The New York Jets' Lack of an Operating System

Save your spot for The Daily Coach’s last free seminar of the year, “Assessing Our Teams with Michael Lombardi”. Only 400 91 spots available, see below to register.

Robert Saleh went to work Tuesday morning, preparing for the New York Jets’ next game in Buffalo. 

Saleh had returned from his team’s game in London, a heart-breaking loss to the Minnesota Vikings, when he was called into a meeting and informed he would no longer be the Jets’ head coach.

He was then escorted out of the building by security. Saleh went from being in charge to being unemployed in a matter of seconds, a gut-wrenching day for sure. 

He was the Jets’ fourth coach since the team went to the playoffs in 2010. The previous coaches amassed a 34-percent win percentage during those 14 seasons. The franchise has also employed three general managers over that span.

The only consistent has been the owner, Woody Johnson. So, as Saleh walked out of the building and a new coach soon enters, Johnson must ask himself: Has this been a hiring problem or an organizational problem? 

One might argue the Jets hired poorly. However, the person doing the hiring with the deciding vote is Johnson. It’s only logical to conclude the Jets need a better operating system, not a better hiring practice. 

For any organization to succeed, there must be a foolproof infrastructure in place. Computers can’t run efficiently without one, and neither can small or large organizations. 

Operating systems are not mission statements or signs on the wall. They are how the organization behaves, acts, thinks, reacts and, most importantly, strategizes. 

To build an operating system, organizations must begin with:

1. Define the Purpose and Vision

Start by clearly defining the purpose of your operating system and the overall vision for your organization.

This will guide all other aspects of the system. Consider:

• How do you want the organization to function?

• What are your core values and strategic priorities?

2. Identify Key Components

Determine the essential elements that will make up your operating system.

Common components include:

• Vision and strategy

• Core processes and workflows

• Organizational structure and governance

• Performance metrics.

• People and roles

• Continuous improvement mechanisms

• Leadership and culture

3. Document Processes and Systems

Start documenting your most important processes and procedures in detail.

This forms the foundation of your operating system. Focus on:

• Daily, monthly, and yearly tasks

• Critical workflows and systems

• Standard operating procedures (SOPs)

4. Define Roles and Structure

Clearly specify roles, responsibilities and reporting structures.

. This ensures everyone understands their part in the system. Consider:

• Job descriptions and expectations

• Decision-making authority

• Team structures and hierarchies

5. Establish Metrics and Goals

Identify the key performance indicators and goals you'll use to measure success.

. This allows you to track progress and identify areas for improvement. Include metrics at the:

• Individual level

• Team level

• Organization-wide level

6. Implement and Reinforce

Once you've designed your system, create an implementation plan.

Roll it out strategically and reinforce its importance. Key steps include:

• Training employees on the new system

• Documenting everything in a centralized place

• Encouraging adoption and gathering feedback

• Continuously improving the system over time

Without an operating system in place, no organization can succeed. The Jets continue to hire a specialist in football. But what they need is someone who can build an operating system before any hiring takes place. 

It’s hard to be a 34-win percentage team in a league built around parity. 

Hiring one person isn’t going to increase their win percentage. 

Building a system will. 

Let us know what you think...

Want to advertise in The Daily Coach? Learn More