July 6, 2025 • 22 mins
Episode Summary
Leadership is performance—but most leaders are doing it without a locker room. In this raw solo episode, Coach Mo reveals the overlooked reason so many high performers hit burnout: they’re carrying emotional weight with no place to reset, reflect, or get held accountable. Drawing from his experience as a college football player, Coach Mo explains why leaders need more than motivation—they need reps. The Inner Arena was built for this. If you’re tired of leading solo, this episode is your wake-up call.
Key Takeaways
- Burnout Is Isolation, Not Just Overwork
Leaders are burning out because they lack a space to reset and get real—what athletes call the locker room. - Accountability Requires a Team
Without peers to challenge you, the inner critic grows louder—and so does self-doubt and disengagement. - Reps, Not Theory
You can’t outread burnout. Leadership transformation requires mental reps: pause, breathe, visualize, act. - The Inner Arena = The Locker Room
A modern-day locker room for leaders to train, reset, and be held accountable without judgment.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
Welcome to another episode of the let's Think About
it podcast.
I'm your host, coach Mo, andtoday I'm going to talk about
something that just sparked mymind over the weekend the locker
room and I'm going to touch onleadership.
You don't have a locker roomand this had me, like, really
(00:24):
thinking, like when I used toplay sports.
I play college football, ucDavis, and one of the aspects
that I enjoyed the most aboutplaying college football was the
locker room and that was thissacred, sacred space where
athletes get together and wehold each other accountable.
(00:49):
We are open with each other andwe just have this safe space to
drop the armor and get real,hold each other accountable, do
what we say we're going to doand go as one.
I was thinking about that thisover the weekend and I was like,
(01:10):
damn, there's no locker roomfor leadership, right?
So think about it as leadersshowing up day in and day out to
get the performance, to show up, to perform at a high level,
meet quotas, meet deadlines,reach sales quotas the whole
(01:31):
nine and we're taught to go goMore often than not.
We're showing up to be therefor everyone else.
We're holding it together.
We're the rock of the team,we're leading the team, but
without a locker room.
(01:51):
Where do you have theopportunity to really share
where you're leaking energy from?
Where do you have theopportunity to lower your guards
, to open up and share whereyou're struggling at and not be
(02:14):
judged behind it?
That's what I used to do in thelocker room.
The locker room is like thisbond that you have with others.
That's going through somethingvery similar on the team as
we're trying to move in onedirection as a whole In
(02:36):
leadership.
Yeah, we're trying to moveteams forward, but we don't have
that sacred space to discussour challenges.
That's the issue.
So, as leaders, we show upcarrying other people's baggage
(02:58):
and working diligently to maskit.
To mask it, and as we mask it,we continuously leak energy, and
that's hard.
It's really hard because here'swhat we're carrying.
One we're carrying thepersonnel drama that we're
dealing with, the people thatwe're supervising.
We're carrying their drama.
(03:19):
We're dealing with theirattendance, their performance,
their team goals, their results.
All of that's on our shoulders.
And then there's our leadership, senior management,
expectations and goals andresults that they want on us,
and the policy changes, thebureaucracy, the shifts all of
(03:40):
these things is coming fromupper management down, and here.
You're in that middle zone,right, you have to manage that.
And then you have to show up toprotect your team, but then, at
the same time, hold themaccountable.
And let's face it, sometimesthat shit is hard, it's very
(04:00):
hard, and you find yourself inthis position that you're
carrying it solo.
Yes, some of us do have coachesthat we work with, but majority
leaders don't do that.
We just carry it.
We carry it for the teambecause that's how we're built
to carry it.
And so, over time, over time,we start to lose our mojo, we
(04:25):
start to lose our purpose.
Why are we carrying this?
What am I doing?
Losing the swag, as I talkedabout in previous recordings.
We start to lose that.
So what do you do?
You put on this mask and youjust press forward, because
(04:48):
that's how you're taught togrind and eventually things will
get better.
But what if it doesn't getbetter?
Then what?
Burnout, that's what.
And I'm not here to try tomotivate you, I'm not here to
try to teach you a theory.
(05:09):
I'm just being real.
Let's think about it.
I'm thinking back when I was anathlete and playing sports,
going through the summer inpreparation for the football
season In Davis, california,where it gets up to as hot as
(05:29):
110, 12, 13, 14 degrees, and yougot to train and prepare your
body for the long footballseason.
Doing that shit solo was hard.
It was really hard In the heat,working out, going to the gym,
hitting the weights,conditioning, all of that.
(05:50):
Hold on you trying to do thatby yourself.
There's no one there to holdyou accountable but yourself,
and if you're trying to holdyourself accountable, you let
yourself off the hook more oftenthan not.
You let yourself off the hookmore often than not.
So in the locker room it was agroup of us, it was a team of us
, right?
There's usually in collegesports, there's about 75 kids on
(06:14):
the football team and thefootball team is broken into
units, and so I was on adefensive back unit.
So it was about 25 of us andthe DB unit defensive back DB
unit.
We held each other accountablebecause we wanted to make sure
that we came into camp in shape,ready to go.
(06:36):
We held each other accountablefor every rep, for every rep of
bench presses, squats, sprints,laps, you name it.
That's what the locker room wasfor.
We had opportunities to justshare about each other, drop the
armor off and just get to knoweach other, what we like, what
(06:59):
we dislike, and all of that.
And so thinking about that,damn, that was great because I
had guys in my corner whoprotected me and helped me train
to be the best version ofmyself on the football field.
But then you get into theprofessional world.
What happened to the lockerroom?
(07:22):
Where is the locker room?
Where is your locker room?
Where is your locker room?
Where's my locker room?
I'll tell you where my lockerroom is.
It's the inner arena and that'ssomething that I'm creating.
But let's talk about the lockerroom.
Where do you go when you'restuck and you're afraid to
approach a difficultconversation with an employee?
(07:44):
Do you hold on to that fearuntil it goes away?
Who's in your corner to holdyou accountable, to make sure
that you're having thatconversation?
Obviously, some of us havecoaches, which is a phenomenal
thing, phenomenal which is aphenomenal thing, phenomenal.
(08:08):
But what if you could have agroup of individuals from all
walks of life that share thesame locker room that you share,
that's going through thesimilar struggles that you may
be encountering, and you takereps on how to fix those
situations.
You learn how to reset in realtime to condition your
(08:32):
leadership.
What if that existed?
How would you show up as aleader then?
So think about that.
A lot of us leaders were burntout.
Let's call it for what it is.
We burnt out with all thedemands that's coming from the
(08:52):
top, the demands that's comingfrom the staffs that we oversee.
Hell, let's call it what it is.
Let's just say you're aprofessional and you're not even
leading nobody.
All the demands that comes inyour role.
Right?
How are you balancing that out?
How are you staying disciplinedTo get your reps in?
(09:14):
What is a rep?
Mental rep, mental reset, reps,the pause.
Breathe and visualize whatoutput that you want, what
outcome that you want.
That's a reset.
How often do we do that?
How often do we do that?
(09:34):
But if we have a locker roomwhere we train to do that and we
have teammates that hold usaccountable in doing that, it
get out of our own way.
See, that's powerful.
(10:05):
And see, we carry this mask dayin and day out.
As we carry this mask, theinner critic gets louder and
louder.
Let's picture your voice that'stelling you this narrative to
play small every single time.
That's the inner critic.
And see, we trust our voice.
We trust that voice that wehear, because it sounds like us.
(10:30):
When you're alone, it'sdifferent than when you're
alongside your peers who aredealing with similar things that
you're going through.
You feel as though it's notgoing to work Not for me and
(10:50):
there's this fear that's present, that's just hanging over your
head and you don't know what todo.
You don't know how to call itout.
Then shame comes into play,because you're supposed to be
the one in charge.
What do you look like?
Asking someone for help?
(11:13):
You're supposed to be the oneto have it together for help.
You're supposed to be the oneto have it together.
See, that's the inner criticmasked in your voice.
And you believe that shit youdo.
But in the locker room we callthat shit out.
We call it out and we see it.
(11:34):
My teammate wouldn't be afraidout and we see it.
My teammate wouldn't be afraidto tell me in my face Mo, you
need to step your game up.
You need to X, y, z.
You didn't do this and this.
You're doing the drillshalf-assed.
What's going on?
Let's talk this shit out.
That's what you get in thelocker room.
So in our leadership roles, ourprofessional roles, we're going
(12:00):
at it solo.
We're going at it the best waythat we think we can.
And we attend trainings, weattend seminars and there's
absolutely nothing wrong withthat and you walk out.
You walk away excited, happy,I'm going to apply this tool.
You even take all of thesenotes and guess what happens?
The notes stay in the notepad,the books stay on the shelves
(12:26):
because, while in theory itsounds like this can help your
situation, but somewhere in yourhead the inner critic is
telling you it doesn't workbecause your situation is
different and you believe thatvoice.
And so guess what happens?
Nothing happens.
(12:48):
You mention your goals, of whatyou're trying to achieve, and we
rally around your goals andhold you accountable to it and
call you out when you'reslipping.
See, that's how you reach thosenew heights, those new levels
through accountability.
We help you tame that punk assinner critic and we simmer it
(13:16):
down.
We change the narrative in yourvoice that you hear in your
head.
This isn't therapy.
This isn't therapeutic.
This is just real rep-drivenconditioning on leadership, just
like you would do on a footballfield, just like you would do
on a basketball court, just likeyou would do on a baseball
(13:36):
field.
It's rep-driven, baby.
That's how you get there.
But then, when it comes toleadership, we're not rep-driven
.
We're making it up as we go.
We're writing, we're reacting,we're just reacting and as
different initiatives come down,we react.
We forget to respond becausewe're reacting, react, react,
(14:02):
react.
Nah, we got to be rep-driven.
That's what I'm teachingRep-driven how do we train our
minds to?
To pause, to breathe, tovisualize and take action during
(14:26):
the fight?
During the fight, how do we dothat?
That's what's missing in ourleadership development.
We're not doing that.
Getting our swag back,self-awareness why?
Power, action, alignment andgrit Swag.
(14:54):
What are we doing to train forswag?
That's what's missing inleadership.
I get it.
I'm that leader too that showup.
I want to be there for my team.
I want to be there, I want togive them mentorship, I want to
give them ideas, I want to helpthem grow to the fullest.
But then when they're notlearning the way that you expect
(15:16):
them to learn or want them tolearn, or they're not following
your instructions to the T, it'sheartbreaking, it's draining,
because now you got to go backand you got to fix it.
They should know this.
And then in that process initself is draining.
And then guess who carries it?
We do as leaders, we carry that, and the more we carry, the
(15:44):
more we start to get burned out,the more we start to disengage
with our own purpose of whywe're doing this.
At least we think we know whywe're doing this, but the energy
that we're showing up with isdifferent.
It's deflating, it'sdemoralizing, because you're at
(16:09):
it, alone, solo, no locker roomto talk to, and the people that
you want to talk to you don'ttrust them to talk to you, to
talk.
If I tell't trust them to talkto you, to talk.
If I tell them what I'mactually going through, they're
going to judge me a certain way,and if they judge me a certain
way, I'm not going to be viewedas a credible leader.
You know what?
(16:34):
Nah, I'm not going to sayanything about what I'm dealing
with, or I'm not going to bringthis up, because they already
got enough stuff on their plate.
I'm not going to bother them,I'll just figure it out.
Guess what?
You never figure it out.
You just continue to carry itand you continue to sink and
sink.
So then, what do you do?
I'm going to find another job?
Cool, you find another job, butnotice, when you go to the
(16:56):
other job, the pattern repeatsitself.
That's because you don't have alocker room, and that's what
I'm creating with the innerarena.
There's a locker room.
I'm not trying to recruit you,don't get it twisted.
I'm just speaking facts.
I'm speaking from the mindsetof an athlete that's applying it
(17:18):
in a leadership space, becausemost teams that perform at the
highest level, their locker roomis intact.
They have a locker room.
And, man, we're doing so much inleadership independently.
Where's your locker room?
(17:40):
And that's where I'm comingfrom.
Not to knock anything thatanybody is doing, but if you're
carrying so much for so manyother people, where's your
locker room?
Who's uplifting you?
Who's holding you accountable?
(18:01):
Who's calling you out on yourBS that you bring to the table?
Because we all bring some formof BS that we're trying to
camouflage across ourselves, butour locker room can call us on
it and hold us accountable, andthat's it.
When you have that space, itelevates you.
(18:23):
It elevates you as a person, asan athlete, as a leader.
The locker room yes, let's bringthat back and that's what I'm
doing with the inner arena.
No fluff, no therapy, just realtalk, real shit and all
(18:47):
training, rep drivenconditioning for leadership.
That's the inner arena and it'snot open yet, but you want in
and this is powerful.
That's being with what's beingcreated a freaking locker room
(19:09):
for leaders to take off thearmor and get rep driven and
then put back on the armor andgo back into the field and come
back and be held accountable andhave people that really care
about your success.
(19:29):
Call your BS out when they seeit.
Now, how powerful is that?
That's the inner arena.
Trust me on this.
You want to ride with me?
Ride with your boy, I love it.
Leadership we need a locker roomin this space because we carry
(19:55):
a lot for so many.
Think about the policies, thechanges, the environment,
leadership dynamics, personneldynamics, return on investments,
business sales marketing, salesmarketing, all of it, all of it
(20:18):
.
A lot of us are responsible forcertain results and we carry
that because we care, we'repassionate.
But, man, when you are aroundyour teammates in the locker
(20:44):
room who actually celebrate youand hold you to your greatness,
that's power, that's purpose,that's drive, and I'm excited
for this concept and this wasthe thought that just literally
came in my head about the lockerroom, and I was already
building the inner arena, but Ireally connected me this weekend
(21:05):
.
The inner arena is the lockerroom.
I'm inviting you into thelocker room.
If you want in, just DM meInner Arena.
Instagram that's Coach MoCoaching.
(21:27):
Send me a direct message InnerArena.
Hit me on LinkedIn.
Direct message me.
Direct message me at MauriceMabry, inner Arena, and I will
lock you in for when we aregoing to release, you will be
the first one to receive all theimportant information about the
(21:54):
Inner Arena.
So there it is, thank you.
Welcome to another episode of the let's Think About
it podcast.
I'm your host, coach Mo, andtoday I'm going to talk about
something that just sparked mymind over the weekend the locker
room and I'm going to touch onleadership.
You don't have a locker roomand this had me, like, really
(00:24):
thinking, like when I used toplay sports.
I play college football, ucDavis, and one of the aspects
that I enjoyed the most aboutplaying college football was the
locker room and that was thissacred, sacred space where
athletes get together and wehold each other accountable.
(00:49):
We are open with each other andwe just have this safe space to
drop the armor and get real,hold each other accountable, do
what we say we're going to doand go as one.
I was thinking about that thisover the weekend and I was like,
(01:10):
damn, there's no locker roomfor leadership, right?
So think about it as leadersshowing up day in and day out to
get the performance, to show up, to perform at a high level,
meet quotas, meet deadlines,reach sales quotas the whole
(01:31):
nine and we're taught to go goMore often than not.
We're showing up to be therefor everyone else.
We're holding it together.
We're the rock of the team,we're leading the team, but
without a locker room.
(01:51):
Where do you have theopportunity to really share
where you're leaking energy from?
Where do you have theopportunity to lower your guards
, to open up and share whereyou're struggling at and not be
(02:14):
judged behind it?
That's what I used to do in thelocker room.
The locker room is like thisbond that you have with others.
That's going through somethingvery similar on the team as
we're trying to move in onedirection as a whole In
(02:36):
leadership.
Yeah, we're trying to moveteams forward, but we don't have
that sacred space to discussour challenges.
That's the issue.
So, as leaders, we show upcarrying other people's baggage
(02:58):
and working diligently to maskit.
To mask it, and as we mask it,we continuously leak energy, and
that's hard.
It's really hard because here'swhat we're carrying.
One we're carrying thepersonnel drama that we're
dealing with, the people thatwe're supervising.
We're carrying their drama.
(03:19):
We're dealing with theirattendance, their performance,
their team goals, their results.
All of that's on our shoulders.
And then there's our leadership, senior management,
expectations and goals andresults that they want on us,
and the policy changes, thebureaucracy, the shifts all of
(03:40):
these things is coming fromupper management down, and here.
You're in that middle zone,right, you have to manage that.
And then you have to show up toprotect your team, but then, at
the same time, hold themaccountable.
And let's face it, sometimesthat shit is hard, it's very
(04:00):
hard, and you find yourself inthis position that you're
carrying it solo.
Yes, some of us do have coachesthat we work with, but majority
leaders don't do that.
We just carry it.
We carry it for the teambecause that's how we're built
to carry it.
And so, over time, over time,we start to lose our mojo, we
(04:25):
start to lose our purpose.
Why are we carrying this?
What am I doing?
Losing the swag, as I talkedabout in previous recordings.
We start to lose that.
So what do you do?
You put on this mask and youjust press forward, because
(04:48):
that's how you're taught togrind and eventually things will
get better.
But what if it doesn't getbetter?
Then what?
Burnout, that's what.
And I'm not here to try tomotivate you, I'm not here to
try to teach you a theory.
(05:09):
I'm just being real.
Let's think about it.
I'm thinking back when I was anathlete and playing sports,
going through the summer inpreparation for the football
season In Davis, california,where it gets up to as hot as
(05:29):
110, 12, 13, 14 degrees, and yougot to train and prepare your
body for the long footballseason.
Doing that shit solo was hard.
It was really hard In the heat,working out, going to the gym,
hitting the weights,conditioning, all of that.
(05:50):
Hold on you trying to do thatby yourself.
There's no one there to holdyou accountable but yourself,
and if you're trying to holdyourself accountable, you let
yourself off the hook more oftenthan not.
You let yourself off the hookmore often than not.
So in the locker room it was agroup of us, it was a team of us
, right?
There's usually in collegesports, there's about 75 kids on
(06:14):
the football team and thefootball team is broken into
units, and so I was on adefensive back unit.
So it was about 25 of us andthe DB unit defensive back DB
unit.
We held each other accountablebecause we wanted to make sure
that we came into camp in shape,ready to go.
(06:36):
We held each other accountablefor every rep, for every rep of
bench presses, squats, sprints,laps, you name it.
That's what the locker room wasfor.
We had opportunities to justshare about each other, drop the
armor off and just get to knoweach other, what we like, what
(06:59):
we dislike, and all of that.
And so thinking about that,damn, that was great because I
had guys in my corner whoprotected me and helped me train
to be the best version ofmyself on the football field.
But then you get into theprofessional world.
What happened to the lockerroom?
(07:22):
Where is the locker room?
Where is your locker room?
Where is your locker room?
Where's my locker room?
I'll tell you where my lockerroom is.
It's the inner arena and that'ssomething that I'm creating.
But let's talk about the lockerroom.
Where do you go when you'restuck and you're afraid to
approach a difficultconversation with an employee?
(07:44):
Do you hold on to that fearuntil it goes away?
Who's in your corner to holdyou accountable, to make sure
that you're having thatconversation?
Obviously, some of us havecoaches, which is a phenomenal
thing, phenomenal which is aphenomenal thing, phenomenal.
(08:08):
But what if you could have agroup of individuals from all
walks of life that share thesame locker room that you share,
that's going through thesimilar struggles that you may
be encountering, and you takereps on how to fix those
situations.
You learn how to reset in realtime to condition your
(08:32):
leadership.
What if that existed?
How would you show up as aleader then?
So think about that.
A lot of us leaders were burntout.
Let's call it for what it is.
We burnt out with all thedemands that's coming from the
(08:52):
top, the demands that's comingfrom the staffs that we oversee.
Hell, let's call it what it is.
Let's just say you're aprofessional and you're not even
leading nobody.
All the demands that comes inyour role.
Right?
How are you balancing that out?
How are you staying disciplinedTo get your reps in?
(09:14):
What is a rep?
Mental rep, mental reset, reps,the pause.
Breathe and visualize whatoutput that you want, what
outcome that you want.
That's a reset.
How often do we do that?
How often do we do that?
(09:34):
But if we have a locker roomwhere we train to do that and we
have teammates that hold usaccountable in doing that, it
get out of our own way.
See, that's powerful.
(10:05):
And see, we carry this mask dayin and day out.
As we carry this mask, theinner critic gets louder and
louder.
Let's picture your voice that'stelling you this narrative to
play small every single time.
That's the inner critic.
And see, we trust our voice.
We trust that voice that wehear, because it sounds like us.
(10:30):
When you're alone, it'sdifferent than when you're
alongside your peers who aredealing with similar things that
you're going through.
You feel as though it's notgoing to work Not for me and
(10:50):
there's this fear that's present, that's just hanging over your
head and you don't know what todo.
You don't know how to call itout.
Then shame comes into play,because you're supposed to be
the one in charge.
What do you look like?
Asking someone for help?
(11:13):
You're supposed to be the oneto have it together for help.
You're supposed to be the oneto have it together.
See, that's the inner criticmasked in your voice.
And you believe that shit youdo.
But in the locker room we callthat shit out.
We call it out and we see it.
(11:34):
My teammate wouldn't be afraidout and we see it.
My teammate wouldn't be afraidto tell me in my face Mo, you
need to step your game up.
You need to X, y, z.
You didn't do this and this.
You're doing the drillshalf-assed.
What's going on?
Let's talk this shit out.
That's what you get in thelocker room.
So in our leadership roles, ourprofessional roles, we're going
(12:00):
at it solo.
We're going at it the best waythat we think we can.
And we attend trainings, weattend seminars and there's
absolutely nothing wrong withthat and you walk out.
You walk away excited, happy,I'm going to apply this tool.
You even take all of thesenotes and guess what happens?
The notes stay in the notepad,the books stay on the shelves
(12:26):
because, while in theory itsounds like this can help your
situation, but somewhere in yourhead the inner critic is
telling you it doesn't workbecause your situation is
different and you believe thatvoice.
And so guess what happens?
Nothing happens.
(12:48):
You mention your goals, of whatyou're trying to achieve, and we
rally around your goals andhold you accountable to it and
call you out when you'reslipping.
See, that's how you reach thosenew heights, those new levels
through accountability.
We help you tame that punk assinner critic and we simmer it
(13:16):
down.
We change the narrative in yourvoice that you hear in your
head.
This isn't therapy.
This isn't therapeutic.
This is just real rep-drivenconditioning on leadership, just
like you would do on a footballfield, just like you would do
on a basketball court, just likeyou would do on a baseball
(13:36):
field.
It's rep-driven, baby.
That's how you get there.
But then, when it comes toleadership, we're not rep-driven
.
We're making it up as we go.
We're writing, we're reacting,we're just reacting and as
different initiatives come down,we react.
We forget to respond becausewe're reacting, react, react,
(14:02):
react.
Nah, we got to be rep-driven.
That's what I'm teachingRep-driven how do we train our
minds to?
To pause, to breathe, tovisualize and take action during
(14:26):
the fight?
During the fight, how do we dothat?
That's what's missing in ourleadership development.
We're not doing that.
Getting our swag back,self-awareness why?
Power, action, alignment andgrit Swag.
(14:54):
What are we doing to train forswag?
That's what's missing inleadership.
I get it.
I'm that leader too that showup.
I want to be there for my team.
I want to be there, I want togive them mentorship, I want to
give them ideas, I want to helpthem grow to the fullest.
But then when they're notlearning the way that you expect
(15:16):
them to learn or want them tolearn, or they're not following
your instructions to the T, it'sheartbreaking, it's draining,
because now you got to go backand you got to fix it.
They should know this.
And then in that process initself is draining.
And then guess who carries it?
We do as leaders, we carry that, and the more we carry, the
(15:44):
more we start to get burned out,the more we start to disengage
with our own purpose of whywe're doing this.
At least we think we know whywe're doing this, but the energy
that we're showing up with isdifferent.
It's deflating, it'sdemoralizing, because you're at
(16:09):
it, alone, solo, no locker roomto talk to, and the people that
you want to talk to you don'ttrust them to talk to you, to
talk.
If I tell't trust them to talkto you, to talk.
If I tell them what I'mactually going through, they're
going to judge me a certain way,and if they judge me a certain
way, I'm not going to be viewedas a credible leader.
You know what?
(16:34):
Nah, I'm not going to sayanything about what I'm dealing
with, or I'm not going to bringthis up, because they already
got enough stuff on their plate.
I'm not going to bother them,I'll just figure it out.
Guess what?
You never figure it out.
You just continue to carry itand you continue to sink and
sink.
So then, what do you do?
I'm going to find another job?
Cool, you find another job, butnotice, when you go to the
(16:56):
other job, the pattern repeatsitself.
That's because you don't have alocker room, and that's what
I'm creating with the innerarena.
There's a locker room.
I'm not trying to recruit you,don't get it twisted.
I'm just speaking facts.
I'm speaking from the mindsetof an athlete that's applying it
(17:18):
in a leadership space, becausemost teams that perform at the
highest level, their locker roomis intact.
They have a locker room.
And, man, we're doing so much inleadership independently.
Where's your locker room?
(17:40):
And that's where I'm comingfrom.
Not to knock anything thatanybody is doing, but if you're
carrying so much for so manyother people, where's your
locker room?
Who's uplifting you?
Who's holding you accountable?
(18:01):
Who's calling you out on yourBS that you bring to the table?
Because we all bring some formof BS that we're trying to
camouflage across ourselves, butour locker room can call us on
it and hold us accountable, andthat's it.
When you have that space, itelevates you.
(18:23):
It elevates you as a person, asan athlete, as a leader.
The locker room yes, let's bringthat back and that's what I'm
doing with the inner arena.
No fluff, no therapy, just realtalk, real shit and all
(18:47):
training, rep drivenconditioning for leadership.
That's the inner arena and it'snot open yet, but you want in
and this is powerful.
That's being with what's beingcreated a freaking locker room
(19:09):
for leaders to take off thearmor and get rep driven and
then put back on the armor andgo back into the field and come
back and be held accountable andhave people that really care
about your success.
(19:29):
Call your BS out when they seeit.
Now, how powerful is that?
That's the inner arena.
Trust me on this.
You want to ride with me?
Ride with your boy, I love it.
Leadership we need a locker roomin this space because we carry
(19:55):
a lot for so many.
Think about the policies, thechanges, the environment,
leadership dynamics, personneldynamics, return on investments,
business sales marketing, salesmarketing, all of it, all of it
(20:18):
.
A lot of us are responsible forcertain results and we carry
that because we care, we'repassionate.
But, man, when you are aroundyour teammates in the locker
(20:44):
room who actually celebrate youand hold you to your greatness,
that's power, that's purpose,that's drive, and I'm excited
for this concept and this wasthe thought that just literally
came in my head about the lockerroom, and I was already
building the inner arena, but Ireally connected me this weekend
(21:05):
.
The inner arena is the lockerroom.
I'm inviting you into thelocker room.
If you want in, just DM meInner Arena.
Instagram that's Coach MoCoaching.
(21:27):
Send me a direct message InnerArena.
Hit me on LinkedIn.
Direct message me.
Direct message me at MauriceMabry, inner Arena, and I will
lock you in for when we aregoing to release, you will be
the first one to receive all theimportant information about the
(21:54):
Inner Arena.
So there it is, thank you.
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