[Spiny_Norman]

Lastly, I'm watching players leaving Stanford for the portal (and for a few, new homes) from a distance.  I know no details.  But what I do know is, your athletic department has done all the wrong things with respect to an obvious crisis in the WBB program.  I spent much of my career observing and (later) helping small and large organizations of all types successfully manage change.  For some, high turnover; for others, a leadership issue; for others, a systemic or even a cultural problem.  But in all these cases, I noticed 4 critical things needed to happen: 1) a sense of urgency; 2) transparency; 3) a feeling of potency- that we could manage this change effectively.  And lastly- a consensus of reward at the end; that if we make this change now, we will come out of it successful and reap the benefits of change.

It seems to me that Stanford leadership has failed to do any of these four.  It's a textbook example of how not to run a program.

I hope for the best!

Not what you expect from a guy who has been a management consultant, president and CEO of Bain, and the CEO of Nike, is it? Just based on his background, you would think he would have the perfect profile to address this kind of management challenge.

[Spiny_Norman]

Lastly, I'm watching players leaving Stanford for the portal (and for a few, new homes) from a distance.  I know no details.  But what I do know is, your athletic department has done all the wrong things with respect to an obvious crisis in the WBB program.  I spent much of my career observing and (later) helping small and large organizations of all types successfully manage change.  For some, high turnover; for others, a leadership issue; for others, a systemic or even a cultural problem.  But in all these cases, I noticed 4 critical things needed to happen: 1) a sense of urgency; 2) transparency; 3) a feeling of potency- that we could manage this change effectively.  And lastly- a consensus of reward at the end; that if we make this change now, we will come out of it successful and reap the benefits of change.

It seems to me that Stanford leadership has failed to do any of these four.  It's a textbook example of how not to run a program.

I hope for the best!

Not what you expect from a guy who has been a management consultant, president and CEO of Bain, and the CEO of Nike, is it? Just based on his background, you would think he would have the perfect profile to address this kind of management challenge.