With so many schools now offering both undergraduate and graduate programs, it’s sometimes hard to stand out. Lop on the congestion of a big city, and the challenge is even tougher. However one school that has found a way through over the years is New York University. We caught up with one of the industry’s leaders, Academic Chair and Clinical Associate Professor, NYU School of Professional Studies Tisch Institute for Sports Management, Media, and Business Wayne McDonnell, to find out how the Violets have cracked the code.
What has been the biggest change in the NYU program over the years?
The biggest change that I have seen in our program is its size and relevance. When I first started in 2003, there were only three members of the full-time faculty, course enrollments were quite small, and some of the courses were geared towards leisure studies. Being a born and bred New Yorker who worked in the sports industry, I didn’t even know NYU-SPS had a sports management program until an industry friend informed me that one had actually existed at the time. Now, our adjunct and full-time faculty has expanded at a healthy rate and we have deep and strong connections in all aspects of the industry. Our faculty is immensely committed to using the world as a laboratory for learning! Whether it’s London, Berlin, Prague, Madrid, or other international cities, our students are studying the business of sports from some of the finest minds in the industry at global destinations of profound interest and significance. For a very long time, our program focused on the “Big Four” (MLB, NFL, NBA, and NHL). Now, thanks to our diverse student population the conversations in our classrooms delve deep into key issues affecting the English Premier League, NASCAR, the Olympics, and amateur and professional sports leagues across the world.
How important is international; both students and events; in the mix to have a successful program?
International exposure is a critical ingredient to a sports management program’s overall success. Whether it is one week intensives or a semester abroad, students need to see the business of sports in its natural habitat. Studying the English Premier League in a classroom in Greenwich Village is vastly different than actually going to London and spending one week immersed in the culture. Each program and course needs to find its perfect balance between domestic and international experiences when it comes to bringing the business of sports alive for students.
NYU has both a graduate and an undergraduate program, how do they differ or complement each other?
We are truly fortunate to have both a graduate and undergraduate sports management programs. The programs complement each other nicely in a wide variety of ways. Graduate and undergraduate students collaborate on a wide variety of experiences ranging from club activities and events to international travel and awards ceremonies. Our graduate and undergraduate students have traveled together for study in several international destinations, the annual Baseball Winter Meetings, and attended conferences hosted by the Society for American Baseball Research (SABR). It is always a wonderful experience seeing graduate and undergraduate students motivate and inspire each other through our community building activities and seminars. Our students value the importance of community and creating lasting friendships that go beyond graduate or undergraduate designations.
The program has widened its focus in recent years, what are the key things you look for in a student today?
Our students are enthusiastic and passionate about sports, but we want young men and women who study at NYU-SPS to dive deeply into the key matters of the day that go beyond the playing field. We want our students to be well-read, thoughtful, articulate, and unafraid to share their views and opinions. We want students who love to collaborate with classmates as well as those who willingly accept the challenges of leadership. We want critical thinkers who are willing to challenge conventional wisdom and offer solutions to complicated problems that are cogent and logical.
What are the biggest growth areas in the business you are telling students to watch and engage in?
I am a huge proponent of anything involving data. I see enormous opportunities for our students in positions involving coding, financial modeling, and overall quantitative analysis. It is one thing to collect data, but it is a totally different ball game to analyze and interpret while making informed business decisions. Young men and women who can serve in this function will be an integral part of the sports workforce in the coming years.
NYU has a great number of partners in the space, what brands are you watching that do sports marketing and engagement well?
Our experiential learning courses have allowed us to see several wonderful brands up close and personal. The YES Network, FOX Sports, and NASCAR are just a few who have engaged with us in the classroom. I am always interested in seeing Nike and Under Armour compete for the latest talent as well as how they engage with athletes.
Is there an aspect of business, or a quality, that you think is underrated when the hiring process kicks in?
I am someone who loves to see a well-read student who can easily converse about a wide variety of topics. Everyone says they are passionate about sports, but many struggle to stand out in a crowded room. Fay Vincent once told me that we need to get young people to believe that baseball began prior to 1970 or the year in which they were born. I am attracted to a student who has a deep appreciation for sports history and is willing to engage in meaningful conversations on the evolution of sports. If a student wants to talk baseball with me, I’ll first ask them what they’re reading. If they are not reading quality material, I will tell them to read a certain book and then come back to me after they have read it for a thoughtful conversation.
There is such an emphasis on social these days, yet some people do not do social well. Do you advise students on do’s and don’t?
Conversations regarding how one should use LinkedIn, Twitter, Snapchat, Facebook, Instagram and other social media platforms are commonplace during faculty office hours, in the classroom, or even chance meetings on the street with students. We always try to tell our students to keep their social media activity in the range where their grandparents would find it acceptable. We constantly remind our students of their digital imprint and the type of message they are sending to the rest of the world regarding their personal brand and image. Social media is a powerful tool that can be an extraordinary asset when used accordingly. However, the wrong tweet, photo, or comment can all but destroy a promising career. One must use extreme caution and respect the power of social media.
What executives do social well in your opinion?
I find myself following more sports writers and notable managers and coaches rather than actual executives. Buster Olney, Ken Rosenthal, and Bob Nightengale are just a small sample of writers who I trust and look forward to reading their social media posts. I believe people who are truthful, polite, and reliable do well in social media. I become disappointed when I see writers I respect and admire get lured into the social media trap and sink to low levels. Social media is a mine field. You have to navigate with great caution to find the true value and worthwhile voices.
What is the biggest change you see coming in the business in the next few years?
The biggest change that I see coming from the business of sports in the next few years is how we consume live sporting events. I am still amazed at the number of students who don’t have cable television and consume sports solely on their electronic devices. In a recent visit to NYU-SPS, John Filippelli said he believes a digital distribution center could eliminate cable providers. The bubble could potentially burst on these large network television deals and a new platform for distribution could be the wave of the future.
