Ep 071

Unlocking Pro Athlete Performance & Building a Winning Culture


Ken Crenshaw

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Inside This Episode

Today, I’m talking to Ken Crenshaw, the Sports Medicine and Performance Director for the Arizona Diamondbacks. 

Ken’s journey in sports medicine is beyond fascinating and inspiring: from growing up on a small cattle ranch in New Mexico to working with four major MLB teams over the past 35 years, including a World Series Championship with the Atlanta Braves.

While working with legendary pitchers like Greg Maddux, Tom Glavine, and Randy Johnson, Ken soaked up incredible lessons and insights that apply to athletes just as much as they do to financial advisors looking to elevate their game.

In this conversation, Ken shares a ton of wisdom and actionable advice – like how to develop an elite mindset, build a winning culture, and become a better leader.

3 of the biggest insights from Ken Crenshaw

#1  Why mindset is the ultimate difference maker for both athletes and financial advisors alike – plus some simple steps you can take to start building your own elite mindset

#2  How to transform your leadership abilities by getting to know yourself better and leading with love

#3 How to create a winning culture and get buy-in from your team – Ken reveals the 108 concept and how it helped the Arizona Diamondbacks get to the World Series


  • Humble beginnings on a cattle ranch
  • Making the transition to athletic training
  • Mindset similarities of MLB’s top pitchers
  • Arizona Dbacks 108 culture building concept
  • How to get cultural buy-in
  • Leading with love
  • Personal growth leads to team growth
  • Maximizing mental performance
  • Mindset is the difference maker
  • Taking Wade Boggs on a horseback ride
  • Ken’s definition of “Do Business. Do Life”







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  • There’s way more accuracy and power in the group than there is in you.” – Ken Crenshaw

  • We just need to win the inch and do all of the small things really well. And that will lead to success.” – Ken Crenshaw

  • How somebody else grows or how somebody else loves may be different than what yours is, but being open minded and getting off being right will allow you to have a connection that helps people get to their best.” – Ken Crenshaw

  • If you want the team to grow, grow yourself first and then you can grow others.” – Ken Crenshaw

Brad Johnson: Welcome back to another episode of Do Business, Do Life. We have Ken Crenshaw here with us today. Welcome to the show, Ken.

Ken Crenshaw: Thank you. Thanks for having me.

Brad Johnson: So, growing up, so I was born in 1980, middle of nowhere Kansas. Minneapolis, Kansas. For those who are completely unfamiliar, they’ll have to Google map it. Town of 2,000 people. But even back then, my dad was a third-generation farmer rancher, and the trend was obviously that was becoming less and less of a thing as people grew up, moved to the cities. And so, it’s really fun. As we connected, we immediately connected our backgrounds. You grew up on a cattle ranch in New Mexico. The guy that connected us, Chris Smith, grew up on a farm and ranch in Arizona. So, it’s funny. It’s like three farm boys or ranch boys somehow getting this connection together.

So, we immediately connected on that. So, how much of that? Let’s just kick it off there. How much of that upbringing, and we’ll get into your journey through Major League Baseball and some of the fun things you’ve been able to do, but how much of that do you think still impacts you today with the way you show up, how you treat others? Yeah. I’d love to hear your thoughts there.

Ken Crenshaw: Yeah. No, I grew up on a cattle ranch in New Mexico, a little town called Carrizozo, which is much smaller than the one you grew up on, half the size. We’re about a thousand people in our town. Maybe less than that. So, there were so many things afforded to us as kids that when I look back, I’m like, “Wow. You know, my kids would never have a chance to have that experience.” And the lessons that we learned during that time I still carry with me today. I mean, you had to be available every day to take care of the cattle. And there’s no days off in that business. So, I think we learned the value of work ethic for sure. That was something that really sticks out in my mind.

And the one other thing that I always tell people is my superpower, if I had to pick one, is like my sixth sense. I just have another sense about me when I get to relate with somebody. And so, I think I picked that up back home. It was like you were always around animals and they don’t talk so you’re kind of being aware of them and that creates this awareness in you. And so, that was something that I always think back. I’m like, “Well, I think I got that back home,” because people always ask about, “Where did you develop that?” I’m like, “I think around the ranch.” So, those are two big things that really stick out to me and, obviously, family and the values that my family preached were something very powerful to me.

My dad was a football player. He actually played for the Eagles back in the day. So, he grew up in the same small town. And so, he was like a folk hero in our town, if you can imagine, town less than a thousand.

Brad Johnson: Town of less than a thousand. The percentages of an NFL player coming out of that population is probably pretty low.

Ken Crenshaw: Yeah, it was. Pretty, pretty low.

Brad Johnson: So, once his career was over, he’s like, “Hey, I’m going to go raise the family back in the small town that I grew up in.” Was that how you got back there?

Ken Crenshaw: Yeah. He had a pretty short career. He was hurt quite a bit at like 5 or 6 different knee surgeries and then he evolved back. We first started in Arkansas, Texarkana. He was a coach and educator. And then finally kind of ran that road for a little bit and just said, “You know what? I’m going to go back to New Mexico and run the ranch.” And my granddad had previously owned it and so that’s kind of how we got going. And then from there, he did the ranch stuff for years and he eventually kind of evolved into being a horse trainer, you know, trained racehorses, but still ran the ranch too. So, that was kind of his cycle.

Brad Johnson: I want to run something by you. I’ve always had a thesis with small-town kids. And still in Kansas, there’s a lot of 1,000, 2,000, 5,000 population towns, kind of little farming, ranching communities.

Ken Crenshaw: Yeah.

Brad Johnson: And I’ve been really fortunate. I’ve been in finance almost two decades and finance is 100% a relationship business. And I believe growing up in a small town kind of instills this ‘treat others as you want to be treated’ mentality, because when you’re in a town of 1,000 people, if you’re acting like a jerk, your dad knows about it before you get home, right? Somebody’s going to let him know. Do you feel like some of that is just kind of hardwired into you when you have that small-town upbringing?

Ken Crenshaw: Oh, yeah. Yeah, absolutely. I mean, everybody knows everybody in our town. So, I think we’re a very close-knit community too. When the community is that small, you just know everybody and you really survive and thrive around like athletics and sports and some of the extracurricular activities. Like, FFA or Future Farmers of America was something that all of the kids had to partake in it and all of the families kind of helped each other out with ranch duties and stuff. And it’s funny, that’s how I met my wife. My wife grew up about 20 miles away on a cattle ranch, and their family used to come help our family brand cows and vice versa. And so, we’re such a small community, but all of the surrounding communities are small and very close-knit as well. So, yeah, I would certainly say that.

Brad Johnson: Okay. Well, let’s jump into your career in professional sports, which is I’m going to rapid fire just to give a little context here. And if I missed any of this, if I messed any of it up, please correct me. But you really went down the path of athletic training, sports medicine, and then looks like that originally started. Did you jump right into the pros with the Pirates, or did you have a stop before you got to the pros?

Ken Crenshaw: Well, I went to college and during college, I was trying to play basketball. I had a football scholarship, but I really wanted to play basketball, so I ended up tearing my ACL. I was in the training room a lot of time and had surgery and did rehab and all this. And I kind of had an epiphany that I’m maybe not good enough to do this. So, I want to really channel my energy into this athletic training thing because my first love was I wanted to be a veterinarian. And so, that route switched me because I loved what I was doing so much in the athletic training world. And then I got into baseball by sheer accident. And we played football, basketball, and track where I showed up, you know, Little League baseball. That was it. They didn’t have a high school.

And so, they asked me one year if I wanted to go with the college team at New Mexico State. And I said sure. And I jumped in there and I loved it. I didn’t know a lot about baseball but I knew humans and I knew injuries and stuff like that so I just took it on. And I had some friends that were working in professional baseball, and one of them said, “Hey, we’re going to have an opening with the Pirates if you want to do it for a summer job.” And I’m like, “I’m in.” So, I jumped into that and I just never looked back. I loved it so much. And to this day, it’s done so many incredible things for me and my family. So, that was kind of how my start stopped, or how I started was just starting in college and then jumping in with the Pirates.

Brad Johnson: So, this was ’89, I believe, based on my notes. You started with the Pirates. You spent some time with the Braves, and we’ll get into that because it was quite the team that you’re a part of there. And then you spent time with the Rays, and then you are currently with the Arizona Diamondbacks. Did I miss any stops along the way there?

Ken Crenshaw: No, that’s it. Four teams and I think this will be the last one.

Brad Johnson: And 35 years. Was it 35 years?

Ken Crenshaw: Yeah. 35 years.

Brad Johnson: Wow. And what’s crazy about that is I just look at the, we were joking before we hit record here. I was like we were talking about that Braves team where you had, I mean, arguably the best starting rotation in the history of baseball. Steve Avery, Greg Maddux, Tom Glavine, and John Smoltz.

Ken Crenshaw: Yeah.

Brad Johnson: And you throw the stat out because that was a fun one you…

Ken Crenshaw: Yeah. I only have one claim to fame. I don’t have any other ones. And this one is by sheer luck and accident that I was in the right place at the right time but I was lucky enough to be around the Braves the early 90s teams, ’91 through ’95. And during that time period, we had Tom Glavine and Greg Maddux were two of the guys on the team. And then after that, I came to the or I went to the Rays and then subsequently to the Diamondbacks, and I got to work with Randy Johnson. Well, Randy Johnson, Greg Maddux, and Tom Glavine are the last three guys to win 300 games. So, for those of you that don’t know baseball, like that’s almost the unreachable mark now.” And all three of them did it and I was lucky enough to work with them.

So, I always tell people, “I worked with the last three guys to win 300 games and I don’t know that it’ll ever be done again.” It’s going to be a big challenge if somebody can do it. So, that was it. But it was incredible just to be around them and see what elite Hall of Fame players do and how they operate in their mind space and work ethic and everything else.

Brad Johnson: Those are three very different pitchers, obviously. Randy Johnson was just out. Was he 6’10? He was…

Ken Crenshaw: Yeah. He’s very big.

Brad Johnson: So, he was just a power pitcher like the closest guy I can think of, he wasn’t as tall as him, but Nolan Ryan, the guy that just played through knee and could strike people out. But those are three very different styles of pitchers. Were there any similarities with their approaches, their mindset, why they had success, from your side, what you saw?

Ken Crenshaw: Yeah. No, that’s a great question and one I’ve thought about a lot. I always try to learn from people that I’ve been around, particularly people that are elite. And they all had an incredible mindset in the way they were competing and as simple as that sounds, even in today’s game, I see certain players that have a lot of talent but they actually don’t know how to take the talent and compete with it. So, what you see is this bridge between the physical and the mental being like a critical element of how good they can be. And those guys, they had the ability to flip the switch when it was time to go out on the field. But the preparation that all of them did before they even got to the field was pretty amazing.

But that last key of switching over into compete mode and then being able to keep your composure whenever things are going wrong was something that I think I probably learned from them. They just never let anything get too bad. They always could do damage control. So, that was really impressive to watch.

Brad Johnson: I’m sure as a major league pitcher, it’s really important to have a short memory each inning. You know, a guy hits a bomb on you, you don’t want to have that in the back of your mind the next inning.

Ken Crenshaw: Yeah. Right.

Brad Johnson: So, just watching Randy Johnson, who speaking of unattainable like records in the major leagues with. Now, there’s a lot. Back in his day and I know it evolved probably towards the end but if you look at like the Nolan Ryans of the world, like a lot of those pitchers would pitch complete games. And now I feel like, well, I mean, what’s a standard outing for a major league pitcher? Five, six innings before they get into the relief setup?

Ken Crenshaw: Yeah, I think the analytics in baseball has changed that a lot. Well, we figured out is through the years, is it the third or fourth time you go through the lineup of the opposing hitter gets to see you the third or fourth time, the chances of success are much less. So, they don’t let pitchers go as long. They’ll bring in another pitcher. And statistically speaking, it seems to show that you have a better chance of getting the hitter out if you don’t let them see you more time. So, that’s kind of how it’s changed. But yeah, back then guys went complete games and threw a lot more innings than they do now. So, you know, 300 innings back then was achievable by a lot of guys. Now, 200 innings is a really high mark. There’s not a lot of pitchers that’ll get over 200 innings.

Brad Johnson: Is that one of the reasons you think the 300 wins will be tougher to attain just because pitchers don’t pitch as long? It’s tough to actually get the win.

Ken Crenshaw: For sure, much tougher to get the win.

Brad Johnson: Okay. So, let’s go to you’ve had quite the storied career. And one of the things as I was doing some research, there was an article. We’ll put it in the show notes. It says, “Ken Crenshaw Impacts D-backs with a Unique Mindset.” And so, I think a lot of people think about athletic training and you’re thinking more of the physical element of the game, you know, injuries, rehab, all of that. I also tore my ACL. Wouldn’t wish that on anyone. That’s no fun.

Ken Crenshaw: Yeah.

Brad Johnson: So, you got the rehab from injuries, things like that. But really, this was a quote from your head coach with the D-backs, Torey Lovullo. He said, “He is our sports medicine and performance director by title but he is so much more than that. He is a connector of people. He is a friend to all of us and he’s a culture creator and a culture driver.” And I know as we were talking and as we got connected by our mutual friend, Chris Smith and Matt Herrington, you have a really cool concept that has nothing to do with the performance side. It has everything to do with really the mindset and culture side of the game. And you call it 108, I believe, and there’s a meaning behind that.

But can you get into bridging like you started out a lot more on the physical side of the game and I feel like as your career evolved, you’ve transitioned to a lot more of the mental and the mindset side of the game. And maybe talk through how that came to be in 108 and what that’s doing for your team today.

Ken Crenshaw: Yeah. No, I love to talk about it. That’s what I live for. So, I did pay Torey to say all of that in the paper. So, I’m still paying him off for that.

Brad Johnson: Nice.

Ken Crenshaw: Now, he’s an incredible leader. We’ve always really connected from the first time he showed up here. It’s just we had this unique bond. I’m kind of an old coach by nature. I coached basketball for years with high school and youth level. And so, we just always connected in that space, and part of what my job in the 35 years have allowed me to do is pick people to be on a sports medicine performance team. And early on, I was just part of the team back when I was with Atlanta and when Pittsburgh. And when I got to Tampa, it was an expansion team. We started the same year as the Diamondbacks, and I actually got the job title of the director of everything. There was nobody there.

So, we had to pick people from the ground floor and I got to select people. And one of the things I learned in all of that is I selected some that were really good and I selected some that weren’t so good. And as we started to build there, I hired another guy that was a friend of mine, and we went to college together. He was an athletic trainer and we started doing it kind of together. And then as time went on, I started to figure out that there’s way more accuracy and power in the group than there is in you. It was such a profound moment. I’m like, “Okay. I’m making decisions based upon resumes and in an interview, maybe over the phone or whatnot.”

But when we started adding more people into this selection process, it allowed us to be much more accurate. It allowed us to pick people that were driven towards the same values in the vision and mission that we had. And so, by the time I came to Arizona, I had that framework pretty solid. And then I got to bring one of my right-hand men, Nate Shaw. He’s our strength and conditioning coordinator with me from Tampa. And when we hit the ground here in Arizona, it was just like let’s see what we have because everybody was already in place. Like, what are they committed to is the question that we used to ask because we all want to be committed to the same things with some similar values. I think that’s what creates elite teams.

And so, we started working that and we kind of deselected a few people or they deselected themselves because they weren’t up for chasing the same mission and vision that we were. And so, in that process, we started adding new people in. And as we would add new people in, we’d try to teach them the same selection values that we had. And pretty soon we had four or five like excellent people. And I’ve been here 19 years but as this thing grew, now, we’ve probably had, I don’t know, 25 to 30 either athletic trainers, strength and conditioning people that are running other teams now. So, there was a period about seven, eight, nine years ago. I had to step back and go, “Wow. We’re really producing a lot of good people. Like, how do we do that? Like, how are we doing that?”

And I think when you reflect on your own process and ask yourself questions, that’s when you can really start to understand why is it working and what are the pieces of the system that are making it work like it is. And so, when Torey showed up and Mike Hazen is our general manager, they both came the same time but they had heard from previous people in the organization. I’ve been through four regimes by the time they showed up that, “Hey, the medical performance people do some pretty elite stuff.” And so, they started asking questions like, “How are you guys doing that?” I told them kind of the process and the big pillars of things that we stand for. And so, he was always intrigued. And then we just kept losing people to other teams and like, “But you just fill in with the new one. How are you guys doing that?”

And then so, not too long ago, it’s three or four years ago, we were really struggling. We had some tough times. And I was kind of at the end of my contract and trying to figure out, do I want to keep doing this or do something else? And I had a meeting with Mike Hazen and I just said, “Hey, if I’m going to stay here, I want to like have some involvement on selecting people and developing the culture,” because I said, “I don’t do many things good but that’s one that I feel like I do okay.” And he agreed to it. And then subsequently that next year we had a really tough year. We lost over 100 games. And that’s when I sit down with Torey and I said, “Torey, I always hear you talk about culture and you talk about it.”

And I think the first year he really kind of worked it pretty hard because he was brand new and so was the general manager. And then a year or two comes around and I’ve seen this before with all the other regimes. We kind of quit working it, quit just thinking it’s going to happen. And that’s when I said, “Look, I hear you talk about it but I don’t even know what it is. And I’m here with you,” because it’s not written down anywhere. There’s a few buzzwords. And I said, “Tell me what it really means to you.” And so, I just sit down with him. I still remember we were in Houston and sitting in the stadium stands and he was down on himself because we had struggled so bad. But he started talking about these words that meant a lot to him like love and trust and commitment and effort and a lot of other things.

So, I wrote them down. I said, “Do you mind if I take these words and help create?” We were both Big John Wooden fans. He went to UCLA and a lot of my early teachings were from my high school basketball coach who was a big John Wooden guy. And so, we started kind of building our own pyramid because we always talked about John Wooden and I said, “Well, let’s build our own kind of base of things that you believe in.” And then along that path, Zach Brandon is our middle performance coach and another guy named Darren McMahon is a mental performance consultant. And many others jumped in to start helping us organize and coordinate these things so that it made some sense to people, at least when they looked at it on the wall and then we started to preach it, which is kind of a redevelopment of our culture.

And so, that was like the first evolution of, “Okay. This has taken some really good form. We’re going to have a nice mission and a nice set of values that hopefully we all agree to, and then we can move forward.” And lo and behold, we kind of came up with this thought of we’re going to have to be uncommon to compete with the very best teams because we don’t have the same amount of money and resources so we’re going to have to do things a little different, and we’re going to have to be unique and uncommon. And so, that word just kept coming up, uncommon, uncommon. And so, we wanted to make it a little cryptic and not tell everybody that’s our main mantra word.

So, we were thinking one day like if we took out the alphabet like A is one, B is two, C is three, and we spelled out the word uncommon, what would it equal? And it came out to 108. And subsequently, the number of stitches on a baseball is 108 and there was all these other things that, yeah, they kept popping up. It was like I saw another one. There’s 108 Earths between the sun and the Earth, and there’s 108 moons, I believe, between the moon and the Earth and all these other things. And I was like, “Well, that’s kind of interesting.” So, that became kind of our it was more cryptic because we weren’t telling the public. We told, obviously, all of the staff and our players what it meant and what we wanted to really push forward with.

And so, we made an agreement amongst us is that you had to make up something when somebody said, “Hey, what’s with that shirt that says 108? What does that mean?” And so, I still remember somebody going, “Oh, it’s the average temperature in Phoenix.” And they’re like, “Okay.” It certainly is in the summer but not in the winter. But anyway, that’s kind of a long story of how we got to really setting our culture up. And we worked it really hard for a year. And I just had told Torey and said, “We got to continuously work this. If you want your culture to be good and you want your people to really buy in, you have to continuously work it.” And he really jumped on along with a lot of other people.

And then last year it just all really came to fruition and our team played great. We end up going to the World Series and then this year we’ve got some new kind of mid-level leaders that are all in. So, it’s really cool to see it evolve and take on a life of its own and not just be words on the wall. It’s actually what we live in and play by.

Brad Johnson: I love that, Ken. Thanks for sharing that. And so, when was it before last season, or how long ago did 108 become a thing with the Diamondbacks?

Ken Crenshaw: Yeah. So, it was the season before that. So, yeah, it’s two years plus. In that first year when we did it, we didn’t play particularly well but that was an easy chance for us to exit out and go, “Okay. This isn’t working.” But we stayed the course and I think we saw the products of what it was all about. And we still are. We see it to this day but you have to continuously work it.

Brad Johnson: Yeah. I had a business coach tell me one time, who actually heard it from his business coach, and she told him, “When you are tired of saying it, you’re 50% there.” And I’ve found that so true with our culture, which we take very seriously at Triad. It’s when you have a team, baseball specifically, you’ve got people coming and going each year. So, to reinforce the same message, you have to have that thing on repeat or it’s gradually just going to dissipate. So, how do you guys look at – and I guess two questions. One, how do you keep that conversation going? Where do you weave that in? And then, two, you’re also working in an industry that has highly paid people. Some people might say some professional athletes might develop egos or a lot of people adoring them. So, how do you get like people that are maybe tough to sell on that to buy into it?

Ken Crenshaw: Yeah. No, that’s a great question. So, we have kind of a mission statement which is, “Uncommon pursuit of excellence in all that we do.” That’s kind of our mission statement. So, just whatever we do, we’re going to try to do it with excellence. And then Torey always had another thing that he loved. It’s called Win the Inch. There was a movie because Al Pacino, I don’t remember the name of the movie, but it was like we don’t have to win a yard. We just got to win an inch. So, in baseball, like an inch is big. Like, you get to pitch on the outside of the plate, the black, what we call it, which is the outside of the plate. And you win that inch. That’s a big victory.

So, it’s pitch by pitch. We’re trying to win the inch. We don’t need to win five inches. We just need to win the inch. And that was something that Torey came up with in his first year here. And it just carried on. It’s like it’s a small progressive steps. A good process of just one foot in front of the other is the essence of it. So, when we really break those things down for players, we talk about that, “Hey, we’re here. We just need to win the inch and do all of the small things really well. And that will lead to success.” And Torey’s, much like John Wooden was. We just never talk about the wins and losses. We talk about the process and being our best. What is our best? And we’re competing against ourselves to a degree.

So, that is what we try to preach to the players. Players, like you said, there’s a lot of them that are coming from other teams. And what I always say to anybody that I actually work with, whether it’s in our building or people outside, is that you have to have a shared purpose in life, something bigger than you. Because when you have that purpose or that vision or mission that’s bigger than you, and then we start agreeing on the values, then you’re going to have buy-in because there’s a trust piece there that I think the most important piece to any team is trust. Do you trust each other? And so, you have to keep preaching it like you said, and then you have to live it. And your words are only so powerful and your actions are going to carry you beyond anything your words say. So, we try to speak with our actions.

Brad Johnson: Yeah. Our mutual friend, Chris, one of my favorite sayings he says is, “More is caught than taught.” And that’s whether you’re parenting, whether you’re on a team playing professional sports, and I found that to be true. It’s like let your actions do the talking for you. So, I went to Matt Herrington who works on Chris’s team. I was texting him last night and I said, “Hey, give me a question for Ken.” And I thought this was really cool what he shared with me. He said one of the things in his interactions with you is, his exact words, where you lead with love. He said it’d be cool to get Ken’s take on leading with love with a bunch of dudes in a locker room in pro sports. That’s not like an easy thing to pull off. So, what does that mean? And how do you go about living that?

Ken Crenshaw: Yeah. That’s awesome. And thank you, Matt. What a great question. Yeah. So, oddly enough, when Torey, his four big values, one of them is love. And in the maybe male-dominated locker room, that seems a little off. But when you watch Torey and what he does is he approaches everybody with love and it’s just something I do too. I had probably 10, 15 years ago, I had to ask myself, like, “Why do I do this?” and really understand my own purpose. And I think everybody should do that. I always ask people that I teach is like, “What is your purpose?” And most people don’t know. They’re just like, “Well, I’m doing the job. I got to feed my family and I got to pay the bills.” And I think that’s a tough road to walk up all the time versus I know what my purpose is.

My purpose is to help others be better than they ever thought they could be. And I got that purpose when I was in high school with my high school basketball coach, guy named Ron Becker. And he instilled that into me in a different way that I didn’t even know I was getting in at the time. But as I went on in my life and later on, I ended up coaching with him for a year or two, and then I really saw what his purpose was, was to help people just achieve more than they thought they could, but above their potential. And when I really started understanding that, I was like, “Wow. What a powerful thing to give away.” And so, now when I walk around every day, I have a declaration, a kind of a document of things that I’m committed to.

And one of them is to love and serve and I just think our planet needs more of that and like you can never go wrong with loving and serving somebody. And now, the word love gets twisted sometimes. It’s like maybe this soft, very fluffy piece but it’s not. Like, there’s such a thing we call as tough love. Like, I love you so much that I don’t care. I love you so much that I’m willing to tell you the things that you need to hear to help you help the team, and that’s pretty rare. So, we always as long as you’re coming from love, I think you can tell people things that maybe they would otherwise not take. So, I love, I serve, I grow, I love to grow and help people grow and I love to give. And those kind of four things all, they create the happiness in me.

And what I’ve seen is it’s just developed other people and you always have to do it with responsibility. I think a lot of times I have a saying that says, “Just get off of being right. When you’re right, that makes everybody else wrong.” So, how somebody else grows or how somebody else loves may be different than what yours is, but being open-minded and getting off being right will allow you to have a connection that helps people get to their best. And that’s my goal in life is to help people get to their best.

Brad Johnson: So good. A lot of wisdom there. That’s worth, if you’re listening or watching, that’s worth a rewind and relisten to that one. You reminded me of when you lead a team, whether in business or on a field or in a professional organization, you’re going to need to tell people the truth. You’re going to have to give them feedback. You’re going to have to talk about blind spots because we all have them. And same business coach, Michael Hyatt, who’s had a massive influence on my life both professionally and just as a husband, as a dad. He says, “You hold love in one hand and truth in the other.” And those two together, when you’re like, “Hey, this is coming from a place of love, not a place of judgment or criticism.”

But I have to show you. Here’s how you’re showing up when you walk in the locker room. Here’s how the others are perceiving you. I’ve just found like those two are a great combo because you’ve tied this to your best people in your life that cared the most for you. They will tell you the truth even if it sucks to hear. And so, I’ve found that to be spot on but I love how you frame that.

Ken Crenshaw: Yeah. I think one thing, Brad, that you speak the same language as me. And I think when I talk leadership, which is what I love to do and I always say I don’t necessarily lead the team myself. We lead by committee by the whole team. And I said it earlier, there’s more power in the team than there is in you. And I’m fortunate enough to have an incredible team of people that I work with, that I’ve got to be a part of selecting, that I’ve got to be a part of nurturing and growing. And when you can build that, that trust in there that you’re always loving and serving them, then this leadership and this truth will come much better. But the one thing that I always tell people is you really have to know yourself first.

And if you don’t know yourself and you don’t know how you’re coming out, which is the beauty of what you said, I learned this lesson from some really powerful communication teachers. And in the team, our team, the beauty is our team, we tell each other how we’re coming out, like, “Hey, here’s a blind spot that maybe you don’t see,” through evaluation process. It’s been one of the best things we’ve ever done. And it’s like, “Oh, okay. My 30-some teammates on my sports performance team will tell me where I’m good, where maybe I could improve in my blind spots.” And you’re talking about like, I had to step back for a moment and understand it because I’m like, “That’s what’s allowed our people to grow so fast versus some cultures or some teams or some businesses, they have a hard time getting to that.”

You know, it’s generally a boss-to-employee relationship. And most of the time bosses want to tell everybody below them what they need to improve on, but then they don’t improve themselves. So, that’s where I’m like, I have a great friend named Devon Bandison, and he always talks about, “Does your audio match your video? Are your words matching your actions?” And I think that’s the beauty of the team that I have is they get to tell me and I request, I need you to tell me what I’m good and bad at so that I can be the best leader for you. And when you really open that up to them and you be vulnerable and you check your ego in, it’s powerful how much you can grow yourself, which I always say, if you want the team to grow, grow yourself first and then you can grow others.

Brad Johnson: Let’s talk about that because we live in finance. We live in an industry, which is actually, I’m trying to think, it’s probably closest to being a pitcher on a baseball field because the pitcher has the ball every time. They’re kind of in control of their own destiny. Not that they don’t have to interact with their teammates, but most financial advisors, when they get into the business, it is literally survival of the fittest. They’re the janitor. They’re the marketer. They’re the salesperson. They’re the service provider. Until they start to have success and they’re like, “Oh, shoot, I need a team.” And they have to start to build a team. But the problem is all of the habits that led to that success are counterintuitive because it was all based on ‘them’ and ‘I’ and ‘me.’ And now it becomes ‘we’ and ‘team’ and ’empowering’ and pouring into others.

And it’s just to go from financial advisor to business owner to CEO, it’s a very different set of rules. And so, on that specific topic, one of the things I see is oftentimes there’s just this disconnect in how they’re showing up to the team because they’ve never had to do it before. It’s new learned habits. So, on your personal journey of growth, when you’re like, “Hey, I kind of have to look in the mirror here first, work on me before I can start to lead others,” how did you get there? Because I think there’s this self-awareness thing that has to happen, and there’s also this I got to be able to, like, swallow some tough medicine that I don’t want to hear that has to happen to get there. What are your thoughts? Or how do people develop that?

Ken Crenshaw: Wow. That might be as loaded a question that I ever got right there, but it’s so powerful and as I get older and some of the people that I’m lucky enough to hang around or some of the greatest personal coaches on planet Earth, so it’s like, wow, how did I chew on that myself? And I’ll rewind back to I’m 14 years old. My mom and dad had separated. I’m kind of in this weird space of probably a lot of hormones and things going on, and my dad had kind of exited the scene and he gave me some incredibly great gifts and values and stuff that he taught me before then.

But there was a moment when I’m like, “All right. I’m kind of this guy that’s spinning out here.” And my mom was unbelievable mom and loyal and just really stood for me. But I had a high school coach and I mentioned a while ago, Ron Becker, he pulled me over and he actually said that, “I’m not going to put you on the team for a couple of reasons.” And he said, “Do you know how much talent you have?” He just asked me a question. He was really direct and blunt.

And I can only imagine my body language at the moment, just what I was portraying. And he said, “You’re the most talented guy out here on the court, and you’ll never be as good as you should be until you learn how to work hard.” And that was probably the most profound shift in my life that I was like, whoa, man, he just kicked me in the stomach.

And then I walked away that day from practice with this deep feeling of I’m going to prove this guy wrong, right? But he didn’t just leave me out there. The next day after practice, I brought it the next day because I was like, I’m proving this guy wrong. And after practice, he came up and he said, “That was pretty good today. And that’s what it’s going to take for you to reach your full potential.”

And then from that day on, he just built me up every day. So, he gave me the truth and he gave me some love, some really tough love. And then it started building me back up and, man, it exploded in the next four years within, like, where he took me, and then subsequently, I started giving that to other people and I didn’t even know that I was doing, I was like, “Wow, how am I doing this?” And so, that’s when I realized the power of the team and that if you deliver the message to people correctly, responsibly, and probably, I guess, with maybe asking questions as to where they want to go, I always ask that, “Where do you go? Where do you want to go? What do you want to do? I’m here to help you get there.” And that lesson I learned from him was what opened the door for me.

And then all of a sudden, and 30 years later, I’m handing it out like Santa Claus every day. And you just have to do it responsibly. So, I think everybody has to look in the mirror and look at, what drives us as humans? We actually want to be a part of the club or the tribe or be accepted, right? We all want that. We all want love and acceptance and security. It’s just human desires.

And so, I think when you can step back from that and this has really helped me too, when I understood what I would classify as my point of view, I have a point of view on life and how it’s evolved for me, right? Like, everybody has a point of view, and most people have in their point of view, I’m not good enough. I’m not enough of something. Promises, me and you, Brad, we talk for another 20 minutes, I can probably help you find it. And that I’m not enoughness drives us at times to do spectacular stuff, like spectacular stuff to overcome that thought we have in our mind that I’m not good enough. None of it’s true, we just start to believe it, and then try to overcome it by obsessive work or attention to information or whatever it is.

And then other people take it and they let it drive them to a bad place. It’s like, oh, well, I’m not good enough, so maybe I’m going to start drinking or whatever. So, there’s a split in the road where you get to make a decision. It’s a choice. And most of the time, I would say almost all the time, the story that you’ve made up in your own head is not even true, but we believe it. And then we start to collapse our thoughts with our feelings and our emotions.

And what I’ve learned is that we all have that point of view. And if you can be aware or conscious of when it’s helping you and when it’s hurting you, then you can step back and go, I just choose not to go down the road of it hurting me right now. I’m only going to use it to serve me well. And I think that is something that if everybody can really get to, you’ll really find some freedom in your life. And again, I’ve been really lucky to hang out with some elite people that have taught me a lot of these things. I didn’t just come up with all this, and I won’t.

So, who you’re being in the world is really going to be how you come out to others. It’s not what you say. It’s not what you have. It’s like who you’re being, who do you show up. If you’re a nice guy that shows up inspired and consistent every day, well, then that’s who you’re being. And people are going to either follow that or not based upon who you’re being.

Brad Johnson: Love that. So, you’re already going down the mindset path. So, let’s keep going down that path.

Ken Crenshaw: Sorry, you got me all fired up here.

Brad Johnson: Hey, dude, this is exactly– I’m just trying to ask good questions and get the hell out of the way. That’s my goal here, Ken. So, being a guy that originally got into Major League Baseball, primarily, I’m going to assume almost fully focused on the physical side of the game, whether it’s performance, like strength and conditioning. Obviously, you’re ever seeing a lot of guys that do that and then, obviously, recovering from injuries, prepping, stretching, all the stuff that goes into elite athletic performance, right?

But now, we’re getting, and I’ve seen a shift, my sister-in-law is actually sports psych for K-State, the D1 school right down the road. And that wasn’t even a thing, I think, 10 years ago, at least the D1 level. And I’ve just seen this massive shift in athletic performance focusing a lot more on mindset and everything you were just talking about there. So, I would love like maybe a history lesson. You’ve seen it all unfold, like, when did that become a thing in Major League Baseball? Did it start in Major League Baseball? Was it in NFL or NBA? Did it start in other pro sports and got to major leagues? And then give us a history lesson and then I’ll throw a few follow-ups and what you focus on today.

Ken Crenshaw: I mean, I don’t know that I’m the exact person to give the history of mental skills or mental performance, mental conditioning. It’s taking all kinds of different names now. We call it mental performance. But what happened over the years, when I started back in the late 80s, early 90s, when I was with Atlanta, I do remember we had a guy named Dr. Jack Llewellyn, and he was just, I think, your kind of standard middle of the road sports psychologist that worked in an office. And somehow, he had developed a connection with John Smoltz, who was struggling with some kind of control problems. And that was my first recollection of it. I was like, oh, okay, well, maybe this guy can help him outside of the physical component, maybe the mental component. I didn’t know good or bad.

And then, again, my path has been so blessed. I went to Tampa and our first year in Tampa, we hired a mental performance guy named Harvey Dorfman. And if you look up Harvey, he’s a legend in the business. He was one of the first guys that really went down that space. And he did a lot of work with a guy named Ken Ravizza who’s passed away but is very well known in the sports psychology area.

But Harvey would show up and he would put a uniform on, and he was so relatable to players. He was funny, but he could really get down to the nitty-gritty of what was limiting them. And I was just like, wow, this is so powerful. I’ve never seen this. So, that was cool. And then Harvey had moved on after a few years, and then we didn’t really have anyone. We kind of evolved to more of a traditional employee assistance program, like, psychiatry people and a few sports psychologists, but they were dealing with more, like, abuse-type things, family-type problems, not just working in the mental performance.

So, then when I got to Arizona, we didn’t have anyone in that space. And I met this guy named Peter Crone and, man, talking about incredible, he was really powerful, what he knew, and a lot of the things I’ve shared with you, I’ve directly got from Peter. But he had such a great way of understanding how the human mind can limit itself. And he could unwind players, like, within 10 minutes, he’d be talking to them. And what I saw him do a lot was he would create a future from a future. I know Matt and and Chris love this. But he would create this future for them because most people are driven off of something that’s happened in the past or something that hasn’t even happened in the future, and it starts to limit them.

Chris talks about this a lot. We have all of these possibilities when we’re young and growing up. And then all of a sudden, we start piling on these limitations, like, oh, well, my mom said I couldn’t do this or my coach said I couldn’t do it and/or my own mind started telling me we couldn’t do this. And so, when I saw what Peter could do, I was like, wow, this is really powerful. And he would create a future from the future.

And examples like this, a player struggling struck out two or three times, their natural tendency is to be like, well, I struck out the last two times, I don’t want to strike out again. But their present is operating off the past of what’s already happened. And obviously, you can understand that’s not very freeing, easy space to perform from.

So, Peter would always say, well, what if I told you the next 10 times you get up to bat, you’re going to get it hit, which he was creating a future for them. And he would ask them, like, how would you feel? And they would be like, I’d be feeling pretty good. And he goes, I want you to go out tonight and I want you to pretend that the next 10 bats, you’re going to get it hit. And even if you don’t keep pretending that because that freedom of mind space is going to allow you to perform and your body to do its thing in a much more ease place than, he always says, a deceased place.

And so, subsequently, I work with a lot of hurt players. I’ve been hurt myself. I had an ACL reconstruction and that got me into the business. So, I know what it’s like to be hurt. And when you’re hurt and you can’t be a part of the tribe or the team, you start to question your own value and put stuff in your own mind that’s not even true. And so, I love working with players in this space of creating for them, what are you thinking and how do you actually not think in that space, but think of a free or easier space.

And the last, Zach Brandon is our mental skills director. And we got Sydney Masters and Charley Jauss. And they’re underneath my umbrella and our Sports and Medicine Performance, but they’re incredible at what they do. And they work in those spaces with players that are hurt or healthy guys just trying to get them to strengthen the mind, not just the body. And we have people that do that too.

And then there’s this big blend between maybe what I’m doing with the rehab guy and then what they’ll do with him, and then there are strength and conditioning people. So, we all try to be very integrated and work together in that space. And I’ve just seen a lot of big value. And I think players really, they honestly respect that and they know the value of it. So, that’s kind of how we’ve got to where we’re at.

Brad Johnson: I appreciate that rundown. I figured you’d be able to put together a pretty cool history, Ken, and I was right. So, I’ll tell you something that immediately hits home with me. So, the creating a future off of a future, my analogy in our space to the guy that struck out the last two or three times of bat, it’s like a financial advisor that had a great first appointment, had three incredible prospects in a row. And they all said, “I’ll think about it. See you later.” And they never come back.

And I’ve seen advisors go through that slump where they get in their own head, and now, they’re all uptight versus just being themselves and being natural in appointment. And I love the shift. I think that can apply so much to our business of what happens if the next 10 people you sat with all said, yes, what would that look like? How would you show up in that meeting? How relaxed would you be, just like you want them to be relaxed at the plate, right? And so, I think that directly applies to our space. I love that.

So, I want to go to, I know we don’t have a ton of time left here. You’re dealing with the most elite of elite athletes in the world. And so, I would assume if you make it to Major League Baseball, you are blessed with physical gifts, whether it’s incredible reaction speed and incredible arm, incredible strength, speed, whatever that may be. If you had to put a percentage on, here is the factor that leads to success in Major League Baseball and this percent is directly related to physical gifts, DNA, and this percentage is related to mindset and approach and you had this, say, a percentage, this and that, after all the years you’ve been doing this, what would you say?

Ken Crenshaw: Yeah, I would say 70% is the physical gifts they got. I mean, because what these guys can do is really special, obviously. But man, the 30% that I would say is in the mental space is the difference maker because you see a lot of guys that have that 70%, maybe even more. They may have like 80% of the gifts that they’re given, but they can’t make it. And then you’ll see those guys did have that 60% gift, but they can make it. They have the belief, they have the resilience of mindset and all of that to just keep on digging. And so, that’s always intrigued me.

But, yeah, if I had to put a number, I’d probably say 70/30, but there’s a lot of space to be had in that 30%. Like, how do you improve that? And I think for years and years, we just trained the physical component. And now, we’re starting to see that mindset is really powerful. And I think that even comes down to, honestly, even in my area and selection, like, I got a lot of Navy SEAL friends and I love what they stand for and all that. And they almost have like a D selection process. If you can’t make all the physical challenges and the mental part of things, you’re just not going to make it, whereas here, we’re projecting that somebody is going to be something when we take them.

But I think we’re refining our process to what things are we looking for. In our Sports and Medicine Performance team, there’s certain things that I’m looking for before you’re even going to get an opportunity to be an intern or come and hang out with us because they’re so rare. And if you’re not looking for those rarities, you’re probably not going to find the people that you want to make an elite team. And I really love to work in the space of elite. Good is just okay. I want to be great, and you have to work in those spaces.

And so, we do the same thing with our players. Selection is such a critical part of the game, but you watch their physical tools more than you actually get to know who they are, but it’s really important. And I’m sure even in your business, you start figuring out the ones that can and the ones that can’t or a lot of it’s based on their mindset as well.

Brad Johnson: Yeah. Yeah, there’s a natural, back to the stories, the false narratives that I see a lot, whether it’s in baseball or in finance, you’re defeated if you already defeat yourself. If you’ve already switched off, well, I can’t do it. This guy’s just a– we see that a lot in our space where here’s this very gifted financial advisor that does this amount of revenue or they’ve grown their business, this percentage over the last year. And unfortunately, I’ve been in a lot of coaching conversations over the years where that advisor is done before they even start because they’re like, well, they’re just special. I can do what they do.

And the truth is, they’re not. They’re another human just like us, but they just put it in the reps, done the preparation, done the mindset work, whatever it is. I would think baseball, just looking at all professional sports, I mean, you’re doing really well if you’re successful 30% of the time at the point in baseball. So, it’s basically a lot of like how to not get in your own head when you’re seven out of ten times, you’re not getting the hit. So, when you look back at all your years in professional baseball, do you have a story that sticks out, back to that 30% mindset of somebody that came in was struggling or they had a bad injury that kind of derailed their career and then they battled through that 30% mindset, turned the corner, and ended up having a success?

Ken Crenshaw: Yeah, I do, but before I go there, Brad, if you would honor me with just saying this one other piece for just people in general, and it probably relates more to people in my profession, the Sports Medicine and Performance, and/or your profession, I think what humans generally do is we love to gather information, right? It’s just, not everybody, but a lot of people that want to be good, they’re like, okay, I’m going to gather all of them, I’m going to read this, I’m going to do that, I’m going to do all these things. And I see it a lot in young athletic trainers or strength and conditioning people. And what they fail to do is actually play the information that they get because it’s safe to gather information. It’s scary to jump into playing it because when you play it, there’s transformation in that.

And I really try to push my people. Be more committed to transformation than you are gathering information because that’s a safe place to play. And when you have something, you go to this seminar and you learn this and that, you got to play it and see if it works because you’re going to add it to your system. And everybody has different systems set up in their life and their job. They either work or they don’t work. And I think when you really start to think, okay, let me start playing these things, then I think that’s when true personal growth and the possibilities of what you can get to are really powerful.

So, to segue, yeah, I’ve had several players that– we had a player, and I think if people are baseball fans, they’ll really know this guy. His name’s Craig Counsell. He’s the manager of the Cubs now. He was the manager of the Brewers. He played for us with the Diamondbacks in ‘06. And he played when we won the World Series in ‘01. I wasn’t here, but I luckily crossed paths with him at the end of his career. And he never had the most tools, but he had the most resilient mindset of virtually, any player that I’ve ever worked with. And there’s other ones too that are close in there. And he was hurt a lot, but he would never let that detour– his thought of being hurt just never became a problem. It was always an opportunity.

And I think that’s what I probably learn most from players that are like that, and humans in general, we have what we would consider problems. And again, those problems are just thoughts. They’re thoughts that we have in our head. And then we have a choice in that moment to say, all right, this is happening to me or this is happening for me. And sometimes, it just doesn’t make sense for it to be happening for you in the place that you’re in. But if you can just switch in that moment, that’s what I’ve seen in the very best players and the most resilient guys is they always switch that to, I’m going to fight through this because I know it’s going to make me better. And they’re very resilient and gritty.

I think that’s– Craig Counsell comes to my mind. I’ve had several other players that I’m like, wow, how do they keep doing this? Like, some of these guys are just walking on one leg, but they can go out there and compete at the very highest level with less than their best stuff and their best physical tools. So, that’s the beauty of having to hang around with the most elite people in the baseball world that I’ve really grown to appreciate.

Brad Johnson: Yeah. Did you ever happen to cross paths, this would have been earlier in your career, Cal Ripken, Jr.? Just obviously, the record for never missing a game for what, 2,000-plus games. Did you ever cross paths with him?

Ken Crenshaw: Yeah. Oddly enough, you say that. My middle son is name Wyatt Cal. He’s named after Cal. And I had a guy that I worked with in Tampa named Jamie Reed. He’s a medical director with the Texas Rangers now. Well, Jamie, before he came to Tampa and worked with me, he was with the Baltimore Orioles. So, he was the assistant trainer there and, obviously, had a great relationship with Cal. And so, every time we would go play Baltimore, after the game was over, we would get together, Jamie, and he would take me with him, and then Cal, and this other guy named Richie Bancells was the head trainer with the Orioles.

So, we would just hang out, and then I got to know Cal, and then pretty soon, we have these off days and we’d have big get-together over at Jamie’s house when they were in Florida. And so, I got to know who he was as a person. And man, he’s such an incredible dude. So incredible. I’m like, I want to name my middle son’s name after him. And I actually have a picture at home that has Cal’s holding Wyatt on his lap, and then my oldest son, Wacy, standing right beside him, who took a picture and he’s in the weight room. And Cal signed it and said, “This is what I call working out.” So, yeah, he’s an incredible dude. And I’ve been lucky again to cross paths with him.

Brad Johnson: Well, why he came to mind, that’s awesome to hear. It’s always cool when guys you see on TV that, obviously, a lot of professional athletes get put on a pedestal, right or wrong, but when they’re actually good dudes and good humans, that’s always cool to hear. But when I went there, it’s like, obviously, he had to have played hurt during that time span to never miss that many games. Was there something you saw in him that flipped that scene?

Ken Crenshaw: Yeah. Well, I mean, he probably had another level of that mental edge because Jamie told me some stories about when he was with him and he sliced his knee open, I think they were in New York, on a sprinkler head, and he had to have 20, 30 stitches. And he played the next day. And I don’t know if you remember, but he was in all-star game in Seattle. I don’t know what year it was. And they were taking a picture, and the stands they were standing on broke, and somebody fell off and broke his nose. This is an all-star game. Broke his nose, like, it was either the day before the game or day of. And he ends up playing. And the dude had obviously an exceptional ability to handle pain and then, obviously, had been lucky and a lot of work and everything that went into him. But yeah, he was a very special human. It’s no secret how he did what he did.

Brad Johnson: Yeah. Well, I know we’re getting close to time. Time for one more baseball question and then a live question. That work for you?

Ken Crenshaw: Okay, perfect.

Brad Johnson: All right. Obviously, as long as you’ve done it, you’ve seen a ton of incredible baseball stories, whether it’s individuals or teams. And you’re part of, obviously, a World Series championship in Atlanta when you were there. But if you said, hey, here’s a fun Major League Baseball story to kind of leave everybody with, that obviously you can tell publicly, is there a certain story that comes to mind?

Ken Crenshaw: Well, that’s put my Rolodex on a stress level right now. How do I…

Brad Johnson: Got a lot to pick from, I’m sure.

Ken Crenshaw: Yeah, I mean, we always had some characters when I was in Tampa and we didn’t have very good teams. We didn’t play very good, but we always had some interesting stories around those times. So, one of them, and I was, again, lucky enough, we had Wade Boggs who’s a Hall of Famer, a lot of people probably know if you know much about baseball. And I grew up on the ranch back in New Mexico, and we loved to get in the mountains and hunt and do all these other things. And he had always told me that he always wanted to go hunting or at least go riding in the mountains.

And so, I set up one of my friends who was kind of a horseback guide back home, and I said, “Hey, why don’t you fly out? Bring your wife.” And I said, “Have you ever rode a horse?” And he’s like, “Well, yeah, I rode it before. My wife’s a really good rider.” So, I didn’t have much. Thanks, I thought everything was going to be good. And mind you, this is before Wade got his 3,000 hit, which is a big milestone, like a Hall of Fame type things.

And so, he comes out to New Mexico, and my buddy’s got– I told him, I said, “Hey, put him on a pretty easy horse, one that’ll follow the other ones. I don’t know how well he ride.” So, we’re getting ready to take off up the mountain here, and I asked Wade again. I’m like, “How much have you rode?” And he goes, “Oh, well, I rode the back of the horse in the World Series parade in Yankee Stadium.” And he goes, “But that’s about it.” And I’m just like, I’m just scratching my head going, “Oh my gosh, this is going to be a long day.” And his wife was an excellent rider. She had rode a lot of horses wherever, but she was good at it.

So, anyway, I was the last guy in the trail of about five people. And Wade kept getting his hat knocked off or something, and I bet I picked his hat up a thousand times that day. I’d have to get off, right? I got so good at lean off my horse, pick his hat up, and give it back to him just because he hadn’t rode. But I’m like, man, he really tricked me there. I thought he was a really good at horseback riding and he rode a horse one time. So, I was feeling pretty nervous about hurting this guy who’s going to be in the Hall of Fame in his last year or so, riding horseback with me in New Mexico.

Brad Johnson: Yeah. Not how you want your athletic training career to be remembered, right?

Ken Crenshaw: I don’t know.

Brad Johnson: And obviously, ended up okay because he got his 3,000 hits.

Ken Crenshaw: Yeah, yeah. He did.

Brad Johnson: That’s fun. Well, Ken, this has been awesome, man. So, thanks for carving out the time. And obviously, this is the Do Business. Do Life podcast. And at Triad, that’s our mission. You’ve talked a lot about your mission there, but it’s to help our members, to help our team have unlimited growth and freedom in both business and in life. And we believe that’s a true integration. We don’t believe there’s a separation of those two. So, I would love to hear, Ken, your definition of what’s Do Business. Do Life mean to you?

Ken Crenshaw: Yeah. When I think Do Business, I think that we all have some sort of profession and thing in life that we do really well. Okay? And mine just happens to be in the medical and performance area. And I’ve evolved into this kind of team building and development of people space. But when it comes to people that are in your business, like I’ve got a guy or two guys that I lean on in the financial world, I just don’t know that. So, when I think Do Business, I’m like, do the business you know, but make sure you let people that are really good at doing their business help you out, and that creates your own personal team to really help you make good decisions because you can’t go at this thing alone, like, life, it’s uncertain as it is and life’s going to offer you people and circumstances that really show you where you’re limited.

And that’s something that Peter Crone gave me back, back in the day. And man, he’s been true every time. So, you’re going to have these circumstances that really test you, who you are. And I think that’s where, when I talk about life, it’s like take those on and really look at them as an opportunity for growth, no matter what it is, and stop yourself and go, “Am what I thinking right now, is that productive or not?” And if you can just be aware in that moment that, hey, this is just a thought and I have a choice here to believe it or not or to change the way I think about something, then you’re going to have power in your life.

And I think if I summed it all up, I would say, let’s do business and do life. And in business, man, make sure you have sound people like yourself advising you. And in life, be open to learning and keeping an open mind to how you grow as a person. That’s how you help others grow.

Brad Johnson: Thanks for sharing that, Ken. Got it. Be open to thinking about your own thinking at the end of the day.

Ken Crenshaw: I agree.

Brad Johnson: So, well, hey, man, this has been a lot of fun. I knew it would be. Chris and Matt spoke very highly of you. And it’s been awesome to have a conversation with you. So, hope to cross paths in person someday, but until then, be well. And thank you so much for sharing.

Ken Crenshaw: Yeah. Thank you, Brad. Thanks for having me. It’s been a blast.

Brad Johnson: All right. See you, Ken.

Ken Crenshaw: Okay, take care.


These conversations are intended to provide financial advisors with ideas, strategies,
concepts and tools that could be incorporated into the advisory practice, advisors are
responsible for ensuring implementation of anything discussed is in accordance with
any and all regulatory and compliance responsibilities and obligations.


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