Building a Championship Culture With Dayton Moore (KC Royals GM)

Richard Rierson: Dayton, what a thrill to have you on Dose of Leadership. Welcome to the show.

Dayton Moore: Hey, great to be with you, Richard. How you doing?

Richard Rierson: Doing good. It's good to see you again. We met a few weeks ago at a leadership conference with a mutual client of ours. It was exciting to meet you and I'm so glad you agreed to come on.

Dayton Moore: Well, it was a fun day. And I enjoyed the group, enjoyed meeting you, so glad to be a part of your program.

Richard Rierson: Well, it's an honor, as obviously, being a lifelong Royal's fan, myself. I found out you grew up in Wichita, too. You didn't stay here very long. You eventually went on to other passions, but I love having that commonality anyway. You were a Royals fan, too. Back in the day, weren't you?

Dayton Moore: I was. Of course, in the '70s and the '80s, the Royals were a very easy team to root for. In fact, a lot of people considered them a model organization in baseball. And of course, being born in Wichita, my family all from South Central Kansas, I had no choice. I mean, the Royals were what ... the team that we followed. And I remember every morning getting the Wichita Eagle and checking the box scores. Of course, you couldn't watch a lot of games on television during that era. But certainly was a lot of very talented players to root for back then.

Richard Rierson: Yeah, it was a lot of fun. The first real game I went to was a Royals game. And got to see George Brett and it was a lot of good memories. You're coming into your 14th season. You're down in spring break now in Arizona, 14 years you've been with them as general manager. Did you play ball in college and high school? And what was the dream when you were going through college?

Dayton Moore: Yeah, I actually ... I wanted to play as long as I could, of course. And I was a college player. And I actually went to Garden City Community College and then went on to George Mason University. Signed with an independent pro team, was released out of there. And then began my coaching career in ... when I was, I believe, 24 years old at George Mason. I did that for four full seasons. And then the Braves offered us a position to scout the mid-Atlantic states. And decided that we would do that. And I was just going to do it for four years and I was going to get back into college coaching. Because I wanted to be a head coach in college. That was truly my passion. And one thing led to another. We got another opportunity. We ended up going down to Atlanta as the Assistant Director of Scouting in August of 1996, right after the Olympics, things began to move quickly from there.

Richard Rierson: What a great time to be in Atlanta. I mean hitting that streak in the mid-'90s, all the way through. Well, that must have been an amazing experience.

Dayton Moore: Unbelievable. Being able to work alongside and learn from people like Paul Snyder and John Schuerholz and Bobby Cox and Donny Williams and just so many really talented people. Bill Lajoie. It was just amazing, the mentors that I had during those years. And of course, got a chance to watch a lot of very talented players. And Greg Maddux and Chipper Jones and Tom Lavin and John Smoltz. And I mean I can go on and on with that group. I mean it was a very talented group of players. And I learned a lot.

Richard Rierson: I was going to say that. I mean, yeah, I can imagine that the learning curve went up exponentially. And here you are starting out as a scout. How did the seed of becoming a general manager of an organization ... Is that when that happened? Obviously, being around all those individuals and seeing there ... because I don't ... I wouldn't think that you would've thought, "Hey, I'm going to be a GM some day of a major league team."

Dayton Moore: No. It wasn't anything I ever sought out to do. My father always told me to work every job you have like it's the last one you'll ever have.

Richard Rierson: Right, right.

Dayton Moore: And do it like you're going to do it for the rest of your life. And so that's kind of the spirit in which we went to work each and every day. I loved just being a part of baseball. There's so much to learn. It stimulates your mind every single day. No two days are the same when you're dealing with people and players in this game of baseball.

Dayton Moore: But John Schuerholz always told me, he said, "Look, let the needs of the organization guide your path." And that's kind of how it's worked out for me along the way. And that's the message that I present to a lot of our young, aspiring employees. Don't get caught up in wanting someone else's job.

Dayton Moore: In leadership, we go to bed every single night reflecting on the day. We know where our potential issues are. We know the areas that provide us, I guess, a little less comfort and issues that need to be solved. And so we're always looking to find people who can be presented a situation, placed in a situation, given that opportunity to help solve the issue and help grow and lead a department effectively.

Dayton Moore: And so the people that we find often best for those jobs are the ones that are doing their current jobs very, very well. And when you have that initial conversation with them, "Hey look, we'd like for you to seek this other opportunity." They're kind of caught off guard, because it's a shock to them. They weren't expecting it, but they've always ... Those individuals seem to be the ones to always embrace the challenges and are ready for the next opportunity.

Richard Rierson: Yeah, it's great advice. That's come up time and time again, these conversations on this show. And it's so true. And you know, especially when you're young and you're energetic and your ego is probably a little larger than ... You haven't been knocked on your butt that many times. And you want to make a mark and do something significant. And we do tend to focus on, "Hey, I'm going to be this position, this salary range." But if you go in there, like you said, and let the needs of the organization kind of dictate your path, that's a value-added mindset, right? I'm going to try to add value to anything that I do and not worry about position, title, salary, and the rest will take care of itself. I think that's very ... It's so true, right? I mean-

Dayton Moore: There's no doubt about it. And you know, the hardest thing for us to do, and especially when we're young, is to trust in the experience of others. And just trust in their experience, trust in their wisdom.

Dayton Moore: And the other thing is you've got to seek wisdom every single day. That's, I think, one of the most important aspects of leadership. And you want to surround yourself with good people that are going to speak truth into your life and people that you can trust. I mean, we all ... That's advice that everybody receives. But it's just so hard to kind of filter through it and figure out who are those people that you want to surround yourself? Who are those people that you're going to allow to come into your life and speak truth into it and help uncover your blind spots?

Dayton Moore: The only way to do that in my belief system is to seek wisdom every single day. And prayer's a big part of that. And I've always found that for whatever reason, the right people have been put in my path that will help chip away at my rough edges and speak truth into my life. And uncover those blind spots to help me become a much better leader and communicator. It's all about really, truthfully, Richard, I think being vulnerable and wanting people to just help you.

Richard Rierson: Yeah, well said. I think it's a combination. I read this in Jim Collins when he wrote Good to Great. And it's always stuck with me and it's something personally I try to attain. But it's having that intensity of will, which I think having that mindset of being consistent, courageous, going to see things through, get the job done. An intensity of will, but it's combined with that sense of humility that you're talking about there, where the authenticity, the vulnerability, the transparency, that humility of seeking that wisdom.

Richard Rierson: And I think where that Venn diagram intersects, that intensity of will with that level of humility, that's the sweet spot. And it takes a tremendous amount of intentionality and work to do that day in and day out. Right? And you said whatever you do to center yourself, pray or meditation, faith, whatever the case may be, I think that's the ideal for me on the type of leader that I want to be.

Richard Rierson: If I get either way on either side, then I'm not effective. If all I'm doing is kind of a humble monk sitting there, I'm not getting the stuff I want to get done. But if I'm a intense maniac, well that's no good either. Right?

Dayton Moore: Right. No, I think that's well said, really. And I think, for me perseverance and discipline are so important. You've got to have certainly a plan in place to do that. But you also have to be flexible in navigating through the plan, realize that information is presented at times that will challenge you to change the plan. And you want to be able to massage that plan effectively. But you have to have perseverance. There's no doubt about it.

Dayton Moore: And I think the only ... People ask me constantly, I've been asked this question probably more than any other time and in my life, starting out as a coach and being in a professional sports. And people ask me, "How do you motivate people? How do you get people motivated?"

Dayton Moore: And that's always a tough question to answer. I'm not sure that I can really motivate another person. I think they have to have a deep love for what they do. I mean, if you have passion for what you do ... I mean passion is an emotion. It's going to come and go oftentimes based on what you're experiencing, good or bad.

Dayton Moore: If you're having a good day, it's easy to maintain that high level of passion. If things are presented to you that are discouraging along the way, it's not going very well. I've seen a lot of the guys' passion wane. Especially if they're having a bad week, a bad month or a bad year. But if you love it, you'll show up every single day and be able to give your best effort.You've got to identify people that really love what they do.

Dayton Moore: Maybe they just love being around people. They love to learn, they love to bring value. They just want to be a great member of the team. John Wooden said it, and it's something I use all the time, I'd rather have a player who makes the team great, than a great player. I think that is so important when you're putting the teams together. But as a leader, and you're trying to motivate people, the only way I've found to be able to do it, is to do your job with passion, discipline, love, and an excitement and energy. And then always speak encouraging, positive words. Tell the truth, but in a positive and encouraging way. Because I think that's the only thing that I've found that truly can get people through a day, get people through a moment. Like I said, a bad week, a bad month, or bad year, they've got to know that you believe in them. And again, you've got to speak the truth, but you can speak the truth in a very positive and encouraging way.

Dayton Moore: And I think one of the things that ... We talk to our players quite a bit about social media. And I think our players have done a really ... a much better job with it than they did 10 years ago. Words written, words spoken should be meant to encourage and lift others up. And you've got to be careful with what you say and what you write. Because it's so toxic at times in our society. And you want to use those words to lift people up. And I think that's the best way you can do, to try to motivate.

Richard Rierson: Yeah, I agree with you 100%. I think when I look back early on in my early leadership roles, I felt this tremendous amount of pressure. And the stress is like I got to ... I felt that was my number one job was to motivate them. And I'm with you. It's like I can't motivate you to do anything. That's got to be up to you. Now the best thing that I can do as a leader is set the stage, the environment, and the example where you will be that motivation. That I do believe that a lot of people, they don't realize how much they have inside of them, right? And to extract that is really their initiative. But if I can set the environment, to your point, and I can give that.

Richard Rierson: And it's almost like it's 80 to 90% focusing on yourself. And I don't mean in a selfish way, but in a way that like, how can I add value? What do I do? How am I coming across that perception? Not worrying about the big problems and trying to find those moments of leadership opportunities that are really subtle, in front of you all the time, right?

Dayton Moore: Right.

Richard Rierson: If you're sitting there and you're worried about ... If you go in there on February 10th and your main focus is on winning the World Series, this October, you're missing the opportunity for that. You're not even looking at the leadership opportunities that are right in front of your face. Right? And so you're setting the example.

Dayton Moore: That's right.

Richard Rierson: You're giving that wink, that nod, that little bit of encouragement. And it takes a tremendous amount of intentionality. And that's why I think leadership is so hard. It's easy to understand, but it's so hard because of that day-to-day grind of those little things that eventually compound. Right? Like anything else. But it's just ... To me, that's what makes it so hard.

Dayton Moore: Well, there's no doubt. And I'll get a chance to speak to our entire organization tomorrow. One of the things that I'll say, to your point, I mean, we're not going to be so attached to the outcome, winning a World Series, that we get defeated in the daily process.

Richard Rierson: Exactly.

Dayton Moore: And so we, as leaders, we have to understand that we shape culture. And the way we're going to shape that culture is we have to lead ourselves well. And one of the things that I'll commit to our group is I'll commit to them in the following areas. And I will tell them again, being vulnerable, the general manager of the team, I would tell them that it is my will. It is my intention to settle disputes quickly when they occur. Because drama will creep into our front office. Drama will creep into our clubhouse. We will have issues, we will have debates. Sometimes it does get a little personal. But I'm going to be the one that is going to commit to settle those disputes quickly. I don't have to be right. I want harmony in our relationship. And I'm going to go out of my way to make sure we have that harmony.

Dayton Moore: I'm going to be responsive. By being responsive to the members of our leadership team, it simply shows that I care. Simple kindness and concern for their question, what they're dealing with, the things that are important to them. I want to give our people more than they expect. I want to go above and beyond. Which tells them that I'm willing to serve them. I'm going to stand up for them. We're going to have ups and downs over 162 games. And again, I'm always going to tell the truth, but I'm going to stand up for them. And by doing that, I think that gets them through the day. It gets them ready for tomorrow. That's the encouragement that they need.

Dayton Moore: I'm going to do my best to remain calm in the eye of the storm. Look in 27 years of professional baseball, very few times, if ever, I put my head on a pillow at night and I've just had a perfect day. I mean there's things that happen along the way. And so as a leader, when it gets ... when the waters get a little rough, I've got to kind of step back and try to bring some calmness to the situation.

Dayton Moore: And the other thing I have to do is when things do go well, I've got to share the glory. Nothing excites me more than after a win. And our players or a member of our coaching staff is interviewed, because they were clearly the star or the important part of that win on that particular day. And they deflect the credit. They give the credit to their coach, they give the credit to the pitcher or they give the credit to the play that took place in the first or second inning. And they deflect that credit. And by sharing the glory, it shows that you have humility in who you are.

Dayton Moore: And then the last thing, as leaders, oftentimes we have to stand up in front of a group, like I will tomorrow and try to articulate our vision and inspire a group to row the boat in the same direction. But we all know it's very difficult to build a consensus.

Dayton Moore: And so we've got to make sure that we're intentional about one-on-one communication, spending that one-on-one time, whether it's early morning around the coffee pot or it's lunch or dinner or just a private meeting with just a couple individuals so they can understand your heart.

Dayton Moore: One of the things that I reflect back on quite a bit, when our decision to come to Kansas City. And I think everybody in baseball knows that we were a part of the succession plan in Atlanta after 2008, when John Schuerholz was going to kind of take on another leadership role and we were expected to stay right there in Atlanta. But we came to Kansas City because we wanted that challenge. Yes. But really, the reason we were interested in coming to Kansas City is because I had a chance to sit down with Mr. Glass, one of the most successful businessmen in the history of our country.

Dayton Moore: He had brought Walmart to levels that nobody ever expected. And when I sat down one-on-one with him, he shared his heart with me. He shared his vision. And because he shared his heart and he was extremely transparent and vulnerable and saying things like, "I'm very embarrassed about the play of our team. It's hurtful to me. I want to do something special for the fans." Well, that attracted me. Because I thought of my mother and my grandmother and all the people that I knew that loved the Royals. And you know, he shared his heart with me. And because he shared his heart with me, I began to connect with him. Without that one-on-one communication, he could have sent just the president or a couple of the other members of the leadership team to kind of talk to me and convince me that this could be a good opportunity.

Dayton Moore: But no, he got on a plane himself, the owner of the team, and also had a very powerful and influential role with Walmart at the time. And he made it very important to share his heart with me. And because he did that, I became connected to him and I wanted to learn more.

Dayton Moore: I think it's very important. Those are some things just to ... I will share with our group tomorrow. And that will be my commitment. So you talked about leaders shaping culture and being vulnerable. And just kind of leading themselves. And I'll do my best. And when I throw that out there in a vulnerable way, people will hold me accountable for that. I'll have Emily Penning, who's our administrative assistant, and she said, "You talk about the importance of settling disputes quickly, you might need to be a little more proactive in this area." Or, "You know what, you want to be responsive, talk about being responsive? You need to get back to this person in a more timely manner." And so I'll have ... Because I commit to this and I do this every single year, I'll have people at all levels in the organization reminding me of the importance of kind of walking the walk, if you will.

Richard Rierson: I love all that. You said so many great things and you're absolutely right. And that was kind of go around the question. When you get to the high-level leadership roles and ... You hit on so many things. What I was going to ask, what is, you think, the most critical role of the GM? And you kind of answered that by going through everything you said. You kind of feel like it's your responsibility. Number one, I got to be composed in every situation. I got to be the calming force no matter what happens. I got to make sure that I'm sharing the glory and making sure that ... It's like the window mirror theory, that if things are going well, you're going to make sure that it's because of them. And you seem like a guy that if things are going wrong, you're going to be looking in the mirror. I mean that's what I heard from you saying that.

Richard Rierson: And the humility piece that we already kind of touched, on which is so crucial. And then articulating that vision, communicating where the ship is going and why we're doing it. And then to your point, just like Mr. Glass sat down with you. And I said this so many times. That I think that the currency that is so needed that gets so underplayed in our popular culture and everything else, and in business, is this authenticity, transparency and vulnerability. I think those are three primary currencies that opens the door to so many things, so many things. And you're validating the point there with that conversation with Glass. I mean, you have the opportunity with Atlanta for ... Who was it? Who was your ... You had another opportunity as a GM somewhere before Kansas City.

Dayton Moore: We did. We had a couple opportunities in 2005 in Arizona and Boston. And it just wasn't the right time for our family. And of course, I never thought I'd leave Atlanta. I really didn't. Our family was thriving there. I loved the people I worked with. The team was obviously really, really good. And I never thought I'd leave. But we had some opportunity. But it's never been the focus of mine to be the boss, if you will. And you just ... Look, if you're passionate and you love leadership, look, there is opportunity at every level in society to lead. And in fact, you know and I know, there are more impactful and influential leaders in this world and in this country, people that we have no idea about.

Richard Rierson: Exactly.

Dayton Moore: People that nobody's ever written an article about. And people that are kind of in the shadows that are doing unbelievable work.

Dayton Moore: And so you and I get a chance to talk about leadership. Truthfully, it's very humbling to be able to do so. But I realize there's so many people out there that have much greater wisdom than I do. And that's why I'm always looking to get information and help from everybody. And it doesn't matter. If you get paid by the Royals on the 15th and 30th, you're really, really important and your opinion matters. And I'm willing to receive your opinion, ask your opinion, your words matter, your expertise are really important for our organization. And I think, Richard, that's how you create harmony in your organization. People feel a part of it. They want to be a part of the vision of the team. And they feel like their work and their opinion matters.

Dayton Moore: Look, leadership begins and ends with putting others first and doing everything you can to provide opportunity for others. If you don't understand that, if you think leadership is about you and exalting self, it's probably going to be a short-lived opportunity. And then when you do get to the top, it's going to be a shallow victory. There's not going to be a lot of people celebrating with you.

Dayton Moore: There are teams every single year that hoist that trophy, in all sports. And I can only speak for baseball. And they all celebrate. But there's many people in those organizations that want out. It's a dysfunctional culture. They're not enjoying it. And you're saying, "Well, you just won a World Series ring. You just got on top of the world." "Yeah. But you know what? They don't treat us the way we ought to be treated. We work really, really hard and we sacrifice time away from family. And we just don't feel appreciated."

Dayton Moore: At the end of the day, that's what it's all about. Look, we've been really blessed to be part of a lot of winners. Okay, whether it be 14 straight in Atlanta to winning here, back to back World Series, only small market in the modern era since 1994. The only small market team to win a world series, let alone go back to back, all the gold glovers we've had over a 10-year period, the most in baseball.

Dayton Moore: I mean, we celebrate what we've accomplished here. But I'm going to tell you right now, the thing that's most important to us is just our environment and the relationships we have. That's what we're going to remember. Trust me. I've interviewed a lot of people that are out of baseball. And when they reflect back, they don't talk about how many World Series rings they had or how many championships they won. They talk about the relationships, they talk about the people. What they're saying is they love the environment. And so that's what I think is so important in leadership, just to provide opportunity for people to reach their ceiling, provide for their families, and to be the very best that they can be. It's simple principles.

Richard Rierson: Yeah, it's so easy to understand it. And I love that. And I kind of remember reading somewhere when you came there in '06, and you're in your mid, late 30s there, I guess. I can't remember where I read this, but it seems like in two months you realize like, "Hey, we're not going to ... I can see how we're not going to win the World Series here." You decided to focus it, as you mentioned earlier here, let's focus on creating a really kick-butt culture. Right?

Dayton Moore: No doubt. No doubt. I mean when I ... You've got to know the context of it. Because when we were deciding whether to come to Kansas City or not, knowing that we had the opportunity to stay in Atlanta and be a part of John Schuerholz's succession plan, people thought we were nuts. They thought we were crazy to come to Kansas City. Because of the economics, the game had changed. Small market, not a lot of players in their farm system. How are you going to win? The fans in sports, if you don't win in three to five years, they demand that leadership change occurs. And so we were fortunate to have Mr. Glass stand behind us.

Dayton Moore: But yes, I mean there was about ... After analyzing all aspects of the organization and evaluating all of our players and evaluating the division and the American League and how are we going to ever win our division and get to the playoffs, let alone win a World Series?

Dayton Moore: I mean, I began to believe in what everybody told me. "Dayton, you're not going to be able to win here." And so we said, "You know what, we're just going to do everything we can to try to make this the best environment that we possibly can."

Dayton Moore: And I was proud, because we had ... During that period of time, we were getting better, our farm system was getting better. But I think we had like 28 people in our organization that other organizations tried to hire over that eight year period before we ended up making it to the World Series. I think we lost one person. We did, we lost one person. And it was to an organization and it was a position that we just simply could not accommodate the individual. And so it was the right move for him and his family. And you know, he's still with the other organization and thriving and doing well.

Dayton Moore: But I was proud of that. And we weren't the high ... We weren't paying our people at the highest level. We were paying them a fair wage. Mr. Glass was very, very fair. But I think it was the buy in. It was the togetherness. It was just the feeling that everybody understood that all of our success was tied together. And everybody had input. And the general manager didn't need to be the smartest guy in the room. And most days he clearly was not.

Richard Rierson: How much of the looking ... when you're looking at players, do you get involved. When you're bringing somebody on, obviously someone like you, character's important. I mean, how does that work? I mean, if you've got two players and all things being equal on paper, they're exactly the same and you can only pick one guy. I mean, do you get involved with that? Is character a big issue there?

Dayton Moore: It is. It's huge. I mean, look, I've never worked with anybody or been around any player where their personal life doesn't leak in to their professional life and vice versa. I mean, it's very hard to separate.

Dayton Moore: And baseball, as I said, it's every single day. I mean, we're down here in Arizona, we won't have an off day until the season is over, truthfully. Even when we don't play. I mean you're meeting and there's things going on and you're seeing players in the Minor Leagues. And of course we have the draft coming up in June. I mean, it's such an intense environment. It really is. There's always something to do in this process.

Dayton Moore: But yeah, we take ... I mean obviously, Matt Marasco who's our Director of Leadership and Development, Dr. Ryan Maid, who is our Sports Psychologist, they get involved with evaluating character and behavior.

Dayton Moore: I mean, we have a player here right now who we like a lot. And he's just experiencing some things in his personal life that are a little challenging right now. No different than many people experience in all levels of life. And, Matt Marasco, I told the player, I said, "Look, you're going to meet with Matt Marasco. I don't know if it's going to be once a week or five times a week or every day. Matt will truly decide what's in the best interest of you and your family and then regardless of how you perform this spring, Matt Marasco will make the evaluation and he will tell me whether you are stable enough emotionally and your personal life is in balance enough where you can break camp with this team and you can help us over this 162 marathon that we're about to commence."

Dayton Moore: I'll leave that up to Matt Marasco. And Matt will tell me. This person may be the best player in camp, but if Matt Marasco says, "Hey Dayton, you know what? He's not ready. He going to shipwreck along the way." Then I'm going to trust Matt Marasco and just slow it down a little bit. Because in our game, in professional sports, oftentimes you get players that are so gifted with their skill and their athleticism and their talent, but their minds just haven't caught up yet. And so their ability has just projected them and propelled them onto this scene. They still haven't developed mentally to a level that they're going to be able to thrive. I mean, you're talking about a lot of money. You're talking about great hotels and great cities and all the pressure that you have to deal with.

Dayton Moore: And so, yeah, the character aspect is so huge. And we spend a lot of time trying to develop our character and leadership programs. Mr. Glass always told me, he said, "Look, Dayton," he said, "our character and leadership programs need to exceed industry standards. Because those character and leadership programs are going to benefit our players well beyond their careers." And so we've always taken that to heart. But that was the philosophy of John Schuerholz in Atlanta, as well. It's been very rewarding and natural to conduct ourselves that way, because all of my mentors demanded it.

Richard Rierson: Well, I'm excited for this career. I mean, I know you're a busy man. It's been a privilege having you on this show. I could talk to you for hours about this stuff. Because I think you and I see things the same way. And I'm really interested to see how kind of the cliche inside baseball of baseball, I guess. But I really appreciate your philosophy on life, your authenticity, your vulnerability, your transparency, humility. I'm excited to see what your new manager, his first season for him, Mike Matheny, how you say his last name? Is it Matheny or Matheny?

Dayton Moore: Matheny, yeah. Matheny, yeah, Mike Matheny. Richard, he's going to be spectacular.

Richard Rierson: I know.

Dayton Moore: It really is. I mean, he's going to be ... He's special. He really is. I mean, I was telling Mr. Sherman the other day that this guy is better than I thought he was. I mean, he doesn't miss anything. Just being in meetings with him. I mean, he's a great listener. He's just really, really smart. And he's always won his whole life. And if we don't win here in Kansas City again, it's not going to be because of Mike Matheny. It's going to be because of your guest on this program today. I mean, he's pretty good. And it puts us ... We want to do everything we can to get him the right players, where he can match up accordingly and put a group together and go.

Richard Rierson: Yeah, I've always liked him. He seems like the real deal. I'm excited to see what he does in this role. It's going to be exciting. I'm excited. I'm looking forward to the season. Best of luck to you in the season.

Richard Rierson: How can people learn more about you? And I know you do speaking and you have a book out there. Is there a way that you can have people connect with you or learn more about you?

Dayton Moore: Well, Emily Penning, who's in our office, Emily Penning who works ... we work very closely together. I do get out there and speak when I can. And after we won the ... we went to the World Series of '14, I think we had 52 speaking engagements in 2015. And then when we won in '15 and '16, I think I was out there ... I think I had 72 events throughout Kansas City and the country and what have you. And we've cut that back quite a bit. Because as you know, it's a very taxing schedule and I've got to focus on what we do here. But I enjoy talking leadership. I enjoy learning. I enjoyed meeting you and spending time talking to you about leadership, this program today. I took notes on things that you said. We're always trying to learn.

Richard Rierson: Well, like I said, it's been a privilege to get to know you and to have you on the show. I'm so proud and honored to have you on the Dose of Leadership drive. Thanks for coming on the show.

Dayton Moore: Absolutely. Anytime. Let's do it again.

Richard Rierson: You bet.

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Dayton Moore, the General Manager for the Kansas City Royals, joins me on Dose of Leadership.

He knows a thing or two about how to build winning cultures, leadership and how to be heroic both professionally & personally.

Dayton Moore marks his 14th full season with the Kansas City Royals in 2020.

A native of Wichita, Kansas, he brought an impressive resume to the Royals in 2006, having previously worked for the Atlanta Braves’ organization during their run of 14-straight division titles.

After joining the Royals in 2006, Moore set out to bring a World Championship back to Kansas City, a dream that was brought to fruition in 2015 when the Royals bested the New York Mets in five games to win the franchise’s first World Series championship in 30 years.

A leader in the Kansas City community, Moore is also a regular speaker at numerous community events each year. In 2013, Moore started the “C” You In the Major Leagues Foundation, which provides hope and support to children and families by using youth baseball to develop future character-driven leaders.

Following the 2014 season, Moore wrote a book, “More Than a Season” (updated in 2016), with all of the author proceeds going to “C” You In the Major Leagues.

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