A Routine Practice
Throughout the 1986 baseball season, Boston Red Sox manager John McNamara would routinely replace first baseman Bill Buckner with Dave Singleton for defensive purposes in late-game situations. This was because of Buckner’s limited mobility due to poor knees.
However, in Game 6 of the World Series and the team just three outs away from the team’s first championship in almost 70 years, McNamara elected to keep Buckner in the game. Unfortunately, Bucker would go on to commit a critical error allowing the New York Mets to win the game in dramatic fashion. Feeding off their new-found momentum, the Mets would also take Game 7 and become World Series champions.
You never win or lose a game because of one decision but the question does beg, why did Coach McNamara go against his normal behavior and keep Buckner in the game? The answer has implications for anyone in leadership.
A Caring And Compassionate Decision
As told in the recent ESPN 30 For 30 documentary “Once Upon A Time In Queens”, his fondness for Buckner played a key role.
5 Leadership Lessons From “Once Upon A Time In Queens” and the 1986 New York Mets
Those interviewed indicated McNamara left Buckner in because he wanted him to be on the field when the Red Sox won the World Series. It appears he cared deeply for Buckner and wished for him to experience the joy and success that moment with his teammates would bring.
But McNamara’s compassion exceeded his good judgement. And everyone paid the price.
When Care And Compassion Exceed Good Judgement
The team paid the price. The fans paid the price. The organization paid the price. And Bill Buckner and his family experienced decades of mental and emotional distress.
But before we get too tough on Coach McNamara, I suggest many leaders do similar things every single day. I know I have. I have put the organization at various levels of risk because of my care and compassion for an individual(s).
Also, many pastors I have met have staff members they know are hurting the organization. But because of their fondness, compassion, care, or even pity for these individuals, they keep them on the team limiting the ministry and its ability to reach its full redemptive potential.
Many executives I have met keep personal friends in places of influence knowing the business is not achieving its full potential.
Many coaches keep older veterans on the team because they know the system and it’s just easier having them onboard than putting in the effort to teach advanced concepts to younger, faster, and more talented players.
All leaders, myself included, are not immune from these type of decisions.
I’m not saying we should be cutthroat but the truth is Bill Buckner should not have been in the game. And you may have people on your team who should not be in the game as well.
As leaders we have to ask a hard question – is our affinity for an individual(s) putting our organization at risk? If so, do you have the courage to make a hard decision? If not, are you prepared to potentially experience the results the 1986 Boston Red Sox did and have hard decisions made about you?
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