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Communicating with a Corporate Superstar: Lessons from Kobe Bryant

Recent trade demands and interaction between all-star shooting guard Kobe Bryant and Los Angeles Lakers owner Jerry Buss provide CIOs and corporate managers with the perfect refresher on five key aspects of corporate communications.

By Edward Chuang

August 08, 2007 — CIO —

Kobe Bryant is the quintessential corporate superstar: He is the face of the $447 million Lakers franchise, has the top-selling NBA jersey in the United States and China, and has won numerous scoring titles, All Star bids, and All Star MVP titles; within the industry, his peers and colleagues fear his scoring and envy his all-around talent.

But, what happens when a company’s superstar wants out? Managing a high maintenance superstar is tricky, but when crisis situations arise, like when a superstar mutters about leaving, proper communications can make or break your entire organization. For CIOs and vice presidents, the interaction of Lakers owner Jerry Buss with Bryant provides the chance to observe the five key aspects of corporate communications in action—and analyze whether or not Buss succeeded in each category.

1. Identifying the Issue
On May 3, 2007, less than 48 hours after the Lakers’ disappointing season ended, Kobe Bryant uttered his first unhappy words: “Do something and do it now. Especially for me, it’s beyond frustration. Three years and still being at ground zero. So this summer’s a big summer.”

Bryant’s statement encapsulates the issue: He feels the team is not championship caliber and has not been building to become elite. He wants his owner to hear the message and to react accordingly.

Yet, Buss kept us guessing as to whether he cared or even heard Bryant’s words. Buss did not contact Bryant until May 31, when the situation had escalated to where Bryant demanded a trade. Grade: C-

Recommendations: When a superstar publicly articulates three years’ worth of unhappiness, a lot of pent-up emotions are primed to explode. Listen carefully to his or her statements, because the first message usually describes the most important complaint. Analyze quickly and create a response plan immediately; if left alone, many more outbursts will surely follow or they will leave for other opportunities.

 

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