Managers: Part I Tripping with the Ants

(This is the first article in a four-part series on Harvard's athletic managers.)

Managers at Harvard are an unusual breed. As a group, they are probably the most professionally capable, easily likable, and devoutly involved people in the whole sports program. At the same time, they make up the most amusing collection this side of Cambridge City Hall. Last week, a group of them got together with the CRIMSON to talk about their motivations, duties, and diversion.

A question that has puzzled many spectators at Harvard contests is the large number of managers. This over-abundance is most grossly obvious around the sidelines at football games. The managers said that each one did have a necessary job, part of the intricate web that keeps 40 players on the field.

This type of football organization grew up under John Yovicsin.

"In order to feel that he had a system going, he needed to have 30 managers out there-or at least warm bodies," one veteran said. "If he saw people running around the practice field without a uniform, with a football in one hand and a roll of tape in the other, at least he felt that if someone dropped in the middle of the field-and after '65 everybody thought it would be him-things would be taken care of a little more smoothly."

The managers also explained that no sport at Harvard could survive with only two managers.

Tidying Up

"When the baseball team goes on a trip, the reason I need at least another manager is that when you get to an airport you can count on the bus going to the hotel not being there. So one manager has to be the first guy off the plane and rush out to find a bus," baseball's Hollis McLoughlin said.

"Also, you have to have one guy stay behind and get the equipment because athletes by nature don't feel like they have to pick up their equipment.

"Some player will leave not only his equipment bag but his personal bag at the check-out counter and arrive at the bus going. 'Hey Hollis, Hollis, where's my stuff.' And when you eventually get to the hotel, again you need at least two managers. One to go in and deal with the hotel people, who inevitably have the whole thing screwed up. The other to stay in the bus and attempt to hold the players back by saying, 'yeh you'll be in your rooms in five or ten minutes if you just wait'."

The managers continued by saying that keeping your eyes on people, especially players, is a big part of staying on top of the situation. This is important because anything that happens on a trip is under his jurisdiction. They feel that in their own sport, along with the captain and coach, a cabinet is formed, possessing the administrative powers which run the team.

One of them cited an "administrative" act put into effect by the manager as the procedure of giving athletes a money allowance to get something to eat the night after a game. The amount of money varies depending on the situation. The group agreed this sort of thing is allowed for sometimes in the travel budget which they make out themselves but the idea is usually frowned upon.

"On the most part, I never try to give my players money unless we're coming back late to Boston. Then I'll give them maybe two dollars or so, but no more because you know they'll just go out and spend it on a movie or something," soccer manager Walt Tomford said.

"The thing is, you have a responsibility if they didn't get dinner to give them two dollars, but in my experience it's crazy to give guys money and let them go out and eat on their own," McLoughlin added. "I just have a theory that you eat as a team."

"It's better for them too, cause some of them are not too bright and they wouldn't eat at all. They'd go out to some sleazy joint and get hamburgs," hockey's Max Bleakie chimed in.

McLoughlin was babbling about something at the other end of the table.

. . . "And the other thing is that when you have a big team they're like a mass of ants or flies. You've got to keep them together. if one gets out they'll all follow. So if you're in charge of 25 people and if they get away from you. you may walk into a restaurant and have the owner come up to you and all of a sudden Gay. 'oh, they told me you were going to sign for this $200 bar bill."

(Wednesday-Part II: A Manager's Guide to Better Hotels on the East Coast.)