Lacrosse Logic

March 6, 2012

Sometimes the administrators of school sports will be heard to say, “Is ours the only sport program that cares about kids’ well-being?”  Or, “Are we the only folks willing to both make and enforce rules to protect the program and its participants?”

So, there are feelings of vindication and validation when we read about other sports programs which see and do some things somewhat our way.  And it appears US Lacrosse is one of those groups.  Here’s some of what is included in its Oct. 30, 2011 Position Statement:  “Boys’ and Girls’ Youth Lacrosse Participation Recommendations.”

“1. Athletes at all level of play should have 1-2 days off per week from competitive athletics and training to allow for recovery.
“2. Athletes at the U-9, U-11, U-13 and U-15 level should have at least 2-3 months away from sport specific training and competition during the year.
“3. Athletes at the U-9, U-11, U-13 and U-15 level should play on only one lacrosse team during a season.  If an athlete is playing on more than one team in the same season, they should not participate for more than 16-20 hours per week.”
“6. Encourage participation in multiple sports throughout the year and avoid sports specialization before the U-15 age group (high school).  Those athletes who choose to specialize in the sport of lacrosse in high school will need to take extra precaution with regard to overuse injuries and burnout.  While there may be potential benefits to extra training, the risks of becoming one-dimensional at a young age needs to be evaluated on a seasonal basis.  Furthermore, specialization does not guarantee improved play or college acceptance and only an estimated 5 percent of high school senior athletes progress to play some form of collegiate sports.  Some researchers believe there is a benefit to multiple sport participation throughout high school.”

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.