Chapter 1: Why was Skip Schumaker chosen as the new manager for the Texas Rangers?
Thank you all for being here on a special day for the Texas Rangers organization as we introduce our newest manager, Skip Schumacher. Over the past year, we've had the unique opportunity as we brought Skip into the organization as a senior advisor to really develop a relationship with Skip.
to have baseball discussions throughout the year, to learn, to grow and really philosophically understand how we view the game and how we view success. And throughout those conversations, it became very evident to us that Skip is the perfect person to lead us forward. He has tremendous standards. He's got the same belief and alignment in terms of culture.
He has an infectious energy and personality and care for people and a great way about him in terms of communicating that we really have full confidence that he's the perfect person to help us move forward and strive for our next World Series championship. So it really is a great pleasure to not only work with Skip for this last year, but now to partner with him and Ross
as we move forward into what we hope is going to be our pursuit of the next World Series championship. So with that, it's a great honor to introduce Skip and welcome him and his family, his wife, Lindsay, his son, Brody, and his daughter, Presley, to the Texas Rangers organization. Skip, welcome.
Stand up on this chair.
Everybody good? All right.
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Chapter 2: What insights did Skip gain from his year as an advisor with the Rangers?
All right.
What's going on, you guys?
All right.
For the Q&A, just give them, fill your eyes and come up with a local media. If you could just say your name. Skip, Jeff Wilson with BLS. What about this job was so attractive to accept the offer to be manager?
First, I want to thank our owner, Ray, and obviously our president, CY, and GM, Ross, for giving me this incredible opportunity to lead this franchise for at least the next four years. And CY hit it. I mean, the... The unique opportunity to really learn an organization for a full year just doesn't happen.
I quickly learned the passion CY has for winning and doing whatever he can to make this a first class organization. The alignment is real. Our core values and what we expect every single day and making winning the most important part of our day is exactly who I am and what my family is about.
I believe in a winning culture and this is a everywhere you walk around every single department is about winning and winning culture to me is about elite communication.
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Chapter 3: How does Skip plan to develop a winning culture within the team?
I've said it before like we are going to be the best at communicating from front office all the way down to the clubhouse staff and training staff. We are absolutely aligned with what we think winning looks like and giving our best every single day wherever we're at. It doesn't matter how much we can give, but we're going to give everything we can that day to win.
Our preparation is going to be as good as anybody's because we just believe in... you know, what it takes as far as players, staff, front office, R&D, you know, giving our players the best chance to win and to execute that day. So I know it's a lot right there of, like, what makes it attractive, but not every organization wants to win or is ready to win a championship every day.
And the players that we have and the front office that we have, the staff that we have, it made it easily the most attractive place to be.
Skip, Evan Grant with the Dallas Morning News. I am really interested in the whole dynamic of this unique opportunity that you had in the past year, and you talked about your relationship with CY. The little bit that I think I know about you suggests that that preparation is key to you taking a job, but I want to know what you learned.
What did you learn over the past year about the whole organization?
Well, CY provided me a great opportunity to be home with my family, which was great. My wife, Lindsay, daughter, Presley and some Brody, which you don't get a chance to kind of reset, you know, during your baseball life and your journey. So I'm very grateful for that. I got to learn from a Hall of Fame manager.
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Chapter 4: What strategies will Skip implement to improve player performance?
He allowed me in and learned his processes and what he thought winning looked like, and you don't get that opportunity as a young manager every day. And then, you know, sitting in the suite or via text message if they're on the road,
with Ross and CY, the senior advisors and Michael Young and Nick Hundley and Ian Kinsler, just bouncing ideas back and forth, talking with Pipe daily and trying to figure out exactly what he sees and how he's trying to get players better every single day. You just don't get that opportunity in my seat just to learn everything.
every single department and how it works and how we can push back and make things better. So I'm very grateful for that. It just doesn't really happen. Usually you get an interview or two during this process and you're trying to figure out if it's just the right place for you.
immediately I knew that we aligned and what we think, you know, like I said, winning looks like and, and the details and the standards and the core values, all of that is who I am and what we are. And so it was a very, I'm very grateful for that whole year of watching how this thing works.
Skip Kennedy, LandryMLB.com. I mean, now a year removed from your time in Miami, what do you reflect most, I guess, upon that experience and what you did well, what you could have done better, and things like that?
Yeah, you always try to grow from every experience, whether it was year one, year two, different rosters, different front offices. And the last thing that I ever wanted to be was one foot in, one foot out of anything, even though I had an idea of where that was going to end up. But I got to learn how different front offices think.
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Chapter 5: How does Skip view his previous experience in Miami impacting his new role?
You know, how they acquire players, how they try to get players better, learning how different minor league systems are run. So I was very grateful for the first regime in Miami and the second regime in Miami because they were both different in how they thought. And I'm very grateful, even though it didn't end like we wanted it to end, obviously, the second year.
You know, they treated me really well and my family well. And And I can take some of those experiences, hopefully, and try to make this place as good as it can be.
Skip, Stephen Hong is with the Associated Press. You talk about getting to know the organization, and I know Jake Berger played for you in Miami, but how much of a relationship or how much have you gotten to know the players that are here in this clubhouse?
Yeah, I try to navigate that as carefully as I could. You know, it's a tricky spot because you respect the staff so much. And the last thing that I wanted to be was this helicopter coach where I was just dropping hot takes. And then why don't you just do this and then leave and go see my family for a week? And I don't feel like that was the play at all.
But you are in constant communication with certain players that you had before. Obviously, Jake was one of those, you know, just, you know,
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Chapter 6: What is Skip's philosophy on communication and relationships with players?
My wife was friends with, is friends with his wife. And so just trying to, you know, keep him motivated. And if there was something that was going on, you're just trying to encourage the whole time.
But, you know, the last thing I was going to do is try to tell him, hey, why don't you try to do this while, you know, there's a really good coaching staff that's grinding with him throughout the year. But I am looking forward to, you know, being with him for 162 this year.
And I'm assuming that when you took this position with the Rangers, that your hope was to get back in managing one day. And clearly... Everybody knew Bochy wasn't going to be here forever. At what point did you realize this was probably going to be a good opportunity that you would have this chance to be sitting where you are right now today?
Yeah, you know, it's funny. I've said this before, and my wife's going to be sick of hearing this, but I'm not very good at sitting home. So I have problems. Like, I need something to do every single day. And she told me right when I retired, like, I'm not your hobby, and so, like, figure it out. And that's the truth.
Chapter 7: How does Skip plan to address the team's areas of improvement for the upcoming season?
And as much as we love each other, like, she knows, like, hey, when's your next road trip? So I never knew, like when you're playing, you don't set, at least I didn't set out like, oh, my next step is gonna be managing one day. Like I was just in the moment trying to survive as a player in the major league level, doing everything I could to help a team win as a player.
And then I wanted to know what my next step was, started coaching in San Diego. Didn't know exactly what route I was going to go. Ended up just falling in love, you know, with the game on that side of things. And I just had this passion of teaching. And, you know, I am very consistent and disciplined. And so when I come in after, you know, and that's how I try to manage things.
and have a consistency and discipline behind it. After a win, celebrate the win. If we lose, it's still enjoyable coming to the park and trying to fix what happened. And that's going to be the hallmark and kind of what I'm trying to accomplish every single day. To say that I thought about managing in 2016 is just not true.
It's just kind of the progression of first base coach to bench coach to managing.
Chapter 8: What does Skip believe is essential for a successful offense in baseball?
I just fell in love with managing and leading a major league team. I'm very grateful that I'm able to have an opportunity to do it again.
When you look at this roster and the performance last year, maybe the last two seasons, where are the areas of improvement that you think needed hit on the most as you kind of move into the offseason in spring training?
I mean, this is an extremely talented roster. I think, you know, developing a winning clubhouse culture is going to be the number one thing that's on my list this offseason of just getting to know the players, trying to figure out exactly what motivates them and gets them going every single day. And starting just, like I said, building those relationships What's missing?
I mean, obviously, we know about the injuries quite a bit. Every organization goes through that. But what can we do to figure out how to, you know, get this thing going from day one in spring training is the goal. What's missing? I mean, we can every organization can look at, you know, what happened, you know, and that self reflect. I think that's only natural. Being here a week out of the month.
you know type thing and overseeing you know just watching on tv i can't give you like you know like these like one these hot takes right now i just know that like for me i'm starting fresh um and trying to build a staff around you know these players that um can focus on you know winning the day and that's that's the goal kevin kevin and jeff
Kevin Sherrington, Dallas Morning News. This is an unusual situation. You've been here with Bruce at the same time and I wonder what that, you touched on that a little bit, but what that relationship was like, if there was anything that he said to you that stood out that you recall and what do you think of him as a manager?
Yeah, I was lucky enough to have known Bruce for a number of years. We go on vacations together every now and then in Jackson Hole, Wyoming, with a bunch of different managers. And right when I got the job here, when CY and Ross offered, he called me and said, I can't wait to learn from you. that just shows you what kind of guy he is. Cause he wasn't gonna learn anything from me, right?
Like there's just no way, but, um, but it just shows you what kind of leader he was. Um, and that just broke the ice. It made me feel comfortable. He let me come in on meetings. Um, we were texting, you know, throughout the season every now and then.
Um, so, uh, I'm very grateful for how he, uh, went about this and, um, and allowed me to, um, to learn from him, which, you know, I've been around a lot of, um, rookie managers in my career. That's how this thing started. I was a bench coach for a rookie manager. I was a first base coach for a rookie manager. And then I was a bench coach again for another rookie manager in St. Louis.
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