Professor’s Cup of Coffee: Morning Thoughts on Listening to Matthews & Nylander
Back in early June, I wrote a post about something Auston Matthews and William Nylander said during their exit interviews. They talked about wanting more mobile, puck-moving defencemen. At the time, I took that as more than a casual observation. Good for them for speaking from their perspective on the ice. They would know better than most.
It sounded like two of the team's best players were describing the kind of hockey they believed the Maple Leafs needed to play.
Now fast-forward a few weeks. The old leadership structure is gone. A new group led by GM John Chayka is in place. And one of the first things we've seen is a clear move toward the kind of speed, puck movement, and transition game Matthews and Nylander were talking about. Maybe that's a coincidence.
But I find myself wondering if it is.
Related: Professor’s Cup of Coffee: Morning Thoughts on Joe Pavelski as Leafs Coach.
What Does It Feel Like to Be Heard by Your Maple Leafs Leadership?
One of the most powerful things a leader can do is listen. Not listen politely. Not listen because it's expected. Listen and then act. I have no idea what was said behind closed doors during those exit meetings. None of us does.
But if Matthews and Nylander walked into those meetings and talked about quicker breakouts, more mobility on the blue line, and a less predictable offensive structure, they have to be looking at recent developments and seeing some alignment between what they asked for and what the organization is now doing.
That doesn't mean the players are running the team. Nor should they be. What it might mean is something much simpler. The organization gathered information from its best players, took it seriously, and used it in its decision-making process.
Good leaders do that.
Often, Leadership Is Seen as Having the Answers.
The funny thing is that we often think leadership means having all the answers. In my experience, leadership is just as often about asking good questions and paying attention to the answers. Maybe the new leadership group was already heading in this direction. Maybe Matthews and Nylander simply confirmed what management already believed.
But even if that's true, there is value in being heard. Players notice when their opinions matter. They notice when conversations lead somewhere. And trust tends to grow when people feel they are part of the process rather than simply subject to it.
So my morning coffee thought is this: perhaps the biggest change in Toronto isn't a player, a coach, or a system. Perhaps it's the possibility that the organization listened.