![]() "He doesn't want us to have any excuses for not getting it right on Sunday," Johnson said of Reid. Plus, by working to swiftly eliminate small concerns and distractions, Reid freed up his players to focus on what really mattered during practice weeks - which is crucial for a thriving workplace, too.ĭistractions carry a heavy workplace toll, and the best bosses know how to get out of their employees' way so everyone can focus on their most important work. "Most of the things we brought to him, he trusted just like that."Įmployees want that kind of response: Two of every three American workers in a survey of more than 1,500 people said their manager could do a better job giving immediate feedback. When players said they were wearing pads too long and running too many plays at practices, Reid immediately changed his practice formats, Johnson said. (Swift wore a leather-accented vintage Chiefs sweatshirt from a Kansas City shop to the game that day.) AP Photo/Reed. I definitely believe you need a player that, to create mismatches, throw the defense off a little bit, even just a little small motions and. I'm seeing it a lot more, Reed said of the style of play. They gave him a chance to act swiftly to address their concerns, too. Some people guessed it could be Chiefs memorabilia, or bedazzled Chiefs gear. The gadget guy is not new in football, but players like Hill, and now Reed, provide a weapon on offense against today’s speedy defenses. Reid's meetings did more than just allow players to vent. Rushing the ball his stats were 2,340 total rushing yards, 8 rushing. When he was in Kansas City he wore number 32. A star at Colorado, he played five professional seasons as a running back from 1977 to 1981. Similarly, employees feeling uncomfortable voicing honest opinions and concerns is often a sign of dysfunction, behavior expert Nir Eyal told CNBC Make It last month. Kansas City Chiefs: 1981: Denver Broncos: Tony Reed (born March 30, 1955) is an American former college and professional football player. That openness was crucial: When employees feel empowered to raise concerns and share new ideas, they become up to 50% more productive, research shows. It was an open forum for team members to air their concerns. ![]() "Whenever we started that meeting, the first thing he would say is, 'All right, what gripes do you have?'" former Kansas City linebacker Derrick Johnson told ESPN in 2020.Īt the meetings, players could complain about anything: the length or intensity of practices, the food in the cafeteria or whatever else was on their minds. So he established regular meetings of a "player's leadership committee," where one player from each position room was invited to share any of his group's concerns. But when Reid first started in Kansas City, the team was weathering a rough patch, and he needed to quickly build trust with his players.
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