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Hard Fun
June 22, 2018
One of the features that attracts students to school sports is that competitive athletics is “hard fun.” Most students want to have fun, and most students ascribe greater value to that which doesn’t come too easily.
I don’t think we change much as we mature. We continue to value most the things that require effort ... the activities which, when completed, feel like an accomplishment.
It’s why I cherish my recent high altitude hike on the Inca Trail to Machu Picchu ... the hardest physical challenge I’ve had since double-session football practices in high school and college.
It’s why coaches often will say their favorite season was the .500 record with over-achievers, not the conference championship with under-achievers.
It’s why students will return to class reunions this summer, 10 and 20 years after their graduation, and compliment especially the teachers and coaches who required the most of them as students and athletes.
What the very best classrooms and competitive athletic and activity programs do is challenge students. They push students to discover that they can move beyond where they thought their limits might be. They encourage students to explore their capabilities and to experience the joy of exceeding their expectations.
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Becoming Busy or Busy Becoming?
October 30, 2015
While I have served the MHSAA as an employee and several other organizations as a volunteer board member, I have gradually and probably too slowly learned to be more on the lookout for ways to help move these organizations from transactional to transformational business … from mundane and routine tasks that tread water to sea-change strategies that might cause an organization to alter its course.
I have tried to do this in different ways at different times with different organizations; but I was recently handed an idea that I think will work with almost every organization at almost any time. A speaker said, “Are we busy doing, or are we busy becoming?
That question captures the essential difference between transaction and transformation. If every board meeting and staff meeting and committee meeting would start with that question, and/or be used at the end of the meeting as the evaluation tool, the work would broaden in scope and deepen in impact. Little issues would give way to larger topics, and fascination with fads would give way to focus on future trends in our work or in society as a whole that could affect the enterprise in fundamental ways.
Are we busy doing things that will help us become not just a little but very much better at what we do? Are we striving to break down or through barriers that hold us back? Are we searching for fundamental changes not just in how we do things but how we see things? Are we enlarging our vision? Are we searching not just for new ways to do old things, but also to discover altogether new things to do that will cause us to become what our greatest aspirations desire?