1-on-1 with DP – 93.7 The Ticket KNTK - Setting the Standard: December 23rd, 12:25pm

Episode Date: December 23, 2025

Setting the StandardAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Back to one-on-one with D.P. Sponsored by the Downtown Lincoln Foundation on 93-7 the ticket. Best of us, for the rest of us. The airing of grievances on a Tuesday. You guys have been good from the text line. DP, some schools do a major disservice to these kids by putting them in a program that keep them academically eligible, but have no future for them whatsoever.

See Harry Edwards and Berkeley. Amen to them. And there are some, again, the adults in the room, if you are taking advantage of a young person, then the parent should step in, although that's assuming that the parents are there and that the parents have the wherewithal and the resources to know

and to execute a plan for, their young person. A lot of people, a lot of student athletes, they're the first college student in the family. They may also be the first person in the family with financial opportunity. So if you don't know, you don't know, that's why nepotism works because you have people who are willing to work within the systems. They know how the systems work, and they can put you the right place with the right people. you know i mean i'd like to believe that sam hoiberg would be the same person at another program i'm not sure that he would is that fair would he get the opportunity right right i don't think

he'd get the opportunity right and he wouldn't he may not get the opportunity to fail right or develop like there's some point to that right i mean the son's on the staff you yeah i mean the name and then the the experience of being around in those spaces and those coaching corners and the doors that the name names open. Well, I think it's interesting, too, specifically, you know, kind of went down with John Butler because there's always the argument of, oh, nepotism, this is, it's just buddy system, all that. Well, this is what can happen if you hire an outsider.

It just doesn't click. You don't get along. And one year later, you're making a change because you didn't know. That's why people, why do you hire people that have helped you on your way up? Well, because you know what to expect from them. You can call it nepotism, but it's also part of, part of your team more often than that. Well, in a position of power, you hire people that you want to work with. And it should be people that you trust.

And, but I think, and again, each person, it could be, right, the best person for the job. And the person in charge who gets to make his, who's right for the job? Yeah, some adult, some grown up. Who do we want? Right? Like, you've earned the right to decide who you work with, right? You put in the work. So if I brought in somebody and said, okay, you're going to work with this guy without you, you'd be like, and what if he's the best person for it? But you've earned the right to have that decision. So why would I take it from? I wouldn't. But that's what happened. happens in coaching, especially at the higher levels. Tell me why you're hiring and what you're

hiring for. I've said all along that there's a lack of GPS in some of these programs. Because it doesn't tell me, none of us know what the ultimate goal is and how are you going to get there. We know where they are. The GPS will give you location, but it won't tell you what, what's the mission? What's the next thing that you're stepping toward? What's the, the next thing you're working for. What's the timetable? Because the GPS will tell you, from your location to where you're going, it will give you a time. Bob, if you don't give that information, you're never held accountable.

How many games does Nebraska football have to win next year for it to be successful? We don't know. We don't know. It hasn't been, it hasn't been said. When was the last time it was said, this is how many games this program has to win in order for it to be deemed successful. Is that said? It's not sad, but I mean, there's certain, like,

volleyball, I think you can probably, you're getting to the point of final four bust. I mean, you kind of just might not be out loud, but it's kind of understood. Well, but it said and understood. Right. Is that the same for every program at the University of Nebraska? No.

So that's not a Nebraska thing. That's a volleyball thing. Which one do we prefer, volleyball or other? Well, and I think it's just, you know, the program. I think it's easier to do that with a, If you have a program at seven wins, like football, why do you have seven wins? Too many reasons.

Well, but that's the, this is literally why things are as they are. There are no specifics and there are no standards to what expectation and acceptance is. Athletics is really simple in that you set standards and what is acceptable and what what is not. If you are in charge of a program or in charge of a department or in charge of a company or in charge of a community or in charge of a family, you set the standard for what is acceptable and what is not. Correct? Yeah, I mean, as in that, like the athletic department, the athletic director, yeah. Leader of a family, who determines the rules of the house? Whoever's in charge. Somebody's in charge. And you can go to

any house in America, and they will tell you what the rules of that is. They'll tell you what time. Dinner is, because they set it, right? If the people aren't available at 5 o'clock, dinner ain't going to be at 5 o'clock. If it's more convenient for it to be at 7, they're going to make it at 7. Right? So other things that can take place, the things that allow that to happen take place. But it's interesting because I think Nebraska football is always so interesting in this conversation

because they set the standard. I mean, the standard isn't set. We're not evaluating where I was. We want to compete at the top of the big 12. And so you fire two nine-win coaches, so you're not directly saying it out loud, but obviously the standard is set, you got to, you got to win 10 games. And what happens to Nebraska when they fire coaches for not quite meeting that? They have not, the standard has slowly driven into this year where seven wins is acceptable.

Next year, I think seven wins is acceptable. Ask the next question. Why did, why did you not win 10 games every year? Decision maker. Somebody made the decision to hire the next coach, right? Was the standard met that whoever we hire, we're going to win 10 games? They need to win 10 games.

Was that standard kept and met? Well, I mean, they didn't win 10 games. They got fired. Right, right. So then somebody else was hired. With what standard in play? You need to win 10 games? Well, we usually have to cut.

you fire a five winning coach, then you got to give them a little bit of a leeway to build back to 10, right? Do you? I would, I would think so. Okay. So Indiana entered the chat. In Indiana would not have fired Kurt Signetti

for winning seven games each of the last two years. Well, there you go, Bach, that the decision makers are in play, right? Somebody made a great decision hiring Kurt Signetty. Somebody did. there are a lot of decision makers who make bad decisions about who they're going to have run their programs and the standards are with which are set and it doesn't mean and i'm not begrudging that rule four years to build a program in his in his likeness all i'm asking is what is the standard what is acceptable and what is not that's the simplest identifier for me is as a

a coach, what is acceptable from your play? It's the spitting throwing punch conversation we have yesterday. Is it acceptable? Is it allowed or not? And then the league finally gets involved and goes,

okay, if you're not going to fix that, we got to fix it for you. So now you've got to sit down two games and play without it. What's allowed and acceptable? It's really not that complicated. We have rules for engagement on broadcast.

There are words that you can never say. You just can't say them. It's not convenient. You just can't say them. Show prep. Mandatory. Clock in. Be here early.

Understand the brakes. Be respectful of the clock. Be respectful of your, of your co-workers. Be behold to the station, right? Honor the standard of the station. This station has. standards.

And we work through it. What is allowed and what is acceptable? Through all of this stuff. And academically it's in play, right? It's in play. Financially, it's in play. If you made a public statement that the University of Nebraska is simply not going to pay

more than $4 million for a player, you eliminate a lot of nonsense and a lot of drama because there are a lot of people that expect more than that and you just go, nope, not going to do it. But what the good brings, it also allows for bad. And what the bad brings, it allows for good. If you said to this, you know what, we have 105 players for Nebraska football,

we're going to offer Nebraska high school, school seniors in high school, we're going to offer them $100,000 to sign with Nebraska. Does that open the door for conversation? Does that help you do what you need to do? Falls within your budget? If you said 100 players, we've got 18, let's say 17 million. 17 million, right? We're going to pay every player who makes

team same amount of money in scholarship and shared revenue and then you can earn additional money doing advertisements because of your your name image and like what's wrong with that wouldn't that make recruiting easier simpler it would certainly allow the management to be simple right if we if we designate how much right how much but that's treating all of recruits as equals. I don't, I'm, I'm asking the question. I don't have the answer. There's one way of going about it. I'm sure some schools are, are setting that. I'm going to ask that up here. I'm asking you. What would you do? I don't think I would treat all recruits as equals. I mean, I think, I think that there

should be, and again, it goes back to you got to play the game that everybody's playing, right? So in that stuff, like, ideally what I would do, I think it would be great to, you know, start with this kind of number. And I think it would be fair, but you got to, I don't know what the number is, right? You got to kind of find out that is and figure what that out. But if you just kind of set at least the lowest entry level of $100,000, like you said, of every scholarship player that you have on board, I think that's a good starting point. But I wouldn't cap it there simply because, again, there's higher value players even coming out of high school. And And you're competing with other, again, bidding or with other team.

Full of bidding. And we understand the bidding happens. And I'm not saying the bidding won't happen. I'm just saying it would be simple. Like if there are rules and standards, we know what is accepted. I just don't think we do. And that's fair. Bones 67 says this.

The downfall started with Harvey Perlman and Steve Peterson. Bach, what say you? Well, they were two of the folks in charge when the downfall started. Yeah, it would be hard to argue. I mean, it's just hard to argue that. I mean, Bill Callahan obviously came in due to Steve Peterson's hiring and, you know, they kind of were in charge there, Harvey Perlman obviously extended beyond Steve Peterson. But yeah, those would be two names. It's not a witch on. Again, those are the people that were in charge making the decision when the downfall started. I say it constantly. If you're trying to find,

the answer you have to ask questions. I don't have all the answers. I don't. I try to get to the right question. I try to get to what works. What do you think will work? And quite frankly, in these conversations, I mean, these are conversations. This is not me yelling

into the vault, into the vacuum. This is me asking Bach and asking the listeners what you think. And I'm cool with you disagreeing with me. I'm never going to be cool with you just yell. You added nothing to the conversation by just yelling. Tell me what you think.

Tell me what you think. You said, Peterson was the worst. I wasn't around for that. So I have to lean heavily on you folks to tell me what was and what you think was. As Sippa would say, what we know versus what we think we know. So we're trying to find out those things along the way. Again, Festivus, it's the hearing of grievances. We'll close out one-on-one, get you all set up for Bach and the black shirt here.

on a Tuesday. Download our app by searching 93.7 the ticket in your app store. You're listening to one-on-one with DP on 937 the ticket and the ticketfm.com.