ESI – Employee Screwed Up Investigation

The detectives have roped off the office.  Papers all over the office.  No one is there.   The camera focuses on Gil Grissom and Catherine Willows walking in.

"The head of business operations has been fired," Gil says to Catherine.  "Boy, this looks ugly."

Catherine shrugs her shoulders.  "Let's study the evidence."  Come'on, ESI investigators.  Let's join their investigation.

1. Did he analyze the position description?

Which one was it?

The Head of Business Operations position will report to the Chief Executive Officer, (though at the board meetings, the CEO and Head of business operations will report to the board.)  Most business functions will report to the head of business operations, except for building operations, finance and communications. The Head of business operations will be responsible for the general management and expansion of all aspects of properties owned by this team and any subsidiary products, services and other inventory revenue creation.  The Head of business operations will conceive, develop and implement strategic marketing and revenue enhancement plans, both short and long range to maximize market visibility and net revenue. 

What can cause problems here, ESI investigators?

How about here?

Example: The position reports to the owner and will oversee all marketing, advertising, broadcasting, ticket sales, suites sales, customer service, sponsorship sales, game presentation, communications, and community relations and other team related activities, but not administration and new facility development.

2. Did he thoroughly review the ideal candidate profile?  It often tells where there are problems in the organization.

How about this one?

Example:  The ideal candidate must have a demonstrated range of experience, capabilities, energy, and drive in the sports and entertainment industry that encompasses the entire spectrum of activities this job entails.  Specifically, the team seeks leadership, ability to delegate, proven experience in revenue creation and generation, in advertising, selling, and broadcasting.  The selected candidate ought to be innovative, creative, energetic and entrepreneurial.  He/she ought to be polished, corporate and community-oriented with excellent salesmanship, high integrity and credibility.  He/she ought to possess a good deal of personal self-confidence, leadership, public presence and experience in relationship building.

Or this….

Example: The team seeks leadership, enthusiasm, the ability to drive the business, delegate responsibilities and authority while at the same time being responsible for the business performance through teaching, developing and motivating one's staff.   The senior executive must have the ability to develop a plan, budgets and steps in order to advance revenues, as well as relationships with fans, sponsors, the media and the region at large.  This entails having strong abilities to organize people and processes and the ability to multi-task and keep order. 

Or this?

Example:  Proven leader and successful manager with a broad view of the organization, business partners and community.  Communicates accurately and effectively to internal and external audiences as a face of the team.  Responsible for all facets of increasing the team's brand recognition, creation of marketable inventory and sale of all inventory (including tickets, suites, signage, radio, TV, newspaper, internet, merchandise, hospitality, etc.)  Ability to sell access to the team while protecting the brand and the association of the team with others.  Experience and proven success in increasing revenue streams while maintaining high margins within a developed and approved business plan.

What could have happened here, ESI Investigators?

3. Did he make sure his skills match those of the job description?

Grissom:  Years ago, in response to a call for candidates for CEO of US Skiing, TeamWork Consulting received a letter from Charlemaine Fetters which read,

" Dear Ms. Filippell:

There I was, getting a bikini wax at the local Hair Care Harmony when an insurance salesman I know walked in and announced that he had just sent in his resume to some woman named Buffy Filippell because she's looking for a new president and CEO for US Skiing, headquartered in Utah.

I was, like, blown away.  This was a culmination of a series of unbelievably cosmic events.  First of all, I'd just said to Mabel – she's the gal who does my bikini wax – how it was so hot outside I wish it would snow.  (Snow – as in that stuff on ski slopes.)  Then, Mabel, she said, "That would be great for the both of us.  ("Us", get it, as in U.S.?)  Then – and I know how incredible this sounds – she mentioned that I never did return her Christmas record album of the Mormon Tabernacle Choir (Mormons, who are in Utah – is this amazing, or what?)  And then, finally, we got to talking about how we both sang in the choir in high school, which led me to mention that I'd also starred in two class plays, one of which was Cleopatra, who was nicknamed Cleo, and remove the "l" and what have you got?  CEO!

"Mabel," I said as soon as that insurance guy left, "it's a sign.  I'm meant to apply for the job of CEO of US Skiing in Utah."

And, so, Ms. Filippell, here I am.  Now, I don't want you thinking I thought I could just walk in off the street with no qualifications whatsoever and get that job.  I've got requirements up to my beehive.  Let me address your requirements one at a time.

1.       Must be a good manager of people.  I hope you're sitting down for this one because it's almost too good to be true.  I just got done managing all the room mothers in my daughter's elementary school.  And I don't mean just ringin' them up for bakesales, either.  When the school needed mothers to sort and collate Monday Memos, who do you think they called?  And if you need references in this regard, I can show you the salmon-pink mum corsage the school gave me at the end of the year in pure gratitude and which I keep stored in the freezer.  It'd get all withered if I sent it to you, but I could take a picture of it with my Polaroid One-Step and fax it from the corner drugstore.

2.       Got to be great with finances.  Am I ever.  Just last week my husband – his name is Gerald – started opening all our charge card bills and shoot his head.  "Charlemaine," he said, "this is great, just great."  What better endorsement could you get than from my own husband?

3.       Should have international skills.  Get a load of this:  Buenos dias (Spanish), Bon jour (French); Guten tag (German); Yo, Babe (Chicago).  Need I say more?

4.       Is able to develop great athletes.  All I can say is this:  I've been coaching a team of five-year-old T-ball players since June, and already they're connecting with the ball on that itty, bitty T after only the third swing.  Now, I realize that's not actually skiing, but how much harder can it be to get guys to go downhill on slippery snow?  Where's the challenge in that?

Finally, I'd like to add – and I think this cannot be overestimated in terms of its importance in the role of President/CEO – that I look real good in ski outfits, particularly those one-piece, two-toned jumpsuits, in, say, cherry red and canary yello.  I know this from the one time I went skiing in 1975 and Mary Hewpacker bit right through her bottom lip in sheer jealousy at the sight of me.  And I have a low forehead, so I can push those big ol' knitted headbands straight back on my head, no bangs or anything, and tan real evenly.  Picture me like that on national television as I field questions from those usually grumpy ESPN announcers who'd be doting all over me ‘cuz of my cool clothes, and I think we all have to agree we'd be having quite a moment.

Ms. Filippell, your search is over, and believe me, I will understand if you end up calling me with tears of joy.   I'm getting all goose-pimply myself when I think of taking my first airplane ride and headin' out for Park City, Utah.  Not to mention that I won't be needing any more bikini waxes.

Sincerely yours,

Charlemaine Fetters

5.       Did he let the organization know he was interested?

a.       Make contact with the hiring manager?

b.      Did he know the recruiter, and apply for the job and make contact?

c.      If the position was posted online, did he leave a message or send an email that you have an interest?

d.      Did he tell a friend or more senior level contact in the organization, if he knew the person that he had an interest?

6.       Did he prepare for the interview?

a.       Did he know the hot buttons about the job, the people, how their business is doing and what he can do to solve their business?

                                                                           i.      Grissom:  One team, I knew, was really looking for someone who could grow their business by servicing sponsors.  The candidate presented a complete plan on how his team services his sponsors – the number of touch points, how the team reacts and how successful they have been in renewals – giving the size of the deals, percentages of renewals over the years, etc.

                                                                         ii.      Willows:  One candidate got the job, I remember,  because he read the book of the owner and could address his style and how it philosophically fits with the owner.

                                                                        iii.      Nick Stokes subsequently joined the group:  If a team is looking to go into a new stadium, they obviously want someone who has already had that experience, and the upfront preparation beforehand.

b.       Did he have a very compelling case how he fit the job?

                                                                           i.      Willows:  A team needed someone who could increase ticket sales even though the team's record was lousy.  The selected candidate told how he grew his team's revenue to 9^th in the league in revenue, 9^th attendance even though the team placed no better than 29^th in the four years he was there.

                                                                         ii.      Stokes:  The team was hated in the community, ticket sales were at an all-low, apathy abound.  The selected candidate showed how he created a high degree of fan friendly programs that had increased the fan interest of his team from a low point to high point with proven statistics – JD Powers research.

c.      Did he know his numbers?

                                                                           i.      Willows:  Here's one candidate's resume: can you guess who this was?

·         Negotiated Club's lease and all related agreements to design, finance, construct and operate the Stadium, a $417,000,000 stadium with over $300,000,000 in public funding and an additional $135,000,000 in public land, parking and infrastructure;

·         Negotiated the world's largest naming rights deal ever, ($300,000,000 for 30 years), for the new stadium and surrounding facilities;

·         Negotiated 15 year food service agreement which reshaped Aramark's approach to high-end food service and will generate over $650,000,000 in gross sales and over $240,000,000 in net revenues to the complex;

·         Negotiated NFL top tier $70,000,000 10-year radio rights deal.

7.        The interview

a.      Did he make a good Personal presentation – need I remind any of you to absolutely look your best.  One candidate went in for an interview having not had a suit that looked good on him.  Obviously, he didn't get the job.  Another showed up a little wrinkled.  Silk or linen in a suit is not a good travel material.  Look crisp, clean, well groomed, polished.  One candidate who interviewed with Disney barely got the job because he had facial hair.  Keep it neat.

b.      Did he bring a business card, samples of your work, questions.

c.      Did he show confidence, not arrogance; enthusiasm, responsibility and trust.

                                                                           i.      If you have a reputation of being arrogant, it gets around.  If you help others in your league, they help you get a job by some very nice compliments.  As Coach K said during his opening remarks at the Duke basketball camp, we all get better because of another person – not alone. 

d.      Did he qualify and quantify his revenue generating success:

                                                                           i.      Know where you stand in comparison to others

                                                                         ii.      Qualify your successes against your team's performance

e.      Did he qualify his management successes

                                                                           i.      Qualify your successes by the employees who have achieved a leadership position in their respective fields.

                                                                         ii.      Tim Leiweke had people who were noted to be tops in corporate sales, ticket sales, box office and public relations; Pat Gallagher was so good 2 of his subordinates have gone on to leadership positions in baseball and basketball.

f.        The team qualifies your successes in the form of references and awards

8.       Reference checks

a.      Make sure know what your references will say.

                                                                           i.      Recount the most recent reference check on someone applying for an arena management position when one of his references said, "I wouldn't hire this guy to run an arena."

                                                                         ii.      Have your references call in.

9.        The offer

a.      Throughout the interviews make sure the new organizations knows your entire compensation package.

                                                                           i.      Add 25% base salary increase if you are moving out of town.

                                                                         ii.      Add 25% of a bonus you consistently make.

                                                                        iii.      Don't get to the offer stage to turn them down – that gets around; it makes you and the organization look bad.

                                                                       iv.      Negotiate quickly – this is not when you want to "win" the negotiation.

                                                                        v.      If they offer you a car, take the cheapest – it shows you care about the owner's finances.

10.    What makes a top-notch head of business affairs?

Andy Dolich: To me it is summed up in the quote from that famous philosopher Jonathan Winters; "If your ship doesn't come in then swim out to it."

•

Tenacity, Multi-tasking, Mentorship, Unpredictably, Constant Sense of Humor, Diplomacy, Strong Public Speaking skills, Management by walking around, Empowerment to your management team, Knowing how to fight fair, Boldness, Setting the ground rules so your staff knows how the game is played and, rewriting the rules if they are broken, Being born into a family worth Billions.....Enjoying good sushi

Len Komoroski:  •Develop a strategy that ensures that all parties understand the vision, the goals and what you are about.  These key message points are fundamental to your success.

•Identify quality people with great potential, and develop them.

•Know the systems and processes that will ultimately lead to success.

•Ability to handle a multiple of tasks at any given time.

•Manage your time so that you don't immerse yourself in every detail to not allow yourself to continue to see the business 3 years out or more and plan the future.

•What can you do better than anyone else?  How does what you are doing help your core business succeed.  If it doesn't fit, move on.

Bernie Mullin:  I would say:

Good multi-tasker; Planner; Long-term thinker; Risk-taker (calculated); Excellent communicator (inspiring speaker); Good at thinking on his/her feet; Good with media and public speaking; Excellent negotiator; Visionary, Creative and a Motivator; Not afraid to lead; Politician and Diplomat; Strong in financial and accounting and budgeting skills; Big picture person with detail-orientation; Usually a marketer and Solid salesperson; and the Ability to set priorities and stick to them…How's that for more than you want to know?

Mark Donovan:  What it takes to be the head of business for an NFL team?

Someone...

-Who is competitive-we compete on the field and off

-Who has passion- in order to lead effectively your organization needs to believe in your commitment

-Who has the ability to balance long term strategy and short term execution

-Who has perspective- know what is truly important to you and your team

-Who has the ability to manage up and down- true in any business but highlighted by the various constituents that make up an NFL team, e.g. Ownership, Coaches, Players, Media, etc.

David Peart:  I'm hoping to employ the following traits: Positive attitude, Strategic thinking, Aggressive, Honest, Supportive, and Humble

Skills that will help us reach our goals:

            Strong listening skills; The ability to support other's efforts by fostering a cooperative spirit throughout the organization; Approach all projects and assignments from the perspective that we (the team's sales and marketing department)collectively can be improved work from good to great; The ability to establish goals and objectives and communicate a clear vision a and mission for the staff that will serve as the "organizational compass" for the team

Steve Patterson:  •Traits:  Stick-to-itive-ness, patience,creativity,optimism,thick skin, ability to suffer fools gracefully.

•Skills:  Understanding of finance, cash flow, sales, personnel management, media savvy, salesmanship, political smarts, marketing, sales, brand management, legal…religious conversion, and sales.

11.  No, really, why was the head of business operations fired here?

Grissom:  He didn't pay attention at the NFL – Stanford Program for Managers????

NoNoNo really