If you wanted to take a snapshot of the progression of sports in America for the last three decades; not just the biggest of leagues but startups and “attacker” brands as well, you should start with Andy Dolich. The Brooklyn native has been there for some of team sports’ greatest moments and some if it’s disappointing ones. He has seen the fortunes of the renegade leagues like NASL rise and fall, and has helped nurture some of sports business’ rising, and current stars.
We caught up with Andy to talk about his successes, his surprises, and how he almost help buy the Oakland A’s. (his bio follows).
Of all the positions you have held with teams from the NASL to the NBA and MLB, what’s the one common theme that a successful organization needs to have?
I have always viewed organizational success as a 3D pyramid. At the top is Ownership committed to winning championships. One base is a Management team that lives teamwork with their colleagues, fans and corporate partners every day. Base two is a Viable Product, the Team. Base three the venue. Base four a star player.
It seems easy to structure but if you think about the 122 teams in the Big Four sports leagues how many have them all.
What is the one promotion or business initiative you are most proud of in your career?
“BillyBall” with the Oakland A’s featuring Mgr. Billy Martin, Rickey Henderson, and a new spirit of baseball in Oakland starting in 1981. We took season tickets from 326 to 16,000 and yearly attendance from a low of 330,000 to 2.9 million over a number of years. Went to three consecutive WS from 1988-1990 winning the Earthquake Series against our local rival the SF Giants in a 4 game sweep. Hard to believe that last year was the 25th Anniversary of a unique piece of history.
Having been one of the first adopters in the graduate sports management program at Ohio U, what is the biggest change you have seen in education in the sports management field from then until now?
I recently met with Dr. Glen Wong from the U. Mass at Amherst program. Ohio University which I graduated from in 1971 and U. Mass were the first two programs in the country. We agreed that it is hard to believe that today there are over 350 programs focused on sports management. Many of the today’s educators have hands on experience in many aspects of the sports world. The students are multi-tasking marvels. The major question is whether there are enough jobs for the graduates.
One constant is that salaries for those starting out in the sports world with are artificially low.
One of your earliest successes was with the Washington Diplomats of the original NASL. What lessons learned there still hold true in the soccer business in the US for MLS today?
I laugh when during the World Cup everyone jumps on the bandwagon that soccer is experiencing an “Overnight Success in America.” In actuality soccer has never stopped maturing as a participatory and spectator sport in our country. MLS has done a fantastic job in downsizing in order to grow and building soccer specific stadiums with incredibly avid fans bases. My son, Cory, who was just born when I was with the Diplomats is now Sr. VP of Business Operations of the MLS Portland Timbers. As I write this I’m watching the Timbers up in Seattle playing in front of a raucous sellout crowd against their “Cascadia Cup” Rival Seattle Sounders. Soccer will continue to gain ground in all sectors and I can only imagine the great leap forward when we make it to a World Cup final.
Who are some people or teams that are doing it right in terms of sports business today?
ESPN– Sports by the nano-second.
Adam Silver– Laying out the future in global sports and wagering on teams.
Don Garber– Making it smaller made it better. MLS soccer specific stadium plans.
Larry Scott-Commissioner of Pac-12 rebuilding the power of the West Coast.
Mike Krzyzewski- Quality and leadership.
What’s the one trend that has surprised you as being successful in sports business and media today?
Fantasy Gaming. This incredible growth is being fueled by sports fans love of their favorite, players, teams, leagues and sports. As one who grew up collecting baseball cards I understand the attraction of today’s fans becoming the Avatars of their sports superstars. For some being the coach, GM and Owner of a team while playing for money is a the perfect new age fan magnet.
With the growth of Virtual Reality we will see an even greater growth spurt in technology determining how sports are marketed.
Looking back, is there one event that you see now in your professional past that you would change if you could?
Yes, in 2000 I was part of a group that was attempting to purchase the Oakland A’s. MLB decided that no transaction was going to be approved until their Blue Ribbon panel on baseball’s economic future came back with their report. In actuality MLB was considering contracting several franchises including the Oakland A’s. During that time the A’s ownership of Steve Schott and Ken Hoffman changed their mind about selling.
We would have wanted baseball to change their view on contraction and let our bid succeed.
On the operations side, what executives have you worked with in your career were ahead of the curve in terms of understanding fan engagement, using technology etc?
Jerry West- No analytics or metrics needed for a man who knows talent.
Roy Eisenhardt-Owner/President of A’s in early 80s-How to rebuild a franchise.
Tony LaRussa– A manager’s manager.
Mark Cuban– Controlled use of technology focused in the fan.
Sandy Alderson– Analytics and metrics can be a powerful tool of predicting success.
The late Mike Heisley– Never be afraid of saying what’s on your mind.
Whether it’s in recruiting or in teaching, what is the one most important trait you look for in young people looking to succeed in sports business?
I like to use my Eight Scopes of Leadership to define what defines success in the business.
Personal and business leadership skills are defined by the ability to navigate the uncharted waters created by today’s economic Osterizer (that’s a blender btw). During my years working in the front offices of eight franchises in six professional sports leagues, the only managerial consistency that I have seen is inconsistency. Implement your leadership skills and keep your organization nimble, focused and healthy by becoming an expert on the uses of the eight scopes:
1. Microscope: To view and understand every minute detail of your business.
2. Telescope: To look beyond the given and create road maps to unexplored territories.
3. Stethoscope: To listen to the heart of your organization and the people in it.
4. Proctoscope: To take you to places that people don’t want to go, but necessary to protect the long-term health of the enterprise.
5. Gyroscope: To keep everyone centered in times of crisis. In today’s world, crisis is the new normalcy.
6. Periscope: To give you the ability to stealthily see what your competitors are up to.
7. Kaleidoscope: To help you visualize and appreciate the ever-changing business patterns and human interactions of your enterprise. Without diversity we have no teamwork.
8. Horoscope: A tool of science and symbolism used to develop bold plans for the future.
Who are some of the people you saw early in in their careers who have gone on to be successful and why?
They and their colleagues know who they are because they exemplify these characteristics.
That successful leadership DNA strain is composed of the Eleven T’s. Think of the sports industry’s best and brightest — these should fit them to a T.
1. AFFINITY: The hours and pressures of the job mean that you can’t fake the way you get along with colleagues. The compatibility factor always shines through between leaders and their co-workers when times are the toughest.
2. AGILITY: Today’s world calls for incredible changes of pace to keep up with changing market conditions. If you can’t go to your left, then work on that move. If you are a winner-take-all negotiator, try beating your opponent senseless with a carrot instead of a stick every once in awhile.
3. CREATIVITY: Sports is a business that is defined by a herd mentality. A good idea causes the line to form. Leadership shouldn’t get stuck in a “Groundhog Day” thinking. Changing how you approach the business of your business is critical. Look to the outside world of creative business solutions, not just the best practices of your sport.
4. HILARITY: Working in sports is a marathon, not a sprint, whether it is a season or a career made up of many seasons. It’s a job with serious goals and objectives, bottom lines, wins and losses, hirings and firings, promotions and demotions, elation and deflation. In the end it is only a game. I have seen many leaders lose their way by weaving a web of woe. Show a sense of humor and a bit of wackiness every once in a while. It will lighten the load for everybody.
5. HONESTY: The most respected leaders tell the truth, good, bad or ugly. Think of the hardest teacher you had in high school or college. They never let you slide as you cursed them under your breath. A few years after graduation you realized they gave you the best education. The same is true with great leaders: They can pat you on the back and kick you in the gut without compromising the organization’s view on how to succeed.
6. HUMILITY: One of the many potential addictions in the sports industry that befalls leaders is defining themselves by what they do, not who they are. When they lose their way they can take their organizations over the edge. Your business card and title should never control your true sense of self.
7. LOYALTY: Leaders ask their staffs to invest their loyalty for the greater good of the organization. When a season goes wrong there is usually collateral damage in the form of terminations. Loyalty Street should always be a two-way avenue for team success.
8. MOBILITY: Mobility is leadership by walking around. Many executives barricade themselves in their office castles with a moat, a closed door and a fire-breathing executive assistant. The simplest way to lead is to walk around the office every day. The two-minute face-to-face is usually more productive than the 90-minute conference room agenda-driven meeting. At your venue, it makes sense to get out and walk around, sit with fans, and visit with game-day staff.
9. OPPORTUNITY: As a leader, everyone is going to want a piece of you. Think of those who mentored or spent time with you when you were banging phones trying to sell season tickets or breaking down video until 3 a.m. Every young person in your organization who wants to spend a few minutes with you deserves your attention.
10. SIMPLICITY: Between multitasking, social media of the moment, meetings by the moment and crisis management, the life of a leader is growing more and more complicated. The great ones create simplicity without dumbing down the product. If you can’t explain what you are up to in two or three sentences, it probably isn’t worth explaining. Many great leaders get people to do what they want while having others think it’s what they want.
11. UNITY: Most sports organizations are split into quarters with ownership, business operations, team operations and finance existing on different planets. “Ubuntu” is an African term that is generally defined as unselfishness and team unity. The spirit of Ubuntu that teams on the field strive for can become even more powerful if the entire organization lives it.
I don’t know which of those eight million-plus leadership styles guarantees success. There are no magic wands, lanterns, carpets, silver bullets, secret handshakes, codes, Rosetta Stones, catchy phrases, or best-selling books that guarantee leadership success. It stands the test of time that human beings working together have accomplished far more than the sum of their individual efforts and capabilities. They have committed themselves to something larger than the individual. Leaders live teamwork every day, and the great ones make it happen.
Andy Dolich brings over five decades of executive experience in the sports industry, including front office positions in the National Football League (NFL), Major League Baseball (MLB), National Basketball Association (NBA), and National Hockey League (NHL). He has held management positions in professional soccer and box lacrosse.
Dolich was responsible for the day-to-day business operations of the San Francisco 49ers including sales, broadcasting, marketing, corporate partnerships, public relations, facility operations, new media and community relations. Dolich played a major role in the team’s improvements at Candlestick Park and the planning of the $1.4 billion Levi’s Stadium in Santa Clara which opened in August of 2014.
Dolich left the team in 2010 to form his own sports business consulting practice. Clients included IMG College, ADC Partners, (WCC) West Coast Conference, TBT-The Basketball Tournament, IMG College, Front Row Marketing, Full Turn Direct, Umpires Direct and VST. Dolich is working with the global executive search firm, Odgers Berndtson, to develop their sports business recruiting practice in North America.
Prior to joining the 49ers Dolich served as President of Business Operations for the Memphis Grizzlies and led the business team in the planning and building of their new downtown arena FedExForum. Dolich worked with President of Basketball Operations Jerry West in getting the Grizzlies into the NBA Playoffs three times and establishing a season ticket base of over 11,000 and selling out all 65 of the teams luxury suites. Working with the National Civil Rights Museum and the NBA he created the “Sports Legacy Awards” as part of the Grizzlies MLK Day celebrations.
Before coming to the Warriors Dolich was Executive Vice President of tickets.com. Previous to that he headed a sports business development group with clients Nike, the Oakland A’s, Seattle Mariners, San Jose Sharks, The 1994 Soccer World Cup and UC Berkeley and Stanford Athletic Departments. As President/COO of the Golden State Warriors he transitioned the franchise to new ownership while leading the team’s business operations.
He led the marketing and business resurgence of the Oakland Athletics in the 1980’s and early 90’s. Dolich helped change the face of sports team advertising through the Clio Award winning “BillyBall” campaign and increased A’s attendance average from 800,000 to 2.9 million and improved the season ticket base from 326 to 16,000. He created the A’s business and marketing efforts in three consecutive World Series. Coordinated the marketing platform for the 1989 “Bay Bridge” World Series in which the A’s swept the SF Giants.
At the start of his career he held executive positions with the Washington Diplomats (North American Soccer League) and the NHL’s Washington Capitals. He began with the NBA’s Philadelphia 76ers.
Dolich received his undergraduate degree in Government from American University and Masters in Sports Management from Ohio University. Dolich is a popular speaker and writer on issues facing the sports industry. He is an editorial contributor to Sports Business Journal and is the “Sports Business Insider” for Comcast Sportsnet Bay Area.
He is Director of Career Development at the University of San Francisco’s Collegiate Athletics Masters Program and teaches sports business at Stanford’s School of Continuing Studies. Serves on a number of sports industry and community invested boards and organizations including the San Jose Sports Authority, Accelerate Sports, Pivot Marketing, Navigate Marketing, Ohio University Sports Management Advisory Board and the University of Central Florida’s DeVos Sports Business Program Advisory Board.
