The Players’ Tribune asked me to explain my job, which is kind of an interesting challenge. If you talked to my eight-year-old son, being a general manager is all about signing free agents and making trades.
As the Cup was handed down the line, it was raised by guys who had been deemed too small
guys who had been described as “over the hill,â€
guys who had been traded,
guys whose leadership had been questioned in the media, and even by guys who had dealt with things that went way beyond hockey — cancer scares,
strokes,
shoutout hfboards
A nice piece to show that there is more to the GM role than just transactions.
He has an eight-year old son?
The stats-only folks on Twitter probably just had their heads explode at the amount of times he mentioned heart and character.
Fantastic read though, and really hits on the human element of the business. Always like Rutherford anyway.
When the Penguins added Kessel, I wasn't concerned they were going to be a threat.
I knew the second they made that Hagelin/Perron swap that it was going to be the team-changing move that gave them that edge that they lacked.
Without Hagelin, I don't think the Penguins come close to the cup last year.
Pretty much confirms what i had been suspecting, he modeled this iteration of Pittsburgh after Chicago.Jim Rutherford said:The league always moves in cycles. And there’s not just one way to win. When I came to Pittsburgh in 2014, the trends had been flip-flopping back and forth. L.A. won with size and physicality. Chicago won with skill and discipline. (Personally, the Blackhawks are my favorite team to watch and learn from.) Then the Kings won again … size again. Then Chicago won again … skill again. Once a team wins with a certain philosophy, the rest of the league moves to either copy or counter it.
Pretty much confirms what i had been suspecting, he modeled this iteration of Pittsburgh after Chicago.