Buck Showalter's first three weeks in Baltimore have been a whirlwind as the Orioles' new manager has begun the arduous task of trying to help turn around an organization that is closing in on a 13th straight losing season. The 54-year-old, who is managing his fourth big league club, sat down with The Baltimore Sun last week to discuss his first few weeks on the job, his respect for the Orioles' tradition and the challenge that lies ahead.
Question: It has been written that some members of your inner circle told you to stay away from the Orioles' managerial job. Why did they say that and why didn't you listen?
Answer: [It was] not in those terms. You talk to a lot of guys, and it wasn't that they called me or I asked them for their opinion. It just kind of came up in passing, but I know what it looks [like] to those on the outside looking in. I also know what it feels like coming in here in the other dugout back when it was and what it could be again. I also kind of like somebody telling me that something can't be done. I got that it's a challenge and there's been good people in here before me. I got it. I'm not trying to reinvent the wheel in here or anything.
Q: From what you've seen, how confident are you that there is a good base of young talent here that you can win with and build something with in the future?
A: I'm not going to give a lot of lip service here. I'm excited about some things. Everybody has got some good young players that you project as being able to do it, OK. But at some point, I hope the opportunities that we've been able to give out this year aren't always there. We're always going to look from within before we start coveting somebody else, but the greatest thing an organization can do is evaluate your own and make sure it's not sitting in your backyard. You have to try to create a culture where everybody putting on an Orioles uniform, whether it's a veteran or young player, is surrounded by an atmosphere where they can do what they can do.
I'm not going to sit here and convince you one way or the other. I have feelings about certain things, but I want to get a real fresh perspective. My challenge is not to try to move too fast. Slow down, and everything that you have knowledge of, make sure that it's right. I haven't had an open-and-closed moment, where I've shut the door and said: "That's definitely what's going on. That's definitely my evaluation." I have a really open mind about it. Those innings, those outs, those situations, they're very precious. And looking back on it, I'm real glad that [president of baseball operations Andy MacPhail] explained the virtues of me coming in for two months rather than waiting. This should help us in the offseason, but I don't want them to think I'm walking around evaluating everything because I'm not. There are a lot of keepers here, that's for sure.
Q: The night before your introductory news conference, you called Earl Weaver. Why did you do that and what did you take from that conversation?
A: He was great. It was for the same reason I called Gloria [Oates]. I have a strong respect for the past, but you don't confuse change with a lack of respect for tradition. … What Earl accomplished and the things that they did, they had good players. But when people talk about the Oriole way, I got it. I just had such respect for what he did and the longevity. I'm 54 years old, and I have been doing this for a long time. I wouldn't say the word is patience, but I don't have a lot of tolerance for stuff that really doesn't matter. I'll be blunt to a fault sometimes. The whole, "You won two out of three, you have to be happy even though you lost tonight?" No. That ain't the job description. I got the job description. Just like in New York, you never heard me complain about [Yankees owner] Mr. Steinbrenner. I know the job description. It's not going to catch you by surprise. We are going to have some moments here where you are going to be challenged. You win a game and you get maybe 50 seconds on the bench and as you are walking up that runway, you're saying: "All right, how do we keep this going? How do we do it again tomorrow?" It's the same way with a loss. It's a mentality, and you have to understand the big picture and the long haul. I didn't ask one time [in the job interview], "What's the payroll?" They asked more questions than I did. There were some questions I asked just to verify what I thought. I didn't come here and say, "This is definitely the case." I came in here with an open mind, and there have been some things that have verified my thoughts and there have been some things I've seen that I didn't know, and not necessarily bad either.
Q: What have been your early thoughts about Baltimore the city, and Orioles fans?
A: Basically, my knowledge of Baltimore was coming here, checking in the hotel, getting up the next day, walking over here, game, walking back late at night, getting back up and doing it again. You hear players talk all the time about St. Louis. There's not a culture, but there's a tenor. There's not a meanness. They are not pulling for somebody to fail. I don't know how to put it, but it's kind of the St. Louis fans of the East so to speak. I love the feel and the energy. You see the look of the fans, and you have to see what you can do to maintain that. They sincerely want the Orioles to do well, and I take that very seriously. I know somebody is living and dying at home with everything we do. I go through the mail once a day here with somebody, and I do read the letters. They care about the Orioles, and I do, too. It's a precious commodity that I take very seriously.
Q: With the success that you had in New York, Arizona and Texas, were you surprised how long you were out of the dugout, and why do you think that was?
A: There was no anxiety about it. You kidding me? I got to spend my son's junior and senior year around him and watching him play. I worked hard at some other things, being a better father. Just a lot of things that you get away from. I don't know the word, it's not "consumed" or "defines my life." I think people get that wrong. I enjoy this, but I'm going to enjoy the enjoyment part of it. Am I going to get here later? No. Am I going to leave earlier? No. At 2 o'clock, this turns into an interview room, and I got it. I understand. It's great for the game and that time between 10 and 11 and 2 is precious to me because I can prepare or do whatever at my pace, and not go fast.
I wasn't surprised. Every situation calls for a different fit. What the perceptions of you are and what you bring, people that really know me kind of chuckle about some of the things out there. But I [understand] that. It's like how many people would you like to have deliver the eulogy at your funeral, that really know you, that you want to explain what your life is about and who you were? One, maybe two? You let your guard down to very few people, but I'm comfortable letting it down to players. I want them to know that this isn't some ogre walking around and trying to change things. It's not. It's about what can I do to make them better and understanding what we have to do to get better. I want them to feel like, you know what, it's going to get better now.
Q: How have your previous experiences shaped the manager you are now?
A: As a manager, I understand the shelf life. We're kind of ships passing in the night, so to speak. I've always been able to look at things realistically and take in the moment. I sat in the runway after we won [Monday] night. I'm going to take it in. I love watching guys smile and feel good about themselves. There's not a day that goes by here that I don't have a huge belly laugh. It's still fun. The thing that's different, like [Monday] night, I couldn't wind down. I went back home and it was 3, 3:30 before I tried to get to sleep. I left here at about 1. I don't apologize for that.
My focus has got to be these 25 guys and those nine innings. I'm not sitting in the back of the dugout with a notebook making notes: "Yes. No. Maybe." I'm trying to manage the hell out of the nine innings that we're playing like the fans sitting at home would want us to care. You got a lot of guys that sooner or later will revert to their track record as veterans, and you basically trust your players.
Q: Everybody knows how big a challenge this is and that it's not going to happen overnight. What has to happen for the organization to be competitive with the Yankees, Red Sox and the Rays?
A: When I hear somebody say that we're on a two-, three- or four-year plan, that throws up a flag for me. That's somebody trying to cover their [butt]. You know what? We're going to take today and do as much as we can do and do it properly, and we'll see where it takes us tomorrow. We are identifying things that we need to do better and seeing how quick we can make it happen. But you're not going to hear me put a timeframe on it. You're not going to hear me say, "If we win X many games, it's going to be a success." That ain't happening. That ain't me, babe. No, that ain't good enough. You're going to see some things in the spring, and sometimes [people will say], "Well, we'll take care of it tomorrow." Bull. Now. Do it again and get it right, and let's come back tomorrow and see if you really got it right.
Q: What has the team shown you the first couple of weeks with all the comeback and walk-off wins?
A: I really mean this: I'm just enjoying seeing them smile. I know they've probably been beaten up. But there are some guys with track records, and just to see them walk out on the field and have guys from the other team say, "Hey man, what's going on with you guys?" I just like that they're getting return from what they've been doing. Hey, I've got [ Brian Roberts] back. I got [ Felix] Pie playing. Matt [Wieters] had some things. [Mike Gonzalez] is back, Koji [Uehara] is back. Luke Scott has had some things. That probably had something to do with Andy waiting until when he did, and I appreciate that. But nothing is ever as bad as it seems, and nothing is as good as it seems either. That's what experience teaches you, to try and get a grip on reality. Nobody is going to be more in a hurry here to get it right than me, but you have to do it with a sense of let's finish this task off before you move to the other one.
jeff.zrebiec@baltsun.com