Rex vs Pat---No Contest

One of the most important characteristics of being a great leader is toughness, being able to deal with adversity.  Over the last couple of weeks there have two major news stories that demonstrate how leaders deal with adversity.  Remembering that followers pick up "cues" from their leaders and athletes often mimic their coaches, the contrast in these reactions by two high profile coaches provide an interesting pair of case studies.

A week ago, at the Jets vs Patriots game, the always affable Rex Ryan over-reacted to a fan's taunt ("Rex, Belicheck is better than you.") by responding and being captured on video, "Shut the f*** up!"  As a second offense, the NFL levied a $75,000 fine on the volatile Ryan.  Rex explained, "This is who I am.....I'm about as big a competitor as there is and, at that time, I was in no mood to hear anything, but I also have to handle that better."  Observing those comments, the one things that stands out like a sore thumb is the number of I's in Ryan's comments.  This statement demonstrates not only a lack of toughness of dealing with some innocuous banter but also the focus of the leader is all about himself.  What message does that send to his players?

Compare Coach Ryan's reaction to that of UT Volunteers' Coach Pat Summitt, who was recently diagnosed with early onset dementia.  Her first public reaction was, "there is not going to be any pity party and I will make sure of that."  She emphasized that her opportunity to coach the Lady Vols was an honor and now would become more of a team effort.  "I love being your coach and the privilege  to go to work every day with our outstanding student-athletes."  Summitt (unlike Ryan) did not talk about her challenges but rather about how her UT family would persevere.  Her strength, determination and toughness have a significant effect on the UT family and serves as as constant reminder of the traits Summitt demonstrated over her 1,071 career wins.  As former Vol superstar, Candace Parker, tweeted to Summitt, "Coach you never cease to amaze me with your strength and courage.  Whenever you face adversity you tackle it head on."

It is pretty clear to see which of these two coaches understand leadership and who is focused on their own personal agenda.

Jimbo hit the Jackpot

Toward the tail end of Bobby Bowden illustrious career, Florida State named Jimbo Fisher Head Coach in waiting.  With Florida State being viewed as one of the top programs in the country, the decision to move an individual with no head coaching experience into the top job spoke volumes about their confidence in Fisher.  Prior to the his inaugural season in 2010, Fisher was also awarded an entry level salary of $1.8 million to lead the Seminoles.  His first year met with some success as FSU finished with a 10-4 record, yet a season far from the glory days when the Seminoles were competing for national championships. 

What was the response of the University President Eric Barron?  Good ole Jimbo received a raise of approximately 50%  ($950,000) to raise his salary to $2,750,000.  Barron’s public rationale for the raise, “You are always looking at whether or not you have the potential to lose a good coach and end up having to pay more in order to get the next one.”  If Coach Fisher can put three more 10-4 records together and President Barron uses the same formula, the FSU Football Coach will be making about $9.5 million in 2014.

In my estimation Fisher’s salary has nothing to do with the possibility of him leaving and the Seminoles needing a new coach.  No one is going to be beating down Jimbo’s door to open the vault and have him guide their program.  The real reason behind this super raise is the concept of “keeping up with the Joneses”.

A few hours down the road, the hated Gators brought in first time head coach Will Muschamps and did open the vault to the tune of $3.22 million for his annual compensation.

In Barron’s mind he could not have the inexperienced Florida Head Coach making significantly more in salary than his guy.  As a leader realize that you need to do what is appropriate and right for your organization.  I have seen many people in charge make decisions based on bad decisions of their competitors.  Getting involved in arms races with other groups and organizations can get very risky.  Understand your own situation first and then see what is going on in the marketplace.  

A Leadership Challenge---the Circle of Privilege

In economics there is a concept called the circle of poverty that is defined as "set of factors or events by which poverty, once started, is likely to continue unless there is outside intervention." In many organizations and particularly in sports organizations there is a similar situation which I call the "circle of privilege".  Once privilege is granted to one individual in as much as they are exempt from the standard policies and responsibilities, the genie is out of the jar.  The "circle of privilege" will continue with coaches setting their own agendas and priorities while feeling no accountability to their supervisor.  They will create their own culture (Penn State, Ohio State, USC, Oklahoma,etc.).  Individuals who are treated as privileged will perpetuate that type of situation either in their current organization or one to which they ascend.  The culture of coaching is particularly vulnerable to the "circle of privilege" because there is no formal training of coaches in the USA so coaches learn their trade through on the job training and assume many characteristics of their mentors.  An assistant coach at Big Time U who has been exposed to the superstar head coach, when hired at Mid Major U as Head Coach, will have similar expectations and ideas of his/her importance and control.  As a leader (Athletic Director) and someone who is the ultimate decision maker on the hiring of this coach, you must clearly set the expectations and responsibilities of the coach so there is no cloudiness as to who is in charge.  If left to his/her own devices and experiences, the new coach will continue the  "circle of privilege".  Naturally as the superstar coach's  proteges find new leadership positions and allowed to institute their own set of priorities, the "circle of privilege" grows exponentially.   Because the hiring of head coaches come from the pool of assistants from the Big Time U's,  the true power in college athletics has ultimately shifted to the coaches.  Until University leadership is willing to break the chain of the "circle of privilege", college athletics will continue to suffer through scandals like Penn State, Ohio State, Miami and USC.  As a leader you need to accept your role and not submit your authority to anyone irrespective of their status or public image.  Until leaders break the "circle of prestige", college athletics will be very much like a battleship with no one at the helm,  a huge force that will create its own path.  Leaders need set the course and make sure everyone is headed in the same direction with no ulterior motives that detract from the common good for group, organization or team.  By establishing parameters when individuals are placed in positions of authority in regard to what their boundaries are on the front end, there should be very situations when those people exceed their power.

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JoPa---the Superstar Coach Paradiigm

Many people wonder how such a horrific sexual abuse of children and it's cover-up could actually happen and be minimized at such a prestigious institution as Penn State.  The reason and underlying reality is that Universities (and other bottom line organization) create an environment that facilitates the "Superstar Coach Paradigm".
What happens is that Athletic Directors and intermediate leaders face an incredibly complex challenge because while they are the "boss" (at least on the formal organizational chart), they have very limited control of the "superstar" who works for them. The Athletic Director's supervisors and super-ordinates develop relationships with the "superstar coach" and  then provide them unadulterated access to the ultimate decision makers (Presidents and Board Members) that basically subverts all power of the Athletic Director.  At many universities, football and basketball coaches are the most visible and influential individuals on campus.  They have incredible access and power.  They have access to the media and a platform to promote themselves, their programs and their ideas.  At Penn State Paterno had a significant impact on the culture at State College as he was given carte blanche to operate the football program.  Presidents and board members fall prey to this dysfunctional organizational structure by allowing total control by"superstar coaches". They fall prey to this recipe for disaster for many of the following reasons: the Halo Effect, access to powerful supporters and donors who become friends of the coach, being part of the inner circle of the "superstar coach and recognition as the individual who provides the foundation for success for the "superstar coach".  When this lack of control builds  an environment where the coach is not held accountable for anything grows rapidly.  The coach's won-lost record becomes the sole criteria in which he/she is evaluated.  The standards that other coaches or employees are held to, are not applied to the "superstar coach".  Soon coaches realize they are bigger than everything else and start to only answer to themselves.  PSU Athletic Director Tim Curley (who I served with on the NCAA Championship cabinet for 4 years)  became the poster child for this type of situation as he became only a figurehead as Paterno's boss.  As a leader you have to understand that this situation is very real and you will need to deal with it.  What do you do?  Here are my five recommendations.

1.  Do not look past behaviors, actions or bad decisions that need to be addresses and do it in a timely manner.
2.  Communicate with the "superstar" regarding your objectives, thoughts and plans and make sure they understand.  Remember that communication is a two way street that includes straightforward discourse that includes both speaking and listening.
3. Be omnipresent.  When leaders are always around, they hear and see many things and develop a sense of what is happening.  Being hidden in your office is a sure fire way to have surprises knock on your door.
4.  Have courage.  There will be times when you have to tell the "superstar coach" or the president things they do not want to hear.  In the long run they will be much better off for your truthfulness.
5.  Make the tough right indecisions even though they may be unpopular at the time. Those tough unpopular decisions will be appreciated at a later date.  At the time it may seem painful but it does not compare when problems are ignored or "covered up".

Everyone in the Penn State situation is a big loser.  This horrific tragedy for these children and all the other individuals affected could have been avoided if the this "superstar coach" paradigm would have been squelched and diffused.  No one was willing to step up as a true leader and deal with a difficult situation.  Please take solace when making tough and unpopular decisions, you will have internal satisfaction knowing you did the right thing.

Boise State---A Dream with a Price

In 1996 Boise State was a new member in Division 1A football.  Just like numerous other programs that had made the move to the current FBS classification, the Broncos dreamed of the glory, recognition and national exposure of competing at the highest level.  The majority of college athletics  viewed BSU as just another wannabe with no real reason to expect them to be any more than numerous other schools with lofty aspirations but no ability to elevate their program to a top 10 status.  Many schools with more resources and tradition could not maintain a nationally competitive program.  But Athletic Director Gene Bleymaier  (who became AD in 1982) accepted the credo, "The difference between a dream and a goal is a timeline."  So the vision became the goal and the Broncos have built and maintained a football program that has become the main target for expansion by the Big East.  If Bleymaier would have told someone in 1996 that Boise would be highly sought after by the Big East and be crucial to the Big East long term survival, people would have laughed in his face.  Realizing the Broncos had to create their own plan and model for success, Bleymaier created a strategy different from everyone else typified  by constructing "the blue", the only field in the BCS that is not green.  He managed the success through three different conference and two BCS bowl appearances.  Without his vision and confidence to follow the dream,  Boise State might still be in the Big Sky without the national reputation and name recognition.  As leaders,  understand that dreams do happen when you are willing to take action and perservere through the rough waters.  Bleymaier did not let the naysayers interfere with his dreams and goals.  Unfortunately in the last few months the president at Boise State terminated AD Gene Bleymaier because the Broncos had been found to have violated NCAA rules in five sports.  While the response from Bleymaier and Boise State was commended by the NCAA, Boise State president Bob Kustra "lost confidence" in Gene's ability to handle the compliance function and fired him immediately.  While the incredible success of the Boise State Broncos is totally the efforts of Gene Bleymaier, everyone must realize that every aspect of leadership becomes a potential source of trouble.  Leaders need to make sure that they leave no area vulnerable or even with incredible success, the  leader becomes expendable.  So two great lessons to be learned from a Boise State case study are:

1.  Dreams can be true if you have an unflappable determination and a strategy to turn that dream into a goal.

2.  Even when everything in your dream is coming together, you must pay attention to every aspect of reaching your goal.  One mistake or omission of responsibility can bring you down. 

Lane Kiffin---Apologies Abound

After the tough triple overtime loss to the Stanford Cardinal, USC Head Coach Lane Kiffin blistered the Pac-12 officiating crew for not giving him 1 second on the clock at the end of regulation to kick a 50 yard field goal.  The controversial coach accused one official of lying and basically costing the Trojans the game.  Kiffin has a track record of making inappropriate comments that require apologetic back-pedaling.  Leaders need to realize that everyone makes mistakes and there may be a need to admit to a bad decision.  Once or twice over a long period of time will probably be accepted by most constituents, but continuous gaffs diminishes credibility.  Leaders build equity in themselves by making good decisions, yet that equity can rapidly erode through series of bad decisions or inappropriate actions.  After attacking both Florida Head Coach Urban Meyer and Oakland Raiders President Al Davis (Davis referred to Kiffen as a "flat out liar") on numerous issues and bolting from the University of Tennessee after 14 months, many folks were questioning if Kiffin was the guy you would want to lead a program.  With this most recent outburst, fines from the Pac 12 and Kiffin's limited apology, the question becomes, "Is Kiffin a positive to the USC brand?"  Additionally the players now are taking cues from the coach and making some over the top statements to the media.  Quarterback Matt Barkley accused Arizona State's Vontaze Burflict of being a dirty player and quickly was rebuffed by Pac-12 for inappropriate behavior.  The very next week Barley opined  that Notre Dame quit in their game against USC.  As a leader,  remember that your followers model their behavior after the leader.  When the leader acts a certain way, do not expect the followers to act any other way.  There is no credibility to reprimanding a follower for a behavior that duplicates the actions of the leader.