'Let's get to work'
One of Olshey's priorities as GM is to develop and draw out the personalities of his colleagues in the front office. He does so by engaging informally in one-on-one meetings with his small staff, based in Portland, which revolves around assistant GM Bill Branch, director of player personnel Joe Cronin and the Blazers' young data analysts.
"I don't want them to feel bullied or stuck in the corner or be afraid to express their opinions," Olshey says. "Guys will be much more transparent with me one-on-one, and then when we get into a room for the meetings, now they have to take ownership of what they said to me one-on-one, and they have got to stand up for their opinions."
For the biggest meetings the Blazers fly in their other assistant GM, Steve Rosenberry, who is based in Philadelphia. Rosenberry is among the most charismatic scouts in the NBA. He is the alpha male with substantiated outside-the-box opinions on players. His strong personality helps drive the meetings, with Branch, who is more conservative, providing counterpoints. Olshey wants the others in the room to not be intimidated by Rosenberry or Branch.
"It's not to hold them accountable," says Olshey of his one-on-one meetings. "It's to empower them. I want to hear the same things you were saying to me last month when we were talking about these three players: I want you to stand up and make the same compelling case to Rosie, who is more reactionary, or to Billy who is much more reserved, or to Joe who wants to see how it relates to the cap, or the analytics guys."
It's as if Olshey has surrounded himself with a stable of character actors, an ensemble of eclectic personalities. The creative tension among them spins up ideas that may not have emerged otherwise. Original thinking is a necessity for the small-market Blazers, whose biggest free-agent coup remains the three-year, $21 million contract signed in 2009 by Andre Miller.
"It compels us to make sure that we do have a partnership and a relationship with our players, because player retention in a small market is probably even more valuable than it is in the big market -- the vehicles for replacing that talent are far more limited than they are in what would be considered a destination market," Olshey says. "You've only got trades, free agency and the Draft. And if you are in the small market, if you are not a destination for free agents, then you really have to knock it out of the park with the draft and trades."
The relationships between Olshey and his staffers have been unusual from the start. He inherited Rosenberry, Branch and Cronin from the previous GM of the Blazers, Rich Cho, whom Olshey replaced in June 2012, less than four weeks before the Draft in which they would use the No. 6 pick on Damian Lillard, who would become rookie of the year, a two-time All-Star and the new presumptive franchise star next month if Aldridge should decide to leave. At that time Olshey had no relationships with any of the staffers upon whom he now relies intrinsically.
"I said, 'Look, here is the deal,' '' Olshey recalls. " 'You are all under contract, you are all going to get paid, let's get to work. We are going to work for as long as we can work together. If it's not going to work, you'll get paid. If you think I'm a jerk, you can quit and take your money. But I can't evaluate how we are going to get along if it's about you guys trying to curry favor with me to keep the job. So let's just work.' ''
The normal NBA approach would have been for Olshey to fire everyone and bring in his own people. In a league built upon personal relationships, he made merit hires. He kept on Branch and Rosenberry and Cronin and others, and he also hired Terry Stotts, who in no way was a "hot" candidate to become coach, but who by year two was turning the Blazers into a 54-win team without benefit of a major trade or free-agent signing.