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A Players Manager
Author : Ryan Scholz
Submitted : 2011-11-27 08:51:37 Word Count : 1003 Popularity: 9
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Bobby Cox, the manager of the Atlanta Braves baseball team, is retiring at the end of this season after 29 seasons as a manager. He is fourth on the all time list of wins by a manager. His teams in Atlanta won an unprecedented 14 straight division titles from 1991 to 2005. Even with all of his on field success, almost universally he is referred to as a “players manager” by anyone who has ever played for him.
The business world could use more “players managers”. I am a baseball fan and watch a lot of the Braves games. Throughout the season, I have heard different people interviewed and make comments about Bobby Cox. As I listen to the different comments, I believe there are some things about him and his approach that would make managers in the business world better at getting results through people.
Even though Bobby Cox is a players manager, he is a tough disciplinarian. He runs a tight ship. He expects everyone to show up every day and give their best effort. In most cases he handles discipline in private. He doesn t do it publicly in front of other players or in the press. On rare occasions he has pulled a player from the game for lack of effort to make a point.
He understands the difference between physical mistakes and mental or attitudinal mistakes. Even great players will make errors in the field or strikeout in crucial situations. He accepts this as part of the game. He never criticizes a player for making a physical mistake if the player is trying to do his best.
Another trait that I’ve heard players use to describe Bobby Cox is consistent. His behavior is the same whether the team has a five game winning streak or a five game losing streak. He isn’t two different people depending on how things are going at the time. He keeps everything in perspective and focuses on those immediate things he can influence and control. Most people respect predictability in their manager.
Bobby Cox has been thrown out of more games than any other manager in baseball history. Most of the time, he gets thrown out because he is standing up for his players. The players say “he always has our back”. People will respond and go out of their way to support a manager who will look out for them. He is willing to take one for the team. I remember a game last year where the umpire heard a comment from the dugout and called Bobby over to say he was going to throw someone out of the game. He asked Bobby who was going to go and Bobby said “me” even when he didn’t make the comment. He was ejected and paid the fine associated with it.
A favorite Bear Bryant quote is “if we fail, I did it and if we succeed, they did it.” Unfortunately, I see too many leaders and managers take the opposite approach and then wonder why they don’t have the respect and support of their people.
One of things that Bobby Cox has a habit of doing is putting a new player into a game as soon as they join the team. This can either be a rookie just called up from the minors or a player acquired from another team. The message is that everyone has a role on this team. He shows confidence in the player by giving him immediate responsibility and an opportunity to contribute.
Over the years, the Braves seem to have players that fit in with the culture of the team. Whether they are players developed through their minor league system or players acquired from other teams, Atlanta has managed to avoid having disruptive or controversial players on the team. The Braves and Bobby Cox put character and attitude above physical talent in their selection of players.
Bobby Cox has the respect of other managers as well. Recently, Tony LaRussa, manager of the St. Louis Cardinals, and third on the all time win list, was asked to describe Cox. His words were “class and integrity”. As an opponent, he knew that Cox’s players would play hard, but not dirty. Earlier this season there was an incident with the Milwaukee Brewers where one of their stars, Prince Fielder, was hit by a hit by a pitch and thought it was intentional. Bobby Cox went out his way the next day to meet with the manager of the other team and assure him that it wasn’t intentional even though it looked that way. The other manager accepted Cox’s assurance because of trust and respect.
In summary, to become a “players manager”, managers in the business world need to:
1. Be a disciplinarian, but handle discipline situations such the it shows respect for the employee. The purpose of discipline is to change behavior, not to punish or embarrass.
2. Expect people to work hard and recognize them for the effort even if sometimes the results aren’t as they should be. Your best employees will make mistakes. Accept this and move on.
3. Show stable and consistent behavior regardless of how things are going. Emotional ups and downs create confusion and instability in the organization.
4. Support and encourage your employees. Look out for them and protect them. Be willing to get thrown out of the game to support them, even if they were wrong.
5. Make sure that everyone has an opportunity to contribute and be part of the team. Show confidence in people by giving them responsibility right away.
6. Expect employees to fit in with culture. Do not tolerate disruptive or negative behavior.
7. Build trust and credibility with peers and colleagues by showing integrity and class. Show respect for other departments. Be above board in your dealings with other managers and play fair.
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Ryan Scholz works with leaders whose success is dependent on getting commitment and high performance from others. He is author of Turning Potential into Action: Eight Principles for Creating a Highly Engaged Work Place. For more information, visit his web site at http://www.lead-strat-assoc.com.
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