06-20-2021, 06:58 PM
(06-20-2021, 05:30 PM)sterlingmallory Wrote: Does Mark ever know what's going on inside his own organization? Does he ever know or care what his employees are thinking? Reading stuff like this is so infuriating. Between him "not knowing" about all the sexual harassment happening on the business side and now him "not knowing" how much people on the basketball side hate Bob is frankly pathetic. He needs to either pay attention to his organization, or step back and let a real professional run the day to day. It sounds like working for him in an capacity would be awful to be quite frank. Funny how little a billionaire knows about running a successful business.
I think this has been a problem for a long time. As Mark has focused his attention on other businesses and parts of his life, he is no longer attending to the Mavs on a day-to-day basis. When he clings to the power to make granular decisions, without devoting a concomitant degree of attention to what is going on, mistakes are inevitably made.
I think an example was involved in the sexual harassment matter. One specific issue was an employee who was performing inappropriate acts at his desk in the front of the room, and the other employees complained. His solution was to move the guy's desk to the back of the room. His idea was that the problem was solved, because the other employees would no longer have to watch, failing to realize that the other employees would interpret that decision as supporting the inappropriate behavior, and not being familiar enough with his own shop's culture to understand the bigger picture and not view the issue as an isolated incident appropriate for the application of a quick Band-Aid.
Mark's skills also seem to be mostly entrepreneurial -- being on the lookout for ideas other people might not have thought of, making quick decisions, being nimble, leading a small devoted coterie of people on a steep ascent to the top, etc.. Few entrepreneurs also have the skills to lead a large established organization, which depends more on process, development and maintenance of a culture, and long-term sustainability, as opposed to patchwork, jerry-rigged solutions of problems that arise.
Many entrepreneurs also are also extremely self-confident, sometimes self-destructively so, and have a driving need for recognition of their genius and "specialness."
It all adds up. Allowing a guy with no experience in running an organization of this sort to come in and take over large parts of the GM and coaching roles in accordance with wanting to lead in unconventional ways, turning his head and not seeing the issues, then terming and probably believing the description of what was going on as "total bullshit" just before the roof started caving in.
I think he is a smart, successful guy, but that having a business whose needs at this point do not match up super well to his strengths, together with not paying very close attention, yet retaining control over decisions, has been a recipe for chaos and dysfunction.