Up-Close Learning

November 18, 2014

Nearly 100 coaches gathered at the MHSAA office on Saturday, Nov. 1, for more than six hours of learning in Level 1 of the MHSAA Coaches Advancement Program. What occurred that day demonstrates the MHSAA’s commitment to a particular teaching and learning model we have chosen for its effectiveness, not its ease.

It would have been much simpler to put the 100 coaches in a single room and rotate three lecturers in front of them, and still simpler if everyone participated online in the isolation of their homes. But CAP is not delivered in either of those ways.

Rather, on Nov. 1, the nearly 100 coaches were placed in three separate rooms, so the presenters could see everyone’s eyes and read everyone’s faces and address everyone’s questions and concerns.

And, within those smaller rooms, the coaches sat in pods with four or five other coaches for more practical and often deeper discussion than the larger group setting allows.

Meanwhile, in an even more intimate fourth room, another 20 coaches completed the sixth and final level of the Coaches Advancement Program.

In an online world there is still a place for face-to-face teaching and learning. This is especially true in coaching where interpersonal relationships have more to do with determining success and failure than Xs and Os.

Holding Back

February 24, 2015

I wrote last week in this space about the positive place for disagreement in organizations; and I held back on pushing the topic a bit further.

Sometimes an organization leader has to hold back. Sometimes the leader needs to recognize that the organization has more disagreement than it can handle and that taking on another topic for which much disagreement is likely would be like drinking from a fire hose.

In Leadership on the Line (HBS, 2002), authors Ronald Heifetz and Marty Linsky write that “leadership requires disturbing people – but at a rate they can absorb.”

Heifetz and Linsky describe the need to “orchestrate the conflict” in four steps:

  1. “Create a holding environment” – a safe place to interact.
  2. “Control the temperature” – turn the heat up to get people’s attention, and turn it down for them to cool off or to catch up.
  3. “Set the pace” – not too fast that we leave too many people behind; not too slow that we lose the vision and momentum.
  4. “Show the future” – remind people of the “orienting value” – that is, the positive reason to go through all the negative rancor.