As a huge baseball fan, I am always drawing correlations between leadership and my favorite sport, well to all sports in general. I think there are so many analogies when we look at the breakdown of a team, whether we are looking through the lens of baseball, or of an organization.
Because, let’s be honest, leadership doesn’t happen in a vacuum. In fact, leadership only happens in our service to others. While leadership starts with you leading yourself first, the actual impact of your leadership and the choices you make comes in interaction and connection with others.
Meaning the notion of team is everything.
Through my extensive training workshops, speaking engagements, and coaching I deliver and drive home the message that leadership is a choice, one that starts with you, and is everyone’s opportunity (and responsibility).
I also strongly believe (and teach) that leadership is a team sport.
Team by definition is a collective group of individuals who come together to achieve a common goal. Effective teams have a shared vision, values, and connection to an overarching, compelling why.
According to the American Society for Quality (ASQ), the best definition of team is: “a group of people who perform interdependent tasks to work toward accomplishing a common mission or specific objective.”
Therefore, how we choose to build our teams, nurture and grow our teams, and hold our teams accountable is single-handedly the most critical element in creating and sustaining meaningful impact and notable success.
As we begin to delve deeper into the magic and power of high-performing teams, we must first breakdown the key players and elements that position the team for meaningful work and sustainable success.
One of my favorite leadership resources is Tom Verducci’s book, The Cubs Way — a tribute, not only to the 2016 World Series run the Chicago Cubs made (and accomplished), but a breakdown of the complete 5-year plan Theo Epstein (former Cubs’ president), based on the Moneyball date-driven approach, instated and executed.
Now, I may be a little biased, being the diehard Chicago fan I am, but, I hold to the idea that this book is a great resource for any leader, whether you like baseball (or the Cubs) or not. If you’re not a baseball fan, skip the chapters that break down each game of the World Series. Though, I would offer that if you aren’t a baseball fan, you just might become one.
In his book, in addition to retelling the highlights of each game of the 2016 World Series, where he masterfully brings you right back to those tense, yet beautiful moments against the Clevelands Indians (now the Guardians), Verducci also deconstructs every aspect of Epstein’s plan.
I’ll be honest, the book starts a little slowly. Though once you get past the first chapter, it shifts gears and quickly becomes quite compelling. It also might prove to be a bit gut-wrenching for long-standing Chicago fans (it was for me), as you get to relive each and every moment of those nerve-wracking seven games of the World Series.
Verducci has a gift and natural talent in sportswriting, bringing to life all the angst, the prayers, and hope of a city and team all over again.
Which leads me back to Epstein’s plan.
In order to fully execute his 5-year plan, Epstein has to first focus on rebuilding the team. He began by scouting players based on character and leadership. He was adamant that in order to build a winning team he needed to put his core pillars in place, meaning those guys who had a strong sense of self, values, emotional intelligence, ability to handle adversity, and could inspire and rally the others.
He looked for heart and soul.
He established what he referred to as his “high-character, high-impact position players”, known as his Four Pillars.” These were the fundamental pieces he need to build the rest of the team. These Pillars were: Anthony Rizzo, Kyle Schwarber, Kris Bryant, and Addison Russell.
He not only, then, put faith into the data and the numbers, Epstein committed fully, and extended extreme faith in the heart of his players, on their character. He took a bet on the leaders they were, and who he believed they could be. He saw their potential for growth.
This combination of talent, skill, and values became the footprint for scouting additional players and building a solid team. He looked to bring in some guys with a little edge, who were hungry, and able to motivate themselves and inspire others. He assessed and evaluated those players who he believed could truly flourish under Chicago’s management.
Enter Joe Madden.
Ok, again my bias is about to show … as, in my opinion, Madden is one of the best skippers the game has even known. He brought his own vision and style for growing players and building a unified team designed to win.
Once the foundational pillars and position players are in place, the next essential investment is your utility players.
For me, these are the most underrated players on the team. In too many instances, we lose sight of what this critical players bring to the game.
Utility players are the individuals who can play different positions on the field (both infield and outfield) competently, enthusiastically, and reliably.
Being a utility player means you are versatile, adaptable, and able to navigate unexpected pivots and challenges.
Smart coaches love strong utility players, as they are able to extend a great amount of trust in them to get the job done when everything’s on the line, as they can help a team shift gears and regain momentum, and sometimes even be the one to ignite the fire once again.
Take my favorite utility player of all-time, Ben Zobrist. No matter what team he played for, he become a solid asset for each organization.
So, what made him so great (and, not just in my eyes)?
First, he exemplified what it means to be a true team player. He was always ready to play, he train relentlessly, and he took on whatever role was needed of him. Second, he deliver results, and massive ones at that.
As we look at a utility player, like Ben Zobrist, we can draw some powerful analogies between baseball and business, and the significance as to why you should be recruiting and investing in utility players for your team.
Versatility Across Positions
Let’s start with Zobrist’s ability to consistently excel. He was always prepared to play at multiple positions, which he excelled at. This made him indispensable on the teams he played. He regularly played second base, shortstop, or the outfield, and at times, he even filled in at first base. In addition, he often was a designated hitter when needed.
His versatility, along with his commitment to training, his emotional intelligence, and overall knowledge of the game itself, allowed his managers to optimize lineups, make strategic substitutions, and cover gaps due to injuries, player slumps, or challenging matchups.
Thus, as demonstrated in Zobrist’s career, utility players understand the importance of teamwork and collaboration.
They work well with different teammates, complementing strengths and filling gaps where needed. In business, utility players cultivate positive work environments, enhance productivity, and promote cultures of mutual support, collaboration, shared responsibility, and accountability.
Growth and Development
Despite shifting positions frequently, Zobrist maintained consistent offensive production throughout his career. He was known for his ability to get on base, maintain a solid batting average, and provide occasional power when needed. He also was a switch-hitter.
If you watch old clips of him playing, you will notice that even his stance was consistent. It’s amazing to watch him hit, as his stance was exactly the same mechanics on both sides of the plate. Everything from how he squared up his shoulder, how he set his footing, down to his swing.
To do this requires a masterful grasp of the game, your own nuances, and an ability to harness your unique power. I still marvel at his stellar and perfectly onpoint stance when catching old highlights or games.
His offensive versatility complemented his defensive flexibility, making him a seriously well-rounded, reliable player in all aspects of the game.
Utility players then continuously refine their skills and look for ways to grow and evolve. Likewise, employees who prioritize continuous learning and ongoing personal and professional development are able to contribute significantly more to the overall success of an organization.
They stay updated with industry trends, acquire new knowledge, and enhance their capabilities, remaining valuable assets to the company.
Clutch Performances
Nobody does clutch as well as Ben Zobrist did in my book. He had a knack for delivering in crucial moments (like Game 7 of the 2016 World Series), earning a well-deserved reputation as being a mighty clutch player.
Whether it was a key hit, a defensive maneuver, or smart baserunning, Zobrist often came through when the team needed it most. His ability to handle pressure situations and adapt to adversity positively impacted his teams’ success in critical games and postseason play.
Utility players often face similar challenges such as fluctuating playing time or shifting roles, often not knowing where they will have an impact until the time comes to put them in the game.
Their resilience and determination to excel despite obstacles and adversity truly sets them apart. Imagine having these types of players on your team.
Adaptability to Changing Dynamics
As baseball is constantly evolving with advanced analytics, new rules, and specialized strategies, Zobrist was able to quickly adapt his game accordingly and successfully. He embraced new approaches, such as working deep counts, optimizing launch angles to deliver greater power, and focused on increased defensive metrics.
Utility players in baseball are known for their ability and adaptability to play multiple positions effectively. Similarly, in business, employees who demonstrate this level of flexibility are highly valuable to the organization.
They can seamlessly transition between different roles, projects, and departments, contributing to the overall success of the organization. I personally loved playing a utility role, even in my leadership, where I was able to engage in different role and with different teams, bringing a myriad of gifts and talents to the equation.
Maybe is the Manifesting Generator in me, but the ability to shift in and out of different spaces was highly appealing and rewarding.
Leadership and Team Mentality
Beyond his on-the-field contributions, Zobrist was also known for his leadership qualities and team-first mentality. He embraced his utility role with humility, always putting the team’s needs above his own personal achievements or recognition. He was the epitome of a team player.
His professionalism, leadership, work ethic, and positive attitude influenced teammates and helped foster a winning culture. Zobrist modeled a servant heart and truly led by example.
Therefore, strong utility players serve from a people first mentality, and one that comes from a sense of the collective whole. They truly believe in the power of the team, and know that their role is to bring out the gifts and greatness in others, to offer support where needed, and to close the gaps.
This level of leadership only happens from a place of humility, generosity, compassion, and grace, knowing that you are only as good as the overall power of the team itself. These team players know the value of 1+1 = 20, not 1+1 =2, and as such are able to amplify the overall strength of the team.
Overall, Ben Zobrist’s combination of versatility, clutch performances, leadership, adaptability, reliability, sense of purpose, commitment to the team, and overall positive attitude makes him a prime example of an elite utility player who significantly impacted the game of baseball.
When organizations and leaders choose to invest in their own utility players, they are then able to successfully navigate the dynamic challenges of the current business landscape, and can elevate their team’s overall performance, build connected cultures, and create sustainable success.
What about your organization: Have you identified and established both your position players and your utility players? Are you investing in creating a culture and team based on the character and values of individuals first.
If not, maybe it’s time you to a deeper look at creating a real ROI for your business and organization. For, it’s only when you truly adopt a people-first mentality and infrastructure, that you can play the game at this level.