The Plight of Rooting for the Underdog
One downside to a daily column on a single team is that there is no escaping them. After a game like last night, it would be nice to check out for the rest of the week, casually eyeball a box score, and just take a break. It’s a big world and there’s other stuff going on.
But no. I made a commitment to doing this. And for some reason, here you are as well, doing the daily thing we do where we either celebrate or bemoan the team we feel called to follow.
Today feels like a good one to revisit a theme I’ve presented in a different context, and reveal a bit more about myself.
A Beleaguered, Eternal Optimist
As I’ve shared before, I am a consultant who owns a boutique firm -- something I’ve done for 15 years. I work with a narrow focus on helping institutions navigate collaboration across difference, typically corporations, government and nonprofits working toward a shared goal.
For example, the affordable housing crisis is not something any one institution can tackle alone, and the free market is insufficient to address it without some help. Workforce is another area like this, where employers need talent and underemployed people need skills to fill those roles.
It requires finding the win-win in things, where the benefits outweigh the downsides for all involved. To accomplish that, I have to get past the surface level and dig into self interest -- “it has to work for everybody or it isn’t going to work for anybody.”
As such, I’m usually up against it. The stuff we do is difficult and requires embracing challenge. It’s also why I’m so focused on values, because I am continually tapping into the humanity of those we work with. The ‘why’ usually plumbs one’s faith, moral compass and sense of fairness.
Lest you think I’m too soft, the stuff I design also has to make sense fiscally, needs to advance industry and economic development goals, and ultimately be embraced by folks of all political persuasions. In bridging difference, I live at the intersection of all of that.
Doing the Less Easy Thing
I work in spaces alongside others who have chosen a far more direct (and lucrative) path. So I sometimes question why I would choose to take my knowledge and apply it to this difficult-to-do space, to put this proverbial donut on my own bat.
And believe it or not, I have a signature talk I give to groups on my love of the Pirates and how it prepared me for a career of doing what I do. Threading this needle is forged in the odyssey of fandom from 1993-2013, those 20 years of my teen years into early adulthood that shaped who I am and what I stand for.
That the system of baseball is biased toward big market teams is what the current MLBPA negotiations are all about. But to be a diehard fan is to grudgingly accept those conditions and work within them. It’s fine for the casual fan to reject the whole system as rigged, but not those of us who wake up everyday with renewed optimism for how our team can compete, even within a seemingly unfair model.
We need a GM who makes good decisions. We need players who give a damn, who do the extra things it requires to be successful. We need coaches who can develop the best out of prospects who are not complete players yet, but where one can see what they could be with more development.
The Criticalness of Accountability
For what I do, it’s all a direct parallel for economic mobility. It takes people working damn hard, striving against their own lack of education and poor social capital. People have to want it, and those who cheerlead from the sidelines can only do so much, and can feel demoralized with how hard it is.
Like today, after a 12-2 loss to the Dodgers. I’m feeling pretty damn demoralized. And I do hold the team and its coaches accountable. Would it be great to have $400 million to spend on payroll? Hell yes it would, but I’m not waking up this morning pointing fingers at the league.
The bottom half of our lineup is abysmal offensively. The bullpen is insufficient. If we’re going to play this game, then bastards, play the damn game! Don’t tell me why it’s hard, show me that you have a plan and execute.
I don’t have time for “we tried.” We have to be even better than our competition because of the lopsidedness. That isn’t an excuse. Either do what it takes to compete or get out of the way and let someone else have a shot.
I hate the term “lovable losers.” There’s nothing I love about losing. I back winners, which is what I tell my clients. So if we’re going to do this thing, let’s do it with an eye toward winning.
Hey Pirates’ front office, feel free to reach out for my rates.
ALT Photo from the Pittsburgh Post-Gazette