Monday, April 27, 2020

One-on-One with Mike Marshall

Published in SBJ March 2, 2009 


Mike Marshall broke into the major leagues in 1967 with the Detroit Tigers. Fourteen years and eight teams later, he retired, but not before making his mark as the game’s most durable relief pitcher. In 1974 he appeared in 13 straight games and won the Cy Young Award after he set single-season records for appearances (106), relief innings (208) and games finished (84).
Marshall, who earned a Ph.D. from Michigan State in kinesiology (the study of muscles and their movements), has devoted 30 years researching the art and science of pitching. He has been a tireless critic of the traditional pitching motion and an advocate for a training program he devised that he claims puts no stress on a pitcher’s arm. But he said he cannot get an audience with a major league team to discuss his findings.


Q. What’s your assessment of the business health of baseball?
Marshall: Well, I’m not involved that closely. And when I was a player rep, the owners didn’t tell us too much about the business part of it. Of course, the big business that they’re in now, and one that I predicted back in the mid-’70s, is cable television. That’s a huge revenue source for them.

Q. You saw the future in that in the seventies?
Marshall: Oh, yes. I was sitting with Ted Turner there in the old ballpark and we were talking about the different ideas that he had. He mentioned that he was going to put his team on cable television. I told him the thing I hate when I get on the radio is it’s all music. I want to hear news. I’d like an all-news station. He sort of took that idea pretty good.

Q. Are you suggesting that you gave Ted Turner the idea for a cable news network?
Marshall: (laughing) I wish I had. I’m not going to say that that led directly to what he did, but certainly he thought well of the idea. We were talking, and I had come up with a contract negotiation technique where I would negotiate the money but then I would loan the money back to the team at prime rate, which was certainly better than what the teams usually got. He liked that idea, and then we started talking about different things in business that he was doing. I guess he thought I had some ideas about how to do things a little bit differently from what was being done then in baseball. The idea of loaning money out and making interest on it made sense to me.

Q. You might have been ahead of your time.
Marshall: I always felt that baseball was an industry that could have done a heck of a lot more, and still could. Where I got into trouble was as a player rep. I kept recommending to my side of the negotiation that we should stop negotiating individual salaries and distribute the salaries ourselves by having the teams pay their percent of the total revenue into the Players Association, and then we’d come up with an equitable way to distribute the salaries that would follow a bell-shaped curve. That more than anything else is what got me out of baseball. It was more the Players Association than it was the owners that finally got me out of Major League Baseball. The idea that the agents wouldn’t make any money if they didn’t get to take their five percent for basically adding nothing to the value of baseball.

Q. What’s right about baseball? What does it do best?
Marshall: I don’t think it does anything best. It doesn’t train its pitchers; it doesn’t play the game the best. It’s all entertainment; it’s all star-driven.

Q. You had a 14-year MLB career with nine teams, won the Cy Young Award, taught for 22 years in college…
Marshall: Things went pretty well for me, much better than I ever expected. Teaching was a great joy, but I only did it where I could also be the head baseball coach. I’ve never been interested in being solely a professor, even with the opportunity to do research. I couldn’t have stayed away from the baseball field if I wanted to, which is why for the last few years I’ve been running my own baseball team: just dealing with baseball pitching.

Q. That is the Dr. Mike Marshall Pitchers Research and Training Center?
Marshall: Yeah, but I just turned 66. I’ve essentially shut that down. I’m training out those guys who are continuing into the second year of their program. As soon as these guys are gone, I’m done training baseball pitchers.

Q. Who is it that comes to you for the training?
Marshall: Over the last 10 years or so it’s been pitchers who did not get an opportunity to play college ball. And then there would be the injured players. Some were involved in college baseball, others in professional ball who were injured and released. 

Q. These are pitchers who still hope to get a shot at the major leagues?
Marshall: Yes. The purpose I had when I started it was to introduce my ideas into the pitching motion. I wanted the opportunity to take pitchers and have them try new ideas out.… to see if we can’t improve baseball pitching. The primary problem that I’ve run into over the years is the rejection by the traditional baseball pitchers of anybody using my motion.

Q. Were pitchers trained more effectively in the past?
Marshall: Who are the pitching coaches? Check their academic backgrounds. Pitching coaches are ex-pitchers. Do you think they are going to invent anything new? They’re going to do what the guy who won the first game 130 years ago did. Scientifically, it is absurd what they teach. 

Q. Your contention is that the traditional pitching motion is essentially flawed and leads to injury?
Marshall: If somebody wanted to invent a pitching motion that was inherently dangerous, that had all the elements of all injuries — you could ruin your hip, your knee, your lower back, the inside and outside of your elbow and the front and back of your shoulder — use the traditional pitching motion. 

Q. And you support this from first-hand major league experience and from a career studying the subject?
Marshall: Oh, yeah. And on my web site (www.drmikemarshall.com) I have a list of all the pitchers who were injured last year and on the disabled list. It averaged out to over six per team. That’s over half of your pitching staff. How in the world can you not understand that there’s something wrong with what you’re doing!

Q. I saw a statistic that showed there were 271 different injuries to Major League pitchers last year that put them on the disabled list. Even with a minimum 15-day stay on the DL, that amounts to several seasons of inactivity. Multiply that by the average MLB salary…
Marshall: That’s a lot of money they’re wasting with unemployable or unusable pitchers. They might want to get a little science in there as far as strategies and so on. There are different things that they can do. With pitching injuries there are resolutions, and they don’t want to deal with that. I think I would take a look at trying to find out how to prevent these injuries, and yet nobody is. Or let’s put it this way: They are, but they’re asking the wrong people. 

Q. Who are they asking?
Marshall: They’re asking orthopedic surgeons. Orthopedic surgeons are not the ones to ask about how to prevent injuries. They know nothing about bio-mechanics and how to fix them. And the bio-mechanists don’t know anything about anatomy. They’re just number crunchers, so they don’t understand what muscles get hurt and why. I know anatomy. I know mechanics. I know the laws of physics. And I’ve done it. I’m the only person that has all of the requisites to deal with pitching-arm injuries.

Q. No one else is qualified?
Marshall: Let’s put it this way: I haven’t found anyone else who is, and I’ve been looking all over for him.

Q. Wouldn’t that be helpful to an MLB organization?
Marshall: (laughing) From your lips to their ears. Pitching coaches are so afraid of me. I spent my time earning a doctoral degree. I actually know what I’m talking about. If that intimidates you, I’m sorry. But they keep saying I’m doing stuff outside of the norm. Damn right it’s outside of the norm. The norm is killing their arms and destroying the game. 

Q. So, you can help, but you intimidate people? Is there some insecurity?
Marshall: That’s exactly what it is. The pitching coaches are very defensive and insecure. 

Q. Putting aside the intimidation, and given the pitchers’ contracts and the loss of service to injuries, would it not be worth it to at least listen to an alternative plan, a plan that might conceivably keep the high-priced investments healthy?
Marshall: You’re too rational. I’ve offered to show them for free everything that I do. I’m not doing it for me. I don’t expect them to pay me anything. I just want baseball to be injury-free, as far as pitching-arm injuries that you can avoid. 

Q. You sent a letter to all 30 MLB teams in the mid-1990s offering your services. How many teams responded?
Marshall: Zero. In each letter I said I wanted to talk to them about the training program I had. I said that I can eliminate all kids of pitching injuries, yadda yadda yadda, and I let them know that I had the doctoral degree and the playing experience, that I’ve done the research since 1967. I was the first one to bio-mechanically analyze the pitching motion. I think I know what I’m doing, and I’ll challenge anybody to demonstrate that anything I do is wrong. But I can’t even get anybody to say that.

Q. You set a number of relief records, and in the 1970s you averaged two innings per appearance. Nowadays, most relief pitchers don’t throw two innings, and some of them don’t even throw one inning on successive days.
Marshall: That’s because they’re improperly trained. When I pitched 208 closing innings in 1974, I was never stiff, sore or tired. If I hadn’t thrown the night before, I’d throw at least 10 minutes of batting practice the next day. I could have pitched easily in every single game; I believe I could have pitched two innings in every single game. Of course, the hitters might have had something to say about that. 

Q. Not to minimize what closers do now, but they enter the game in the ninth inning with the lead and the bases empty and just have to get three outs.
Marshall: Go ahead and minimize it. You’ve got a lead, so if you know how to pitch, you don’t give up home runs. If you pitch fewer innings, [the hitters] don’t get to see what you do as often, and it’s hard for them to make adjustments. So, pitching 80 innings one inning at a time with a lead? That’s a walk in the park. 

Q. It’s easy?
Marshall: Billy Beane made a point. He said that if you want to get something for nothing, find a guy that can throw a little bit good and throw strikes, use him in a closing role and pump up a lot of saves, and then you can sell him for something very valuable because that’s not a very difficult man on your team to replace. He’s right! It’s the easiest gig in baseball. 

Q. How about bringing your closer in with the bases loaded in the seventh inning. That’s a save situation.
Marshall: That’s right. That happened to me a lot. I’d finish an inning and then go back out the next inning. Or try pitching tie games in extra innings on the road. Now, that’s a gig! You’ve got to get six outs and the other guy has to get three, and your team has to score in order to get a win. It always amazes me that the managers never put their alleged best closer in the game in that situation, where if they give up a run, they lose. That doesn’t make any sense. If he’s so damn good, put him out there then.

Q. What would you do?
Marshall: I would have a specialist: somebody who could come and throw the nastiest sinker or some kind of overpowering pitch. He would come into this adrenalized situation and battle his way out of just that inning. Then I’d get somebody out there with nobody on for the easy gig.

Q. Bring someone like Mariano Rivera or Jonathan Papelbon into those situations?
Marshall: Absolutely. If he’s a good pitcher, put him in when it counts.

Q. Nobody does that.
Marshall: No. You asked me what baseball does right. There isn’t much baseball does right, in my opinion, either in playing the game or advertising the game. I don’t think they have the bullpen right either.

Q. It’s a copycat system. Every team does it the same way because they’ve always done it that way.
Marshall: Pitching coaches are afraid that if they do something different and it doesn’t work, they’re going to get fired. You can understand that. The general managers are quick to fire and place the blame elsewhere, and they’re very slow to try anything innovative or to bring someone in who will be innovative. That’s why baseball is the farthest [behind] in terms of any scientific research. They don’t even want to hear it. They are anti-science, anti-intelligence, anti-new ideas. And the blame goes to the owners. They have to have some intelligence about what’s going on. 

Q. What will it take for baseball to at least examine another study?
Marshall: I have no idea. If you find out, you let me know and I’ll do it in a heartbeat. 

Q. How has Greg Maddux stayed healthy for so long?
Marshall: I don’t have research studies on him at all, but one thing that he does extremely well is to pronate. That is, he turns his thumb down when he releases the ball, especially when he throws his changeup. But he does it on his fastball, too; that’s how he gets the ball to tail back to the pitching arm side of home plate. And pronating your pitching elbow prevents injuries to the elbow. He does some things very well technically. 

Q. Not just technically…
Marshall: He does one more thing that I think is great. He’s smart and gets out of the game before hitters can hit him. He won’t go more than three times through the lineup. Even at his greatest, he wouldn’t go through the lineup more than three times. And he doesn’t try to overthrow. He throws balls that move, and he tries to hit spots. So, he’s not just out there rearing back and letting lose with his body going all over the place. You put those things together, and he’s had a pretty good career. But who’s going to get signed today throwing 85-87 miles an hour, as Maddux does most of the time? 

Q. Pitchers today are nurtured very slowly and pitch count in tabulated religiously. 
Marshall: Yeah, and that’s causing the pitching arm injuries too because they aren’t fit. 

Q. The pitchers are not fit?
Marshall: You have to be in shape to throw a baseball hard, and pitch count is not the answer. And if you have a really horrendous motion and every time you throw as hard as you can, you’re microscopically tearing the connective tissue of the ulnar collateral ligament. It tears and tears and tears very gently. You don’t ever rupture the entire ligament with one pitch on a perfectly healthy ligament. It’s over time. And the pitchers don’t feel any pain. When the pitchers complain of pain in their elbow, that’s muscle. You feel pain in tendons, but... ligaments are completely passive. They do not apply force. They’re like guy wires holding bones together. There’s no sensory mechanism, although they do have a blood supply and they are able physiologically adapt to stress. They will get bigger and stronger, and my training program emphasizes that. The program strengthens the ligaments but does not put any unnecessary stress on them.

Q. By fit, you mean arm fitness?
Marshall: Yes, and it doesn’t happen overnight, and you certainly don’t take offseasons off. Rest is atrophy. So, when these guys come in and say that their arm hurts, they are told to take two weeks off. All that does is make them weaker and the next time they throw they hurt it easier. A pitcher will have surgery, and then goes right back to throwing the same way. That’s the definition of insanity: doing the same thing over and over and expecting a different result. Yet that’s what trainers do: right back to the same motion. No! Injury defines a bad pitching motion. If you get hurt, you have a bad pitching motion. Change it.

Q. According to a story in the New York Times last September, “A theory researched by the Sports Illustrated senior writer Tom Verducci and now widely accepted in baseball …says that any pitcher younger than 25 whose total number of innings jumps by more than 30 from the previous season leaves himself susceptible to injury the next year, or at least to a much higher [ERA].” Have you heard of this?
Marshall: Yeah, I have. All those sabermetric guys look at things from a statistical standpoint. I could buck that very easily. Just let me train those pitchers and I’ll increase the innings by 100 and they’ll never hurt themselves. It’s looking at things backward. You’re not finding causes; you’re trying to find Band-Aid solutions by looking at statistics. You’ve got a bad pitching motion — change it! That’s the problem. 

 Q. Would a major league pitcher be allowed to come to you on his own? 
Marshall: That’s been the question I’ve been wondering about all along. All these guys are hurt. I think they know who I am; maybe they don’t. 

Q. What about reaching out to the agents? It would seem to be in their interest.
Marshall: There have been a couple of agents who said they would like me to take a look at their pitchers. But I never heard back from them.... Right now, pitchers who make the major leagues are genetic freaks: those who have the highest percentage of fast-twitch muscle fibers. They are not skilled. They do not have the ability to throw high-quality pitches, non-fastball type of pitches. It’s silly how ineffectively trained they are. These pitching coaches don’t know how to teach them anything. They’re just babysitters who are trying to ride the coattails of some genetic freaks in the major leagues.

Q. If major league pitchers, and major league baseball itself, are, as you suggest, not open-minded to examining the problem of pitching injuries, what about going younger: Little League? 
Marshall: I’m having success with the parents of 10 year olds. The parents are concerned about their sons being injured. College coaches are dogmatic as all get-out: It’s this way or the highway. High school coaches, because the parents can get on those coaches and keep them from having their sons participate, have leverage. The high school coach has to take the people who are enrolled in school. So, we’re having some success with the high school coaches. I spoke recently to high school coaches in Louisiana and in Arizona and was received well in both places. Several of them told me that they are going to implement my program. I expect the same kind of reception when I speak to the Illinois high school baseball coaches. The high school coaches have concerns about injuries to their pitchers. 

Q. Tommy Lasorda said, “You wanna fix Little League baseball, let the moms coach.”
Marshall: There you go. Absolutely right. Moms don’t want their sons to get hurt. They will do anything to find a way not to have them hurt. If there is a bio-mechanically and anatomically perfect way to apply force to a baseball and eliminate injuries, why wouldn’t we want to go that way, even if it doesn’t look anything like the way [pitchers throw now]? 
Imagine if Dick Fosbury, instead of being a high jumper, had been a kinesiologist who designed that jumping technique but couldn’t jump. Well, I designed my pitching motion and made several adjustments and set several records, but I don’t get credit for it; they just say I’m a physical freak. When Fosbury went out and jumped higher than anybody else, it was hard for his coach to say, “I’m not going to let you jump.” Well, they tried to ban it initially.

Q. Fosbury was ridiculed at first because his jump was so unorthodox.
Marshall: Exactly. And because he went over [the bar] backwards, they said he was going to break his neck. They tried to ban it based on injury. He didn’t injure himself, and now it is recognized as the bio-mechanically and anatomically perfect way to high-jump.

 Q. You paint a bleak picture for the future of pitching.
Marshall: Yeah. It’s going to remain as bad as it is today as long as people continue to teach and believe in the traditional pitching motion. But back in 1976 or ‘77, I got a telephone call from Bill Veeck. He said, “Hey, Marshall. I want to know what you know.” He was in Chicago and I was in East Lansing. He showed up the next day and we spent the whole day talking about baseball pitching. I showed him my high-speed film studies and explained everything. At the end of the day, he said he wanted me to become his pitching coach. I was a free agent and was about to sign a rather large contract for that time. I told him I’d love to do it as soon as I was done pitching. Of course, he sold the team before that. But that was as close as it came to actually having some proper training in professional baseball.

Q. Original thinkers like Veeck have been looked upon skeptically. You need another original thinker now.
Marshall: You don’t think the owners are going to let one in there, do you?

Q. Can you concede that there might be an owner with some imagination?
Marshall: Mark Cuban, who wants to buy the Cubs, is an original thinker. If he were to find out that I know how to train pitchers, he just might let me do it. Nobody else will. It’s not going to happen. I don’t know if the owners are still mad about me getting free agency into baseball or what, but they’re not going to let it happen.

Q. Can you send baseball a Candygram and kiss and make up?
Marshall: I wish I could.

Q. All right, hypothetically, if you were baseball commissioner, what would be the first order of business?
Marshall: To take out the part of baseball that ruins it the most: to make sure the pitchers are able to pitch without injuries. The fans can’t enjoy the game if their pitchers are injured.

Q. You obviously have this passion for what you preach. You have offered to give away what you have learned. What is your motivation?
Marshall: I love baseball. It’s the greatest game in the world. No question about it. I was 5-foot-8-½ inches tall at my tallest. Now, at age 66, I’m 5-foot-6-½. I was able to pitch major league baseball and finish in the top seven in the Cy Young five times. That can’t happen in any other sport. I can’t play professional basketball or football or any of the other major sports. But baseball is a great game: the most skilled, the most intelligent game there is. I love baseball and I don’t like injuries. There’s no reason for them. And it’s so simple to me. I can make just three or four suggestions and eliminate all pitching injuries. Nothing major, nothing complicated. Things you can learn in less than two weeks, and you’ll never injure your arm. 

Q. It must be very frustrating.
Marshall: I stopped worrying about what other people think back when I was 6 or 7 years old. My obituary is written. Nothing I do from now on is going to make any difference.

Q. What’s the first line in your obituary going to say?
Marshall: The first closer in the game to win the Cy Young Award. That’s what’s going to be my obituary.

Q. When in the obit will it get to your pitching theory?
Marshall: Never. Never. They don’t know about it, don’t care about it, aren’t interested in it. It will say I had this prickly personality, that I tried to force my own ideas about pitching on everybody else. That what a jerk he was there. But, boy, he did win the Cy Young Award. He wasn’t good enough, of course, to be in the Hall of Fame even though he owns all the closing records and more than any other closer in the history of the game has done. 

Q. It bothers you.
Marshall: I’m not upset. I know the politics of life. Life is not fair. You’re taught that. You think it is, and then you find out that it isn’t — and it isn’t. The Peter Principle is alive and well. People rise to the level of incompetence and that’s where they stay for the rest of their lives.

Q. Maybe we can get a Little League mom to be baseball commissioner.
Marshall: (laughing) That would be a start. But if there are kids out there who are throwing my way and enjoying themselves and are pain-free, great!

Personal
Date and place of birth: January 15, 1943 in Adrian, Michigan

Favorites
Vacation spot: No, once I’ve seen something, that’s great, whether it’s a place or book or a movie, but I don’t need to see it again. I want to see something else. My wife and I love to go to various cities in this country and spend four days and three nights. We get on the Gray Line bus tour and listen to everything about the city. If there’s one place we go more than anywhere else, it’s New York City, to see the plays.  

Piece of music: I’m stuck in the ’60s and ’70s. I’m a Muddy Waters fan.
Book: I’m not a novel reader. I read more scientific journals kind of stuff.
Quote: Einstein’s definition of insanity: “Doing the same thing over and over again and expecting different results.”
MovieCadillac Records
Best baseball moviesBull Durham and Field of Dreams
Worst baseball movieThe Babe Ruth Story
Superstitions: No, I’m too scientific for superstitions.
Regrets: If you’re not trying, then you’re not making mistakes. But if you make mistakes and you learn from them, then there’s nothing to regret. You do the best you can. I wish I had done some things differently, but I did the best I could with the information I had at the time. And that’s 
Most influential persons: William Heusner, my kinesiology professor, opened my eyes to things I didn’t know existed. As a result of that, I had a Major League career I never would have had. And Gene Mauch gave me a chance in the Major Leagues.
Toughest opponent: Joe Morgan
Pitchers today you admire: Greg Maddux


Sunday, April 19, 2020

One-on-One With Ernie Accorsi

Published in SBJ March 1, 2007

Following his graduation from Wake Forest in 1963, Ernie Accorsi served in the U.S. army before getting his start in sports business as a reporter for the Charlotte News. He later wrote for the Baltimore Sun and the Philadelphia Inquirer before moving to the athletic departments at St. Joseph’s University in Philadelphia and then Penn State. Accorsi began his NFL career in 1970 as public relations director for the Baltimore Colts, worked on Pete Rozelle’s staff in the league office in 1975 before rejoining the Colts two years later as assistant G.M. He resigned as G.M. in 1983 after drafting John Elway and learning that the club had traded him. He was G.M. and executive vice president of the Cleveland Browns (where he engineered the controversial acquisition of Bernie Kosar) for seven years. Following his ninth season in the front office of the New York Giants, and his 35th year in pro football), Accorsi retired in January of 2007.

Q. Your friend Pat Williams said that among all your gifts, you are "the best storyteller in sports."
Accorsi: I don't know about that. He likes my stories, but he's known me a long time.

Q. Looking back on your 35 years in the game, what’s the most memorable story for you? 
Accorsi: That’s a real tough question. Probably it was the transaction, trade, and drafting of Bernie Kosar in Cleveland that caused the league to change a rule. We made a trade for a supplemental draft choice from Buffalo for the possibility of drafting Bernie Kosar, and Minnesota had traded with Houston for their conventional draft pick in order to obtain Kosar. When we made that trade, [Houston] challenged it with the league office, saying that I was trying to circumvent the rules because I could not get a trade with Houston. 

Q. Why could you not get a trade with Houston?
Accorsi: Houston and Cleveland were in the same division, and very rarely did teams in the same division trade with each other. They wouldn’t trade with me. I had tried, but they wouldn’t, so they traded their first pick to Minnesota to get Kosar. Kosar had the option, because he had been scheduled to graduate in less than three years, to go in the conventional draft or wait and go in the supplemental draft. [The Oilers] felt we were influencing him because he was from Ohio. Well, there was a hearing, and what the commissioner—who was Pete Rozelle—did was he upheld both trades and left it up to the player to either file in advance for the regular draft or wait until that deadline expired, in which case he would be (once he graduated after the first session of summer school) eligible for a supplemental draft. He let the deadline expire, and so Minnesota’s challenge to try to defeat our trade didn’t take effect and we got him. 

Q. And that caused the NFL to rewrite the rule?
Accorsi: The NFL changed the rule after that so that you couldn’t trade for a supplemental choice in advance. Not that it was illegal, but they changed the rule after that. Bernie took us to five straight playoffs and three championship games in five years. So, I’d say that considering the results of that trade—the fact that it really brought that franchise back into prominence and got us on the brink of the Super Bowl three times—that probably was the most significant thing I was involved in from a business standpoint.   

Q. You entered and learned the business from a reporter’s perspective. How did that help prepare you for the front office? 
Accorsi: When I graduated from Wake Forest in 1963, in the three American-based major sports (the NBA, the NFL, and Major League Baseball), the three commissioners had all been former reporters or P.R. men. It was really the way you had to crack the business because the NFL did not have scouting staffs. They might have had one scout, but most of the time the coaches did that. There were not that many general managers. It was the owner and the coach. So, there were not a lot of opportunities in front offices in pro football; baseball had a little more. 

Q. A lot has changed since then.
Accorsi: In those days, because of the relationship between the media and the clubs, which was quite different from what it is now—it wasn’t quite as adversarial then—that was not an unusual avenue. You would get in the media, [the teams] would hire someone from the media, usually in P.R. or in some facet of the front office, because there really were not scouting jobs.

Q. You thought you would work in MLB, though, not the NFL?
Accorsi: My dream was to be a GM in baseball. I grew up in the ’50s, when baseball was the dominant professional sport. So, I just immediately went to the media business. Pat [Williams] was a little more fortunate. He got a break right away after he played a year or two of minor league baseball. He got a general manager’s job in the low minors. In retrospect, I should have done the same thing because it was baseball I wanted to get into. I had to overcome a bias my whole career from people in football who did not go that way, who might have had a different opinion of the media and who started off as coaches. But it gave me an edge in that I always understood that the media had a job to do. 

Q. How would you characterize your relations with the media?
Accorsi: Listen, I don’t like to be criticized publicly any more than any other human being. But I understood that that was part of the business. Rarely did I ever take it personally because I had done the same thing. I had criticized athletes, coaches, general managers, and draft choices, and I never felt it was personal. A lot of times they took it personally. And I swore to myself that I wasn’t going to do that if I ever got into a position of being a principal. And most of the time I was able to fulfill that promise to myself. For the most part, I had good relations with the media.   

Q. You started out as a reporter. How do you assess the state of sports writing today?
Accorsi: It’s different. The cliché is that Watergate changed everything when [journalism] became more investigative. I was a reporter right before that. When I broke into the business, you were more intent on being a lyricist. You were anxious to see what Red Smith thought of a game and how he wrote about it. You wanted to break stories, especially if you were a reporter. But the columnists, more or less, almost put it to music, and it was wonderful to read. There isn’t as much of the emphasis on the lyricism today. There’s more emphasis on what information is being uncovered. There’s more reporting. There’s more digging at stories. The behind-the-scenes rumors, or things of that nature are more important than how well you write it.

Q. You broke a big story in 1968 for the Philadelphia Inquirer. 
Accorsi: That was the biggest story of my life when I broke the Wilt Chamberlain trade from the 76ers to the Lakers.

Q. You grew up in Hershey, which was the unlikely site of a memorable NBA game and record.
Accorsi: I lucky enough as a kid growing up in Hershey. There was a great old hotel there. We had the Eagles training there. We had an American Hockey League team. We had all the big bands at the Starlight Ballroom. So, we had a lot of people and entertainers come through there. Consequently, the newsstand had all the papers from the east coast—and there were a lot more papers then. It was run by a guy who was one of my father’s best friends, and he would let me sit there on the steps behind the newsstand and read the papers,. I would go there every day and read Red Smith or Jimmy Cannon and have the opportunity to be influenced by them.

Q. Did you see Chamberlain’s 100-point game in Hershey? 
Accorsi: No, I was a junior at Wake Forest. I had been to the ACC tournament semifinal that night at Raleigh and was driving back to Winston-Salem with my fraternity brothers, six of us in a car. We were listening to the rock music of that time on the car radio, and they broke in with the news. When I heard Hershey, I figured there was a fire or explosion at the chocolate factory. Why else would Hershey command such national news!

Q. What did you think when you heard what happened?
Accorsi: My first thought then was, well, I missed it. My second thought was of my father, who went to all those games. And he was the all-time leave-early-to-beat-the-traffic guy, which was ridiculous. In Hershey, Pennsylvania! When I got back to the dorm, I called my parents. My mother answered the phone and immediately asked, “What happened?” I said, “I just want to know: Did he stay?” And for once, he did. I had this vision that he walked out when Wilt scored his 90th point to beat the crowd. 

Q. A lot more people than were present for the game claim to have been there. 
Accorsi: Oh, 25,000 did [claim that]. I guess there were about 4,000 at the game. They played a couple of games there every year. They would draw 4,000. Very rarely did they draw 4,000 in Philadelphia. They did for the Celtics maybe, but otherwise drew 3,800 or 4,000. The team trained in Hershey, so they would play games there. I even saw NBA double-headers there. The NBA wasn’t what it is today. 

Q. You rewrote the football quiz in the movie Diner, didn’t you? 
Accorsi: I didn’t know who [the director] Barry Levinson was. I was in Baltimore and they came to town to do this movie. They wanted to re-create the 1959 [NFL] championship game. They asked us if they could get uniforms made the way they were then. I said, “We still wear the exact same uniforms.” They showed me portions of the script, and there were questions in that quiz that I changed. It has now become legendary that I wrote the quiz. I did not.  

Q. It’s the most memorable scene in the movie. 
Accorsi: It is. And I always said that if the quiz was on the level, she [the prospective bride] wouldn’t have passed. 

Q. Jerry West said, “For the people who are fortunate enough to be able to work for franchises, there’s a tremendous amount of gratification in helping to build a team. It’s a challenge every day.” What was the biggest challenge for you? 
Accorsi: The biggest challenge ironically was the least heralded. I had multiple playoff teams in both Cleveland and New York. And both franchises got to the conference championship game. But the biggest challenge was…I was an assistant general manager with the Colts. Bob Irsay fired the GM and gave me the job late in summer before camp. We had very little resources. My predecessor had traded Bert Jones and John Dutton, both all-pros, and I had nothing but a scrappy bunch of rookies. There was a strike. We played only nine games and the team went 0-8-1. 
The next year, we went 7-9. No team had ever won seven games in a season after a winless season the year before. And we came within a whisker, just a whisker, of going 9-7. We lost two excruciating heartbreakers. That was the biggest challenge: to try to put something together with very limited resources. It was almost like Rice in the old Southwest Conference playing against Texas and Texas A&M. You had very little chance. But that was a team I was very proud of because it did scramble its way to seven wins. 

Q. That was the last team in Baltimore Colts history. 
Accorsi: That was 1983. I was in the job a little over a year. The rumor was that the team would move. I didn’t want to be a part of it. Growing up within 80 miles of Baltimore, I had rooted for that team. The owner had also traded the rights to John Elway without my knowledge. Consequently, I just didn’t feel there was a commitment to win and I resigned. I got a job with the Cleveland Browns. But that was the biggest challenge: to try to put something together with very limited resources. 

Q. You once said that if the Colts had kept Elway and signed him, the franchise might still be in Baltimore. 
Accorsi: I think so. He claims he never would have signed. Of course, no one will ever know. We had a waiting list for season tickets and then all of a sudden it depleted before I became GM down to about 28,000. And I’m convinced that had Elway signed, season tickets would have doubled and there would have been an excitement around the town that probably would have kept him there and maybe inspired him. The city needed a new stadium, but that might have inspired the popularity to change in a political climate to build a new stadium. 

Q. When you became GM of the Giants in 1998, your predecessor, George Young, said, “He knows who to talk to and he knows who not to listen to.” 
Accorsi: George always said that. I think I know people. Some people are smart and some people are not so smart. Some have high intelligence and not great instincts. I don’t know how smart I am, but I’ve always been blessed with the instincts of knowing people. I usually can spot a genuine person and a non-genuine person quite quickly. I think that’s what George was referring to.

Q. I read that you said you always loved the draft part of the business the most. Why? 
Accorsi: Well, because…there’s no exact science but there’s such a brotherhood to it. I have great empathy for the scouts. They are the unsung heroes of the franchise. For the most part they live in different parts of the country. They don’t see the team play. They’re on the road from August until February. If they’re at a college campus on a Saturday, they have to scramble on Sunday to find a sports bar that has the Giants game on satellite. They’re sitting there in a tavern with their careers on the line like all of ours, quietly watching with a bunch of fans who are just rooting, and their livelihood is at stake. They may scout 1,000 players and we may not draft any of them. 

Q. The fans know the players and the coaches, but not the scouts.
Accorsi: It’s sort of a lonely life, and when they all come together in April to gather and study the prospects and rate them in meetings, it all culminates in incredible tension in two days at the draft. It’s not even the tension of “Am I going to make the right choice?” It’s the tension of “Are the players that we really want, are they still going to be there for us to pick?” You have differences of opinion, but there’s just a bonding that occurs that different with the coaches. The coaches are in the action, they’re on the field. They get a lot of praise and a lot of criticism.

Q. And the scouts?
Accorsi: The scouts get very little praise and the only criticism is as a group. So, it’s a whole different concept. When you have these people that basically you depend on so much for their expertise in that room, it’s a high that a lot of people don’t experience because it doesn’t translate as tangibly as coaching does, which is out in front of 80,000 people with the crowd cheering. These people, the scouts, basically walk through their lives in anonymity, but they mean the world to us as a franchise. There’s just that feeling for those two days that’s hard to put your finger on to try to explain. 

Q. You have been through 35 drafts, with the big names being Kosar, Elway and, most recently, Eli Manning. Any sleeper gems that you are most proud of?
Accorsi: Earnest Byner, in the 10th round [in 1984 by the Cleveland Browns], turned out to be an outstanding player. Just recently, Osi Umenyiora, whom [the Giants] picked out of Delta State in the second round in 2003. People laughed at the pick. They thought it was a reach. But what difference does it make if you want the player and think he’s going to be outstanding? Does it make any difference where you pick him? The only thing that determines is how much money the guy gets. Get him if you really believe in him. There have been others, but those two are bookends at the two ends of my career. 

Q. Eagles owner Jeffrey Lurie said that you have to draft well because your most efficient use of the salary cap is with younger players. 
Accorsi: Very, very profound statement. Because you can’t re-sign all your veteran players. It’s economically impossible under the cap. The only way you’re ever going to be able to deal with the cap is to understand that you’re going to lose players. Those of us who were carryovers from the pre-free agency/pre-salary cap era tried that. It didn’t work. We all got in salary-cap trouble the first couple of years, George Young included, because we tried to operate the way we always did, which was to re-sign all your players. 
You can’t do that. You have to designate the priority list and say, “We’re going to let these guys go.” Well, if you do that—and you have to do that—you’re going to create holes on your team, and the only way to replace those vacancies is through the draft. So, not only do you have to draft well, but [the draftees] have to play faster. The old days of “Well, we have five years to get this player ready” are gone. 

Q. You don’t have much time for development.
Accorsi: You can’t afford to wait that long. By that time, they’re free agents. You have people who have to step in and play. You need to draft well and the coaches need to develop them faster. I’ve always felt the coaching position is a teaching position anyway, and there’s even more pressure on them now to develop these players and get them ready to play because free agency and the cap cause you to lose players. 

Q. The salary cap sometimes requires hard choices. What was your toughest personnel decision? 
Accorsi: Oh, I had so many players that I had to let go. Joe Jurevicius, who was one of my first draft choices [with the Giants] and turned out to help Tampa Bay win the Super Bowl, was really tough. Morten Andersen, the great kicker, who will probably go to the Hall of Fame. I could not sign him. He said he was willing to wait but I told him, “It’s your age. I cannot afford to call you and say, ‘Look, I made you wait and now you don’t have any place to go.’” I had to let him go because I didn’t know if I’d be able to raise the money. 

Q. And you had to choose between Chad Bratzke and Michael Strahan on the Giants.
Accorsi: Bratzke had 16 or 17 sacks with us. I had two all-pro defensive ends, Bratzke and Strahan, and I had to pick between the two. Now, I picked the right one, but I told his agent—the same agent, by the way, for both—Tony Agnew, “I cannot even compete for him because then I won’t be able to re-sign Strahan.” Here was a player we drafted down the line and the coaches did a great job of developing him, and now we developed him for someone else. It breaks your heart. It flies in the face of the whole concept of this business, but there’s nothing you can do. 

Q. You were with Bill Belichick in Cleveland, where he was not successful. What did he learn in Cleveland that he applied in New England?
Accorsi: You’d have to ask him that. Art Modell and I hired him. I was with him for one year. I don’t really think he failed in Cleveland. We hired him in ’91, and by ‘94 they were a playoff team, and then in ‘95 they moved. That team needed to be rebuilt. We had been in three championship games in four years and five straight playoffs, and it had gotten old and he had to rebuild it. And when I left, he basically was the sole manager and coach. I think he was in the process of being successful there. I don’t know what he learned, but I know one thing: I had interviewed him in ’89, and we had pretty much made up our mind. I’ve always told him that interview led to us hiring him two years later, he was so impressive. The decision essentially had already been made to hire Bud Carson in ‘89. 

Q. What did you see in Belichick at the time?
Accorsi: You could tell there was something special about him. I’m not going to sit here and tell you that I was smart enough to realize he was going to be this great. You hope that. But you could tell there was something special about Belichick. One of the reasons, I guess, is his heritage with his father. You just had this impression that at whatever age he was then—in his 40s, I guess—that he had prepared for that moment from the time he was about seven years old. Here was a career coach. Not someone who had tried playing, failed or retired, and then decided to get into coaching. That was not the case with him. You could see that he had planned that from day one. What he learned [in Cleveland] I don’t know. He would have to answer that. But he’s one of those people that’s going to get better and learn because he’s a student of the game and he’s so smart.  

Q. What’s the best thing about working in sports? 
Accorsi: Edwin Bennett Williams called it “contest winning.” I guess with him it was wining a trial, and then he became the owner of the Redskins. There’s no high like the moment when you’ve just won a game. You watch the players file into the locker room and you look at each one’s contributions. The euphoria in the locker room after a win, particularly on the road, because there is no sensation like silencing the road crowd. And then you are together for the trip home. There’s nothing like that plane ride home after a great victory. 

Q. What’s the biggest change in the business of football since you became part of it?
Accorsi: It’s easy to say free agency. That’s structural and that obviously has changed it. If you took what I consider one of the greatest teams in history, personnel-wise, the mid-seventies Steelers, there was no way they could have kept that team together. The salary cap would not have permitted it. They would have lost two or three Hall of Famers. They would have had to. They had, what, eight or nine? 

Q. What about changes to the game itself?
Accorsi: To me, the biggest difference in the game are the scripted mass substitutions. It looks like rush hour at Penn Station: players coming on the field and players coming off the field. You have these coaches with what I call the “Denny’s menu” [color-coded play charts]. And you have quarterbacks pointing all over the place and driving you crazy because the clock’s running down and you’re thinking, “Get the snap. Get the snap.” It has just become a very high-tech, very intelligently directed game. 

Q. The game was different when you first joined the NFL. 
Accorsi: I love the game the way it was. There was a uniformity and a beauty to it. You had the two backs behind the quarterback. You had a flanker and a split end. You had a 4-3 defense. Everything was neat. Because of that it became a match-up game. It became an athletic game. I have to beat you all day or you have to stop me all day. Those days are gone. It has now become a scheming game.
Now it’s more substitutions, change of pace, disguising defenses…I know this: The late Jim Finks, who is in the Hall of Fame as a general manager, came within a few votes of becoming the commissioner. He was determined to limit substitutions to try to make the game more of a match-up game. 

Q. You alluded earlier to the “Denny’s menu.” What about the coaches we see now in every sport who are afraid of lip readers? They hold their play card up to their mouth to hide what they are saying.
Accorsi: Oh, yeah. I’ll tell you an incident that actually won the divisional title for us in 1977. We had an assistant coach named Bobby Colbert, who had been the head coach at Gallaudet school for the deaf in Washington. He had been educated in lip-reading. There’s a science to it. That was the only way he could communicate with his players. 
We were losing to the Patriots in the last game of the season, in a game we needed to win to win the division. If we lost, we’d be out of the playoffs. We had third-and-18 at our own 12. Their defensive coordinator was yelling, “Double safety delayed blitz.” Colbert read his lips with binoculars, got the word to [Colts quarterback] Bert Jones, who checked off and threw a pass down the middle of the field to Ray Chester for an 88-yard touchdown. That basically broke the game open and won the championship for us. 

Q. I wonder how many coaches know that story. 
Accorsi: That is an extreme example from a person who had tremendous expertise in it. But now teams have so many coaches—some have 21—that they have people assigned on binoculars to try to read lips. They do! You used to send the plays in with players. Now the offensive coordinator or the head coach is calling the plays in his headset. The quarterback is listening to it in his headset and the coach has to mouth it [the play call]. That’s why he’s obscuring his face. 

Q. The catcher in baseball now covers his mouth with his mitt when he visits the pitcher on the mound. 
Accorsi: I know. That’s how complicated it’s gotten (laughing). 

Q. In referring to what you called the “Super Bowl hangover,” you said, “It’s a one-game huge event. When you lose it, the emotional setback is incredible.” But you have seven months to recover from that hangover. 
Accorsi: Yeah, but that doesn’t do you any good. I was in four championship games and lost three of them. And that is a devastating effect, too, because you’re one game away from the Super Bowl. I realized that when I came to the Colts in 1970 and they were still reeling from the loss in Super Bowl III. Granted that was probably the most devastating of all Super Bowl defeats because that was the first one the NFL lost to the AFL, it was Joe Namath rubbing it in and the Colts were 17-point favorites. 

Q. You don’t see the same aftereffects in baseball.
Accorsi: There are teams that celebrate pennants. You go to training camp in Lakeland this spring and I’m sure it will say “Home of the American League Champion Detroit Tigers.” They don’t do that in football. Because it’s a one-game thing, and if you lose, you’re almost branded a loser even though you’ve just played in the Super Bowl. If you’ve played in the World Series, you’re heralded for that. If you lose the Super Bowl, you’re not. 

Q. The Bills, for example?
Accorsi: Look at poor Buffalo. Four straight Super Bowls! They should go down in history as one of the great dynasties ever. And no one even talks about them other than they lost four straight Super Bowls. So that’s what I mean. And seven months doesn’t do you any good because when I got to the Colts, they still had the hangover. 

Q. What’s in the water in western Pennsylvania? The area has produced Johnny Unitas, Joe Namath, Joe Montana, and Dan Marino.
Accorsi: I’m a Pennsylvanian, but I’m from the eastern part of the state. And Pennsylvania’s like two different states. There’s no correlation between the two. You’re either from Philly or from Pittsburgh, basically. There’s a toughness, especially in the Pittsburgh of their era, when it was a tough, smoky steel town. I remember driving in the ’50s. We had gotten lost and looked down on some of those towns in the Monongahela Valley into Pittsburgh, and you saw all these flames in the air shooting out from the steel mills and the coal mines. These were the sons of those people. A lot of them were big families. A lot of the fathers died young because of the lung diseases from the mines. They just were tough people. 

Q. That’s an indispensable asset for a quarterback.
Accorsi: To me, it’s the most mentally tough position in all sports. I’m not talking just from an intelligence standpoint. I’m talking from a toughness standpoint. And I don’t think it was an accident. A lot of these guys were ethnic guys, first generation. Their parents were immigrants or, at the very least, their grandparents were. I have all the respect in the world for western Pennsylvania. 

Q. Al McGuire said, “Super intelligent people can’t be good athletes. They’re too aware.” 
Accorsi: I know what Al was getting at. They’re probably not as coachable (laughing) because they question too much, and sometimes you don’t want to be questioned as a coach. What he means is, “Go do this. Don’t ask me why. I’m the coach. I’m telling you go do this and do it this way.” But I don’t buy that. Tiger Woods and Jack Nicklaus are the two greatest golfers of my lifetime, and they’re both super intelligent, in my opinion. Elway was very intelligent. So was Unitas. 

Q. About your retirement, Pat Williams also said, “I’m wondering if, a year from now, does he get antsy? Does he make a grand return?” What about that?
Accorsi: No, I won’t. There are so many things I want to do that I’ve not been able to do. It’s not that you’re indispensable 24 hours a day. But you have to be on call 24 hours a day. I tried to go to Europe in 2001. By the time I landed and drove to the place I was staying in Tuscany, one of our players got in an automobile accident and another decided to have foot surgery in June, which was going to knock him out of the first half of the season. 

Q. Not a restful trip, I’m guessing?
Accorsi: My vacation was already ruined. When you have children, you’re never going to have personal piece of mind. But I want professional piece of mind. I don’t want that burden weighing on me all the time. My basic passion is baseball. But I’ve never lost a golf ball in the autumn leaves, and I just want to do it once. Meaning, since I was a kid, I’ve never got the chance. October is the best time to play. And believe me, I’m sure I’ll lose plenty.

Postscript
I reached out to Ernie in December of last year after Eli Manning's final game in Giants Stadium. The Giants fans saluted their two-time Super-Bowl-winning quarterback with a warm, appreciative ovation at the conclusion of the game, and I congratulated Ernie for the professional and personal qualities he had recognized in Manning when he drafted him. I said that I hoped he, too, shared in that much-deserved salute to a great champion.

Q. That send-off the Giants fans gave Eli was so warm and so well-deserved. I hope that you were there to witness that tribute to a giant among Giants. A Giant because of what you saw in him.
What a pro and a class act Manning has always been. Never complained to the press after the ridiculous and insulting benching by McAdoo for Geno Smith and for Jones this season. Never criticized a coach or a teammate in public. Stood up and took the heat every time. Toughness so underrated. Never missed a start due to injury despite taking a beating behind the recent offensive lines. And what were his first words on the field after the game yesterday? The win was important to the team and for my teammates. What a leader!
As professional and classy and historical in the very best sense to the Giants as Derek Jeter and Mariano Rivera were to the Yankees. How fitting that he rose to the occasion once again and heard the cheers. A two-time Super Bowl MVP who outplayed Brady and a Hall of Famer on and off the field. I can only imagine how proud you must be.
Congratulations to both of you.
AccorsiI really appreciate your kind thoughts and words. Even though I have Italian blood, I’ve never been very emotional, but I must admit to tears rolling down my cheeks. What a good soldier. He [Manning] showed up every day, went to work, played every game, never complained or showed up a teammate, always acted with class, and won two championships. 
A clutch player under the most extreme pressure. As good as he was In beating [Tom] Brady twice [in the Super Bowl], he was extraordinary in two championship games at Green Bay and San Francisco. In Green Bay’s excruciating cold, refusing to wear a glove; and being beaten into the ground repeatedly in San Francisco but getting up and winning the game. I can’t imagine being associated with a better professional. 
Thank you for thinking of me. I hope that was the finale and he can walk away now. I can’t imagine him in another uniform.

Personal
Date & Place of Birth: October 29, 1941 (”39 days before Pearl Harbor”) in Hershey, Penn. 
Education: Wake Forest (1963)

Favorites
Vacation spot: Europe. My mother was born in Tuscany. My father, although he is of Italian descent, was born in Paris. I love exploring my roots and World War II sites in Europe. 
Singer: Frank Sinatra 
Song: “The Great Pretender,” by The Platters. 
Book: North Toward Home, by Willie Morris
Movie: Field of Dreams
Best sports movie: Pride of the Yankees 
Worst sports movie: The Babe Ruth Story. I don’t think I could ever buy William Bendix as Babe Ruth.
Quote: Browning’s “A man’s reach should exceed his grasp, or what’s a heaven for?” 
Last book read: Johnny U, by Tom Callahan and The Precious Present, by Spencer Johnson, which Rick Pitino recommended.

Second-guesses/regrets: I don’t second-guess myself because I’m in a decision-making position and I make the call. My biggest regret in sports is that I did not see Ebbets Field. 

Collections: Too many things. Old game balls, for one. But there are two collections that show you my interest in history. I chipped off pieces of the Berlin Wall and brought them back for people as gifts. And I brought back and have in a jar sand from Omaha Beach, where the 29th infantry division landed. I had been a member of the 29th (not in World War II), and I brought a lot of that sand back and gave it to some of the old G.I.s who were still around 20 years ago who had landed there from Maryland. 

Most influential people in career: Joe Paterno at the beginning, Pete Rozelle in the middle, and Wellington Mara at the end.

Most underrated player: Bernie Kosar. He’s probably going to just miss the Hall of Fame. He made five straight playoffs and carried us on his back and people forget about how good he was. He was a great player for five years. He hurt his elbow and was never quite the same and had somewhat of a short career.