[ad_1]
Leadership skills
The organization of the Jets seemed to me dysfunctional by far for a moment. The last few months have brought things to a new level. From the outside, things look like a mess. The focus will be on the skills of the new CEO, for good reason.
An equally important job will be to restore order within this franchise and ensure everyone is on the same page.
Beyond the unique dynamics of the Jets organization, it's always important. Most of the Directors General are from Scouting. The ability to watch movies and evaluate talent differs from the ability to supervise staff and delegate effectively. Many CEOs are capable of the first but lack the leadership skills to do the second.
Power
I must admit that I was wrong and that many of you were right. In recent years, many fans have expressed concern about the power structure of the Jets in which the head coach and general manager report directly to the owner. I felt that these concerns were exaggerated. I realize now that my opinions on this subject were incorrect.
The events of recent months have convinced me of my mistake. A structure like this can work for some franchises, but I do not think it can work for this team with this ownership.
I now think the Jets need a strong voice to control football operations. This person must be fully empowered to be able to cope in all areas. This includes the ability to choose your own coach. If the Jets find a quality candidate who wants Adam Gase to be his man, that suits me. But I do not want us to try another time to hire someone else. I recognize that placing a first year coach in this position is not ideal, but it is the lesser of the two evils.
The ability to evaluate
Jets President Christopher Johnson takes part in a teleconference to explain his decision to dismiss Chief Executive Mike Maccagnan. Mentioned twice: "This job is much more than a simple task of assessing talent."
– Andy Vasquez (@andy_vasquez) May 15, 2019
Chris Johnson did not say a lot of things that I agree with recently, but I think he's right about that. This goes back to a point that I already mentioned. Directors General are generally from the Scouting community. They can tell you if a player has talent.
It's one thing to say that a guy is a good player. This is another possibility of being able to assign the appropriate value to a reader.
A person experienced in talent assessment could tell you that C.J. Mosley is an excellent linebacker. Does the fact that he brings something to the table mean that his services bring him $ 17 million a year? From the point of view of value, the answer could be no.
A strong network
The Jets will now be a bit late in acquiring front-office talent from other teams. The movement of personnel managers begins after the draft. The Jets do not make any adjustments. They will have to create a new staff service. It can be assumed that there will be some delays, but the turnover will be appreciable. A more traditional hiring in January would have given the General Manager four months to plan for the people he would target after the repechage. The person hired by the Jets will need the ability to quickly integrate high caliber people into the organization.
A commitment to add additional drafts
All general managers claim to want to build through the rough draft. Few people follow through, but in today's NFL, it's impossible to build a sustainable competitor without doing it. This means that we must look for ways to add additional choices whenever an opportunity arises. Each additional choice represents a surplus for the team and creates a margin of error on the inevitable crises that a general manager chooses.
[ad_2]
Source link