By LUKE O’ROARK | Loroark@postregister.com
In sports, consistency is a key ingredient to success.
The Chukars haven’t always been successful, sure, but every summer you’re going to see a consistent face walking around Melaleuca Field: Chukars general manager Kevin Greene.
The Post Register sat down with the Chukars’ GM earlier this summer to ask about Greene’s background, his management style, why he became involved with the Chukars and what the future holds for the Kansas City Royals’ affiliate. Some components of the interview, questions and answers have been cut for brevity.
Post Register: Kevin, what is the status of (the Idaho Falls Chukars) and, in terms of yourself, where you’re at personally?
Kevin Greene: “You know, this is my 35th year in baseball but I’m only 56. I started as intern back in 1984 for the Rochester Red Wings (minor league affiliate for the Minnesota Twins in Rochester, New York). Sometimes the grind gets to me a little bit. But I think I see myself not getting out of the game anytime in the next 5-to-10 years. I do see myself adjusting my schedule. I spent all morning and most of the early afternoon on a bucket lift 35 feet in the air and people look at me, like, ‘Why do you do that? You’re the general manager.’ Um, I like to do that, but, I won’t be doing that 10 years from now. I might be still working here as a GM but I might be saying, ‘Hey, I need two guys to go up on that lift’ or I might be hiring a company to go upon that lift. I won’t be doing it myself anymore.”
PR: What’s made you stay (with the Chukars) … I know you’re originally from New York.
KG: When I moved out here, I thought I was on a three-year plan to do a little bit of resume building, like a lot of people that come out here, but then you find out: not only is it a really good town to raise your family in — and you like all the atmosphere of the Jackson Hole, Yellowstone, rivers, mountains, all that — but you also find out, you know, if you find somebody that you connect with that you work for. Having that special relationship with your boss. That’s made this a special job for me. My boss, Dave Elmore, who’s owned this team since 1986, he comes out a few times a year. He lets us do our thing. I send him the reports and as long everything is to his satisfaction, he lets us run the team. And that is so important. When I worked in Rochester, we were micromanaged in Rochester. And it was tough, it was very tough. … Here, having one boss, who knows the business and knows how to manage, he allows us to take the reins and run with it.
PR: I’ve seen inside the office and I certainly understand, what it seems like, that “laissez-faire” kind of approach.
KG: It is. I’m not going to ask someone to go out and clean a bathroom right now if I’m not willing to do it myself. I went out and raked the warning track for a couple of hours. It’s what we do.
PR: Where does that management style stem from? Where does it come from?
KG: When I worked in Rochester, even though we had board oversight, when they were letting us do our thing, the staff all worked like the way we do here. I felt like we all worked on the same level and it was communicative and we all had each other’s back. And if an intern asks me, ‘Hey, Kevin, can you help me with his,’ I don’t say, ‘I’m the GM, you’re the intern’ and I don’t help him. It doesn’t work that way. We all work together, and that’s what I’ve always tried to preach and I’ve always said: I’ve worked with people that have been difficult, and I hope I never get that way.
PR: So, when did that management style start?
KG: When I moved out here in ‘93. Maybe I was a little staunched, thinking that’s how you were supposed to be, but I loosened up. We had a really small staff, and we all got along great. So, that’s what I like. I like a small staff where we can all trust each other to get their job done and if there’s an issue, we can work it out together.
PR: Because it seems like most, some businesses use that management model where it’s a “top-down”. I’m guessing you don’t believe in that (model)?
KG: You know, as long as we get our work done, it doesn’t matter (what it looks like). I’m dressed a slob right now, I’ll admit that. But I’m not going to come in here with a suit on and just point at banners and say, ‘Hey, get those hanged. I expect them to be done in 40 minutes.’ How are the people who work for me going to respect me, or want to work for me, for very long? I think that’s part of the reason I’m able to keep quality people here — people, maybe, trying to climb through minor league baseball. Quality people have stayed longer than they should have and I think it’s because they really like the atmosphere.
PR: It seems like year in and year out there’s some change, but you’ve stayed.
KG: Yeah, I’m the one constant, I guess. I think Paul Henderson is a constant. He’s from Idaho Falls and I hope when I step down I can turn the reins over to him and let him have a nice, long run at it.
PR: Any goals left for you? You mentioned 30-plus years in the business…anything that still drives you?
KG: You know, I would love to win more rings. Love to win more championships. Those are the highlights of what we do here. Some of the most memorable things in baseball are going to playoff games and rushing the field and knowing you get to start designing a ring the next week. That’s always a lot of fun. I like the camaraderie. One day I was in the winter meetings, it was after dinner and I was at a sports bar, with a lot of baseball people, and I looked around and said, ‘My gosh, I know more people here than I don’t know.’ At that point, I felt like I was a part of it.
PR: It was interesting, you mentioned earlier the feeling of winning and the playoff atmosphere, but I feel like that juxtaposes, at times, with the attitude of the club/minors. You know, ‘these kids are learning’, ‘winning may not be everything’. Any thoughts on that juxtaposition? You obviously want a viable, winning organization, but there’s also that attitude of ‘Hey, these kids are learning.’
KG: It is. This is player development. Every player out here with the ultimate goal of helping the Kansas City Royals make it back to the World Series and win one, that’s what the goal is. Along the way, it would be great if the Royals won at the Idaho Falls level, they win at the Lexington level, they win at Omaha. That’s great. It helps these kids know how to win, winning baseball players, as they are being prepared for the major leagues. We’re just fortunate as a small town with the opportunity to watch future major leaguers perform at this level in this little ballpark. I think it’s special for a town this size.
Standings (through Friday’s games)
Pioneer League North
Great Falls Voyagers (CWS) 21-13
Missoula Osprey (ARI) 17-17
Helena Brewers (MIL) 16-18
Billings Mustangs (CIN) 13-21
Pioneer League South
Ogden Raptors (LAD) 23-11
Idaho Falls Chukars (KC) 19-15
Grand Junction Rockies (COL) 17-17
Orem Owlz (LAA) 10-24
The Chukars’ first baseman has batted 11 for 21 during the previous five games including an impressive 4 for 5 day at the plate against Missoula. He’s batting .357 with an OPS of 1.017.
Bowlan — the Royals’ second round pick this previous draft — holds a 1-1 record with a 4.71 ERA. He’s struck out 13 in 21 innings pitched, and gave up seven earned runs in a 12-0 loss to Missoula on July 14.
Recent transactions (from July 5 to July 21)
– Outfielder Kyle Isbel was promoted to the Lexington Legends on July 19.
– Outfielder Hunter Strong was assigned to the Chukars from the Burlington Royals on July 17.
– Right-handed pitcher Christopher Marte was released on July 13.
– Wilmington Blue Rocks sent catcher Chase Vallot on a rehab assignment to Idaho Falls on July 10.
– Third baseman Angel Medina was assigned to the Chukars from Burlington on July 7.
Idaho Falls finishes its seven-game road trip Tuesday at Missoula before starting a three-game home series against Orem Wednesday at Melaleuca Field. First pitch is 7:15 p.m.