During this time of the year, all the speculation is on top tier talent. People call it building a better team, but I find putting it in those terms rather oxymoronic since one person does not a team make.
Big names get signed and then the math nerds start cranking out projections for offense and defense based on hard numbers. But there is more to victory then payroll size, production, and the quantifiable. There is the metaphysical, the emotional, and the delicate art of producing good team chemistry.
Chemistry, or vibe, or soul, is the combination of leadership, vision, atmosphere and personalities. The formula behind is it different for each club but it’s always there, for better or for worse. The great teams know how to manipulate this formula to the advantage of the players, and the proper mix can allow a spreadsheet laughing stock to triumph over a payroll powerhouse.
It starts with management understanding it’s player base and building an atmosphere that helps bring out the best in its talent. This is something the Rays do very well. When Maddon talks to his player base, he does so with understanding, interest, and a genuine desire for them to succeed. Of course, Maddon uses his own unique charms to personalize the experience, which, coupled with the Rays’ uncanny ability to find under valued talent and bargain basement prices, creates a chemical brew that seemingly can’t be replicated.
But that’s not true. It can be, over and over again, in fact. A manager who can instill confidence in his players by coddling them, fathering them, coaching them, and kicking them in the ass can facilitate success. Why? Because during the course of a long season, players will exhibit a full range of emotions that need addressing. The manager that is not afraid to address all the them—to think outside the box—shows the team that, if they help secure victory, they’re emotions are valuable. This manager’s players will not look at one form of expression as acceptable or unacceptable— if it helps, it’s okay because leadership has made it okay.
In a game of chance, where big failures and big success can happen in inches, there is a need for both mental fortitude and understanding. Not every club gets this, which puts a lot of pressure on players to not only win, but also show zero weakness in failure. Often this creates and atmosphere where positive and constructive but weak looking expression is not okay. To compensate, many players turn to destructive behaviors—drungs, booze, and forms of escape from their burdens and frustrations. Things that make the team atmosphere tenser.
Of course, all teams fail, and when the mental toxins associated with failure can’t be let out, the end result is a failed vision, untrusted leadership, a bad atmosphere and bitter personalities. Sometimes this becomes what the team is known for, and the atmosphere is so toxic that no matter what level of talent is brought it, it simply cannot succeed.
I think of this equation often when I see organizations banking on bringing in high end talent. After all, it’s easier to buy talent then tackle something as murky as the teams chemistry dynamic. So, the org shells out of a lot of money and nothing changes. It’s amazing how powerful bad team chemistry can be. People are social creatures, and they get a sense of their self worth by how they are accepted by the people around them. A bad environment makes all but the most arrogant players feel like they don’t belong, or that their is nothing worth playing for. It’s the manufacturing of failure.
On the other hand nurturing constructive team traits builds continuous success. Most of the time these things are left to the players to sort out, but players aren’t always the best gauge of such things, especially if they’ve come over from other clubs with bad vibes. Thats why having an alert manager and fornt office staff helps perpetuate it—they have an outsiders eye to the process and can tweak the formula as required.
Historically speaking many of the clubs that are perennial failures usually have a terrible management base, and/or front office relationship.
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