The Failings of the Washington Football Team

The NFL’s recent $10M fine of Washington Football Team Owner Dan Snyder was staggering, historical, and to many, still too lenient. Snyder claimed he had no idea how toxic his organization was, pleading ignorance to the conduct of his employees. Since 1999, when Snyder purchased the team, Washington has gone 151-208-1 (playoffs included), a 41.9% winning percentage. There have been no Super Bowl appearances or even trips to the NFC Championship game.

Snyder attends every Washington game and is often at practice; yet, he claimed he had no idea how poorly his team operated. Why? Because Snyder, like many owners and CEOs, talks about culture but has no understanding of how it functions or impacts success. Washington is oblivious to what good culture looks like, nor does it really seem to care. The organization acts as if talent alone can win despite the surroundings. Snyder has never associated winning with having a good culture or losing with an absence of it. He always believed that he had the wrong leader, changing coaches when the problems would lie internally. In 22 years of ownership, he has hired and fired eight coaches while never examining his culture for answers. If no one ever looks, they won't find the problem. No wonder Snyder never thought it was poisonous.

Hall-of-Fame coach Bill Walsh in talking to the Harvard Business Review in 1993 said: “Those teams that have been most successful are the ones that have demonstrated the greatest commitment to their people. They are the ones that have created the greatest sense of belonging. And they are the ones that have done the most in-house to develop their people. That commitment has come through in the personality of the organizations.”

Good culture is always visible. However, bad culture can disguise itself when winning occurs. One win, one good quarter of earnings, one good advancement, and people tend to believe their culture is strong, even though it can still be rotten. In Snyder’s 22 years, the eight playoff games have likely made him believe culture isn’t his problem when it undoubtedly is.

Every organization could use a department called the “culture police.” A small group of people who understand the principles of the entire team and are willing to work each day hand-in-hand with leadership, assuring the culture is growing and nurturing. In addition, this department could teach all newcomers the essence of the culture and test everyone on what it stands for.

After all, culture must always come first. Wins then follow.