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Chapter 1: What insights does Tony Mansolino share about his promotion to interim manager?
Yeah, there should be some passion. This doesn't have to be boring.
Hey, one thing the game needs is more people like you. You. You. You. You. You. You. You. You. You. You. You. You.
Chapter 2: How did Tony's experience as a third base coach prepare him for managing?
You. Welcome to Baseball Isn't Boring. Here's your host, Rob Radford. All right, there's no human being on the planet I'd rather be talking to more than Tony Manzolino right now. First of all, thank you so much. And I'm just curious, and I'm always curious about
we all learn right throughout and you did such a good job with the Orioles and I'm just like so but now you come out of that look at you have a time to reflect of like what it what you thought it to be and then you what you what it was what was some of the things that you now that you reflect and say okay this is when I get this chance again this is how it's going to be which I didn't even realize it
Yeah, you know, I think going from being a third base coach for, you know, about five seasons prior to that, you know, to kind of sitting in that seat in the dugout, it's very different.
You know, you have feelings and opinions on, you know, what should happen in a game, but when you actually kind of get thrown into the fire and you're the one that has to make the decisions, it's unlike anything you can possibly imagine. So I think the big thing for me was obviously learning the pitching and understanding how to manage a bullpen.
I felt strong about my understanding and I didn't feel overwhelmed about the offensive side, about how to run the position player side of the game, the pinch hitters, the pinch runners.
putting runners in motion, hit runs, the bunt game, that part of it was probably a little more natural to me, but sitting in it in a big league dugout and having to look at the matchups and understand your personnel in the bullpen and your starting pitchers and everything that kind of goes into that, that was probably the hardest thing that I had to do there. I felt like
It probably took me a couple weeks to get up to par and to really understand the moving pieces to the bullpen and the starters and when to pull a guy, when to bring in the next guy, what you really believed in, what you were willing to lose the game for and what you weren't willing to lose the game for. So that's probably the biggest learning curve going into that seat.
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Chapter 3: What challenges did Tony face while managing the bullpen?
I think you mentioned it after a couple weeks, but when did it feel like, by the time you finished, did it feel like, it's like a quarterback in the NFL, right? Things slow down. Did it feel like it had slowed down for you a little bit? Probably a couple weeks, yeah.
I mean, listen, I managed in the minor leagues for a little bit. It's nothing like managing in the big leagues, but it does prepare you for a part of it. I grew up in the game. My dad's a longtime major league coach and professional coach. So I feel like for a long time I've had those conversations. I was prepared. I was able to think ahead.
But that being said, you get thrown in the fire and you've got to make decisions in the moment. You have to answer to it.
after the game and kind of what all entails you know with that and that's not easy to do either um you better believe in what you do you better not do it just because the sheet tells you to do it or just because you think you're covering your butt by the analytics or by the numbers you better believe in what you're doing so i think it's
that all kind of hit me it was probably 10 games in two weeks I really was able to kind of think through why I was doing what I was doing was I just looking at the sheet because the sheet doesn't always paint the whole picture and I think people that just go with handedness or just go by the sheet I'm not so sure they always do it right I you know one of the guy the guy here outscores somebody that you know from afar and being in that division I've always kind of admired how he ran on his team and how he ran the pitching so you know get in that seat and kind of doing up close and personal
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Chapter 4: How did Tony adapt to the fast-paced decision-making in the big leagues?
personal it's very different just the last thing is that along those lines the challenge is and you you said it so well like the challenge is it's so this the information's not stopping right more and more and more and more and now we come across spring training this year and now we got a bunch of other stuff you know we have more and more and more how difficult is it to sift through that and and players too right I mean you have to deliver it to the players but how difficult is it
to sift through the massive amount of information there is.
Sure. I think if you kind of sit down day one and you get all this information, it's overwhelming. I think, you know, you go through it. This is my sixth year, you know, in a coaching position in the big leagues. As I look at the information, I know what I want. You know, I know what I'm looking for. I know... what is going to be effective, what the players are going to like.
Chapter 5: What strategies does Tony use to sift through overwhelming information?
I know how to simplify. It's just like anything else. The longer you do it, the better you get. And the more confident you get in saying, this piece of information is applicable and this is right. This piece of information, this guy might like it who's above me. This might be my boss. He might love this. But I need to be confident saying, I don't like this and this is why.
And hopefully you're working for the type of people that they respect you and they trust you and that has credibility with them when you do do that. But yeah, it just takes a little bit of time.
Chapter 6: What lessons did Tony learn about confidence in decision-making as a manager?
It's not as overwhelming as people think, as long as you understand what you're doing.
Good stuff. I really appreciate it. Thank you.