The Problem with Exceptions
November 22, 2011
Picking up where my last blog left off, this posting presents two more of six lessons that experience has taught me during my enriching years with the MHSAA.
Lesson No. 2: Beware of bad precedent.
An exception today that doesn’t seem to matter much is almost certain to be recalled and used against you tomorrow when it really does matter. People have poor memories for most things, but they have long memories for exceptional things, like making an exception to a rule.
A corollary to this lesson is that “no good deed goes unpunished.”
Lesson No. 2 is closely related to Lesson No. 3: The path of least resistance usually is not.
Making an exception for a squeaky wheel will likely lead to more noise, not less.
One corollary to this lesson is that there will be more fallout when people believe you have ignored rules than when people believe you have been heartless in applying the rules as stated.
A second corollary to this is that following the rules is the safest harbor during stormy seas.
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.