What sets Cleveland Indians' Terry Francona apart in a bad offseason for veteran managers?
By Paul Hoynes, cleveland.com
phoynes@cleveland.com
CLEVELAND, Ohio - In the big leagues managers get paid to win. It's supposed to be the biggest part of their job.
But sometimes winning isn't enough. Boston fired John Farrell after the Red Sox won the AL East for the second straight season. His team went 93-69, but was beaten in the AL Division Series by Houston.
The Yankees fired Joe Girardi after his rebuilding team won 91 games in the regular season to earn a wild card berth. Girardi steered the Yankees past the Indians in the ALDS, despite being down 2-0 in the best of five series. Then he led New York to Game 7 of the ALCS before losing to Houston.
In Washington, D.C., the Nationals won 97 games and the NL East under Dusty Baker. In 2016, Baker's Nationals won the division with 95 wins, but after being knocked out of the ALDS for the second straight year in five games, he was fired.
Three successful managers in charge of three talented and highly-paid teams that won 90 or more games last season, but it wasn't enough to keep them employed. Who's missing from that picture?
It could easily be Terry Francona, manager of the Indians. They won 102 games this year, running away with their second straight AL Central title. They were favored to reach the World Series, if not win it, but the Yankees had other ideas. Yet when the Indians season ended much sooner than anyone anticipated, there were no rumors of Francona's demise.
Different strokes for different teams
There are 30 teams in the big leagues and they all operate differently based on chain of command and relationships. This much is clear, the job of managing a big-league team is no longer strictly about wins and losses.
Don't get the wrong idea, wins certainly help. The Indians have the best record in the American League under Francona over the last five years. A .562 (454-354) winning percentage will keep the paychecks coming.
But what is to be made of Farrell, Girardi and Baker?
Farrell went 432-378 (.533) in his five-year stay with Boston. He won three AL East titles and the World Series in 2013.
Girardi went 910-710 (.562) in 10 years managing the Yankees. He won the World Series in 2009, three AL East titles and his teams made six postseason appearances.
Baker's Nationals went 192-132 (.593) in his two years as manager. That obviously was not enough to offset two losses in NLDS in the minds of Washington's decision makes.
The reasons behind the reasons
So why are Farrell, Girardi and Baker gone, while Francona remains bulletproof?
Boston's Dave Dombrowski, president of baseball operations, didn't give a lot of reasons for firing Farrell shortly after the Red Sox were eliminated from the postseason. But he inherited Farrell as manager when Boston hired him to run their baseball operations. Perhaps he wanted his own guy, which is what he got hiring first-year manager Alex Cora.
Dave Dombrowski discusses his decision to fire John Farrell as manager of the Boston Red Sox
Yankee GM Brian Cashman said he made the decision to fire Girardi because he lost "connectivity" with his players. He is still looking for Girardi's replacement.
The Nationals have become MLB's managerial graveyard. Since the Montreal Expos became the Nationals in 2005, they've gone through six managers in 13 years. Basic math says that they go through a manager every two years or so. Maybe that's why Dave Martinez, another first-year manager, signed a three-year deal.
Francona, meanwhile, could be named AL Manager of the Year on Tuesday night for the third time in five years by the Baseball Writers Association of America. He is a finalist along with Minnesota's Paul Molitor and Houston's A.J. Hinch.
What makes Francona bulletproof?
What's Francona's secret?
"Tito builds extraordinary relationships with everyone throughout the building from players, coaches and staff," said Chris Antonetti, president of baseball operations. "He cares deeply about people and finds a way to connect with them. Relationships are the foundation of everything that he does.
"He tries to think of how to put players and people in positions to be successful and make the biggest impact possible. And he uses all avenues of information - subjective information, objective information, whatever information is available - to try to form those decisions."
Francona, 58, came to managing the old way. He went to the minors and managed Class AA Birmingham for the White Sox for four years before taking over the Phillies in 1997. He just finished his 17th season as a big-league manager and his last 13 teams have posted winning records.
In an era when general managers and ownership show no hesitation in hiring managers who have never managed a game, Francona qualifies as old school. But it would be wrong to assume he is limited by that term.
He has embraced analytics. Before every game he tapes spread sheets of stats onto nearby dugout walls as a resource that he can turn to during games.
"There's so much information available now that you'd be foolish not to take advantage of it," he has said many times.
Said Antonetti, "Tito cares deeply about doing what's best for the organization and how do we find a way to succeed. In order to do that, he's exceedingly open minded. He clearly has some unbelievable experiences and knowledge from what he's learned over the course of his career, but he'd be the first to tell you that I can always learn. I can always get more information.
"I think that mindset of being willing to constantly learn from the people around him is what differentiates him. That could be a scouting opinion on a player that differs from his or analytical information. . .Tito is always looking to learn and grow."
Getting back to normal
On every trip, a member of the front office travels with the Indians. Some managers may be threatened by that, thinking that they have a spy in their midst. Francona is just the opposite. In fact, he suggested the move so there would be better communication with the front office.
No manager sees eye-to-eye with every player, but it would be hard to imagine Francona losing connectivity with the clubhouse. He plays cribbage with players before almost every game. He's not a constant presence in the clubhouse, but he's in the dugout about 30 to 40 minutes before every game, talking to players, listening to their opinions.
Francona leans heavily on his coaching staff, particularly bench coach Brad Mills. When players leave the clubhouse after a game, they almost always know if they're going to be in the lineup the next day because Mills tells them. Mills and the rest of the staff are also good at getting a handle on any clubhouse problem before it reaches Francona's desk.
This past season was especially trying for Francona as he underwent a heart procedure in July for an irregular heartbeat. He did not get a chance to manage the AL All-Star team as he recovered from the procedure, but he joined the Indians for the start of the second half and didn't miss another game. After the Indians were eliminated by the Yankees, he told reporters that he was "physically wiped out."
A couple of days ago, Francona was back home in Tucson. He just got done swimming laps and was sitting in the Arizona sun. It was 80 degrees without a breeze.
He said he was almost back to normal, feeling good, and preparing for next season where wins, and a lot of other things, can still make or break a manager.