Alex Cora knows baseball in Puerto Rico inside and out. The Red Sox skipper was born and raised in Caguas — he still lives there in the offseason — and he’s served as the general manager of Team Puerto Rico. He knows the talent, the culture, the history. Ditto the challenges. From the 1989 decision to subject players from the U.S. territory to the amateur draft, to the ravages of Hurricane Maria — those are just two examples — the road to MLB success is often anything but smooth.

The talent speaks for itself. Rich history aside — there are four Hall of Famers, including Roberto Clemente — two dozen Puerto Rico-born players are now in the big leagues, and five of them saw action in last night’s All-Star Game. Cora himself is notable. Not only did he play 14 seasons (and earn a World Series ring), the team he’s leading boasts baseball’s best record in his first season as an MLB manager.

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Alex Cora: “We’re in a great place right now, as far as talent and impact players. I’m obviously managing, too, which is something different. I’m the second one from Puerto Rico in the history of the game [after Edwin Rodriguez].

“People point at the draft as a huge ‘game changer,’ saying that Puerto Rico got affected negatively because of it. I’ve always said that it was just a matter of time for us to adjust and get back to the heydays of the 1990s when we had seven or eight All-Stars. We had a lot of impact players back then.

“Now you take a look and you have Francisco [Lindor], you have Carlos [Correa], you have Javy [Baez], you have Enrique Hernandez. There’s Eddie [Rosario]. We have a few pitchers now with Edwin [Diaz] and Jose [Berrios] and Joe [Jimenez]. Obviously, the catching position has always been solid. We have one guy that is great, in a debate for the Hall of Fame. Yadi [Molina].

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Craig Counsell spent time as a special assistant to then-GM Doug Melvin before taking over as the manager of the Milwaukee Brewers in May 2015. That experience has proven to be valuable. Gifted with a deeper understanding of what goes on behind the scenes, the cerebral former infielder can better go about the job of leading a team on the field — not so much in terms of the Xs and Os, but rather the ability to see the big picture.

That doesn’t mean strategic decisions, or the statistical probabilities that go with them, don’t matter. They matter a lot, and Counsell approaches them with care. Even so, knowing that something has a slightly better than 50/50 chance to work doesn’t mean it’s an obvious choice. One can embrace analytics — which Counsell certainly does — and still let the gut play a role.

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Craig Counsell: “It was a little scary, frankly, to go into the office every day. It was something that had never been a part of my life. As a player, you felt like you were lucky that you never had to go into an office and sit behind a desk. But I’m so glad I did that, because I learned a lot about different people’s perspectives and about how everybody is trying to help create an organization that wins baseball games.

“I worked for Doug Melvin. Is he [an old-school baseball guy]? I wouldn’t say it like that. What I learned from Doug is how he put a staff together, how he created a culture, how he treated people, how he treated his team — ‘his team,’ meaning everybody that worked around him — and how he welcomed opposing views and allowed them to be heard. And his patience as far as making decisions and letting things play out, which was probably a trait of experience… It was really valuable to watch him use that to his advantage.

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In many respects, Rick Renteria wears multiple hats as manager of the Chicago White Sox. The AL Central team he’s leading is in full-rebuild mode, its roster populated with a plethora of inexperienced players. That makes him a good fit for the position. As Cubs skipper Joe Maddon opined at the outset of spring training, “There are managers, and there are managers who are also good coaches. Not everybody can do both. [Renteria] can coach it, and he can manage it.”

The 56-year-old former big-league infielder has 20 years of both under his belt, the majority — but not all — in the minor leagues. He was at the helm for Chicago’s NL entry in 2014 — Maddon replaced him the following year — before moving across town in 2016 to serve as Robin Ventura’s bench coach. Last season, he took over as manager, where his job is less about winning now than it is to mold young players into winners. That requires patience and an ability to instruct, and along with good leadership skills, Renteria possesses each of those attributes.

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Rick Renteria: “Coming up through the system… every organization is different in terms of their philosophy, yet they’re all the same. We all want a player to understand, fundamentally, how to go about playing the game — how to run the bases, how to have an approach at the plate, how to defend, when to throw to what base. Things of that nature.

“Until you get here, though… you can be very well taught, but there’s a different dynamic in the big leagues, and it involves emotion and your mindset. No matter how well prepared, you’re going to make a mistake or two. Of course, that could be said for guys who have been in the big leagues for years.

“When you get here from the minor leagues, you continue to understand, and get a feel for, who you are as a player — what you’re supposed to be and what you can and cannot do. That comes through experience. And again, a lot of it has to do with emotions and your mindset. The emotions can speed the game up for you and take you out of your normal element.

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Torey Lovullo relies a lot on his coaching staff. Each has his own role and responsibilities, and the Arizona Diamondbacks skipper is well aware of the value they provide. He’d be the first to tell you that 2017 NL Manager of the Year honors — ditto the D-Backs’ playoff berth — wouldn’t have been possible without the contributions of his coaches.

He interacts with them frequently. Communication is vital to any relationship, and Lovullo is a big believer in getting input before making a decision. It’s common to see him conferring with one of his coaches during a game, and behind-the-scenes conversations are a constant. Managers may ultimately have the final say — that’s the case here — but when Lovullo makes a move, there’s a pretty good chance collaboration was part of the process.

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Torey Lovullo: “[Bench coach Jerry Narron] understands the strategy of the game — the moving parts of the game — as well as anybody I’ve been around. He understands the rules as well as anybody. And Jerry’s ability to communicate is something I’m really thankful for. We can hit on any range of our daily communication and not miss.

“I rely on him mostly as my backbone. He’s watching the game in much the same way I am, projecting a lot of moves. I can throw an assortment of things out there — machine gun five thoughts — and he’ll quickly find the information whether it’s on one of the iPads or something we have on paper in the dugout. He’ll give me his thoughts on a particular move.

“He’s projecting what’s happening inside their dugout, or in their bullpen, and then giving me options — two or three options at a time — of what we should do. They’re thoughts I’m having, but I haven’t quite got there. And his timing is perfect. He know when, and how, to say things for a given situation.

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Buck Showalter has been around the game for a long time. He’s been at the helm in Baltimore since 2010. Before that, he skippered the Yankees, Diamondbacks, and Rangers. After five years of managing in the minors, he got his first big-league job in 1992. It’s safe to say that Showalter has seen baseball evolve, and it’s equally safe to say that he’s evolved along with it.

At his core, though, Showalter has remained much the same. He’s smart, and to his credit — although sometimes to his detriment — he’s rarely shy about expressing an opinion. At 62 years old, with four decades in the game, he’s earned the right to do so. Buck being Buck, that’s usually a good thing.

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Buck Showalter: “One thing about analytics is that we all question what we don’t understand. You need to learn, so during the spring we do Analytics for Dummies. That’s what we call it. We take our most veteran baseball people, our on-the-field lifers, and bring them upstairs to go over every analytic there is and find the [equivalent of a] .300 batting average in every one of them. We take the black cloud of unknown away from it.

“What we’ve found is that most of our veteran people go, ‘Oh, really? That’s all it is?’ They’re not demeaning it, they’re just saying, ‘Now I understand.’ Know where the .300 batting average of WAR is, and what it tells you. Just as important, what doesn’t it tell you that you have to be aware of.

“There’s also the environment you create. You need an environment where you’ll respect what they bring and where thy’ll respect what the field personnel can bring. The best organizations are the ones that branch those together to make evaluations.

“A problem you run into now is that the players feel almost robotically evaluated. The sixth tool is not… it’s only evaluated by the people that are with them every day. The makeup, the want-to, the crunch-time guys: everybody on the field knows who they are.

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Ron Gardenhire’s experience in the game extends far beyond his 14 seasons as a big-league manager. The 60-year-old “Gardy” has also spent time as a coach and a minor-league manager — and, before that, he played nine seasons as an infielder in the New York Mets system. Primarily a shortstop, Gardenhire appeared in 285 games with the NL East club between 1981 and -85.

He’s also a lifelong fan of the game. The bulk of Gardenhire’s formative years were spent in small-town Okmulgee, Oklahoma, where he collected bubble-gum cards, religiously tuned in to The Game of the Week, and cheered for his heroes. Then he got to live his dream. Gardenhire played with and against the likes of Dave Kingman, Rusty Staub, and Pete Rose. As he told me recently at Fenway Park, “I’ve been fortunate.”

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Ron Gardenhire: “I was an Okie, so I followed the guys who were from Oklahoma more than anything else. Mickey Mantle, Johnny Bench, Bobby Murcer. I also watched the Dodgers, Don Drysdale and those guys, because my dad was in the military and we were out in Arvin, California when he was overseas in Korea. That’s when I really got into baseball. I collected bubble-gum cards, and all that stuff, with my cousins out there.

“Every Saturday we would hunker down in front of the TV and watch the Game of the Week. In our area — this is when we were back in Oklahoma — a lot of the time it was the Cardinals. They were prominent there. We’d also get to see the Yankees quite a bit, and the Dodgers.

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Managing in the majors is different than managing in the minors. In the opinion of Brian Snitker, it’s a lot different. And he should know: prior to taking the helm in Atlanta in May 2016, Snitker skippered Braves farm clubs in Rookie ball, Low-A, High-A, Double-A, and Triple-A. Interspersed with three stints as a big-league coach, he managed in the minor leagues for 20 seasons.

He’s proven to be more than capable at the highest level. Now in his second full season on the job, Snitker — a 62-year-old baseball lifer who has helped nurture countless careers — has his young Atlanta squad 11 games over .500 and in first place in the National League East.

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Brian Snitker: “Your daily norm isn’t close to the same in the major leagues as it is in the minor leagues. After I got this job, I remember telling my wife, ‘It’s like I can’t get there early enough to have any time for my myself. All I do is talk.’ I could probably change the hinges on the door once a week, because every time I turn around there’s either a player, a coach, a front-office person, medical staff, or a media person coming into my office and closing the door. You have a piece of everything that’s going on here. This is a lot more involved job than managing in the minor leagues ever was.

“I always loved having a relationship with the players in the minor leagues. I wanted to be invested in what they were doing. It’s a different relationship here, because these guys are grown men. They have families. In the minors, especially in the low minors, they’re getting their electricity cut off because they paid $300 for a pair of tennis shoes, or bought their girlfriend a dog, instead of paying their bills. You’re more of a father figure in the lower minor leagues.

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Bob Melvin has plenty of experience interacting with umpires. The Oakland A’s skipper was a big-league catcher from 1985 to 1994, and he’s since gone on to manage 2,127 games over 15 MLB seasons. He knows what makes the men in blue tick, including what buttons can and can’t be pushed when arguing a call — an event which happens far less frequently since the introduction of replay review.

In the second installment of this series — we’re hearing from a different manager each week, generally focusing on a specific subject — Melvin talks about his relationship with umpires and the ways in which that dynamic has changed in recent years.

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Bob Melvin: “I feel I have a good relationship with umpires. I was a catcher and you kind of build good relationships with umpires. Of course, since I’ve been managing, there has been some turnover — there are some younger guys I wasn’t with as a player — and you’re constantly trying to build relationships. You also have to hold them accountable and stick up for your team at times.

“You have to look at things from their shoes, too. They have a tough job, and there are certain days where you’re not as good as you can possibly be — I’m no different — so there is definitely a balance to strike. You have to hold them accountable but not go too far. I wouldn’t say there are any guys that I don’t get along with, to where you’d maybe see that in ejections.

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Ned Yost took over as the manager of the Kansas City Royals on May 13, 2010. The fact that he still holds the position puts him in select company. Of the 30 current MLB managers, only five were skippering their current club at the start of the 2011 season, and only Mike Scioscia (1999) and Bruce Bochy (2006) can boast a longer tenure than can Yost.

Managerial turnover has been especially prevalent in recent years. A full third of the 30 weren’t in their current role at the start of last season, and half weren’t there on Opening Day 2016. This season alone has seen seven new faces at the helm.

In the first installment of a series — we’ll hear from a different manager each week, generally focusing on a specific subject — Yost shares his opinion on the recent influx of managerial turnover.

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Ned Yost: “Oh man, you know… I think there are a lot of reasons for it. One, you have to have a great relationship with your owner and your GM. I think that helps. We have a phenomenal relationship in Kansas City with Mr. Glass and with Dayton [Moore]. There probably could have been three or four times where Dayton could have fired me. But I think Dayton understands that’s not going to solve a problem. And a lot of times it can make the problem worse.

“I got fired in Milwaukee in [September] 2008. At that point we were [16] games over .500. In 2009, they were under .500 with a different manager. I’m not saying… it’s just different. It tends to disrupt the flow that goes on.

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