One Way to Turn Around a Losing Program
Tuesday, December 18th, 2012Now is the time of year when directors of athletics whose football teams haven’t won as much as they need 1) financially or 2) to please the boosters/fans, face difficult decisions. In a few months, basketball coaches’ heads will be on the guillotine. “Today’s” ADs, i.e. guys with backgrounds in finance or business, pretty much solve the problem the same way. Fire the coach and hire a headhunting firm give them a list of three or so. Then have a committee interview each - with the loudest mouth in the room usually making the final decision. The reason for such a solution is they really don’t know any other way.
These directors have such limited playing or coaching experience, certainly on the college level, that hiring becomes a hit-or-miss operation. Teams can win and be poorly coached, lose but be well coached, yet these guys are out of their element in evaluating the team’s performance. What they understand is the bottom line. And there’s a reason for that: it’s why they were hired. Even casual sports fans know that college athletics has become big business. Football and men’s basketball are the revenue producers. On several campuses those coaches are making more than the president! ADs are under more pressure than ever before because, as Eric Kaler, president of the University of Minnesota said, “Athletics and our facilities serve as a front door to—and a window into—the University.” I would be willing to bet that if Kaler and his fellow presidents voted on whether football and basketball coaches ought to be paid more than the prez gets, I could predict the outcome of that vote - within 2-3%. So when teams lose, . . . Â
Throughout history there have always been coaches get fired, mainly because in every league, someone has to finish last. When their bosses were former coaches (usually football coaches), the head man nearly always got the benefit of the doubt. Of course, it was easier when the coach was making high five figures/ low six-figures instead of low-to-mid seven-figures (doesn’t sound like that much of a difference when it’s put that way).
Sometimes, a coach doesn’t give the university a choice, e.g. Bobby Petrino and his indiscretion/poor road skills/worse coverup at Arkansas (although he wound up on his feet, apparently at a school that believes in second chances - as long as the team wins, more fans show up, fund raising increases, etc.) Other times, the coach should never have been hired, e.g. Derrick Dooley at Tennessee. What he had going for him was 1) his success at Louisiana Tech and 2) his dad. I spent seven years at UT and that was plenty long enough to know what football means there. La Tech is not a good enough proving ground for a job of that magnitude and once the team started losing, the Vols’ fans didn’t care if his father was Knute Rockne. Sure, he was dealt a miserable hand by Lane Kiffin who left so abruptly for SC (a job opening which he coveted but I truly believe he had not seen coming open when it did). In any case, it screwed up UT’s next two recruiting classes. That is why they needed to hire a powerful figure. With the money they have, they could have gotten it done. With all it’s costing them now - in severance and rebuilding - hey, it’s just my observation.
Probably the greatest example of a former coach who became director of athletics sticking with his coach, understanding he had the right man, even though the team was losing, was Tom Butters at Duke. Butters was also a former major league baseball player (a pitcher for the Pittsburgh Pirates). The basketball team had lost - with allegedly top talent - yet Butters knew he’d hired the right guy. So he didn’t fire Mike Krzyzewski. Wise move.
Due to obscene amounts of money, the new breed of ADs have infinitely more difficult positions than their “coach-turned-AD” forefathers, but as the best sports columnist of all-time, Jim Murray, once said:
“Nothing is ever so bad it can’t be made worse by firing the coach.”