Jahream Bula #269

Blocker1963 said:
Got plenty of time for Bula, a full pre-season, bulking up and gaining experience. Watching all games, one thing he doesn't get credit for, I never seen him drop one high ball, that a big improvement on what we had before.
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Agree.. with the high ball point which seems to be a problem for others…

I really admire the confidence he has shown since coming into the team...hope it rubs off on some of the others ..
 
I'm wondering if Joffa leaving was because of this very reason. We needed money to retain Jahream Bula. I genuinely think that he could command a lot of money if he went to an open market. His current trajectory is a player of the caliber of Dylan Edwards. He has the defence and work ethic to back up that claim.

We have to make a good offer now to stop the chance of him leaving early.
 
Mccarry said:
I hear you. That was my first thought too. Now trying to consider it from a work perspective.

A little less than a decade ago I left a winning division to lead a poor performing division (same parent company- different market)

Rebuilding this division almost from ground up, through to years and years of consecutive success that we now have is the most satisfying thing I have done in my professional career.
I’ve done both - won in an elite business and taken the pain to build something…

It’s not even a question for me. Building is way more satisfying if you have the backbone.
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Would love to know how you did it in graphic detail.
 
crazycat said:
Would love to know how you did it in graphic detail.
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As you can expect it’s a thousand things which includes a heathy dose of things going your way.
On here I read people talk about culture. Perhaps you will find our efforts to rebuild culture interesting.

1. We recruited with discipline. We use a lot of science to identify talent. I honestly trusted the science and helped key leaders that work for me do the same. We often waited a year to find the right person for key roles interviewing more people than is healthy. We hire for talent not experience. Ideally we get both but we found that rare (refer Jim Collins)

2. We exited people. At the heart of this was clearly establishing standards and expectations. Not vague ones, clear measurable ones that everyone couldn’t hide from. We walked people for any values breach. We told people the trust about their performance, the great bits and or the bits that needed to change. Those that repeatedly missed performance standards found new career opportunities outside of our organisation (refer GE from the 80s)

3. We celebrated performance. Increased variable pay (higher results = higher dollars). Low base pay. Everyone knew who the best were, people could rank themselves, their teams but because we kept everyone identifying with the division they all had a swagger and a pride because the overall division was fastest growing higher performing. This made individuals driven but not toxic to others. For toxic refer point 2 (refer capitalism ;-) )

4. We developed everyone. Lots of coaching, lots of extra experiences, lots of finding the best in people and creating opportunities for them to shine. We embedded strengths. Three years in this became self perpetuating. This was never top down. Any idiot can see that the leader isn’t the best at most things, so why would they be the coach? We applied this thinking to all kinds of decisions. We had such strong performers committed to the group that decentralising decision making became obvious. This also fed energy in the system (refer Jim Clifton)

Applying these took a little over 12 months to really feel, but by two years we had elite talent, hungry for success and willing to do the work. People were growing professionally, super tight with colleges and earning more than they ever had.

Performance, development, accountability and integrity became the foundations of our culture.

It happened because people saw everyone walk the talk. I remember days where I could feel my pulse all day due to the intensity of it. Some people hated it, but to others it was magnetic.
 
Nice work. Don't let them see what they're missing.

Been listening to other fullbacks opinion of him and seeing him in the back field, I hope he gets better guidance and coaching. He seems to rely a little too much on pure skill and want to get to the situation (not that it's a bad thing). Good coaching could determine whether he becomes a Sloan or a Walsh.
 
tig_prmz said:
Nice work. Don't let them see what they're missing.

Been listening to other fullbacks opinion of him and seeing him in the back field, I hope he gets better guidance and coaching. He seems to rely a little too much on pure skill and want to get to the situation (not that it's a bad thing). Good coaching could determine whether he becomes a Sloan or a Walsh.
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Said it before , I would have Billy Slater all over him , once a week for 2 / 3 hours on field and blackboard work
 
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