Tom Brady siguió haciendo cosas extrañas. La razón por la que abre los ojos

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El juego casi había terminado y el equipo de Tom Brady fue ascendido a las 5 p.m. La sabiduría convencional decía que este sería el momento de quedarse sin tiempo.

En cambio, Brady lanzó la pelota. La razón de esto es abrir los ojos y contiene una lección importante sobre cómo motivar e inspirar a los equipos para lograr sus objetivos.

Sé que la gente tiene fuertes sentimientos por Brady. Es parte de por qué he escrito tanto sobre él a lo largo de los años, incluido mi libro electrónico de 87 páginas (gratuito): Tom Brady siempre gana: 10 lecciones de éxito de The Goat.

Porque incluso si no eres fanático de Brady, incluso si no te gusta el fútbol, ​​vale la pena tomar nota de la lección de último minuto de su último juego.

Aquí está el trasfondo. Brady se unió a los Tampa Bay Buccaneers esta temporada después de 20 años con los New England Patriots ganando seis Super Bowls.

La gran pregunta que surgió durante toda la temporada fue si Brady tuvo éxito porque estaba con los Patriots o si los Patriots tuvieron éxito porque tenían a Brady.

Hasta ahora lo ha hecho muy bien. Los Buccaneers tendrán su primer partido de playoffs en 13 años contra el equipo de fútbol de Washington el sábado, mientras que los excompañeros de Brady en los Patriots estarán mirando por televisión.

Sin embargo, fue la semana pasada, en los momentos menguantes de su último juego de temporada regular contra los Atlanta Falcons, que el juego de Brady que desafió a los Buccaneers se veía extraño, al menos hasta que te diste cuenta de por qué lo estaba haciendo.

En resumen, todo tenía que ver con contratos, incentivos y metas, como Luke Easterling de USA Today Deportes explicado.

Se trataba principalmente del compañero de equipo de Brady, el receptor abierto Antonio Brown, a quien Brady estaba reclutando con entusiasmo para los Buccaneers este año, y a quien Brady sabía que recibiría una bonificación de 250.000 dólares en virtud de su contrato si hacía 45 recepciones para los Bucaneros. Temporada.

Cuando Brown entró, tenía 34 recepciones, pero Brady le lanzó ocho acuerdos durante la parte principal del juego, en los que todavía faltaba tres de 45.

En los minutos finales, dos minutos de tiempo de basura al final de un juego, cuando el sentido común decía mantener la pelota en el suelo y correr el reloj para asegurar la victoria, Brady hizo lo contrario: tres cortos, pasaportes sin sentido a Brown para que pudiera obtener la bonificación.

  • 2:14 para ir. Brady lanza a Brown un pase de 3 yardas.
  • 2:05 para ir. Brady lanza de nuevo a Brown: 6 yardas.
  • 2:01 para ir. Brady lanza a Brown otro pase de dos yardas.

Con el hito estadístico asegurado, Brady se arrodilló, agotó el tiempo y terminó los siguientes tres juegos.

También había algo financiero para Brady, aunque quizás no tan definitivo. Brady ingresó al juego como el quinto mariscal de campo en la NFL, y si se quedaba en el quinto lugar o más alto durante la temporada, recibiría otro bono de $ 562,000 para sí mismo.

Así que cada pase corto y fácil a Brown llenaba las estadísticas de Brady. Al final es trabajó. Los bucaneros ganaron el juego. Brady y Brown acertaron y todos fue pagado.

Sin embargo, si miras esto desde una perspectiva empresarial o si intentas motivar a las personas para lograr un objetivo, no estoy seguro de si es el resultado que deseas.

Pongámoslo de esta manera. Si eres dueño de un equipo de fútbol o juegas fútbol profesional, tu objetivo principal siempre debe ser ganar partidos de fútbol. No debería tratarse de producir estadísticas, números que pueden indicar un buen rendimiento del jugador, pero que también pueden manipularse.

Imagínese dirigir un negocio de telemarketing y pagar a los empleados según la cantidad de llamadas, no la cantidad de productos vendidos. Los animaría a pasar horas en las llamadas, pero no necesariamente a obtener ventas rentables.

O imagine a un jefe que juzga a los empleados por la cantidad de horas que pasan sentados en sus escritorios o frente a sus computadoras y cuánto valor agregan a la empresa.

Es fácil convertirse en esclavo de las métricas en lugar de dejar que las métricas funcionen para usted.

Bueno, no estoy defendiendo que no deba tener incentivos para los empleados o que los corsarios no deben incluir esos objetivos en los contratos de Brown y Brady.

Puede tener sentido. Son cuantificables y mensurables. Y al estar atento a su compañero de equipo, Brady mostró liderazgo y lealtad que se ven recompensados ​​de otras maneras.

El problema es cuando las métricas tácticas reemplazan sus verdaderos objetivos estratégicos. NORTE.No llevar la metáfora demasiado lejos, pero la gran lección es mantener los ojos y los ojos de su equipo en la pelota.

Y es de esperar que los motive a obtener los tipos de ganancias que realmente importan.

Las opiniones expresadas aquí por los columnistas de Inc.com son las suyas propias, no las de Inc.com.

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Here's the background. Brady joined the Tampa Bay Buccaneers this season, after 20 years with the New England Patriots, during which he won six Super Bowls.

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The big looming question all season has been whether Brady was so successful because he was with the Patriots, or if the Patriots were so successful because they had Brady.

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So far, he's done very well. The Buccaneers have their first playoff game in 13 years coming up on Saturday, against the Washington Football Team--while Brady's former teammates on the Patriots will be watching on television.

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It was last week, however, in the waning moments of their final regular season game against the Atlanta Falcons, that Brady's play calling for the Buccaneers looked kind of odd--at least, until you realize why he was doing it.

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In short, it all had to do with contracts, incentives and objectives, as Luke Easterling of USA Today Sports explained. 

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It was largely about Brady's teammate, wide receiver Antonio Brown, whom Brady eagerly recruited to the Buccaneers this year, and who Brady knew stood to make a $250,000 bonus under his contract if he had 45 receptions for the season.

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Coming into the game, Brown had 34 catches, but Brady threw to him for eight completions during the main part of the game -- which still left him three short of 45.

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So, in those last few minutes -- two minutes of garbage time at the end of a game, when common sense said keep the ball on the ground and run out the clock, so you can secure the win -- Brady did the opposite: three short, meaningless passes to Brown, so he could get the bonus.

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  • 2:14 to go. Brady throws a 3 yard pass to Brown.
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  • 2:05 to go. Brady throws to Brown again: 6 yards.
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  • 2:01 to go. Brady throws another 2-yard pass to Brown.

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Then, with the statistical milestone secured, Brady kneeled on the next three plays, running out the clock and ending the game.

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There was something financially in it for Brady, too, although maybe not quite as definitive. Brady entered the game as the fifth-rated passing quarterback in the NFL, and if he stayed in fifth place or above for the season, he'd pull in another $562,000 bonus for himself.

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So each short, easy pass to Brown also padded Brady's stats. In the end, it worked. The Buccaneers won the game. Brady and Brown hit their numbers, and everyone got paid.

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However, I'm not so sure it's a quite the outcome you'd want, if you look at this from a business standpoint, or if you're otherwise trying to motivate people to achieve a goal.

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Let's put it this way. If you own a football team, or you play professional football, your key goal should always be to win football games. It shouldn't be to run up statistics -- numbers that might indicate players performed well, but that can also be manipulated.

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Imagine you run a telemarketing company, and you pay people based on the number of calls they make, rather than how many products they sell. You'd be encouraging them to spend hours on the calls, but not necessarily to pursue profitable sales. 

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Or, imagine a boss who judges employees by how many hours they sit at their desks or in front of their computers, as opposed to how much value they create for the company.

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It's easy to become a slave to metrics, rather than making metrics work for you.

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Now, I'm not advocating that you shouldn't have incentives for employees, or that the Buccaneers shouldn't have built those targets into Brown and Brady's contracts.

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They can make sense. They're quantifiable and measurable. And by looking out for his teammate, Brady showed leadership and loyalty that pays dividends in other ways.

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The problem is when tactical metrics substitute for your true, strategic goals. Not to take the metaphor too far--but the big lesson is to keep both your eye and your team's eyes on the ball.

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And hopefully, motivate them to rack up the kinds of wins that truly matter.

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