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Julie Jacobson/Associated Press

The Knicks parted ways with Phil Jackson on June 28—after the NBA draft but before free agency began. Surely it would have been preferable for the Knicks to allow a new architect to select their lottery pick.

Yet, it could have been worse. Jackson's presence—first an attraction, later perhaps a repellent—did not have a chance to impact free agents' decisions about signing in New York. Nor did Jackson have an opportunity to build a team to his own interests that a new GM would subsequently have to live with.

Most importantly, it was the right decision.

Because fans demanded it? No. (But they did.)

Because he publicly denigrated his most talented (or at least highest paid) veteran player on multiple occasions? No. (But he did.)

Because he was barely on speaking terms with his most talented young player? No. (But he was.)

It was the right decision because he was bad at the job. NBA executives must sign personnel with an eye for winning championships. At best, he signed personnel like a guy who runs practices. At worst, like a fan.

All fans have their "type." The speedy, undersized point guard with the sick handle, the roaring rim protector with the beastly blocks, the scrappy bench player whose name is never learned by anyone but the home crowd.

If Phil Jackson had his druthers, he would have a team of super-coachable, pass-first players who were either Europeans or undrafted Midwesterners. At least half would be seven feet tall. Only one would be a guard.

Maybe it's OK, even for an executive, to have some favorites. And every team needs the gutsy bench players who bring effort. But a team also needs something else: talent.

Not just "solid role player" talent. All-Star-quality talent. Every championship team does need a little of that too. Treating those players like they're not just expendable, but undesirable, is not smart NBA front-office management. Yes, stars do need to be yanked off high horses sometimes, but that is the coach's job, not the president's.

Jackson never understood that he wasn't the coach. He tried to force a system onto personnel, whether it fit or not, instead of trusting his coach to find a system that worked best. He blathered about building "culture" but was the worst teammate of all.

Firing him was the right move. It simply took too long.

Final Grade: A for concept. D for execution.