessons, if any, from your family, you've taken into your own coaching philosophy?
Salliann Briggs 03:14
Why don't you have to go on research? And yeah, so you know, where I'm from Grimsby, I played a lot of cricket with the boys. That was my only option. There was no team in Lincolnshire female team, you know, and if I wanted to play female cricket, it was about going to Yorkshire, which I eventually did, you know, in my early teens. So yeah, I experienced I've got some great experiences playing boys cricket. And that's where I'm so thankful for those experiences. Because, you know, I learned a lot tactically about the game, you know, I always felt that I played in every game that was competitive. Well, I think sometimes when you play female only cricket, there's a lot of one sided games. And that's purely because the talent pool is not big enough. But there's a five year difference between myself and my brother. So you know, I, we played a lot of back garden cricket, and I play cricket for his age group team. So I was always been stretched and, and played above my years. And I want to say that had significant roles in those teams, but I was always watching and learning. My dad, he was quite a disciplinarian, and how he went about his kind of coaching, he gave above and beyond my dad, there was no doubt about that, and drove me around the country. But, you know, if there was an opportunity to learn, there was a very much direct feedback going on in around what needs to be done. You know, and I had a few experiences where my dad would be coaching from the sideline at times. And but you know, there wasn't that time where any feedback was delayed. She got it there and then so it's kind of kind of the moment but I think Just find myself very fortunate that I fell into a game that a love addict brother that you know, wants to be in me. And I had a dad that would give me absolutely everything to get me to the games and support. And, you know, tell me why not one didn't do things as well as I should be as well as he thought I should be doing.
Paul Barnett 05:18
Talking about feedback, you've said that on the passionate coach, a strong leader, but I'm also someone who really cares. And because I care, if I have to give players some feedback that is going to make them better, that they might not like in the minute, I'm not afraid to do that. So I'd like to ask you, do you have any routines or particular ways you found more effective in giving feedback to players?
Salliann Briggs 05:44
Yeah, I think timing is crucial, a little bit. So you know, some of the conversations that you need to have for players can be can be very difficult. And like I said, I'm not afraid to have that conversation. But timing can be really important in that because players, you know, if, when it's something when they've made a mistake, and it's a big game, they need their own time to reflect on that. And they need to rationalize things and you know, depersonalized, everything. So you know, you've got to be able to have that conversation, I guess, on a one on one level. But also be able to have that open in the arena in those match reviews as well. Because you often find that these big moments in games, these game changing moments where it can go either way. And you know, people are going to make mistakes, is it's important that players learn from other players as well, because we're always going to be in those situations. But I also think it's about framing it. So I will speak to the girls and say, Look, being challenged, is also another way of showing support. Because just imagine if I never offered that type of feedback, or I didn't address the elephant in the room where we're going to get from there. So actually avoiding those conversation. First the team is sometimes we're just having it and it not going the right way. And we don't want to do that we never want to be in a position where we avoid those situations. But I would say if you had anything, it's probably the time and and understanding when your players want that feedback. And everyone's different. So I think about this team. Now, some girls rationalize over rationalize what they're thinking and go down a dark hallway, this should be going and then need to process that information right away, where some others that need time, they need their own reflections as well. So again, that goes back to understanding your clothes[PB2] .
Paul Barnett 07:44
When you arrived in Tasmania, it's a new country, you continent your long way from home, in a new environment, what was what was some of the things you did first, to induct yourself into that new team
08:01
was really looking
Salliann Briggs 08:01
actually, because part of the process of recruiting me they they set me up from the star. So part of the interview process, I had to describe what I would like to see from this team in 12 months time. And and then what would I like to see after three months of being there. So I felt that, you know, creating the vision, I actually did all the work the hard work in my interview. And so and that was, you know, the girls needed direction, they needed to see where we were going to get in three years time because you know, it was a big job, the girls have only won five games in 10 years. So it was about the journey and selling the journey rather than expecting big changes from the off. And a thing that I really struggled to was and it sounds a bit cliche was about winning hearts and minds. And I stood with that for six months, because it meant that I had those conversations with all the right people that I needed to. And it wasn't just within the team either. Because we've got a finance department, we've got commercial department and need to know the CEO. So I use that as a kind of little mantra. And my little checklist of over the first six months is like I've got to build these relationships and build this trust and actually works quite closely with our personal development manager in around building that safe environment and that vulnerability piece for the girls so so we can work better together and be more on board with what we were trying to do. And so yeah, the key thing was, you know, direction, winning over those hearts and minds and building those strong relationships and that trust within that. And then just making sure I worked really hard and that first initial so that the girls know that whatever I asked them to do, I was going to give them twice as much.[PB3]
Paul Barnett 09:57
I was preparing for today and all was interested when I was reading about your philosophy on training, and how you have moved away from training people to dominating one discipline within cricket. But actually trying to develop better all around cricketers, could you talk a little bit about how you've been able to do that in the coaching routines you've set up?
Salliann Briggs 10:21
Well, sometimes you see like in cricket, where, you know, the batters will do all about it. And then you know, he 910 jack will will, will just focus on bowling and not and not work in those areas. And then you'll see like, you know, certain bowls were even tall ball. And that you've always put in these like, fine like, or third man or these positions where women typically it's not really like that. And you know, you're not and jack, good afternoon games for you. And so my expectations from that is that you know, everyone has to back. Therefore, you have to spend time on your game with a coach, understanding what your strengths and weaknesses are. And it's just how it's so if you're not a dominant batter, like I still believe your top sevens go to school, you aren't like, I'm not finding them excuses. But I think it's really important that everyone in our team understands what their strengths are, and therefore makes them super strengths. And then that goes to another example field in like, you've got to be able to execute at least two positions, because in teach one cricket, and if we've got a left and right on demand, and we've got time constraints, we can't afford you to be letting our team down or hurting our team, because you're in a position that you're not a member. And therefore it was just about raising expectations of what players roles were.[PB4] And again, then understanding that they were going to get all the support, they needed to fulfill that it wasn't a case of players leading their own development, every coach was going to work hard to upskill them in all those areas. And sometimes if I'm honest, I probably diluted a little bit too much. And then I think what Okay, is it is our main people in main laws, not getting what they need, and sometimes actually get himself back to that. But it's amazing if you don't pigeonhole players of what they can achieve. So you know, there's a fire and Miss group, and I don't want to name it, because I'll embarrass her, but she never bolder, spinball ball in her life, she never wore like, let's try it. And now she's one of our main struggles, she was always seen as a batter. And so, you know, sometimes people really surprise you. And it's a great feeling. And when you see apply to achieve something that I never dreamed of what actions
Paul Barnett 12:50
in relation to your coaching style, you've said, I'll treat you fairly if you continue to put the credit in the bank. And you can put the credits in the bank by sticking to our team visors. And I wanted to just take a step in that direction and ask you, you know, are there any behaviors or values that are central to your coaching philosophy?
Salliann Briggs 13:13
Yeah, so well, you know, I think the behaviors of a team and the values of the team are very important that they come from the fires, and you facilitate those conversations. But a key one for me, is that fairness piece, so like, my, my key values are fairness, care, and collaboration. But those naturally don't come in any team rarely, because you associate these big key bold, strong words with good values. And that doesn't move a story and about how you enforce your own values on a team when I think people get a little bit stuck. But the behaviors that we adopt in our team is about being the one and that's Lincoln to be an X accepting challenge. And another one Heroes is what we call his protector hack, which is basically making sure you put other people first. But also, were able to have that honest conversation because we want to get the best out of one another. So if we need to make each other accountable at times, because we don't want to hurt the team and the progression of this team. We've got to aspire to these bankers. And that's the thing like we're always aspiring to them. And actually, we're going to go below the line and we're good and mess up. So we need forgiveness in this world. Because quite, you know, all keman learn mistakes, but they're accepting challenge and being the one that is really important for us because we're gonna be out of our comfort zone, most of the time playing cricket. There's going to be some certain areas where the you know, the best All the followers have got momentum. And we've got to find that moments face where we are comfortable taking the first step forward, even though there's a lot of pressure on us right now[PB5] . And all I want to be able to see for my girls is that we are ready to take the challenge on, it could go completely wrong. And I want us to be able to make that positive first step and having a go. And I think that is so important, because I see that's the difference between when you're in a 5050 situation, and we've been in Alliance, especially at 20. Cricket, is the ones that are ready to take on the challenge and back themselves in the field as they want the ball to contour. And when it's just for to them. So these are the behaviors that we're talking about that hang on, how should I be feeling? And we can practice those in training, and we talk about ABS abs in training all the time. And so, so yeah, so, so linking to your original question about credits in the band, if we've got players aspiring to our team behaviors all the time, and then I've got a plier that comes to me and says, You know what, I'm really miss my sister, or my brother's birthday, and they live in Sydney or in Tasmania. And they are giving everything to moving his team forward, go on booger off for two days. And that and you know, that sounds that sounds
Paul Barnett 16:33
silly? And how did you go about constructing these behaviors, these values with the team?
Salliann Briggs 16:41
It was a long process, actually. And it's one of those ones where if you say values or behaviors, it's your whole team, they just sit back into that chair. And, you know, these are all we're going through this rigmarole again. So you know, it starts off always, for me with being really clear on what our vision is, and being in touch for that. So for Rosie's, great people create history. And that's something that resonates with our team because Tasmanians have got a great history of being really care, care minded, mindful people that are incredibly welcoming. You know, they're, they're known as the nice team, and always play within that spirit of the game. And that's something that's really important to us.[PB6] So we want to create good people on the pitch, or we want to create history. So we've never, you know, we've never been in the finals, we you've never won a competition. And great people proceeds, creating history, because we want to get that care of one another right first. And we believe that we can then take on and do things that no one has ever done before. So we link that's our vision. That's what we're about. That's what we're trying to do. Okay, so what behaviors are gonna underpin those, and we have conversations that go round in circles, and I after, you know, after lead on a lot of those and actually rein people back in. But it's about how what what people feel that they can influence in that vision is what comes to the forefront. So sometimes we have to say, Okay, well, that's not the wording or what I would use, but I can actually link to what that means. And the important bit is then following up. So every review that we have in the training session, we talk about, okay, so give us good examples of protecting our part. Okay, this is a great example of someone who learn from a mistake[PB7] , God self recovered, and then actually performed well, that's accepting the challenge. So, you know, you can't just do something in the classroom and expect for it to happen. It's got to be the one who should use day in day out.
Paul Barnett 18:53
You've taken part in the Australian Institute of sports performance coach, and latest program, which sounds fantastic. Could you talk about some of the key things that you've learned or taken away from that? That course?
Salliann Briggs 19:08
Yeah, that's, that's been brilliant. Actually, it's the first time that I have been in a vironment that's all female. So like when you think of all your coach education and all your development leadership courses, especially in cricket, I've often been the only female in the room. And it really opened my eyes to the power of vulnerability. So straight away even from that session, I felt that I could relax more, I could be more open and felt that I didn't have to put this persona on. And that made me a more dominant leader, a more alpha leader. So the first thing I've learned is how we create a safe environment to be vulnerable creates an establishes Incredible strong relationships. And so that was a first thing that I brought back into our environment. Okay, well, how can we make our players and staff because I've got a lot of male staff more than more than that space to build that trust. And it was incredible, actually, because we got a lot of emotions in that space is where people just made incredible connections. The other key thing that we've done is, it's more in around what I said to you about self awareness. So understanding the makeup of why I do what I do. So I did a great workshop with those facilitators and those of our high performance coaches in around key moments in my life. And that shaped why I operate and behave in a way that I do. And it was about a life story. And it gave me really good self awareness of when I'm most pressure when I'm under the pump, why I default to a way that I operate, and actually, how can I manage that situation? To be in that situation. And knowing why you do what you do, I'll tell you why it's so easy to regulate it. And to have a real understanding of why we do what we do.[PB8] So that was the first bit was about developing a self awareness of how you operate and what your strengths are. And then the second part was actually leading systems, which we've kind of done over zoom, but because of COVID, and everything else, we're only actually a third way through it. And so I'm hoping it picks up once the world resumes, I guess, that the self awareness piece of what I'm good at what I need to work on, when I'm under extreme pressure, and why I do what we do is based on a moment that happened when I was 13, and why that's so embedded. I thought it was really
Paul Barnett 22:05
it sounds fantastic. cillian Thank you for for sharing that. I I wanted to talk a little bit about much moderating your emotions, being calm leading the team, because in cricket, you know, there are long periods of time where the team is just sitting around together. And I imagine in that environment, they can be disruptive peer pressure, that that starts to bubble up. how have you managed to influence or moderate this disruptive team pressure when it occurs?
Salliann Briggs 22:40
Ah, very difficult. Very challenging at times. Because my natural self I can be, you know, as a player, I was, you know, quite fiery in a typical way that you got, once you got over that white line is about competing and winning. But I think the key thing for me, especially regulating those emotions, when the pressure is on is actually feeling what emotion I am feeling. So normally on the dugout, you know, when you start to feel nervous, okay, well, I can sense that feel about therefore, what is my body language per train[PB9] . And I've even gone through stages where, you know, you want to be that neutral person and not be too high or too low. And I've actually got feedback on that where it goes to No, I actually prefer it when you get really excited because you're starting to look a bit like you don't care. And so at times, as well, I'm about to just go, you know, if I'm feeling that I'm going to go with it, because my team want me to survive that way. with them as well. I guess it's just when it when things are not going your way, and maybe the emotion frustration and feeling a bit tense, how can I reduce that I actually use my system coach in that space quite a bit. And we use each of them on how we're feeling in that and, you know, give each direct feedback in those moments, because we are gonna probably show too much body language at times, that's probably not gonna be beneficial for the players. [PB10] But knowing I have that trust in that person that's gonna help shape that as well, because you can't see everything, but I'm certainly getting better at feeling that emotion, accepting it. Okay, what does that mean now?
Paul Barnett 24:25
What has been your greatest challenge so far as a coach, and I know you're, you're I think you're 36 you're very early in your coaching career, but Well, I think you really got 30 years plus ahead of you. What's been the greatest challenge so far?
Salliann Briggs 24:45
I think what I'm doing now has been my biggest challenge. So when you come into an environment that is screaming change, you've got to be careful the amount of change that you do over time.[PB11] So, you know, I constantly feel a little bit like, as I'm leading through this change process, I feel like I upset more people than I bring on the journey. And maybe that's because sometimes I'm over critical as well. But, you know, my CEO, high performance manager got really clear expectations of where we want this female to go. And they're incredibly supportive with that. And it's been about competitive and creating that history pace that we've never done. So So you've got to either bring those people on that journey. But if you feel that, you know, they can't get to those standards, then you often have to not let people go a little bit. Because we're trying to create something different. So that's been my biggest challenge. I think having people that have been around this environment for 10 years, been, you know, hearts and souls. And, and we have to change the way we look at things to create change. And therefore I've had to, I've had to lose some significant people that are great people, lovely people. But unfortunately, we weren't able to deliver what we're looking for, as part of this change. I found that very difficult as a coach, and you know, upsetting the applecart a little bit in how other people manage the environment looking more different. Um, I've dealt, like, I'm a big believer that, you know, if you want to create change, you've got to look from bottom to top.[PB12] So you know, a lot of time in the pathway, trying to create something, that we're not creating a pathway that if you've got a cricket, you get on it, you're you're on a pathway, because you've got the potential to be a professional cricketer. And, you know, pet changing the mindset parents and coaches that have had that process here, a very long time. You know, I felt that I thought set people by setting certain level standards. And because I'm very, I feel like I know what it takes to create a high performance environment and an ecosystem that produces talent. And therefore, I can't lower my standards or expectations and while doing things, and to make everyone happy. And that's my first real experience of having different dealing with different stakeholders who have their own views, and opinions on how things should work in a new environment where no one knows who I am, where I come from, she's not Tasmania. And I found that very difficult at times, you know, I've lost confidence in that. But I've always been reassured by the performance that this is what you are here today. And with those changing perceptions, you know, we've managed to recruit some very good players that want to go apply for Australia, they see that we're serious about doing what we do. And you can come here to be a world class player. So all those things are good, but losing people on the way on
Paul Barnett 28:23
scileanna Have you ever felt ethically challenged as a coach? If so, how did you manage it?
Salliann Briggs 28:31
How do you mean by that?
Paul Barnett 28:34
Were you put in a situation that was counted to your values, and you had to either compromise or stand your ground?
Salliann Briggs 28:52
I felt like I've been putting those situations fairly regularly. But I was brought up in a way that you know, if you fundamentally do not believe that is the right thing for other people, you have to voice your opinion. Can't quite think of the experiences but you know, like, we're going through a process here right now. And we want to develop a club system that gives the best experience for a beginner and someone who's trying to get to a Tigers contract, or you've got a Tigers contract on one type Australia. bike, I fundamentally don't believe that you should have 10 teams in one league that caters for that, like how are we going to create the best of that but you know, I've almost been in that situation where I've had to agree with the math To, to get along and to create those relationships and just to keep a happy and nice place where everyone agree, and it's where can't do that can can allow for that sort of system. If we are really, we're really, cane and aspiring to be the best state or the best program in the country. It's just not gonna work, I probably say we work on is, when I know when I know I'm in that position, and I'm captured in that position to do something, because these are powerful people that can influence and me to be mindful of how I stand up for water. And how I can influence better to allow people see the bigger picture.
Paul Barnett 30:57
You're involved in the Sport England campaign, this girl can that had the goal of getting more women involved in sport? How can coaches encourage more female participation?
Salliann Briggs 31:10
Well, I almost like sledgehammer on the head moment when I was on my level for an hour, you know, when I'm when you female, this book and a male dominant environment all the time. And you kind of start conforming into how males use language and how they behave. And I was part of this group that we were talking about, what what just the connotation of the throw like a girl name. And I'm the only female in this room, I've got, you know, first class head coaches, and second on the head coach, he isn't one this course. And I put my hand up and I said, more than I think mine is not offensive. And the guy that was leading it looked me in the eye and said, for every one person here, there's nine other girls that find that incredibly offensive, and will never come back to your sport again. And it was almost like, Yeah, do you know what neither ones have my experience, like, I know that I've been in a male dominated environment. But just imagine that if we created that safe space for girls to show up, it didn't feel like I was walking in a male dominated clubhouse, where now I used to get changing the rhinos. And, you know, it wasn't about competition. It was about sense of belonging, it was about having fun. It was about creating real connections in sport, and I really valued that. Then there might have been nine more sandboxes from Grimsby. And that was the moment where I thought, you know what, no one is having fun experiences. And actually, why can't we have a female head coach that is incredibly feminine gender mean, which is dresses incredibly feminine, not English, not judged. So I found it, I find it now on speak. And the reason why I'm here because I know there's nine female coaches, and I have a responsibility to talk about it, and kind of be a role model of it. Say that I'm this big guru, but to have this voice for female coaches to say it is possible. And it is going to be challenging still, I think in the next five to 10 years or whatever. But I think we need to believe that we can achieve this. And like, you know, you say we can only create change if we can see it, and I feel that that is my responsibility[PB13] . So part of that process for me whenever I get asked, Did this thing for a year, I said whenever I get asked, I only ever said yes, but my god at the end of the year, I was burnt out. So I am a bit strategic and a little things that I do now that I was going to be the face of everything for that. Whatever it was as a female coaches and female player in Nevada, the challenges that are faced but how we can create those safe environments for females and on what they look like in their own environments to make sure we keep females playing the sport and encouraging them to do whatever they can do.
Paul Barnett 34:23
Amazing answer. Thank you for sharing it. I'd like to just ask one final question if I can. What legacy Do you want to leave as a coach?
Salliann Briggs 34:37
And well, two parts I think to that is I want to inspire other young girls to want to be dominance or play dominant roles in any sport and organization so you know you can it's not just about head coach and you don't see many female CEOs in cricket. You don't see many female hybrids. Bonus packages cricket. That's, you know, that's where I want to be that figurehead in allowing girls to believe. And the other thing to me is quite simple is that wherever you are always leave it in a better place. And it's simple as that. And, you know, wherever I go, I want to have had that positive impact on either the organization or those individuals in where they feel that they're a better place for it or that they're equal for was having that relationship.
Paul Barnett 35:33
So Leanne, thank you so much for your time today. It's been a pleasure. Thank you.
Salliann Briggs 35:38
Well, you've been a pleasure. Thank you so much,
Paul Barnett 35:42
Sally, and that was amazing. Oh, my gosh. I'm sorry.
Salliann Briggs 35:45
I ramble on a little bit at times. But my gosh,
Paul Barnett 35:50
thank you so much. It's you've got to have you met some Lisa Alexander, the Australian netball coach.
Salliann Briggs 35:57
No, I haven't. Yeah, a few netball coaches.
Paul Barnett 36:02
She's amazing. And you and her are just fantastic. I'm so touched, it's a, I could see you deciding how deep you wanted to go. And I just appreciate you being so honest, my I've got this 13 year old daughter who's quite academic, and she's quite sporty. And living in Central Europe. This is a male dominated environment. 100% I work for a big company. And we are desperately trying to change and what you said there? And you know, that's why in century are we conscious of it, and we're trying our best. But when you said you know if you can, I can't remember exact words, because he said, you know, if you can see it, you can be it. And it's so true. And I'm so conscious of creating stories are in moments with my daughter like that. And I don't know whether you have children or whether you aspire to but it's it's challenging. But conversations like this help.
Salliann Briggs 37:03
Yeah, look, well, I've never met you. And it's been one of the nicest interviews, I think you've got incredibly great record, and you're doing it for the right reasons. And I've sent that straight away. And so, honestly, it's been a pleasure. So thank you.
Paul Barnett 37:16
I can't wait to see you succeed. You know, I've sort of record the intro beforehand, when I talk about you. And I actually, I think you're 3636 Yeah, yeah. Okay. And I said no, and I said I was gonna write a lift the last line clear, but I just have this impression after researching and listening to people that you're going to have an amazing career and sometime in the next 20 years, I will try to knock on your door again and check in with you. But I think you've got a mix of I think there's something in this honesty thing that you've got, it's it just sounds like you're not afraid to go there. And I think it's just gonna I think you're just gonna have a wonderful relationship with players. It's going to transcend coaching. But I think you can also find the line. And I didn't ask this question today about finding the line between being a coach because I think you naturally have it. Maybe it was your father or something that gave it to you. Now Honestly,
Salliann Briggs 38:14
I if you ever need anything else to stay in touch, that's fine.
Paul Barnett 38:18
No, I will. I wish you so much luck for the season ahead. I can't wait to see what you do. Unfortunately, you know, I love getting home at Christmas and watching the big bash and I try to take the girls out to a game but I think we're gonna get home this Christmas. I think they're gonna lock us out. Which means you can't get back this way either.
Salliann Briggs 38:34
Nine, nine. Yes. It's a bit daunting when you think about like, obviously, because you miss your family so much, but it is what it is. And we're thankful for technology and everything else that goes with it. Yeah, who knows, but it's not the end of the world.
Paul Barnett 38:50
It's not so and it's a pleasure. I will look forward to seeing you succeed. And we'll talk again soon.
38:57
Thanks. Well, take care.
Paul Barnett 38:58
Have a nice day. Ciao. Ciao. Bye