A few thoughts popped into my mind. Not sure if they've been discussed/answered previously, or if maybe some would be good questions whenever Brad next has access.
1. What physical challenge is our 'run to the Y'? This is just my curiosity.
2. What are our unique mission statement and guiding principles? I certainly appreciate the uniqueness of UVA, but it's not nearly so differentiating as the uniqueness of BYU. Interesting comment from BYU's president that he didn't think Bronco's method would work anywhere else. He's probably right as to that specific plan given the religion-focused mission/priciples, but the general organizational plan seems universal to me, hence this question. Still, his (and his staff's) deeply personal connection to the mission/principles at BYU will obviously not be the same.
3. I'm less inclined to expect top 25 classes, even if the ship is righted. I'm assuming the GPA and character reference requirements will continue here, and that evidence of 'hard work' will not exist among many prospects. Maybe a good shorthand stereotype is that I expect undersized, high motor guys with service academy offers will be mainstays in our classes. Relatedly, I wonder if the walk-on program is going to be more prominent.
4. Have we established a player leadership council and, if so, who is on it?
5. Are we planning community service events on road game trips?
6. Are we letting the players select who plays on STs?
FWIW, the book is an OK read. It's written by a couple of BYU homers who are (or at least one is) business/org theory consultants, and has to be viewed through both those biases. If it's 350 pages, but you don't really need to go much beyond page 100 to get it, definitely not beyond 200 (unless you enjoy vanilla business consulting papers). There is some insight into roster management philosophy, and it helps de-code a few of the things we hear/read from media events, but nothing terribly surprising.
1. What physical challenge is our 'run to the Y'? This is just my curiosity.
2. What are our unique mission statement and guiding principles? I certainly appreciate the uniqueness of UVA, but it's not nearly so differentiating as the uniqueness of BYU. Interesting comment from BYU's president that he didn't think Bronco's method would work anywhere else. He's probably right as to that specific plan given the religion-focused mission/priciples, but the general organizational plan seems universal to me, hence this question. Still, his (and his staff's) deeply personal connection to the mission/principles at BYU will obviously not be the same.
3. I'm less inclined to expect top 25 classes, even if the ship is righted. I'm assuming the GPA and character reference requirements will continue here, and that evidence of 'hard work' will not exist among many prospects. Maybe a good shorthand stereotype is that I expect undersized, high motor guys with service academy offers will be mainstays in our classes. Relatedly, I wonder if the walk-on program is going to be more prominent.
4. Have we established a player leadership council and, if so, who is on it?
5. Are we planning community service events on road game trips?
6. Are we letting the players select who plays on STs?
FWIW, the book is an OK read. It's written by a couple of BYU homers who are (or at least one is) business/org theory consultants, and has to be viewed through both those biases. If it's 350 pages, but you don't really need to go much beyond page 100 to get it, definitely not beyond 200 (unless you enjoy vanilla business consulting papers). There is some insight into roster management philosophy, and it helps de-code a few of the things we hear/read from media events, but nothing terribly surprising.
