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My guest for Episode #274 of the My Favorite Mistake podcast is Dr. Thom Mayer, the Medical Director for the NFL Players Association, Executive Vice President of Leadership for LogixHealth, Founder of BestPractices, Inc., and Clinical Professor of Emergency Medicine at George Washington University and Senior Lecturing Fellow at Duke University.
He was recently nominated to the Pro Football Hall of Fame in Canton, Ohio. USA Today named him one of the “100 Most Important People in the NFL.” Tom Peters, the internationally acclaimed leadership guru, referred to his work as “gaspworthy.” Thom's new book is Leadership Is Worthless…But Leading Is Priceless: What I Learned from 9/11, the NFL, and Ukraine.
On September 11, 2001 Dr. Mayer served as the Command Physician at the Pentagon Rescue Operation and has served on 3 Defense Science Board Task Forces, advising the Secretary of Defense. Most recently, in 2022, Dr. Mayer helped lead a mobile team to Ukraine, treating almost 350 patients and training over 1,700 Ukrainian medical staffers.
In this episode, we dive deep into the world of NFL player safety and the proactive strategies that have been implemented to protect athletes on and off the field. Dr. Thom Mayer shares his insights on the science behind the latest innovations in helmet technology, including the Guardian Cap, and the critical importance of having emergency physicians on the sidelines—a decision that has already saved lives.
We also explore the profound difference between leadership as a concept and leading as a daily practice. Dr. Mayer discusses how finding and following your “deep joy” is essential for both personal fulfillment and professional success. He emphasizes the power of learning from mistakes and how failure is not just a part of success, but an integral component of it. Drawing from his experiences during 9/11 and his recent mission to Ukraine, Dr. Mayer offers powerful lessons on resilience, proactive leadership, and the value of engaging with the people who do the work. This episode is filled with wisdom on how to lead effectively in times of crisis and beyond.
Questions and Topics:
- What are your thoughts on the new NFL kickoff procedures and their impact on player safety?
- Of all the things you’ve done in your career, what would you say is your favorite mistake?
- Can you give an example of a time when you deviated from your deep joy, and how do you find deep joy in your professional endeavors?
- Can you share an example of when you coached someone through a situation where they had deviated from their deep joy?
- Can you talk about your experience with Damar Hamlin and the importance of being proactive in NFL player safety?
- Can you share your experiences on 9/11 and the leadership lessons you learned from that day?
- How did you end up going to Ukraine in 2022, and what motivated you to take on that mission?
- What would you say to NFL fans who resist changes like the new kickoff rules or the use of the Guardian Cap?
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Automated Transcript (May Contain Mistakes)
Mark Graban:
Hi. Welcome to My Favorite Mistake. I'm Mark Graban. Our guest today is Dr. Thom Mayer. He is the Medical Director for the NFL Players Association, Executive Vice President of Leadership for LogixHealth, Founder of BestPractices, Inc., Clinical Professor of Emergency Medicine at George Washington University, and a Senior Lecturing Fellow at Duke University. Thom was recently nominated to the Pro Football Hall of Fame. USA Today named him one of the “100 Most Important People in the NFL.” Tom Peters, a previous guest on this podcast, referred to his work as “gasp-worthy.” Thom, welcome! That “gasp-worthy” was meant in a positive way, right?
Dr. Thom Mayer:
Yeah. First of all, thanks for having me on. It's an honor. I really appreciate it. Having a friend like Tom say something like that is just above and beyond. I cherish that because, as you know, he's such a great person and friend.
Mark Graban:
Well, I was happy to see that quote and his endorsement of your new book. There's so much to talk about here today. The book is titled Leadership Is Worthless, But Leading Is Priceless. We’ll come back to that later in the episode. I think it's amazing to see the different leadership situations you’ve been thrust into or stepped up to lead. On September 11, 2001, you served as the Command Physician at the Pentagon rescue operation and have served on three Defense Science Board task forces advising the Secretary of Defense. Most recently, in 2022, you helped lead a mobile team to Ukraine, treating almost 350 patients and training over 1,700 Ukrainian medical staff. Thank you for all of that. I see you're wearing a Ukraine lapel pin, and hopefully, we can talk about that. This is very exciting. Thank you for your support of Ukraine.
Dr. Thom Mayer:
Absolutely, my honor.
Mark Graban:
So, I'm so excited. I'm trying to think about where to start. I’m going to detour from the usual approach here, Thom. We’re going to talk about your favorite mistake—you’re not off the hook—but as we record this at the end of July, the 2024 NFL season is upon us. Even casual fans are going to notice a difference in the kickoff procedures in the preseason and regular season. I’m curious to hear your thoughts on this new approach and its expectations in terms of improving player safety.
Dr. Thom Mayer:
It’s a constant, iterative process. The NFLPA and the NFL work together to say, “Our motto with the NFLPA is, ‘We’ll go anywhere the science takes us, but nowhere the science doesn’t.’” When we look at the forces involved—force equals mass times acceleration—our men are bigger and faster than ever, so the forces are greater. We continuously try to revise. The helmets you see up here are different than when I played in college and tried out with the pros. But we also make efforts to lower velocity, which is a marker for acceleration. That’s what the new kickoff rules aim to do while preserving the fundamental nature and excitement of the game itself.
Mark Graban:
People just have to see how different it is. It looks like, at a high level, it sets up almost more like a running play instead of two teams coming at each other at full speed from large distances, right?
Dr. Thom Mayer:
Yeah. The guys on the outside are known as “gunners,” whether on a punt or kickoff play. These guys, often wide receivers or special teams players, move very fast. This new setup slows their head start and makes it different. We’ll have to follow it and see how it goes.
Mark Graban:
It’ll be interesting to see the impact and results. If the rule shows good results, it could work its way down through college and high school football, becoming the new normal.
Dr. Thom Mayer:
What we do as a union is for our players, but we're very aware of the potential downstream impact on NCAA, high school, and even youth football.
Mark Graban:
We might come back to another football question later, but I’m curious to hear what your answer will be to this: Of all the different aspects of your career and the things you’ve done, what would you say is your favorite mistake?
Dr. Thom Mayer:
As you know, Diogenes was asked what his favorite wine was, and he said, “Someone else’s.” I think there's a tendency for people to think that way about mistakes—they really love other people's mistakes. But as you know, that’s not helpful for our own ability to move forward in our careers and lives, not just in business. When our boys were younger, I used to take them to school. We have three boys, now young men. When I dropped them off, I always said the same thing: “One more step in the journey of discovering where your deep joy intersects the world’s deep needs.” They preferred to take the bus—trust me, they didn't want to hear that from their dad. But I would say my favorite mistakes have been anytime I’ve deviated from my deep joy—it’s been a mistake of biblical proportions. Staying true to your true north, your one purpose, your why—I call it deep joy—is critical. Another piece is that you have to make failure your fuel. That’s actually the title of one of the chapters in the book. Anytime I haven't made failure my fuel, that’s been a mistake I’ve regretted, like making assumptions and not understanding that failure isn’t just a part of success, it’s an integral part of it. Those are the mistakes I’ve worried about—deviating from my deep joy or failing to make failure my fuel.
Mark Graban:
Can you think of an example of a time when you deviated from that deep joy? And where do you think you find your deep joy in your professional endeavors?
Dr. Thom Mayer:
It’s funny because surprisingly few people ask me, “Hey, Thom, what's your deep joy?” My deep joy is helping other people find and fully express their deep joy. When you make it about yourself instead of the people you're trying to help, then you're following an ego. That’s not my deep joy. My deep joy is helping others. As a physician, of course, that’s what we’re looking to do—help others. But when it comes to that aspect, I think it becomes critical. I’ll give you a quick example. When the Buffalo Bills player, Damar Hamlin, went down and was successfully resuscitated—many people know about that—I spent the next week at his bedside with him and his parents. I was asked on a radio show, “Do you think he'll go back and play?” What I thought I said was, “If he chooses to play football, I guarantee you he'll be back out on the field because of his character.” Apparently, what I did say was, “I guarantee you he will be back on the field.” Well, that’s up to his deep joy, not mine. Anytime you get away from the fundamental aspect of what your deep joy is, in my case, helping others, it’s always a mistake.
Mark Graban:
Can you think of an example, even without naming names, of a time when you coached somebody through a situation where they had deviated from their deep joy?
Dr. Thom Mayer:
Not long ago, I had a player with an ACL injury—a complete transection that had to be repaired. In the old days, like with Gale Sayers, that kind of injury ended a career. Now people are reconstructed and can go back to play. This player was reaching out to me, saying, “Hey, I’m a free agent. I really want to sign with these clubs and get medically cleared.” But he was only six months into his ACL recovery. The science tells us it takes nine months to heal from that. I had to have the difficult conversation, saying, “I’m not telling you that you can’t go back and play, but there’s a high likelihood the team physicians will say they can’t work you out until nine months.” That’s not what he wanted to hear, but the difference between a short-term solution and a long-term problem is critical. I told him, “Look, this is going to be a difficult conversation, but it’ll be three more months until they’re ready to work you out.” Sure enough, happy ending—he texted me back, “Doc, I just signed,” and it was nine months and one day after his surgery. Understanding the hard realities of the science behind it was important.
Mark Graban:
You mentioned a concrete floor earlier. I had a recent guest who was a former Buddhist monk, and he used a similar expression: if we’re going to hit the concrete when dropped, are we going to be an egg or a superball?
Dr. Thom Mayer:
I love that.
Mark Graban:
How do we try to be resilient or at least prepare ourselves to bounce back?
Dr. Thom Mayer:
It reminds me of another Zen story that I included in the book. I’ll tell it very briefly. A Zen monk and his acolyte are walking along and come to this huge puddle covering the entire road. A dowager approaches and angrily demands they carry her across the puddle, which they do. She complains the entire way. After setting her down on the other side, the acolyte continues to complain. The monk says, “I set her down five miles ago. Isn’t it time you set her down?” That’s how failure works.
You see it, understand it, and move on.
Mark Graban:
I want to go back to that scene of you dropping your sons off at school. They may have rolled their eyes at your mantra about discovering their own deep joy, but have they found their own deep joy in life and work?
Dr. Thom Mayer:
Oh, absolutely. Kevin, our middle son, played lacrosse at Duke. During his senior year, they were getting ready to play in the national championships. He joined the Marines as a Marine infantry officer. It was a big deal, covered by a lot of press. A reporter asked him, “Kevin, why did you join the Marines?” He said, “Well, my dad always told me, ‘You’ve got to follow your deep joy and make it intersect with the world’s deep needs.’” He was listening! He and his wife, along with their three-month-old son, are visiting us today. What goes around comes around in strange ways.
Mark Graban:
Let’s talk about your book again. The title is Leadership is Worthless, But Leading is Priceless—was that inspired by the expression, “The plan can be worthless, but planning means everything”?
Dr. Thom Mayer:
Absolutely. That dialogue came from General George S. Patton and Dwight Eisenhower. When World War II started, Eisenhower was the Director of War Plans in Washington. He and Patton, who were close friends, discussed plans and planning. Patton famously said, “Plans are excellent until you engage in battle, and the first contact with the enemy, off it goes.” The book’s title was inspired more by my experiences in leading during crises, like 9/11. The book is contrarian, but not for the sake of being contrarian—because things aren’t always what we thought they were. There are over 60,000 books on Amazon with “leadership” in the title. Yet what does that tell you to do? The title isn’t meant to be clever. It’s simply saying that leadership is worthless because it’s just what you say. Anyone can say anything. But leading is priceless because it’s what you do every day, all day. And it’s not just about the C-suite. You’ve got to talk to the “we-suite”—the people who do the work. If I want to know about the Northwestern band, do I talk to the band director or you and your teammates?
Mark Graban:
Yeah, it’s been a long time.
Dr. Thom Mayer:
I was talking to a football player I played with the other day, and I said, “The nice thing is, the longer ago we played, the better we were.” I’m sure that’s true of the Northwestern marching band as well.
Mark Graban:
I love how in that phrase, “leadership is the concept or a noun, but leading is the active verb.”
Dr. Thom Mayer:
Exactly. It’s a verb in the active voice. There’s no passive voice form of leading. People say, “Words don’t matter.” The answer is, of course, they matter, precisely to the extent that they lead to action. Otherwise, we just have books on our shelves or files on our computers. I always tell people to do three things: Think about leading in a radically different way. Act on those thoughts within a week—if you don’t do it within a week, you won’t. And innovate, because the way we’re working either isn’t working or isn’t working well enough. Innovation doesn’t occur at the speed of genius, intelligence, or magic; it occurs at the speed of trust. If you don’t trust each other, you can’t be willing to step outside the lines and fail. And failure is our fuel.
Mark Graban:
One thing you touch on in the book is the importance of leaders freely admitting mistakes. As you said in the book, don’t be afraid to admit mistakes and your role in them. I’d love to hear more of your thoughts on that, whether in healthcare environments or within a football team.
Dr. Thom Mayer:
I spend as much time talking outside of healthcare as I do inside these days. It’s easy to say, “How long does it take to build trust?” A very long time. “How long does it take to destroy trust?” An instant, a microsecond, but it will happen. Then you begin the rebuild process. Honesty, being upfront and straightforward, building a culture—it’s all critical. Aristotle said, “We are what we repeatedly do. Excellence, then, is not a virtue, it’s a habit.” So the habit of trust, the habit of freely admitting mistakes, of not being resentful… Nelson Mandela said, “Resentment is like drinking poison and thinking it’s going to kill your enemies.” Resentment, not just about the mistake, but resentment toward those who make the mistake. That’s all true. But also resentment against ourselves for having made mistakes, the self-loathing of mistakes instead of saying, “Hey, you know what? This is the way it works.” My guys in the NFL spend three to four times more time in the film room than on the field. They break down the play, look at mistakes, and analyze what could have been done differently. Failure is an integral part of success, not the opposite of it.
Mark Graban:
And I think there’s a difference between the act of failing. We all fail. Successful people fail. That’s what this podcast is about. That doesn’t mean you are a failure or a loser. I think it was after the 2023 or after the Milwaukee Bucks were bounced. I think after the first round in 2023, Giannis Antetokounmpo was asked by a reporter, “Do you consider the season a failure?” And he reacted sort of like, “Well, no. I mean, we’re not failures. We’re going to learn from this. We’re going to move forward.” And the fans might not want to hear that, but it seems like that’s the healthy attitude. He didn’t exactly say this, but I mean, they didn’t live up to expectations. They were the top seed. But he’s certainly not a failure.
Dr. Thom Mayer:
No, not at all. I mean, that football over your left shoulder. As you know, Northwestern for a period of time was the laughingstock at the Big Ten. Other schools would look at it and say, “Okay, I got a W there.” Well, first of all, they didn’t have a W there. They had to go out and earn it every time. Doesn’t matter how many Heisman Trophy winners or All-Americans or future NFL players, but how did they get to the Rose Bowl? One step at a time, one failure at a time, convincing people to come to Northwestern because there was a vision for what it could be. I always say that limits begin where vision ends.
Mark Graban:
Yeah. I was a student there. After my freshman year, they fired the previous coach, hired Gary Barnett, and he made this bold claim during halftime of a basketball game. I was there playing drums in the band for that, and he said, “We’re taking the purple to Pasadena.” People thought he was nuts, but he had the vision. It took a couple of years, but there was that steady progress. Northwestern was the laughingstock of all of college football, with a record losing streak. People saw that 1995 season as an “overnight success.” Well, no, I saw those previous three seasons. It wasn’t reflected in the win-loss record yet, but that team was getting better. You could certainly see it if you were watching. Most people weren’t watching.
Dr. Thom Mayer:
Yeah. I played undergrad at Hanover College in Indiana, but I had a year of eligibility left because of a bad injury. So, I played as a first-year medical student at Duke. That Duke helmet up there says volumes about that team, that a medical student could walk on as a linebacker and start. But now, we’ve been to bowl games numerous times because of Coach Cutcliffe and his successors, who, like Gary Barnett, had a vision. The problem with being a visionary is if people don’t see the vision, they think you’re hallucinating. I’m sure people thought Gary was hallucinating.
Mark Graban:
Yeah. I don’t know how much he believed it was possible, but it was better to say it was possible than to be hired in and say, “We’re going to keep winning two or three games a year.”
Dr. Thom Mayer:
Coach K is a huge mentor to me. He’s the first to tell you, among others, that if you dream it and believe it, you can do it. It doesn’t mean it will happen, but if you don’t dream it and believe it, it can’t happen. That’s how you win five national championships and 1,202 games.
Mark Graban:
And I saw he wrote a nice endorsement blurb.
Dr. Thom Mayer:
He did. I reached out to him afterward and said, “Hey, Coach, are you sure you read the right book?” It was very generous of him.
Mark Graban:
All right, so I have to throw one more thing back at Duke football. Even though we’re in different conferences, Northwestern and Duke have had quite a rivalry. We play almost every year, recruiting the same pool of players and students nationally. About 15 years ago, Duke was on track to break Northwestern’s consecutive losses record. Do you know who they beat?
Dr. Thom Mayer:
Northwestern. Well, you know they call it the
“Smart Bowl” when Duke and Northwestern play. It’s a bunch of smart guys out there playing against each other. But, I’m a huge Duke fan. Quick story, not in the book, but I came from a very poor family. I couldn’t have gone to college without a football scholarship. In medical school, when you got in, you had to pay for your first year. If you did okay, they’d give you a scholarship after that. There was no way that was going to happen in our family—we didn’t have two shekels to rub together. But I got a letter from Duke saying, “You’re in. Show up with $200 in your pocket and we’ll take care of the rest.” They did. They took care of me the whole way through medical school. It was the first time I ever saw my father cry. The first time—he was so proud. “My son’s going to be a doctor. How is this going to happen?” So, I cheerfully write a check to Duke each year and say, “No Duke, no Dr. Thom Mayer.”
Mark Graban:
One other thing in the book that really struck me is the importance of being proactive. As I write about and we discuss on this podcast, we can learn from mistakes, but there are situations where we benefit from being proactive and thinking about what could go wrong so we can avoid mistakes. Earlier you mentioned Damar Hamlin. Correct me if I’m wrong—he had a cardiac arrest on the field in 2023. All the timely and seemingly incredible care he received was no accident. That was part of an effort that started ten years earlier. Could you talk about that?
Dr. Thom Mayer:
It started with my previous colleague, Dr. Elliot Pellman, and me on the sideline, along with Gene Upshaw, who was the Executive Director of the NFL Players Association. A guy went down hard—it turns out he was okay—but before he got up, I asked, “Who’s going to take care of him if he needs help?” They pointed to the paramedics down at the end. Now, I love paramedics—I’ve been an EMS Medical Director for years—but you have a 6'8″, 340-pound guy, you want physicians there. So, we immediately put it in place that there would be emergency physicians on the sideline to manage the airway, manage cardiac arrest. It’s in the collective bargaining agreement, the CBA, between the NFL and the NFLPA. It’s a great example of collaboration. When I show a slide of the Cincinnati Bengals—where that Bills player went down, right next to the logo—I say, “There were three great emergency physicians literally within 30 yards.” Some people say, “Well, wasn’t that lucky?” Luck had nothing to do with it. It was being proactive. Isn’t it fascinating, Mark, that we have a verb that we use all the time, “I reacted,” and yet we don’t use the verb “I proacted”? You might say, “I was proactive.” Well, that’s passive voice. I think we have to rethink that and be proactive constantly, particularly if we’re going to think, act, and innovate. Innovate at the speed of trust. We have to innovate because the way we’re working either isn’t working or isn’t working well enough. That takes innovation, which is another way to talk about proaction.
Mark Graban:
Yeah. So many things I want to ask, and I feel like there’s not time to give these topics justice, but I’m going to ask anyway. Can you tell us a little about your experiences on 9/11 and how you came to be involved in that response? There were certainly some leadership lessons from that.
Dr. Thom Mayer:
First of all, 2001 was a fascinating year. I got my job with the NFLPA on August 1, 2001. Corey Stringer, a tackle for the Vikings, died of heatstroke within minutes. Gene Upshaw called me and said, “You’ve got to step up and become our Medical Director.” People ask how I built my resume to get a job like this, and my answer is, “Don’t build resumes, build relationships.” Relationships are what matter. That was followed up by 9/11. When I was called down to the Pentagon, I wasn’t in the military despite my demeanor. I was called down by people who said, “We need an EMS Medical Director on site to coordinate all the assets there, to make sure it’s safe to go in that building and rescue or recover the people who were there.” The biggest lesson I learned, and it’s a chapter in the book, is: don’t suck up, suck down. When I got there, the building was still on fire. There were 37 two, three, or four-star generals behind me. Good men, good women who were deeply troubled and deeply wanting to be helpful. That’s their nature. I could turn and talk to them all I wanted, but that wasn’t going to help me. What I needed to do was suck down to the structural engineers, to the Army Corps of Engineers, to the firefighters, to the paramedics, to the suppression crews. They couldn’t go in that building until I said it was a safe scene. So, I think most of us in our lives and organizations should do more of the sucking down. If I give offense, I don’t mean to, although I have a strong way of talking, as you know. But let’s talk about the people beneath us, the ones who build the organization. When I give a talk, the first thing I do is thank the people who serve the food. They’re not just slinging hash; they’re giving us sustenance. They’re nourishing us and helping us to pay attention and work together as a team. I’ll always be grateful for the opportunity to have done that.
Mark Graban:
Yeah. And I’ve never heard anybody use the phrase the way you’ve coined it, Thom. It doesn’t bother me; it’s striking because it makes you think. We’ve had people come on this podcast, particularly people from a Toyota background. That’s a company with a leadership style of deeply respecting frontline team members. When I was at General Motors at the start of my career, they would use terms like operators or workers.
Dr. Thom Mayer:
How about “hands”? The heads versus the hands—are you kidding me?
Mark Graban:
I really dislike that sort of dehumanizing language. But I think calling someone a team member and then leading that way—respecting them, engaging them, listening to their ideas, listening to the things they need help with—is crucial to being a servant leader. It’s very familiar to me. That’s my preferred style of leadership.
Dr. Thom Mayer:
Yeah. The contrarian comment that I have after “leadership is worthless, but leading is priceless” is that the answers are not above you; they’re within and among you in the organization. That’s where the leading occurs. Every person is a leader, or they wouldn’t be on the team in the first place. Every single mother is a leader. Every mom, every dad, every person in the organization is a leader. Lead yourself, lead your team. The second corollary to that is every person is not only a leader, but like my 2,500 members of the NFL Players Association, they’re performance athletes involved in a cycle of performance, rest, and recovery over and over. We’ve neglected rest and recovery for ourselves and our teams because self-care is critical care. Waking up in the morning and saying, “I don’t aspire to be a leader. I am a leader. How will I lead today? How will I hold myself accountable for leading?” And at the end of the day, at the end of the shift, whatever it might be, simply being able to say, “How could I have led you better? How could I have led this team better?”
Mark Graban:
Yeah. I think leaders find their way into situations and opportunities to lead. I wanted to ask, and when you and I did our pre-call, I asked you, “Were you military?” because I thought maybe you went through military medicine. But how did you end up going to Ukraine in 2022?
Dr. Thom Mayer:
I’m an emergency physician by background, as well as sports medicine, so we handle almost anything. Whether it’s the Pentagon, the NFL Players Association, or inhalational anthrax—the first bioterrorism breakout against America—I led that response along with the great Dan Hanfling. Normal people, as part of their normal reaction, if they hear an explosion, they hear gunshots, they see turmoil, they run away. We run towards the fire; we run into the explosion. Part of that is training, but a lot of it is nature. That’s my nature and my training. When the war broke out, I had this sense that “this is wrong, this is fundamentally wrong,” and I wanted to do something about it. I was uniquely trained and willing. I made a quick phone call to ensure my family was good with it and that the NFLPA was okay with me being gone for a month. They were, so literally, within three weeks of the war breaking out, we were there. When we came back, microphones were in our faces, and people said, “Doc, you’re a hero. You went into a war zone to take care of these people.” I told them what I’ll tell you—I’m no hero. But let me tell you about the 350 heroes we had the honor of taking care of—the Ukrainian people. If deep joy is helping others, then you’ve got to go. When our boys were younger
, if they were doing something they shouldn’t, Maureen and I would look at them and say, “What’s that smell? I think it’s your soul burning in hell.” Controversial, contrarian, but if I hadn’t volunteered and gone to Ukraine, that would have been the smell because how can I proclaim these things and yet not seek out, engage, embrace, and be thankful for the opportunity? Did they shoot at us? Yeah, they shot at us. It was Ukraine, it was war.
Mark Graban:
It would have felt like a mistake not to go.
Dr. Thom Mayer:
It would have absolutely been a mistake. There’s no question about it. A motto in our family is, “Always do the more aggressive thing.” Maybe that’s not the right motto for every family, but it’s always a mistake if we don’t do the more aggressive thing.
Mark Graban:
Well, your career and life have been about helping and serving others in so many different realms. Thank you, Thom, for sharing your stories. There’s more in the book, Leadership is Worthless, But Leading is Priceless. I’d say it’s been priceless to have you here with us.
Dr. Thom Mayer:
I’m so grateful. You do sainted work, and we’re grateful for it. Mark, thanks.
Episode Summary and More
The New Era of NFL Player Safety: A Closer Look
The NFL has always been a hotspot for discussions around player safety, and the upcoming 2024 NFL season is set to highlight significant changes in this area. Under the guidance of Dr. Thom Mayer, the NFL Players Association (NFLPA) is continually striving to make the game safer without compromising its thrilling nature. Let's delve deeper into the various strategies and innovations that are shaping the future of football.
Iterative Improvements in Player Safety
Player safety in the NFL has always been a contentious issue, but the league and the NFLPA have been working closely to introduce new measures aimed at reducing injuries. Dr. Thom Mayer, the medical director for the NFL Players Association, emphasizes the use of scientific data to guide these safety measures.
One of the most significant changes fans will notice is the modification of kickoff procedures. This change aims to reduce the high-speed collisions that often lead to severe injuries. As Dr. Mayer explains, the formula for force is mass times acceleration, and NFL players are continuously getting bigger and faster, resulting in more intense impacts. Therefore, reducing the velocity during kickoffs can significantly mitigate the risk of injury.
The new kickoff rules are designed to mimic more of a running play rather than having two teams collide at full speed. This change slows down the momentum of players, especially the ‘gunners' on the outside, who are known for their speed and impact. Fans and players alike will need to adapt to this new setup, but the ultimate goal is to maintain the game's excitement while ensuring players' safety.
Impact Beyond the NFL
The safety innovations introduced by the NFL and NFLPA have ramifications that extend beyond professional football. These measures often trickle down to college, high school, and even youth football, providing a safer playing environment for all.
As Dr. Mayer points out, the changes in the NFL set a precedent that could become the new normal in football at all levels. The success of these safety measures in the NFL paves the way for adoption in college and high school games, making football safer across the board. For instance, if the new kickoff rules prove effective at reducing injuries, they are likely to be implemented in college and high school football, creating a consistent safety standard throughout the sport.
The NFLPA's motto, “We'll go anywhere the science takes us, but nowhere the science doesn't,” underscores their commitment to making evidence-based decisions. By following this principle, the NFLPA ensures that any new safety measures introduced are grounded in scientific research, which increases their likelihood of success and acceptance across different levels of the sport.
Learning from Mistakes: Deep Joy and Failure
Dr. Thom Mayer's career offers valuable lessons on leadership and personal growth. His approach to mistakes and setbacks is rooted in the concept of ‘deep joy,' a guiding principle that can lead to more fulfilling and effective leadership.
Dr. Mayer believes that his ‘favorite mistakes' are those moments when he deviated from his deep joy, which he defines as helping others find and fully express their own deep joy. Anytime he strayed from this purpose, he considers it a significant mistake. This philosophy emphasizes the importance of staying true to one's core values and purpose to achieve lasting success and satisfaction.
In addition to deep joy, Dr. Mayer discusses the importance of making failure your fuel. He argues that failure is not just an opposite of success but an integral part of it. Embracing failure and learning from it can propel individuals and organizations forward. This perspective is particularly relevant in the high-stakes world of professional sports, where setbacks are inevitable, but resilience and learning can lead to greater accomplishments.
Real-Life Applications: Case Studies
Dr. Mayer’s practical application of his principles is evident in real-life scenarios, from advising injured players to supporting teams during critical moments. These case studies highlight how his approach to leadership and failure shapes his interactions and decisions.
One compelling example is Dr. Mayer's involvement during the resuscitation of Buffalo Bills player Damar Hamlin, whose on-field collapse was a vivid reminder of the risks football players face. Dr. Mayer spent the week following the incident at Hamlin’s bedside, supporting him and his family. His experience here underscores the importance of empathy and presence in leadership.
Another example involves advising a player recovering from an ACL injury. Dr. Mayer had to deliver the tough news that the player needed more time to heal before being cleared to play, despite the player's eagerness to return. This situation highlights the necessity of balancing optimism with realism, ensuring that decisions are based on scientific evidence rather than immediate desires.
Leadership Insights: From Football to Philosophy
The principles Dr. Mayer applies in his medical and leadership roles extend beyond the field. His philosophy on leadership, encapsulated in his book “Leadership is Worthless, but Leading is Priceless,” offers insights that are applicable in various aspects of life and work.
Drawing inspiration from historical figures like General George S. Patton and Dwight Eisenhower, Dr. Mayer emphasizes the value of planning and preparation over rigid adherence to plans. This flexible and adaptive approach to leadership is crucial in dynamic environments where conditions can change rapidly, similar to the fast-paced world of professional football.
Dr. Mayer’s reflections on leadership also incorporate philosophical elements, such as Zen stories, to convey the importance of resilience and adaptability. By combining scientific rigor, personal values, and philosophical insights, Dr. Mayer presents a holistic approach to leadership that can inspire individuals in any field to pursue their deep joy and use failure as a stepping stone to success.
Embracing the Contrarian Approach
Dr. Mayer’s perspectives on leadership offer a unique, contrarian view that extends beyond traditional philosophies. Instead of merely relying on established notions, Mayer encourages leaders to think independently and challenge the status quo. As he states, “Leadership is worthless because it's just what you say, and anyone can say anything. But leading is priceless because it's what you do all day, every day.”
By emphasizing “leading” over “leadership,” Mayer advocates for actionable, everyday efforts that drive change and innovation. This distinction is vital, particularly in dynamic and high-pressure environments like professional football or healthcare, where leadership must be evident in daily actions, not just in lofty titles or positions. His approach underscores the need to move beyond the C-suite, fostering a culture where everyone, from top executives to frontline workers, feels responsible for the collective success.
Building Trust: The Foundation of Innovation
Innovation does not occur at the speed of genius but at the speed of trust. This principle is central to Dr. Mayer's philosophy. In environments where trust is deeply ingrained, individuals feel safe to experiment and occasionally fail, knowing their efforts are supported by the collective belief in progress and improvement.
Trust is not built overnight; it requires consistent effort and transparency. Mayer points out that the process of building trust can be long and arduous, yet it can be destroyed in an instant. This dichotomy means that leaders must be vigilant in maintaining honesty and openness. Admitting mistakes freely and taking ownership of one's actions are crucial for fostering a trustworthy environment. This principle is highlighted in football, where players spend significant time analyzing failures to improve future performances.
Learning from Failure: Practical Applications
Mayer illustrates his concept of learning from failure through real-life scenarios and experiences. For instance, he describes how professional athletes scrutinize their mistakes in film sessions, dedicating three to four times more effort to analyzing errors than celebrating successes. This meticulous process of self-examination and improvement is not unlike analyzing medical errors or business failures, emphasizing that growth often comes from our most significant setbacks.
Real-life examples, such as Joe Burrow and Jamar Chase's interaction following a dropped pass, highlight the practical application of supportive leadership. By reassuring Chase, Burrow exemplified how leaders can foster resilience and trust in their teams, encouraging them to bounce back and strive for success despite occasional failures.
Visionary Leadership: Beyond the Immediate
Leaders with a strong vision, like Coach Gary Barnett who famously pledged to “take the purple to Pasadena,” illustrate the power of setting ambitious goals and instilling belief in a shared vision. Dr. Mayer echoes this sentiment, emphasizing that limits begin where vision ends. Visionary leaders inspire their teams to dream big and pursue their goals with unwavering commitment, despite initial skepticism or failures.
The example of Northwestern University’s transformation from a perennial underdog to Rose Bowl champions underscores the importance of maintaining a long-term vision. Similarly, visionary leadership in any field requires persistence, dedication, and the ability to inspire others to see possibilities beyond immediate circumstances.
Innovating Through Trust and Vision
Dr. Mayer's experiences underscore the interplay between trust, innovation, and visionary leadership. Whether it's in football, healthcare, or any other field, the principles of fostering trust, learning from failure, and maintaining a clear vision remain universally applicable. By cultivating an environment where mistakes are seen as stepping stones rather than obstacles, leaders can drive their teams towards sustained success and continuous improvement.
This philosophy of leading with purpose, resilience, and an unwavering commitment to innovation provides a robust framework for anyone aspiring to make a significant impact in their field. As Dr. Mayer eloquently puts it, excellence becomes a habit formed through repeated actions, guided by a clear vision and supported by a culture of trust and openness.
Proactive Leadership: Lessons from Dr. Thom Mayer
Dr. Thom Mayer's approach to leadership emphasizes proactive thinking, which he argues is essential for innovation and effective crisis management. The anecdote about the NFL’s swift and precise response to Damar Hamlin’s cardiac arrest is a powerful example. This incident underscores the importance of preemptive measures that Mayer and his team implemented years prior, ensuring that emergency physicians were always on the sidelines.
Proactivity in Practice
Being proactive is about anticipating problems and preparing for them before they manifest. Dr. Mayer recounts how essential it was to have emergency medical protocols in place during NFL games. This planning was not just reactive but involved consistent, forward-thinking strategy, illustrating the sports industry’s dedication to player safety. He refers to the proverb that encapsulates his mindset: “Luck favors the prepared.” This proactive stance can be applied universally, whether in healthcare, sports, or any professional environment.
For instance, the Proactive Response Plan implemented for the NFL was a direct result of collaborative efforts outlined in the collective bargaining agreement (CBA) between the NFL and the NFLPA. This agreement emphasized the importance of having skilled emergency physicians immediately available during games, demonstrating a commitment to comprehensive player care.
Proactive Innovation and Trust
Dr. Mayer asserts that innovation at the speed of trust requires a proactive approach, adapting ahead of crises rather than merely reacting to them. In medicine and emergency response, this principle is often life-saving. By preparing for worst-case scenarios, teams can mitigate damage and enhance recovery when unexpected events occur.
For example, during Mayer's tenure, the NFL incorporated scientific research into helmet safety, leading to significant advancements in preventing concussions. These innovations came from extensive testing and collaboration with biomechanists and medical experts, who identified that larger volume helmets with better padding could help reduce injury rates. The Guardians Caps were another proactive step, initially used in practices but now making their way into games due to their effectiveness in attenuating impact forces.
Learning from Tragedy: The 9/11 Experience
Dr. Mayer's involvement in the response to the 9/11 Pentagon attack further demonstrates his principles of proactive leadership. Rather than focusing solely on hierarchical directives, he prioritized collaboration with technical experts and first responders to ensure effective crisis management. This “suck down” methodology—engaging with and empowering those on the front lines—proved crucial in managing the chaotic and dangerous environment.
Servant Leadership: Value in Relationships
Dr. Mayer consistently highlights the importance of servant leadership. This approach involves leading by example, showing appreciation for team members at all levels, and emphasizing the human aspect of organizational success. Acknowledging the vital contributions of every individual, from front-line staff to executives, fosters a culture of mutual respect and teamwork.
Adding Depth to Leadership Roles
Leadership, as per Dr. Mayer’s contrarian view, should not be confined to hierarchical titles. The concept of “every person as a leader” expands leadership’s reach, making it an integral part of daily routines and responsibilities. This approach encourages self-accountability and continuous self-improvement, crucial for personal and organizational growth.
He emphasizes—whether through guiding athletes during pivotal NFL moments, leading EMS efforts during national crises, or organizing medical interventions overseas—that proactive and inclusive leadership is foundational to success. His insistence on maintaining a cycle of performance, rest, and recovery speaks to the holistic needs of leaders and teams alike, advocating for balanced, sustainable practices.
Conclusion
Dr. Mayer's teachings encompass more than mere responses to crises; they advocate for a proactive and inclusive stance towards leadership. This involves being prepared, valuing every team member, fostering trust, and continuously pushing the boundaries of innovation. Through real-world examples from his diverse career, Mayer illustrates that proactive leadership is not just about managing emergencies but paving the way for sustained improvement and resilience in any field.
Addressing Resistance to Change
Dr. Mayer's perspectives on resistance to change are insightful, particularly in the context of implementing new safety measures in sports like the NFL. He acknowledges that resistance is a natural human reaction to significant changes. Minor tweaks or superficial adjustments might not stir much opposition, suggesting that real, transformative change often meets considerable resistance.
“No resistance equals no change,” asserts Dr. Mayer, underscoring that pivotal innovations often spark initial pushback. This phenomenon is not exclusive to sports but prevalent across all fields where entrenched practices face reform. He emphasizes the importance of following scientific evidence to guide these changes, rather than relying on popular opinion or fan polls.
The Science-Driven Approach
Dr. Mayer advocates for a science-driven process in decision-making, particularly concerning player safety. The implementation of Guardian Caps and changes in kickoffs in the NFL, for instance, stem not from arbitrary decisions but from rigorous scientific analysis.
Fans may initially ridicule these changes, yet Dr. Mayer believes that understanding and patience are crucial. The overarching goal is to make the game safer, especially for future generations. He urges the community to appreciate the broader impact of these reforms.
Youth Involvement and Parental Guidance
Dr. Mayer's advice about youth involvement in sports is particularly resonant for parents. He highlights the importance of ensuring that children participate out of genuine interest and joy, rather than external pressures from parents or societal expectations.
He maintains that sports should be about developing teamwork, character, and resilience, rather than adhering to outdated notions of toughness. The real value of sports lies in fostering a supportive and enriching environment, a sentiment that aligns with his broader advocacy for servant leadership.
Choosing the Right Coaches
One of Dr. Mayer’s memorable recommendations is to avoid coaches or leagues that espouse a “toughening up” philosophy. He humorously quotes Monty Python, advising to “run away” from such environments. This reflects his belief that the primary role of a coach is to nurture and develop individuals, not to impose harsh and archaic standards of toughness.
Communication and Trust in Leadership
Dr. Mayer’s closing thoughts emphasize the value of transparent communication and the need for leaders to earn the trust of their teams. This approach fosters a culture where innovation and change are not just accepted but are seen as continuous processes of improvement.
His book title, “Leadership is Worthless, but Leading is Priceless,” encapsulates his philosophy that true leadership goes beyond titles and is rooted in action, empathy, and the ability to drive meaningful change.
By integrating proactive thinking, science-based decisions, and a compassionate approach to leadership, Dr. Thom Mayer provides a compelling blueprint for modern leadership across various fields.