Goals for Leaders
Joe Torre turned down the Yankees' contract offer today. Analysts suggest the reason that the Torre Era is ending is because Torre balked at the fact that the new, 2008 - 2009 contract would contain several performance based compensation clauses that his previous, 2005 - 2007 contract did not.
From the Sports Illustrated article:
Torre made $7.5 million this year, the final season of a $19.2 million, three-year contract. His new deal would have included substantial bonuses for each round of the playoffs the team reached.
"We felt we needed to go to a performance-based mode," Levine said. "We thought it was very fair. It clearly was at the top of the market, but we respect Joe's decision."
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Just 10 days ago, the Yankees were bounced out of the first round of the playoffs for the third straight year.
It is important to include that last sentence, because the issue for the Yankees these last few years has not been their regular season performance or inability to get to the postseason, but to close the deal, as it were.
Athletes often have all kinds of performance incentives written into their contracts, in part because sports provides a context in which goal attainment can easily be measured, in such a way that all interested parties agree. One either hits 40 home runs or completes 12 sacks ... or not.
So why not coaches?
I've been following the Torre contract saga not only because I am a passionate Red Sox fan but because this issue of performance-based compensation is one we often struggle with, as venture capitalists. Success in business can be measured nearly as objectively as success in sports, e.g., 12 paying customers with current year revenues greater than $10M each, so I am all for it.
Seems straightforward enough, so where are the struggles?
- Metrics. I've seen offer letters often refer to attainment of goals mutually agreed upon by the supervisor and the employee but rarely have I seen a time limit placed on when such a discussion needs to occur. In my opinion, this should be within 60 days of the employees' starting date. Enough time for the employee to understand the business and what is feasible, not so long that the employee is working towards goals that the supervisor does not agree are in the best interest of the company. Bonuses that do not tie to specific metrics - and I would say I have seen this to be the case in a surprising number of offer letters or employment agreements - make zero sense to me. And like any other set of metrics, the more specific, the better.
- Compensation components, specifically cash versus equity. Some of my industry colleagues feel that bonuses should not be paid out in cash until a startup is cash flow positive. While I personally find this perspective to be extreme, I do agree that until a startup is cash flow positive, a greater percentage of the bonus should be paid out in equity than what I currently see in most of the companies with which I have worked (often, there is no equity component to the bonus compensation).
Coaches and athletes on the same team should be financially motivated in similar ways. Although I am personally a big fan of Joe Torre the gentleman (for I am as much a baseball fan as I am a Red Sox fan), my humble opinion is that he was wrong to decline the Yankees' offer because of the performance-based nature of it.
Now, on the other hand, if the real reason he declined it is because he is sick of being constantly hung out to dry by the rest of the Yankee leadership organization ... that I could not only understand, but completely agree with.
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Those who have known me for a while know that I have been a huge fan of
I enjoy sports of all kinds, but am particularly in love with baseball. To that end, we are blessed here in Austin to be living among a true coaching legend, someone who I often consider the Yoda of Baseball. 