October 23, 2025 • 14 mins
Paul Corvino sits down with Stan Kasten, the CEO of the Los Angeles Dodgers.
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Episode Transcript
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Speaker 1 (00:02):
This is CEOs. You should know with division president of iHeartMedia,
Paul Corvino.
Speaker 2 (00:07):
Today I'm here with Stan Caston, president and CEO of
the Los Angeles Dodgers. Or I should say the world
champion Los Angeles.
Speaker 1 (00:14):
Yes, you should. You should never forget that. You keep
repeating that as office possible, like I do.
Speaker 2 (00:19):
And I will. So let's find that about how it started.
Where'd you grow up?
Speaker 1 (00:23):
I grew up in a little town on the Jersey Shore,
Cold Farmingdale, and that's right right above Toms River in
that area. It's above Toms Rivers, just west of Asbury Park.
Speaker 2 (00:35):
And did you grow up a sports fan? Playing George? Oh?
Speaker 1 (00:38):
Yeah, yeah, as early as I can remember, which is eight.
It's the first time I watched a baseball game. It
was the World Series in fact, Yankees against the Pirates.
I remember it like it was yesterday. But I was
hooked from then on.
Speaker 2 (00:52):
Yep. And so you grew up in New Jersey. And
did you know young that you wanted to be in
the sports business. Well, yeah, but I didn't know how
to do it.
Speaker 1 (01:02):
So went to school, went to college, went to law school.
Speaker 2 (01:06):
And I was where'd you go to school?
Speaker 1 (01:08):
I went undergrad I went to one year at Rutgers,
in three years at NYU in the Bronx, the Bronx campus,
and then for law school, I went to Columbia.
Speaker 2 (01:16):
So you so you got a lawd degree at Columbia
University and the school that Louke Garrick went to. And
where where did you go from there? What was your
first job?
Speaker 1 (01:26):
Well, right after law school, I took two bar exams,
New York and New Jersey, which was a strain. And
before I started work at a New York law firm,
I drove around the country for a vacation doing what
I do now, which was going to baseball games. And
it was one night in Saint Louis that I noticed
(01:47):
the new owner of the Braves, a guy whom we
all know now but didn't know then named Ted Turner.
And I walked up to him at the end of
the game and we kind of hit it off, and
he invited me down to Atlanta, and I've lived in
Atlanta ever since. That's, you know, almost fifty years.
Speaker 2 (02:04):
You were a lawyer at that I'm a lawyer yet
you were.
Speaker 1 (02:06):
Just no, just about to start with my first job,
and so working for Ted, he invited me down and
he had hired me.
Speaker 2 (02:14):
How did you get to meet Ted at the ballgame?
Speaker 1 (02:16):
When when we were all filing out of the stadium,
I said to my wife, you know that's that's the
owner of the Braves, and I'm just going to go
up and chat them up and see how that works.
And I did, and he was incredibly approachable. We started chatting.
He gave me his card, I wrote him a letter.
He invited me down, and as I said, I've lived
(02:36):
in Atlanta ever since.
Speaker 2 (02:38):
That's an amazing story. Yeah, you went up to a
kid out of college basically at a law school.
Speaker 1 (02:44):
Yeah, I had not a league law degree. That was something, okay,
I started with something. I didn't know where that law
degree would land. I was an antitrust lawyer, so I
was preparing to do that, but I thought I'd end
up in sports. I didn't know if i'd have to
be on the agent side, which thank god, I didn't
have to do that, or whether i'd want it with
(03:05):
a team or a university or a conference. But I
wanted to get into sports, but I thought starting out
as an antitrust lawyer would be a good way for me.
Speaker 2 (03:14):
To begin with four twenty five year old kid out
of law school. You go up to Ted Turner at
a baseball game, yep, and he gives you his card.
He says to call him, and then you get a job.
And what's the first job?
Speaker 1 (03:28):
I was well, executive assistant, but I had to do
legal stuff. This was before there was anything known as
sports law didn't exist in nineteen seventy six. But I
was doing miscellaneous things for him at the Braves. He
was just about to buy the Hawks. On my first
day at work, I attended a meeting with outside council
(03:49):
leading up to the purchase of the Hawks. And then
he also had a billboard company and a TV station.
So I was doing a lot of miscellaneous things. But
the people who were around Ted so that he had
hired me, I don't think they knew what to make
of it, but they said, listen, Stan, just stay close
to Ted. He has a tendency to get in trouble.
(04:10):
Just stay close to them. Don't let him get into trouble.
Which is interesting because later that week, on Thursday, he
was out of town at the World Series and had
said some things that were regarded as tampering back then.
Speaker 2 (04:23):
South My first week on the job.
Speaker 1 (04:24):
He was suspended for a year, and that's how I
began my career.
Speaker 2 (04:27):
Yeah, so how long did you work for the that
lanth of Bridak twenty seven years? Twenty seven years? And
what was the progression?
Speaker 1 (04:35):
About a year later Ted had gone off and won
the America's Cup. It was the first year of owning
the Hawks. He gets back, He's not happy with how
the Hawks are working out, and so he fires the GM.
Speaker 2 (04:47):
He had met a friend.
Speaker 1 (04:49):
Sitting on the front row of the Hawks games who
he asked to take over temporarily and let's go find
a GM. And that guy says, okay, but I need
someone to do the work. I hear you have this
young lawyer at the Braves, which was me. I filled
in and he and I hit it off, and I
was there for two years when there was more upheaval
(05:12):
and more drama and I was the only one left
and Ted said, you're the GM. And so that's how
I became the GM of the Hawks.
Speaker 2 (05:19):
That was eighty nine that was there, said, oh, yeah,
Pete Maravich.
Speaker 1 (05:24):
Yeah, well no, this was after Pete, but it became
after I was GM. It became the era of Dominique
Wilkins and Doc Rivers and Kevin Willis and Cliff Lavingston,
Antoine Carr. We had pretty good teams back in the day.
Speaker 2 (05:39):
Some tough teams. Yeah, tough teams. And how long did
you do that as GM?
Speaker 1 (05:43):
Well, it's interesting I did that as GM for like
ten years. But in nineteen eighty six Ted promoted me
to president of the Hawks, and the guy who had
been kind of the temporary filling guy was promote the chairman.
Speaker 2 (06:01):
You're still young at this point, yeah, I was.
Speaker 1 (06:03):
I was about thirty five.
Speaker 2 (06:05):
Yeah.
Speaker 1 (06:05):
And then three months later Ted had gotten tired of
what was going on at the Braves, and he asked
me to become the president of the Dodgers in that
same year, in eighty six, not the Dodgers, the Braves.
And what was interesting about that is he didn't ask
me to do it instead of the Hawks.
Speaker 2 (06:21):
He asked me to do both.
Speaker 1 (06:23):
And I said to him, no, Ted, I mean, that's
that can't be done.
Speaker 2 (06:28):
I said, oh, Stan, you can do it. You'll be
the only guy running two teams.
Speaker 1 (06:30):
Isn't that right? I go, yeah, Ted, do you know
why that is? Because it's such a bad idea. But
Ted and I had this understanding. When he and I
disagreed on something, we just did things his way, and
so that's how I became the president.
Speaker 2 (06:45):
I got to ted pretty well when we were when
I was running a division for AOL YEP after the merger,
and spent quite a bit of time with him down
in Atlanta. Interesting character.
Speaker 1 (06:55):
Well, for the next fifteen years. So my office wasn't CNN,
so I know that whole company really.
Speaker 2 (07:02):
Well, yeah, so what was the move? How did you
move from there? I know you've gone to other teams.
Speaker 1 (07:06):
And what was Well, I did that for the next
you know, for another fifteen years or so, and that
was like two thousand and three, two thousand and four,
right when the company was moving away from non core
assets and I had spent so much time building up
these assets. By then, I had also become the president
of the Thrashers, and I had become the chairman of
(07:28):
Phillips Arena, which we had to build. I didn't want
to be a part of dismantling that, and so they
let me go and I moved on to another rebuilding
effort in Washington, where Baseball had just moved the Montreal
X Bowls to Washington and together with some partners and
I we wound up buying the team, and I spent
(07:51):
five years when you were president there. That was two
thousand and six that I went to Washington.
Speaker 2 (07:56):
So you went to Washington and you did the same thing.
You built up a team there. Yeah, it wind up
having a great franchise, a great.
Speaker 1 (08:03):
Franchise which went on after I left, with the front
office we put in place. They also won a World Series.
I'm very proud of their effort. And we built a
new stadium in Washington. It was a very cool time.
Speaker 2 (08:14):
That's a very very very cool story. And then from Washington,
where'd you go? Well, how did you eventually wind up
becoming I.
Speaker 1 (08:23):
Told these partners, these new owners in Washington, I would
give them five years and at the end of five years,
I was going to leave, which I did. Didn't know
if i'd retired, which I had tried five years earlier
that didn't work. Well. This one wasn't working either. So
I got together with Mark Walter and the people at
Googenheim and there was a team for sale at that time,
(08:44):
the Houston Astros, and so we started digging into that.
But midway through that, through my connections in baseball. Someone
whispered in my ear. This was twenty eleven. Something's about
to happen. And I went to Mark Walker and I
told them that the Dodgers may become available. And he
and I had the same reaction. WHOA, that's a horse
(09:07):
of a different color. That's the Dodgers. And that's how
I felt. And so we shifted gears, and we knew
it would take a maybe another year to get done,
but we also thought it would be worth it because
the Dodgers are unlike any other.
Speaker 2 (09:21):
What's the secret, sauce to being successful in being a
general manager and a president and running a sports franchise?
What is it that made you successful?
Speaker 1 (09:32):
I do this speech a lot. I do it for
sports people, I do it for a franchise, I do
it for regular companies and all other and I think
the answer is the same. It's going to sound deceptively simple,
and that is, hire good people, let them do their job. Now.
Speaker 2 (09:47):
That sounds easy, right, By the way, that's a current
theme on this show as I'm interviewings.
Speaker 1 (09:52):
That sounds super easy. How Come it doesn't happen more often?
If it's that easy, right? You always see infused hierarchies.
You see owners or management level people diving into areas
that they don't have expertise.
Speaker 2 (10:07):
All the time.
Speaker 1 (10:08):
I would say that's more the norm than the simple way,
which is provide the resources that you're employees need, provide
the direction, provide the guidance, and provide the time they
need to allow a plan to roll out. If you
do those things and if you have the right people,
that's how you succeed.
Speaker 2 (10:25):
As I said, it's a common story that goes across
all businesses. Yeah, because it works. What do you spend
the most amount of time on?
Speaker 1 (10:31):
I couldn't answer that straight because every day is a
new challenge. I spend a fair amount of time with
the baseball people. I spend a fair amount of time
with the business people. I'm kind of a dinosaur in
this this because we no longer have one GM or
one president with a background in both. That doesn't happen anymore.
Now we have increasing specialties, and we have specialists here too.
(10:53):
But because I have a background and experience and I'm
a lawyer, I cut across all of or business departments
and there's no predicting what's going to be more important.
Speaker 2 (11:04):
Let me ask you this. You had a sort of
a meteoric rise, came right out of school and.
Speaker 1 (11:08):
Didn't feel meteoric. But okay, I take your point.
Speaker 2 (11:12):
What would you what advice would you give your twenty
one year old self that wanted to get into this business.
Speaker 1 (11:19):
I say, prepare for the job you want. Like I
was telling you, when I was in law school, I
assumed I would be an anti trust lawyer for at
least a period of time. But I wanted to be
in sports, and so whenever I could, I was studying
and reading up on everything I could involving the law
of sports. Again, I didn't know where it would lead,
didn't know if I'd be on the player side or
(11:39):
the management side. But I was prepared when my opportunity
for good luck arrived. And that's what I tell people.
You don't know if turning the corners, something might happen
that will be an open door for you. Are you
ready to capitalize on that opportunity when it gets there?
I think I was. I also was ready to.
Speaker 2 (12:00):
He's got to be a player who's not playing, He's
got to be ready for when that time comes. It's
very simple.
Speaker 1 (12:06):
It is the same. It is the same thing, and
so I prepared for it. I tell everyone prepare for
the opportunity that you don't know when it's going to
show up, but chances are you're going to get opportunities
in your life, and are you prepared to take advantage
of them when they get here.
Speaker 2 (12:21):
That's really that's that's that's great advice for people out there.
When you're looking for ballplayers. I know you're looking at
their talent, their statistics, what they've done. Is there any
anything more? Is there something special? Is there?
Speaker 1 (12:36):
Well, talent is always the number one, but right behind
it is do they love their sport. I'll give you
an example. Dominique Wilkins had more talent than any human
I have ever seen.
Speaker 2 (12:47):
But he became an all time great Highlight.
Speaker 1 (12:49):
The Human Highlight film. Yeah, we added the word electrifying
to his name in every press release because that's how
we wanted him to be known when we and I've
known him since he was right out of school. But
all day every summer he would be in the inner
city gyms playing basketball getting better. There's no level of
(13:11):
talent more important than do you love to play the game?
Speaker 2 (13:14):
Do you love to win? Do you love to get better?
Speaker 1 (13:17):
At it in every sport. If you're a guy who
just comes and correct can get check because of the
talent you have, that'll carry you so far. But the
truly great ones love what they do and do it
all the time because they want to get better and
better and better.
Speaker 2 (13:31):
You apply that philosophy to other jobs.
Speaker 1 (13:33):
Your head of marketing, well, I look for people like that.
People ask me what quality do I look for? Are
you a self starter? And by that I mean I
know I don't need to call you every day to
tell you what you have to do today.
Speaker 2 (13:45):
I want you to know that way before I know that.
Speaker 1 (13:48):
I want someone who has the responsibility to understand his mission.
If I've explained it correctly and he knows everything he
has to do to get that job done, that quality
is second to none.
Speaker 2 (14:01):
Well again, thank you very much. We've been speaking with
Stan cast In, the president CEO of the Dodgers. Thank
you so much for being on the show.
Speaker 1 (14:08):
Oh what's my pleasure?
Speaker 2 (14:09):
Thanks for having me again. This is Paul Corbino, the
division president at iHeartMedia saying thank you for listening to
another episode of CEOs you Should Know.
Speaker 1 (14:19):
Listen to CEOs you Should Know on the iHeartRadio app,
This is CEOs. You should know with division president of iHeartMedia,
Paul Corvino.
Speaker 2 (00:07):
Today I'm here with Stan Caston, president and CEO of
the Los Angeles Dodgers. Or I should say the world
champion Los Angeles.
Speaker 1 (00:14):
Yes, you should. You should never forget that. You keep
repeating that as office possible, like I do.
Speaker 2 (00:19):
And I will. So let's find that about how it started.
Where'd you grow up?
Speaker 1 (00:23):
I grew up in a little town on the Jersey Shore,
Cold Farmingdale, and that's right right above Toms River in
that area. It's above Toms Rivers, just west of Asbury Park.
Speaker 2 (00:35):
And did you grow up a sports fan? Playing George? Oh?
Speaker 1 (00:38):
Yeah, yeah, as early as I can remember, which is eight.
It's the first time I watched a baseball game. It
was the World Series in fact, Yankees against the Pirates.
I remember it like it was yesterday. But I was
hooked from then on.
Speaker 2 (00:52):
Yep. And so you grew up in New Jersey. And
did you know young that you wanted to be in
the sports business. Well, yeah, but I didn't know how
to do it.
Speaker 1 (01:02):
So went to school, went to college, went to law school.
Speaker 2 (01:06):
And I was where'd you go to school?
Speaker 1 (01:08):
I went undergrad I went to one year at Rutgers,
in three years at NYU in the Bronx, the Bronx campus,
and then for law school, I went to Columbia.
Speaker 2 (01:16):
So you so you got a lawd degree at Columbia
University and the school that Louke Garrick went to. And
where where did you go from there? What was your
first job?
Speaker 1 (01:26):
Well, right after law school, I took two bar exams,
New York and New Jersey, which was a strain. And
before I started work at a New York law firm,
I drove around the country for a vacation doing what
I do now, which was going to baseball games. And
it was one night in Saint Louis that I noticed
(01:47):
the new owner of the Braves, a guy whom we
all know now but didn't know then named Ted Turner.
And I walked up to him at the end of
the game and we kind of hit it off, and
he invited me down to Atlanta, and I've lived in
Atlanta ever since. That's, you know, almost fifty years.
Speaker 2 (02:04):
You were a lawyer at that I'm a lawyer yet
you were.
Speaker 1 (02:06):
Just no, just about to start with my first job,
and so working for Ted, he invited me down and
he had hired me.
Speaker 2 (02:14):
How did you get to meet Ted at the ballgame?
Speaker 1 (02:16):
When when we were all filing out of the stadium,
I said to my wife, you know that's that's the
owner of the Braves, and I'm just going to go
up and chat them up and see how that works.
And I did, and he was incredibly approachable. We started chatting.
He gave me his card, I wrote him a letter.
He invited me down, and as I said, I've lived
(02:36):
in Atlanta ever since.
Speaker 2 (02:38):
That's an amazing story. Yeah, you went up to a
kid out of college basically at a law school.
Speaker 1 (02:44):
Yeah, I had not a league law degree. That was something, okay,
I started with something. I didn't know where that law
degree would land. I was an antitrust lawyer, so I
was preparing to do that, but I thought I'd end
up in sports. I didn't know if i'd have to
be on the agent side, which thank god, I didn't
have to do that, or whether i'd want it with
(03:05):
a team or a university or a conference. But I
wanted to get into sports, but I thought starting out
as an antitrust lawyer would be a good way for me.
Speaker 2 (03:14):
To begin with four twenty five year old kid out
of law school. You go up to Ted Turner at
a baseball game, yep, and he gives you his card.
He says to call him, and then you get a job.
And what's the first job?
Speaker 1 (03:28):
I was well, executive assistant, but I had to do
legal stuff. This was before there was anything known as
sports law didn't exist in nineteen seventy six. But I
was doing miscellaneous things for him at the Braves. He
was just about to buy the Hawks. On my first
day at work, I attended a meeting with outside council
(03:49):
leading up to the purchase of the Hawks. And then
he also had a billboard company and a TV station.
So I was doing a lot of miscellaneous things. But
the people who were around Ted so that he had
hired me, I don't think they knew what to make
of it, but they said, listen, Stan, just stay close
to Ted. He has a tendency to get in trouble.
(04:10):
Just stay close to them. Don't let him get into trouble.
Which is interesting because later that week, on Thursday, he
was out of town at the World Series and had
said some things that were regarded as tampering back then.
Speaker 2 (04:23):
South My first week on the job.
Speaker 1 (04:24):
He was suspended for a year, and that's how I
began my career.
Speaker 2 (04:27):
Yeah, so how long did you work for the that
lanth of Bridak twenty seven years? Twenty seven years? And
what was the progression?
Speaker 1 (04:35):
About a year later Ted had gone off and won
the America's Cup. It was the first year of owning
the Hawks. He gets back, He's not happy with how
the Hawks are working out, and so he fires the GM.
Speaker 2 (04:47):
He had met a friend.
Speaker 1 (04:49):
Sitting on the front row of the Hawks games who
he asked to take over temporarily and let's go find
a GM. And that guy says, okay, but I need
someone to do the work. I hear you have this
young lawyer at the Braves, which was me. I filled
in and he and I hit it off, and I
was there for two years when there was more upheaval
(05:12):
and more drama and I was the only one left
and Ted said, you're the GM. And so that's how
I became the GM of the Hawks.
Speaker 2 (05:19):
That was eighty nine that was there, said, oh, yeah,
Pete Maravich.
Speaker 1 (05:24):
Yeah, well no, this was after Pete, but it became
after I was GM. It became the era of Dominique
Wilkins and Doc Rivers and Kevin Willis and Cliff Lavingston,
Antoine Carr. We had pretty good teams back in the day.
Speaker 2 (05:39):
Some tough teams. Yeah, tough teams. And how long did
you do that as GM?
Speaker 1 (05:43):
Well, it's interesting I did that as GM for like
ten years. But in nineteen eighty six Ted promoted me
to president of the Hawks, and the guy who had
been kind of the temporary filling guy was promote the chairman.
Speaker 2 (06:01):
You're still young at this point, yeah, I was.
Speaker 1 (06:03):
I was about thirty five.
Speaker 2 (06:05):
Yeah.
Speaker 1 (06:05):
And then three months later Ted had gotten tired of
what was going on at the Braves, and he asked
me to become the president of the Dodgers in that
same year, in eighty six, not the Dodgers, the Braves.
And what was interesting about that is he didn't ask
me to do it instead of the Hawks.
Speaker 2 (06:21):
He asked me to do both.
Speaker 1 (06:23):
And I said to him, no, Ted, I mean, that's
that can't be done.
Speaker 2 (06:28):
I said, oh, Stan, you can do it. You'll be
the only guy running two teams.
Speaker 1 (06:30):
Isn't that right? I go, yeah, Ted, do you know
why that is? Because it's such a bad idea. But
Ted and I had this understanding. When he and I
disagreed on something, we just did things his way, and
so that's how I became the president.
Speaker 2 (06:45):
I got to ted pretty well when we were when
I was running a division for AOL YEP after the merger,
and spent quite a bit of time with him down
in Atlanta. Interesting character.
Speaker 1 (06:55):
Well, for the next fifteen years. So my office wasn't CNN,
so I know that whole company really.
Speaker 2 (07:02):
Well, yeah, so what was the move? How did you
move from there? I know you've gone to other teams.
Speaker 1 (07:06):
And what was Well, I did that for the next
you know, for another fifteen years or so, and that
was like two thousand and three, two thousand and four,
right when the company was moving away from non core
assets and I had spent so much time building up
these assets. By then, I had also become the president
of the Thrashers, and I had become the chairman of
(07:28):
Phillips Arena, which we had to build. I didn't want
to be a part of dismantling that, and so they
let me go and I moved on to another rebuilding
effort in Washington, where Baseball had just moved the Montreal
X Bowls to Washington and together with some partners and
I we wound up buying the team, and I spent
(07:51):
five years when you were president there. That was two
thousand and six that I went to Washington.
Speaker 2 (07:56):
So you went to Washington and you did the same thing.
You built up a team there. Yeah, it wind up
having a great franchise, a great.
Speaker 1 (08:03):
Franchise which went on after I left, with the front
office we put in place. They also won a World Series.
I'm very proud of their effort. And we built a
new stadium in Washington. It was a very cool time.
Speaker 2 (08:14):
That's a very very very cool story. And then from Washington,
where'd you go? Well, how did you eventually wind up
becoming I.
Speaker 1 (08:23):
Told these partners, these new owners in Washington, I would
give them five years and at the end of five years,
I was going to leave, which I did. Didn't know
if i'd retired, which I had tried five years earlier
that didn't work. Well. This one wasn't working either. So
I got together with Mark Walter and the people at
Googenheim and there was a team for sale at that time,
(08:44):
the Houston Astros, and so we started digging into that.
But midway through that, through my connections in baseball. Someone
whispered in my ear. This was twenty eleven. Something's about
to happen. And I went to Mark Walker and I
told them that the Dodgers may become available. And he
and I had the same reaction. WHOA, that's a horse
(09:07):
of a different color. That's the Dodgers. And that's how
I felt. And so we shifted gears, and we knew
it would take a maybe another year to get done,
but we also thought it would be worth it because
the Dodgers are unlike any other.
Speaker 2 (09:21):
What's the secret, sauce to being successful in being a
general manager and a president and running a sports franchise?
What is it that made you successful?
Speaker 1 (09:32):
I do this speech a lot. I do it for
sports people, I do it for a franchise, I do
it for regular companies and all other and I think
the answer is the same. It's going to sound deceptively simple,
and that is, hire good people, let them do their job. Now.
Speaker 2 (09:47):
That sounds easy, right, By the way, that's a current
theme on this show as I'm interviewings.
Speaker 1 (09:52):
That sounds super easy. How Come it doesn't happen more often?
If it's that easy, right? You always see infused hierarchies.
You see owners or management level people diving into areas
that they don't have expertise.
Speaker 2 (10:07):
All the time.
Speaker 1 (10:08):
I would say that's more the norm than the simple way,
which is provide the resources that you're employees need, provide
the direction, provide the guidance, and provide the time they
need to allow a plan to roll out. If you
do those things and if you have the right people,
that's how you succeed.
Speaker 2 (10:25):
As I said, it's a common story that goes across
all businesses. Yeah, because it works. What do you spend
the most amount of time on?
Speaker 1 (10:31):
I couldn't answer that straight because every day is a
new challenge. I spend a fair amount of time with
the baseball people. I spend a fair amount of time
with the business people. I'm kind of a dinosaur in
this this because we no longer have one GM or
one president with a background in both. That doesn't happen anymore.
Now we have increasing specialties, and we have specialists here too.
(10:53):
But because I have a background and experience and I'm
a lawyer, I cut across all of or business departments
and there's no predicting what's going to be more important.
Speaker 2 (11:04):
Let me ask you this. You had a sort of
a meteoric rise, came right out of school and.
Speaker 1 (11:08):
Didn't feel meteoric. But okay, I take your point.
Speaker 2 (11:12):
What would you what advice would you give your twenty
one year old self that wanted to get into this business.
Speaker 1 (11:19):
I say, prepare for the job you want. Like I
was telling you, when I was in law school, I
assumed I would be an anti trust lawyer for at
least a period of time. But I wanted to be
in sports, and so whenever I could, I was studying
and reading up on everything I could involving the law
of sports. Again, I didn't know where it would lead,
didn't know if I'd be on the player side or
(11:39):
the management side. But I was prepared when my opportunity
for good luck arrived. And that's what I tell people.
You don't know if turning the corners, something might happen
that will be an open door for you. Are you
ready to capitalize on that opportunity when it gets there?
I think I was. I also was ready to.
Speaker 2 (12:00):
He's got to be a player who's not playing, He's
got to be ready for when that time comes. It's
very simple.
Speaker 1 (12:06):
It is the same. It is the same thing, and
so I prepared for it. I tell everyone prepare for
the opportunity that you don't know when it's going to
show up, but chances are you're going to get opportunities
in your life, and are you prepared to take advantage
of them when they get here.
Speaker 2 (12:21):
That's really that's that's that's great advice for people out there.
When you're looking for ballplayers. I know you're looking at
their talent, their statistics, what they've done. Is there any
anything more? Is there something special? Is there?
Speaker 1 (12:36):
Well, talent is always the number one, but right behind
it is do they love their sport. I'll give you
an example. Dominique Wilkins had more talent than any human
I have ever seen.
Speaker 2 (12:47):
But he became an all time great Highlight.
Speaker 1 (12:49):
The Human Highlight film. Yeah, we added the word electrifying
to his name in every press release because that's how
we wanted him to be known when we and I've
known him since he was right out of school. But
all day every summer he would be in the inner
city gyms playing basketball getting better. There's no level of
(13:11):
talent more important than do you love to play the game?
Speaker 2 (13:14):
Do you love to win? Do you love to get better?
Speaker 1 (13:17):
At it in every sport. If you're a guy who
just comes and correct can get check because of the
talent you have, that'll carry you so far. But the
truly great ones love what they do and do it
all the time because they want to get better and
better and better.
Speaker 2 (13:31):
You apply that philosophy to other jobs.
Speaker 1 (13:33):
Your head of marketing, well, I look for people like that.
People ask me what quality do I look for? Are
you a self starter? And by that I mean I
know I don't need to call you every day to
tell you what you have to do today.
Speaker 2 (13:45):
I want you to know that way before I know that.
Speaker 1 (13:48):
I want someone who has the responsibility to understand his mission.
If I've explained it correctly and he knows everything he
has to do to get that job done, that quality
is second to none.
Speaker 2 (14:01):
Well again, thank you very much. We've been speaking with
Stan cast In, the president CEO of the Dodgers. Thank
you so much for being on the show.
Speaker 1 (14:08):
Oh what's my pleasure?
Speaker 2 (14:09):
Thanks for having me again. This is Paul Corbino, the
division president at iHeartMedia saying thank you for listening to
another episode of CEOs you Should Know.
Speaker 1 (14:19):
Listen to CEOs you Should Know on the iHeartRadio app,
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