You can read the basis of these postings and part I here.
Mike Ilitch is the epitome of the “do the right thing” owner with all of his sports franchises. He hires people who are both perceived to know and do know what they’re doing and gives them the resources to be successful. With GM Dave Dombrowski, there’s none of the “look how smart I am” pretense in which he wants to win but more than winning, he wants credit for winning and being the architect of the franchise.
Dombrowski is the classic old-school baseball guy who worked his way up organically and didn’t trick anyone with an array of numbers and catchy business-themed buzzwords. Some owners want to hear that stuff and it’s usually either the ruthless corporate types who have no interest in anyone’s feelings and putting out a product that will be both practically successful and aesthetically likable; or a rich guy who didn’t work for his money and is interested in seeing his name in the papers, but doesn’t have the faintest concept into what running a sports franchise is all about and isn’t able to comprehend that you can’t run a baseball team like a corporation and expect it to work.
Ilitch knows and understands this and lets Dombrowski do his job. Dombrowski has built three different clubs to success with the Expos, Marlins and Tigers and had a hand in the early 1980s White Sox who rose to prominence under manager Tony LaRussa. For those who consider Dombrowski a product of Ilitch’s willingness to spend money and little else, it’s simply not true and is only presented as an excuse because he’s not a stat guy. He knows talent, spends money when necessary, but also has an old-school GM’s aggressiveness going after what he wants when others wouldn’t know what they’re getting as evidenced by his under-the-radar trade for Doug Fister. Most people in baseball barely knew who Fister was at the time the Tigers traded for him and the acquisition exemplified Dombrowski’s thinking and decisionmaking as he refused to take Mariners GM Jack Zduriencik saying “no” for an answer. The prospects Dombrowski gave up to get Fister haven’t done much for the Mariners and Fister is a solid mid-rotation starter at age 29.
The Indians use the transfer of power approach when they name their GM. John Hart passed his job on to Mark Shapiro and Shapiro moved up to the team presidency and Chris Antonetti took over as GM. This is not a situation where the GM is actually running the whole show. Shapiro may have moved up to a more powerful position above the player personnel fray, but he still has significant input in the club’s construction.
In general when there’s a promotion of this kind, it’s done so that the team president doesn’t have to deal with the day-to-day minutiae that the GM has to deal with. I’m talking about press conferences, giving the final nod on the draft, listening to manager/player complaints and other redundant and tiresome exercises that make a GM want to get the promotion (or demotion) in the first place.
The Indians GM job and other front office positions are rarely if ever in jeopardy. It’s understood that there are payroll constraints and Shapiro and company have the freedom to teardown and rebuild as they see fit. This year is different because they hired a pricey name manager in Terry Francona and spent money on players Nick Swisher, Michael Bourn, Mark Reynolds and make a bold trade in sending Shin-Soo Choo to the Reds. Much of this is rumored to be due to owner Larry Dolan wanting to boost the product and attendance to increase the franchise’s sale value and then sell it.
Chicago White Sox
The White Sox are unique in that owner Jerry Reinsdorf trusts former GM and now Executive V.P. Ken Williams implicitly and lets him do what he wants even if that includes considering making Paul Konerko player/manager prior to hiring an unproven Robin Ventura who had no managerial experienced whatsoever.
Much like the Indians, Williams moved up to a higher executive perch and Rick Hahn took over as the day-to-day GM with Williams maintaining significant influence on the club’s construction. Outsiders rip Williams but he wants to win at the big league level every year and tends to ignore development. If contending is not in the cards, he reacts preemptively and blows it up. Another reason he’s so loathed by the stat person wing is because he scoffs at them with the reality that they haven’t the faintest idea as to what running a club entails, nor does he care about what they say.
The Twins are insular and won’t bring in a new GM from the outside who’s going to want to clear out the house of former employees, marginalize longtime implementer of the “Twins way” Tom Kelly, and fire manager Ron Gardenhire. With that in mind, when they demoted Bill Smith from the GM position, they reached into the past for the GM of the club during their annual trips to the post-season, Terry Ryan.
The Twins have a packed farm system and should be back contending in the next couple of years. Ryan is decidedly old-school, has a background in scouting and worked his way up like Dombrowski. He’s willing to listen and discuss his philosophy with the stat people at their conventions, but will continue to be a scouting and “feel” GM as he looks for players that fit into what he, Kelly and Gardenhire prefer rather than someone whose OPS jumps off the page but might not behave in the manner the Twins want their players to.
The Twins ownership is one of the wealthiest in sports but there’s a tradeoff with their manner of ownership: they don’t interfere with the baseball people, but they don’t give them any more money than is within the budget. They treat it like a business. There are probably more benefits to that than negatives since they’re willing to have a $100+ million payroll and aren’t asking Ryan to complete the very difficult task of winning with $60 million or less.
Kansas City Royals
What’s funny about Dayton Moore becoming a punching bag for the Royals horrific backwards streak in which they went from 17-10 to 22-30 is that none of his more vicious critics was saying much of anything when the team was playing well and it looked like Moore’s decision to trade a package led by Wil Myers to the Rays for a package led by James Shields was going to yield the desired result.
Moore learned as an assistant to John Schuerholz and played a significant role in the Braves having a fertile farm system through the 1990s and early 2000s, but might not be cut out to be a fulltime GM. He’s good at building a farm system and has trouble sprinkling in necessary ingredients to supplement the youngsters on the big league roster.
When Moore was making the rounds as a GM candidate, he almost seemed to be reluctant to take the job. He interviewed with the Red Sox in 2002 and withdrew from consideration after the first interview. He then took the Royals job at mid-season 2006. Perhaps he knew something that those who touted him as a GM candidate didn’t; maybe he was happy as an assistant and didn’t want the scrutiny that comes from being a GM and took it because he was expected to move up to the next level as a GM.
Whatever it was, I think of other GMs and former GMs who had certain attributes to do the job but weren’t cut out to be the guy at the top of the food chain because of the missing—and important—other aspects. Omar Minaya was like that. Minaya is a great judge of talent, can charm the reporters and fans, has a fantastic rapport with the Latin players and can be a convincing salesman. When he was introducing his new free agent signing or acquisition in a big trade, he was great with a big smile and nice suit as a handsome representative for the team. But when there was dirty work to be done like firing his manager, firing an assistant, or answering reporters’ questions regarding a controversy, his shakiness with the English language and propensity to be too nice came to the forefront and he couldn’t do the job effectively.
There’s nothing wrong with being a great assistant when the alternative is being a mediocre-to-bad GM and winding up right back where he or she started from.