The Myth of “The Way:” The way to build a NFL franchise is…
__________ (Fill-in the blank with your favorite Myth)
For several years it has been popular to hold the New England Patriots up as the model for how to build a franchise. Who could argue with the outcomes they were achieving? – the only team in league history to win three Super Bowl championships in a four-year span.
In this copy-cat league, many teams have attempted to emulate the Pats, but to this point all have failed to find exactly what that key is or is not to their success. Part of the reason for this failure is the NE Patriots don’t believe there is a single way to build a franchise – they never have.
For example, in 2001 the New England Patriots signed 17 veteran free agents, yet folks will say they do it only on draft day – bull feathers. This season (once again) New England was a MAJOR Player in free agency, but many will insist it is a new phenomenon or a one time thing – it isn’t. The only thing that was different this season was the targets, which of course are based each season on the market, what a team has for CAP space and who is available.
In Bill Belichick’s own words:
”In my mind, it’s not a philosophical thing to do or not to do. Just because something wasn’t done in another year doesn’t mean that if the opportunity had been there it wouldn’t have been done. To me, we’re taking the same approach that we have every season – do what you think is best.”
There is no ONE way to build a NFL franchise or to be a General Manger. Instead there are multiple ways. History shows that most who attempt will fail. History also shows that those who succeed are the benefactors of many things rather than a following a simple philosophy to success.
Many are quick to point to San Francisco’s deep plunge into free agency and declare them to be emulating the Washington Redskins – nothing could be further from the truth.
Rather than being guided by an impulsive wealthy owner (like Snyder in WA), San Francisco began preparing for this plunge into free agency long before last week. Starting last summer, planning meeting were held monthly between Nolan( HC), McCloughan (VP of player personnel), owners John and Jed York, Paraag Marathe (director of football operations) and Lal Heneghan Ex VP of football operations) to discuss salary cap, the roster, the draft and free agency.
The scouting department was directed by this group to spend at least half of their time scouting potential free agents during the ’06 season. Based upon the scouting reports and these monthly discussions the group above narrowed a target list to 20 potential FA they might have interest in these meetings.
Some noteworthy things stand out in how they executed their plan: they only signed guys that were no older than 26 years old (CB Nate Clements, SS Michael Lewis, NT Aubrayo Franklin, WR Ashley Lelie, LB Tully Banta-Cain); all contracts were structured to avoid future salary-cap entanglements and they never deviated from their plan – for example they targeted Thomas, but when the Patriots move over their threshold they moved on.
Yet you will find no shortage of folks who will attribute any and all plunges into free agency as if they are all based upon the Washington Redskins poorly planned blind spending sprees. They will ignore the fact that Washington (the most profitable franchise in the NFL) failed to consider such important factors as developing team cohesion and a unified plan that was integrated throughout the organization, and their (Washington’s) missteps resemble the Detroit Lions more than most other NFL clubs..
Some would argue that draft day is the most important off season day in a GM’s job. While clearly an extremely important part of the process each season, it can easily be overshadowed by a multitude of other events.
For example Oakland’s’06 implosion can be traced to hiring Art Shell to be their Head Coach, but failing to get their front office on board with Shell’s philosophy about discipline and developing young players. A behind the scene power struggle between Art Shell and Mike Lombardi was ugly and left the franchise bleeding until Davis declared Lombardi the winner and they began the process of starting over. Good luck with “winning that power struggle” Mike, sometimes winning really means losing.
Another factor that most ignore is the unique management structure of so many of the NFL franchises – and none is more unique than the ownerless Green Bay Packers. Green Bay’s management structure is quite different than any in the league and in that context let’s consider for a moment Ted Thompson.
Ted Thompson is a first time General Manager. Yes, he was hired by Ron Wolf and gathered valuable experience under the mentorship of Mike Holmgren, but he is his own man. He has a plan to build his franchise and it is based upon a combination of his experience before and after accepting the job and the many adjustments he will make along the way in his growth and development.
The job of being a GM and building a winning franchise is not confined to draft day, or free agency… it is much more than a full time job. It includes hiring and firing staff throughout the organization; retaining, obtaining (and abstaining) players in free agency; crafting draft days that fit together like jig saw puzzles; seize trade opportunities and structure them to the team’s advantage, fixing problems (by hook or by crook) as they arise – from disgruntled players, to career ending injuries; having the vision to have a plan and the flexibility to adapt to ever changing conditions… just to name a few of the many complex job duties that go with the job.
Ted Thompson’s success or failure will be more the result of his ability to adjust, adapt and to grow as it will be sticking to a mythic plan. Like him or loath him, the Packer organization from CEO to casual fan hopes he grows himself into the job and some shots at a few Lombardi trophies before he is through.
__________ (Fill-in the blank with your favorite Myth)
For several years it has been popular to hold the New England Patriots up as the model for how to build a franchise. Who could argue with the outcomes they were achieving? – the only team in league history to win three Super Bowl championships in a four-year span.
In this copy-cat league, many teams have attempted to emulate the Pats, but to this point all have failed to find exactly what that key is or is not to their success. Part of the reason for this failure is the NE Patriots don’t believe there is a single way to build a franchise – they never have.
For example, in 2001 the New England Patriots signed 17 veteran free agents, yet folks will say they do it only on draft day – bull feathers. This season (once again) New England was a MAJOR Player in free agency, but many will insist it is a new phenomenon or a one time thing – it isn’t. The only thing that was different this season was the targets, which of course are based each season on the market, what a team has for CAP space and who is available.
In Bill Belichick’s own words:
”In my mind, it’s not a philosophical thing to do or not to do. Just because something wasn’t done in another year doesn’t mean that if the opportunity had been there it wouldn’t have been done. To me, we’re taking the same approach that we have every season – do what you think is best.”
There is no ONE way to build a NFL franchise or to be a General Manger. Instead there are multiple ways. History shows that most who attempt will fail. History also shows that those who succeed are the benefactors of many things rather than a following a simple philosophy to success.
Many are quick to point to San Francisco’s deep plunge into free agency and declare them to be emulating the Washington Redskins – nothing could be further from the truth.
Rather than being guided by an impulsive wealthy owner (like Snyder in WA), San Francisco began preparing for this plunge into free agency long before last week. Starting last summer, planning meeting were held monthly between Nolan( HC), McCloughan (VP of player personnel), owners John and Jed York, Paraag Marathe (director of football operations) and Lal Heneghan Ex VP of football operations) to discuss salary cap, the roster, the draft and free agency.
The scouting department was directed by this group to spend at least half of their time scouting potential free agents during the ’06 season. Based upon the scouting reports and these monthly discussions the group above narrowed a target list to 20 potential FA they might have interest in these meetings.
Some noteworthy things stand out in how they executed their plan: they only signed guys that were no older than 26 years old (CB Nate Clements, SS Michael Lewis, NT Aubrayo Franklin, WR Ashley Lelie, LB Tully Banta-Cain); all contracts were structured to avoid future salary-cap entanglements and they never deviated from their plan – for example they targeted Thomas, but when the Patriots move over their threshold they moved on.
Yet you will find no shortage of folks who will attribute any and all plunges into free agency as if they are all based upon the Washington Redskins poorly planned blind spending sprees. They will ignore the fact that Washington (the most profitable franchise in the NFL) failed to consider such important factors as developing team cohesion and a unified plan that was integrated throughout the organization, and their (Washington’s) missteps resemble the Detroit Lions more than most other NFL clubs..
Some would argue that draft day is the most important off season day in a GM’s job. While clearly an extremely important part of the process each season, it can easily be overshadowed by a multitude of other events.
For example Oakland’s’06 implosion can be traced to hiring Art Shell to be their Head Coach, but failing to get their front office on board with Shell’s philosophy about discipline and developing young players. A behind the scene power struggle between Art Shell and Mike Lombardi was ugly and left the franchise bleeding until Davis declared Lombardi the winner and they began the process of starting over. Good luck with “winning that power struggle” Mike, sometimes winning really means losing.
Another factor that most ignore is the unique management structure of so many of the NFL franchises – and none is more unique than the ownerless Green Bay Packers. Green Bay’s management structure is quite different than any in the league and in that context let’s consider for a moment Ted Thompson.
Ted Thompson is a first time General Manager. Yes, he was hired by Ron Wolf and gathered valuable experience under the mentorship of Mike Holmgren, but he is his own man. He has a plan to build his franchise and it is based upon a combination of his experience before and after accepting the job and the many adjustments he will make along the way in his growth and development.
The job of being a GM and building a winning franchise is not confined to draft day, or free agency… it is much more than a full time job. It includes hiring and firing staff throughout the organization; retaining, obtaining (and abstaining) players in free agency; crafting draft days that fit together like jig saw puzzles; seize trade opportunities and structure them to the team’s advantage, fixing problems (by hook or by crook) as they arise – from disgruntled players, to career ending injuries; having the vision to have a plan and the flexibility to adapt to ever changing conditions… just to name a few of the many complex job duties that go with the job.
Ted Thompson’s success or failure will be more the result of his ability to adjust, adapt and to grow as it will be sticking to a mythic plan. Like him or loath him, the Packer organization from CEO to casual fan hopes he grows himself into the job and some shots at a few Lombardi trophies before he is through.