2020 Weatherspoon Lecture with Jill Ellis

[Audience background conversations] [Dean Shackleford] Good evening, everyone. Welcome to the Weatherspoon distinguished
faculty scholar lecture series. This annual lecture has become one of the
most anticipated events of our year. Our objective with the series is to provide
lectures by outstanding scholars and leaders. Our purpose is to enrich the professional
lives of the members of the community and promote interesting discussion. Tonight, I’m delighted to have the chancellor
here with us. Chancellor Kevin Guskiewicz.
[applause] The chancellor lives a busy life. He has double booked tonight. So he told me he may have to leave early. But we completely understand. We are also delighted to have members of the
Weatherspoon family with us tonight, K. Weatherspoon, Blair [inaudible] and Christina Dowdy.
[applause] It’s now my honor to introduce our Weatherspoon
lecturer for this evening. Jill Ellis is the legendary coach of the United States Women’s National Soccer Team. In 2015 and 2019, the United States Women’s National Soccer Team won the World Cup Championship under her leadership, making her the second
coach to win back to back World Championships and the first female coach to do so. After being named head coach of the US Women’s
National Team in 2014. She had to largely rebuild the team while
monetizing the way it played soccer. Just under 13 months later, she led the team
to the 2015 World Championship. At the end of 2015, she was named FIFA’s Women’s
World Coach of the Year for women’s soccer. Marketing the first time an American had been
bestowed with this honor. That year, the US team won the SPS 14 of the
year 2015. She assumed the head coach position of the
US National Team after serving as Director of Development for the US National Youth teams
since January 2011. Prior to that time, she served as head coach
at University of Illinois and UCLA. She was an all American soccer player at William
& Mary, where she earned her BA in English literature and composition in 1988. In 2016, she was awarded an honorary degree
from her alma mater. She grew up in Portsmouth, England came to
the United States at the age of 15 and currently resides in Florida. We’re also pleased to welcome this evening
our own superstar coach, Anson Dorrance from our Women’s Soccer Team. This year’s lecture and Q&A period will be
moderated by Anson. At this time, I’m going to ask you to turn
off and put away all electronic devices. As a reminder no recordings or personal photography
is permitted during this lecture. Now, I ask all of you to provide a warm Carolina
Welcome to Anson and the 2019 Weatherspoon Lecture Jill Ellis.
[applause] [Anson Dorrance] Well, let me kick us off. First of all, I’m here with a lot of my team. I’ve asked them not to throw anything in this
direction. So if there any behavioral problems chancellor
let me know and we’ll take it out and practice and the next day. Obviously, this is a privilege for all of
us. To win a World Championship is an extraordinary
achievement to win, two back to back is absolutely unprecedented. So for me to sit here and have this conversation
with Jill, with all of you watching is certainly a privilege for me. Please know this. So we’ve got some questions we’re going to
go through that will give you a background and some of her more critical decisions. But at the end if there’s time left, we want
to open it up and we want a discussion. So this for us would be much more entertaining
and valuable platform. So let me start with this, your dad ran a
soccer academy in DC. I would imagine you spent some time watching
him work. Tell us what that experience did to help you
as you embarked on your coaching career. [Jill Ellis] Well, first of all, I’m absolutely
delighted to be here. I literally said to Anson out here, life comes
full circle when I was a senior, I’m just going to share, when I was a senior in high
school, my club team won the national championship. We actually were invited down to Chapel Hill
to play the women’s team and you’re coming in and you’re like national championships. We got thumped. That was my first introduction to Anson, so
it’s so delightful to be back here, not on the receiving end of a beating. But anyways, it was great. So I am delighted to be here and thank you
for having me. Thanks for inviting me. Yes, I grew up in England you can tell by
this crazy accent, it wasn’t Alabama. I moved here actually to Virginia. My father has always been in soccer and growing
up in England, soccer was always so much part of my life. It’s just everywhere, you’re absorbed in it,
but I never got the chance to play, because girls didn’t play over there. When I came to the States and my dad started
this soccer academy, it was… I mean, he was coaching little kids and I
would stand in line just to get repetition of technique. I think the two things I took away from watching
my father, it didn’t matter if he was working with a six-year-old or a 20-year-old, he had
the capacity to engage them on their level and get the very best out of them. And then the other beautiful thing that happened
is my father had people from all over the world working in these camps. He had Europeans, he had South Americans,
he had Caribbean everywhere. So when you watch the game taught through
multiple lenses, you have a great appreciation for not just how you teach the same thing,
but how you name it and how you see it and how you view the game. So it was a fantastic education in the global
game and I took so many things away from him. He is still a massive influence for me. [Anson Dorrance] Well, thank you. That team, you had obviously had extraordinary
talents. So how do you go about assessing the talent
and how do you pick it? [Jill Ellis] Well, there’s two things I do. I think you have to have an infrastructure
in place to be able to find the talent. So the first thing I did when I was hired
as a national team coach, I hired someone that Anson knows very well. A good friend of mine very analytical. I actually hired him to be in charge of talent
identification. We coined the phrase, we need to find one
more as good as our best. So his job was to look nationally, internationally
for talent. And then beyond that, when you bring it together,
I think as a coach, you have to kind of have an idea of how you want to build out your
organization and your philosophy. I’ve always, I think coming from another country,
I’ve always appreciated that differences are strengths. So one of the things that I was very keen
on, instead of having three forwards, let’s say have the same profile, I always had very
diverse profiles on my team. So for example, my midfield from this past
summer, I had Rose Lavelle, who’s not going to win a tackle, but she’s going to absolutely
destroy you off the dribble. I had Julie Ertz big, strong ball winning
player in the middle. And then I had Sam Mewis, who was kind of
a hybrid of the two. So when I put talent together, it’s not having
always the same, it’s having the best complement of each other. And then sort of I think assessing them and
Anson helped build this. It’s putting them in to this pressure cooker,
which is our training environment. And seeing whether what they have, they can
have the feet, they can have the skills, but do they have it up here to be able to do well
in this environment. When they come through that gauntlet, so to
speak, then you can put a team together. [Anson Dorrance] I’ll tell everyone about
your staff, you had been working with Tony for an extended period, obviously, he was
your right arm, but you assembled a staff that had talents and all these different directions. Tell us how you organize them and what they
did for you? [Jill Ellis] Yeah. So when I was young and I competed against
Anson, when I was young. I would like to characterize myself as independent
and demanding. Meaning I want to do it my way and I didn’t
really listen to very many and it was kind of my team and those kind of things. Gradually, as I grew older and wiser, I realized
that there were a lot more smart people around me and I had to tap into the expertise. So when I put my staff together for this World
Cup team, Tony, and I’d actually been assistant coaches with Pia so I’d seen him and an assistant
coach role. But he’d also been a head coach. That’s somewhat important when someone else
has lived in the pressure cooker you understand the magnitude of decisions you have to make. So when I built my staff, I brought in expertise
but I think the most important thing I did was to try and make sure that each one of
them got to maximize their talent. They were world class. I’ve said this. We had tremendous talent on the field. But we had phenomenal people and expertise
around the team to support the team. So one of the things that I tried to do was
every time I was in front of the media or in a press conference or in front of the team
was very much share the spotlight and shine the light on my staff. So in front of the team, for instance, it
wasn’t always my voice, I made sure that other people got up to speak. I divided the workload when I… And I think Anson can understand this to,
the game has evolved so much now that there’s so much data and there’s so much information
to process that for one person to do it alone it’s virtually impossible. So what I did is I looked at each person around
me, tapped into their strengths, and then I allow them to own that piece of the work. For sure you oversee the vision and for sure
you have the direction, but everything was communication. I think one of those valuable lessons I learned
from Tony, and if I’m sure there’s a lot of business people in here. I said to him one day, I said, “I find I’m
not really spending that much time with the players. I’m on my computer all the time. I’m immersed in cutting film and watching
the game.” He said to me, here said, “Here’s a little
exercise you should do, you should draw a picture like a spider web, put yourself in
the middle, and then draw a line from every single person that has input to you.” So whether it’s my… I mean, I had a staff of 32. So it was my press officer. It was my doctor. My trainer. My sports performance person. Obviously, my players. My technical staff. My equipment guys. He said, “Then draw a line as to who you spend
the most time with and what you see.” So I say, “Okay.” So, I did that. When I stood back and looked at it, the thickest
line was my press officer. I was like, “Holy shit.” Part of it was because I was an English major,
I was rewriting half of his stuff, but don’t tell him that. I know that. I know that doesn’t get tweeted out. But it was a truly great exercise for me to
say where I was putting my time and my management. So what I did was, I then decided to limit
the number of inputs. So for example, my sport scientist, the medical
team now came through her to me. That way, I was able to spend a lot more time
with my staff and my players. But I think overall, what I tried to do in
building my staff is build people around me that can fill in my gaps, strengthen my weaknesses,
and obviously then tap into the expertise. I think one of the things that… The most important thing I think you have
with staff is to allow them to shine, but also build that trust with them so that they
know that you have their back in terms of what you do. [Anson Dorrance] Well, you entered this terrifying
cauldron of the number one team in the world and all of a sudden, you’ve got this team
that’s ranked number one in the world when you were hired. [Jill Ellis] Yeah, thanks for that, by the
way. [Anson Dorrance] So then obviously, you felt
you had to tweak it a bit, if we were going to successfully win a World Championship. So talk about getting that team, what went
through your mind and the different things you had to change to help us win? [Jill Ellis] So it been… I think part of it, it had been 16 years since
we’d won a World Championship. What I initially looked at was, what’s been
the path we’ve taken to every world event thus far? It drilled down to what has been the road
and why has is it worked and why is it not worked over the last 16 years? But the first thing I did is, when you work
with elites, people that are always looking to achieve. My first meeting with them, the very first
image I put up was the quote, “even if you’re on the right track, if you sit there, you’ll
get run over.” They’re number one in the world and they also
just won the recent Olympic gold medal. If I hadn’t gone into that room and gone,
“Oh, you guys are awesome. We’re just going to make this better.” I’m not going to get their attention and their
credibility. So I kind of poke the bear a little bit. So I basically said to them, “Where we are
today is not good enough to win next year.” You can see at that point, they kind of lean
forward. “Okay. Okay, we get it.” It was just trying to make sure that they
understood that we had to evolve to win. The other thing that I realized is when you
are competing, you’re either doing one of two things, you’re either trying to close
a gap if you’re not ahead or you’re trying to create separation, right? One of two things. How you navigate that space and actually think
closing a gap is a little bit easier, because you see the target. But when you’re trying to create that separation,
you’re already the best navigating that space, I think is critical to success or failure. In that space was partly I looked at the journey,
we were going to take, the personnel, what we needed, and really had a big picture, look
at what we had to do. Thinking that I needed to really get their
attention. I probably should have called Anson on this
one. But what I decided to do was to take the team
to Brazil in December, which is usually the time they hibernate. We went down there and my purpose was like,
“I want us to be booed and wants to struggle.” Because I really wanted these players to not
just be humbled a little bit, but also I wanted to find out what our weaknesses were before
we went to the World Cup that summer. We lost, we got booed and Brazil’s a lovely
country, lovely people. But logistically, it was a challenge fields
were rained out, we were on training underwater, it was et cetera. The players were absolutely miserable. I said to them at the end of that trip, I
said, “Listen, right now when we are served up a curve ball, we will be able to hit it
because we’re dealing with these things. We’re learning.” So then I took them to France in January,
which is their preseason. And then we lost to France two, zero and we
actually got played off the park. Now at that point, as a leader you can push
so far but you can’t lose them. So actually, the next game was against England. That was a big one. But I remember Abby Wambach had a really famous
comment to the media when people were saying, “Are you concerned about who’s in charge.” She said, “You know what, we’ve done it the
same way for 16 years trying something different might end up in a different result.” So it was a really mature comment from her. But what I tried to really do was to maximize. I think your tenants of leadership in that
space. So for me, communication is critical. You have to understand the fabric of the people
that you work around and know them. It was knowing which direction. Is always easy when you’re a coach, you want
to finish on the top of the podium. But how exactly do you measure that? How do you evolve? And then the last thing for me in that space
was I always try and look back on what I’ve done, to gain something to move forward. We learned so much about ourselves in that
short journey and the players were humbled, but then they became hungry and it worked
out in the summer. [Anson Dorrance] The talent on the team was
extraordinary and technically, they were at a different level than almost every team you
played. So what would you do and obviously this is
a great question, for a group sitting on our right, what would you do to get this group
to take their fundamental technical platforms seriously? [Jill Ellis] I think again, it’s [inaudible]
here. I should look right at you guys. I think, again, it’s about knowing who your
audience is. It’s like the athletes that come in here,
what elites are always looking to do is to get better. I remember my first meeting with Alex Morgan,
she came in she goes, “How you going to help me improve.” That’s what I love about working with elites. It’s that inner drive they’re always looking
for the next ridgeline. So I think when you know that that’s your
audience, you have to very much make sure there’s always a challenge in everything you
do. Because that’s the hook for elites, they want
to be challenged. So when I was a young coach and even at the
beginning of when I was with this team, I would teach an activity and then the next
time I’d want to teach it slightly differently and then slightly differently. What I realized was that me constantly changing
it, there wasn’t this layering in of principles in terms of what we were doing. So what I decided to do was stick with the
very similar activities or drills, so that they would recognize the cues, they would
recognize the principles that we were trying to teach. But I would tweak it with a slight challenge
within it. So for example, if we were building out of
the back and I’m sure… How many of you have played soccer or have
kids play soccer in here? I’m sure it’s a ton. There we go. That’s why I’m in Carolina. But if you’re building out of the back, it’s
on one occasion saying to your center backs, “Okay, I don’t want you to play the outside
backs. Now, I want you to play overpressure.” So it’s those slight nuances that you know,
are going to help them evolve. But it’s a challenge and it’s a wrinkle. That’s one way certainly to keep them engaged. I think the classic way, which I think you’ve
probably patented is to make sure that that environment is competitive, that they can
never rest. It’s always knowing that there is someone
else pushing you, someone else chasing you. And you put those two things together and
I think you have a group of people that are highly motivated. Hopefully, they’re trending up in terms of
technical proficiency, tactical understanding, et cetera. [Anson Dorrance] I heard you say, as you mature
in coaching, you have to learn how to let your work play out in front of you. So what the heck does that mean? [Jill Ellis] Okay, so let me ask you this,
would you want to know the result before you play the game? That’s basically it. As much as we want to win, I think the thrill
of coaching is putting all this work in. And then you just really don’t know you can
hope you can do everything, go to church, whatever. But you just don’t know how it’s going to
play out. That’s the beauty I think of coaching and
competition, that on any given day, it can change. So my comment was, I think, I like to put
in the work and then see how it plays out. I think an example of that would be… So when we went to our training camp, pre
World Cup, we went to Tottenham. We’d spent a lot of time working in a lot
more tactical flexibility to prepare for the World Cup. What we’ve done is we’ve actually asked the
Tottenham Boys Academy Team, we’d given them scouting reports, we given them training and
these lads had spent two weeks preparing for us. What was so remarkable is we asked them to
train in and out. We basically had a World Cup opponent with
all the commonalities that we would face. We had this boys team, their coach would move
in and out of all these different scenarios. I tried not to influence my team too much
to see if we could adapt, if we could apply it, and we could overcome it and be successful. So I think that’s why I love coaching. It’s that junkie piece of you that just wants
to see everything kind of play out. [Anson Dorrance] Obviously, this is something
that almost becomes a cliche and you and I certainly agree on this, that adversity is
absolutely critical. The quote, I’ve written down here is the difference
at the top level between winning and losing is not just dealing with adversity but thriving
in it. So in ’15 and ’19, as you’re building towards
your peak, your team faced some real adversity. So talk about that. [Jill Ellis] Well, it was the Olympics. It’s the elephant in the room. So in 2016, so just so after we won in 2015,
my first meeting to reset my team, which you try and do every time, because no team has
won a World Cup and one Olympics back to back. For all those psychology people in the world,
I’d love to understand why but so what I said to my players, I showed them a visual of a
summit. I said it was the beginning of 2016. I said, “Ladies, congratulations. You’ve been to the summit you are world champions. But summits are small and the air is thin
for a reason, because you’re not supposed to dwell on a summit. Nobody goes up to Everest to hang out for
a week. You’ve got to climb again.” So it was this massive reset, trying to refocus
them, humble them, but it’s interesting how Success can change people. So we go down there and we have the lowest
finish ever in a major world event for the women’s national team. We got knocked out in the quarterfinals. Some of my players had some kind of colorful
remarks. But you know what I left that game saying,
it was a very simple message be better, we have to be better because what Sweden presented
was what I thought was now the blueprint for how to beat the US. This wasn’t an average team. This is a world class team. They took away our space and they were comfortable
with balls coming in the box. They frustrated us. Did we have opportunities to win that game? Certainly, but we didn’t. So I left there and I had to… It’s interesting when you when your bosses
don’t really want to know how it happened, but when you lose, they’re like get up here. So I got this call to get to Chicago and deliver… I called it the autopsy. So I went in there and I said to them, I said,
“We have to evolve. My staff and I are the people that can take
us back to the top in 2019. We have to have a reboot. That’s what we require.” Because when you’re planning something and
you’re preparing something, you don’t just worry about what it is you’re preparing for
now, you have to see what are going to be the demands in 2019? Can I build a team that can be successful? Not now, but then. I felt like I had a really good understanding
of what we needed in terms of profile of players. So I sat in front of my bosses and I said,
“Okay, I’m going to bring in new players, because I want to deepen the player pool and
find new profiles of players. I want to play the most aggressive schedule
we’ve ever played.” And guess what? That’s kind of a recipe for some hard times. So I said to them, “Are you guys with me? Because the players are going to call some
of them are going to call and they’re going to be frustrated because they’re going to
be left out. They’re going to be et cetera.” “Yeah, yeah. We’re with you.” Okay, perfect. So then I go meet with the players and I basically
deliver the same message. Here’s my goal deepen our player pool, how
does that impact you? Some of you might not be invited into a camp. Some of you might not make this journey. Some of you might find yourselves in a different…
because I also had to do their contracts, understand. So I was also in charge of their pay structure. Might influence you that, but I said, “But
ladies playing for your country should be no other way.” Well, we get rolling 2017 comes along and
I’ll be honest, it was my hardest year in coaching. Because as predicted, we lose a couple of
games. I am playing players… I don’t play young players. At the end of the game, when it’s my pop,
I want to learn about them. So I start them and I put them in the pressure
cooker right from the beginning, because I didn’t want to waste two years seeing if a
player could make it, I wanted to get it done. What did that do? It cost us some results as predicted. Well also as predicted in here, I talk openly
about it. Few of the players, some of the older players
because when you start to influence, the best book and the ego and the brand and all those
things because now they’re pro athletes and I totally get it. Some of them were frustrated and obviously
made some calls. But what that did to me it actually it strengthened
me. It was hard. It was a kind of a blow to the gut and I made
a call to Anson. But what I realized was, it needed to happen. We needed to shift and we needed to evolve
and sometimes through that and I remember saying to my assistant coach Tony. I said, “This has to happen if it costs me
my job, it cost me my job.” I even put up the message to the players that
said, “Hey, remember me saying how hard this was going to be,” kind of just to remind them. I worked with my bosses. Long story short in January of 2018. So after really hard 2017 my boss stood in
front of my team and said she’s going to be on the sideline in France. The rest of you need to figure it out. At that point, we’re talking probably three
or four players. And at that point, it was hands back on the
steering wheel. Basically said to the players, listen, I understand
it, I get it, I told you is going to be hard, frustrating. But let’s all move forward. If you’re going to be a positive factor in
this environment, you’re going to give to this environment. You’re on this train, if you’re going to take
from this environment, you can’t make this ride, you have a choice for some of you. We moved forward and it was probably the biggest
growth period in my entire life. I had people in the media saying, “Hey, are
you worried about keeping your job?” I said, I’m not coaching to keep my job, I’m
coaching in what I believe.” My father when I started out in coaching the
day I came here… Actually, coached at the enemy across the
town, NC State. My dad said to me, “You’re not a coach until
you’ve been fired.” I’m like, “Holy shit, what terrible thing
to say.” On the eve of my career, but I got what he
meant later, what he meant was coach to your principles, coach to your values, don’t coach
because you’re trying to keep your job. And when you’re winning and losing, it can
sometimes go in either way and you can do everything you possibly can. So it was a really good lesson for me, a massive
challenge, but something that I think ultimately. Actually Kelley O’Hara was asked after we
won the World Cup about this hard time and she actually came out and she said, “It was
incredibly hard. There was uncertainty. There was anxiety. There was stress, but it was exactly what
we needed.” I finished this section of my period of my
hardship by saying, “I don’t think we have Rose Lavelle, Abby Dahlkemper, Sammy Mewis
if we hadn’t gone through that massive change.” So it worked out fortunately. [Anson Dorrance] Chancellor, I want you to
disregard that firing section of her talk. Actually along the same lines, I mean, conflict
is inevitable, certainly with the huge personalities that you had. So talk about you managing this conflict. [Jill Ellis] I had such a wonderful group. I mean, they’re wonderful professional. But we also know when you have big personalities,
you have big egos. I credit this team a lot. They’re incredibly professional, these women. And as much as there was all these different
types of personalities, I would say internally, this was probably one of the closest teams
that they’ve even said they’ve been a part of and that we ever had. That speaks a lot about them and their understanding
that… Our mantra, mission matters most team first. I think they truly embrace that. But when there were times where there was
conflict, it was… The two things that I feel I lean on when
I’m dealing with it is to be truthful and have empathy. So, I had Abby Wambach. I had players that had potentially going to
have shifting roles going into the World Cup. And trying to remember to be honest and have
empathy in sharing that information, I think was the best way to kind of get ahead of it
in terms of dealing with it. Rarely was there conflict with players. I was just always very open and saying to
the players, “If you want to know why you’re playing or why you’re not playing…” I’m sure you say the same thing. “Don’t ask your neighbor, don’t ask your roommate,
let’s have a conversation about it.” So always trying to be a conduit to be open
and to explain. One of the things I said and people kind of
look at you it’s like, we went through a development phase to 2019, but once you start to hit performance
pet phase where meaning you got a win. I say this, that my players were treated fairly,
but not always equally. What do I mean by that is, in 2017, if my
starting goalkeeper had a back spasm and couldn’t train the day before the game, if you don’t
train the day before the game you don’t play. If I’m in a World Cup Championship and my
starting goalkeeper has a back spasm the day before, guess what? She’s going to get massage, she is going to
get treatment, and she’s going to start the next day. So you have to when you’re looking and weighing,
getting a result, getting an outcome, you have to decide. How I could always live with those decisions
was always to say what’s best for the team, what’s best for the team, in terms of making
those decisions. So I mean, I can extrapolate on my conversations
with Lloyd and Wambach if you’d like me to, or maybe they can ask that at the end, is
up to you. [Anson Dorrance] Players want to dive into
that I’m sure at the end. [Jill Ellis] Cool. [Anson Dorrance] So if there’s time, we’ll
let them dive in. [Jill Ellis] Perfect. [Anson Dorrance] And then how do you deal
with the critics? I mean, obviously, everyone’s got an idea
of what the starting lineup should be, who you should be substituting, what system you
should be playing. I mean, so how do you deal with that? I mean, do you deal with it by sort of attacking
it before it happens or do you deal with it in the press conference? Tell me the courage it takes to sort of deal
with that constant criticism. [Jill Ellis] I think it’s a great question,
because I think it’s almost multi-pronged. I think first of all, you got to know what
you’re getting into. I had the beauty of being around this program
and understanding the expectation and demand. So it’s not like I went in there going, “Oh,
this is going to be cake.” It’s like, okay, I knew what I was getting
into. What I said to myself at that point was I
said, “I feel everything I’ve experienced to this point has prepared me for this moment.” So I think there’s that inner talk, inner
confidence that you have to have. But that’s not to say you don’t have these
massive moments were you’re like, “Well, what’s happening?” The other thing I decided was that I didn’t
care what anybody thought. I there’s 50 million people deciding every
lineup for you. But at the end of the day, I said to the media… They said, “Well, on social media, are you
worried about criticism.” I’m like, “Dude, I don’t need to read how
well my team played and I don’t need to read how poorly they play, guess what I was front
seat I was there. So it was partly just saying that’s not important
and not worrying about that. Also trying to communicate that to the players,
because these are young players and just like your players, they want to read about themselves. So I think you have to instill this inner
confidence in what you’re doing. Because you all know in the lives and decisions
you make people see the tip of the iceberg in your work and your teams. So you have to trust that. They’re just looking at this piece, but you
have the whole picture. So I think it’s an inner confidence. I think it’s having good people around you
that support you. And then I think social media to me is… I hate to say it to all the young puppies
over there, but I think it’s just tragic in a way. It’s so negative and I don’t need to absorb
that in any shape or form. So I think it was just those ways. Finally, at the end of the day, it’s like,
you know your players better than anyone and so It’s trusting your training regimen. It’s trusting your eyes. It’s trusting the people around you that know
and making the decisions again that are best and the beauty of it is you own those decisions
and we both know it falls on your shoulders. [Anson Dorrance] In ’15 and obviously I heard
this through my kids were on the roster. Your scouting reports had an extraordinary
amount of detail. And then I love this quote here, how you do
anything is how you do everything. So tell me about your attention for detail
and how that assisted you on this back to back World Championship run. [Jill Ellis] I think it’s a really base thing
for me, if I’m prepared, I feel confident. So I think it’s always been something that
I’ve tried to embrace in terms of what I do. I think the team catch on to that too if they
have information. But when you share information, as coaches
and probably as people you get so much. But it’s that decision of how much you share
with your team, because you want to make sure it’s about us. So you don’t want to talk too much about your
opponent. But you also want your players to feel prepared. I think one of the best things, Anson, that
I also kind of tapped into was technology. Because how these young people receive information
and process, it’s here 90% of the time, right? So what we did is we would not only just have
team meetings, and I shorten them purposely because nowadays there’s shorter periods of
information that you can actually parse. They had an app that we would send information
out on their phone, so they could also process it in their own space in their own time. We also we’d use 3D animation. So we don’t use a chalkboard, we use like
literally 3D animation to do a lot of our set pieces, which is so detailed. So those players are seeing the medium that
they’re used to seeing because these are younger players. So I think our preparation was not just on
information, it was how we communicated that information to them to make sure they received
it. I think the other thing we did was we always
said to our players, “If you want more, seek it out, it’s there for you.” So those ones that really wanted to see every
clip of last summer, they could have access to it. So it was just making sure our team felt very
prepared. But we had… Obviously, nowadays, you have so much data
and analytics available to you. Sometimes it’s trusting here in terms of knowing
what to share. [Anson Dorrance] In 2019 obviously, the team
was on a mission to prove to the world how good they were, but there was also a gender
equality, almost social justice mission that they were on. So talk to all of us about how those two are
tied together. [Jill Ellis] Yeah, one of the questions I
got a lot even during the World Cup was, is your team distracted? Is it a distraction that they’re advocating
for this and they’re pushing for this? Quick side note, I told my press officer I
said… because I’m not on social media. I said, “If there’s anything I need to know,
just let me know ahead of time. So I’m not blindsided.” So regarding the press conference, I think
it’s before the France game. He said, “Yeah, by the way, Rapinoe and the
president are in a Twitter war.” What? Good to know. Good to know. And funny enough, I because I’m pretty thoughtful
in terms of who I take to press conferences, because you know the narrative and you know,
the personality well enough to know how they’re going to come across. I’d actually picked Rapinoe to go funny enough. I didn’t know this. I said, “Rapinoe, you want to talk about that.” She goes, “Yeah, I’ll talk about that.” All right. Perfect. But it was… I’m sorry. What was the question? So sidetracked by all… being distracted. There you go. [inaudible] kicks in. So it was very much internally, it was not
a distraction. It was not something that we talked about. People said, “Were they winning because of
that?” No, they were winning because they wanted
to win for their country, for each other. Obviously, what came from that and the timing
was perfect. It was almost a perfect storm for Rapinoe. I’ve said this, it’s like the time’s up movement
was coming. We have this global audience is the most watched
1.1 billion viewers. And now you have this team that are bunch
of badass women who have opinions, who don’t care what people think. I got criticized a lot, well, you should muzzle
them. This is what people don’t understand is, you
guys sit around your dorm rooms and your classrooms and your offices and your homes, and you talk
social issues. This team was a family. If I saw them less as just a commodity to
win a game and not as a person, then potentially yes, I say to them, “Hey.” But for me a player’s willingness to express
themselves about gender issues, about gay issues, whatever. I think that makes them more comfortable in
terms of how they’re able to now feel connected to each other but more importantly, connected
to the mission in terms of what we wanted to do. I was very supportive of my players. Obviously, at times it was a little hard because
here I am. My bosses are here, my players are here. My players are suing my bosses. But in fairness, I was very frank with my
bosses and they were great. I said, “I’m not drawing a line in the sand
with my team. I’m about to go to war with them.” And guess what? I’m underpaid too, by the way.
[applause] I didn’t take my challenges public, but I
did support the players. I have a daughter and to me if she’s doing
the same job, same amount of experience, expectation, and pressure, she should be rewarded for merit same as a
man, so. [Anson Dorrance] A lot of people might not
understand is, we went into that World Cup as an underdog. The French shared… The book was 22% chance of winning, we had
a 14% chance of winning. [Jill Ellis] Good job. I didn’t know that. [Anson Dorrance] But here’s what’s sort of
interesting. The French men just come off a World Cup triumph. Of course, it wasn’t in France, it was in
Russia. So now the French women had this opportunity
at home to win. Of course the media was talking about how
we’ve got a cocky team and it’s time to put them down. So you guys were battling all of that sort
of dialogue as well. So talk about, I guess, your game plan on
how to walk through Europe because that’s exactly what you did. But on route to beat the French playing at
home. [Jill Ellis] It’s all good. The draw came out in December of 2018. Everybody circled that game and what we actually
did as a staff, and that’s actually why I took the team to France in January. If we hadn’t gone and played France and Spain
in January of 2019. I don’t think we win. It was twofold. One I think we had to… We’d never played Spain, you have to see them
up close and personal. France, I wanted my young players who’ve never
been to a world event, like Rose to know what it was like to be in front of 20,000 French
people. So on the day, she wasn’t going to experience
that. All booing loudly. So we went there and after that game… we
end up losing that game three to one. Now we didn’t have probably four, five of
our starters, they were hurt. But I said to the players, I got them in the
middle of the field. I said, “France has just given us their very
best and we are not even close.” It was then we were on an absolute mission. We knew that France was the goal. We looked at a lot of all the teams what the
commonalities were in terms of zonal marking tendencies. Most of them play with double pivots, all
of them play with back four. We went through all that and we just made
sure that we had… and I’m not a golfer so I don’t know why I keep going using this,
but I wanted us to be able to hit any ball from any line by giving them any club we need
at that time. So even when we were winning a game three,
zero and one of our prep games, I would suddenly shift into a back five because I wanted us
to be able to close out a game. So we layered in all these, I think more flexibility
in terms of how we could play. I remember in the press conference before
the France game, they were talking about this, our team was cocky and and they said, “How
is your team going to deal with this massive pressure? Now you’ve got half of the US cheering against
you because da, da, da.” I’m going to credit this guy right here because… this is what I said to them, I said, “our
team lives in pressure every day. Our opponents going to visit it for 90 minutes.” That is so much because of the culture that
this guy created. This is the most competitive environment you’ve
ever been around and I just need to take a second to say thank you for that. But it was really emblematic of telling our
players we are built for this. We are made for this. This is our moment. What I knew about certain players on my team
was the bigger the spotlight it wasn’t going to burn them it was going to actually energize
them. So we went into that game with a lot of clubs
in our bag ready to play. We obviously came out the gate… I mean, what’s crazy is in 2017, we scored
a goal off the exact same set piece. So clearly, France wasn’t doing their homework. The same exact set piece that we scored on
in the first three or four minutes of that game, we’d actually scored in 2017 against
them. So we had gone back and looked at everything,
we’ve gleaned everything, taken everything, and just felt really prepared and ready. Yeah, it was a game that we knew that France
were massively going to just try and attack us on the flank. So we tried to funnel everything central. When we went into a back five people think
it’s a defensive system, it actually allows you to be more aggressive to get out to the
flanks. But then you can also deal with the cross
because you have number central, but you can still have a transition out of that. So we just had a lot of different tools to
play. That was part of our preparation afterwards. I think the French coach said, “I’ve never
seen the State’s in a back five.” I’m like, “Well you clearly didn’t watch all
the games. We blew teams out because we trained it there.” So it was just knowing. Because when you go into that environment,
it was like no game I’ve ever been involved in. 55,000 singing lemme say, I had chills. It was absolutely honored to be a part of
that game. It was a true sporting moment, I think in women’s sports. But I think our team felt so good and so prepared that we were able to just navigate the game. I remember meeting with Rapinoe before the game I said, “listen…” She’s getting up moving all over I said, “Probably going to get you to 70.” Because if she plays three on the bounce… Just managing minutes is a massive part of managing a tournament. Anyway, she ended playing 90 and I’m like, “Screwed for the next [inaudible].” She had a hamstring, but it was a game that… I don’t know. It was magical. It really was. [Anson Dorrance] Ladies and gentlemen, two
time world champion Jill Ellis. [applause] Wherever Jeff is… Jeff, let me know when we have to clip the
questions. But now let’s throw it out to the people sitting
here. So please, let’s chase your directions. And actually, this is where Jill wanted to
get to because she wants this to be a conversation. So throw your hand in the air. I’ll repeat the question and then Jill will
field it, So. [Jill Ellis] You players are hydrating over
there, Anson, I’m really proud of them. I hope they have a really good question. No pressure. [Anson Dorrance] Thank you, Chancellor. Kevin Guskiewicz. [applause] So let’s chase your directions. We don’t need that it will be faster if I
just repeat the question. So go ahead and throw one out there and we’ll
field it. Yes, sir. [Speaker 6] First off thank you so much for
coming [inaudible]. My question is after soccer, after coaching
where do you see yourself going? What’s next [inaudible]? [Anson Dorrance] After soccer, after coaching,
where is Jill going? [Jill Ellis] I know because people have thrown
out that word retired. I’m like, “Damn, I’m not that old.” So, I don’t know what’s next? I’ve been fortunate to meet a lot of people
outside of sports since in the last six months. I’m really energized to… I would love for somebody to have access to
the journey I’ve just been on. So whether you call it an agent of change,
I’m working for the Federation trying to raise money for soccer scholarships for coaches. I had to borrow money from my parents, so
to try and facilitate that. I don’t know that I’m done with coaching. I honestly don’t know that. I’m not sure where it’s going to take me,
but I want the next challenge. I think that’s what I’m wired to do. I’m not sure exactly where that lies right
now. But I’m open for any ideas. If you’re looking for assistance, Ans, I’m
ready. [Anson Dorrance] There was a question in the
middle. Oh, yes, right there. [Speaker 7] [inaudible] How did you know it
was time to step away from the national team? [Anson Dorrance] How did you know it was time
to step away from the national team? [Jill Ellis] Yeah, I mean, and I can answer
those. Five and a half years, actually, international
football’s kind of a long time. I think they’re several reasons and I actually
decided much earlier in the year. One thing is when you love something, you
also want to see it continue to grow. I think when a coaches lens is on a program
for too long, if I was in there for 10 years, it’s always going to be my lens of players
that are selected and my style, et cetera, et cetera. So I think it’s healthy. I think change is healthy at the international
level, because the game is… You’re picking different players. It’s different in college, you recruit the
players you want and in the national team, you’re picking different players. So I felt that that was important that there
was a different lens kind of going at that position. I’ve missed more of my daughter’s birthdays
I’ve not been at. I’m going to be there was a human element
to this that she’s 15 next month. Hopefully I’ll be at that one. So there was that part of it, because in a
competition here, it’s 108 days on the road kind of thing. And then it was I think I’ve done… I’ve been to three Olympics. The Olympics is fantastic, but I didn’t need
to have that experience because I’d already seen that and loved it. So I was just ready to kind of pick a different
challenge. My advice to all the young people in the world
is when it feels right, jump, don’t be afraid. I mean, my dad said to me when I was little,
if you’re a good person, you have some ability always land on your feet. So take risk. So, I’m not sure what’s next. Other than coming to talk to you fine, folks. That’s my rant. [Anson Dorrance] Yes. Alessio Russo. [Alessio Russo] You’ve spoken about [inaudible]
younger players [inaudible]. How do you expect them to [inaudible]? [Jill Ellis] Great question. [Anson Dorrance] Alessio is asking you take
young kids throw them into a pressure environment. How do they adjust et cetera? [Jill Ellis] When a young player comes into
our team, because these are all superstars. The first thing I tell them is go and sit
down with a veteran and listen to their scars. Because they come in and they think, Carli
Lloyd, Abby Wambach. They all landed on the top. And yet Abby got cut from every youth national
team she was on. Megan Rapinoe had three ACL. So I think that’s important for a young player
to know that it’s not going to look like this because they have to have that inner resolve
to kind of deal with that. I think the other part of it is how the coach
facilitates that young player. Meaning, so when I had a young player come
in like Mallory Pugh when she first came in, I said, “Mal you got some special qualities. Just be you. Don’t overthink it. Don’t defer. Just let your special quality shine.” So I think it’s very important that a coach
supports a young player by giving them a little bit of a rain. I told Rose Lavelle, it’s not going to be
perfect. I don’t need flawless soccer. I just need to see your little quality shine
and over time those will increase. So I think it’s making sure the player understands
it’s going to be hard, but also making sure you’re supporting that player in their opportunity. I mean we had Emily Fox in and I did. I put Emily in… Are you over there Foxy Yes. This kid is going to play for our senior national
team. I think the other thing what I know is…
and listen it’s very hard to come into this environment when you’re actually in the performance
period, right? In the development period Anson hadn’t told
me about it yet, because I don’t think she was here. But when I first bought her in I think was
close to getting into where it’s really all about winning. So I brought her in. She got her feet wet, amazing attributes. This is a young lady that I think left here
probably going, “Okay, that’s what I’m shooting for. So I think it’s a win/win. [Anson Dorrance] Yes, sir. [Speaker 9] Thank you for [inaudible]. [Jill Ellis] No worries. [Speaker 9] How do you see development of
global foot ball [inaudible]? How do you see that? [Anson Dorrance] How does Jill see the development
of local football? [Jill Ellis] Global? [Anson Dorrance] Global football. Sorry. [Jill Ellis] People talk about a gap. And if you ask our players, none of us believe
there’s a gap. Now I think we’re at a point that on the given
day, you have to be better than your opponent. Because all these teams now have domestic
leagues. I don’t think you win a World Championship
if you don’t have a strong domestic league. I believe that. So all these countries have this amazing access
now to resources that is growing and I think we have to… I mean, we have to continue to push. So I think now it’s about performing on the
day. It’s not sitting there being arrogant and
saying, “We’re so far ahead.” We’re not. The beauty of it is if you look at our league,
we’ve got international players coming in. You look at our college game, we’ve got international
players, I mean Lucy Bronze, fine prime example, that we are now a complete family of soccer. And within that we are helping to develop
other teams and we are getting developed elsewhere. So now I think it’s going to be about being
prepared, being ready, picking the right players, etc, etc. How do I see it going? I think we have to… My one ask of this, our own domestic group
would be, it’s not until they get to 18, 19 that they play against different ages. Where suddenly an 18-year-old is playing against
a 21-year-old. In Europe, a 16-year-old is probably playing
against senior, 19, 20, 21-year-olds. If you’re really good, you shouldn’t be playing
with your own age group is my belief. You should always be challenging yourself
by playing up. Those periods of 16, 17, 18 I think, is there
more we can do in there to try and have these really special players playing against more
sophisticated, probably… You’ve all been to games where you’ve seen
the biggest, strongest, fastest kid dominate. Well, put her into a different environment
where it’s not going to just be solely on physical attributes and that’s the beauty
of college, is suddenly it’s a mixed bag and the young ones have to compete. [Anson Dorrance] Just to sort of show our
own traditions. Lucy won a national championship with us. And then of course was the silver bowl winner
emblematic of the second best player in the world cup. So we’re very proud of her, but also the coach
that Jill coached against in the final, also won a national championship with us, Sarina
Wiegman for Holland. So we’re very proud of our contribution to
the international game and rest assured she’s absolutely correct. Because Alessio Russio who asked the question
over there is English she came in with Lata and honestly those two have been absolute
stalwarts for us from their freshman year. So we’re benefiting from the international
game in an extraordinary way. But we’ve also contributed to the international
game. I really appreciate Jill talking about Lucy
Bronze. So other questions. Yes, in the back? [Jill Ellis] Do you want to try out you look
young enough to get one? [Speaker 10] So, much of the sport of soccer
is mental. And a lot of it is like knowing how to be
a competitive player, but also deal with anxiety that [inaudible]. How do you encourage yourself and your [inaudible]? [Jill Ellis] Yeah, it’s a great question. I think part of a coach’s job… I think part of our job is part sports psychologist,
but I firmly believe in giving my players resources. So we had a gentleman from I think from the
LA Dodgers come in and work with the team and made himself accessible. So we offer the sports psychologist component
for all of our players. We don’t force it down their throats, it’s
very much… if they feel they need it. So that’s certainly a component of of having
a player deal with anxiety and stress. I think one of the other things that that
was great and this is where I credit Megan Rapinoe. Is Rapinoe has so much confidence, but she
was so willing to share being, at times anxious or stressed. So I remember conversation with Abby Dahlkemper. I was sitting there and she turned to Abby
and you could just see Abby was like [inaudible]. She said, “Oh, yeah, it’s going to be a shit
show. It’s going to be so stressful. But we’re awesome.” It’s kind of one of those things. It’s kind of acknowledging that it’s hard. I mean, I think gone are the days we sit there
and like, “We’re not feeling this. We’re robots.” No, we have to acknowledge that this is an
incredibly intense, massive spotlight, pressure filled situation. But it’s kind of what I said to the… I think it’s before. I don’t know if it was the Dutch game or whatever. We kind of have this meeting, the day of the
game and then we got to the locker room. I think I remember saying to the players,
reminding them again, that everything we’ve experienced at this point has prepared us
for this moment. I said to them something to the effect of
every coach has dreamed about this moment, I think it was before the final. Every coach here and every player here, every
team here, wants to be in this position that you are now here. Its tactics. It’s all this. But we have each other and and that is going
to carry the day. I talked about love, Jesus, and I talked about
love in this moment. I said the love we have for each other is
going to carry the day because we are the closer team. So that’s kind of almost building in a support
network, I think for the players mentally and it’s okay for them to ask questions and
to be vulnerable, I guess. [Anson Dorrance] Yes, sir. [Speaker 11] Coach, I think when we played
Russia in the hockey game in New York. We beat Russia and that was not the final
game, that was the game before we get to the final, is that correct? [Anson Dorrance] Correct, Sweden in the final. [Speaker 11] Now, [inaudible] comparison. Thank you for that. [inaudible]. The question is that was a lot of people thought
that was really the game of the World Cup game. How did you keep the ladies from having this
drop off service? They didn’t go in a [inaudible]. [Jill Ellis] No, it’s a great question because
it was… Obviously, that moment was such exhilaration. Actually, the players were really good and
very much as a coach, you beat a drum and your players pick up on that. We’d always talks about mission matters most,
it’s the end point et cetera, et cetera. One game at a time and they would repeat it
and repeat it and actually in the huddle on the field after that game. I think it was Kelly O’Hara said, “We are
not done,” right. So it was instantly and I said to the players
enjoy tonight. That doesn’t mean go out. It just means decompress tonight. They know the difference. Enjoy tonight and then tomorrow, we work again
and we’ve got more to do. So I think it’s partly entrenched in who they
are that getting to the top of that podium, ultimately is the destination. So it was a pretty quick shift in terms of
refocusing on the next match. Great question. [Speaker 12] So if anyone’s watching this
[inaudible 01:04:23]. My question to you is, where do you see it
going? [inaudible]. [Jill Ellis] From 2015… Oh her question, sorry, Ans. You want to repeat it or you’re good? [Anson Dorrance] Actually, the impression
I’m getting is can you hear it in the back? If you can’t hear it, just throw your hands
up and then we’ll repeat it. All right. Well, go ahead. [Jill Ellis] Yeah, it was essentially that
the game the women’s soccer game, as is growing exponentially in terms of revenue and input
and opportunities, et cetera, et cetera. How do players now manage that, Correct? [Speaker 12] Correct. [Jill Ellis] It’s a great question because
I think one of the things that I up close and personal witnessed was from 2014 to ’19. These players worlds just exploded and seeing
how some managed it, some fell a little bit into the trappings of it. Their 9 million followers making millions
it’s suddenly shifted. I think someone asked me this, it’s such a
good thing because it means our sport is now elevated to we are legitimately a professional
sport. But with that then comes the issues that players
think about their money, they think about their brand. I used to have team meetings and they’d show
up in their sweats kind of like the back row up there. And then it was all suddenly if there was
a camera they got their Gucci shoes on, they got their makeup on. It’s because they were building their brand. So, one of the things I always tell the players
is make sure that they not just learn the scars, talk to other players. But to give you some idea within our team
now, there’s a marketing leadership group. There’s a CBA leadership group. There’s my soccer piece. Because they do need help in terms of understanding
the trappings. Do they get an agent? Who do they sign with? So, I think educating themselves and providing
opportunities for them to learn is probably the greatest thing. Talking to people that have gone through it
is probably the best advice I can give you in terms of understanding what you have to
look at. But building a brand it’s becoming a profession,
it truly is I see it. I think in truth and I’ll say this here because
I know this doesn’t go any further. I think for some of our players it’s actually
derailed them a little bit. Because at the end of day if you’re not on
the pitch, if you’re not winning games all those things fall away and that’s what you
have to remember. [Anson Dorrance] Yes ma’am. [Speaker 13] Hi, [inaudible]. My question was around image and I mean [inaudible]. Can you elaborate on when you’re expressing
that you want the players to be their full selves express themselves, being activists
in the field that they feel passionate about. How did the rest of your team respond to that
initially and if it was good if it was important or otherwise, how did you make sure that the
entire team [inaudible] and allowing the players [inaudible]. [Jill Ellis] You mean my staff or you mean
the players that maybe didn’t agree with their? [Speaker 13] [inaudible] [Anson Dorrance]
So, actually repeat that for- [Jill Ellis] Yeah, her question was, encourage players
and allow players to have their voice and have their expression. How did I have my staff support that? Or did anyone maybe disagree with that? I’m going to be really honest, I think I didn’t… I had a big staff, did I have daily interaction
with all of them? No. But actually I had a team management was fantastic. So a lot of my messaging went out from that. But I think when you spend the amount of time
that you spend together you do become a family. So, I’m going to say this, with someone who
had problems with a gay athlete, be in there, no chance. Everybody in there was very much supportive
of everybody in terms of caring and love and all these types of things. It was really a family. So I never had any problems or issues with
staff feeling differently or treating players differently in any regard. I think the staff is incredibly professional. But at times, yes to some of them not get
along with the players. Because if your trainer is suddenly telling
Alex Morgan you’re not training today, is that going to be one happy camper? No. But again, I think part of my trying to establish
and reaffirm that my staff need to do their job and I’ll support them kind of made for
a pretty cool environment. [Speaker 14] One more question. [Anson Dorrance] Last question. Yes, right here. [Speaker 15] Another [inaudible]. Is there ever time in sports [inaudible]. [Jill Ellis] So the question was about the
Thailand game, in terms of being disrespectful to our opponent, do I think that… Would I ever tell my team. I kind of preface this by saying this is a
professional sport. Actually someone brought this up the other
day in our annual general meeting and I respect everybody to have an opinion. But what I try to share with people is that
I’ve seen some of these players for 10 years, their goal and all their work and all their
sacrifice has to be on that field and score a goal. So do you think in that moment, I’m certainly
going to tell Mallory Pugh. Yeah, you’re not to shoot. I mean, that to me is just… It’s disrespectful to our sport. Aside that the goals mattered and we wanted
to be tough on our group. So, that was part of it. More goals, you’re going to guarantee probably
you’re going to finish top of your group. But I actually got heavily criticized. I think the last goal was Carli Lloyd goal. I jumped up and the bench was so excited about
Carli scoring. I said this to the media, “It wasn’t because
it was the 13th goal. I didn’t know what the number was, to be fair.” It was because this woman had had to go from
being a World Cup star starter to now a completely different role. She’d gone through it, been very professional
about it. Was she happy? No. But when she disrespectful or unprofessional? No. So this woman had really given up so much. And for her to score a World Cup goal, she
actually set a record I think for the number of World Cup goals should scored in American
sport? That was pure release and pure joy. So it’s not a number and it’s not being disrespectful. It is about celebrating someone in the moment,
achieving something. If your kid is really smart. Do you tell them, “Hey, just aim low on that
test because you don’t make the other kids feel bad.” A lot of professors in here, right? So achievement and the pursuit of excellence
I think is a wonderful thing to teach people. What I also know is Thailand has been beating
teams in the World Cup qualifiers 10, zero. So there’s always these layers and these other
stories. What I also know is probably Thailand leave
there and are more committed and are going to be… I can’t remember what team it was. Lost massively. I think it was Argentina actually crushed
in their first World Cup by 10 goals. Now look at them I think they are making the
knockout stage or they’re close to et cetera, et cetera. No, I couldn’t do that. I think it would be the wrong message. [Anson Dorrance] Ladies and gentlemen Jill
Ellis. [applause] [Jill Ellis] Thanks for having me. [applause] Give me a hug. All right, you guys got to get to bed. You got training. I’m so happy and honored to be here. Thank you. [Speaker 3] That was great. [Anson Dorrance] Thank you. [Speaker 16] I never [inaudible]. [Jill Ellis] That’s new shiny. [Doug Shackelford] No, I’m delighted this tremendous
evening. We’ve had tremendous people over the years
at Weatherspoons. To have two of the greatest coaches in the
world tonight is a tremendous privilege for us. One of the things that as you were talking,
I was thinking about, we have five core values here in the business school. I think you touched on every one of these. It’s excellence, leadership, integrity, community
and teamwork. The things that we talked about here to business
school. You just touched on those over and over and
over. I also want to thank the members of our women’s
soccer team that are here. We love you guys. Thanks, everyone. (silence)

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