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Misspent Money
January 12, 2018
Editor's Note: This blog originally was posted July 15, 2014, and the message is worth another read.
It is not news to us, but it makes more waves when others report it.
William Hageman of the Chicago Tribune reported last month on a study from Utah State University’s Families in Sport Lab that found “the more money parents spend on youth sports, the more likely their kids are to lose interest.”
A Utah State researcher explains the connection: “The more money folks are investing, the higher pressure kids are perceiving. More pressure means less enjoyment. As kids enjoy sports less, their motivation goes down.”
Hageman exposes the folly of parents’ justification for their financial outlay – increasing their child’s chances for a college scholarship. Hageman says “a look at the numbers shows they (parents) may be deluding themselves.”
He cites NCAA statistics that only two percent of high school athletes receive athletic scholarships; and we have to add that many of those are not “full-rides.” The average scholarship covers less than half the cost of an in-state college education for one academic year.
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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:
- “Create a holding environment” – a safe place to interact.
- “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.
- “Set the pace” – not too fast that we leave too many people behind; not too slow that we lose the vision and momentum.
- “Show the future” – remind people of the “orienting value” – that is, the positive reason to go through all the negative rancor.