If you read any of The Football Educator’s posts over the past two years you’ve noticed my affinity for Bruce Tulgan of Rainmaker Thinking. Bruce is one of the country’s foremost experts on management and leadership techniques with the new generation of young workers – The Millennials. There are differences about where the Millennial generation begins, but for simplicity sake let’s say in and around 1980. That puts a large part of the NFL player pool smack dab in the middle of Gen Y (The Millennials).
As I’ve studied some of the challenges and frustrations of the NFL dealing with player issues today, and as I’ve spoken with current and former NFL players that question “what the heck the League is doing”, I can only surmise that the old ways of managing, coaching, and leading professional football players is not necessarily the most efficient way to maximize production from today’s NFL player.
There are aspects of professional sports that don’t equate to the public workplace and corporate America, but many of the very same characteristics which drive and motivate the Gen Y workforce are identical to the very same things we hear from young NFL players. Why shouldn’t there be a commonality? The players are a mere subset of their own social demographic.
I’d like to introduce football fans to a possible alternative method to building NFL organizations and to be open minded in their thoughts about how to handle some of the challenging issues of dealing with players both on and off the field. I would also hope that players would look at how they can approach their clubs with various methods to maintain team continuity, but also allow for the growth and development of both themselves and their teammates.
As you read some of the articles that I’ll post from Bruce Tulgan, try to imagine implementing his ideas into the process of building an NFL roster and maintaining strong professional football front office management, as well as a sustained WINNING culture.
Selecting for Skill and Performance Ability
In the workplace of the past, among the keys to selection was seeking to identify good prospects for long-term employment: Will this person join the corporate family, hitch her/his wagon to your star, pay his/her dues and climb the ladder? Applicants would be expected to send in a cover letter with a resume and wait to hear from you. If the resume demonstrated a sufficient background of education and experience, you might have called to schedule the applicant for an initial interview. If the applicant passed muster, you might have called him/her back for an extensive set of interviews with some key decision-makers. Perhaps you would ask for a letter of reference from a previous employer.
By Bruce Tulgan – Rainmaker Thinking, Inc.
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