August 17, 2023 • 25 mins
Former NFL GM, and host of the Lombardi Line and GM Shuffle Podcast, Michael Lombardi, joins the podcast to talk about the leadership cultivated with the Ferrari and Alpine Paddock.
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Speaker 1 (00:00):
No investigation necessary.
Speaker 2 (00:02):
Welcome to Vson's F one Betting podcast.
Speaker 3 (00:05):
Its flight down the Way we go.
Speaker 2 (00:08):
Check for his a legends, Absolutely animal, the only F
one handicap you'll ever need.
Speaker 1 (00:13):
Michael is right, find that Saffre and ship you can already.
Speaker 2 (00:16):
Do what you're Your hosts F one technical analyst Michail
Miranda and betting expert Ben Wilson.
Speaker 1 (00:23):
All right, everybody, welcome to the F one Betting Podcast.
I am your host, the Caam Moranza.
Speaker 4 (00:27):
Yeah.
Speaker 1 (00:28):
Today it's going to be a special episode. We're going
to talking about leadership.
Speaker 3 (00:31):
We have major movements in leadership today and I have
a former NFL GM who is the world versatile in
talking about leadership experience and I'm so excited to get
him on. Here we have Michael Lombardi. Michael said, how
are you doing today?
Speaker 5 (00:46):
I'm doing great, Michael, Thank you. Good to be here
talk Formula one, which I know nothing about, but I
do love leadership, so that's a good thing.
Speaker 3 (00:53):
Absolutely, Formula one relies a lot on leadership experience. We
have many experience and new ones coming in as well.
Speaker 1 (01:01):
So if you guys know.
Speaker 3 (01:03):
Michael Lombardi is the host of the Lombardi line on
Vison as well as host of the GM Shuffer podcast
along with family and Bebbefet. You can always tweet at
him at m Lombardi NFL and you can get me
at Mica Miranda b. So we're going to talk about
our first team here, which is going to be Ferrari. Now,
for those of you who are forward the podcast, you
know that Ferrari has been in a title drought and
(01:25):
they seem to have a lot of hardships this season.
They have not won a title since two thousand and
nine and nineteen. Mateo Bonetto was taken over as team principal,
which Michael is sort of like the head coach of
the team in the NFL, and he was supposed to
be the leader taking Ferrari the next step forward because
he had been with the team for twenty eight years,
(01:47):
he was technically proficient, and they said, Okay, Mateo is
going to be a good thing for the team. He's
going to be able to bring back any expertise that
were lacking and take this team forward in a technical
driven environment. However, that seem to have fizzled out and
he was he resigned at the beginning of the season
and Frederick Vasura from Alfa Romeo came in and has
(02:09):
taken over and we are still seeing a lot of issues.
The main thing around Ferrari is that they haven't been
able to get well with the strategy, which is basically
they have individual people as same as NFL. You have
your head coach, then you have your defensive coordinator, your
offensive coordinator. So when it comes to a team like Ferrari,
who have just appointed a new head coach, but they're
(02:32):
still using the same old offensive and defensive coordinators, how
does that How does it manage a team?
Speaker 4 (02:39):
Like?
Speaker 3 (02:39):
How does it affect the team if you change your
head coach and not the people that he wants and
he needs in terms of leadership, Like does that trickle
down to the drivers, to the team members or is
that just going to be like all right, I'm coming in,
You're going to follow my rules here, and I'm going
to leave the team this way.
Speaker 5 (02:57):
Well, I mean, obviously, when you make a leadership chop,
the change, it does blend itself down unless those coordinators
is if you call them, have the authority to do
what they need to do. But for me, if you
haven't won a title since nine. I think one of
the big problems is you haven't been able to identify
what the problem is.
Speaker 4 (03:15):
The one thing in.
Speaker 5 (03:16):
Leadership is is to keep the main thing the main thing.
When Steve Jobs took over Apple the second time around,
Apple had over twenty products that they had out there
on the board, and what Steve Jobs did was identify
the problem was we had too many products, and he
issued a mantra that basically said, unless it's insanely.
Speaker 4 (03:37):
Great, we want nothing to do with it. We're taking
it off the market.
Speaker 5 (03:40):
Insanely great is the standard for us to get this
company out out of the hardships that we're in. So
to me, when I listened to you as you presented
the problem, I'm not sure Ferrari has identified what the
true issue is because like football, soccer, any sport, it's
it's very challenging to find out what the issues are.
(04:04):
It's scouting inside out. So you have to identify the
issues to then solve it. The race car doesn't come
in and say, look, you know, my spark plugs were bad,
that's why we didn't win. You know, you have to
have systems and check to identify it like any leader would,
and then you've got to solve the problems the correct way.
So to me, I think it goes back to not
being able to identify what the core issues are.
Speaker 3 (04:26):
Absolutely I'm with you, and I've spoken to my co
host Ben Wilson at length about this. Is that Ferrari
To me, when I look at the team, yes, you've
gone and change your head coach, But I think that
Frederick Vassil would love his own people to come in,
so his own offensive coda, his own de defensive coordinator,
and so that's going to be like your strategist, your engineers.
(04:49):
I believe that they need to do a complete overhaul
and see exactly what departments are lacking and then talk
to the head coach in this case is Frederick vssor
that hey, what's the move?
Speaker 1 (05:01):
And I think you can see some similarities in the NFL.
Speaker 3 (05:04):
To me would be the Denver Broncos when the Town
Hacket was the head coach and Russell Wilson as a
QB like you're looking at them that way and you
be like, yeah, Hackett's not he's not cutting it. So
when it's switching out and we had Sean Payton in
this year as the head coach so I look at
the team as they need to do a complete overhaul
and figure out who they want as their point man
and ask him, who do you need as your team?
Speaker 1 (05:26):
Is that the way that you see it as well?
Over here, given the seconds, it.
Speaker 5 (05:31):
Has to start with the owner, right, the ownership group
has to determine the direction and it has to be
deeper than we want to win Formula one racing. It's
got to be this is who we are, this is
what we represent, this is who we are, and everybody
in the organization it's not a mission statement. Everybody in
the organization has to know that. Everybody in the organization
(05:53):
has to understand the objective. Being on the same page
and everybody wanting to winner two different things. I'm sure
everybody at Ferrari wants to win, but I'm not sure
everybody at Ferrari is on the same page.
Speaker 4 (06:07):
And that's the job of the leader.
Speaker 5 (06:09):
So the owner mandates to the leader what he wants,
what he accepts, or what she wants, and from that
point then there's an infrastructure. There's a standard of excellence
that needs to get put into place, and there's got
to be systems, checks and balances to understand.
Speaker 4 (06:25):
Why we win or why we lose.
Speaker 5 (06:27):
And every time you have a race, or every time
you play a game, you go through that, whether you
win or whether you lose, you have to figure out
why we won and why we lost. And that's the
hardest things for organizations to understand. That's what made Steve
Jobs so great. He understood it. That's what made Bill
Walsh so great. He understood it. That's what makes Belichick
(06:48):
so great. He understands it. The leader's job is to
identify the problem and.
Speaker 3 (06:54):
Fix it, all right, So Michael, then Ferrari keeps saying
that the issues come down to strategy. It keeps saying
that over and over against they've identified the issue, yet
they're not carrying out anything to make progress on this.
And now as a result, we seeing many of the
officials actually start to jump teams. We have a lot
(07:17):
of key players at Ferrari, upper management and upper leadership
who take the team in a center direction, who are
leaving to join another team. As an experienced GM and
being in the NFL for so long and you see
people leave, what does that indicate with the future of
the team, is going in a positive direction, negative direction,
or we have no idea, what's yet to come for
(07:38):
this team?
Speaker 5 (07:39):
Well, it tells me there's an absence of leadership because
people don't lead when there's leadership. People don't change when
there's leadership. People leave when there's an absence of leadership.
And that's a hard thing, and that's something that you
have to be able to identify.
Speaker 4 (07:54):
You know, when you look at that and.
Speaker 5 (07:57):
You see what we're talking about and how it all
permeates through the organization, it really comes down to. You know,
people think, well, we stay around because of the money. No,
people don't do that. People don't stay around because of
the money. People stay around because they feel inspired, they
feel like they're striving for excellence. There's a gentleman and
(08:19):
author Patrick Dotson who wrote, leadership is an elusive concept,
hard to describe and impossible to prescribe. It's more evident
in its absence that when leadership is needed, it lacks.
Its lack is sorely felt. I think that's the issue.
When people jump off ship, it's because they don't think
the ship's going in the right direction.
Speaker 3 (08:40):
Okay, so given that the ship is going in the
right direction, they've identified issues, but carrying it out and
we just have a team who just has a championship drought.
Speaker 1 (08:52):
If you were to get Frederick vssor who is.
Speaker 3 (08:54):
The head coach equivalent into your office too, and you
would sit down to them and be like, oh, right,
these are my three key points that you need to
get in check for your team in order to move
in the right direction.
Speaker 1 (09:07):
What would there's three key points?
Speaker 4 (09:09):
Be well, what's the problem?
Speaker 5 (09:12):
That's one, how we're going to fix the problem, and
how do we get everybody aligned to fix the problem.
Those three things are really easy. That's what we have
to do. That's the job of the leader. Managers do
things right. Leaders do the right thing, and so when
you're the leader, you got to do the right thing.
And so as the manager, you do the things right.
(09:34):
So you've got to understand that and you, as the
leader have to be able to take one thousand different
ideas but stay on track on what it is. I mean,
Steve Jobs, they talk about focus with Steve Jobs, and
people misconstruct focus as being able to stay single minded
on a purpose, when really what focus was for Jobs
(09:57):
was to keep all the ideas away from the main thing.
He knew of the problem, he solved the problem, and
you might have a good idea, but that doesn't fit
within our problem.
Speaker 4 (10:07):
It doesn't solve us, and so I have to say no.
Speaker 5 (10:11):
Saying no is really a job the leader has to
have when it relates to what the core issues are.
And I think that's leadership. That is what we're doing.
Everybody knows. There's four areas of leadership that is so
essential Mikail that it often gets confused and diluted. The
first area is called management of attention, and in that
(10:33):
area you basically have a plan. This is who we are,
pretty simple, This is who we are. The second area
is called management of meaning. And management of meaning is
this it says, I can explain the plan simply to you.
Eisenhower has five levels of excuse me. Albert Einstein had
five levels of intelligence that he worked and Brilliant was fifth,
(10:56):
and simple was one. A simple plan that can be
easily explained. That's the second area, management of meaning. The
third area is is management of trust. You trust me
to be consistent every single day as the leader. I'm
gonna be here, I'm gonna do this, We're gonna stay
on course. And then the fourth area is management of self.
(11:16):
How you handle yourself, how you stay within the framework
of the process.
Speaker 4 (11:19):
Those are the four areas, and unless you're good and
off four, your team will fall apart.
Speaker 1 (11:25):
I understand.
Speaker 3 (11:26):
So what would be the criteria that we would be
looking at to see if Ferrari are headed in the
right direction? Not like, hey, good job, you're back on
track now, just headed in the right direction. Would it
be winning one to a five race because we have
ten races remaining in the season, So would it be
getting close to get.
Speaker 4 (11:46):
This incremental improvement?
Speaker 5 (11:47):
I mean, Bill wallsh wrote a book called The Score
takes care of itself. So the only way to know
if Ferrari's back is if their process and systems are
in place and they're operating within that and we can
see improvement with than that, We're not looking to go
from bad to great. That's that's that's for Hollywood movies.
We're looking for incremental improvement. We need to do this
(12:08):
on a daily basis.
Speaker 3 (12:09):
Undersaid that, all right, So that's gonna be it for Ferrari.
Coming up in the next block, we're going to be
talking about olping and as we just mentioned, right, lead
leadership and having the goals is vital for how a
team actually moves forward, So our being have take have
restructured the entire organization for this.
Speaker 1 (12:28):
How does this fair?
Speaker 3 (12:29):
What's going to happen to our being and what's Michael
thought and leadership with.
Speaker 1 (12:33):
Our being coming up? That's gonna be after the break. Yeah.
On the F one Betting Podcast.
Speaker 2 (12:59):
Welcome to v since F one Vetting Podcast, the only
F one handicap you'll ever need. You're your hosts F
one technical analyst Michael Miranda and betting expert Ben Wilson.
Speaker 1 (13:12):
Welcome back to the F one Betting Podcast. I'm host
Are Miranda.
Speaker 3 (13:15):
And now I'm going to be talking about it's Sam
that's somewhat.
Speaker 1 (13:19):
In between and no bets. I'm still unable to keep
move forward. But they'll be talked about Alpine.
Speaker 3 (13:25):
So Michaels said, alqeen have just rewritten himself from Reynolds
to Alpine. They're a French owned team. There's a lot
of things going on within this organization. First of all,
for the first time, Reynolds Slash Alpine have opened up
their investibule. It used to be owned by the French
governments and now they've opened up for other investors to
come in. So you have big stars by the name
(13:48):
of Ryan Reynolds, Rob mcelhaney, Michael B. Jordan who are
in this investment group who has put a twenty four
percent stake in the team as well. They've had a
complete management overhaul. So write before we went to DEnumber
break right, we had the team principal again head coach
that's going to be the same Otma Zapf now had
(14:09):
been asked to leave Alping. Prior to that, the CEO
of Alping, Lona Rossi, was asked to leave. So we've
had two major major roles at Alping take their departure
from the team and now we're just under a temporary person.
He's going to try to lead the team, and he
said in an interview that he is in no rush
(14:31):
to field the positions of CEO and team principal. So
I've got two questions. Yeah, the first one, when you
open a team up to new investors and they had
their own way of running things, even though it's a
minority stake in the team, does that affect how you
make decisions moving forward as a team.
Speaker 4 (14:53):
Well, I don't think you can.
Speaker 5 (14:55):
You know, when you bring minority investors in that have
really there's only could be one leader. You know, there
only can be one person in charge of the team,
and if you have too many people in charge, you
have a committee. And they've never dedicated a monument to
a committee. So I think it's great to get the investors,
but I also think you're going to need to have
one voice. You know, that's where leadership comes in. There
(15:18):
has to be one voice on the program. And if
you have that, then everybody can fall in line. So
great to bring the investors in, but you know they're
not up to speed on actually what's going on, and
I think it's going to be hard for them too,
and only only they could offer would be a little
bit of a of a kind of a misconstrue because
(15:40):
they don't really understand the whole problems understand.
Speaker 3 (15:43):
So that situation can sort of be similar to the
Washington Commanders when the sale who just gone off from
Dan Snyder move when you're going to have new ownership
come in. Is that a similarity that you see here
with Alping and Washington Commanders.
Speaker 4 (15:58):
Well, I mean the Washington sold their team to new owners.
Speaker 5 (16:01):
It sounds like this is just bringing in minority investors
and there's still going to be a structure within place.
So I do think it's a little different. But look,
part of the job when new comes in and if
there's someone new running the organization, everybody has one hundred
day plan looking forward to say this is what we're
going to do. But unless you really understand what the
problems are, you really need one hundred day plan looking backward.
(16:24):
And you need to ask the right questions and you
need to find the right answers, and you need to
make sure that people don't try to just assume this
is the issue, and you've got to find it and
identify it. That's the job of the leader, and it
takes questions.
Speaker 4 (16:38):
It takes the right questions understood.
Speaker 3 (16:42):
Since the immediate fact departeret off CEO and Team Principle
has been made effective and they have an interim Team
Principle who's also acting as interim CEO, are out being
as an organization in big trouble here since they don't
have any leadership.
Speaker 1 (17:04):
You just have someone in the interim.
Speaker 5 (17:06):
Yeah, I think that's going to be an issue, right,
I think you're gonna have They're as as anything. You're
gonna need somebody in command. You're gonna need somebody to
steer the ship, somebody to identify the problems of today,
someone to identify the problems of tomorrow and six months
from now. So I think it would behoove the organization
to find that person because it's hard to when you
(17:29):
have again. It goes back to Steve Jobs and focus. Right,
Apple was running much like you've described this way of running. Right,
They had a lot of different people. That's why they
had twenty products on the market. But once Jobs came back,
that all eliminated. And I think that's ultimately what they
need here.
Speaker 3 (17:47):
Okay, so they need some sort of leadership. How often
do you see interim team principle and team CEOs get
actually promote it to being full time CEOs and team principal?
And is that beneficial to see the interim a person
(18:07):
move up into this role and take the company forward
for the next couple of years unless they decide again
to change ownership.
Speaker 5 (18:16):
Well, I think you've got to give the interim coach
leader some authority or else. He looks like a substitute teacher,
and we all know that when there was a substitute
teacher at school, nobody really paid attention to the class load.
Nobody paid attention to the workload, So you have to
give the interim some teeth to see if he actually
or she can do the job. So to me, that's
(18:38):
the number one thing. Interim is a title, But do
you have a chance to keep the job? Can you
make decisions? What is the.
Speaker 4 (18:44):
Runway of your ability to lead?
Speaker 5 (18:47):
And if your ability is to just manage keep everything
in shape until we get a new guy, that's going
to be really hard to judge.
Speaker 3 (18:55):
If the pressure is on the interim and he's looking
to have his hopes up moving forward in his career,
do you think he's going to be questioning his decisions,
especially with a listers from Hollywood, And we're having a
lot more Hollywood come in to Formula one.
Speaker 1 (19:13):
We're seeing that more often. We're seeing the.
Speaker 3 (19:15):
Viewership in America boosts much more than it has ever
been ever since the Netflix series Drift to Survive. So
we're having a lot of these A listens comeing in
and they want to put their mark in as well.
In Formula one, and you have an interim CEO, team
principal who is trying to lead for the moment and
no one knows what the full picture is. Do you
(19:37):
think the CEO will be under pressure to perform for
the investors, or he's going to be under pressure to
perform for himself.
Speaker 4 (19:47):
I think it's more for himself.
Speaker 5 (19:49):
I think you know, when you're in a leadership role,
if you try to make everybody happy, you make no
one happy. And so I think he needs to make
himself happy, do what he believes is right. Genuine leadership
is is the most important, being authentic to who you are.
When you try to be someone else, when you try
to be the leader that someone else visualized that the
people around you see that, they see right through it,
(20:11):
you become a shallow leader. So you need to lead authentically.
You need to lead with a genuine purpose that comes
from you. This is who I am, This is who
we're going to be, this is what I'm going to do.
I may not be here two days, I may be
here two weeks, I may be here twenty years, but
this is who I am, and that gives the managing partners,
all the investors an idea of who you really are.
Speaker 1 (20:32):
Yeah.
Speaker 3 (20:33):
Almozah Now was the old team principal at al Paine,
and it was alwayso said by an ex driver that
he used to be with to Joe Parrish is now
with Red Bull. He says that Alpain did not give
Outmar enough of time to prove his full potential. When
you hear from an ex driver who's been with that coach,
(20:55):
it'll be like you an ex quarterback who had been
with the coach, It'll be like Aaron just talking about
Ntal Hacket in the Jets right where.
Speaker 1 (21:03):
Don't talk about my coach that way.
Speaker 3 (21:05):
When you hear that, is that going to be concerning
for ol Pint to hear that, Hey, maybe we did
not give Otmar a full term to prove himself because
he just came in this season and they let him
go halfway through.
Speaker 5 (21:23):
Yeah, I think I think obviously they let him go.
There's deeper reasons why they let him go, and I
don't know, we don't know what they are, but clearly
it was something he wasn't connecting and ultimately who was
the information going to. You know, we see this quite
a bit, you know, players that don't like the coach
(21:43):
or feel they're getting too hard. We just saw this
with Eric b Enemy, the offensive coordinator of the Washington
football team. You know, the players were complaining about him.
They took it to the media. Does that affect his
leadership style? No, but the head coach kind of didn't
defend him, so you know, there's always more to a
story that meets the eye. But for me, when you
(22:04):
can't get people to engage and follow you, you have
two choices. Either you changed leadership or you change the people.
And I'm sure the ownership group felt it was a
lot easier to change the leader.
Speaker 4 (22:16):
So.
Speaker 3 (22:17):
Changing the leader seemed to be the easier roup in
this case. It looks like, but when I look at Alpine,
they just signed Pierre Ghastly to the tee to the
team is completely French owned, French oriented right now. So
you have Pier Ghastly, you have Stevan Khan, who are
French drivers driving for Alpine, and their recent struggles has
(22:37):
come down to the fact that there's either been mistakes
from one of the drivers or it's.
Speaker 1 (22:43):
Been a durability on the engine issue.
Speaker 3 (22:47):
And when I look at that and I heard that
Zafner was let go, I felt like Alpine needed to
give an answer to someone, and so they said, hey,
we can let up my girl.
Speaker 1 (22:59):
We can always replace them with.
Speaker 3 (23:00):
Someone instead of looking at the team and maybe looking
at someone deeper in the organization. Should Alpin have gone
with the route of looking deeper in the organization and
ask Otma, what's your plan to move forward with these
issues that we're having or are they in the right
or letting Autma go?
Speaker 5 (23:18):
Well, it's hard to know what their issues are. I
think the best way to find talent is to have
a criteria. As a leader, right, who do you want
to be? What are you looking for? You know, as
an ownership group, what kind of leader do you want?
You know, what kind of leader do you need? And
I think a lot of these problems stem from not
identifying what you're looking for.
Speaker 4 (23:39):
You randomly search.
Speaker 5 (23:40):
The FBI doesn't look for serial killers that open up
the phone book.
Speaker 4 (23:44):
You know, they have a profile on what they're looking for.
Speaker 5 (23:46):
It's the same thing with trying to find talent. You
have a profile for what you want as a leader,
what you want for players. And it seems to me
like there's a lot of people stirring the pot. One
of the things we learned in leadership is this thing
called the Dunning Kruger effect, which is essentially people from
outside industries take on a new industry they've had success
in what they did, but then they come into a
(24:07):
new industry and they don't They think they can manufacture
the success when they really don't have enough expertise to
manufacture it. So I think, to me, there's too many
people in the pot here that really are going to
have a hard time and it's creating confusion.
Speaker 3 (24:23):
Understood, So we just need to figure out where the
team wants to go and who needs to be answered to.
That way out being can sort of streamlined the decisions
moving forward. That's going to be it for today's podcast. Michael,
thank you so much for your time in giving your
insight on all these teams. I know you're not an
(24:44):
expert on Formula one, that's why they have me, but
you have an expert in leadership and it has helped
the Formula one community get a better idea of two
teams in different stages and rushing through exactly how to
get through and have ideas of what's yet to come.
Speaker 1 (25:02):
Right, So stay tuned, Gauz. Next week is race week.
Speaker 3 (25:06):
We are headed to Netherlands and it's gonna be amazing
to see the Dutch Grand Prix. Gonna be orange everywhere,
and you see Max has happen take the flag yet again.
Speaker 1 (25:15):
All right, least that's predictions or maybe not.
Speaker 3 (25:17):
Tune in for next week to hear what's on their
One Betty podcast
No investigation necessary.
Speaker 2 (00:02):
Welcome to Vson's F one Betting podcast.
Speaker 3 (00:05):
Its flight down the Way we go.
Speaker 2 (00:08):
Check for his a legends, Absolutely animal, the only F
one handicap you'll ever need.
Speaker 1 (00:13):
Michael is right, find that Saffre and ship you can already.
Speaker 2 (00:16):
Do what you're Your hosts F one technical analyst Michail
Miranda and betting expert Ben Wilson.
Speaker 1 (00:23):
All right, everybody, welcome to the F one Betting Podcast.
I am your host, the Caam Moranza.
Speaker 4 (00:27):
Yeah.
Speaker 1 (00:28):
Today it's going to be a special episode. We're going
to talking about leadership.
Speaker 3 (00:31):
We have major movements in leadership today and I have
a former NFL GM who is the world versatile in
talking about leadership experience and I'm so excited to get
him on. Here we have Michael Lombardi. Michael said, how
are you doing today?
Speaker 5 (00:46):
I'm doing great, Michael, Thank you. Good to be here
talk Formula one, which I know nothing about, but I
do love leadership, so that's a good thing.
Speaker 3 (00:53):
Absolutely, Formula one relies a lot on leadership experience. We
have many experience and new ones coming in as well.
Speaker 1 (01:01):
So if you guys know.
Speaker 3 (01:03):
Michael Lombardi is the host of the Lombardi line on
Vison as well as host of the GM Shuffer podcast
along with family and Bebbefet. You can always tweet at
him at m Lombardi NFL and you can get me
at Mica Miranda b. So we're going to talk about
our first team here, which is going to be Ferrari. Now,
for those of you who are forward the podcast, you
know that Ferrari has been in a title drought and
(01:25):
they seem to have a lot of hardships this season.
They have not won a title since two thousand and
nine and nineteen. Mateo Bonetto was taken over as team principal,
which Michael is sort of like the head coach of
the team in the NFL, and he was supposed to
be the leader taking Ferrari the next step forward because
he had been with the team for twenty eight years,
(01:47):
he was technically proficient, and they said, Okay, Mateo is
going to be a good thing for the team. He's
going to be able to bring back any expertise that
were lacking and take this team forward in a technical
driven environment. However, that seem to have fizzled out and
he was he resigned at the beginning of the season
and Frederick Vasura from Alfa Romeo came in and has
(02:09):
taken over and we are still seeing a lot of issues.
The main thing around Ferrari is that they haven't been
able to get well with the strategy, which is basically
they have individual people as same as NFL. You have
your head coach, then you have your defensive coordinator, your
offensive coordinator. So when it comes to a team like Ferrari,
who have just appointed a new head coach, but they're
(02:32):
still using the same old offensive and defensive coordinators, how
does that How does it manage a team?
Speaker 4 (02:39):
Like?
Speaker 3 (02:39):
How does it affect the team if you change your
head coach and not the people that he wants and
he needs in terms of leadership, Like does that trickle
down to the drivers, to the team members or is
that just going to be like all right, I'm coming in,
You're going to follow my rules here, and I'm going
to leave the team this way.
Speaker 5 (02:57):
Well, I mean, obviously, when you make a leadership chop,
the change, it does blend itself down unless those coordinators
is if you call them, have the authority to do
what they need to do. But for me, if you
haven't won a title since nine. I think one of
the big problems is you haven't been able to identify
what the problem is.
Speaker 4 (03:15):
The one thing in.
Speaker 5 (03:16):
Leadership is is to keep the main thing the main thing.
When Steve Jobs took over Apple the second time around,
Apple had over twenty products that they had out there
on the board, and what Steve Jobs did was identify
the problem was we had too many products, and he
issued a mantra that basically said, unless it's insanely.
Speaker 4 (03:37):
Great, we want nothing to do with it. We're taking
it off the market.
Speaker 5 (03:40):
Insanely great is the standard for us to get this
company out out of the hardships that we're in. So
to me, when I listened to you as you presented
the problem, I'm not sure Ferrari has identified what the
true issue is because like football, soccer, any sport, it's
it's very challenging to find out what the issues are.
(04:04):
It's scouting inside out. So you have to identify the
issues to then solve it. The race car doesn't come
in and say, look, you know, my spark plugs were bad,
that's why we didn't win. You know, you have to
have systems and check to identify it like any leader would,
and then you've got to solve the problems the correct way.
So to me, I think it goes back to not
being able to identify what the core issues are.
Speaker 3 (04:26):
Absolutely I'm with you, and I've spoken to my co
host Ben Wilson at length about this. Is that Ferrari
To me, when I look at the team, yes, you've
gone and change your head coach, But I think that
Frederick Vassil would love his own people to come in,
so his own offensive coda, his own de defensive coordinator,
and so that's going to be like your strategist, your engineers.
(04:49):
I believe that they need to do a complete overhaul
and see exactly what departments are lacking and then talk
to the head coach in this case is Frederick vssor
that hey, what's the move?
Speaker 1 (05:01):
And I think you can see some similarities in the NFL.
Speaker 3 (05:04):
To me would be the Denver Broncos when the Town
Hacket was the head coach and Russell Wilson as a
QB like you're looking at them that way and you
be like, yeah, Hackett's not he's not cutting it. So
when it's switching out and we had Sean Payton in
this year as the head coach so I look at
the team as they need to do a complete overhaul
and figure out who they want as their point man
and ask him, who do you need as your team?
Speaker 1 (05:26):
Is that the way that you see it as well?
Over here, given the seconds, it.
Speaker 5 (05:31):
Has to start with the owner, right, the ownership group
has to determine the direction and it has to be
deeper than we want to win Formula one racing. It's
got to be this is who we are, this is
what we represent, this is who we are, and everybody
in the organization it's not a mission statement. Everybody in
the organization has to know that. Everybody in the organization
(05:53):
has to understand the objective. Being on the same page
and everybody wanting to winner two different things. I'm sure
everybody at Ferrari wants to win, but I'm not sure
everybody at Ferrari is on the same page.
Speaker 4 (06:07):
And that's the job of the leader.
Speaker 5 (06:09):
So the owner mandates to the leader what he wants,
what he accepts, or what she wants, and from that
point then there's an infrastructure. There's a standard of excellence
that needs to get put into place, and there's got
to be systems, checks and balances to understand.
Speaker 4 (06:25):
Why we win or why we lose.
Speaker 5 (06:27):
And every time you have a race, or every time
you play a game, you go through that, whether you
win or whether you lose, you have to figure out
why we won and why we lost. And that's the
hardest things for organizations to understand. That's what made Steve
Jobs so great. He understood it. That's what made Bill
Walsh so great. He understood it. That's what makes Belichick
(06:48):
so great. He understands it. The leader's job is to
identify the problem and.
Speaker 3 (06:54):
Fix it, all right, So Michael, then Ferrari keeps saying
that the issues come down to strategy. It keeps saying
that over and over against they've identified the issue, yet
they're not carrying out anything to make progress on this.
And now as a result, we seeing many of the
officials actually start to jump teams. We have a lot
(07:17):
of key players at Ferrari, upper management and upper leadership
who take the team in a center direction, who are
leaving to join another team. As an experienced GM and
being in the NFL for so long and you see
people leave, what does that indicate with the future of
the team, is going in a positive direction, negative direction,
or we have no idea, what's yet to come for
(07:38):
this team?
Speaker 5 (07:39):
Well, it tells me there's an absence of leadership because
people don't lead when there's leadership. People don't change when
there's leadership. People leave when there's an absence of leadership.
And that's a hard thing, and that's something that you
have to be able to identify.
Speaker 4 (07:54):
You know, when you look at that and.
Speaker 5 (07:57):
You see what we're talking about and how it all
permeates through the organization, it really comes down to. You know,
people think, well, we stay around because of the money. No,
people don't do that. People don't stay around because of
the money. People stay around because they feel inspired, they
feel like they're striving for excellence. There's a gentleman and
(08:19):
author Patrick Dotson who wrote, leadership is an elusive concept,
hard to describe and impossible to prescribe. It's more evident
in its absence that when leadership is needed, it lacks.
Its lack is sorely felt. I think that's the issue.
When people jump off ship, it's because they don't think
the ship's going in the right direction.
Speaker 3 (08:40):
Okay, so given that the ship is going in the
right direction, they've identified issues, but carrying it out and
we just have a team who just has a championship drought.
Speaker 1 (08:52):
If you were to get Frederick vssor who is.
Speaker 3 (08:54):
The head coach equivalent into your office too, and you
would sit down to them and be like, oh, right,
these are my three key points that you need to
get in check for your team in order to move
in the right direction.
Speaker 1 (09:07):
What would there's three key points?
Speaker 4 (09:09):
Be well, what's the problem?
Speaker 5 (09:12):
That's one, how we're going to fix the problem, and
how do we get everybody aligned to fix the problem.
Those three things are really easy. That's what we have
to do. That's the job of the leader. Managers do
things right. Leaders do the right thing, and so when
you're the leader, you got to do the right thing.
And so as the manager, you do the things right.
(09:34):
So you've got to understand that and you, as the
leader have to be able to take one thousand different
ideas but stay on track on what it is. I mean,
Steve Jobs, they talk about focus with Steve Jobs, and
people misconstruct focus as being able to stay single minded
on a purpose, when really what focus was for Jobs
(09:57):
was to keep all the ideas away from the main thing.
He knew of the problem, he solved the problem, and
you might have a good idea, but that doesn't fit
within our problem.
Speaker 4 (10:07):
It doesn't solve us, and so I have to say no.
Speaker 5 (10:11):
Saying no is really a job the leader has to
have when it relates to what the core issues are.
And I think that's leadership. That is what we're doing.
Everybody knows. There's four areas of leadership that is so
essential Mikail that it often gets confused and diluted. The
first area is called management of attention, and in that
(10:33):
area you basically have a plan. This is who we are,
pretty simple, This is who we are. The second area
is called management of meaning. And management of meaning is
this it says, I can explain the plan simply to you.
Eisenhower has five levels of excuse me. Albert Einstein had
five levels of intelligence that he worked and Brilliant was fifth,
(10:56):
and simple was one. A simple plan that can be
easily explained. That's the second area, management of meaning. The
third area is is management of trust. You trust me
to be consistent every single day as the leader. I'm
gonna be here, I'm gonna do this, We're gonna stay
on course. And then the fourth area is management of self.
(11:16):
How you handle yourself, how you stay within the framework
of the process.
Speaker 4 (11:19):
Those are the four areas, and unless you're good and
off four, your team will fall apart.
Speaker 1 (11:25):
I understand.
Speaker 3 (11:26):
So what would be the criteria that we would be
looking at to see if Ferrari are headed in the
right direction? Not like, hey, good job, you're back on
track now, just headed in the right direction. Would it
be winning one to a five race because we have
ten races remaining in the season, So would it be
getting close to get.
Speaker 4 (11:46):
This incremental improvement?
Speaker 5 (11:47):
I mean, Bill wallsh wrote a book called The Score
takes care of itself. So the only way to know
if Ferrari's back is if their process and systems are
in place and they're operating within that and we can
see improvement with than that, We're not looking to go
from bad to great. That's that's that's for Hollywood movies.
We're looking for incremental improvement. We need to do this
(12:08):
on a daily basis.
Speaker 3 (12:09):
Undersaid that, all right, So that's gonna be it for Ferrari.
Coming up in the next block, we're going to be
talking about olping and as we just mentioned, right, lead
leadership and having the goals is vital for how a
team actually moves forward, So our being have take have
restructured the entire organization for this.
Speaker 1 (12:28):
How does this fair?
Speaker 3 (12:29):
What's going to happen to our being and what's Michael
thought and leadership with.
Speaker 1 (12:33):
Our being coming up? That's gonna be after the break. Yeah.
On the F one Betting Podcast.
Speaker 2 (12:59):
Welcome to v since F one Vetting Podcast, the only
F one handicap you'll ever need. You're your hosts F
one technical analyst Michael Miranda and betting expert Ben Wilson.
Speaker 1 (13:12):
Welcome back to the F one Betting Podcast. I'm host
Are Miranda.
Speaker 3 (13:15):
And now I'm going to be talking about it's Sam
that's somewhat.
Speaker 1 (13:19):
In between and no bets. I'm still unable to keep
move forward. But they'll be talked about Alpine.
Speaker 3 (13:25):
So Michaels said, alqeen have just rewritten himself from Reynolds
to Alpine. They're a French owned team. There's a lot
of things going on within this organization. First of all,
for the first time, Reynolds Slash Alpine have opened up
their investibule. It used to be owned by the French
governments and now they've opened up for other investors to
come in. So you have big stars by the name
(13:48):
of Ryan Reynolds, Rob mcelhaney, Michael B. Jordan who are
in this investment group who has put a twenty four
percent stake in the team as well. They've had a
complete management overhaul. So write before we went to DEnumber
break right, we had the team principal again head coach
that's going to be the same Otma Zapf now had
(14:09):
been asked to leave Alping. Prior to that, the CEO
of Alping, Lona Rossi, was asked to leave. So we've
had two major major roles at Alping take their departure
from the team and now we're just under a temporary person.
He's going to try to lead the team, and he
said in an interview that he is in no rush
(14:31):
to field the positions of CEO and team principal. So
I've got two questions. Yeah, the first one, when you
open a team up to new investors and they had
their own way of running things, even though it's a
minority stake in the team, does that affect how you
make decisions moving forward as a team.
Speaker 4 (14:53):
Well, I don't think you can.
Speaker 5 (14:55):
You know, when you bring minority investors in that have
really there's only could be one leader. You know, there
only can be one person in charge of the team,
and if you have too many people in charge, you
have a committee. And they've never dedicated a monument to
a committee. So I think it's great to get the investors,
but I also think you're going to need to have
one voice. You know, that's where leadership comes in. There
(15:18):
has to be one voice on the program. And if
you have that, then everybody can fall in line. So
great to bring the investors in, but you know they're
not up to speed on actually what's going on, and
I think it's going to be hard for them too,
and only only they could offer would be a little
bit of a of a kind of a misconstrue because
(15:40):
they don't really understand the whole problems understand.
Speaker 3 (15:43):
So that situation can sort of be similar to the
Washington Commanders when the sale who just gone off from
Dan Snyder move when you're going to have new ownership
come in. Is that a similarity that you see here
with Alping and Washington Commanders.
Speaker 4 (15:58):
Well, I mean the Washington sold their team to new owners.
Speaker 5 (16:01):
It sounds like this is just bringing in minority investors
and there's still going to be a structure within place.
So I do think it's a little different. But look,
part of the job when new comes in and if
there's someone new running the organization, everybody has one hundred
day plan looking forward to say this is what we're
going to do. But unless you really understand what the
problems are, you really need one hundred day plan looking backward.
(16:24):
And you need to ask the right questions and you
need to find the right answers, and you need to
make sure that people don't try to just assume this
is the issue, and you've got to find it and
identify it. That's the job of the leader, and it
takes questions.
Speaker 4 (16:38):
It takes the right questions understood.
Speaker 3 (16:42):
Since the immediate fact departeret off CEO and Team Principle
has been made effective and they have an interim Team
Principle who's also acting as interim CEO, are out being
as an organization in big trouble here since they don't
have any leadership.
Speaker 1 (17:04):
You just have someone in the interim.
Speaker 5 (17:06):
Yeah, I think that's going to be an issue, right,
I think you're gonna have They're as as anything. You're
gonna need somebody in command. You're gonna need somebody to
steer the ship, somebody to identify the problems of today,
someone to identify the problems of tomorrow and six months
from now. So I think it would behoove the organization
to find that person because it's hard to when you
(17:29):
have again. It goes back to Steve Jobs and focus. Right,
Apple was running much like you've described this way of running. Right,
They had a lot of different people. That's why they
had twenty products on the market. But once Jobs came back,
that all eliminated. And I think that's ultimately what they
need here.
Speaker 3 (17:47):
Okay, so they need some sort of leadership. How often
do you see interim team principle and team CEOs get
actually promote it to being full time CEOs and team principal?
And is that beneficial to see the interim a person
(18:07):
move up into this role and take the company forward
for the next couple of years unless they decide again
to change ownership.
Speaker 5 (18:16):
Well, I think you've got to give the interim coach
leader some authority or else. He looks like a substitute teacher,
and we all know that when there was a substitute
teacher at school, nobody really paid attention to the class load.
Nobody paid attention to the workload, So you have to
give the interim some teeth to see if he actually
or she can do the job. So to me, that's
(18:38):
the number one thing. Interim is a title, But do
you have a chance to keep the job? Can you
make decisions? What is the.
Speaker 4 (18:44):
Runway of your ability to lead?
Speaker 5 (18:47):
And if your ability is to just manage keep everything
in shape until we get a new guy, that's going
to be really hard to judge.
Speaker 3 (18:55):
If the pressure is on the interim and he's looking
to have his hopes up moving forward in his career,
do you think he's going to be questioning his decisions,
especially with a listers from Hollywood, And we're having a
lot more Hollywood come in to Formula one.
Speaker 1 (19:13):
We're seeing that more often. We're seeing the.
Speaker 3 (19:15):
Viewership in America boosts much more than it has ever
been ever since the Netflix series Drift to Survive. So
we're having a lot of these A listens comeing in
and they want to put their mark in as well.
In Formula one, and you have an interim CEO, team
principal who is trying to lead for the moment and
no one knows what the full picture is. Do you
(19:37):
think the CEO will be under pressure to perform for
the investors, or he's going to be under pressure to
perform for himself.
Speaker 4 (19:47):
I think it's more for himself.
Speaker 5 (19:49):
I think you know, when you're in a leadership role,
if you try to make everybody happy, you make no
one happy. And so I think he needs to make
himself happy, do what he believes is right. Genuine leadership
is is the most important, being authentic to who you are.
When you try to be someone else, when you try
to be the leader that someone else visualized that the
people around you see that, they see right through it,
(20:11):
you become a shallow leader. So you need to lead authentically.
You need to lead with a genuine purpose that comes
from you. This is who I am, This is who
we're going to be, this is what I'm going to do.
I may not be here two days, I may be
here two weeks, I may be here twenty years, but
this is who I am, and that gives the managing partners,
all the investors an idea of who you really are.
Speaker 1 (20:32):
Yeah.
Speaker 3 (20:33):
Almozah Now was the old team principal at al Paine,
and it was alwayso said by an ex driver that
he used to be with to Joe Parrish is now
with Red Bull. He says that Alpain did not give
Outmar enough of time to prove his full potential. When
you hear from an ex driver who's been with that coach,
(20:55):
it'll be like you an ex quarterback who had been
with the coach, It'll be like Aaron just talking about
Ntal Hacket in the Jets right where.
Speaker 1 (21:03):
Don't talk about my coach that way.
Speaker 3 (21:05):
When you hear that, is that going to be concerning
for ol Pint to hear that, Hey, maybe we did
not give Otmar a full term to prove himself because
he just came in this season and they let him
go halfway through.
Speaker 5 (21:23):
Yeah, I think I think obviously they let him go.
There's deeper reasons why they let him go, and I
don't know, we don't know what they are, but clearly
it was something he wasn't connecting and ultimately who was
the information going to. You know, we see this quite
a bit, you know, players that don't like the coach
(21:43):
or feel they're getting too hard. We just saw this
with Eric b Enemy, the offensive coordinator of the Washington
football team. You know, the players were complaining about him.
They took it to the media. Does that affect his
leadership style? No, but the head coach kind of didn't
defend him, so you know, there's always more to a
story that meets the eye. But for me, when you
(22:04):
can't get people to engage and follow you, you have
two choices. Either you changed leadership or you change the people.
And I'm sure the ownership group felt it was a
lot easier to change the leader.
Speaker 4 (22:16):
So.
Speaker 3 (22:17):
Changing the leader seemed to be the easier roup in
this case. It looks like, but when I look at Alpine,
they just signed Pierre Ghastly to the tee to the
team is completely French owned, French oriented right now. So
you have Pier Ghastly, you have Stevan Khan, who are
French drivers driving for Alpine, and their recent struggles has
(22:37):
come down to the fact that there's either been mistakes
from one of the drivers or it's.
Speaker 1 (22:43):
Been a durability on the engine issue.
Speaker 3 (22:47):
And when I look at that and I heard that
Zafner was let go, I felt like Alpine needed to
give an answer to someone, and so they said, hey,
we can let up my girl.
Speaker 1 (22:59):
We can always replace them with.
Speaker 3 (23:00):
Someone instead of looking at the team and maybe looking
at someone deeper in the organization. Should Alpin have gone
with the route of looking deeper in the organization and
ask Otma, what's your plan to move forward with these
issues that we're having or are they in the right
or letting Autma go?
Speaker 5 (23:18):
Well, it's hard to know what their issues are. I
think the best way to find talent is to have
a criteria. As a leader, right, who do you want
to be? What are you looking for? You know, as
an ownership group, what kind of leader do you want?
You know, what kind of leader do you need? And
I think a lot of these problems stem from not
identifying what you're looking for.
Speaker 4 (23:39):
You randomly search.
Speaker 5 (23:40):
The FBI doesn't look for serial killers that open up
the phone book.
Speaker 4 (23:44):
You know, they have a profile on what they're looking for.
Speaker 5 (23:46):
It's the same thing with trying to find talent. You
have a profile for what you want as a leader,
what you want for players. And it seems to me
like there's a lot of people stirring the pot. One
of the things we learned in leadership is this thing
called the Dunning Kruger effect, which is essentially people from
outside industries take on a new industry they've had success
in what they did, but then they come into a
(24:07):
new industry and they don't They think they can manufacture
the success when they really don't have enough expertise to
manufacture it. So I think, to me, there's too many
people in the pot here that really are going to
have a hard time and it's creating confusion.
Speaker 3 (24:23):
Understood, So we just need to figure out where the
team wants to go and who needs to be answered to.
That way out being can sort of streamlined the decisions
moving forward. That's going to be it for today's podcast. Michael,
thank you so much for your time in giving your
insight on all these teams. I know you're not an
(24:44):
expert on Formula one, that's why they have me, but
you have an expert in leadership and it has helped
the Formula one community get a better idea of two
teams in different stages and rushing through exactly how to
get through and have ideas of what's yet to come.
Speaker 1 (25:02):
Right, So stay tuned, Gauz. Next week is race week.
Speaker 3 (25:06):
We are headed to Netherlands and it's gonna be amazing
to see the Dutch Grand Prix. Gonna be orange everywhere,
and you see Max has happen take the flag yet again.
Speaker 1 (25:15):
All right, least that's predictions or maybe not.
Speaker 3 (25:17):
Tune in for next week to hear what's on their
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