Obviously, we’re all in really dangerous, unbelievable, weird, confusing and scary times with this pandemic in conjunction with the continued exposure of systemic racism many Black people and people of color face in America. It feels like it’s finally getting some of the attention it deserved hundreds of years ago.
But this isn’t about that.
This article is about a business’ response to a work stoppage (i.e. a lockout). Although this work stoppage was not caused by a pandemic, I think the response is interesting and still relevant.
During this time, many companies have had to pivot. Others have had to let people go. Others have gone out of business. I pray you’re all safe, able to roll with these ridiculously heavy punches, and bounce back if you and/or your organization has suffered major blows.
I hope this is able to help anyone out there who could use it.
The most recent National Hockey League (NHL) lockout lasted over 110 days, from September 2012 to January 2013. In this seemingly endless war—primarily over approximately $3.3B in hockey-related revenue distribution between players and owners—many of the league’s franchises suffered the ills that accompany a work stoppage caused by billionaires in dispute with millionaires over making more money.
I’m not judging these folks. I wish I had these problems.
Much comes with keeping the approximate 500 NHL players off the ice. Aside from the players not being able to play, stadium employees lose work opportunities, and the threat infiltrates local businesses from sporting good stores to bars and restaurants fans may frequent before, during or after a match. Fans are not allowed to watch, and cheer for their team. Television networks, production crews, caterers, etc. also suffer.
One large group that may be overlooked is the front office personnel of the hockey franchises. Many NHL franchises laid off employees, reduced hours or reduced pay during the lockout.
Alternatively, Buffalo Sabres owner and natural gas magnate, Terry Pegula—also owner of the NFL’s Buffalo Bills—suggested the organization figure out a way to improve itself during the nonexistent season rather than partaking in the clichéd ritual of removing those toward the bottom of the organizational chart when a firm is looking to save fiscally. Consequently, the Buffalo wing of the NHL birthed “Sabres University.”
Terry Pegula
At Sabres University employees of the Sabres taught classes to other employees. The idea was the brainchild of Brent Rossi, vice president of marketing. More than 30 courses were made available. Each class was worth three credits, and over 100 students were required to complete a total of 30 credits. Subjects ranged from “Photoshop for Beginners,” to an ice installation course aptly titled, “Putting the Ice in Hockey.”
Classes took place twice per week. Some subjects including “Customer Service Training,” “History of the Sabres,” and “Risk Management” were mandatory. Several classes were taught by professionals in their field. For example, “The Evolution of Sports Sponsorship and Its Impact on Our Organization” was taught by John Livsey, vice president of sales and business development. Assistant Conditioning Coach, J.T. Allaire taught “Strength Training,” and Announcer Brian Duff led “Behind the Scenes of a Sabres Broadcast.” Pegula’s wife, Kim, taught a class on team ownership.
Sabres University aligns directly with my personal and social values on several levels. Presenting opportunity for increased fellowship among employees, order, stability and empowerment via teaching and learning during a period where other organizations are struggling demonstrates forward-thinking and empathetic decision making.
It appears as if Pegula was prepared for a moment like this when he stated, “If I want to make some money I’ll go drill a gas well,” during his first press conference after purchasing the team in 2011, a press conference in which he became teary-eyed when staring at the faces of Sabre hockey legends he once cheered for who now sat in the audience, cheering for him.
Pegula’s passion for the team and financial flexibility can easily provide a morale boost for employees, and make an organization like that a sought-after work destination. Sabres University can also serve as a learning model for other organizations on how to creatively manage during a crisis.
Not only did the organization manage to “make lemonade” with the lemons the lockout provided but planted seeds from said lemons in hopes of “producing more lemonade”.
The organization’s strategic use of time during crisis not only allowed non-player employees to keep their jobs but allowed them an opportunity to grow as people.
Ultimately, the action taken by the Sabres during the lockout promoted efficiency and synergy. Speaking as a teacher and life-long student myself, teaching is powerful as is learning.
Forgive me if this next sentence reads a bit funny.
Giving employees the opportunity to pass knowledge on to others, displayed the power to control the creation of power in a way that only created and distributed even more power.
The fact that I’m not into hockey made this even more impressive to me. I hear it’s great live, though. … And I would pay to drive a Zamboni.
What do you think? If you were in the position the Sabres were in how would you have handled it? Would you change anything?
Thanks for reading!
Aurelio, Part Time Adult