Oyster Stew
November 13, 2015
Jonathan Swift, an 18th Century writer I was introduced to as an English major in college, grabbed my attention and loyalty with the statement, “He was a bold man who first ate an oyster.”
I’ve hated oysters for their look, their texture and their taste; and also because, as a child, oyster stew was the Christmas Eve fare that stood between me and the time when we could begin opening presents under the Christmas tree.
But I have loved Swift’s metaphor.
Imagine the courage – or the desperation – of the first person to eat an oyster … or any other ugly, slimy critter ... raw!
But it is often this person, bold or desperate enough, who looks past appearances to tackle something of such unpleasant prospects, who actually makes the discovery or connects the dots or makes the breakthrough necessary for real progress.
What are the most unappetizing issues before us? Transfers? Football scheduling? Specialization? What unappealing solutions might we be avoiding because they look so awful? Are we bold enough to take a bite out of them?
Leadership Impressions- #2 (Plugging Holes)
June 12, 2018
Almost every issue that affects youth is an issue that parents, politicians or the public is asking schools – and especially school sports – to solve.
Already consumed with efforts to promote participant health and safety in terms of heads, heat and hearts, our association is asked also to concentrate on mental health issues.
Having already addressed risks of tobacco, alcohol and performance-enhancing drugs, our association is asked also to campaign against opioid addiction.
State high school associations do not have the luxury to hire as many experienced people as they need to focus expertly on every topic that associations are asked to address.
The effect of this “person-power” shortage is to force the association’s executive director to be a utility player – an employee who can operate competently at many different positions, bringing time and prestige to the cause du jour.
Even the most forward thinking leader must be prepared to roll up sleeves and plug these holes in the team’s roster. This requires, again, that other staff be trusted to administer their assigned tasks without commanding the leader’s ongoing attention.