Note: This is article two of an eleven part series containing key ideas on the factors needed to win multiple sports championships.
Confetti is floating lazily downward through the air of a packed city street. The parade is moving down streets lined by tens of thousands, maybe even hundreds of thousands of frenetic sports fans. A curious seesaw event is taking place in the crowd. Spirits are rising in the chests of the victorious hometown faithful; while simultaneously the spirit levels found in the bottles and cups held in their raised hands are dwindling. This is the phenomenon of the victory parade. The need to organize a celebration like this one is as elusive as big foot for many sporting organizations. The capstone of what every single team claims to be aiming for, but only one in each league can ascertain year over year. In order to have a shot at enjoying a party like this one the journey begins from several different starting points which we will examine in this piece and culminates on the stage at the end of the victory parade.
When a team hoists the championship trophy who should get the credit? The owner? The Front Office? The Manager? The Players? When it comes time to negotiate contracts each one of those parties often seems to claim themselves should get the most credit, but when given the truth serum they all know the answer is every single piece of the equation is necessary. If one part of the equation is out of step from the ownership suite, to front office decision making, to on field management, to the performance of the players an opportunity to win a title can quickly come crashing to a halt.
Across Major League Baseball, The National Basketball Association, The National Football League, College Football, and The National Hockey League there are some very interesting conclusions that can be drawn about championships when the data is examined. Since 1999, in the NBA four teams have won multiple championships. In the NFL, five teams have won multiple championships. In the NHL, seven teams have won multiple championships. In the MLB, four teams have won multiple championships. In major college football, 7 teams have won multiple championships.
For the purposes of this article, I have focused on teams that have won multiple trophies since 1999 as a starting point for the conclusions I will be sharing. I was astounded by the following pieces of data league by league:
NBA:
Four teams (Spurs, Lakers, Heat, Warriors) have won 72% of the championships in the last 25 seasons. One of these four franchises has appeared in 96% of the NBA finals series in the last 25 years. Only one NBA finals (Bucks Vs Suns 2021) has been played where one of these four franchises was not playing for the trophy in the last 25 seasons. Which means 13% of the association has won 72% of the championships in the last 25 seasons.
NFL:
Five teams (Patriots, Chiefs, Giants, Broncos, Ravens) have won multiple championships in the last 24 seasons. 58% of the Lombardi Trophies since 1999 have been won by one of these five franchises. One of these five teams has appeared in 70% of the Super Bowls since 1999. This translates to 15% of NFL teams have won 58% of the trophies since 1999.
MLB:
Four teams (Yankees, Red Sox, Giants, Astros) have won multiple championships in the last 25 seasons. 48% of world series trophies have been won by these four franchises since 1999. These four franchises have appeared in 68% of the World Series showdowns since 1999. This translates to 13% of MLB teams have won 48% of the trophies since 1999.
NHL:
Seven teams (Penguins, Blackhawks, Avalanche, Kings, Lightning, Devils, Redwings) have won multiple Stanley Cups in the last 24 seasons. These seven franchises account for 68% of the championships in the NHL since 1999. This translates to 22% of the NHL have won 68% of the championships.
NCAA FOOTBALL:
Seven teams (Alabama, Florida State, Clemson, Georgia, LSU, Florida, USC) have won multiple national championships in the last 24 seasons. These seven schools account for 75% of the championships since 1999. This translates to 5% of eligible FBS schools have accounted for 75% of the National Championships since 1999.
Why start an article about the necessity of synchronized organizational vision being vital to winning championships with these statistics? Because as the numbers report to us, a small number of organizations win an outsized amount of the championship hardware in sports. The MLB and the NHL are the closest to establishing some sort of respectable dispersion among championship winners, but even those leagues are dominated by less than a quarter of the whole when it comes to championship parades. Since 1999 no league successfully breaks above 25% in the number of franchises that have won a championship trophy as a portion of the whole league. The closest is the NHL registering 22%. The MLB does offer a respectable 48% number when it comes to the four franchises that have won multiple World Series trophies, but the ratio is still quite convincing that a few teams dominate the championship landscape in each of the sports categories studied.
What separates these elite franchises from everyone else? What gives them the capabilities to consistently climb higher than the rest of the crowd in pursuit of the sports pinnacle? In every situation it involves an ownership group eager to do what it takes to set an environment conducive to winning from a fiscal standpoint while not sabotaging the culture in the building, a front office with clear vision on the combination of player ability and on field strategy, effective communicators and teachers involved in the on-field management who get along with the front office, and at least two generational players supported by two to three more talented culture building type teammates. This equation appears in every single case when you look at teams that win multiple championships. I believe firmly these principles can also extend to success in business outside sports and in personal lives. Let's break it down.
Ownership: The ROOT of all Championships
No one can change the mood or temperature in an organization like the owner. Ultimately, they are the most immovable piece of the puzzle. Clearly owners in sports and business have accountability for their actions; first and foremost, to God, but then in most cases to regulatory bodies. Other than government accountability, or pressure from other owners in the sports leagues there is not really anyone inside the organization that can make the owner do anything.
When players say in union negotiations that they are the ones who win championships they are not totally wrong. They are the people swinging bats, shooting hoops, getting hit, and scoring goals. The skill sets they bring are undeniably what win championships, but without the ownership group there is no trophy to be won, no league to take part in, and no accolades to collect.
Owners set the table for championships. They are in control of the quality of facilities, how much money they are going to spend on talent, what kind of accommodations the players will enjoy on the road, what kind of atmosphere will permeate the facility on a day-to-day basis, and most importantly setting the stage for continuity at the front office and management levels. There are four vital decisions the most the successful owners or board of directors make that set the rest of the organization up for success: 1) Who do they declare as their first in command? 2) Are they fiscally savvy and willing to spend when the people under them share a need to move the organization forward? 3) Are they patient with the choices of their chosen first in command and patient with that person's choices on the coaching staff while being willing to let a culture establish itself? 4) How much will they desire input in roster building decisions? Let us look at the decision on who is first in command and fiscal responsibility with some focus.
THE OWNER DECLARATION: "I CLOAK YOU WITH POWER TO MAKE DECISIONS"
Whether we are talking about sports, large corporations, small business, or family dynamics a singular relationship takes on vital and overweight importance; leader and first in command. This is the most important decision any business owner or primary leader will make in their organization. Who will they extend decision making power and authority to on their behalf.
For instance, Robert Kraft purchased the New England Patriots in 1994. In 2000, after some sporadic success under Bill Parcells and Pete Caroll he hires Bill Belichick and gives him authority to make decisions for the franchise. Bill Belichick went on to take that authority and with input on who the GM would be built a roster that has performed in historic ways.
One question always lingers in this part of franchise building. Is the owner actually giving authority to a first in command and is it clearly defined? Or do they hire someone and the terms are vague, and the authority is not actually there in any significant way. The answers in this phase can be absolutely crippling or breathe life into the organizational trajectory.
Examples where this has been done in a way that sets up history:
San Francisco Giants - Greg Johnson Principal Owner 1993. In 1993 he hires Brian Sabean as assistant GM and in 1997 promotes him to GM. This is a setting the table for history.
Golden State Warriors - Lacob and Gruber buy the Warriors in 2010. Bob Myers is hired in 2012 and given authority.
Alabama Crimson Tide - As reported on saturdaydownsouth Alabama Board of Directors gave longtime athletic director Mal Moore authority to pursue Nick Saban. This turns into a historic series of events.
Kansas City Chiefs - Clark Hunt hires Andy Reid in 2013. He brings future GM Brett Veach with him from Philadelphia. This turns into an historic series of events.
San Antonio Spurs - Peter Holt hires Gregg Popovich in 1994. Popovich hires R.C. Buford at the same time. This turns into a historic series of events.
OWNERSHIP FINANCIAL DECISIONS: HOW WILL THEY SPEND?
We covered some of the relational aspects of being owner. Let us take a look at the fiscal decision making. A good for instance is a report from USA Today that emerged about the reported recruiting budgets in college football from 2022. Georgia University spent a reported 4.5 million dollars on the recruiting trail. The next closest school; Texas A&M, spent 2.98 million dollars on recruiting. Georgia has won the last two national titles in a row. This report makes it clear they are willing to spend money to bring in talent.
Another example of this in recent memory was the Golden State Warriors willingness to go deep into the luxury tax to keep together a core of championship players. The Alabama sports department is in the middle of a 10 year 600 million dollar campaign to boost facilities. They hired Saban in 2007 right after completing a 65 million dollar football facility renovation. George Steinbrenner was notorious for spending during the Yankee championship runs. It is evident that winning multiple titles in a short period of time requires a significant outlay of capital, on facilities, staff, and players. With that said don't get it twisted. It has to be spent in the right way. Money cannot just magically buy rings.
A recent example of spending money in ways that set your franchise back can be found in Las Vegas. Mark Davis gave Jon Gruden a 10 year 100 Million dollar pact and ended up firing him in a few years. He then gave Josh McDaniels a significant deal and ended up firing him in a few years. New York Mets owner Steve Cohen has been spending piles of money recently and the Mets did not make the playoffs. In order to win championships at the owner level they have to appoint the right first in command and be willing to outspend the opponent, but the capital must be deployed in the correct places and people. That is the challenging part.
FRONT OFFICE - THE FIRST IN COMMAND
President of Operations, Athletic Director, General Manager the title can be stated in various forms but the job is the same. Take the authority and capital given to you by the owner and build a staff, a team, and a process that requires the owner to pay for a victory parade and huge championship rings at the end of the season.
Front office men who have accomplished this task in exemplary ways are R.C. Buford of the San Antonio Spurs, Bob Myers of the Golden State Warriors, Scott Pioli of the New England Patriots, Brian Sabean of the San Francisco Giants, and Brett Veach of the Kansas City Chiefs. Greg Byrne the athletic director at Alabama since 2017 has also been very successful.
The people in this role are the liaison often between the owner box and the field. Setting the pace on culture and recruiting talent. Being the thought leader on whether a player should be drafted or a contract extended. Covering thousands of miles to scout players.
Rustin Dodd and Nate Taylor of the Athletic wrote an article (It is pay walled or I would link it) about Brett Veach current GM of the Chiefs and how he was given a note card by his daughter on draft day that said "PAT NO MATTER WHAT". He was all in on Pat Mahomes and it was a career maker. R.C. Buford will forever be linked to Tim Duncan. Bob Myers will be linked to the trio of Steph Curry, Klay Thompson, and Draymond Green; while being credited for recruiting Kevin Durant. The Society For American Baseball Research tells the story of Brian Sabean. He is fascinating in that he is credited with signing Andy Pettite, Derek Jeter, Jorge Posada, and Mariano Rivera for the Yankees. He leaves for opportunity in San Francisco and builds a three-time World Series winner there becoming the first national league baseball team to win three world series in a five year stretch. His knack for finding talent not a one team wonder. Theo Epstein also belongs in this conversation.
This role as GM is the hinge between owner and the coaching staff. The heartbeat of where the culture ideal is set into motion. A vital question at this level is can the owner, the front office, and the coach all be on the same page. When things are going bad do they still like each other? Is winning what binds them together or something more? The GM has to be able paint the vision for the owner and the coach, then find players in conjunction with the coach to make it come to life. Many try, few last.
COACHING - FACILITATE GREATNESS AND ACCOUNTABILITY
We have finally made it to the field and the players. How does it take this long to get to the actual game? Many franchises try to cut corners and force the fit. It simply does not work. The manager or coach has to be in lock step with the first in command and have the owners respect and support as well. If both of those elements are not there, the vehicle breaks down short of the destination. Erik Spoelstra is a great example of harmony with the first in command and the owner. Mickey Arison, Pat Riley, and Erik Spoelstra seem to be in harmony most of the time in Miami. Spoelstra is the facilitator of the vaunted "HEAT CULTURE" and knows what kind of player Pat Riley is looking for. He holds players accountable and sets the pace for continued year over year title runs. If a player does not fit the culture Spoelstra does not hesitate to quickly move to other players. There is no messing around on this front. They make quick decisive moves if a player does not fit the culture.
Recent World Series Champion Bruce Bochy just managed the Texas Rangers to his record tying fourth world series title as a manager. He is brilliant at getting his team ready to play while staying on the same page with the first in command. He is well respected by ownership and loved by players. He is brilliant as a tactical manager, most notably for his work with bullpens. He knows how to get the best out of players and understands what is important to them. He brings his knowledge to the first in command who appreciates his input, and then it is relayed to the owner who takes them both seriously. Championship stew is starting to boil.
THE PLAYERS - GO MAKE PLAYS
Teams that win multiple championships generally have at least two generational players plus two more who can play at an all-star level or above that set cultural expectations in the clubhouse. These four or five players are the foundation vital to rings being distributed.
You know the names of the generational talents Tim Duncan, Lebron James, Steph Curry, Kobe Bryant, Tom Brady, Rob Gronkowski, Patrick Mahomes, Travis Kelce, Derek Jeter, Tim Lincecum, Buster Posey, David Ortiz, Jose Altuve, Sidney Crosby, Jonathan Toews, Tim Tebow, and Stetson Bennett.
Without this caliber of player on the roster multiple championships cannot be obtained. But one of them will not get the job done. They must be surround by at least two or three other all-star or all-pro team caliber talents. The reason is not just for talent on the field but also to establish a culture. Four people can establish a culture that twenty-five people will follow. One person cannot. Establishing a culture where paying attention to detail, consistently working hard, and thinking about others is the normal air everyone is breathing allows the front office to take some risks on talented players with character concerns. The Philadelphia Eagles are a great example of this right now. They knew they could take the risk on Jalen Carter a premier talent because Jalen Hurts, Jason Kelce, Lane Johnson, A.J. Brown, and Fletcher Cox own the locker room and set the pace. He is going to be confronted if he gets crazy. The Patriots trusted that Randy Moss respected Tom Brady so much he would give him maximum effort on every play.
Plenty of examples are available for cultures that take the risk without enough of a core in place. James Harden and the Sixers spring to mind. Antonio Brown and the Raiders. Players who are generationally gifted but will sway a locker room to places not conducive to championship winning.
SUMMARY AND APPLICATION:
All four levels discussed here contribute to winning championships. All four are present in exemplary ways when you study teams that have won multiple titles since 1999. Peter Holt, R.C. Buford, Gregg Popovich, Tim Duncan. Joe Lacob, Bob Myers, Steve Kerr, Stephen Curry. Clark Hunt, Brett Veach, Andy Reid, Patrick Mahomes. Greg Johnson, Brian Sabean, Bruce Bochy, Buster Posey. Alabama Board, Greg Byrne, Nick Saban, Insert rotating QB. Not perfect but willing to stick with each other over time and trusting the ability inherent in the group. The owner patient and trusting of his first in command. Willing to support with any resources required. The first in command given clear expectations and budgets and the freedom to establish culture. They know who fits the culture and meets the standard. The coach and manager able to embody the standard, teach, and hold accountable. Perceptive of player needs and challenges. Technically sound and a good listener. Players talented and willing to sacrifice. At least two of them need to be generational. They value the fundamentals and hard work. A core group of four to six maintain the culture alongside the generational talents. This gives the coach authority and the front office the platform to pursue talent without fear. The greatest speed bumps to success are a lack of vision, no clear parameters from ownership, poor communication, lack of top end talent, and bad locker room culture. The equation for sustained success is there, a golden brick road. Difficult to find and rough to follow.
These same principles apply to personal life and business endeavors. Everyone one of us is an owner. We have households and lives we are responsible for. We are business owners, teachers, employees, parents, construction workers, bankers, and contributors. Are we working with clear vision? Do we communicate and set clear expectations? Do we surround ourselves with people who advance us toward our stated vision? Does ego and lack of patience ruin our journey toward a championship moment?
Praise the Lord for the opportunity to be alive. Created to glorify God and take dominion over the world He created. Consider where you are at in the various organizations you are part of? What from this article resonates with you? Maybe you are looking for a spouse, would they be a good leader? Would you be a good first in command? Maybe you are a leader or the owner, do you give the people you expect to follow you clear parameters and expectations? We have an excellent example of teamwork and relationship given to us in the relationship between God the Father, God the Son, and God the Holy Spirit. Teaching opportunities abound, learning opportunities abound, new relationship opportunities abound. Do not live in fear. Jesus is alive. Sin has been paid for by his blood. Go make plays! We are "Not Just Fans". I am cheering for you.
GIBBS
Photo Credit: Chief Championship Ring: Daily Indiana news.com/ New England Patriots Photo: i.pinimg.comnews.com/
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