Three keys for general managers in a great NFL trade

Trading in the NFL is an inaccurate, inconsistent, and unpredictable business. Using these keys, however, is how GMs protect their job.

Preseason football is almost upon us, which means it’s almost time for the second of the NFL’s annual trade flurries.

The first flurry typically occurs at or around the start of the free agency period in March and can last till just after the draft in some cases. The second occurs during preseason when key players may go down with injuries and other contributors may be deemed expendable for the right compensation. The final flurry comes midseason at the trade deadline, a time when playoff contenders look to add that certain piece to take them to the next level.

It seems like every fan wants their team to “fleece” (or rip off) the other team with a trade, but that might not be the best way to conduct business. Here’s a concise explanation of why that is, along with two other keys to a great trade.

1.  The trade should benefit both teams.

Generally, when a team fleeces their trade partner, it creates distrust and animosity. It’s always nice to get something for nothing, but most teams won’t want to trade with the fleecing team again. The trades that foster lasting partnerships are typically ones that fill a need for both teams—a good example being the Chiefs swapping safety Eric Murray for pass rusher Emmanuel Ogbah.

Here’s how that would work in an ideal scenario: Team A sends Team B a player that Team A doesn’t need, but would fill a need on Team B. In exchange, Team B would provide a mid-round pick as compensation, or they would provide a player they don’t need, but Team A does. It sounds straightforward, but it rarely works out so smoothly.

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2. Both GMs should have knowledge of the player, both on and off the field.

Two big receiver trades made headlines this offseason. Antonio Brown was traded to the Raiders, and Odell Beckham Jr. was traded to the Browns. Both trades garnered headlines about offensive rejuvenations for the two teams, and yet there may be an underlying issue.

Brown and Beckham have produced incredible results on the field throughout their careers, but both have also been in the news for the wrong reasons at times. Beckham’s sideline tantrums/antics and Brown’s well-documented dysfunction with Steelers leaders and teammates are notable issues that should cause general managers to do an extra bit of research.

With these two generational talents, this potential reward should outweigh the risk, but for less talented players, attitude might be the most important evaluation a general manager can make.

3. General managers should always set a price ceiling on a player.

When potential superstar players are on the move, some would say the price is never too high, but good general managers know better. Front offices are always weighing the risk/reward factor of any player for whom they might trade. This evaluation, in its simplest form, is, “Can this player offer the team more value than either the player we’re giving in exchange or a prospect we could draft with the pick we’re trading?”

For example, if a GM is considering trading a first round pick for a quarterback, he/she must decide if that quarterback will unquestionably be more beneficial than someone they could draft with that pick. If they can’t say for sure, maybe they should reconsider the trade.

Too often do players fetch a pick that’s not equal to their production value simply because the team has a need at the position. If a GM thinks a player is only worth a third round pick, stick to that price and look elsewhere if needed.

Trading in the NFL is an inaccurate, inconsistent, and unpredictable business. Using these keys, however, is how General Managers protect their team, their reputation, and ultimately, their job.