Being a modern manager can be a thankless position. They often shoulder the blame for strategic decisions that were made by a collective long before the moment arises. And much of the praise for success goes to players or even front-office roster builders before the skipper comes up.
As my colleague Stephanie Apstein wrote in Monday’s fantastic Digital Cover: “The manager might be the most important job in the organization. And we’re still not entirely sure what makes someone good at it.” Much of what we think we know comes from a manager’s record, or how much he improves (or declines) from his predecessor. They can also improve their reputation by making inspired choices in pressure situations or adopting innovative strategies.
