(upbeat music)

- Welcome to this special edition of "The Minor Consult,"

where I speak with leaders shaping our world

in diverse ways.

I recently had the opportunity to sit down

with the legendary women's basketball coach,

Tara VanDerveer.

She's one of the winning-est coaches

in NCAA basketball history,

amassing an incredible 1,216 wins.

She led Stanford Cardinal women's basketball

to three NCAA championships,

coached the US women's basketball team

to an Olympic gold in 1996, and not surprisingly,

has been inducted into the Women's Basketball Hall of Fame.

Tara shared insights about her coaching career,

her approach to building and motivating winning teams,

and her forecast for the future of one

of the nation's most popular sports.

So without further ado, let's go to our episode.

Congratulations. Thank you for being here.

- Thank you.

I'm glad it was cold out so I could wear my jacket.

You guys could see it, so good morning.

It's great to be here. Thank you, Lloyd.

- Thank you. - Coach Minor.

(Lloyd laughing)

- Exactly. We all are, aren't we?

- Yes, we are. - And I think

that's an important message to discuss, today.

So Tara, can you go back to when you got interested

in basketball, a little bit on the film,

but could you expand on that a little bit more

and how you decided?

You weren't always sure,

you were gonna be a basketball coach.

I think you thought maybe you'd be a lawyer at one point.

- I actually thought about medicine one time

until chemistry in college, and that was, I said, no.

I first played basketball in physical education class

when I was in the fifth grade, and I just loved it.

And my parents are both teachers,

and really, their Friday night, Friday night was going

to the Y, jumping on the trampoline, swimming.

So it was always being very active.

I'm a skier, biker, everything.

But basketball just grabbed me.

But there were no teams for girls.

So it was very frustrating

because, you know, I would play with the boys

and, you know, there were girls

and boys when I first started out,

but as I got a little older,

the boys didn't want me to play.

So I bought the best basketball,

and if they wanted to use my ball, I got to be in the game.

And that was how I got to play. So I figured that out.

But it was very challenging

because there weren't teams for girls.

And I was out there playing by myself,

and in the ninth grade, I was taking algebra,

and my mom and dad called me in and said,

"Tara," I'd be out there for hours and they'd say,

"Tara, come in and do your algebra homework.

Basketball is never gonna take you anywhere."

And I'm like, "Algebra's not taking me anywhere."

So, you know, but I just loved the game

and I didn't see any future in it

because there weren't teams for women.

This was before Title IX, which was in 1972.

So I think I'm older than everyone in this room,

but it was really a very painful thing

to love something and I couldn't get to do it.

But I then I got to play in college a little bit,

and I went to Indiana and I studied basketball.

Coach Knight was there, and I watched his practice.

I took his coaching class.

It's just been a love affair with basketball.

So I've never felt I had to go to a J-O-B job.

I just woke up and I love watching tape.

I love going to the gym.

I got to work with all these great players

and work at Stanford.

I loved it. So it's just been really fun.

I just have to pinch myself

because I've had such a great life.

- That's fantastic.

Can you talk about your coaching philosophy?

You spoke about it before.

- Sure.

- But to continue to be successful, and every season,

every game, you have to reinvent yourself.

- Right.

- You have to form a team, keep the team motivated.

But first, maybe from a broad perspective,

coaching philosophy, then personally.

- Okay.

- How you maintain your stamina, your focus,

your success over a long period of time.

- Well, I kind of chuckled

because I interviewed for a couple jobs.

I've not interviewed for too many,

but I interviewed in Montana

and I was interviewed by the players from the Montana team,

and they said the exact same thing.

They said, "Tell us about your coaching philosophy."

And they sat right in front of me and I said, "Work."

And they kind of looked at me like I had two heads,

and I said, "Would you like me to elaborate?"

And they said, "Yes."

I said, "Hard work."

So, but I didn't get that job.

(everyone laughing)

But I guess I start with basketball

or, you know, for me, is I just love it so much.

I love to learn about it,

and I wanna share my enthusiasm for basketball with all

of the players, my staff,

and just every day, just coming to work with a lot

of enthusiasm, and not being discouraged.

Like, I don't know exactly what's going on.

I don't think I'm gonna get replaced by AI,

but maybe I would as a coach.

But you know, all the things that you're dealing with,

I get a little bit of a sense

of maybe anxiety in the room,

a little worry, challenges ahead.

And I just, you know, in coming even to Stanford,

my dad, I called my parents.

I had taken the Stanford job. I was at Ohio State.

We had a great team.

I mean, we had kids that were just fabulous.

But Stanford, to me, is the ultimate challenge.

And I had taken the job, my dad had gone to Dartmouth

and I called him, I said,

"Dad, I'm thinking about taking the Stanford job.

I kind of fudged."

And he said, "Do not take that job!

It's a graveyard job! You can never win at Stanford!

You know, it's impossible to recruit there."

And so, finally, I let him go on.

I said, "Dad, I've taken the job," and he hung up the phone.

He said to my mother,

"She'll be unemployed, coming home,

living with us in three months."

So, you know, and I knew taking the job,

like the team had won five games the year before.

But I'm like, I like challenges.

So my philosophy is, bring it on.

I'm gonna do the absolute best I can.

I can go home and look in the mirror every night

and just say, "Yes, I did the best I could today."

And I'm enthusiastic about basketball.

I have confidence that I know what I'm doing,

and if I don't, I'm gonna learn or ask people

and just, you know, put together a great team.

What I love, the beginning of your segment

with the orchestra, I use that with our team,

that everyone, we're part of an orchestra.

I'm the conductor.

Some nights, there's gonna be different solos,

but everyone's gotta keep the beat.

And, you know, I love working at Stanford

and I told my dad, I said,

"Dad, Stanford's not a graveyard job.

It does involve digging. It's a gold mine job."

- You made it.

- I haven't had to move home to the basement. Yeah.

(everyone laughing)

- Of course, recruiting is a big part,

- It is.

- Of being a highly successful coach.

- Right.

- What was your philosophy?

How did you identify, develop talent,

and how did, you described it, you know,

you have to have individual talent,

but you also have to have players

that are playing on the team, right,

that really believe in the team

and have that spirit and dedication.

What did you look for as you were interviewing women

and getting to know their talents individually,

and how did you pick the ones

that you knew were both individually talented

and were gonna be good team players?

- You know, well just, again,

you said the importance of people

and the people in this room,

and who's in the hospital back there, anyways?

I'm worried about that.

- There are a few people, still in there.

- Yeah.

You know, again, I'll come back to my dad.

You don't win the Kentucky Derby out of donkey, you know,

you have to have players, you have to have great talent.

And I met with my assistants when I first got

to Stanford, and I hired, I think great assistants,

and I said, you know, we have three priorities,

number one< recruit, number two, recruit,

number three, recruit, goodbye.

And that was going out and really identifying.

And one thing is, honestly,

I am not really good at identifying individual talent.

And so I made sure that I hired assistants that were,

and they are and like, we would go

and they have, you know, summer basketball

where you can have, I mean, there are thousands

of kids in the Chicago, like it's a convention center.

There are over a hundred courts, and you have to go

and watch and, you know, keep a schedule

of watching these different players.

And I said to my assistant one time,

"Oh, I like that player."

And my assistant said,

"Well, we will recruit her over my dead body."

And I'm like, "Oh, okay."

So, you know, or another player I might see,

I said, "Oh, she's really good."

And I said, "What's her name?"

And my assistant said, two point.

I'm like, "Oh, she had a two point grade point,"

so we weren't recruiting her either.

But, you know, it is really key.

And, you know, on the video, when you saw

that we had like 40 something all Americans,

you win with great players,

but people that also are great teammates.

You know, I've been in a situation where, you know,

obviously we like to talk about our successes,

but I've been in a situation with a staff

that were great individual players,

but did not work together.

And I told him, I said, you know,

"As good as you are individually, this is not working

because we don't have the collaboration that we need."

And so, I think collaboration

and teamwork are the most important thing.

It's, you know, just getting the best out

of everyone, doing things together, not individually.

And for our team, I use the analogy of a hand that,

you know, everything's gotta be, you know,

you've got five players out there,

you've gotta work together.

You know, you can't have one finger going off,

doing the thing it wants to do by itself.

So it's the teamwork and quality of people,

their integrity, their commitment

to your team is really, really important.

- Of course, developing the team,

once you've recruited the players, is critical to success.

- Right.

- And that means giving people feedback,

keeping people motivated by giving people feedback.

And everyone in this room is a manager

of people and of areas in the portfolio.

What was your approach?

You must have needed to figure out,

for individuals, what type

of feedback was gonna be more effective,

given their personality, relative to others.

But what was your general approach for, you know,

people are underperforming, to talk about that,

and to keep people motivated, working really, really hard?

Like you said, coming to Stanford,

- Right.

- They have to perform academically

and they've got to be stellar athletes.

How'd you do that?

- Lloyd, I think that's a great question.

I mean, specific, direct feedback is

what helps players improve.

So, and I think that what I would wanna do is,

establish trust first

with the player that I'm working with.

So that in fact, I could say to you, you know,

"Lloyd, we gotta work on your left hand," you know,

or, "Lloyd, I'm sorry,

but we need to make a change in our lineup

and I'm gonna start someone else

and I need you to come off the bench."

And to have conversation with a player, it's hard.

And sometimes, you know, to have the relationship first,

and there's a quote that, Maya Angelou,

I might massacre it.

You had John Kennedy's quote, great.

And I love quotes, but,

"It's not what you do, it's not what you say.

People will forget what you do, they'll forget what you say,

but they will never forget how you make them feel."

And so, you know, like everyone in this room,

you know when you had a great teacher.

How many people have had a great teacher?

Everybody's had one great teacher.

Or how many people have played sports maybe

and have had a great coach, you know?

So what does that coach do?

And you wanna be that kind of coach for other people.

And as an example, for me, you know,

I was a head coach when I was 23 years old,

and I had to learn by kind of the seat of my pants.

I didn't have a whole lot of training,

so I had to learn it by myself.

Thank goodness you doctors don't have to do that.

But as an adult,

I wanted to learn how to play the piano.

Does anyone play the piano here?

It is hard, but I thought I could teach myself in two weeks.

So I had a keyboard, you know, I'm gonna play.

And I just wanted to sit down and rock.

Like you know, you just have this fantasy about that.

And after two weeks, I realized, this is not working.

So I hired, I mean,

I got piano lessons from a fabulous piano teacher.

And as a coach, she was great.

And I was making CDs in one year,

and it wasn't because I was so good, but she was so good,

but she was able to take me

to a place I couldn't get, by myself.

And so as a coach, that's what I wanna do.

I wanna take players.

I wanna take, you know, our staff to a place they can't get

by themselves through feedback, by saying very specifically

and very honestly, and very directly,

this is what I need to do.

Now sometimes, you know, there might be in a game

where I'm like, "Get back on defense!"

You know, it's like loud, you know?

Or, you know, but they know it's not hurtful.

And it's, you know, you saw a lot of hugging in the video.

I mean, there's a lot of emotion in basketball,

and there's a lot of emotion in medicine.

You know, this jacket is symbolic of every win.

Well, each of you should have two or three of these jackets

because of the lives you've touched

and the maybe lives you've saved.

But feedback is what helps players grow.

And they have to want it, you know?

Hopefully the people

that you're working with come to you

and say, "How can I do a better job?"

Like players would say to me indirectly, you know,

"I wanna play more.

How can I contribute more?"

And so I say, "Well, this is what you need to do

- That's great. That's great.

- Thank you.

- You know, also, in a career,

being a head coach over 40 years,

you had to maintain personal resilience.

I mean, you're reinventing the team at least every season,

and to some extent, probably every game.

How did you do that?

And you talked about learning the piano as an adult, right?

What other things did you do to keep yourself vibrant,

energetic, positive, and in a winning spirit?

- Well, I think the first thing is,

in order to be someone that could be a great,

energetic person for our team,

I had to take care of myself, first.

So it might be, you know, working out,

I try to swim every other day.

I either ride the bike or walk my dog every day.

So it's starting with taking care of myself, eating right,

and doing all the things

that I'm sure you tell your patients to do,

but doing it for yourself.

And I would also take some time, during the summer,

I go to a lake house.

I love to water ski.

In August, I skied 26 outta 28 days.

I mean, you know, I'm excited about doing things

for myself, but I think that that's the kind

of the foundation for me is that I'm excited, I'm happy,

you know, and so that I can help other people better.

I'm better equipped to be, you know,

a good family person and my family, or a good friend,

and then also a good coach for the people I coach.

- And of course, you've also coached and trained leaders.

- Yes. - More than a dozen

of your former assistant coaches are now head coaches,

including, - Right.

- Your successor as head coach at Stanford.

How did you identify their talent

and help them along their career progression

and your approach to giving them feedback and helping them?

And I bet they still call you to ask for advice.

- They do, they do.

Well with, like, someone like Kate Paye,

she's a person that took over for me.

She was my associate head coach for 17 years.

And, you know, what I do is, I'm an observer.

I'm a copier.

So like in basketball coaching,

like I can copy what another coach does,

and I really study what other people do.

And I learn a lot, honestly, from our players.

We had a situation where, you know,

if I could just tell you quickly about three players

that I've really learned from, learned about leadership,

we had a young lady that played on our team,

and she didn't play very much.

She sat and hugged the water cooler.

Her name was Angela Taylor.

And I asked for everyone to say,

"What do you contribute to our team?"

And she wrote down, "Spread sunshine."

And I'm like, we won a national championship,

and she hardly played.

And like, that to me is leadership, you know,

being positive, being encouraging, being being someone that,

you know, encourages other people and supports people.

And that's something on our team that, again, you know,

you're not always gonna be the star,

but you support other people.

Jennifer Azzi was on the same team.

She was one of the starters,

and Jennifer as a leader, I learned about her,

she played on our Olympic team,

and we went to Ukraine, we played in Ukraine,

we called 'em our cousins because we played 'em so much.

But we were leaving at 3:30 in the morning to go,

you know, we were leaving Ukraine, we were in Kyiv,

and we were coming back to the United States.

And so we're going out on the bus,

and as we were going out on the bus, it was freezing.

It was in January, and there were 15

or 20 poor women with very thin jackets

and bad teeth, begging outside of our bus.

And everyone got on the bus.

But Jennifer was coming late

and I'm thinking, "Where is Jennifer?"

You know, 3:29, Jennifer comes out and sees the women.

She takes money out of her pockets,

like who is gonna spend Ukraine money back

in the United States, anyway?

And then she opens her suitcase

and gives it to all the women.

And everyone got off the bus and did the same thing.

And you know, these women went home very happy.

But to me, that was leadership.

- For sure. - You know,

and everyone saw that that was the right thing to do.

And I was so proud of Jennifer,

but at the same time, I was like, so ashamed of myself.

How come I didn't think of that?

But, you know, we've had so many young people.

I've been so inspired by one

of our captains of our team, Jamila Wideman, a great player.

We went to the Final Four.

We were a fabulous team, and we were up 17 in the first half

and lost the game.

And it was, like, the locker room was devastating.

Players on the team are, you didn't see this on the film,

they're crying on the floor.

They're distraught.

And I said, I got up in front of the team,

I'm like, "You know, the press is coming in here

in two minutes, you guys.

Come on," and no reaction.

Jamila Wideman gets up in front of this team

and she goes, "Pick your heads up."

And they all looked at her

and she said, "I would rather lose with you than win

with anyone else in any other locker room."

And, you know, it brought everyone together.

- Yeah, yeah.

- And the last young lady I'll tell you about is,

she's a doctor.

So this is one of your people. She's in your tribe.

Her name is Chris MacMurdo,

and she came from South Carolina.

She was number one in everything, high school, everything,

all American, everything.

And her mom and dad came out for a visit.

Her mom, I said to my assistants,

her mom would like to go to the mall,

her dad would like to go to Slack.

He was a nuclear physicist. Who would like to go to Slack?

Nobody. I said, who would like to go to the mall?

Three hands shot up.

So I went to Slack with her dad, and he loved it.

It was way over my head. But she did come to Stanford.

I picked her up and the very first day,

picked her driving into campus, into Alm Drive,

looking at the church, beautiful day like today.

And I said to Chris,

"What are you thinking about, right now?"

Here, she's coming in as a freshman, incoming freshman.

I'm driving, you know, the beautiful palm trees.

I thought maybe she would say,

"Oh, what are the dorms like?

What is the food like? What is the team like?

You know, what are you like?"

And instead she turned to me

and she looked at me and she said,

"Tara, I wanna make a difference in this world."

I almost crashed into a palm tree!

I'm like, this is an incoming freshman at Stanford.

And two years later, she ran into my office

and she goes, "Tara, I was working in the emergency room

and I saved someone's life today!"

And I'm like, you have made a difference.

But she is a palliative care doctor.

- Wonderful. - And she is fabulous.

She lives in Nashville,

but like, these are, you know, the people that you meet,

the people that you're around, these are people

that I'm inspired by.

And I don't wanna be a weak link, you know?

I don't wanna let them down.

I wanna be there for our team.

So as a leader, I hope that I am mentoring them

and encouraging them and helping them.

- One more question, then we'll open it up

to the audience for questions.

But you mentioned,

when you were starting to play basketball,

there were just so few opportunities for women,

- Right.

- And there has been some progress. 2024 was a big year.

But talk about that journey,

where we are today and that journey,

- Okay.

- And where we should be headed in the future.

- Well, I know one person came to a game.

Is there anyone else

that's ever watched a Stanford women's basketball game?

Oh wow! I'm impressed.

That's awesome.

Right now, it's really a great time in women's basketball.

We seem to like take two steps forwards

and then one step back.

And like when I was at Ohio State, and this was 1985,

and we were playing Iowa, and the game was at around noon.

And we're going to the, you know, we go early to the gym

and I said to my assistant,

it was like a traffic jam in Iowa City.

And I said, "What, did church let out?

What's going on here?"

And my assistant said,

"Tara, these people are coming to our game."

We had 22,157 people at this game.

The fire marshal was mad because the gym only holds 15,000.

But that's where we were, 40 years ago.

But now we're back to where women's basketball

and women's sports are more encouraged, they're supported.

And it's really exciting to see women's basketball

for the first year last year, outdrew the men's in terms

of ratings on the television.

So there are 18 million viewers,

and we just wanna keep growing the game

and be part of something fun for young girls and young boys.

And when I had a basketball camp, we had a room

that had about this many people of eight year olds,

all eight year old girls in Kissick Auditorium.

So there were, you know, over a hundred girls there.

And I told my story of not playing, not going to camp,

not having a scholarship, all these things I didn't do.

And one little girl raised her hand and said,

"Why was it like that?"

And I was like, "Ooh, how do I answer that question?"

So I said, like any other teacher,

"Well can anyone else answer that question?"

And so one of the little other little girls raised her hand.

She goes, "Sexism?"

Like that, you know?

So, you know, we are in a new, exciting world

and it's something that, it's really a great

for young boys and young girls.

And I had a young boy, his mom was a journalist

and the young boy said to me,

"Do boys play basketball too?"

I'm like, "Yes, they do," so.

- That's great.

Well maybe some questions from the audience, please.

We have some microphones circulating

and would love to hear from you.

- I would love to hear a little bit about the course

that you're teaching, this quarter.

What motivated you to teach the course,

and what are you teaching in your quarter long,

totally oversubscribed class?

- You know, I retired,

but then I decided I didn't wanna totally retire.

And I'm working now more than ever.

Don't retire. Just keep doing what you're doing.

But I had actually, in the fall, I had hip surgery.

And I'm so naive, I thought last year, I needed hip surgery

and I thought, "Well, I'll just get hip surgery

at Christmas break, you know, for like the five days

and then I'll be ready to go back on the court and coach."

And my doctor said, "No, that doesn't work that way."

So I had hip surgery, and that has gone great.

But I decided I'd teach a class,

and it's about just like the history of basketball,

her-story of basketball, my story of basketball,

and X'es and O'es and everything.

And I'm excited to say, it sold out in two hours in-person

and there's like 400 people, 300 on Zoom.

And it's been really fun.

So I just really wanna share my enthusiasm

and maybe some knowledge of the game,

but I'm learning so much by teaching.

And do you find that as teachers that you learn

so much by being the teacher?

'Cause you have to study just as much as they do.

So I said, I have a teaching assistant

and I said to her, I said, "Boy, this is a lot of work."

She goes, "But it's fun work."

So I was like, "Yes it is."

So I love it. Thank you.

- Thank you very much for speaking with us, today.

I wanna follow up on the whole idea

of the transfer portal.

You recruit someone, you nurture them,

and then, you know, that's what you do as a coach.

And then as a leader, how do you deal

with the disappointment

of a key player, going into the transfer portal?

- It's painful.

You know, it is hard.

But I guess some of it is also, I just, you know,

I just always try to absolutely do my best.

And if someone wants something else, I wanna say, you know,

good luck to you and I wish you the best.

But, you know, it's just like anything.

But, you know, you might have professors that you work with

that will leave Stanford and you're like, "Why?"

You know, I don't think there's any place better

than Stanford.

I love it, but you know, there are just sometimes,

you know, places, you know, attract other people

and, you know, like right now they're using NIL

or money and sometimes on a team, it's hard

for some young players, especially when the portal is

so easy to transfer.

They might not start as a freshman,

or things might not go their way, right away.

But I think that if they stick with things,

they'll develop the resilience

that they're gonna need, later on down the road.

But, you know, honestly, you know,

there might be some players where,

because we had a player that, you know, just wanted to play,

all they wanna do was play and they weren't good enough.

So I think it was good that they went somewhere

where they could play.

So I'm always interested in them,

finding a fit, and them being happy.

But sometimes when, you know, it's someone

that you really want part of your team,

it is painful, I won't lie.

- Really grateful that you're here, today.

So the environments change around us.

And I think you heard Lloyd talk a little bit

about that at the beginning.

The very best coaches of course do many things,

one of which is make halftime adjustments.

Whether things are going well

or whether things are going bad,

you make halftime adjustments.

As you think about your career

and you think about the people that you had to work closely

with to get to buy into those adjustments,

when you had 15 or 20 minutes to make those adjustments,

how did you do that?

How did you bring people along

in those really critical moments

when things had to change fast?

- That is a great question. I love it.

You know, I always felt we always played better

in the second half because I could see

what was happening in the first half.

And sometimes you think about baseball players

where they say that the pitch, you know, comes slow

to them and then they can figure out what to do.

And you know, as I got older,

what helped me a lot was I watched so much video.

My nickname was Video VanDerveer.

So I watched so much so that I could recognize patterns

and I could say, "Well, this is what we need to do."

So I always felt a halftime,

which is probably 10 minutes because you get 15,

but you've gotta let 'em warm up for five,

and to be very concise, very specific, very direct,

this is what we need to do in the second half

and these are the changes that we need to make,

or we might even be doing well, we need to continue

to do this, this, and this.

And I would ask assistant coaches during the game, you know,

to chart things for me, to keep track of things.

But I kind of had a sense of, this is what we needed to do.

And if I were to look at my career,

I think that the second half was, like,

my mother used to always say to, you know, friends,

if she was watching, "Don't worry.

Tara's talking to 'em.

They'll come back out and play a better second half."

And I always felt that we did,

because with our staff, we could make the adjustments

that were needed, and sometimes you have

to totally change what you're doing.

I'll just tell you one quick story about second half.

We were playing Notre Dame and you saw the end of the game

where a woman blocked a shot and everyone was hugging.

In this game, we're down 17, we go into halftime,

we're going in the locker room, my two assistants

and one of our players runs by me, Erica McCall,

and she goes, "We're down 17.

We got 'em right where we want 'em!"

And I turned to my assistant and I said,

"What game is she at?"

You know?

And so we got in the locker room

and this one player, she's a fabulous player,

Enrique Gomoale, she has like 20 points,

she's ripping us up.

And so I got in there with our team, I said,

"We got 'em right where we want 'em!"

You know, because that's what Erica said.

And sure enough, and the team said, "Yeah, yeah!"

Well, okay I said, "Now who's gonna guard Enrique?"

And I said, "Okay, you're gonna guard her,"

and I'm thinking, "You can't guard your shadow."

But I said, "Okay, you've got her."

We come out in the second half

and we end up winning this game.

And it was just, you know,

just like we'd made some other little adjustments,

but it was like really believing, you know.

More than anything, it's not the technical stuff

that you change, but it's really believing in your team

and your team feeling that.

And Erica's on our staff now

and we laugh about that, you know,

and she ended up blocking the shot

that would've given them the win.

We went to the final four.

And the funniest thing too was when you were with the NCAA,

they charter planes for you.

So we go to the airport,

and Notre Dame was at the airport at the same time,

and they thought they were getting on their plane first

and they said, "No, Stanford."

(Tara laughing)

That was the most fun thing about it, so.

- That's great.

- You know, honestly, it is such a pleasure

to be here with you today,

and I just wanna say, I thank you for all that you do

for Stanford and for Stanford Hospital.

I've been to the hospital

and everyone said, "Well, how was it?"

I said, "It was great, they were fabulous."

And they said, "It's 'cause they know you."

I said, "No."

It's because they have high standards at Stanford

and it's really great to be a part of your retreat, today.

And I'm gonna stick around for lunch.

- Thank you - Anyone that wants to chat,

we chat hoops, and enjoy being here.

Thank you for all that you do. I really appreciate it.

- All right, thank you very much.

- Thank you, Lloyd. (audience applauding)

Thank you. - Thank you.

Thank you for listening to "The Minor Consult"

with me, Stanford School of Medicine, Dean Lloyd Minor.

I hope you enjoyed today's discussion

with legendary basketball coach, Tara VanDerveer.

Please send your questions by email

to "The Minor Consult" at theminorconsult.com.

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Thank you so much for joining me, today.

I look forward to our next episode.

Until then, stay safe, stay well, and be kind.

(upbeat music)