What Michael Jordan Can Teach Us About Winning

6 NBA championships.

14 NBA All-Star Selections.

10 NBA scoring titles.

Ranked No. 1 by ESPN’s Top 100 Athletes of the 20th century.

His all-time leading scoring title in one All-Star game history was recently broken by one Kobe Bryant.

Michael Jordan played the majority of his career for the Chicago Bulls before taking over a front office position with the Washington Wizards.

Have you heard of a TV show called Suits? It’s my favourite drama to watch from the USA network right now and they’ve just started airing new episodes a couple of weeks ago. There are some minor spoilers in today’s post from last week’s plot.

Here it goes.

One of the leading characters, Harvey, is a senior partner in the fictional law firm Pearson-Hardman. He goes up to his boss Jessica, and says to her that he wants his name on the door. She then proceeds to tell Harvey a story about Michael Jordan because she knew this day would come.

Looking up from her desk, Jessica asks,“Harvey, what was Michael Jordan’s record on the Bulls?”

“664 wins, 285 losses.” Harvey confidently responded.

“More than twice as many wins and losses. Do you know what his record was in the front office?”

“No.”

“185 wins to 291 losses. Almost twice as many losses as wins.”

The lesson Jessica was getting to is that just because someone is a star on the court doesn’t mean they can translate their skills off the court.

Next time someone asks to be an officer and you don’t think they’re quite ready for that role yet, tell them this story about Michael Jordan that Jessica relayed to Harvey. Some people are better off playing than they are managing.

Success on the meters doesn’t always translate to success in a leadership role.

Matticast Episode 12 – Officers, Healing Assignments, and Multiple Guild Raid Groups

Welcome to Episode 12 of The Matticast. This week Borsk, Matt, Kat, and Brian, discuss:

– Officer Options and Hierarchy

– Healing Assignments

– Running both a 25 and 10 man raid within the same guild.

Don’t forget you can send us your questions or topics or tweet us with the hashtag #matticast

Subscribe to the show: iTunes | RSS

Tough Call: How do I turn them around?

Tough Call: How do I turn them around?

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The other day it occurred to me that as a leader, we are judged twice: Once by how we handle success, and once by how we handle problems.

So by now you’ve determined that one of your officers needs to step up their game and contribute more to your rampantly successful organization.  Presuming you still feel they can be a valuable part of your leadership team, this leaves you with two standard options:

  1. Ignore it and hope the situation fixes itself
  2. Violently strike, shake or punch them
  3. Coach them to success

Method 1: Ignore it

Let me know how this works. 

Actually, I’d bet that a fair amount of people are reading this because they’ve already tried this method and realized it never changes.

Method 2: Violence

“We have not yet developed the technology to punch someone over a standard TCP/IP connection.”

- Lodur

So unless you’re a Jedi and can Force Choke someone, this method is sort of a wash, too.

Method 3: Coaching/Wake-Up Call

Part of leadership is motivation, and that doesn’t start and stop with your members.  Your officers need back-up, direction, vision and support on a regular basis.  The only thing that changes is your tactics and means of implementation.

Of course, how this situation came to be and what path you choose from here is largely based on your leadership style.  What follows below likely fits best within an organized style of leadership.  If you run a more chaotic/organic guild, some of this could seem foreign. 

As with any relationship, the GM/Officer paradigm requires give and take.  You both need to know what is expected of each other, so there are no assumptions later on.  It really helps to lay these things out, and to write them down.  Do not presume you will remember all the details later, because you won’t. 

Re-Defining their Responsibilities

Their domain: Are they in charge of all melee, or just tanks?  Do they coach healers outside of the raid, or is that done by the Morale Officer?  In your head, who should be going to them before coming to you?

  • Expectations: What goals have you set for their area of responsibility?  Just “play well” isn’t really a goal.  Zero missed interrupts, DPS that ranks on WoL every night, better cooldown coordination between healers.  These are examples of things they can work on.  Remember, people derive comfort from achieving goals.  
  • Extra Duties: Are they expected to pitch-in on recruiting?  Are they expected to be the sole recruiter for their area?  Do they need to make sure they set aside time to assess your back-ups?  Do they need to contribute to strat development before raid?
  • Rules are there for a reason: Whether it’s your rule or a rule they made up, we are judged by how and when we implement our rules.  If an officer feels like a particular rule (such as talking to players before cutting them, or organising who sits out on which fight, or ensuring loot is distributed correctly) then the situation needs to be examined.
  • Assistance: Tell them what you can do to help them, and when you want/expect to be asked for help.
  • Clarity: Be clear about when and how often you want to update each other.  Some guilds can do this quickly each night, some prefer a weekly officer meeting.  Develop a routine.
  • Desire: Ask them if these are all things they want to do.  Perhaps they are good at some things and not yet ready for others.  If falls to you to decide what they should be handling and when you should be giving them more to do.

Hand-in-Hand with all that, comes your fair share of the culpability.  After-all, it’s your guild, and, even though a lot of GM tasks are intangible, everyone needs to know what you’re doing so they can follow with confidence.

Defining the GM’s Responsibility

  • Tell them what you do for them
  • Tell them what additional things you will do for them now
  • Be clear with what you expect to be a GM-level issue, and what you think is best handled by them
  • Be very clear that your job is to ask questions, and this is just something you will need to do. Nobody should be offended when you make your inquiries.  Afterall, “not checking is not managing”.

Hopefully these tips will give you some good ideas when you find yourself having to coach one of your officers.

Next week: How Cataclysm has changed Guild Structures

As always, please leave your questions/comments/feedback/marriage proposals below.  I love to read them on these rainy spring days while curl up in my official Matticus Snuggie*.

Note: No such product exists.
Tough Call: Are your officers carrying their weight?

Tough Call: Are your officers carrying their weight?

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Welcome back for another week of cupcakes and snugly puppies. 

Psych!

We both know we’re not here for that, so let’s get down to business. What follows will be Part 1 of an 18-part epic series.  When I am through, angels will descend from on high and carry the compiled works to the Vatican for safe-keeping.  Ages from now, historians will place this up there with The Illiad, Kafka’s Metamorphosis and Hitchhiker’s Guide. 

Hey, a guy can dream right?

Recently we discussed the important roles and differences between the GM and the Raid Leader.  In a 10-man strict guild, you may be able to get by with only have these two officers and some trusted guildies from whom you can expect honest answers.  However, I find that even 10-mans and almost certainly 25-man raiding guilds run better with multiple officers.

In my experience, and from what I’ve been told by other leaders, there often arises a situation where guilds have officers who seem to be the Deputy of Do Nothing.  (As opposed to my own favorite title: Deputy of Awesome.)  I have found that this unique problem can stem from three sources.

  1. Not a Leader – These are the officers who may be great players, may be long-term guildies, but once they become an officer, they don’t really do much other than give their opinion when prompted by the RL or GM.
  2. Fatigued Leader – They were great officers but are not just phoning it in, and are only around out of a sense of obligation.
  3. No-Confidence Leader – They would do a great job, if they thought they had the back-up and the RAA to do it.  As it stands, they feel that the average member has more say than them and may be tired of the squeaky wheel getting the oil.

The Deputy of Do Nothing is a drain on your raids efficiency and on the potency of your leadership team.  As the Captain of this ship, it’s up to you to diagnose this malaise before it spreads to the rest of the crew.*

(* unless, of course, they have no authority while in raid and everyone knows it.  In which case, carry on.)

Not too long ago, I read an article about someone who’s trying to have a “Guild Without Officers”.  While I don’t agree with this idea, I thought the insights below were especially suitable to this conversation:

“I look back on how it used to be, with too damn many officers, all of whom did very little to actually help the guild, preferring instead to treat officership like some sort of insiders club where they could talk amongst themselves in their little clique. I recall making rules and chivvying and cajoling and beating my head against the brick wall that was getting anyone else to step up and take responsibility for anything.”

How do I spot this before it’s too late?
Part of being the GM includes an unwritten commitment to your members that you will make sure the rest of your leadership team has the responsibility, authority and accountability to handle their respective areas.  Therefore, you MUST make sure that among your GM duties you include your due diligence.  Kick the tires, shake the branches and see what turns up.

  1. Talk to your members.  I’m sure you’re probably running heroics, or BGs or whiling away the hours getting that fishing feast while in Mumble with your teammates/members.
  2. Try to recall the last time you had an in-depth conversation with your officer.
    • Did they prompt the conversation or did you?
    • How many solutions did they present to the problems your team was encountering?
    • How many of those solutions have been implemented?
  3. Review how organized/engaged their part of the team is on your forums. If this is something that is important to you or your guild community, your officers should be on top of it.
  4. Lastly, think of what you would be doing if you were in their position.  Don’t think that just because you don’t play healer, you can’t tell a healing officer what to do.  Management skills are not class-specific, and chances are you were once doing their job.  At minimum, you will come up with some ideas to discuss next time you talk to them. At best you’ll see that there are opportunities that you both can capitalize upon.

How do I prevent this?

The first step in preventing anything, is to clearly state your expectations upfront.  After all, human nature dictates that people will operate to the level that is expected of them, and if you don’t set that bar, you’re asking them to decide how to run your guild.  You and I both know that the reason you promoted someone to a position of authority is because you trust their opinion, intelligence, communication skills and reliability.  So the only thing missing is your guidance/structure to tell them how you want these skills applied.

  • Rule #1: Do NOT promote all your friends.
  • Rule #2: DO promote everyone you can trust in your absence
  • If Rules 1 & 2 overlap, you should either make more friends are trust more people.
  • Clearly define the duties of each officer position
  • Grant them authority to do their job as they see fit. Nobody can do a job well if they think they have to ask permission.
  • Agree upon how often you expect feedback from them. Ex: Post-Raid Debriefings, Weekly Status Reports or End-of-Tier strategy sessions.
  • Make sure their position is easy enough for the rest of your team to understand. You don’t want anyone saying “what does he do again” or “he’s an officer just because he’s friends with XYZ, he doesn’t do anything”.  
  • Make sure they are NOT the type of person who settles for just doing their job description.  Good leaders appreciate new talent and new ideas.  Encourage those people who could probably do your job.  They will keep you fresh and your team will benefit.
  • Let them know that it’s acceptable to come to you for help BEFORE a fail.  
  • Establish a routine or set reminders for yourself to remember to review these steps and refine them where needed.

Next week we will continue and discuss what you can do once you’ve spotted the problem.

As always, comments, suggestions and questions are appreciated.  Also, the CD of my stand-up routine is available at the table by the door.  I’m here all week.  Tip your waitress!

Officers: Who Watches the Watchmen?

watchmen

“Quis custodiet ipsos custodes?”

I realize not many readers understand Latin. It basically translates to “Who guards the guards themselves?”.

During one of my earlier years in university, we studied up a bit on Plato’s The Republic (ethics and government stuff). Who protects the people against the protectors? Plato responds by saying they have to guard themselves against themselves. Ideally your officers are going to be just individuals who won’t become greedy or evil.

Your officers

In a majority of cases, your officers are simply normal people who have invested their time (and perhaps money) to handle guild tech or infrastructure. They’re busy tackling things that no one wants to deal with like personnel, scheduling, and what raid operations to carry out. Policy has to be continually updated. Loot has to be awarded and DKP systems have to be managed.

To be frank, the officers are the overseers of the guild and possess the power along with the responsibility.

The level headed ones have no desire to go all political. They’re leaders of a loose organization of gamers, not the mafia. There’s no backroom deals going on. With luck, there is no maneuvering or behind-the-scenes backstabbing.

Red alert!

Now something has happened. Maybe one of your leaders committed some kind of grievous offense. You, Joe raider, happen to take exception. You don’t agree with whatever they did. Maybe they completely screwed over a pug in loot. Or they might have completely dished it out to a raider one day who was undeserving. The reasons could number beyond infinity.

In any case, whatever the reason, you’re upset enough to the point where you want to do something about it.

Your options

Now here’s a list of things you can do and what might possibly happen if you go down these roads.

  • Do nothing. It’s the easiest choice. Keep it to yourself. Don’t say anything. You don’t want to rock the boat. This is something I’ve observed most players doing because they perceive there is too much at risk by doing anything else.
  • Speak to your GM. Have a chat with the boss and see what she says. Perhaps they don’t realize it’s an issue and maybe they can talk to the officer and try to resolve what happened.
  • Speak to the officer in question. Directly confront the officer in question and let them know what they did wasn’t cool. I don’t advise doing this publically. Do it privately in whispers. When I was just a grunt, I preferred taking the direct route and telling officers personally that I thought they did something wrong. It has a stronger effect then you might think.
  • Change your reaction. This option isn’t quite the same as the first. This involves a complete philosophy change on your end. Is their offense that serious? Does it really matter that much? What if you changed your reaction to the point where you could tolerate it and ignore it? The guild my alt is in has a raid leader who randomly calls people morons. I get called it myself once in a while because I can be a touch slow getting out of fires periodically. I don’t take it personally because I simply don’t care enough (It’s my alt’s guild for one).
  • Leave the guild. It’s fairly self explanatory. Be prepared to leave the guild. If you cannot accept what the guild is doing or if speaking to the GM and the officer prove to be futile, then the last option you have is to change your environment entirely. Not every guild is suited for every personality.
Stare Decisis in Loot Council

Stare Decisis in Loot Council

Just about a month has gone by in the formation of Conquest. Loot council continues to be an interesting challenge because the council never knows what sort of situation will present itself.

In today’s post, I wanted to talk about an important concept that’s not only valuable in the legal arena but also in an LC guild.

Stare Decisis

This is a legal principles where judges have to follow precedents established in previous decisions. How does this apply to WoW with respect to loot council? Because the decisions we make in how we hand out loot are expected to be binding. I’ll typically follow the principle of Stare Decisis but ultimately, I won’t hesitate to go a different way in decisions of loot for progressive reasons.

Unfortunately, the reality is that virtually no two decisions are going to be the same. You will have similar cases and they’ll be decided similarly. For example, we awarded a tier piece to a Resto Shaman completing his 4 set (because Chain Heal is still whoa). But if I had my 3 piece and a 4th Priest token drop, I wouldn’t award it to me purely because of the bonus (since I don’t use Greater Heal that often to justify it). It literally is a case by case decision. This is bad in that we’re not following a precedent but good in that we’re willing to remain flexible. Remember that this is a loot council not a court of law. Items will drop again.

Decision to Reward vs Decision to Gear

For guilds that have started progressing through different raid instances, realize that you’re going to come across a dilemma and I guarantee you that it will happen. Every member on your loot council is going to ask themselves the following question when an item drops:

Should I award this item to the player who has run all the 10 mans and done all the heroics or should I award this item to the player who dinged recently dinged 80 and hasn’t had the time to get as geared as the other players?

There are two schools of thought on this and let me tell you what goes through my head every time.

Reward: I like to reward players for their efforts. They hit 80 earlier on ahead of the curve. They’ve managed to work their way into pug groups to get themselves geared. Without their efforts, the guild would not be where it is right now. Their contribution is important and I want to recognize that.

Minimum standard:  The other perspective is to gear up the weaker geared player since that player hasn’t had as much time to get where they should be at. Especially for progression kills, there’s a minimum standard that every player regardless of class has to meet. To make life easier on your raid group, the weaker players have to be brought up to speed.

The past 2 weeks have been a lot of fun for all of us (I hope). Everyone has either reached the minimum benchmarks that have been set in terms of performance (2000 DPS on Patchwerk) or have exceeded it (5000+ DPS on Patchwerk). Now that the minimum standard has been reached, I can further lean towards rewarding players that can use items off of the second level bosses such as Kel’Thuzad and Malygos.

Mind you, I’m still just one person on Loot Council.

Mixed messages?

Following a decision that was made earlier for loot is good, especially when deciding on subsequent items. But don’t chain yourself to it or lock yourself.  Keep your loot council flexible because they have to adapt.

Don’t hesitate to acknowledge mistakes.

Don’t commit.

Don’t promise.

Don’t over deliver.

Don’t bind yourself.

So like Amava says, consistency does matter.

There was a case last week where a tanking neck dropped. Both of our tanks expressed interest. We were at a dead lock. The tanks wore the same neck and they could’ve equally benefited from it. We were taking too long. I gave the instruction to roll it.

I realized later on in the evening after the raid was done that it was a bad idea. Upon further reflection, I doubt I’ll give that order again. The exact reasons that crossed my mind were the same ones that Amava listed. This would’ve been the only time (not counting our first unofficial raid) that rolls were used to decide loot. Our current tiebreaker is an officer who is not a part of the loot council and does not wish to take part in decisions. That’s a temporary fix that I need to address. My options are to elevate another player to the loot council (a DPS cloth wearer, perhaps) or set it so that in the event of a tie, my choice wins (Overlord Matticus, hmm). 9 times out of 10, we do reach a consensus. But things like tier tokens always take a bit longer since they’re useful for so many players.

By the way Amava, yes I do read your blog when I can. I read it so that you can keep me honest. Keep doing what you’re doing. I won’t punish you for speaking out or voicing disapproval.

Some more food for thought for players looking and still deciding upon their loot systems.

The Delicate Art of Delegation

The Delicate Art of Delegation

Last night, I wrote a heartfelt post detailing my trials and hardships in the captaining of Conquest. While I believe the crew is just as (if not more) important than the captain, all executive decisions regarding which way the ship is going rests on his shoulders. I’ve been in guilds where there were co-GMs are multiple leaders. It resulted in a lot of indecision and little progress. That being said, if there comes a time where a significant choice needs to be made, what I’ll end up doing is gathering up my senior staff. I’ll give them some time to illustrate their case for or against. I’ll let them talk it out while I listen and deliberate. But once the time is up, a choice has to be made.

Learned about that from Tom Clancy’s Executive Orders (Jack Ryan). Great book, by the way. I’ve always loved military thrillers.

I noticed a trend that emerged in the majority of the comments.

Joveta says:

“You probably -shouldn’t- be Healing Lead on top of everything else you’re doing. Delegate delegate delegate!”

GoW says:

“please, use your Officers as much as you can.”

Starman says:

“What I found is that having a really good 2nd in Command that you can split the pre setup check list with helps a TON.”

Tatiana says:

“Use your officers. Delegate. You do not have to carry the entire load.”

Lakland says:

“Also- delegate, delegate, delegate! You are raiding with (some) very competent folks. My guess is more than one or three of them has the capabilities to raid lead themselves. Take advantage of their skills and step back – captain the ship.”

Now how exactly does one go about doing that? I can’t simply just ask a person to do something. I don’t know if they’ll even like it or more importantly, want to. I don’t want people to chop wood for me or to cut and shape sails. I want them to yearn for the open seas.

Self motivation is the way to go.

But I do need to have clear cut positions and roles. I’ll see to it that every major position can be fulfilled by 2 people in case 1 person won’t be around.

Let’s use corporate analogy. I’m running out of sailor ones. Not everyone here is technically listed as an officer. But their roles are important, all the same.

Matticus
Position: CEO

Purpose: Makes guild level decisions in regards to guild directions and objectives. Responsible for day to day affairs and overall raid strategy. Plans raid schedules. Oversees preliminary raid preparation and post raid activities. Serves on the board of loot directors.

Sydera
Position: CFO, Human Resources, Director of Restorative Operations

Purpose: Handles matters pertaining to personnel and guild applicants. Oversees guild finances and resources. Quarterbacks the healers. Serves on the board of loot directors.

Kimboslice
Position: Director of Strategic Operations

Purpose: Contributes strategy and tactical approaches to bosses. Also acts as DPS quality assurance. Raid disciplinarian. Quarterbacks the DPS. Heroism caller.

Assuming he stays up longer than 14 seconds against an undercard.

Ice
Position: Lootmaster

Purpose: Ensures all things shiny go to the proper players. Handles the looting of greens, blues and epics. Serves on the board of loot directors. Battle res organizer (assuming the CEO or Director authorizes the use of a Battle res in an attempt, more on this in a future post).

Hassai
Position: Tank

Purpose: Sets the overall pace and speed of the raid. Has been granted full autonomy and discretion in terms of trash pulls. Knows when to pull and when to hold.

Briolante
Position: Tank and Technical Director

Purpose: Handles any unforeseen or unexpected trash mobs. Oversees the guild technical infrastructure which includes the guild website and forums.

With that, I do believe that just about summarizes my staff. I have no doubt that as time goes on, some of their roles will begin to mesh and evolve. Perhaps new problems will occur and solutions will be needed. That does not necessarily mean I have to overthink it or issue out another promotion. I think I’ve got a great team here with their roles properly outlined.

As an aside, it’s course selection time. I wonder if I would benefit from a business management course.

Probably not.