TTPOA Train-Up's Series - Practical Shooting: Partnering with Law Enforcement Administration

Summary

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Podcast Summary

Podcast: The TTPOA Podcast
Episode: TTPOA Train-Up's Series – Practical Shooting: Partnering with Law Enforcement Administration
Date: November 11, 2025
Hosts: Derek and Brandon
Guests: Brian and Chansey, Reticence Group

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Episode Overview

This episode, the third in the TTPOA Train-Up Series, focuses on the practical aspects of firearms and tactical training for law enforcement, specifically how to successfully partner with law enforcement administration to improve practical shooting programs. Derek and Brandon host field training experts Brian and Chansey of Reticence Group, discussing strategies for gaining administrative support, the importance of regular training, and overcoming barriers such as liability concerns and the so-called “lowest common denominator” mindset.

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Key Discussion Points and Insights

1. Building Relationships with Administration

• Demonstrating Value: The guests stress the importance of showing command staff what progressive firearms training looks like, rather than just arguing the case for it in theory.
  • "It really is just showing them... get them out there on the range." – Chansey [03:38]
• Creating Buy-In: By bringing administration to the range as students—allowing them to train, and sometimes fail—the reticence and concerns from the higher-ups are eased, making them more open to evolving the training curriculum.
  • “When you show them that they too can do it and... set the parameters where again, they can fail... you give them the permission to fail in this environment...” – Chansey [04:41]
• Open Communication: Building rapport and approaching admin with respect and gratitude, rather than a sense of entitlement, is emphasized.
  • “If you’re a grumpy ass walking around and you act entitled about it versus truly being thankful... we don’t take that for granted.” – Chansey [07:32]

2. Overcoming Resistance and Addressing Liability

• The Liability Argument: Liability is cited as the top concern (“the big L word”) for administration; lack of ongoing, real firearms training creates legal exposure for agencies.
  • “When you talk about training and then lack of training or failure to train... the liability is huge on the department then, right?” – Brian [09:09]
  • “It’s not going to look as good if something bad happens out there. And this officer can truly say, like, I've only fired 180 rounds total over the last three years...” – Brian [09:43]
• Needs Assessment: Making a business case by presenting needs assessments and showing how additional resources (e.g., ammo, range time) directly support safer outcomes.

3. Raising the Standard: Challenging the “Lowest Common Denominator”

• Rejecting Minimum Standards: The panel pushes back on the notion that training should be designed for only the weakest performers.
  • “You gotta raise the bar, man... You start grabbing them and pulling them up to you.” – Chansey [11:35]
  • “Lowest common denominator is a catch-all lazy way of just saying... we gotta teach to this weakest link.” – Brian [14:06]
• Investment in All Officers: Many struggling shooters are simply under-trained, not untrainable. Given the chance and quality instruction, most officers can improve.
  • “It’s not because they’re the lowest common denominator. It’s because they haven’t been trained.” – Brian [13:07]
  • “The vast majority of people who are labeled as lowest common denominators... are given that label by people who aren’t willing to train them.” – Brian [16:01]

4. Evolving Qualification and Practice

• Changing Qual Approach: Previous strict “walk in cold and qualify” policies gave no one a chance to learn or practice. Now every officer spends a four-hour block training before the annual qual, resulting in dramatically fewer failing scores.
  • “We train them for four hours and then they shoot a qual for record... we’ve seen a significant number of people level up and not be in remedial training.” – Brian [17:26]
• Practical Mindset: The group highlights the need for consistent, realistic range time for all officers—not just “sharp shooters,” emphasizing that even minimal extra investment brings significant returns in performance and safety.

5. Instilling a Professional Mindset

• Owning Responsibility: Officers are asked to honestly self-assess their comfort and competence with their firearms, challenging complacency.
  • “If you had to use your gun, are you confident in your ability... are you comfortable with it? And you’ll see the looks in people’s eyes...” – Chansey [19:33]
• Support and Accessibility: Brian and Chansey make themselves available for individual training and stress that nobody should be left without support if they are willing to learn.
  • “Email me, call me... we will come down here and train with you.” – Chansey [20:24]

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Notable Quotes & Memorable Moments

• On Admin Buy-In:
  • “Honestly, like I said, let’s be real... It’s a business. Any city or police department’s a business. It’s run like a business. And they care about liability, as they should.” – Brian [09:24]
  • “You gotta know whether to be sandpaper or silk... Sometimes folks need to hear a sandpaper version because it gets the point.” – Chansey [10:20]
• Raising Standards:
  • “A sharpened pencil never does any work.” – Brian [22:20]
  • “You can’t want it for them... that doesn’t mean you don’t give them everything that you give everybody else.” – Chansey [15:13]
• Dirty Guns as a Good Sign:
  • “To me, if a guy’s got a dirty gun because he’s been shooting, that’s a fucking good sign. Like, he’s prepared.” – Derek [21:55]
  • “A sharpened pencil never does any work.” – Brian [22:20]

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Important Timestamps

• [03:38] – Chansey outlines the importance of hands-on admin involvement in training.
• [04:41] – Creating a safe environment for admin staff to fail and learn.
• [09:09] – Discussion of liability as a chief issue for administration.
• [13:07] – Brian challenges “lowest common denominator” training philosophy.
• [17:26] – Explains changes to their agency’s qual and the positive impact.
• [19:33] – Honest self-assessment about proficiency and mindset in carrying a firearm.
• [21:55] – The meaning of a “dirty gun” and practical approaches to firearms maintenance.

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Final Thoughts & Resources

Contact & Training:

• Reticence Group offers both open and closed courses; interested listeners can reach out via their website, Facebook, or directly through Instagram:
  • @chansey_reticencegroup and @brian_reticencegroup
  • “Be comfortable talking to your people. And if you got questions, holler at us, man. We will help you navigate the administration.” – Brian [22:30]

Takeaway Message:

• The key to bringing about real change in law enforcement training lies in demonstrating value, fostering relationships, pushing for higher standards, and providing meaningful opportunities for all officers to grow—regardless of where they start.

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“Go train hard and go shoot. Not shoot people. Just go shoot.” – Derek [22:50]

Transcript

[A]

Foreign.

[B]

Podcast.

[A]

A podcast for SWAT officers, military, and all first responders.

[B]

We'll be talking training tactics and leadership with the best subject matter experts around. Here are your hosts, Derek and Brandon. Well, howdy. Howdy. Howdy, folks. We're back at the backyard honky tonk. Still raining on us, which we love it. It's nice weather. Enjoying this evening. So if you're at advanced swat, it's the night to our Monday night. So tomorrow you're going to be getting Chansey and Brian teaching y' all some of the stuff we've been talking about. So we're back with episode three of this TTPOA Train up series. So we have Brian and Chansey. Real quick, I don't think I've mentioned y' all own a training company. Y' all run a training. What is it? What is it called?

[C]

Yeah, it's called reticence group.

[B]

Reticence group. Okay, so someone wants to train with y' all or reach out because they've had questions about some of the stuff we've been talking about. How's the best. What's the best way to get a hold of y'?

[A]

All?

[C]

I mean, we have a website or, you know, social media, Facebook.

[B]

Okay, so social media.

[C]

What would that be crazy on? I mean, Facebook or Instagram?

[B]

Okay.

[C]

We don't do a bunch of stuff on there, but we have a website with the classes that we have currently open for registration. We have a lot of closed courses, too. So if you have needs that your team may be looking for or a closed group that you want to set up some training with, we do a lot of that stuff, too.

[B]

Okay. Like, if I want to drink whiskey with y'. All.

[C]

Sure. Yeah.

[A]

Yeah. Hey, brown water is good.

[B]

So what's Yalls handle on Instagram?

[A]

It's Chansey Underscore reticence group.

[C]

Yeah. Brian Underscore reticence group and then reticence group.

[B]

How do you spell Brian? Because there's so many ways, man.

[C]

Yeah, it's B, R, I, the right way.

[B]

Okay. Like brain.

[C]

Okay. Brain.

[A]

Don't put you in my name because it ain't Chauncey.

[C]

It's Chauncey.

[A]

There ain't a you and Chance. Chance and put a Y on it. Like, come on.

[B]

If not, just hit me up and then I'll reach out to y'.

[A]

All.

[B]

But y' all will be. Y' all be.

[C]

Y'. All.

[B]

Y' all be. Y' all are. Y' all are going to be teaching a couple classes for me in 2025, so.

[C]

Yep. Y' all got a big one we're trying to do, man. Yeah, trying to do like a big.

[A]

Five day buzz saw.

[B]

Yeah.

[C]

Multi class in one kind of thing with. Yeah, I'm excited about it, honestly.

[B]

Go get Sean, get it all his ass and get some stuff going on.

[C]

I think we can make it work, man. I, I, you know, we, we've talked to a lot of people about the, the possibility of that class happening and how we've kind of, you know, thought about structuring it. Yeah. And I think it's going to be, I think it's me really good. It's going to be super beneficial too.

[B]

I'm excited about that. So. And then I'll have y' all coming out for a red dot instructor class and then so just go give me some freaking dates, homies.

[C]

Yeah, we can do another T Cool instructor if you want.

[B]

Yeah, that was, that was a fun class. That was, that was a really good one. I like that one. That was, that was good. All right, so we'll get back to what we're here to discuss. So this is going to be the third part of the, of this series. So one of the things that guys are that have been listening to this, they might want to understand or have the, the knowledge, how do you present this to your chain of command that maybe not they don't understand the, the, the practical side, the performance side of the shooting. So how, how do you, how do you do that? Like, give us some pointers, man. Y', all, y' all obviously have been successful in doing that. So how did y' all get that started, man?

[A]

It really is just showing them. And I know that's like, well, how the hell do you go about that, Chancey with no, you, it's get them out, get them out there on the range. And I said this earlier on the last one is basically get their mind wrapped around what happens in law enforcement shootings. Well, if you've got administration and there's officer involved shooting your agency. Well, obviously they're seeing them. Okay. They're seeing the body cam footage and all of that stuff. Well, that coupled with every other, you know, the umpteen that happened, you know, in pretty rapid succession. It comes in spurts, it seems like, okay, well then ask them about how fast it happens and whether or not there's a dynamic aspect to it. He was speeding in movement. Well across the board, they're going to agree that that's the case. Well, that doesn't mean that they were trained that way. But then you show them that you can train in that fashion so that it is therefore beneficial should heaven forbid that day come about. Well, whenever you show them that they too can do it and you give them, you, you give them that, you set the parameters where again, they can fail.

[B]

Yeah.

[A]

And they're not going to be berated and we're not going to judge them and talk crazy to them and run and tell everybody that oh my gosh, so and so that's in the command staff screwed this up.

[B]

Right.

[A]

Because guess who else screws it up? Yours truly.

[B]

Yeah.

[A]

Lots and lots of times.

[B]

Right.

[A]

You know, in this environment and give them the permission to fail in this environment because what we quote, can't afford to fail out there. So you better get really good at figuring it out here so that you can perform out there.

[C]

I think for us too, it's, you know, Jancy and I've been pushing for, for so long to make firearms mandatory every year for every officer.

[B]

Yeah, right.

[C]

Because for, for so many officers, the only time they get true firearms training is when the call in the academy.

[A]

Right.

[C]

And then they call, they shoot.

[A]

Yeah, train.

[B]

Yeah. I'm sorry, I was, I was, I was projecting the answer before.

[C]

Yeah, yeah, yeah. But they get their sick, they get their 60 round course of fire year, they shoot their qual and then they go about their business. It's the only time the gun comes out of the hol holster for some of them. And some of them it's the only time the gun goes bang.

[B]

Right?

[C]

So we were really pushing trying to get it mandatory. And the question comes, well, you know, why? And so we start putting classes on that's not mandatory and we get the people that want to come down and train and, and we pull the people, right? And we take the evals and we run it up the ladder to the, you know, to the, to the people that make all the ultimate decisions, you know, the Stars and bars or however you want to call them. Then they start to get intrigued like, okay, well maybe like they got something going down there.

[B]

Yeah.

[C]

Like let's. Then they start asking questions and it gets to the point to where like Chance and I will just walk into, into the, that section of the building where all the Stars and Bars are and talk to any of them and bite them down and literally set up training for our entire command staff and say this is what we're doing and, and this is why we're doing it. And you know, it was successful for us, but it, we had to. It's like a multi prong approach. You Know, you have to show a need, and then obviously with that comes the needs. Right. You set up a needs assessment. Why do you need an extra 2 million rounds a year? Well, this is what we're doing. And they're like, ah, 2 million? Yeah, I mean, I mean, for example. Right. You know, for example, like, you send that up and they're like, well, why. Why do we.

[B]

Yeah, that's a heavy lift there.

[C]

Well, I don't need to buy all these bullets. And we're like, come see.

[A]

Yeah.

[C]

And then they do. You know, we. We've been blessed to where our command staff is very receptive to us and to our training. And it took, you know, a couple classes with them. You know, basically just locking them into a range and teaching. Teaching them and treating them like regular students for them to be like, ah, I get it now. Okay. Go forth and conquer. You know, there's a little bit of.

[A]

Shame and involved in the right way, you know. Yeah, but we. But it's also. It's a relationship thing.

[B]

Yeah.

[A]

Okay. Well, if. If you're. If you're a grumpy ass walking around and. And you act entitled about it versus truly being thankful. And we are. Yeah, we have the support we've got. You know, when it comes down to the logistical side of it, I mean, you've been to our place, man, we're lucky, man. We really are. And we don't take that for granted.

[B]

Right.

[A]

We've got the resources. Well, we're trying to maximize those resources and use them well. Whenever we, Whenever we show the command staff that we're using these resources, we're pushing this forward for our cops in our department.

[C]

Right.

[A]

Well, what is that doing? Yeah, they're like, okay, now we're getting some benefit from it because, you know, at the end of the day, there's. That place is. It's nice, man. We're lucky, you know, so.

[B]

No, and that's. And you spend all that money you need to get bang for your buck out of it. And the only way to do it is to use it. You have to use it. So if I'm an administrator and you're trying to talk to me about, hey, we need to change this. I could see administrators going, well, that's dangerous. Guys could get shot.

[A]

I mean, you're running around.

[C]

So let's talk about. What's the big L word that every administration worries about? Liability. Right.

[B]

Labyrius. I mean, yeah, those are fun. I do worry about those.

[C]

Yeah, man, that light's doing something to you.

[B]

It's the casting couch. I feel like I'm interviewing y' all for casting.

[C]

We'd be glowing if there was a black light right here on this couch. No, but it's liability. It's liability, right.

[B]

Yeah.

[C]

And when you talk about training and then lack of training or failure to train.

[B]

Yeah.

[C]

Just providing somebody with a 60 round course of fire, that's it for the year.

[B]

Yeah.

[C]

You know, the liability is huge on the department then, right? It is. I mean, and honestly, like I said, let's be real, like, that's. I mean, it's a business. It. Any, any, any city or police departments. A business. It's run like a business. It is. And they care about liability as they should, because that's their part of their job right there.

[B]

Everybody understands that.

[C]

Yeah. You know, and so when you. When you present it that way, like, hey, it's not going to look as good if something bad happens out there. And this officer can truly say, like, I've only fired 180 rounds total over the last three years and it was for my qual and I've had zero training.

[A]

Yeah. That's. Well, it comes down to stuff like grand jury. I went. There was a stint in my career here where I went and testified in grand jury and did lots of use of war stuff from officer boss shootings and all that stuff. And. Yeah. You want, you want people's eyebrows to raise.

[B]

Yeah.

[A]

Start bringing that stuff up. Brian look crazy at me whenever I say this, but I always tell him, I said, you got to know whether to be sandpaper or silk. Yeah. And how you present this stuff to people. Sometimes folks need to hear a sandpaper version because it gets the point.

[C]

Some administrators do.

[A]

Yeah. And believe it or not, that's not a bad thing all the time. No. Now you got to be respectful about it. I mean, obviously in the whole nine yards. And then other times, you got to take a silk approach.

[B]

Yeah.

[A]

You know, and whenever you do that, and then some people skills, you know, go talk to them, sit down and have the conversation. There are concerns. You have to. You better have the damn answers.

[C]

Right.

[A]

You know, don't come in there just throwing everything against the wall and see what the hell sticks. We had a plan with this. Yeah. You know, we had a plan, said, listen, this is where we want to go. This is how we want to do it. And we, we made the pact together. We're going to put this whole damn thing on our shoulders and this son of a bitch is going to get heavy for that. And we're going to face resistance. And we still do.

[B]

Yeah.

[A]

I mean, make no mistake, we face resistance with it, but we. I mean, we yoke up on that damn thing and let's go.

[B]

We.

[A]

Yeah, let's get it, you know.

[B]

No, that it is, because I think that's where so many people. And then another thing I could see administrators saying is, well, we have to train to the lowest common denominator. Like, what do you. What's your. Yeah, what is your philosophy on that?

[A]

You got to raise the bar, man. You've got to push that up. You've got to push the bar.

[B]

Yeah.

[A]

Because what you got to think about how many. How many cops want to be the, you know, tip top, what percentage? And I mean, everybody's like, ha, ha, yeah, bullshit. You know. Yeah, there's not a lot.

[B]

Yep. No.

[A]

Okay, let's just throw percentages out there. Let's say that there's 10%. Yeah, okay, 10% want to be tip top. Like, they're. I mean, they're getting out. They want to train. They want to be as good as they can be in all aspects of their job. Okay, well, then you've got. Let's say there's, I don't know, 40%. Let's say 30. Let's say 30% that are. Want to be above average. Just for numbers sake.

[B]

Yeah.

[A]

Okay, well, you've got those folks. Then you've got another roughly, you know, 50, 50%, something like that, that are just status quo.

[C]

Yeah.

[A]

Like, that's it. We just want to meet the minimum. We want to truck through Life, shoot our 60 rounds, and just go on about it, go home and. And then you got that last 10 that don't give two shits. No, they're. I mean, they're retired, on duty, they're, I don't know, days. They're, you know.

[B]

Yeah.

[A]

The whole nine yards. Well, what do you need to do? You need. Where. Where do you get these people to start raising up and these percentages to start changing?

[B]

Yeah.

[A]

You start grabbing them and pulling them up to you. You know what I mean? You're not going to have anybody from the bottom that doesn't want to do shit start pushing.

[B]

Yeah.

[A]

You start grabbing and pulling them, saying, hey, this is what we're doing. Do you want to be part of it?

[C]

And I think to that point, too. Yeah, it's, you know, the low. I hate that. I hate that, that verbiage. Lowest common denominator.

[B]

Yeah.

[C]

I think it is a scapegoat because I think for a lot of people that Quote, unquote may fall into that category per old red shirt mentality.

[A]

Yeah.

[C]

It's not because they're the lowest common denominator. It's because they haven't been trained. Yeah, like they haven't been taught. Like they're, they, they got what they got when they originally came through the academy and then they were just like given a gun. Come back and see us in a year and qualify. Well, I've seen a lot of people over the last two years, chain scene, I have, that would quote unquote, be remedial shooters or lowest common denominators that have raised their bar exponentially from being invested in and being invested in and given. Given the opportunity and being taught and provided some training, somebody that sees some.

[A]

Damn promise in them. Right, right. Be supportive. Don't be a fucking ass.

[C]

I think the lowest common denominator is a, is a, is a catch all lazy way of just saying, you know what, we can't do that because not everybody can do that. And we got to teach to this weakest link now.

[B]

Yeah, I think from my experience the lowest common denominator argument drives me crazy as well. But I think truly the people that just are not going to be good at whatever it is driving, combative shooting or whatever that quote lowest common denominator is very, very minute because those people probably just don't need to be in policing. They just don't need to be doing this job. And so let's just, let's just fix this part, that small, small part, and not affect the other 95% of everybody else. Whether they're the 95% falls in that, hey, I'm just kind of below average. I'm the average or I'm the achiever. But you're still affecting all that 98%, whatever that percent, the greater of the officers in our department, you're affecting them more than you are, quote, the lowest common denominator.

[C]

Right.

[A]

You can't want it for them. You know, somebody comes in there and if they absolutely don't want to be there.

[B]

Yeah.

[A]

If they don't want anything, if they don't want to hear anything you got to say. If they were, quote, told to be there, what, you know, they were voluntold, whatever. You know what? That doesn't mean that you don't give them everything that you give everybody else. Because a lot of times that would happen, they'd be like, they don't want to be here. Then I'm just not even going to address them. They're over there yeah. If they flat out refuse to go through the drills and do the things, then okay, we get it. But it ain't because you didn't give them an honest go. Right. Many of the times they come up there and they come across somebody that doesn't care to invest any time to help them. Whenever you're supposed to be the person that knows what the hell you're doing.

[B]

Yeah.

[A]

But you're unwilling to help. What, what response do you expect from them?

[B]

Yeah.

[A]

It's not a matter of holding hands. You got to do the work.

[C]

No, for sure. Come on.

[A]

But you've got to also set the stage for them to be able to, to do that.

[C]

The vast majority of people who are labeled as low as common denominators, I think are given that label by people who aren't willing to train them.

[B]

Yeah, yeah.

[A]

They really the lowest common denominators. Weak suck. Asp.

[B]

So what is kind of what your, your kind of stance on someone who goes to the department and every year it's, they are struggling with the qual. It's like hit or miss, they fail their first call, then they have remedial and it's just kind of a revolving door. That person, where do you, where do you see? Hey, we, we can only train this person. They have to do it on their own. Where does, how do you balance that? Because there's guys out there, there's people out there that are there.

[C]

But what we've done now and so for so long where we come from is like, you know, the weeks of.

[B]

Quals.

[C]

The numerous amounts of weeks that we run quals in our agency to get all of our people through. There was no practice allowed. There was no, no trigger time, no nothing. You walk in cold, by God, you better walk in. You're going to do it on the streets. Well, we've kind of changed that now. Not to where you're allowed to quote unquote, practice, but we now allow people to run a qual at the end of our four hour block throughout the entire year. So we train them for four hours and then they shoot a qual for record.

[B]

Okay.

[C]

You know, we do. And we've seen a significant number of people level up and not be in remedial training because. And it all it took for us is a four hour commitment to train these people for that. And, and you know what? I would argue that they are better off for that. And you can say what you want to say like, oh, they practice, you know, they got to shoot 800 rounds before they Shot the qual. And that doesn't really count, man. Get out of here with that. Like, we provided them training and they showed us at the end that they comprehended what we were teaching and they passed a qual. And if we were to just stick them in a range cold one day, they may not be able to do that. What's better? What's better for that student? Yeah, I think training them for four hours minimum, that's better than not training them at all and just throwing them into the wild. Now, do I think that every officer who carries a gun should be able to pass whatever qual cold in. In an ideal world? Yes, 100%. Like, I'm not saying that at all.

[A]

No.

[C]

All I'm saying is that there's some people that they need training. So give them training and then let them run the qual.

[B]

Yeah. Now that's. And that's one of those things you're like, man, it's, it's frustrating on so many levels just because at the end of the day, we all have a gun. That's our job. That's. I mean, that's our profession. That's just right. You know, and there's, there's other things that we, we do, but, you know, it's driving, shooting and fighting.

[A]

Our.

[B]

Our big liability things. Yeah. And those are given so little. One, I'm like, I look at our department, I'm going, man, I get so many freaking computer tests that I have to take that sent out to the city. And then if I don't, I get nasty letters and emails. And I'm like, oh, if we spent this much time on the three fundamentals of what we do as police, I would love that.

[A]

As far as people's approach to it, you know, whenever incumbents and stuff like that come in, I'll ask them. I said, okay. I said, if you were told to meet odds are you're going to go through your whole career, never have to use your gun.

[B]

No.

[A]

You're going to do 30 years, you'll never have to use your gun. I asked him, I said, okay, if I told you that tomorrow you had to go to work because can we agree that the majority of cops will never have to be involved in any kind of shooting in any way shape. Everybody agrees. Yes. Well, if I told you tomorrow you had to go work, you couldn't carry your gun, you'd tell me that I was full of. And there's no way you'd do it, right? Yep. I said, okay, if you had to use your gun, Are you confident in your ability to do it if you're just perfectly honest with yourself?

[B]

Yeah.

[A]

No. No pipe dream. No, no. Just let's. Let's just. Let's get down. Right down to the. Where the rubber meets road here. Are you comfortable with it? And you'll see the looks in people's eyes, and they're like, I don't know about that. Okay. That's why we want you to do this. Come down and we tell them, come shoot the bullets.

[B]

Yeah.

[A]

I'll say, email me, call me. Here's a phone number if I. If I'm not tied down doing something. Brian said the same thing. We were like, we will come down here and train with you.

[B]

Yeah.

[A]

What do you want to work on? I don't know. I just want to work. Okay, then let's go.

[B]

Yeah, let's just.

[A]

We call it the trough. We bring the trough out. And the trough has. Keeps about 10,000 rounds loaded in its belly.

[B]

And that. That's nice.

[A]

Yeah.

[B]

No, I like that. I never thought about that way, like, everybody be like you. I ain't going out on the streets.

[A]

Yeah.

[B]

Well, reality. That's kind of what you're doing.

[A]

Exactly.

[B]

Because you're not. You're not sharpening.

[C]

You might as well not have it on you.

[B]

Yeah. You're not doing anything with that tool. I remember one time, I think it was over a year because our rifle guys called and they called every year, and someone left the firing pin out. So of course, no one claimed it. No one knew and everything.

[A]

Yeah. No, it wasn't me.

[B]

Yep. And then the next year, it came back around and they were. Got the first, you know, firing of the qual, and then they figured out whose firing pin it was. I'm like, that guy went a whole year, never shot.

[C]

Yeah.

[B]

Every dude he was on, I'm like, whoa, man. That's just.

[A]

How would that make you feel at the end of the day?

[C]

You can't make this stuff up, man. You can't. You can't make it up.

[B]

No, you can't.

[A]

I'm like, it's just oats rusted shut on rifles.

[B]

Yeah.

[A]

Iron pins, gum, smooth ass up where the gun wouldn't go off at all. Yeah.

[B]

It's just funny to me.

[A]

So.

[B]

So. And I'm like. And there's kind of going back to what you're talking about, you know? I know some range guys are like, man, that gun better be clean. And this like, dude, to me, if a guy's got a dirty gun because he's been shooting. That's a fucking good sign. Like, he's prepared. The gun works when it's dirty. Okay, Put some oil on that. It's going to be fine. And I hate that, because it's got to be. I'm like, really? Okay, then. You don't shoot a lot.

[C]

A sharpened pencil never does any work.

[B]

Yeah, you're exactly right. You're exactly right. And like, man, get off that bullsh. So anyway, anything else to add to that, guys?

[C]

Now, man, we're be comfortable talking to your people. And if you got questions, holler at us, man. We will. We will help you that realm with the. We'll help you navigate the administration.

[B]

Now. They definitely will. They. They pioneered some stuff, and they're not scared to share the secret sauce with y' all because there's no secrets.

[A]

That's it.

[B]

All right. That's another one wrapped up in the books, boys and girls. Go train hard and go shoot. Not shoot people. Just go shoot.

[A]

Unless they need it. Unless they need it.

[B]

All right, boys, young girls, have a good night.