Many sports fans have tried and failed to become top athletes at some point in their lives, mostly because of a lack of talent. No doubt some wouldn't mind would jump at the chance to play in the majors - at least until the reality of facing NFL linemen or MLB pitchers comes to mind.
When that happens, it's time to downsize those dreams. If a fan can't be transformed into a player, maybe serving as a team's general manager would be the next best thing. After all, most teams don't win a championship, so the idea that someone like our dreamer could get the home-town favorites over the top is a fun one.
As the book "Game Day" points out, be careful what you wish for.
Doug MacLean knows what it is like to be the general manager of a big league team. He served that role with the Columbus Blue Jackets from 1998 to 2007. MacLean even wore more hats than simply the GM's version. He was the team president during those years, and once had to serve as a head coach. That's a lot of hats.
Years after leaving Columbus, MacLean has written a book about what the NHL general manager's job is really like. The short version of the tale goes something like this: the pay is good, the hours are long, the rewards can be large ... and the chances of ultimate success in a given year are quite small (slightly more three percent of all teams win titles in a given year).
This is nicely grouped into various departments. As you might have guessed, it's not a matter of simply making the odd trade during the course of the season. Task number one upon arrival, and one to keep in mind for the duration, is a simple one: Keep the owner (or owners) happy. If he/she is not content, chances are he'll try to find someone who can succeed in that task. The good GMs keep constant contact with the owner, no doubt talking the boss down from the bridge after three losses in a row.
But communication also counts when it comes to working down the organizational chart. A general manager has a large staff of people working for him, and he has to know what's going on. It sounds like MacLean was on the phone with those people a lot. The coach matters the most, but those who work in the minor leagues, scouting, and analytics also matter too. Everyone has to be rowing in the same direction. The relationship with the players has changed over the years, as they have certain rights - and a powerful union is right there to defend them. It's a good idea for a general manager to keep those players happy - it cuts down on explosions and trade demands down the road.
The longest chapter in the book is probably of the most interest to hockey fans; it's called "Player Acquisition." Trades are the most fun from a distance, but there are a variety of other avenues to acquire talent. The draft and free agent signings are the obvious ones, but waivers and offer sheets also can be used to pick up someone for the roster. As you might guess, knowledge is power in such situations, and MacLean liked to have as many people play a role in decisions. It was particularly true shortly before the trading deadline, when a team may have only minutes to make a decision about completing a particular deal.
Tucked near the back are a couple of chapters on two areas that don't take up too much of a general manager's time: media and fans. More specifically, a GM has a few major events on the calendar in which he needs to be available to the media. That includes the beginning and ending of a particular season, big trades (or sometimes in the case of Deadline Day, no trades), and draft day. The coach now provides almost all of the daily updates about the state of the team.
And don't forget the personal toll. The hours are very long, and families sometimes get moved back down the ladder a step. GMs are encouraged to find time for family events, but it's still difficult. If the Blue Jackets weren't winning, every MacLean family member heard about it after they walked out the front door.
Considering that MacLean has been out of the GM's chair for about 20 years, he deserves credit for keeping himself with a finger on the pulse of the game. MacLean checked his contacts around the league to see how the business has changed in recent years. No. 1 is that the salary cap is fully implemented these days. That's a little complicated, but it's part of the story too. MacLean still does some TV work in Canada, so he does need to stay on top of developments in order to keep current on the air. There are some good stories about MacLean's own experiences along the way as well as others' tales from the hockey world. That helps keep things moving along with some needed smiles.
Probably the best book of this type that I've read about pro sports is Ned Colletti's "The Big Chair." It was about his time with the Los Angeles Dodgers; and it sounds as if running a baseball team was even more complicated than doing running a hockey team. "Game Day" isn't quite as good as that, partly because it's not quite as current. But it still works quite well. You'll probably come away with the idea that serving as a fan of a team is much more fun and relaxing than running it.
Four stars
Learn more about this book from Amazon.com. (As an Amazon.com affiliate, I earn money from qualified purchases.)
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