Cecil Cooper

The Astros skipper on life in baseball.

Evan Smith: We’re talking at a moment when the Astros are 4 and 9—the second-worst record in baseball. I’m sure you get tired of people asking you why the team isn’t any better, but why isn’t the team any better?

Cecil Cooper: We’re not hitting. We have a lot of situations in which we’re just not scoring runs—when we have leads of  1-0, 2-0, 2-1, we’ve not been able to get a big base hit to open those games up. In thirteen games, I can probably look back and only find one instance where we did that.

ES: That’s not something that you, as the manager, can necessarily affect. You can’t force people to hit.

CC: People are going to hit, or they’re not going to hit. Some guys are going to have a better season than they had before, and some aren’t. There’s not a whole lot I can do except put the right players in the right positions and expect them to perform.

ES: Are the right players not performing? Or maybe you don’t have the right players.

CC: I have the right players, but this isn’t the way they should be. This isn’t what they’re capable of.

ES: In recent years pitching has been a problem for the Astros, but you haven’t mentioned it as an issue.

CC: I think our pitchers have done a better-than-average job. They’re actually throwing really well over the last six or seven games. But they haven’t gotten the run support they’ve needed.

ES: You’ve been the manager since Phil Garner departed, near the end of the 2007 season. Now that you have almost two years under your belt, how are you enjoying the job?

CC: It’s been a wonderful experience. It’s something that I would recommend to most players when they retire, because it’s pretty challenging. But having had some success as a player, I also find it to be a little bit frustrating.

ES: Talk about why that is.

CC: If you’ve had success at that level, you think everyone should have success at that level. You have to learn how to adjust your thinking to deal with other people’s failures.

ES: When you were a player, you were more in control of your performance. When you’re the manager, as you said earlier, your performance depends on other people doing their jobs.

CC: Exactly. You’re much more focused on the total concept as opposed to the individual concept. You can only do what you can do from an individual standpoint, but as a manager, you’re focused on the bigger picture, and you have to keep your mind focused on that.

ES: How do you know how to think like a manager?

CC: It comes from your experiences as a player and, I think, your experiences in dealing with people. Because when it comes down to it, that’s what you are doing: You’re dealing with people and egos and personalities, and you have to be able to deal with people.

More Texas Monthly

Loading, please wait...