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When I had the idea for this column, I reached out to some of my former NBA colleagues to solicit their thoughts and remembrances. Their essays were outstanding, heartfelt and very moving, but far too lengthy to quote each of them in this space. Therefore, I would like to acknowledge and thank Rick Welts, Val Ackerman, Bernie Mullin, Paula Hanson and Scott O’Neil for their memories and insights.
As we mark the fifth anniversary of David Stern’s passing (Jan. 1), we offer the following impressions and recollections for those of you who knew him as we did, and for others who weren’t as blessed to have had the opportunity and, for the most part, the pleasure.
Dynamic — When David walked into a room, a building or even another country, he owned the stage. He commanded respect, generated interest about whatever topic he was addressing and also made everyone in that particular audience feel he was speaking directly to them.
Aggressive — The WNBA, the then-Developmental League (now the G League), opening a retail store on 5th Avenue, the All-Star Weekend (not just a game), global preseason and regular-season games, social programs such as Read to Achieve and Basketball without Borders and media efforts (NBA TV) all occurred on his watch.
Visionary — All of the above items and today’s enormous national and international media contracts were preceded by a league whose Finals were broadcast on tape delay in the 1970s. David understood where the NBA was, and not only had the next steps in mind, but a vision for the future that some might have viewed as unrealistic.
Intuitive and Inspirational — For someone trained in the law, we all marveled at his grasp of marketing and consumer behavior. But then again, we imagine he could read a jury and sell his position to get the verdict in his favor. He was able to get the most out of the people in the organization. We were inspired to perform to earn his praise and sometimes to avoid his displeasure. We all remarked that when you were loved by David, it was one of the best feelings you could have, because you knew that you earned and deserved that love.
Diligent — As could be expected from a lawyer who stressed preparation and never wanted to be surprised, he taught us all to be more diligent in our work. I have remarked on numerous occasions that when I first started working for David and I would propose something, his response was always “Why?” — forcing me to become more diligent and thorough in my preparation. After a few years, I had progressed to earning a “Why not?” response.
Judicious — Probably the easiest term to apply: An examination of the NBA at the time he became commissioner until the completion of his 30-year tenure demonstrates his reason and good judgment in decision making.
Sincere and Sassy — Like depictions of Janus, both of these adjectives are essential in understanding David. He was completely sincere in his belief in the NBA not only as a sport and entertainment vehicle, but also as a catalyst for social change. He often remarked that it was important to him how people felt about the NBA. Sassy in the context of the definition: Lively, bold and full of spirit, and it could also mean cheeky — I think I’ll stop there.
Transformative and Tactical — From a league that was often criticized because it was too “urban” to a league that embraced those perceptions, he broadened the ways that people could relate to it, and lived up to its one-time marketing slogan, “I Love This Game,” to a degree that was the envy of many advertising executives. He incorporated music, superstars and performers and aligned with Nike and other brands, and capitalized on the Olympics and the Dream Team to transform the NBA into the first truly global American sports property.
Energetic — Some have described him as the most energetic person they have met. A voracious reader who had as much energy at 6 p.m. as he did at 6 a.m., he attracted people who had the same approach to life and work. When thinking about our original TMBO account managers, none of us drank coffee (we were naturally caffeinated) and we were on the road an average of three days per week every week; we had to match David’s energy and his expectations.
Receptive — This one was easy: David was always receptive to hearing new ideas, regardless of where they originated. He and I had a conversation one day about shared ownership of season tickets. He was very interested and asked how many people shared tickets. I speculated that maybe two to three people could share an account. His response was, “But you don’t know that for certain; let’s find out.” That resulted in going to four consecutive Knicks home games and working with a photographer to take pictures of seating sections, then enlarging the photos and reviewing them with the commissioner.
Noble-minded — David wanted the NBA to be a great sports organization that made a difference. I remember seeing him in New Orleans dedicating a learning center, then going with some of the players to help build a playground. His philosophy was that the people invest in us, so we need to invest in them and their community.
Even in death, he is larger than life and his impact is felt around the world. We guess working in the deli growing up made him hungry … for growth and change. RIP DJS.
Bill Sutton (billsuttonandassociates@gmail.com) is a professor of practice at the University of South Carolina, director emeritus of the Vinik Graduate Sport Business Program at USF and principal of Bill Sutton & Associates. He was an NBA vice president from 1999 to 2006. Follow him on social media at @suttonimpact.bsky.social.
Breaking down influence in sports; a new power player at A-B and a new CMO at MLB.
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