An MBA homage to Dork Elvis

lord_ashley · Jan 14, 2015

This may be dumb, so mods can feel free to delete. For the sake of our mutual nerd-dom, I figured I'd post this little essay. It was a post for a discussion about adaptive leadership in one of my MBA courses. I just found it funny how well DMorey fit in the conversation.

Also, it was nice to drop such a sarcastic quote into a "serious" discussion.

Flame away!

I once had a cultural assessment for a workplace that said I was so far outside the box I didn't know where the box was. From that perspective, I present an adaptive leadership example that is nowhere near that box.

"Somebody created the box score, and he should be shot." - Daryl Morey, General Manager, Houston Rockets

Daryl Morey is a renowned general manager in the National Basketball Association (NBA). Morey is known as a leader in sports analytics, the practice of applying advanced statistics and probability to sports decisions. Using this practice, Morey has developed a great basketball team, and he is revered for his ability to find underrated assets and turn them into even better assets.

I use Morey as an example of an adaptive leader for two reasons: he is deliberate and he is observant.

First, Morey is very deliberate. Fans of the Houston Rockets, moreso than any other team that has a significant online community, speculate continuously about moves Morey is considering. Insiders have revealed that Morey is constantly looking for new opportunities, and he never appears satisfied with his roster. The oft-described King of Analytics earned that title because he sought out new ways to evaluate both his team and the league.

Second, Morey is incredibly observant. He is not the only general manager to be dogged in his pursuit of excellence, but he has shown a unique ability to pursue that excellence from a variety of perspectives. Morey has found new strategic advantages through player types, transactions, and personnel strategies. The quote above is the humorous result of his unique perspective.

One example may help non-fans of basketball see his unique vision. The Houston Rockets rarely ever shoot the basketball in the mid-range area. Almost every shot they take is a layup (or close range shot) or a 3-point attempt. Statistics show that mid-range shots, being more difficult than closer shots and worth one less point than longer shots, yield the lowest return. This philosophy is extreme, but Morey has implemented it. In doing so, he has been able to build a roster using players who may not fit on other teams.

These two characteristics fit with the adaptive model. Both show a commitment to diagnosis. The many facets of his observation show that Morey regularly diagnoses himself (or his team) and the system (or his league).

To complete the adaptive model, Morey would need to translate diagnosis from both perspectives into action from both perspectives. As shown by the Rockets' success, he has taken those steps. Morey has used intrateam transactions, game strategy, and motivational techniques to improve the players on the team at any given point. As a general manager, he has found ways to obtain great players using the transactional system.

Known as "Dork Elvis," Morey is not a "sexy" choice for this post, even in the context of a college leadership discussion. Daryl Morey is, nonetheless, a clear example of the benefits of adaptive leadership. As a Rockets fan, I hope to have even more proof of that when the Rockets win the NBA championship later this year. (Let me hope.)
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An MBA homage to Dork Elvis

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