not if he hit the post

I think he will kick 150. And go all Paul Hudson circa 1971 Grand Final trying to get 151.

So..........we're then looking at the first 3 games without Fev and Judd?............

I'll only believe this rumour if it originated in Mill Park

Goltzenberg said:
we done with this thread?

Its the GF tomorrow for #$#@ sakes!!!

I had avoided reading this thread, because I knew that it would be a slanging match between the critics and the apologists. But I finally succumbed, after reading Sheahan's article in Friday's paper. I haven't read the whole thread, just bits and pieces, but here's my take.

I work in the field of leadership. It is my job to go into an organisation, and through a series of processes, identify where there are leadership issues, and work out a strategy to address them. I then facilitate the implementation of that strategy. Part of this process is to understand what impact the leadership issues have on the organisation, and ultimately the performance of the organisation. Without wanting to pump up my own tires, I would consider myself to be somewhat of an expert in the field.

All the research, and my own experience, says that the impact of leadership on the performance of an organisation at all levels is massive. The more cut-throat the industry, the harder it is to succeed in an industry, the more significant is the impact of leadership on the organisation. I think we would all agree that football is a cut-throat industry in which it is VERY difficult to have the ultimate success. On a completely level playing field, you will succeed once every 16 years. That will soon become once every 18 years.

But we all know that AFL is not a level playing field. What that means is that a club which does not operate as well as another club, will decrease its chances of success. So once every 16 or 18 years, becomes once every 20 years, or 25 years, or 30 years... Case in point, Richmond. And St Kilda.

Of course, there are a myriad of aspects involved in ‘operating’. Coaching, recruiting, membership, sponsorship, image, culture, climate, administration...they are all aspects that must be got right. It is no coincidence that Geelong finally came good (and look how good) under the stewardship of Costa and Cook. In fact, look at all Premiership clubs, and see how strong and solid they were in all areas.

Increasingly, clubs and other organisations are starting to understand the role of leadership. Geelong and Sydney started the ball rolling. Sydney has been recognised for a number of years as having the strongest leadership. It won them a flag with a team that most considered wasn’t Premiership standard. Geelong sat down after ’06 and had a full review, brought in the leadership consultancy, Leading Teams (which work/ed for a number of teams, each of which improved under their programs), and look at the result. Part of that involved suspending Steve Johnson for 6 weeks. Again, look at the result.

To quote from Hay Group, an international leadership consultancy...



http://www.haygroup.com/tl/Downloads/Leadership_booklet.pdf

The leadership issues of concern at Carlton are Fevola, and the Club itself.

Brendan Fevola is a leader at Carlton. He is in the leadership group, and even if he wasn’t, he is looked up to by the younger players. Fevola’s behaviour is problematic on a number of fronts.

Firstly, it is symptomatic of his ego-centric nature. Now, many people and many footballers are ego-centric, but most somehow manage to put it aside on game day for the good of the team. Fevola clearly struggles with this. The very issue that causes him to have brain fades, spit the dummy or simply not put in 100% on the field is the same that leads him to go out on the drink and make a fool of himself, even when he has admitted that he shouldn’t drink, knows he shouldn’t drink and knows that the Club and those around him don’t want to drink. In leadership, it is referred to as being emotionally unintelligent. It is the essence of ego-centrism - it is all about me, and I am not going to think about how my behaviour will affect those around me (and that can be a conscious or unconscious thought process). If Fevola was to address this trait, to try to become less ego-centric, to consider, and want to consider, how his behaviour impacts on those around him, on those who rely on him, not only would he likely stop drinking, he would almost certainly be a more consistent, and better, player.

Secondly, what is the impact of his behaviour on those around him? On-field and off-field. How does it impact on sponsorship? On the image of the Club? How does it impact on the young players around him? Do they look at his behaviour and say, “well, it’s ok to go out on the drink like that...it’s ok to not chase when things aren’t going well”? Young adults are very impressionable, and Carlton has a list full of young adults.

Thirdly, what about the leadership coming from the Club? Last time Fevola got into trouble, the Club said that the next indiscretion would result him being sacked. Clearly that hasn’t happened (and there may be contractual reasons for that). But a $10,000 fine is barely a slap on the wrist. As has been pointed out, Jason Gram misses a physio session, and got suspended for a week. St Kilda plays in a Grand Final tomorrow. Steve Johnson was suspended for 6 weeks. Geelong played in the next 3 Grand Finals. Tough leadership works. Demanding the absolute best in terms of effort, behaviour, attitude, performance and leadership brings results. It brings down your odds from 1 in 16, to 1 in 12, or 10... But only if it is spot on.

There have been plenty of whispers about a poor culture developing at Carlton. I do not know if it exists or not. Certainly, there have been issues with Fevola, Stevens, Scotland, Betts, Garlett and Cloke. That’s part of the leadership group, and some of the young kids. Not a great sign. That the leadership group, and I include Judd in this assessment, did not take Fevola by the collar on Monday night and physically take him home is a worry (and again, I wasn’t there, so I am only going on reports. But what do you think Jonathan Brown or Brett Kirk would have done if it was Travis Johnston or Barry Hall? Sydney ‘sacked’ Hall for his behaviour).

Look at other clubs over the years which have had leadership or cultural issues, and the lack of success which accompanied it. Look at the successful clubs, and how strong their leadership is. It is leadership that comes from players, from coaches, from administration and from boards. Clubs don’t win Premierships without outstanding leadership at all levels of the organisation. It simply doesn’t happen anymore. We all know that if you are off your peak by ½ %, it costs you.

From an outside observer with a strong and passionate interest in Carlton Football Club, and who follows it as closely as he can, there appears to be some leadership issues at the Club. Fevola has been allowed to get away with his antics over and over, without significant punishment. Looking from the outside, as a supporter whose wants nothing less than a Premiership, there appears to be issues with Fevola, with others in the playing group, and with the administration and coaching department, whose job it is to implement the requisite leadership and which don’t appear to be doing so. The impact that this has on the Club, its image, the playing list and ultimately performance on the field, cannot be understated.

Whether that means discipline, trade or sacking (and surely you would trade, not sack) I don’t know. But it certainly means more than a $10,000 fine and throwing up your hands and saying ‘what more can we do”, and another apology from the player who says yet again that he must stop drinking. Strong leadership starts at the top, and filters down. Poor leadership from the top, infects the whole organisation. The fish rots at the head. It is time for Carlton Football Club to stamp its leadership in no uncertain terms.

Ch 9 yes, Crown no.

Fev was robbed !!!! He was a shoo in for TOOL OF THE YEAR !!! Daylight robbery !!

I had avoided reading this thread, because I knew that it would be a slanging match between the critics and the apologists. But I finally succumbed, after reading Sheahan's article in Friday's paper. I haven't read the whole thread, just bits and pieces, but here's my take.

I work in the field of leadership. It is my job to go into an organisation, and through a series of processes, identify where there are leadership issues, and work out a strategy to address them. I then facilitate the implementation of that strategy. Part of this process is to understand what impact the leadership issues have on the organisation, and ultimately the performance of the organisation. Without wanting to pump up my own tires, I would consider myself to be somewhat of an expert in the field.

All the research, and my own experience, says that the impact of leadership on the performance of an organisation at all levels is massive. The more cut-throat the industry, the harder it is to succeed in an industry, the more significant is the impact of leadership on the organisation. I think we would all agree that football is a cut-throat industry in which it is VERY difficult to have the ultimate success. On a completely level playing field, you will succeed once every 16 years. That will soon become once every 18 years.

But we all know that AFL is not a level playing field. What that means is that a club which does not operate as well as another club, will decrease its chances of success. So once every 16 or 18 years, becomes once every 20 years, or 25 years, or 30 years... Case in point, Richmond. And St Kilda.

Of course, there are a myriad of aspects involved in ‘operating’. Coaching, recruiting, membership, sponsorship, image, culture, climate, administration...they are all aspects that must be got right. It is no coincidence that Geelong finally came good (and look how good) under the stewardship of Costa and Cook. In fact, look at all Premiership clubs, and see how strong and solid they were in all areas.

Increasingly, clubs and other organisations are starting to understand the role of leadership. Geelong and Sydney started the ball rolling. Sydney has been recognised for a number of years as having the strongest leadership. It won them a flag with a team that most considered wasn’t Premiership standard. Geelong sat down after ’06 and had a full review, brought in the leadership consultancy, Leading Teams (which work/ed for a number of teams, each of which improved under their programs), and look at the result. Part of that involved suspending Steve Johnson for 6 weeks. Again, look at the result.

To quote from Hay Group, an international leadership consultancy...



http://www.haygroup.com/tl/Downloads/Leadership_booklet.pdf

The leadership issues of concern at Carlton are Fevola, and the Club itself.

Brendan Fevola is a leader at Carlton. He is in the leadership group, and even if he wasn’t, he is looked up to by the younger players. Fevola’s behaviour is problematic on a number of fronts.

Firstly, it is symptomatic of his ego-centric nature. Now, many people and many footballers are ego-centric, but most somehow manage to put it aside on game day for the good of the team. Fevola clearly struggles with this. The very issue that causes him to have brain fades, spit the dummy or simply not put in 100% on the field is the same that leads him to go out on the drink and make a fool of himself, even when he has admitted that he shouldn’t drink, knows he shouldn’t drink and knows that the Club and those around him don’t want to drink. In leadership, it is referred to as being emotionally unintelligent. It is the essence of ego-centrism - it is all about me, and I am not going to think about how my behaviour will affect those around me (and that can be a conscious or unconscious thought process). If Fevola was to address this trait, to try to become less ego-centric, to consider, and want to consider, how his behaviour impacts on those around him, on those who rely on him, not only would he likely stop drinking, he would almost certainly be a more consistent, and better, player.

Secondly, what is the impact of his behaviour on those around him? On-field and off-field. How does it impact on sponsorship? On the image of the Club? How does it impact on the young players around him? Do they look at his behaviour and say, “well, it’s ok to go out on the drink like that...it’s ok to not chase when things aren’t going well”? Young adults are very impressionable, and Carlton has a list full of young adults.

Thirdly, what about the leadership coming from the Club? Last time Fevola got into trouble, the Club said that the next indiscretion would result him being sacked. Clearly that hasn’t happened (and there may be contractual reasons for that). But a $10,000 fine is barely a slap on the wrist. As has been pointed out, Jason Gram misses a physio session, and got suspended for a week. St Kilda plays in a Grand Final tomorrow. Steve Johnson was suspended for 6 weeks. Geelong played in the next 3 Grand Finals. Tough leadership works. Demanding the absolute best in terms of effort, behaviour, attitude, performance and leadership brings results. It brings down your odds from 1 in 16, to 1 in 12, or 10... But only if it is spot on.

There have been plenty of whispers about a poor culture developing at Carlton. I do not know if it exists or not. Certainly, there have been issues with Fevola, Stevens, Scotland, Betts, Garlett and Cloke. That’s part of the leadership group, and some of the young kids. Not a great sign. That the leadership group, and I include Judd in this assessment, did not take Fevola by the collar on Monday night and physically take him home is a worry (and again, I wasn’t there, so I am only going on reports. But what do you think Jonathan Brown or Brett Kirk would have done if it was Travis Johnston or Barry Hall? Sydney ‘sacked’ Hall for his behaviour).

Look at other clubs over the years which have had leadership or cultural issues, and the lack of success which accompanied it. Look at the successful clubs, and how strong their leadership is. It is leadership that comes from players, from coaches, from administration and from boards. Clubs don’t win Premierships without outstanding leadership at all levels of the organisation. It simply doesn’t happen anymore. We all know that if you are off your peak by ½ %, it costs you.

From an outside observer with a strong and passionate interest in Carlton Football Club, and who follows it as closely as he can, there appears to be some leadership issues at the Club. Fevola has been allowed to get away with his antics over and over, without significant punishment. Looking from the outside, as a supporter whose wants nothing less than a Premiership, there appears to be issues with Fevola, with others in the playing group, and with the administration and coaching department, whose job it is to implement the requisite leadership and which don’t appear to be doing so. The impact that this has on the Club, its image, the playing list and ultimately performance on the field, cannot be understated.

Whether that means discipline, trade or sacking (and surely you would trade, not sack) I don’t know. But it certainly means more than a $10,000 fine and throwing up your hands and saying ‘what more can we do”, and another apology from the player who says yet again that he must stop drinking. Strong leadership starts at the top, and filters down. Poor leadership from the top, infects the whole organisation. The fish rots at the head. It is time for Carlton Football Club to stamp its leadership in no uncertain terms.

http://www.heraldsun.com.au/sport/afl/no-mcg-lap-of-honour-for-brendan-fevola/story-e6frf8w6-1225779772332

From the article that Fev won't be in the pre-GF stuff today.

Quote:

But the casino faces its own concerns over its handling of the Fevola fiasco.

The Australian Drug Foundation yesterday demanded strong action be taken against Crown for alleged breaches of liquor licensing laws.

The foundation said it was clear the casino continued to allow Fevola to drink even though he was intoxicated.

"This appears to be a clear breach of license, and Crown must be held accountable," foundation CEO John Rogerson said yesterday.

Now, need the Broadcasting commission to come out and fine channel nine for allowing somebody to conduct an interview or work in an unfit manner.

you guys have to remember Sir richard always said fevs going no where...when asked why, he said....Jeannie loves Fev....Shes an important benefactor carrying on her late husbands legacy...the coming meetings...one on ones in a room without keys...whatever...its all theatrics from a relatively impotent Prez...End of story...you can all go home now

From CSC:
which is probably why Fevola behaves the way he does. He thinks he's untouchable. What would cut him is that he's aborting his dream of being a media star and celebrity after his footy career's over. If he sees himself working the red carpet at Brownlows for the next 25 years then I'd think the AFL does have power to withdraw his accreditation. That's about the only way he would change his behaviour.
Guess I'm guilty of getting on my high horse and being self righteous because I don't just accept everything he does.
The "he's good with kids" card is played a lot. A cynic would say he's accumulating points for his next misdemeanour. Like when you paint the bathroom at home your points evaporate overnight.