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Grateful for Guidance

November 27, 2015

I have heard, and I believe, that the most important thing a father can do for his children is to love their mother. And my father certainly did, establishing a pattern for my own life that leads the list of things for which I’m most grateful during this Thanksgiving week.

Yes, Dad was the director of the Wisconsin Interscholastic Athletic Association for as long as I have been the director of the MHSAA, and I’m sure there’s a pattern there as well. But it was Dad’s devotion to Mom that provided the deeper impression and more lasting impact.

I’m also grateful for the way my father supported my athletic career. He was always present, but never overbearing. While his career as a multiple hall-of-fame athlete and coach might have earned him the right to critique my performances as an athlete, he never did. He would answer the questions I had, but never offer unsolicited opinions.

I’m very grateful for Dad’s solid, silent support; and I only wish that more parents today would take the approach my father did. I believe their kids would enjoy sports more ... as much as I did ... so much that it became my career.

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.