3 Keys to Taking Over Midseason

On June 3, the Philadelphia Phillies were 22-29, a collection of talented but underachieving players on a team bound to miss the baseball playoffs for the 11th straight year.

So, they fired manager Joe Girardi, a former World Series champion and manager of the year, and replaced him with a journeyman whose only managerial experience came almost three decades before in the minor leagues.

But over the next four months, Rob Thomson led the Phillies to a 65-46 record and now has them four wins away from the World Series. They take on San Diego tonight in Game 1 of the National League Championship Series.

What has been the key for Thomson? And what are the larger implications for a leader taking over a floundering team midseason or mid-business cycle?

1. Identify what must change

For Thomson, this was less about strategy and more about creating a looser clubhouse from his predecessor's. “You’re in right field tomorrow. Don’t embarrass the club,” he lightheartedly told player Nick Maton last month. Maton hit a home run the next day.

Thomson hasn’t compromised the standard, but by exhibiting a sense of humor and embracing a more-casual atmosphere, he has removed some of the pressure players were feeling and gotten them to perform at higher levels.

2. A stoic temperament

Thomson hasn’t overreacted to the team’s highs or lows and has reportedly been extremely even-keeled, a model of the behavior he wants.

As leaders, we frequently ride the wave of achievement or disappointment. But our team members often look to us for approval, and the more reactive we are to their ups and downs, the more their own mental approach and performance will fluctuate.

As challenging as it may be at times, we have an obligation to be the picture of stability and set the example for the temperament we wish to see.

3. Be true to your identity

Sounds very cliché, but players have raved about how there’s no façade with Thomson. What they see is what they get, and they appreciate his sense of humor, his honesty and his ability to not overreact when they're struggling.

Teams of any kind can sense when the leader is out of character or trying to be a clone of someone else, but Thomson's empathy and emotional stability were badly needed qualities that have garnered respect.

The lesson for us isn’t simply that we need to “be ourselves” if we’re in a new role, nor is it that firing someone is always the solution.

But when our teams are underperforming and the plan has veered off course, we don't always need a sweeping tactical adjustment or to bark out more orders.

We might just need to connect better with our team members.