Moneyball

by Lewis, Michael

  For Billy Fitzgerald

  I can still hear him shouting at me

  Lately in a wreck of a Californian ship, one of the

  passengers fastened a belt about him with two hundred

  pounds of gold in it, with which he was found afterwards

  at the bottom. Now, as he was sinking-had he the gold?

  or the gold him?

  —John Ruskin, Unto This Last

  Preface

  I wrote this book because I fell in love with a story. The story concerned a small group of undervalued professional baseball players and executives, many of whom had been rejected as unfit for the big leagues, who had turned themselves into one of the most successful franchises in Major League Baseball. But the idea for the book came well before I had good reason to write it—before I had a story to fall in love with. It began, really, with an innocent question: how did one of the poorest teams in baseball, the Oakland Athletics, win so many games?

  For more than a decade the people who run professional baseball have argued that the game was ceasing to be an athletic competition and becoming a financial one. The gap between rich and poor in baseball was far greater than in any other professional sport, and widening rapidly. At the opening of the 2002 season, the richest team, the New York Yankees, had a payroll of $126 million while the two poorest teams, the Oakland A’s and the Tampa Bay Devil Rays, had payrolls of less than a third of that, about $40 million. A decade before, the highest payroll team, the New York Mets, had spent about $44 million on baseball players and the lowest payroll team, the Cleveland Indians, a bit more than $8 million. The raw disparities meant that only the rich teams could afford the best players. A poor team could afford only the maimed and the inept, and was almost certain to fail. Or so argued the people who ran baseball.

  And I was inclined to concede the point. The people with the most money often win. But when you looked at what actually had happened over the past few years, you had to wonder. The bottom of each division was littered with teams—the Rangers, the Orioles, the Dodgers, the Mets—that had spent huge sums and failed spectacularly. On the other end of the spectrum was Oakland. For the past several years, working with either the lowest or next to lowest payroll in the game, the Oakland A’s had won more regular season games than any other team, except the Atlanta Braves. They’d been to the play-offs three years in a row and in the previous two taken the richest team in baseball, the Yankees, to within a few outs of elimination. How on earth had they done that? The Yankees, after all, were the most egregious example of financial determinism. The Yankees understood what New York understood, that there was no shame in buying success, and maybe because of their lack of shame they did what they did better than anyone in the business.

  As early as 1999, Major League Baseball Commissioner Allan H. (“Bud”) Selig had taken to calling the Oakland A’s success “an aberration,” but that was less an explanation than an excuse not to grapple with the question: how’d they do it? What was their secret? How did the second poorest team in baseball, opposing ever greater mountains of cash, stand even the faintest chance of success, much less the ability to win more regular season games than all but one of the other twenty-nine teams? For that matter, what was it about baseball success that resisted so many rich men’s attempt to buy it? These were the questions that first interested me, and this book seeks to answer.

  That answer begins with an obvious point: in professional baseball it still matters less how much money you have than how well you spend it. When I first stumbled into the Oakland front office, they were coming off a season in which they had spent $34 million and won an astonishing 102 games; the year before that, 2000, they’d spent $26 million and won 91 games, and their division. A leading independent authority on baseball finance, a Manhattan lawyer named Doug Pappas, pointed out a quantifiable distinction between Oakland and the rest of baseball. The least you could spend on a twenty-five-man team was $5 million, plus another $2 million more for players on the disabled list and the remainder of the forty-man roster. The huge role of luck in any baseball game, and the relatively small difference in ability between most major leaguers and the rookies who might work for the minimum wage, meant that the fewest games a minimum-wage baseball team would win during a 162-game season is something like 49. The Pappas measure of financial efficiency was: how many dollars over the minimum $7 million does each team pay for each win over its forty-ninth? How many marginal dollars does a team spend for each marginal win?

  Over the past three years the Oakland A’s had paid about half a million dollars per win. The only other team in six figures was the Minnesota Twins, at $675,000 per win. The most profligate rich franchises—the Baltimore Orioles, for instance, or the Texas Rangers—paid nearly $3 million for each win, or more than six times what Oakland paid. Oakland seemed to be playing a different game than everyone else. In any ordinary industry the Oakland A’s would have long since acquired most other baseball teams, and built an empire. But this was baseball, so they could only embarrass other, richer teams on the field, and leave it at that.

  At the bottom of the Oakland experiment was a willingness to rethink baseball: how it is managed, how it is played, who is best suited to play it, and why. Understanding that he would never have a Yankee-sized checkbook, the Oakland A’s general manager, Billy Beane, had set about looking for inefficiencies in the game. Looking for, in essence, new baseball knowledge. In what amounted to a systematic scientific investigation of their sport, the Oakland front office had reexamined everything from the market price of foot speed to the inherent difference between the average major league player and the superior Triple-A one. That’s how they found their bargains. Many of the players drafted or acquired by the Oakland A’s had been the victims of an unthinking prejudice rooted in baseball’s traditions. The research and development department in the Oakland front office liberated them from this prejudice, and allowed them to demonstrate their true worth. A baseball team, of all things, was at the center of a story about the possibilities—and the limits—of reason in human affairs. Baseball—of all things—was an example of how an unscientific culture responds, or fails to respond, to the scientific method.

  As I say, I fell in love with a story. The story is about professional baseball and the people who play it. At its center is a man whose life was turned upside down by professional baseball, and who, miraculously, found a way to return the favor. In an effort to learn more about that man, and the revolution he was inspiring, I spent a few days with J. P. Ricciardi, the general manager of the Toronto Blue Jays. Ricciardi had worked with Billy Beane in Oakland, and was now having a ball tearing down and rebuilding his new team along the same radical lines as the Oakland A’s. Ridiculed at first, Ricciardi had, by the time I met him, earned the respect of even the crustiest of the old baseball writers. By the end of the 2002 season, the big fear in Toronto was that he would bolt town for the job that had been offered to him to run the Boston Red Sox, who now said that they, too, wished to reinvent their organization in the image of the Oakland A’s.

  It was at a Red Sox game that I tried to tempt Ricciardi into a self-serving conversation. Months before he had said to me, and with some insistence, that there was a truly astonishing discrepancy between Billy Beane and every other general manager in the game. He’d raised one hand as high as he could and lowered the other as low as he could and said, “Billy is up here and everyone else is down here.” Now, as we sat watching the Boston Red Sox lose to his brand-new Blue Jays, I asked Ricciardi if he was willing to entertain the possibility that he was as good at this strange business of running a baseball team as the man he’d left behind in Oakland. He just laughed at me. There was no question that Billy was the best in the game. The question was why.
/>   Chapter I

  The Curse of Talent

  Whom the gods wish to destroy they first call promising.

  —Cyril Connolly, Enemies of Promise

  The first thing they always did was run you. When big league scouts road-tested a group of elite amateur prospects, foot speed was the first item they checked off their lists. The scouts actually carried around checklists. “Tools” is what they called the talents they were checking for in a kid. There were five tools: the abilities to run, throw, field, hit, and hit with power. A guy who could run had “wheels”; a guy with a strong arm had “a hose.” Scouts spoke the language of auto mechanics. You could be forgiven, if you listened to them, for thinking they were discussing sports cars and not young men.

  On this late spring day in San Diego several big league teams were putting a group of prospects through their paces. If the feeling in the air was a bit more tense than it used to be, that was because it was 1980. The risks in drafting baseball players had just risen. A few years earlier, professional baseball players had been granted free agency by a court of law, and, after about two seconds of foot-shuffling, baseball owners put prices on players that defied the old commonsensical notions of what a baseball player should be paid. Inside of four years, the average big league salary had nearly tripled, from about $52,000 to almost $150,000 a year. The new owner of the New York Yankees, George Steinbrenner, had paid $10 million for the entire team in 1973; in 1975, he paid $3.75 million for baseball’s first modern free agent, Catfish Hunter. A few years ago no one thought twice about bad calls on prospects. But what used to be a thousand-dollar mistake was rapidly becoming a million-dollar one.

  Anyway, the first thing they always did was run you. Five young men stretch and canter on the outfield crabgrass: Darnell Coles. Cecil Espy. Erik Erickson. Garry Harris. Billy Beane. They’re still boys, really; all of them have had to produce letters from their mothers saying that it is okay for them to be here. No one outside their hometowns would ever have heard of them, but to the scouts they already feel like household names. All five are legitimate first-round picks, among the thirty or so most promising prospects in the country. They’ve been culled from the nation’s richest trove of baseball talent, Southern California, and invited to the baseball field at San Diego’s Herbert Hoover High to answer a question: who is the best of the best?

  As the boys get loose, a few scouts chitchat on the infield grass. In the outfield Pat Gillick, the general manager of the Toronto Blue jays, stands with a stopwatch in the palm of his hand. Clustered around Gillick are five or six more scouts, each with his own stopwatch. One of them paces off sixty yards and marks the finish line with his foot. The boys line up along the left field foul line. To their left is the outfield wall off which Ted Williams, as a high school player, smacked opposite field doubles. Herbert Hoover High is Ted Williams’s alma mater. The fact means nothing to the boys. They are indifferent to their surroundings. Numb. During the past few months they have been so thoroughly examined by so many older men that they don’t even think about where they are performing, or for whom. They feel more like sports cars being taken out for a spin than they do like young men being tested. Paul Weaver, the Padres scout, is here. He’s struck by the kids’ cool. Weaver has seen new kids panic when they work out for scouts. Mark McLemore, the same Mark McLemore who will one day be a $3-million-a-year outfielder for the Seattle Mariners, will vomit on the field before one of Weaver’s workouts. These kids aren’t like that. They’ve all been too good for too long.

  Darnell Coles. Cecil Espy. Erik Erickson. Garry Harris. Billy Beane. One of the scouts turns to another and says: I’ll take the three black kids [Coles, Harris, Espy]. They’ll dust the white kids. And Espy will dust everyone, even Coles. Coles is a sprinter who has already signed a football scholarship to play wide receiver at UCLA. That’s how fast Espy is: the scouts are certain that even Coles can’t keep up with him.

  Gillick drops his hand. Five born athletes lift up and push off. They’re at full tilt after just a few steps. It’s all over inside of seven seconds. Billy Beane has made all the others look slow. Espy finished second, three full strides behind him.

  And as straightforward as it seems—what ambiguity could there possibly be in a sixty-yard dash?—Gillick is troubled. He hollers at one of the scouts to walk off the track again, and make certain that the distance is exactly sixty yards. Then he tells the five boys to return to the starting line. The boys don’t understand; they run you first but they usually only run you once. They think maybe Gillick wants to test their endurance, but that’s not what’s on Gillick’s mind. Gillick’s job is to believe what he sees and disbelieve what he doesn’t and yet he cannot bring himself to believe what he’s just seen. Just for starters, he doesn’t believe that Billy Beane outran Cecil Espy and Darnell Coles, fair and square. Nor does he believe the time on his stopwatch. It reads 6.4 seconds—you’d expect that from a sprinter, not a big kid like this one.

  Not quite understanding why they are being asked to do it, the boys walk back to the starting line, and run their race all over again. Nothing important changes. “Billy just flat-out smoked ‘em all,” says Paul Weaver.

  * * *

  When he was a young man Billy Beane could beat anyone at anything. He was so naturally superior to whomever he happened to be playing against, in whatever sport they happened to be playing, that he appeared to be in a different, easier game. By the time he was a sophomore in high school, Billy was the quarterback on the football team and the high scorer on the basketball team. He found talents in himself almost before his body was ready to exploit them: he could dunk a basketball before his hands were big enough to palm it.

  Billy’s father, no athlete himself, had taught his son baseball from manuals. A career naval officer, he’d spend nine months on end at sea. When he was home, in the family’s naval housing, he was intent on teaching his son something. He taught him how to pitch: pitching was something you could study and learn. Whatever the season he’d take his son and his dog-eared baseball books to empty Little League diamonds. These sessions weren’t simple fun. Billy’s father was a perfectionist. He ran their pitching drills with military efficiency and boot camp intensity.

  Billy still felt lucky. He knew that he wanted to play catch every day, and that every day, his father would play catch with him.

  By the time Billy was fourteen, he was six inches taller than his father and doing things that his father’s books failed to describe. As a freshman in high school he was brought up by his coach, over the angry objections of the older players, to pitch the last varsity game of the season. He threw a shutout with ten strikeouts, and went two for four at the plate. As a fifteen-year-old sophomore, he hit over .500 in one of the toughest high school baseball leagues in the country. By his junior year he was six four, 180 pounds and still growing, and his high school diamond was infested with major league scouts, who watched him hit over .500 again. In the first big game after Billy had come to the scouts’ attention, Billy pitched a two-hitter, stole four bases, and hit three triples. Twenty-two years later the triples would remain a California schoolboy record, but it was the way he’d hit them that stuck in the mind. The ballpark that day had no fences; it was just an endless hot tundra in the San Diego suburbs. After Billy hit the first triple over the heads of the opposing outfielders, the outfielders played him deeper. When he hit it over their heads the second time, the outfielders moved back again, and played him roughly where the parking lot would have been outside a big league stadium. Whereupon Billy hit it over their heads a third time. The crowd had actually laughed the last time he’d done it. That’s how it was with Billy when he played anything, but especially when he played baseball: blink and you might miss something you’d never see again.

  He encouraged strong feelings in the older men who were paid to imagine what kind of pro ballplayer a young man might become. The boy had a body you could dream on. Ramrod-straight and lean but not so lean you co
uldn’t imagine him filling out. And that face! Beneath an unruly mop of dark brown hair the boy had the sharp features the scouts loved. Some of the scouts still believed they could tell by the structure of a young man’s face not only his character but his future in pro ball. They had a phrase they used: “the Good Face.” Billy had the Good Face.

  Billy’s coach, Sam Blalock, didn’t know what to make of the scouts. “I’ve got this first-round draft pick,” he says, “and fifteen and twenty scouts showing up every time we scrimmage. And I didn’t know what to do. I’d never played pro ball.” Twenty years later Sam Blalock would be selected by his peers as the best high school baseball coach in the country. His teams at Rancho Bernardo High School in San Diego would produce so many big league prospects that the school would come to be known, in baseball circles, as “The Factory.” But in 1979 Blalock was only a few years into his job, and he was still in awe of Major League Baseball, and its many representatives who turned up at his practices. Each and every one of them, it seemed, wanted to get to know Billy Beane personally. It got so that Billy would run from practice straight to some friend’s house to avoid their incessant phone calls to his home. With the scouts, Billy was cool. With his coaches, Billy was cool. The only one who ever got to Billy where he lived was an English teacher who yanked him out of class one day and told him he was too bright to get by on his athletic gifts and his charm. For her, Billy wanted to be better than he was. For the scouts—well, the scouts he could take or leave.

  What Sam Blalock now thinks he should have done is to herd the scouts into a corner and tell them to just sit there until such time as they were called upon. What he did, instead, was whatever they wanted him to do; and what they wanted him to do was trot his star out for inspection. They’d ask to see Billy run. Sam would have Billy run sprints for them. They’d ask to see Billy throw and Billy would proceed to the outfield and fire rockets to Sam at the plate. They’d want to see Billy hit and Sam would throw batting practice with no one there but Billy and the scouts. (“Me throwing, Billy hitting, and twenty big league scouts in the outfield shagging flies,” recalls Blalock.) Each time the scouts saw Billy they saw only what they wanted to see: a future big league star.