Confirmed with Link: JT Miller traded to NYR for Chytil, Mancini, 1st round pick (protected)

[Larrybiv]

I like Fil but the problem with Fil is he needs to be wrapped up in bubble wrap and have fragile stamped on his forehead. Now what good is having a man made of glass going to do us. I wish him the best but feel Chytil plus Mancini for JT Miller plus Jackson Dorrington and Erik Brannstrom and giving up a 1st round pick is a good trade for us.

It's a good trade for Vancouver considering all the turmoil, BUT if only Filip ends up having a long career (or whatever contract he gets) , otherwise thhhhhhis seems to me an act of "paranoia" and maybe, just maybe the FO know a LOT more than is being let on.
In other words, you have a 6 in the hole with an ACE showing. Looks good, but it's still a gamble.

 

[noncents]

I'm not a fan of having to nurture confidence in people. I prefer people who are even or aggressive and are internally driven. The ones you have to aid to lift their confidence can just as easily have their confidence fall on changes of circumstance or external support. Not a fan when external influences can sway a person like that.

i'm not really into diving into the psychological makeup you prefer. I also don't think it's germane beyond what you said, that you like Chytil.

Here's what I see as relevant. The Rangers drafted him. They made an investment, in the form of significant draft capital, and then were either unable or unwilling to make good on that investment with the necessary coaching, encouragement, or as you put it, "nurturing." Unable or unwilling to maximize the output of not just the player but also the person. Which is worse, i'm not sure.

It's not like they get anything out of taking the same hard line you espoused, right? They just hurt themselves in the end - devaluing the asset faster than a 2025 polestar. it's just not what a smart modern organization does. even if kakko doesn't matter anymore, the mechanism behind his faltering here absolutely matters.

 

[gabevh3]

I just read this somewhere. Apparently a Canucks practice got really heated towards the tail end of October. EP and JT slashing each other and it ended with a fight between them......and after that nothing but bad blood.

No wonder Mika is a changed player now... doesn't want it to get to that lol reminds me when messier choked/ confronted some teammate at a bar... forgot who he was.

Quick send JT and our 3rd rounder we got for Kakko to Winnipeg for Namestnikov.

But we will have to add Fox

 

[TheWrongWay]

i'm not really into diving into the psychological makeup you prefer. I also don't think it's germane beyond what you said, that you like Chytil.

Fair enough. I fall back on my leadership and management experience. For me, a person's inner drive was always one of the most vital factors in whether I wanted to hire them. I can teach systems/processes. If you're aggressive, I can throw you in the field and you'll attack it and gain the experience.

What I cannot quickly do is alter someone's deeply wired self-esteem, self-worth, and confidence.

When I am managing multiple people, allocation and use of time is vital. I never want to waste this precious time holding grown adults' hands and coddling them. I usually manage in results-driven fields where that is impractical and can be destructive to productivity.

Does this make my way right and your approach wrong? Of course not. There are different ways to lead and manage. This is merely what is proven to work for me. And with a guy like Kakko, I always felt red flag vibes on his ability to self-motivate and never liked his subtle finger points.

I would have gotten rid of him years ago.

Here's what I see as relevant. The Rangers drafted him. They made an investment, in the form of significant draft capital, and then were either unable or unwilling to make good on that investment with the necessary coaching, encouragement, or as you put it, "nurturing." Unable or unwilling to maximize the output of not just the player but also the person. Which is worse, i'm not sure.

It's not like they get anything out of taking the same hard line you espoused, right? They just hurt themselves in the end - devaluing the asset faster than a 2025 polestar. it's just not what a smart modern organization does. even if kakko doesn't matter anymore, the mechanism behind his faltering here absolutely matters.

Your points have validity and I get where you're coming from. We simply have differing approaches and management ideologies, which is all good.

Personally, I don't care where he was drafted. The moment I start seeing subtle public digs about ice time or situations not to someone's liking, I want that person jettisoned away from my team as immediately as possible.

I don't want to waste time propping egos or trying to bend my team around anyone. I don't want to waste time having to fan out flames of subtle complaints or needs. I don't want to deal with the cliques and divisions those types tend to create within team environments.

I get rid of him. I don't care if I take a hit on the trade. For me, the victory is not having infections in the team's culture, identity, unity, and cohesion. He is not the only player I would like moved.

Again, just me, but I want the people who attack an environment. Where, if things are not the way they like it, they work so hard to produce and make an impact that you cannot help but notice and utilize them.

You might come at this in a completely different way and out-produce me. All good in the hood. I am only going by what emotionally and systemically feels right and has proven to work for me.

Moreover, being real on this, I don’t truly know what goes on in a locker room or truly know these players. So most of us are, in no uncertain terms, only able to throw our best guesses at these situations based on the partial information we have. And that’s all I am doing here: throwing a best guess at this based on my best feel of the situation.

Regardless, I enjoy these interactions because they force me to consider different viewpoints and expand my perceptions.

Everyone has things I can learn from them if I am willing to stay open to it. So yours or someone else’s approach might feel foreign or unnatural to me. But I will read it and ruminate on it. I certainly don’t want to stay trapped in the confines of my already-known thoughts and methods. There are, after all, a lot of things I suck at that can be improved.

 

[noncents]

Fair enough. I fall back on my leadership and management experience. For me, a person's inner drive was always one of the most vital factors in whether I wanted to hire them. I can teach systems/processes. If you're aggressive, I can throw you in the field and you'll attack it and gain the experience.

What I cannot quickly do is alter someone's deeply wired self-esteem, self-worth, and confidence.

When I am managing multiple people, allocation and use of time is vital. I never want to waste this precious time holding grown adults' hands and coddling them. I usually manage in results-driven fields where that is impractical and can be destructive to productivity.

Does this make my way right and your approach wrong? Of course not. There are different ways to lead and manage. This is merely what is proven to work for me. And with a guy like Kakko, I always felt red flag vibes on his ability to self-motivate and never liked his subtle finger points.

I would have gotten rid of him years ago.



Your points have validity and I get where you're coming from. We simply have differing approaches and management ideologies, which is all good.

Personally, I don't care where he was drafted. The moment I start seeing subtle public digs about ice time or situations not to someone's liking, I want that person jettisoned away from my team as immediately as possible.

I don't want to waste time propping egos or trying to bend my team around anyone. I don't want to waste time having to fan out flames of subtle complaints or needs. I don't want to deal with the cliques and divisions those types tend to create within team environments.

I get rid of him. I don't care if I take a hit on the trade. For me, the victory is not having infections in the team's culture, identity, unity, and cohesion. He is not the only player I would like moved.

Again, just me, but I want the people who attack an environment. Where, if things are not the way they like it, they work so hard to produce and make an impact that you cannot help but notice and utilize them.

You might come at this in a completely different way and out-produce me. All good in the hood. I am only going by what emotionally and systemically feels right and has proven to work for me.

Moreover, being real on this, I don’t truly know what goes on in a locker room or truly know these players. So most of us are, in no uncertain terms, only able to throw our best guesses at these situations based on the partial information we have. And that’s all I am doing here: throwing a best guess at this based on my best feel of the situation.

Regardless, I enjoy these interactions because they force me to consider different viewpoints and expand my perceptions.

Everyone has things I can learn from them if I am willing to stay open to it. So yours or someone else’s approach might feel foreign or unnatural to me. But I will read it and ruminate on it. I certainly don’t want to stay trapped in the confines of my already-known thoughts and methods. There are, after all, a lot of things I suck at that can be improved.

like i've already said, your personal thoughts and strategies on management are welcome. I'm sure your experience has served you well in a career and life. I still think you're kind of missing my point.

You're framing this as an intellectual disagreement between "your way" and "my way," as if we're each expressing how we'd apply personally preferred principles to management... Your style being to hire people who "attack" an environment, and my style being some other thing.

I'm not doing that. Only you are doing that. I'm not proscribing a single methodology that differs from yours. I'm simply pointing out that your style does not apply to everyone.

What I'm saying is that to dogmatically choose one style of management, such as yours, is strictly suboptimal because it eliminates anyone for whom that style does not work from the potential talent pool.

I think the organization that practices flexibility, and is able to understand that different assets require different management, is best set up to succeed. That's it.