Extra Points: Toronto Raptors President’s Bold Moves Paid Off — and Business Owners Should Take Note


Christopher Schobert
Director of Communications
May 31, 2019
minutes to read

Pointman’s Extra Points series highlights lessons in leadership inspired by today’s headlines.

TAKEAWAY: Sometimes calculated moves pay off in a big way — just ask Toronto Raptors president Masai Ujiri.

OK, show of hands. Who predicted the Toronto Raptors would earn a trip to the NBA Finals this year?

If your hand is raised, congrats — you had more faith than most of the basketball world. After all, following 2018’s playoff loss (AGAIN) to Cleveland, Raptors president Masai Ujiri embarked on a series of moves best described as very, very risky.

The former player, scout and GM began by firing head coach Dwayne Casey — fresh off a franchise-best 59-win season — and promoting assistant Nick Nurse. (Ironically, Casey was named Coach of the Year after his firing.) Two months later, Ujiri made an even more shocking move. He traded four time All-Star DeMar DeRozan, the face of the franchise, to the Spurs for oft-injured forward Kawhi Leonard.

It’s worth noting that Leonard, a former NBA Finals MVP, was set to be an unrestricted free agent after the 2018-19 season.

The response to the moves was, well, mixed. Consider a few of the headlines from last July: “Making sense of Masai Ujiri’s cold-blooded summer” was one. Or, my favorite, “Red flag Kawhi Leonard trade will be career-defining for Masai Ujiri.”

“At some point you have to do something different,” Ujiri said following the Leonard trade.

For Ujiri, doing something different involved taking a series of calculated risks. But more than that, his moves required taking measure of the team’s direction — and his own plan.

For Ujiri, doing something different involved taking a series of calculated risks. But more than that, his moves required taking measure of the team’s direction — and his own plan. Why was Ujiri so confident?

  • He believed in his ultimate goal.
  • He believed in his team.
  • He believed in himself.

“Put it on me,” Ujiri told reporters after the Leonard trade, pledging his belief “in this city, this country, this team.”

The result was a Conference Finals victory over the Bucks and the first NBA Finals appearance in Toronto’s 24-year history. Leonard, in particular, proved to be a game changer. And even if the Raptors end up losing to the mighty Warriors, or Leonard signs elsewhere, there is no denying that Ujiri showed real leadership and tremendous ambition.

Business owners know all about risk — and the importance of self-belief. If you are not confident in your plan and decisive in your actions, failure is likely. But sometimes calculated moves pay off in a big way.

Looking again at the Raptors example, Ujiri knew all about Leonard’s upside, as well as Nurse’s capabilities as a coach. He believed in their talents and they came through.

Members of Pointman’s field service management software for contractors decided to work with us because they believed in themselves, their people and their goals. With Pointman’s team of expert analysts and coaches by their side, our members have the industry knowledge, dedicated support and necessary tools in place to make their vision a reality.

Interested in taking a calculated move to grow your business? Explore the only software that also includes personalized business coaching, a team of analysts to monitor your data and a community of peers offering industry advice.

4. Add-On or Upsell Count and Amount

Here, we’re looking at repairs sold beyond the original reason for the call. Every time you enter a customer’s home your techs have the chance to sell value added work, beyond the repair itself. If you’re training your techs to sell add-on products, don’t you want to know who's doing it well, and who may need a training refresher?

5. Agreement Opportunities/Sales

Maintenance agreements are the key to a consistent client base and essential for keeping your team busy during the shoulder seasons. Every time your technician is in the home of a non-member there is an opportunity to sell. Are they delivering? You need to know.

6. Future Opportunities

Are your technicians talking to customers with forced air heat about the improved comfort that comes with a humidifier? How about the benefits of water softeners or whole-house surge protection? If the customer is interested, but not now, you need to be able to follow up on those opportunities.

How much money do you think gets left on the table just by failing to make a follow-up call to reintroduce an offered product or service? Tracking these opportunities can be the secret to putting more of that money in your pocket. These opportunities are the gold dust that’s hiding in your business. With a little work, there’s a lot of money just waiting to be panned for and earned.

7. Replacement Opportunities/Sales

Repairing a capacitor on a 17-year-old condenser, or the pilot on a 12-year old hot water tank? These are opportunities for replacement, and your techs should be offering that as an option along with the repair itself. You can determine what you consider a replacement opportunity in your business. But regardless of the conditions you establish, you want to know which of your techs is making the most of them. 

And if they didn’t sell? See the previous item. You should be setting this as an opportunity for a follow up.

Have any recommendations for additional information you’ve found to be essential? How do you make sure your team shares these details after each visit? We’d love to know — drop us a line here.

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