You know, I think when people are in important positions in big organizations, they often get tied up with the minutia of managing money, managing things. They often forget that people deserve to be led.
I have to make a lot of decisions that aren't in the best interests of individuals, whether they be owners, club executives, players.
The NBA is going to do what they want to do. They're going to do what's best for them; not what's best for us.
Our plate is full. We have a lot to do building our company organically and that is our key focus.
If my colleagues stop eating donuts and are more active, it saves me money on next year's insurance premium, and I get to work with people who have more energy and creativity each day. Yet most organizations fail to make health a cultural priority. Instead, they treat healthcare like any other expense.
Stay externally focused - on your customers - and focus internally when you have to hire.
By putting the employee first, the customer effectively comes first by default, and in the end, the shareholder comes first by default as well.
If your cash is about to run out, you have to cut your cash flow. CEOs have to make those decisions and live with them however painful they may be. You have to act and act now; and act in the best interest of the company as a whole, even if it means that some people in the company who are your best friends have to work somewhere else.
We live increasingly in a system in which little direct attention is paid to the object, the function, the program, the task, the need; but immense attention to the role, the procedure, prestige, and profit.
It's easy to see how non-profits become engrossed in catering to donors, which may or may not be the best thing at all times, while if a company is ultra-engaged with its customers, it's universally positive and helpful.
It's very difficult for me to do fund raising for my own organization if I'm working for other companies because sponsors will say, 'Well, hey, man, if she's doing a ballet for Ballet Theatre, we'll give money to Ballet Theatre.'
Most large mistakes in organizational design come from putting the individual ambitions of the people at the top of the organization ahead of the communication paths for the people at the bottom of the organization.
What our fans want, what our fans believe, what our fans are interested in is why we are what we are. But, nevertheless, ultimately we have to do the things that we believe are essential for the long-term health of the game, of the league, and of all of our franchises.
The thing I enjoy most about campaigning is getting to have so many conversations with members. The downside is it takes away from the work of the union. I think that the work of the members is the most important thing.
I must take the best decision for the club, not for a single player.
