Tim W. wrote:
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oh, and for FWIW, some of the roles you mentioned above (scouting, running the business side, etc.) are largely handled - or can be - by assistants. the key becomes whether the GM is smart enough to hire the right people for those jobs. further, nash has not exhibited any DOCUMENTED ability to scout or judge players, because he's a player, and not a GM...but to assume he doesn't know other players' strenghs & weaknesses as well or better than most involved in scouting/coaching/managing is, IMO, patently absurd. i'm speaking only, of course, of pro players, and the realistic limitation that comes with the fact that he doesn't 'see' as many players who aren't his direct competitors or teammates.
lastly, i absolutely agree that being a great player does not equate to being a great coach or manager...but i do think that the TYPE of great player (or hell, mediocre player) one is can be a sign of the type of coach/manager one can be. nash gets it. he wasn't someone born with a gift to be great, he made himself great. there is probably not a harder worker in terms of preparing himself mentally & physically to be the best he can be in the L, and i think those traits go a long way in determining how successful - or not - one can be at managing.
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