I was watching the College World Series the other night. My Wolverines are in the final with a chance to win a very surprising national championship (they weren’t supposed to get this far). Go Blue!
Many of the articles attributed their success to great pitching and that’s something whose importance you can never overstate in my opinion. However, there is one other factor I noticed in watching this team that’s applicable to any business. This team has been well-coached in the fundamentals. Let me explain.
Bunting is a lost art in baseball. It’s attempted in many of the major league games I watch and is rarely executed perfectly. Maybe I’m yearning for the age when Phil Rizzuto would school the Yankee teams on bunting (he was among the best ever at it) but I’ve now seen Michigan lay down several perfect bunts on the correct side of the plate based on the situation and the defense. That’s knowing and practicing the fundamentals.
They run the bases well and don’t make bad decisions. Sure, a coach is involved in the decision, but if you don’t hit the bases in stride and run with your head up you’ll miss the “stop/go” signal. They are not too anxious at the plate, often running the pitcher deep into the count. Over time, that has an impact and the more pitches you see, the greater the likelihood that you’ll get one you like. Again, these are fundamentals.
The same holds true in your business. How well schooled is your staff – or are you – in the fundamentals of your operation? Does everyone understand how you are creating value for your customers and your enterprise? Since, as Eisenhower said, the plan may be useless but planning is essential, is everyone involved in that fundamental process? You probably use a lot of industry-specific terms in your office. Does everyone fully understand them and speak your language fluently?
As managers, our job is to make sure that the team has the skills to perform and that skill almost always relies on some fundamentals. Teach them, practice them, and make sure that they’re executed perfectly every time. Like this Michigan team, you’re probably going to overperform and get unexpectedly great results. Make sense?
I don’t think there has been a baseball movie made that didn’t feature some weathered old guy seated in the bleachers somewhere. He usually utters undecipherable baseball jargon while taking copious notes. This, dear reader, is the baseball scout, who used to be how talent was discovered. If you’ve seen or read Moneyball, you know that the scout is an endangered species. This article from USA Today last week talks about how many pro scouts are still unemployed one month before the start of spring training. The reason? Data.
(Photo credit: Wikipedia)
Baseball is in the throes of the Moneyball movement. Teams have been laying off scouts and turning to sabermetrics, which Wikipedia defines as the empirical analysis of baseball, especially baseball statistics that measure in-game activity. Baseball has fallen in love with data. Maybe your business has too.
Here is the problem, both for you and for baseball. There are certain things that don’t show up in data. A player’s leadership qualities in the dugout aren’t quantifiable. Potential can often be visible but not measurable. That’s true in your office as well. The data may show you what it happening but it’s hard for it to show you what could be happening. That requires humans: scouts.
We all need scouts. We need people who use the data as a tool but who also have the experience and wisdom to know when the data is missing something. That doesn’t mean projecting one’s wishes into the numbers nor distorting the story those numbers tell. It is, however, an acknowledgment that there is often a bigger picture than what’s inside the frame.
Here is a quote from a scout:
I’ve got 23 years in the business,’’ Wren said, “and now clubs don’t want that experience? I look at teams now, and they’re hiring guys who aren’t really scouts. They’re sabermetric guys from the office, and they put them in the field like they’re scouts, just to give them a consensus of opinion.
That’s dangerous for a baseball team. It could be fatal for you. You’re up!
We’re getting close to the start of baseball season. It’s always felt like a time of renewal – Spring has arrived (despite snow on opening day from time to time) and that’s a very good thing in my book. I grew up playing the game and it’s always intrigued me how baseball metaphors run throughout life here in the US of A.
(Photo credit: Wikipedia)
One of the baseball terms on my mind these days is “small ball.” For those of you who are unfamiliar with the term, it refers to a strategy of getting men on base and advancing them through a series of hits or walks rather than placing an emphasis on home runs or big plays. To me it’s a great business strategy these days and here is why. Business is filled with what I call “Rob Deers”.
In his prime, Rob Deer weighed about 210 and there were many seasons where he barely hit his weight. Nevertheless, he was a valuable member of 5 different major league teams because he hit home runs. A lot. In fact, he would often appear as a league leader in both home runs and strike outs. Go big or go home personified, I guess. A lot of businesses think like Rob Deer. They’re after the home run and while they might strike out a lot when they connect it’s a big win. The problem with that is that there are also a lot of lean times in between.
I prefer to do business more like Derek Jeter. Lead the league in hits and in runs scored. That’s small ball personified. Sure, hitting one over the wall is fun and almost everyone does that from time to time. But unlike baseball, in business one isn’t assured of another game tomorrow if we don’t produce today. Playing small ball in business isn’t heroic but it can be profitable. The notion that it’s just as difficult to land a small order as it is to land a big one might be true but I’ve found that there are far fewer opportunities and far more competition as the size of the deal grows.
Don’t think for a minute this is about lowering standards. It’s hard to play small ball well since it requires team work and a squad of folks who can hit the ball. Managing that activity well requires someone special. You?