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    Entries in 8 Man Rotation (159)

    Monday
    Apr302018

    One podcast, forty minutes, three solid talent management lessons

    Regular readers should know by now I am a huge fan of the podcast format. Perfect for when you're in the car, waiting in the Dr. office, on the treadmill, on a plane - or really anywhere when you have a little bit of time. Of course my primary interest in podcasts is the one I co-host, the HR Happy Hour Show, but I also listen to plenty of others during the course of a week.

    Recently I caught an episode of a basketball-themed podcast, The Woj Pod, hosted by legendary scoop-chaser Adrian Wojnarowski from ESPN. On the show, Woj interviewed Steve Clifford, longtime NBA head and assistant coach, who recently was let go as head coach after a pretty decent 5 year run with the Charlotte Hornets. Sure, this was a basketball pod, but the best part of the conversation almost had nothing to do with basketball - but rather when Clifford shared some of the leadership and talent management lessons he's learned from a three decade career in basketball coaching. These lessons, while 'learned' by Clifford in the context of a basketball team are pretty valid for just about any leadership, coaching, and talent management scenario, I think.

    I will just break them off, one by one, without too much additional commentary, as like all the best leadership advice, these concepts pretty much are really easy to both understand, and to visualize how they would fit in your context and organization.

    1. Never address your team unless you really have something important to say - Clifford used the example of a coach halting a practice to assemble the entire team and saying something silly or obvious like 'Guys, we need to hustle more'. Professional basketball players, and likely the experienced folks on your team too, don't need you to repeat the obvious. They need you to help them navigate issues, understand challenges, and align the organization with the bigger picture. Wasting the team's time with nonsense is the sure path to them tuning you out.

    2. If someone asks the people on your team about you, the answer you are aiming for is 'He/she wants me to succeed' - Clifford made the important point that pro basketball players all care about their own development, careers, and future opportunities as much, if not more than the team's success. It's silly to ignore that, the best coaches find ways to balance to the two sometimes competing goals and motivations. And the key to to that is not exactly 'caring' about the players/employees, (it is fine to 'care' about them, don't get me wrong), but what you really need to do to get the best effort out of the players is for them to think and see evidence that you want them to be successful. And sometimes that means tough, hard to hear feedback, but most players, (and hopefully) most employees, will see that not as you don't care about them or don't like them, (again, neither matters all that much comparatively), but that you ultimately are invested in their career success.

    3. Leadership and coaching is not the same thing as skill development - Last point on this again had a basketball context in the pod I referenced, but does carry over to the real world too. For pro basketball players, developing new skills or improving their skills has to be seen as one of the basic elements that can lead to career success. But Clifford sees that as largely the responsibility of the player, with support from coaches and other members of the staff. The head coach/organizational leader really is responsible for understanding each player's skills, assessing how individuals fit best within what the team is trying to achieve, and to reach back up to Item #2 above, how to position each player for the best chance at success. And one more sub-point to this, Clifford made a great point about how it is important for players to not lose sight of their strengths while they simultaneously look to develop new skills.

    Solid stuff I think, and a pretty good use of about 40 minutes while I made a half-hearted attempt at improving my cardio fitness on Sunday.

    Have a great week!

    Thursday
    Dec212017

    Do sports build character or reveal it?

    Regular readers will know how much of a sports guy I am, as I have probably spent about a third of my time writing about sports related topics on the blog over the years. And I spend way too much time in the Winter/Spring on NBA League Pass and poring over the box scores. But it's good to have a hobby I guess.

    Yes, I love sports but I also don't take them too seriously. I didn't back when I was playing organized sports, and I don't now as a fan and as a parent of a son who participates in a few high school sports. Sports are awesome, but they are just games in the end. And generally not all that important.This may or may not be my HS team

    That perspective is why I never really liked the often repeated maxims (usually spouted by coaches, and most frequently football coaches) about how sports build character, create leaders, or somehow make people 'better' by virtue of their participation. Like somehow 'commanding' a huddle miraculously transforms someone into General Patton or Margaret Thatcher or Abe Lincoln. I just never bought in. Some of the biggest jamokes I know played sports in high school. And also some of the most successful, accomplished people I know as well. I don't think sports participation really meant all the much in determining any of that.

    Turns out at least one recent research study has come to the same conclusion. In an Institute of Labor Economics paper titled 'Do High School Sports Build or Reveal Character?', authors Michael Ransom and Tyler Ransom examine three large, national, and longitudinal data sets of high school students to come to the conclusion that high school athletes are no more likely to attend college, earn higher wages, or participate in the labor force than non-athletes.

    Here's an excerpt from their findings:

    We revisit the literature on the long-run effects of high school sports participation on educational attainment, labor market outcomes, and adult health behaviors. Many previous studies have found positive effects in each of these dimensions by either assuming that sports participation is exogenous (conditional on other observable characteristics), or by making use of instrumental variables that are unlikely to be valid.

    We analyze three separate nationally representative longitudinal surveys that link participation in high school sports with later-life outcomes: the NLSY79, the NELS:88, and the Add Health. We employ an econometric technique that empirically tests the sensitivity of the selection on observables assumption and find that estimates of the returns to sports participation are highly sensitive to this assumption. Specifically, we find that, for most educational and labor market outcomes, if the correlation between sports participation and unobservables is only a fraction of the correlation between sports and observables, the effect of sports participation cannot be statistically differentiated from zero. Thus, we conclude that a causal effect of sports participation is unlikely, and that most of the findings of the literature that report beneficial impacts represent the effects of selection into sports.

    Or, in simpler language the authors conclude that the kinds of people who are likely to be successful later in life for whatever set of reasons/attributes that make people successful sometimes participate in high school sports, and sometimes they do not. They may be part of the drama club or the chess club or maybe the 'leave me alone, I am just doing time until I can get out of here' club. But sports themselves do not function as some kind of magical leadership development or success training program that make athletes more likely than non-athletes successful later in life.

    And this conclusion goes against most of the mainstream thinking (at least it seems to me) about the true benefits and value of sports, particularly youth sports.

    Sports are awesome. They are fun. You can make some great friends and learn some things too.

    But lots of other things are awesome, fun, social, and provide great learning opportunities too. It is good to keep that in mind, especially if you are involved at all and at any level in youth sports.

    Happy Thursday. Have all your holiday preparations nailed down yet?

    Wednesday
    Nov292017

    Take that for data: Who you hire and fire signals your culture

    Apologies in advance for the pretty deep NBA-themed take with a back story that you may not be familiar with unless you are a NBA League Pass junkie like me. But I will try (as always) to share enough of the sports side of the tale in hoped that the connection to HR and the real world makes sense. Or at least almost makes sense.

    Here's the sports side of the take. 

    On Monday, the NBA's Memphis Grizzlies fired head coach David Fizdale, their coach of slightly more than one season, after the team lost its 8th straight game and fell to a record of 7-12 on the season. Of note, one of the team's best players Mike Conley, (probably their best player), has been injured and has not played in the last 7 games. 

    Last season, Fizdale's first in charge, the team finished 43-39, and lost in the first round of the playoffs giving the coach a total record of 50-51. 

    Oh, two more things to toss into the blender before we try to connect this story to something the rest of us can relate to. One, Fizdale has a ton of respect around the league with high-profile players and coaches, (LeBron James, Vince Cater, Gregg Popovich who shared their surprise at the firing and admiration of Fizdale). Here's LeBron's reaction after hearing the news:

     

     

    And two, Fizdale has been at odds with one of the Grizzlie's top players, Marc Gasol, the two reportedly not seeing eye-to-eye on many aspects of how the team was being led. In the NBA, star players have a ton of influence and power, as there are not that many of them, and teams know they need two or three of them to have a chance to compete.

    Oh, there's a three, (sorry), in Fizdale's last game in charge, a loss to the Brooklyn Nets, Fizdale benched Gasol for the entire 4th quarter, (an unusual move for a coach to bench a star player in a close game). Gasol was quoted widely after the game indicating that the benching had never happened to him before and he was ticked off.

    A day or so later, word leaked out the Fizdale was fired.

    Got all that?

    So here's the thing about the Fizdale firing that we should think about in the context of our own organizations. Fizdale was fired for (at least 75% of the reason anyway), for not getting along with one of the team's best, and most popular players in Gasol. The reasons why the two didn't gel are unclear, but what was clear was that the coach Fizdale was probably tired of clashing with the player, and sitting him on the bench in a close game was meant to send a message to Gasol, the rest of the team, and more importantly, to team management and ownership that he (Fizdale), runs the team on the court, not Gasol, or any of the other players.

    And for that, or for mostly that, Fizdale was fired. Team management and ownership essentially sided with the player, leveraged the (convenient) recent losing streak as a primary reason for the firing, and made their star player, who is under contract until the end of 2020 and owed about $65M more from the team, happy.

    The clearest signs of any organization's culture is who is hired, who is fired, and by extension, the reasons why people are fired.

    Fizdale was fired for a personality and/or philosophy clash with one of the team's stars. And for that, he had to go. The message about the Grizzlie's culture is clear.

    Players, (at least star players), come first. The team has invested truck loads of cash in these players, the team needs them to perform in order to win (and sell tickets), and the team has concluded the best way to accomplish that is to keep the players happy.

    I will repeat it, the clearest sign of your organizational culture is who gets hired and who gets fired.

    The Fizdale story shows us what kind of culture the Grizzlies want to have.

    Take a look at your last 10 or 20 hires and fires and think about what signals these decisions are making to the rest of the employees, to candidates, to customers, and to the world.

    Finally, I will let you go with this small tribute to Fizdale - his now classic 'Take that for data' rant after a close playoff lost last season. (Email and RSS subscribers click through)

     

    Good luck coach on your next gig.

    Saturday
    Oct282017

    'Melos, ranked

    In honor of the recent return of NBA basketball and in homage to a (now former), and often unfairly mailgned New York Knick, Carmelo 'Melo' Anthony, I present this unresearched, subjective, unscientific, and 100% accurate list of 'Melos, ranked.

    Here we go...

    6. Oklahoma City Thunder 'Melo     

     

     

    5. Denver Nuggets 'Melo

     

    4. New York Knicks 'Melo

     

    3. Syracuse Orange 'Melo

     

    2. Team USA 'Melo

     

    1. Hoodie 'Melo

     

    Of course you can disagree with this ranking, but sadly you would be wrong.

    Happy Saturday.

    Go Knicks.

    Tuesday
    Aug082017

    The fine line between unpopular and unemployable

    Apologies for the not fully formed thoughts to follow as I am putting this down in the Delta Sky Club in MSP, (a pretty nice airport to make the East Coast - West Coast stopover in I think).

    Like you probably have as well, I spent a little time the last few days following the news about the Google employee's (now former employee's) saga from the leak and subsequent publishing of his paper? article? manifesto? regarding diversity and inclusion at Google, the subsequent internet and internal to Google reactions, the Google leadership reactions, and which has culminated, (for the time being), in said Google employees firing from the company. I am not linking to pieces about these developments, there are now 19025 pieces out there on this, and I am pretty sure you know the story as it sits.

    You might also be familiar with the ongoing saga of another famous unemployed person, aspiring NFL quarterback Colin Kaepernick, who despite seemingly possessing all the requisite experience and physical ability to be a valuable player on several NFL teams, (including my beloved New York Jets who plan on using at quarterback a couple of guys only slightly more qualified than me), remains an unsigned free agent with only about one month to go before the NFL regular season is set to begin. 

    Kaepernick, as I am pretty sure you know, made headlines last season by demonstrating, (apologies if this is not the best word), his advocacy for a number of social issues by 'taking a knee' during the playing of the national anthem prior to his NFL games last season. This form of demonstration later was joined by numerous other players in the league, expanded to some other sports, and generally created tons of news and awareness beyond the sports world. Chances are, unless you are at the stadium, you never cared about the pre-game national anthem, (in fact for 'normal' games the anthem is rarely televised), until Kaepernick began taking a knee.

    What connects these two unemployed but talented people, the former Google engineer and Kaepernick, together today seems to me to be two things. One, they are both currently out of work. And two, the primary, (arguable) reason that they are both out of work has little to do with their ability, skills, experience to do the job that they would like to do, but has more to do with things that they think and beliefs they hold that for wildly different reasons, are seen as pretty unpopular with various constituencies that are important to their professions.

    I am not going to dig in to the merits or validity or appropriateness of either person's statements and actions. As I said there are thousands of places you can get that if you care to. But what I am interested in is what these cases say or suggest about the kinds of things can can get you fired, (or keep you from getting hired). We've known for a decade or so now, since the advent of the social media age, that posting or saying terrible, racist, discriminatory, even pornographic things online can and does get people fired. 

    But both of these cases, again, this is certainly debatable, don't seem to fall into that kind of territory. At least to me, they might both be controversial, might go against the majority of thinking in their respective fields, but don't seem to, on their surface, rise to the level of 'Fire this person immediately' or 'Hire other, less qualified people instead of this person' territory. Debatable for sure, I admit. Clearly the CEO of Google and about 30 NFL owners have a different take.

    Two more quick thoughts then I have to catch a plane.

    One, the kinds of people that tend to agree with/support the Google engineer and the ones who support Kaepernick are probably, (many of them anyway), on complete opposite ideological poles on lots and lots of issues. Said differently, the kinds of views that get you run out of one employer and would be embraced at another are almost entirely situational and pretty subjective.

    And two, the line between unpopular and unemployable is thin, keeps moving all the time, and is set (usually) by folks who never, ever, ever, want to deal with this kind of stuff. Once something, anything, consumes energy and resources that are supposed to used generating revenue/income, that line moves to 'unemployable' really quickly.

    I am still thinking about this, I hope you are too. Maybe we can do a HR Happy Hour Show on this and get some feedback from listeners and readers.