Five Lessons From A Fantasy League Commissioner

Actually, It Is

Twice in the next week, I'll participate in fantasy football drafts; once in the office, the other in a basement that's 3,000 miles away from where I currently live. When these drafts happen, I will act as Commissioner, because this is a thing that I do, and herd the cats who are in the leagues to all come together and do a transparently dumb thing as a single group. I've performed this role for (gulp) over thirty years, in a wide range of leagues, ranging from dear friends and relatives to near total strangers.

Here's what I've learned, over the many years and situations, that have helped to inform the person that I am when working as a marketing and advertising pro. You might find it helpful. (But not as helpful as when to draft Tennessee Titans RB Derrick Henry, perhaps the best handcuff in the league this year. That's clearly a state secret.)

1) Your worst client will always take up the majority of your time.

Whether it's someone who can't get their protections on time, struggles with the tech, needs an inordinate amount of follow-up requests to pay the dues, takes way more time to make their picks than everyone else, or just finds some other way to throw a wrench in the works... well, this has made for *wonderful* training on dealing with particular clients. Keeping your composure when all you really want to do is spit fire at someone for making things difficult is an incredibly valuable life skill, but it's also kind of like getting to the gym every day for maintenance work. You might need to figure out ways to self-motivate.

2) People are going to make fun of you for the very reasons why you have the gig.

In the league that I run out of the basement, there will be giant labels, several kinds of Sharpies, clipboards and pens and assigned seating, and an inordinate amount of getting things Just So. Owners are appreciative, but they also will make jokes about this, re-arrange things just to see if they can get my goat, and so on.

The point is that if you are a good commish, you have to sweat the details, and sweating the details is just an irresistible softball in the search for humor. I (honestly) don't really mind, because this is just how I'm wired. Making fun of me for this stuff is kind of like making fun of my height or hair color; have at it. I didn't choose it, so I'll probably join in.

3) Bad ideas are like weeds, or zombies; they always return.

If you have an owner or two that wants to change a rule, and it gets voted down or rejected, rest assured that it will return at some point, with as much force and vigor as previous. There is a strong intersection of math, engineering and problem solving in the mindset of fantasy sports, and people like to think they are right about things, otherwise they wouldn't say it.

So the owner in your league that hates kickers, and wants to ban them... will always hate kickers, and will always want to ban them. They might even be right. And they'll ask until they get their way, or the sun burns out. Best to just shrug and move on.

4) Balancing the interests of the league against the interests of your team is tough.

Running my basement league, for me, is a mix of conducting an auction while also trying to make picks for my own club, which leads to mistakes for both sides. It's also my built-in excuse for not having a particularly good team, but what's more likely is that I just don't do as well in football as other leagues. Finally, if you are in a league with especially competitive people, rule changes or innovations that you propose will be regarded with suspicion, because they'll seem like they are in the interest of your team first, and the league second. The only way to overcome this is by building up goodwill and precedent as an honorable dealer. There are no shortcuts to that status.

5) This is all part of your personal brand.

I've had job interviews where the conversation went to personal habits, and I've always felt that this was a competitive advantage for me, because my hobbies... well, speak to my professional attributes. It's one thing to say that I sweat the details; it's quite another to rattle off the particulars of my various leagues. People like to hire folks with good references, because retaining clients is a critical skill in business. I have clients in these leagues that have spent the majority of their lives with me. Innovating in small spaces, learning from outside sources, caring about the happiness of your partners, self-awareness and self-deprecation for when you are nerding out with abandon...

Well, I'm putting data and precedent to these claims, rather than just saying them.

Good luck with your drafts!

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Feel free to comment, as well as like or share this column, connect with me on LinkedIn, or email me at davidlmountain at gmail dot com, or hit the RFP boxes at top right. RFPs are always free, and we hope to hear from you soon.

The Generalization Trap

Twain Me

The prevailing story this week in adtech was the continuing discussion about the memo that got James Damore, an engineer at Google, fired for the views expressed in the piece.

There's been a lot of back and forth about this in my feed. Some feel that terminating an employee for their views is tantamount to censorship, and just aren't down with that. Others believe that Google also missed an opportunity to retrain the asset, and defuse the controversy. More people have contributed what it's like to be female in tech, and the sheer fatigue encountered from having to continually overcome stereotypes. There was also a strong piece from NPR that showed how enrollment in colleges for tech courses changed dramaticaly, on the diversity level, with just a few minor tweaks to how the course was marketed. (Note: no content changes, just titles.) Finally, there was talk about the strategies involved, the ensuing lawsuits, the media coverage, and so on.

What I've found to be the silver lining in the experience is that tech, unlike too many other parts of our world, is actually learning from the experience, and adding more information. That is, after all, what tech types do; challenge assumptions, gather more data, go where the math takes you. Rather than simply point at a problem and declare the other side to be unrealistic and/or malevolent, we default to the science.

Which makes me wonder why so many people who are willing to defend some of the points in the memo are, well, missing the forest for the trees. And here's that forest: when you generalize about a group, and you aren't a stand up comedian trying for easy laughs... you are pretty much setting yourself up for catastrophic failure.

I get why people *want* to make these generalizations, of course. It's shorthand for thinking, and thinking all the time is absolutely exhausting. Our minds want to rest from time to time, and maybe even more than that, and a generalization can put you at ease, and make the world seem simpler. Run into trouble on the roads? Generalize about the demographic of the person who offended you, rather than how you might be bringing your own problems to the table. Annoyed about your economic status compared to some other profession? Generalize about their moral or ethical culpability. Don't like your working environment because it pushes you out of your comfort zone? Generalize about hiring practices, class structures, and so on.

It's lazy thinking, if it's even thinking at all. And it's a mistake. Always, and especially in a professional or business environment.

Which makes my closing statement on the matter curious, because it's going to sound like I'm stepping in the same hole.

What people really hate, even more than generalizations?

Being told they are wrong.

5 Tips For Tumbleweed Season

Not Seen: Co-Workers

If you've worked in adtech for any length of time, you know what an August calendar means: vacation time. Either for you, the people you are working with, or the people that need to sign off on anything of major consequence.

As someone who has worked almost exclusively at start ups for the past couple of decades -- and at some start ups that have gone away with varying degrees of warning -- I've also had the experience of not having much in the way of time accrued at a new gig to take off when everyone else does. Here's what I've learned about Tumbleweed Season, under the hope that it proves helpful to you.

1) Collaboration is going to be really unpredictable. I've frequently come in to the office during slow times and expected quiet sessions where independent study and long-term thinking was going to rule the day, only to find a stray exec or senior sales personnel with very urgent needs. Don't assume that your day will be uneventful.

2) Commuting can be a joy. The comedian Bill Burr has a highly misanthropic but accurate routine in which he talks about how much nicer the world would be, if there were only a lot less people in it. Just in the last week in the Bay Area, my usual time in the car for the morning drive has dropped 15-20%, with no major crushes or delays. It can't and won't last, of course, but I'm going to enjoy it while I can. (Sadly for my friends who still work in NYC, this season isn't providing the same benefit.)

3) Travel makes for interesting dayparts. The nature of work in the connected age means that your contact who is spending time in Europe, Asia or the Pacific is still likely to monitor their communication channels, but maybe with less frequency or urgency. If you are prone to checking your device at all hours, you really need to break that habit before it destroys your health... but in the meantime, consider time-shifting your email sends to hit the in-box at a more sane hour.

4) Deadlines may be just as urgent, but for different reasons. Vacation schedules can make for an effective bit of leverage, in that many clients will want to clear the decks of projects before leaving. That can give you the impetus you need to push things forward, but only if you keep things simple. Deep complications aren't your friend in Tumbleweed Time.

5) T'is the season. At many of my gigs, Q4 has been an all-hands experience, with any number of seasonal creative needs crushing the team from mid-October to mid-December. Working ahead for your top clients in the summer months, especially for perennial tasks that can't look too much like last year's, but not too much different either, is best done when you've got some time and space to think -- and can keep you from truly insane weeks later.

Besides, looking at icicles and snowflakes in your marketing and advertising projects is a very good way to take your mind off summer heat...

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Feel free to comment, as well as like or share this column, connect with me on LinkedIn, or email me at davidlmountain at gmail dot com, or hit the RFP boxes at top right. RFPs are always free, and we hope to hear from you soon.