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Living With Change

December 1, 2017

One of the odd and irksome scenes I observe occurs when a relative newcomer to an enterprise lectures more seasoned veterans about change. About how change is all around us, and inevitable. About how we must embrace it and keep pace with it.

All that is true, of course; and no one knows more about that than the veteran being subjected to the newcomer’s condescension.

No one “gets it” better than those who have lived and worked through it. Short-timers can’t claim superiority on a subject they’ve only read or heard about.

Who has the deeper appreciation of change in our enterprise? The person who started working before the Internet, or after? Before social media, or after?

Who has keener knowledge of change in youth sports? The person in this work before, or after, the Amateur Athletic Union changed its focus from international competition and the Olympics to youth sports?

Who sees change more profoundly? The one who launched a career before the advent of commercially-driven sports specialization, or the one who has only seen the youth sports landscape as it exists today?

Who can better evaluate the shifting sands: newcomers or the ones who labored before colleges televised on any other day but Saturday and the pros televised on any other day but Sunday (and Thanksgiving)?

Where newcomers see things as they are, veterans can see things that have changed. They can be more aware of change, and more appreciative of its pros and cons. They didn’t merely inherit change, they lived it.

Permission to Disagree

February 17, 2015

An organization leader who is doing a good job works hard to provide the organization’s board of directors all the history and detail necessary to make good decisions. Questions and concerns are anticipated, and addressed in advance.
As a result of this good leadership, meetings usually run with efficiency, decisions are made without long discussions, and debate is infrequent and never contentious. Votes usually reflect unanimous agreement.
While these are traits of good organizational leadership, a tradition of great organizational dynamics is disagreement.
If the board is always in total agreement, then management is not bringing the board tough enough topics. The subjects are not serious enough. They are operational more than strategic; they are transactional, not transformational.
Among the current topics of school sports in Michigan are two upon which there is certain to be disagreement: (1) the role of 6th-graders in school sports and the MHSAA; and (2) out-of-season coaching rules. We see the lack of consensus at the local level and the league level and between different coaches associations. And we expect the Representative Council will lack unanimity if these topics ever arrive for the Council’s action.
These are large topics, worthy of our time because of the disagreement, not in spite of it.