1-on-1 with DP – 93.7 The Ticket KNTK - QB Coach Barry Thompson on Nebraska bringing in Dana Holgorsen - November 6th, 2024

Episode Date: November 7, 2024

QB Coach Barry Thompson on Nebraska bringing in Dana Holgorsen - November 6th, 2024Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Coming at you live from the couple Chevrolet GMC studios. Here is your host, Derek Pearson, brought you by Mary Ellen's Food for the Soul, on 937 the ticket and the ticket FM.com. Welcome to it on a Wednesday, Hump Day, Lincoln, Nebraska, DP, one-on-one, 402, 464-5 is the Sotomayman. Text Live. You want to be a part of what we're doing? fire up then fingers.

Text and hit us with a what's up. If you got questions for the coach, let me know. We will have discussion. Of course, recent news makes it interesting to talk about some of the facets of football. And we will do some of those things. You can follow us on the live stream.

Jump on, Allo, Channel 961, Facebook, YouTube, X, if you will. But we bring them in. Let's set the tone. Let's set the table. Let's do it. The autumn wind is a pirate. Blustering in from sea

with a rollicking song he sweeps along, swaggering boisterously. His face is weather-beaten. He wears a hooded sash, with a silver hat about his head, and a bristling black mustache. He growls, as he storms the country, a villain big and bold.

And the trees all shake and quiver and quake as he robs them of their gold. The autumn win is a raider, pillaging just for fun. He'll knock you round and upside down and laugh when he's conquered and won. They say perfection doesn't exist. I offer you that. Barry Thompson, the coach. What's happening at BT? Hey, baby.

Good on the wood. It's a great time of year, man. It's a very exciting time of year. We got holidays coming. We got playoff football coming. And it's just, it's a lot of fun. It's a good time. And happy to be here in Lincoln from afar. Hey, Barry, let me ask you. How are you doing? Good and getting better. Good and getting better. And let me ask you, hey, let me ask you how your people doing. I heard a different response to that. Okay. If my people were doing any better, I'd have to get some more people.

Do. I love that one. I love that. I'd have to get some more people. I love that one. Let's hand out some lollipops today. I love it. Get some more.

The news in Lincoln, Nebraska, is the addition to the coaching staff for an analyst, somebody with coaching head coach experience at this level and above. Yeah. And that what happens in a program with a young quarterback, a quarterback of note, mind you. Yes. Who's carrying a burden. And so you've got to fix some things. Barry, have you ever been on a staff where?

Yeah, I know that. That's funny. where somebody was brought in as an analyst this late in the season. Well, not this late, but somebody who was brought in as a, what's official word, offensive consultant? Yes, sir. That's exactly the role. I had a hard time describing what I'm doing with W&L until I heard the title.

I am with our former high school, an offensive consultant. And I was thinking about this today. It really depends like in all coaching, in all jobs. It really depends on what the job description is and what the person's authorized to do. In my case, I carved it out for myself, which was the objective was just to get the quarterback ready to be able to execute the offense that he was facing. So that meant that I spent in the summer a lot of time with the time. the quarterbacks, we're in the second year of a two-year schedule. So the quarterbacks got a summer project. And that summer project was that we would go through each of the games that we were

to play this year. I constructed a series of one-minute videos to provide them a template of how to look at a play, the formation, the down and distance, the protection, how it was being defended, and how they would make their decisions on it. And then they were to, on their own, go in and pick out three or four more plays. And then I held them accountable on the huddle. I said, you need to have a daily huddle habit. Five, ten minutes. It didn't matter, but it had to be daily.

And so we went through all ten opponents before practice started. So the objective was that they essentially had a notebook so that when we came up on game week, it wasn't brand new for them. And as we went through camp, and you have one week and then you start, that's Scrimmage Week. I treated that as a game week. So I went back and drew the other film and fed it to them like you would in the game week. Formations down in distance, blicit specials, and then a list that kind of like a clip list. And we started that process. So that's how we started off this season. Now, the only technical thing I did was I had to straighten out a couple of them mechanically.

That was done in the summer. And then, so that was my consultant role. in which I never set foot on the field. But my objective was, or my job was, to always kind of coach them off the field. And I made sure that everything that I did was copied to the offensive coordinator with strict instructions that if I ever said anything that contradicted him or contradicted what he wanted,

they were to ignore me and listen to the OC. And the OC was to alert me, hey, that's not what we want. We want X here. So that was my role. And I bring that all up because Dana Hulgson's role may be different. So you depend, you know, what are they asking him to do as a consultant, redesign the offense, or we think we need to help Ryola kind of prepare better and understand situations better?

We don't know from the outside. But so, you know, is he supposed to change play? is he slowly going to install an air raid system? You know, and my role, working with the offensive coordinator, there are some things that I see that I communicate directly to him. And I say, hey, look at your personnel group. You know, if you use this type of thing, this can get us that type of thing. And it seems like it fits with what you want to do.

but at no time does he ever have to take what I say, right? It's just a suggestion. We talk about, I communicate to him with my feelings about controlling a game and how to go about winning a game. He listens. And I think in a consultant role, that's probably the most important thing that you feel that you're being listened to. As coaches, when you get in that room,

not everything you say is acted on. Fortunately or unfortunately. Well, it's, so the perfect person to have this conversation because there's so many questions. Go ahead. Right. That, that, listen, at this level, at the level that Nebraska is at, that a consultant is going to get whatever they can agree to pay, some, in some cases, just some. Oh, they're going to get paid. Right?

They're going to get paid. that in order for this to happen, there has to be an admission or an acknowledgement or identifying that there is a problem that is not fixable by the people who currently exist in those positions. Is that a fair statement or no? Well, of course, it's a fair statement. But you always say there's multiple questions. First of all, you paid a ton of money to hire these people to come in.

And like if I'm a check writer, if I'm a check writer and I paid a ton of money and didn't, and the people that I paid a ton of money to are saying, well, we need some outside help. I'm really asking why am I paying you then? Yeah. Because the guy that I'm going to bring in is going to cost less than the guy that I paid you. So if I'm a check writer, I'm really asking some questions. That's one. Two is, yes, there's a issue.

That's why you're reaching for outside help. But that's only one-tenth of the issue. The issue is can you identify the problem that needs to be solved? So running back to me, I came up on the staff. The head coach had been after me for seven years to join them. But they just came off of the best season that that team, that school had had like in, I don't know, 50 years. Yeah.

And so I said to him, I said, whatever you guys are doing, I said, it works. I don't think you need me on the field. I said, let me tell you where I think I can provide value here. I can provide value with doing some of the things that you can't do, right? You know, high school is tough to meet with quarterbacks and to do that type of stuff. So I said, I think you provide value here. And so that was my value add to what they're doing. Now, bring it in Holgerston, it's a name and it's so forth, but what's the value add when you bring them in?

And that's related directly to what is the issue? What is the issue that this guy's gone nearly a month without throwing a touchdown? What is the issue that in too many games he's taking multiple sacks? What is the issue, right? If the consultant is coming in to help, the problem's been identified, And the consultants come in to help that problem, then, yeah, as a check writer, I'm okay with it. But I'm still questioning why I paid you all all this money that you had to go to somebody else. We hired him and so the other guy.

So there's all the kinds of levels to it. But you definitely have to identify the problem. And you have to have a clear. My role with my team is clearly understood, right? I don't go to practice. But I have almost daily communication with the quarterback. with the blessing of the offensive coordinator, right? And my role is to help them better understand what the coordinator wants them to do, right?

That's my role. So I don't need to be there every day. So what is the role? I heard described, what is described as an evolving? And there's a, didn't they describe it that way? And evolving? Well, that was the next question, is that when you identify and you bring somebody else into the fold, in week 11

that you can't be specific about what it is that they're brought in to do. I want in that particular case, if I'm on the coaching staff and you tell me, hey man, we're not getting it done. I'm bringing in somebody else to help us. First of all, my first question would be, well, what are we not getting done?

Yeah. So for me, if I'm the check writer, right, I'm sitting down with the coach, the head coach. and you bring up two things here so I'll try to get to him to see first of all I'm saying the heck of I expect you to fix it I expect you to go to whoever the problem is sit down with your guy get your guy at that position group to explain to you what is going on pop on the film and if what he says doesn't match what I see on film then we're having a conversation why is what you're saying

not matching what I'm seeing on film And then we need to have a conversation about, and by the way, it's a good conversation. It is a conversation to fix a problem. Nobody in the organization wants to be unsuccessful. Nobody. So we're sitting down. You're saying one thing. I'm seeing another thing.

Let's figure out how we close that gap. That's why I'm paying you a lot of money. You are the one that's supposed to fix it. You are the one who's supposed to coach the coaches. You are the one who's supposed to solve the problems that come in. You are the CEO of this organization. and I expect you to do it. Now, when you bring somebody else in, and it's fine,

but when you start saying it's an evolving relationship, okay, I've said to you over and over and over again, when you coach, I can give you any title I want to give you, but you better have the authority to coach. Now, when you say this guy's coming in and he's evolving and you're an employee player, who are you listening to? And the situation I'm in, the players know that the person that they ultimately listen to is the offensive coordinator. If I say anything that contradicts him, they are to go with him.

And if I say anything that doesn't happen, they're to go with him. And not only that, but the offensive quarter is supposed to alert me and say, hey, that's out of bounds. Don't do that again, right? And so the lines are drawn clearly. He is the OC. I am just a guy here to help with this aspect of what's going on. It's funny because you know, you know that, listen, if you called Cindy today and said, hey, I'm bringing somebody in.

Yes. They're going to live with us. Well, Barry, what do you need her? What do you need her for? It's evolving. It's going to be evolving. It's going to be an evolving deal. Cindy said, you better fix it.

it. No, when you break it down that way. And I think what gets lost in this is that it, that it's still a people business. Fly the money around all you want. But at the end of the day, there are people, right? And it's that management of people,

of men, of young men that can't get lost. And that more than anything will send a football team sideways. that if you're not managing the men, not leading the young men, right? If they feel in any way that this is going, it doesn't, it's, look, let me put it this way. Players at the highest caliber will go anywhere for information that will help them get better. But if you ever give them one piece of information that doesn't help them, they will cut you out of their lives. they will cut you out of their lives.

And you just have to remember that when you're coaching them. All they want to do is be good. All they want to do is win. Everybody who took the paycheck, they want to win. But it's not happening. So then how do we sit down and fix it out? It's not rocket science. The palette of things that you do to fix the problem are right there with everybody.

Right? How do we not put this guy in a big? bad situation, whoever the guy is, right? How do we protect him? If he can't do that, if he's doing something and he can't do that, then let's not ask him to do that. All right, if we do this, he's pretty good, but we put him in a bad situation. Let's not put him in that situation, right? It's not hard to figure out. It's not hard. Through this, and you work in large number with quarterbacks. Yes. That there is a certain makeup to quarterbacks. in the repetition.

There's a certain confidence that is built in the same verbiage, repetition, same reminders, same contact points. And then imagining that after an entire offseason of work and 11 weeks in season after the month of training camp, that you tell them everything that we did wasn't good enough. Oh, my gosh. What does that do to a young quarterback? Oh, my gosh.

Like I said, man, it's like you, let me break down this one. When Phil Jackson was winning those championships, he won with the Chicago Bulls and he won with the Lakers, people, it was popular for people to say, well, you give me, Michael, you give me Dennis Robin, you give me Pippin, I'm won't champ, you give me Shaq and Kobe, I'll win championships.

Well, what that people forget is that there was a guy in Chicago. Great coach before Phil Jackson. There was a guy in L.A. Pretty good coach before Phil Jackson landed there. It is the management of people that is so important. You know, Coach Saban gets a lot of credit for what he did at Alabama. But honestly, honestly, there's not a lot of talking about his exes and O's. And he's had coordinators in and out. And when he was there, that train was running. And so what is that? It's the management of people.

It's being able to lead people in the right direction. Everybody that's involved in football wants to win. Everybody. I don't care if they put in the work, they don't put in the work. But when it comes time, everybody wants to win. Even ankle butter, seven years old, if you put a score, he might not have come to practice at all that week. But the game, he wants to win. And so when you're not leading a group of people in that direction,

you got problems just for whatever it is. You've got issues. You got issues. Through all of it. And we're talking to Barry Thompson, quarterback coach, Fairfax Football Academy. Barry,

it becomes a thing because at this level, there's a head coach, offensive coordinator, quarterback coach, passing game coordinator, receivers coach, tight-in group, running-back group. Strength-coats and tracing coat.

Mental coat. Right. And through all of it. Academic advisor. Right. And you've asked these young people to buy into everything that you're saying as gospel. As absolute. Right.

And then, and then, after nine games, you say. Well, see, what had happened? was. See, hey, that's how I know you, my brother, because you said you literally, see what it happened was. What I really meant was, Oprah. And I'm a little worried. So we're going to go to break, but when we come back,

I want to, there's two, there's two more issues. One, that you've said those things. And then you've said, you have to say, oh, by the way, forget that. There's some new stuff. And then here's the other thing, that we both know as coaches, that we can have a plan and install in high repetition. Right.

And that things can still go left. Yep. In-game situations. Yep. But ultimately, it appears to me that the best coaches tend to say, that's on me. Yes. That's on me. and not that it's not on the players.

Yes, the adage is I know we're going to break, but the adage is if you lose by a lot, it's the players. If you lose by a little, and this is cold. It's tough to accept as a coach, but it seems to be true. If you lose by a little, it's the coaches. And we come back, I'll define that for you. Yes, sir.

Barry Thompson, DP, one-on-one, 993-70 ticket. You're listening to One-on-One with DP. Brought you by Mary Ellen's Food for the Soul. on 93-7 the ticket and the ticket FM.com. Come get it on a Wednesday, Barry Thompson, one-on-one, 93-7, the ticket again for you folks on the Sartanhammer Tech sign. Thank you, you, folks who are on the streams. Thank you very much. Appreciate you hanging out with us.

Barry Thompson, we're asking questions. Yeah. And I think in fairness that we can clean the palate. with sorbet? With sorbet? It is the only, it is the only palette cleanser. Who raised you? Maybe serve it.

Right. But here's the thing that in this space, that some of the discussion is that it's coach. And some of it is that if something's wrong, it's the player. And I'm just of the school. that if I'm in charge, if I am, if these are players under my charge, it is my responsibility and it is my reputation, it is my name for me to put players in positions where they can have

success and not only by having success, but having witness that I've installed, taught, lectured, high rep, and watch them succeed at doing the thing that I'm going to ask them to do in a live game. And so that we know. And I cannot continually ask somebody to do a thing that they have either not shown proficiency for or success at. So, Barry, how do you deal with it? Well, let me go back to what I said. I said that there are a couple of coaching attitudes that are really, really tough. One is you get what you allow.

That's a very tough one. That's a very, very tough one. But the one we're talking about, I think that relates to it, is if you lose by a lot, it's the players. If you lose by a little, it's the coaches. And so what that means is a lot of what you just said. But it also means that, you know, if, like I'll give you an example. This is a few years ago. We were in a tough game at this, another school, and there was a player who had fumbled at the goal line.

seen a clip of a certain run to the left. It'd seen him fumble. And then at the crux of this game, right? When you needed it, it was like overtime you need to score. They gave that same player the ball and he ran the same direction and he fumbled the ball. So there was a big to do in the coaches meeting afterwards. And yes, we can't know that a guy is going to fumble the ball on a particular play. But we'd seen him do that.

before. And so at that point, did we coach him adequately about how to protect the ball in that specific situation, right? And you give it so that now we'll give him a chance to do it again, or did we just randomly call it again and it happened again and it seems like it's coincidence? Well, on the latter, it's our fault as a coach. And the former where we took him aside and we talked about ball security and that specific situation in traffic where people are going to have the that type of thing. If we coach them over and over again and he did it again, then, okay, you know, you can kind of live with that. It happened, right? You think you're your best player.

That's your best play. You're in mind your best tackle. And you've coached the hell out of it. And you know what? The ball came out. Those are two distinctly different things. And when you lose games because, you know, somebody jumped off sides or somebody, you know, missed this. or we didn't get something covered on special teams

or we didn't make a right decision on a particular play. As a coach, you've got to take responsibility for that. And you've got to look at that situation because those games are 50-50 games, right? A one score game is essentially a 50-50 game. And so what you want, this is one of my favorite things. You want to win 100% of the 50-50 games. How about that? Right?

And so there's some thought that goes into that about, you know, maybe you practice situations, are you coaching depth, whatever it is. You want to make sure in those situations you're running things that are solid, that are sure. I had a very wise coach say to me, a high school coach that's got a lot of wins and, you know, and two sports and state championships and everything else. And he sat me down when I first started to work with him. He says, I know how to win a football game. He said, there are other ways to do it.

He said, but I know how to win a football game. And so from that very first interaction with him, I'm like, okay, let's go. You know how to win a football game. And you know what? The guy knows how to win a football game, you know? And the process that goes involved with making sure that players are ready for those moments, you know, is really important. Like, I'll give you an example. You asked me about this before.

This is a time of year where everybody knows they're going to be playing competitive, close games. the likelihood of overtime coming up is high. So how many teams out there are spending time on their two-point plays? How many teams out there are running first and ten situations, first and five situations, third and three situations, third? Like really, this time of you, that's all practice should really be made up of. 11 weeks in, everybody knows that a block, everybody knows that tackle, everybody knows your plays, right?

Yep. So, yeah, we keep up our indie work because we want to keep our individual skills sharp. But what we want to really get attuned to is winning the situations that we know that are going to be critical to the game. And that should be what practice is made up up for this time. And that's from offense to defense to special teams. Like how are you starting practice? It's important. It's important.

It's not rocket science. It really isn't. Through what's happened here, five and four. and three games of note. So you travel to USC, you're going to come back home after a buy week. You're by week, play USC, come back at home, final home game of the regular season against a Wisconsin team that has its own issues,

right? USC has its own issues. They're sitting in four and five. You're going to play in Memorial Coliseum with fans that are going to sit on their hands and with the full expectation that things are going to go poorly for USC. They're ready to booth. That's literally most people are going to show up. Nebraska has every opportunity, but here's the thing, Barry. You're bringing in somebody who is renowned. And they'll tell you he's a 50-50 coach, 50% run, 50% pass, but he's done it

from the air raid vacuum. What does that mean to the average fan that comes in? What's the expectation with somebody who is efficient? Air raid is really about attacking space. And it's just really, you know, very simple kind of, it's like a passing kind of wingty thing. They don't really believe in a lot of formations, but just attacking space with certain routes. You'll see them go toward the middle of the field. A lot of teams are kind of limited to third. They love, sometimes you're going to hold the ball a little bit longer, but they love getting, they love too high safeties and getting after it.

That's what that is. A 50-50 thing I think is overrated because it implies balance. And balance to me is whatever it takes to win the freaking football game. You know, if you got your run game going and you hand it off 40 times and at the end of the day, that scoreboard says Nebraska has more than whoever you're playing, that's a balance offense for that day. You've got to get over it. And maybe two weeks later, you jack the ball up 40 times and you win that game.

Well, that's a balanced offense. You know, this idea of balance in 50-50, like, that gets me to the point. Like, you can have plays and you can have defenses and you can do all this stuff. But, man, you've got to have a way, a plan to win a football game, right? And that's not only plays. It's times when you want to control the ball. It's times when you want to steal possessions. There's times when you don't want to give the ball back at all, right?

It's managing the timeout. It's all of those things, not just am I running this system or running that system, you know, that type of thing. And if you're switching and you're going to put a heavy emphasis on scoring and let it go, you've got to understand what that does to your defense, right? That means there might be some quick possessions. And is that really what you want? Right.

And then you got this thing where it just, it gets, It could get messy. It can get messy. Yeah, I try to ponder what it means to bring in. And if you're bringing in somebody for, again, a young quarterback who's having difficulties, you've got red zone problems, you've got communication problems. You've got issues. So then bringing somebody in week, during a biweek, so there's the buy week.

There's a buy week. But does that really help you, Barry, at. This level. I don't know. It can send things sideways depending on how it's done, right? Again, that brings you back to the people thing. You know, it's like, okay, am I in charge? Are they listened to him?

And then you've got players looking sideways, hey, we can throw the ball up, and the receivers and the quarterbacks think they need to throw the ball more, right? And so there you go. And then the linemen, listen, let's, let's, there's two things about Nebraska football. Three things. One, Nebraska fans deserve.

a good product. They root on this team through thick and thin. They do. And they deserve a good product. Two, you have some good ingredients. You have a defense that is competent. You have a run game, right? I've seen some nice runs out of that. You have a five-star quarterback and you've got some pretty good receivers.

Like, it shouldn't be that hard to kind of make this work. It should be relatively easy to fix a few things and say, this is how we're going to go play football. The third thing is, with all the angst that's going on, is that a win will cover up a multitude of sense. Get that six win. Get that bowl game bid, and that is a step forward. And then, you know, you can kind of reorganize and redo this thing

and set this thing the wrong way. but this is the wrong era of football to be effing around with young players' careers. It just is. You know, I think Chancellor said this, and he had a whole coach. I don't know if it's him or not, but he said something I never really thought about. You know, you put a player in a situation where things are going sideways, and at some point that player who's thinking about an NFL career legitimately is going to think, man, this situation is really messing with my money.

You know, it's really messing with my money. You know, and you have a guy who is talented as Dylan is and that this doesn't seem to be working right now. Man, you just got to treat that seriously, you know, and help these guys win. That's all they want to do is win. That's all the fans want them to do is win. It's all the administration wants them do is win.

do is win. So let's find a way to manage people, manage a situation, fix it. And, yeah, but DP, everything you're mentioning, go this far down the pike and bring somebody else in and, you know, how is that going to be articulated, right? How is it? Have you communicated to the team about it? How about that? Have you talked to the players? Get out of my head. You see what I'm saying? Like, it matters. You know, there was a show, we won't mention his name. And it was a very popular show, and he had a daughter who brought a young man home that they knew nothing about. And the young man, he was sitting there, and it was a sitcom, and it was a Cosby show. And he says, I get the feeling that you don't like me.

And he said, no, no, no, no. And Bill asked him, said, what's your favorite food? And the young man said, well, I like a nice, juicy, fat steak. And he says, oh, I'm going to cook up the best steak for you. and his mouth was watering. And he says, but then I'm going to take this trash can lid off the trash can, turn it upside down, and put the steak on it and serve it to you. He says, that's what my daughter's just done to you. She brought you here on the trash can lid, right?

And, you know, so maybe there was a big talk before about Holgerson and they're coming in, and this is what we're going to do, and we're going to help Coach Hat off here. Maybe he had a meeting. But that stuff, man, it really matters. It really matters. Yeah, it's going to be the thing, man. And again, a lot of it's a buy week. So there's going to be six, seven, eight additional nights of talking about what we think it is until we see what it is.

And then we'll have more questions. Hopefully we'll find more answers. We'll toward a break. Come back and close it by asking Barry Thompson, what do you cook it? Monza, manja. Munga, man, man. We'll be right back. You're listening to one on a break.

with DP. Sponsored by Mary Ellen's Food for the Soul on 937 the ticket and the ticket FM.com. Barry Thompson joins us on one-on-one, kind sir. Greatly appreciate you for dropping knowledge. Man, just thanks for having me, man. You know, dimes everywhere, kind sir, information for the masses and folks that, listen, I try to tell people, it's not, it's not always our job to know. the answers, it's to get to the right question. And so, you know, often in these conversations,

it's just getting to the right question. Hey, Barry, what are we doing? So now I ask one more question, Gunther. What are you cooking? Well, you know, as it gets cool, I think of, you know, stews and things like that, chilies. So, you know, chicken and sausage gumbo, you can find a thousand different recipes. But the main thing I think with gumbo is you want to find ways to pack in. You want to think of cooking it in layers and you want to add flavor to every layer that you're going. So for instance, you'll take your chicken. Some people use boneless chicken thighs. I'll tell you what's really interesting is get about three pounds of chicken wings and,

you know, separate the pieces and a little bit of oil and go ahead and you want to season up those wings and put them in there and you're just going to, you know, brown them a little bit, right? Kind of serum both sides, about three minutes, both sides. take those out so that flavors that oil a little bit and then take your smoke sausage any smoked sausage will do but if you can get your hands on some unduey sausage maybe put about a pound and a half of that in there and that begins the flavor that oil take that out when it crisps up and now you're going to add your flour to that oil and make your root so now you're not just straight oil you got this oil that has flavor and it's going to imbue it in the rue you know a lot of things out there about cooking

rues, but you want to get it until it's a pretty dark rue. And at that time, you're going to take your Trinity, and you can add that in layers. So you can add the onions first and add a little bit of Cajunian seasoning. I'd recommend Tony Chacharise. You can get the no-salt version because you want to watch your salt levels as it goes in. Add your green peppers, add your celery to it. Hold your garlic back for a little bit. Let that cook until it gets soft.

Then put the garlic in for a little punch. then at that point, you know, your stock is going to go in. You smooth it all out and you start to put your chicken wings back in and you put your smoke sausage back in and you just let that whole concoction go for a little bit and kind of taste it and make sure it's okay. And, you know, and then get your rice ready and have a ball with it. That's gumbo versus jumbaya.

And it's a really good deal. this, not hard to make. Tons of flavor. You can add a little vinegar if you want, a little Worcesters sauce, a little hot sauce if you want, but do that tasting kind of near the end of the process. But they call it gumbo yeah, yeah. Do you know why they call gumbo yeah, yeah? You know what? Because if you make it right, after you eat it, you go, yeah, yeah. Through all of it, very, give me the bridge between that final mixture of, and when the rice should go on so that they couldn't they they yeah you want to have your rice already cooked that's one of the things and so your rice is already cooked and you want also to have

maybe some parsley and some spring onions already chopped up so really for it's it's don't call it a soup you'll start a fight but right but it's kind of like a soup and the rice depends on how you want it rice on top or you want more of the gumbo on it. And then you just finish it off a little bit of parsley, a little bit of spring onions, put a little hot sauce on it. But yeah, gumbo, yeah, yeah. So if you ever see that on the menu, that's what that's what that's for. Gumbo, yeah, yeah, yeah.

Love you, man. We'll do it again next week. All right, man, look forward to it. Bye-bye. One out one, ninety-two-seven, take a week, take a weeknights. Good morning. It's coming up.