The John Schuerholz Era (web exclusive audio content)

Michael J. Pallerino

December 1, 2007

Exclusive audio from our interview ...

Schuerholz on ...

The current transition and leadership

Communication

The image of the game

The conversation with Ewing Kauffman


John Schuerholz will never forget the phone call. On the other end of the line was Ewing Kauffman, the self-made billionaire owner of the Kansas City Royals. "John, I need to see you in my office." Schuerholz surmised his tenure as the GM of the Royals was about to end. And admittedly, he only had himself to blame.

In the early 1980s, building off the momentum of such dynamic players as George Brett and Lonnie Smith, Schuerholz dealt for former World Series
winner and Oakland A's ace Vida Blue. The move was meant to infuse veteran leadership into a young team on the cusp of greatness.

What Schuerholz didn't see was the baggage. Following a criminal investigation, the once-great pitcher, along with several other Royals players that included former American League batting champion Willie Wilson, was arrested and sent to prison for cocaine use. While other players were implicated, they were not prosecuted. The Royals brand had been tainted.

As Schuerholz entered Kauffman's office, the owner was ominously perched at
his desk with his back to the door. Turning slowly, Kauffman uttered the words that would forever define the legacy of John Schuerholz. "John, we hired you because we thought you were smart," Kauffman said. "We thought you were aggressive. And we thought you were the best man to run this organization. I do not want you to pull in your horns because you made this deal. I want you to continue to be aggressive, continue to do the things you think are right for this organization, for this team."

Schuerholz was beyond speechless. "Wow," he recalls now, seated in the office where he launched many of the countless deals to bolster what sports pundits consider one of the greatest franchises of all time. "All I could think of was, that's how you lead. That's how you create leaders. If you believe in somebody, you let him do his job. You give him the power to make the decisions – right or wrong – to get the job done. It's about empowerment."

Schuerholz grossly misjudged how the meeting would play out. "[He] could have asked, ‘How could you do this, John? How could you embarrass this organization? How could you bring that kind of culture to our clubhouse? Didn't you do your research?' He could have asked all those questions. But he said the opposite. It was pretty powerful."

History shows Schuerholz has an uncanny insight into people, be they players, coaches, agents or fellow executives. He says that assembling, maintaining and motivating people are keys  –& amp; amp; amp; amp; amp; amp; amp; amp; amp; #160;in any organization. He learned that early on from a number of business leaders, the names of which read as a who's who in the sport: Kauffman and Joe Burke (Kansas City). Harry Dalton and Frank Cashen (Baltimore). Ted Turner. The numbers speak for themselves. Fourteen straight division titles. Five World Series trips. Twenty-six years as a GM with Kansas City and Atlanta (17 with the Braves). Two World Series titles (Kansas City, 1985 and Atlanta, 1995).

On this day, Schuerholz not only speaks enthusiastically about his new role as team president, but his philosophy on leadership. He passed the title of GM, one of the most coveted jobs in baseball, to Frank Wren, his protégé of eight years.

Schuerholz freely admits he was worn down from the day-to-day grind of a GM's life. "It's the right thing to do," he says of the transition. "It was time for a younger, more vibrant energy. It would have been great to keep going, but it was time. There's a happy balance for the organization to know, if they are comfortable with it, that John Schuerholz is around. And it's also important for them to know Frank Wren is in charge."

In a sports landscape where talk radio serves as a daily communicator of all things right and wrong, the Schuerholz-to-Wren transition has been viewed as a major coup for the Braves. But Schuerholz is quick to say there will be no new protocols or ideas, just a different voice and different words.

Schuerholz would not have made the transition any other way, saying the end result remains the same. "Baseball is a business. And you have to make money. You make money by putting a good team on the field. We've always been able to do that here. And then you support that product by doing what we've done every day since I've been here. It's a total package. That's why the Atlanta Braves have been so successful."

When asked why the Braves have been referred to as the "Gold Standard" of baseball franchises by Commissioner Bud Selig, Schuerholz simply says, the people.

From players, coaches, minor league teams and scouts to the grounds crew, concession workers, and ticket takers, baseball is a team game. Schuerholz muses when he recalls that classic scene from the movie "City Slickers" where Billy Crystal turns to Jack Palance and asks about the secret to life.

"It's always been one thing," he says, holding up a finger to emulate Palance's response to Crystal. "It's people. The secret to success – that blueprint – is to surround yourself with the brightest, most talented people you can. Give them a road map, motivate them, empower them, and treat them with respect, dignity and honor. Let them know they are significant to what happens. When you do this, you will get the very best from them."

Some 25 years ago, Schuerholz put the philosophy that would guide him into a poem, titled "We and Us."
 
I and My are words oft used;
By those who are themselves confused;
Why won't their super egos trust;
The use of words like We and Us.

"You must become engaged with the people you lead," he says. "These are the people you stand shoulder to shoulder with every day. It's about honest and consistent communication, about trust. That's what people will follow. I believe that. I have lived that. Good people, that's the secret to a successful leadership life."

So what advice did Schuerholz offer to Wren? "We and us," he says. "It's a leadership protocol and philosophy that absolutely works. You surrounded yourself with good people; you trained them well; you motivated them; you treated them honestly, communicated consistently and have been forthright. Do that and they will trust you and allow you to lead. Then you can stand back."

Built to win

John Schuerholz's secret to business success isn't a secret. His keys to achieving success on any business level is to value people and understand the importance of creating the strongest possible team. His blueprint for success?

1. Select the right people.
2. Invest in them, improve them and lead them with enthusiasm.
3. Listen – truly listen – to their suggestions, concerns and advice.
4. Create a new vision.
5. Establish organizational goals.
6. Develop a roadmap or game plan for success.
7. Inspire the staff.
8. Provide the leadership.

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