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.
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.”