sean quirk edit
Sun, Sep 03, 2023 6:09PM • 42:15
SUMMARY KEYWORDS
coach, years, lacrosse, team, people, players, sport, shawn, great, endicott, assistant coaches, learned, build, culture, college, paul, head coach, leadership, core standards, student athletes
SPEAKERS
Paul Barnett, Sean Quirk
Paul Barnett 00:00
So good evening, my time. I think it's probably early afternoon, your time, Shawn quirk, and welcome to the great coaches podcast.
Sean Quirk 00:08
Path. Thanks for having me. You know, we've gone back and forth, and it's great to finally see you. And I'm really looking forward to spending some time with you today.
Paul Barnett 00:18
Well, in my experience, the interviews you have to chase often end up being the best one. So I've got high hopes for this interview, Shawn, no pressure to kick us off. But maybe I could just start with something really simple. Where are you in the world? And what have you been up to so far today?
Sean Quirk 00:36
You know, every day that I get out of bed that I consider it a blessing, you know, every single day, and today is no different than that. So we just wrapped up our premier Lacrosse League season. You know, which we had a really solid year. And now we're just kind of gearing up for next year already in my work at Endicott as the Associate Director of Athletics. I do a lot with the leadership with our student athletes, our captains and our Emerging Leaders, here, so full swing with the college and again, you know, every day is really a blessing. And it's been a great day here in New England so far.
Paul Barnett 01:21
Well, we're gonna get all into premier lacrosse, we're gonna get into leadership. And of course, we're gonna get into Endicott too. But maybe, Shawn, if I could start by just referencing a couple of the really good current coaches that you've had experience with Chris Bates, there's NAT St. Laurent and Keith Bugbee. And I'm sure there's a whole pile others in your your long journeys as a coach, but I'm really curious, from, from your perspective up close with these people? What do you think the great coaches do differently that sets them apart?
Sean Quirk 01:53
Yeah, you know, I, I've really been blessed throughout my playing career. And although those days are over Paul, my high school coach Paul Adams, my college coach, Keith Bugbee, were two of the greatest mentors, greater greatest father figures, greatest teachers of the sport, but really teachers of the game of life. And I think that's what really makes a special coach at all levels, whether it be youth, middle school, high school, college, even professional. You know, the names that you mentioned to me, Chris Bates, and Matt St. Laurent are two gentlemen that I've known for some time, and I compete against the in the PLL. And those are two of the finest gentleman's in the sport.
And I think in coaching in general, I think they communicate really well with their players. And communication sometimes gets misconstrued, misconstrued with always speaking, right. But so much of communication is listening and being an active listener. And I sometimes and often think that that's a bigger piece of communication is sometimes people just want to be heard, and to vent and to have someone hear, you know, their thoughts and their feelings. [PB1]
And I think those two coaches do it really well. I think they lead with the type of sense of formality that it's not about them, but it's about the people that they are leading. And my college coach, Keith Bugbee, you know, who you mentioned, as well, he is, he was my college coach for four years, I worked for him for two years. And today, I speak to him two, three times a week, consider them, one of my best friends. And, you know, he always says, I recruit players for 40 years, not for four years. And he does that. I always say to him, Coach, how he's been at Springfield College for 40 years coaching. That's a long time. It's a lot of players that have gone through that program. He connects with so many of them just on a daily basis, checking in to see how they are how their families are. And I've learned throughout my coaching career, that those type of things translate to the field play. You can have all the talent in the world. But if you don't have the environment and culture that is really positive and an optimistic culture, it's gonna go south really quick. So I base everything around relationships[PB2] , and those are three coaches. You know that you bring up Paul, that I think do it really well on all levels.
Paul Barnett 04:53
Shawn, when you became the head coach at Endicott, it was your first time in a head coach role. You wrote a letter to each of your players before the season began. What did you say to them?
Sean Quirk 05:08
You know, in that letter, wow, it's funny, you bring that up. That was 26 years ago. And it was my first head coaching job as a. As a player at Springfield and coaching there, I had so much success with our team, and our coaches. And we didn't fail a lot. And we didn't hit a lot of roads of adversity, and taking over a fairly new program at Endicott that was only two years old. They still remember, we're ranked like 300, out of 312 schools in the country. And I said, I'm gonna fail a lot. I'm gonna hit roads of adversity a lot to get this program to where I dream it can be. And I did, I wrote every player on our team of letter just introducing myself, letting them know that I am here for them, first and foremost as people. And secondly, as lacrosse players, and I really wanted to get to know them in their head a questionnaire with probably 15 or 20 different questions just so when they stepped on campus, I was going to know each individual I was going to know who their family was, I was going to know what their interests were, I was going to know if they had a pet, I was going to knew if they had lost loved ones. Just really important things that I could know about them putting lacrosse aside, that when each and every individual came into my office, I could have a conversation and ask them about these things throughout that first year. And we built something pretty special that first year. Some of those guys to this day are my closest friends, bend to their weddings. They many of them have kids now and you know get to see them from time to time. And I just tried to sustain that over the 18 years that I was the head coach and Endicott was to always really one be positive, my players, if they're down and out, be optimistic with them, that told them better days were coming, and that you had to learn through those adverse moments to become a better man, a better husband someday and a better father someday. And we saw that translate onto the field. [PB3]
You know, by my first even second year, we broke down every huddle saying family, and a lot of teams that now I think, and family is such a strong word. There's good things that happen in families, there's tough times that happen in families, with families rather. And I think a lot of teams throw that word around pretty loosely family. And it's always just been a fabric of who I think I stand for as a coach and what I try to instill in my athletes.[PB4]
Paul Barnett 08:02
Well, you took that, if my research is right, you took that team all the way to a fifth ranking all the way from the three hundreds up to fifth, which is an amazing achievement.
Sean Quirk 08:13
Yeah, you know, it is and it's a tribute to the great coaches that I always had on staff and the great young men that I coached and the belief that they had in us, right as a staff. So those are some really special years.
Paul Barnett 08:30
Shawn, it was open heart surgery, when you were 12. That actually helped you or helped you on the journey to becoming a lacrosse goalie. That was then it was the pressure of saving these goals against your brother in the backyard where in your words you started to thrive. This must have been a really powerful early learning about the upside that can come from loss down sides.
Sean Quirk 08:58
Yeah, Paul. You know, when I found out through a school nurse, my pediatrician never caught my heart problem of an F h septal defect, which is a tiny hole in your atrium, and that needed to be repaired. I was living in Connecticut at the time with my mom. And we to Waterbury Hospital, which the tiny hospital and I remember my mom leaving there saying we're gonna go to Boston, Shawn to have this done. And I never knew much of Boston and went there for the surgery. And I was scared, you know, to have this surgery done. It's your heart. And I learned a lot through that probably more years later. How much of an impact it had on me and my sports career and not being able to really play sports for a good eight months. And I loved lacrosse. I loved all sports. I was probably a baseball player at the time. But my older brother Brian was a great lacrosse player. And he was getting ready to go on to play division one lacrosse, and I was never a great runner. So I'll try Golia. I liked the big stick, it was cool. And he came home that summer, was first year in college. And I would always just tag along him and his college buddies, I actually went to a Red Sox game last week with him and all his college buddies or high school buddies. And he would take me to these college summer league tournaments. And I would be the goalie, you know, in eighth and ninth grade. And that's where I really found a passion even more for the sport and learning about the history and the culture of it. And I said, I want to be a goalie. And I was all in and kind of the rest is history.
Paul Barnett 10:58
You were captain of the team eventually college that goes on to lose the NCAA championship in 1995. And I'm wondering how that experience of loss of getting to the pinnacle, and then losing how it's gone on to shape your approach to coaching.
Sean Quirk 11:19
Yeah, that that 95 season was my senior year, I remember it like it was yesterday, we went 13. And now in the regular season, we had returned everyone just about from the previous year when we did win the national title. And we said this is our year, again, to win back to back national titles. And we lost that last game of your career by two goals and the national championship. And it was devastating at the time, you know, I said, kept saying to myself, This is the worst thing that could ever possibly happen to me, you know, and you repeat that you're your own head hundreds of times. But you learn over time that it's really not the worst thing that happened in a lot of ways. It wasn't a good thing. But it did make me a stronger person. It made me a better coach to be able to deal with, you know, teams and players when you lose a close game. And you go out the battle and you leave it out there. And those teammates of mine, they're my best friends. You know, John Capecchi, who was a teammate of mine. He's been on my Canon staff for the last seven years. So many of those players that I mentioned, coach bugby Those relationships are just built from those highs and those low moments.
Paul Barnett 12:46
Shawn, there's a lot of articles about you that talk about your love and appreciation for storytelling. It's a big part of your communication style. And it actually really caught my eye when I was preparing for this interview. Could you tell us how you you use it to connect with your teams and influence them?
Sean Quirk 13:06
Sure. John, Jager Gu is, is a great mentor of mine. He is a legend in nylon lacrosse. He was a goalie for Boston State professionals for the Boston Blazers for a number of years. He he started goalie in 1991, which was a one day goalie clinic and I remember my mom driving me there to Massachusetts to attend it. And I was exposed to all these unbelievable goalies and learn from them. And I learned from John yay. And I started working John's camps when I was in college. And long story short, I ended up taking over the camp. After my senior year in college when I was coaching at Springfield John was getting out. And now John works the camp and comes back every summer to Endicott to work. So he was really a great mentor to me. And we would just always tell stories about goaltenders and goaltending.
And John is very involved in the mindfulness, mental preparation and sporks, sport, psychology side of sport. And we would just tell stories, and that kind of translated with me that coaching young men from 18 to 22. Now 22 to 40 years old, you can just tell stories, you know, particularly when people are not in the right place, and they're not feeling well about themselves or feeling well about situations. You can just tell stories about different situations weather that you've been in, or they talk about positive experiences that they've been in, and you just go back and forth and tell stories. And I think it resonates with people really strongly rather than I've never a big fan of coaches or just individuals that always talk about themselves, right and say these are my experiences. But with my own kids I story tell to them since the time they were little, my son is now a sophomore in college, playing Division One lacrosse, my daughter is going off next year to play college across. All we tell them stories very young, five years old, to now my son being 20 years old stories about former players of mine, maybe one that got in trouble, and why we don't do certain things like that, or how you can learn from mistakes like or hoisting that championship trophy, and what that means to young athletes and what it can do for their future. and things of that nature.[PB5]
Paul Barnett 15:59
I think the best stories always have some kind of obstacle that the heroes overcome. And in your own story, that obstacle comes when you're 12. But as we're going to see in a minute, it keeps coming through your career time and time again. So it's obviously something that's innate with you because of your upbringing and the experiences that you had. But Shawn, I wanted to ask you about team culture, because you have a very good Instagram profile. And just about every post has a hashtag that says culture. It's on all of your posts, you're obviously you talk a lot about in interviews, and I wanted to ask you in just very simple or high level terms, what defines a thriving culture from your perspective?
Sean Quirk 16:46
Yeah, I. I never tried to get too philosophical, or I consider myself a bright person, but not a genius. So I don't try to overthink things, I try to keep things very simple. And that's what it is in our culture of the teams that I coach, and I'll continue to call, coach, it's these things. It's respect, trust, and accountability. And I hone in on those three things constantly. If individuals can hold themselves to a high standard and hold themselves accountable, they can then hold others accountable. But until you can hold yourself accountable. You can't even try to hold others accountable. And we talk a lot about that we talk about trust. That, you know, in my first season coaching the PLL, you could argue that I've had two of the best players, and two of the best people on the same team, Paul rabl. And Lyle Thompson. Now, when the game is tied, and you go about to go into overtime, are you going to trust your teammates, coaches, to maybe not put the ball in Lyles, or Paul's hands, win that game for him. And that trust comes throughout practices, team meetings, and that's really important. And the respect piece, being a lacrosse coach is to always respect one yourself, your teammates, your opponents, and our sport. Our sport was the creator's game started with the indigenous people. And to know that history in that respect of where that came from, is really important. But I I believe that that respect piece is is paramount. Now, is it going to get fiery out in the field, you're going to have conversations and, and words exchanged? Absolutely. It's part of life, it's part of sport. But once that's over, you have to walk away respecting your teammate, coaches decisions and your opponent, right, you're going to battle with those opponents, but they're who you are, you know, I think that respect piece goes a long way. So that's a big part of building that culture is one talking about those things, but then demonstrate demonstrating it. And then as coaches when those things aren't going right is holding individuals, teams teammates accountable. So we can go into the right direction with those things.[PB6]
Paul Barnett 19:34
Shawn, if someone was listening, and what you're saying is resonating with them very strongly, and they're like, yes, respect, trust, accountability. These are things I want to develop, but their culture is a bit flat. What would you tell them to do first or second, to get that culture moving in the right direction?
Sean Quirk 19:52
Right. You know, I've mentioned a couple of times, Paul is, is being super positive even Down moments if that culture isn't right, and teams are losing, or individuals aren't performing well, and that can be in life, it can be at home, you're not performing well or in business, you have to remain positive and optimistic, right. And I read a book by John Gordon, it's called the Energy bus. It's a wonderful book, because it talks about a bus driver. And that's her job is to drive the bus every single day, it gets monotonous, you're picking people up, you're dropping people off, you and there can be energy vampires on that bus that are bringing it down. And that bus driver said hello to everyone getting on have a great day getting off, always kept the energy, energy positive on that bus. And that book always resonated with me, because that's what a black suit is about. You're either on the bus, or you're off last year, either positive, and not an energy vampire. And negative. And looking at things optimistically and ways to improve, and then prove others or, or you're not. And that's when recruiting players as a coaching when I was coaching College, and now, in professional lacrosse, we look at that character piece. And I want to think every player in the league is a great person, but we really look at their background, you know, and what type of teammates they have been, what type of leaders they have been, and that sort of thing. And I think any organization needs to do that, right? You're always going to have those people that you got to bring up and continually trying to bring up and that's okay, you'll get them there. Eventually, everyone's human. And that's an important piece of, you know, trying to establish and, and recreate and build that culture.[PB7]
Paul Barnett 22:02
So Sean, seven years ago, you go and become the head coach of the Boston Cannons. And in 2020, that team win the Major League Lacrosse Championship, I know that it's the league's now merged, and it's become Premier League Lacrosse. But that 2020 championship was held in the bubble because of COVID. And I'm really intrigued to know what you learned about your leadership style. In such a trapped intense environment.
Sean Quirk 22:29
Hmm. It was, it was a world when, and I get somewhat emotional talking about it, because, you know, everyone in the world was locked up in their homes. And I always say that those who are three or four, you know, leading up to the bubble, greatest and worst months, for all of us, right? You watch the news on TV, the way that it was the best was we had our family. You know, my kids and my wife in the same house. And we did so much together under one roof, you know, see other family members that because of COVID. And our team didn't know if we were going to play and have a season. And we had constructed this team from the previous year where we lost in the semi finals. It really took three or four years to build this team to get to that championship level. And it was almost taken away for us to go to Annapolis, Maryland, and play and the emotions just getting there was draining beyond belief. And once we got into the building that we were staying at, it was like alright, we're together, we're here we've arrived. What do we need to do now in these 14 days or so to compete to become great to put everything that we would typically do in three months to prepare for game one? To do it in one day, essentially. And we had a lot of team meetings, we did film sessions, we had to build that culture even though we have a lot of the players back from the year before. We had to re establish because we had some new players in our locker room. And it was just the whole 14 days of competing being on the hot fields. Getting back to the hotel, getting IVs hydrating, eating healthy, getting players prepared physically and mentally to get back on the field the next day. It was draining for everyone. And at one moment in the middle of the week, you know we were doing pretty well winds loss wise all week. And I just I hit a block my mind Mind had a block of adversity. And I wasn't being positive for about two hours with my coaching staff. Because I was being rigid in what we needed to do, where I need to adjust. Typically, after a game I need to digest I need to reflect. And I didn't have any time to do that mentally. So it was really draining. And I just had to check myself out, you know, for a couple hours, just get some cold water, get a good meal, and just sit and flush everything out, and then get back to work. And our players never saw that, you know, because you're the leader of that team. And you don't want to put up a mask and that sort of thing. But as soon as they see any type of vulnerability, or negativity, that spread that can spread like wildfire in a team. And I was lucky that, you know, I could block that out with the help of my staff and everyone now that we got it on track, we ended up winning that championship. And it was just a sigh of relief, Paul, at the end of that game that we had done it that we had built, you know, for four years in Boston to get to that point to win it and that type of environment. Some people say it's easier to do it in a bubble season, because it's shorter. I thought it was a lot more difficult. To be honest, you know, you don't have that week off in between games, to prepare, to digest to reflect. So it was a whirlwind. It really was. But looking back at it now, it was just such an experience that I don't know if we'll ever have that type of experience. Again, hopefully not in those kinds of circumstances. You know, you couldn't leave the hotel, you had to have all your meals in there. You were bused from the hotel facility, to the practice facility, the facility to the game facility. There were no fans, there was no one. It was an empty Annapolis Marine Corps stadium. And although the games are on TV on ESPN and that sort of thing, you didn't have that interaction, my family wasn't there. You know, and that sort of thing. So it was a grind. But it was certainly a great achievement for those men.
Paul Barnett 27:29
Shawn, coaching staff is very important to you, you referenced it in your answer, then, what do you look for in good support staff?
Sean Quirk 27:39
You know, I think, again, the first thing I say it over and over is great people, certainly very knowledgeable tactical, of the sport of lacrosse, great communicators, great listeners, and coaches that are yes men, or Yes, women, that on my staff. I've been the head coach of you know, the cannons for the last 17 years for Endicott the last 18 years, I've always been the head coach, for the most part, and a number of my assistant coaches are or were head coaches. So they've been in that role.
But I never want assistant coaches to not feel like they have an extreme voice with myself or the team. I don't want them to just Yes, when I bring up suggestions, I want them to be challenged and debate and con, communication and even conflict, you know, within those conversations, to ultimately get to the point where we all agree and say this is what's in the best interest of the team. And I think that's really important. I also looked at their, their, their almost like adjunct head coaches, right, I want them to be a link between the players and myself as well, because that relationship with assistant coaches is different with the players than head coach. I think oftentimes, players will go to an assistant coach initially to say, Coach, what do you think about this, we're thinking about going to coach work with this, but want to get your thoughts before we do it. And to have that again, that trust that respect of those assistant coaches that we're all on the same page for the most part all the time. And I've really been blessed and fortunate over the years that I've had amazing assistant coaches, and you know, people say this, but I really attribute so much of the success that I've had as a head coach, because those wins and losses go in my column, not theirs. And they've they've just been unbelievable. So many of them over the yours.[PB8]
Paul Barnett 30:02
Shawn, one of your roles at Endicott is to run the leadership development programs for all the varsity captains. I'm intrigued, what are the key elements of the syllabus.
Sean Quirk 30:13
It's, it's what I love best about my position at. I do day to day operations in the department. But that's really the element where I get to be with student athletes, the best of the best of 800 student athletes, we have about 120, emerging leaders and captains in that group. And we have a set of core standards. And we have a statement of leadership. And we meet with that group, once a month, each group once a month. And we do leadership training. And those core standards are effective communication, commitment, confidence, and character. And we built out this program with a lot of the input of the student athletes eight years ago. And it's really become a foundation of fabric in our department is building and developing better leaders one for their teams, but to again when they graduate, and there are laws of Endicott. And they're no longer playing their sport that they can use these tools out of their toolbox, in the careers that they choose in their family study settings that they're going to be in. So it's a lot of training, but again, hearing from them, where where they need, you know, skill development, and that sort of thing. And the way it came about was our programs at Endicott are very successful athletically. And they do amazingly in the classroom. But everyone on every college campus, whether it be junior college, or you know, big time, Division One is the athletes are our best leaders, everyone says, and our athletes were really good leaders. But they weren't the best leaders. And that's where it came about, as we said, you know, if everyone's gonna say our athletes that are leaders, we need to continue and, and train and build them into better leaders. They think people think in general, it's a stigma that because you're good at a sport, you're a great leader, right? And it's just not the case. It can build character athletics through winning and losing. But that was how it came about. And it's a great program. Thanks for asking about that.
Paul Barnett 32:51
I'm sure. I'd like to ask a follow up, actually, you said, you have a statement of leadership? Do you happen to have it handy that could you read it to us?
Sean Quirk 32:59
Absolutely. So, as I mentioned, Paul, are our core standards of leadership, our commitment, character, effective communication and confidence. With those four core standards, we defined what leadership is. And if you look in the dictionary, you Google leadership, you'll come up with literally 1000s 10s of 1000s of leadership definitions. And again, we went back to our student athletes and before the LEAD program was built, and we defined leadership as a, as a process where an individual influences a community to achieve a common goal. A process where an individual influences a cop a community to achieve a common goal. And it's pretty broad right to achieve a common goal. But that common goal comes back to our core standards, right? Where we want effective communicators, we want our student athletes to feel confident in what they do. In the world we live in with mental health and mental illness. Athletes in general, to feel confident and comfortable in their skin, who they are. And character, we do so much character building, and how can they spread that to the community. You know, if we have a student athlete at two o'clock in the morning, and there's a party and people have been drinking, we want that student athlete to do the right thing when maybe others aren't, and that shows character. Certainly, and, you know, the last thing of commitment is to be not just committed to your sport, but to be committed to everything you do, your academics, your family, being a great friend. Being committed is a tough thing, right? And I think When times get tough, people walk away from different situations, I'm not playing on this team, I'm going to quit. I'm not doing well on a course, I'm going to drop the course, my relationship or my marriage isn't going well, I'll just start a new one. But it's really having that commitment level and drive to improve and make things better. That ultimately then shows your character, right. So they all kind of tie into one another. And we base every meeting every conversation around our core standards.
Paul Barnett 35:34
Shawn, you bring such clarity to a complex topic. You also bring a lot of clarity to the art of coaching, and I've heard you talk about family many times in this interview. I'd like to ask you, over the arc of your journey as a coach, how have you learned to bring more balance into your life? At school? In the professional league as a player with the family? How have you managed to unlock the key to having that balance? Or maybe you haven't?
Sean Quirk 36:08
Yeah, I was just gonna say, the balance is, is really tough, you know, coaching and lacrosse as it's been my passion for just about my entire life. It's, it's what I think I'm good at. It's what I love. It never seems like a day at work. My position at Endicott in athletics. In 26 years, starting now, here at Endicott maybe five days it felt like I was going to work, you know, coaching it in the PLL. I own a couple businesses of lacrosse camps. How do you tie that all together and, and still have a marriage? have two wonderful kids and have that balance right? Over time, I was really fortunate that I could bring my own personal family into these environments, and bring them to games, have them come to my camps. My daughter is going to be a freshman at Endicott on the women's lacrosse team where I work right? Although she tells me she is not going to come by my office. Unless it's like to drop off or laundry or probably get some money, right. But in all seriousness, that balance is really key. And I've been so again blessed that my wife has always, always supported me as a coach. As an athletic administrator. It's long hours, it's weekends, it's time away. And my family has always stood by me. When I came home after I resigned from my coaching position at Endicott. I thought I was doing my family a favor, because the grind was just getting too much for me. And I don't want to say I was losing perspective. But I needed to step away from coaching. And when I went home, and my kids were younger than my daughter was 10, my son was 12. They went to every game, they loved it. When I went to tell them, I have good news, I'm going to be home more, I'm getting out of coaching. Both of them started crying, because they love going to the games. They love being around the players. And you know, I am home a lot which I'm very fortunate that I am when I was coaching and outside of coaching. And then ironically the cannons job opened up in August. So I resigned Paul in May of 2015. The cannons job opened up in August of 2015. And at the time, I knew the general manager and Vice President Kevin Barney and the president and fernet really well. Both Springfield grads. They said you want to have a cup of coffee. I said sure. I talked to him. And you know a week later I was the Boston Cannons head coach. And people were like you just got out now you're back in what's going on here, you know, but I missed it. You know, I really did miss it. My family missed it and it's been a big part of their lives and certainly mine so continuing to always keep that balance and check it it's really important to do and you know the time that you are home to really make those times special.
Paul Barnett 39:50
Shawn it's been a great chat. I've appreciated you carving out a little bit of time for your from your very busy diary, but maybe one final question and probably builds on this idea of what you were just talking about, which is, head coaches never really retire. As you said at the start, they coach, the coach for 40 years, not four. But in the distant, distant future. When you do hang up the whistle, pick up the clipboard, what's the legacy? You hope you've left as a coach?
Sean Quirk 40:23
You know, the biggest thing is, I hope I've changed lives for the positive, and that every player that I coached, can take away things that they can implement into their lives, in good times and bad, can look back and say, You know what, I learned that in this team meeting, I learned this or that on the field. And that's the biggest thing for legacy, right is that people took away things and you made an impact on their lives, the wins and losses. Paul, I tell my kids all the time, you know, I played lacrosse in college a long time ago, those national championship losses, those wins. He kind of forget about it. But what you don't forget about it is the relationships and the bus rides and the banter in the locker room and the dinners as a team. The trips as a team, you'll never forget those times. So the relationship peace is paramount to everything.[PB9]
Paul Barnett 41:34
banter in relationships, feels like a pretty good place to finish. So Shawn, I want to say thank you so much for your time today. First time I've interviewed a lacrosse coach. Absolutely fascinating learning more about the sport and hearing a little bit about how you not only lead the team at college, but you also lead the professional team and I think most impressively, this leadership development program you've set up in Endicott just sounds terrific. So it was wonderful to meet you. And thank you very much for your time.
Sean Quirk 42:04
Paul, thank you. This was this was really special questions and very thoughtful and meaningful and I really enjoyed my time with you. Thank you.