Most newly appointed bosses have big corner offices when they take over companies.
But when Mark Cuban bought the Dallas Mavericks for $285 million in January 2000, he didn’t have floor-to-ceiling windows or a mahogany desk. Instead, he sits with nine other salespeople in an open-plan office.
In a recent interview with GQCuba explains that he is “not interested in the office” because he is more focused on working alongside the sales team and earning their respect.
“I want everyone who works with me to see that if I ask them to do it, I will do it,” Cuba told GQ. “If you’re running a company, and if you can align your concerns with those of the people you work with, then things will work in your favor.”
Cuba said he decided to buy the team after the opening game in 1999. At the time, he was only a season ticket holder, but he couldn’t believe the match didn’t sell out. He bought the team because he thought he could make it better and sell more tickets, he said.
When he bought the team in January of that year, Cuban said he placed his desk in the middle of the barn. In those days, he pulled out his phone book and old customer list and started making random calls.
Wanting to lead by example, he devised compelling offers to lure old fans back into the game. He would say, “Do you realize now that going to a Mavericks game is less expensive than taking your family to McDonald’s?” or “The first game is free for me.”
Cuban’s method seems to have worked, as the Dallas Mavericks’ team value has steadily increased over the years. In 2014, the team was worth $765 million. Now, the 2011 NBA Champion is valued at $3.3 billion — $440,000 million more than the average NBA team — and is the eighth most valuable team in the NBA, according to Forbes.
This isn’t the first time Cuban has emphasized the importance of team cohesion. On a recent episode of the “Re:Thinking with Adam Grant” podcast, Cuban said he fired business partners and bought and sold basketball players because of their personalities — especially when the team had so many self-described members. central or belligerent.
“Culture and chemistry are critical to success,” says Cuba. “A group can have one adaptor, you can’t have two. One adapts, two hang out together.”
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