Small Steps
November 3, 2015
“You can’t cross a chasm in two small jumps.” I believe it was former British Prime Minister David Lloyd George who said this when advocating for a big leap forward for his country during the early 20th century.
Indeed, taking two small jumps when one giant leap is necessary is an ill-fated strategy.
However, I have found that a series of smaller steps to solve large problems is very often the most practical and politically-expedient approach.
For example, as we have enhanced coaching requirements, especially related to health and safety, we didn’t insist that all of the changes occur simultaneously, or immediately. One thing at a time, phased in over several years, made these changes possible.
My MHSAA colleague Rob Kaminski, our webmaster and publications coordinator who is also an MHSAA registered football and basketball official, once remarked, “Not all football plays are designed to score touchdowns; some are just intended to move the ball forward or to set up a bigger play later.”
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.