Silence is Golden
July 2, 2013
During the summer weeks, "From the Director" will bring to you some of our favorite entries from previous years. Today's blog first appeared Oct. 22, 2010.
A minor repair to a vocal cord forced me into 48 hours of silence recently. I rather enjoyed it and, frankly, was a little sorry to see it end.
You see, when you can’t talk, you’re forced to listen; and when you can’t talk, you’re more inclined to think. Not “think before you speak,” just think.
I’ll spare you the time spent counting my many blessings, as well as the time worrying about a few family matters. But I’ll share with you some thoughts I had about our common ground, that is, school-sponsored sports in Michigan.
I believe the future of school sports hangs in the balance of how we respond to the financial pressures local programs now experience. It worries me that too many responses are putting local programs on a course that will fundamentally and forever knock school sports off the course of educational athletics.
- We are mistaken if we believe a $225 participation fee to play JV tennis doesn’t change the nature of JV tennis.
- We are mistaken if we believe that a competitive athletic program, with high emotion and risk of injury, can be administered by inexperienced or part-time athletic administrators without clerical and event supervision assistance.
- We are mistaken if we believe that we can operate educational athletics without our coaches involved in ongoing education regarding the best practices of working with adolescents.
It isn’t educational athletics if the program does not promote broad and deep participation and does not have expert leadership and coaching.
That is what I thought about. And what I intend to speak about.
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.