Not about Kevin Ollie as coach, but about him as co-coach.
Read
this piece.
I've been an informal student of how organizations respond to leadership, especially new leadership. At the current time, I am approaching my own retirement after 38 years in higher ed (25 with the same program), and at 63 years of age. I could have stayed in my job for many more years (like Calhoun).
When I leave, I won't be "hanging around"; I won't be an unofficial advisor or ghost boss. I won't even discuss that sort of role with my employer nor my replacement (who I had limited input into hiring; it was a wide open search).
With my own various internal promotions and job assignments over the years, I was always blessed with predecessors in my positions who didn't linger around, watching over my shoulder, and certainly not having a vote on whether I kept my job or not. And in turn, I did the same in how I interacted with the people who replaced me; I got out of their way and their business as fully as I could.
For JC (or any other retiree) to be given that much of a vote for whether his hand-picked replacement choice will stick around or not, is just not good organizational management, in my book. And something called a "hands-on advisory role" is an oxymoron; you're either advisory, or you're hands-on, i.e., you're the coach (or officially the co-coach), or not.
I guess I shouldn't care if JC's "hanging around" role winds up messing things up for UConn; they are, afterall, UConn. I just don't think, organizationally, that the "John Thompson model" is a good one for any school or organization to follow.
I feel strongly enough about this that I would not even want JB to play a similar role to Calhoun's when JB goes. I hope he just says "Goodbye. It's been great. Hop, it's all yours, here are the keys. Call me only when you feel the need. Give 'em hell!"
Curious as to how many of you feel as I do --or not-- re: JB's post-retirement role.