Consequences
September 28, 2012
In “the good ol’ days” order was kept, not just because people prayed in school or taught morality (if that’s possible), but because students understood there were consequences for breaking rules. Practical consequences. If you do this, that will happen. Definitely. And no fancy footwork by your folks or their lawyer would get you out of it.
It would have been unheard of for the parents of a boy or girl who was disciplined out of one school to petition the administration of another school to waive the transfer regulation to allow the youngster to participate in athletics immediately at that school, and then to engage an attorney and go to court when the second school performed its responsibility by saying “No, not for one semester.”
This student could have learned a tremendous lesson for life: you’ve got to live with the consequences for your actions. Instead, what the youngster learned was that if you don’t like the consequences of your actions, then sue.
I don’t think we do the MHSAA, schools, or – most importantly – our students any good if we keep bailing them out of the boat of consequences.
Values Trump Rules
November 19, 2013
The last two postings, which were about rules and rule-making, have quoted from how: Why HOW We Do Anything Means Everything by Dov Seidman. The book deserves at least this additional commentary.
Mr. Seidman posits that in the modern world of hyperconnectivity and transparency (which he describes in detail), there is no such thing as “private” behavior. It’s all public and, therefore, how we do things is more important than what we do.
He states that to stand out in a positive way, an enterprise must “outbehave” the competition. And he says, such behaviors do not follow rules, they flow from values.
This means, according to Seidman, that effective leadership in this environment will be less about coercion (rules) and more about inspiration (values). Leaders will spend less time talking about the carrots and sticks of managing people, and more time focusing on “values and missions worthy of their commitment.”
It’s a shift from “task-based jobs” to “values-based missions;” a transformation from “command and control” to “connect and collaborate” leadership. “It’s a move from exerting power over people to generating waves through them.”
Instead of talking about organizations that are too big to fail, Seidman says we will have organizations “that are too sustainable to fail, too principled to fail, and too good to fail.”