The Subjunctive
January 3, 2014
As a frequent traveler to foreign lands and also as a college English major and high school English teacher, my ears perked up when a speaker said recently that there are some languages that, unlike English, do not have the subjunctive verb mood or mode. I love the subjunctive!
That’s the mood of what might have been, the speaker said. For example, “Had I studied harder, I would have received a better grade.” And “If I were you, I would have studied much longer.”
The subjunctive can also be the mood of excuses, I thought. For example, “If the official hadn’t made that traveling call, we would have won the game.” But I digress.
The subjunctive verb mood is used for the hypothetical. This makes it most valuable as a mindset before taking any action. It helps one think of unintended consequences.
But the subjunctive mood is also useful for the remedial: “If we had done this or that differently then, perhaps the result would have been better.”
Thinking in the subjunctive mood as we plan before initiatives, and then also as we evaluate after plans have been rolled out, are the one-two punch of effective project management.
What we must avoid, however, is thinking of the subjunctive as the mood of regrets. “If only I had . . .” And then doing nothing to try to change the future.
As we think about the year just past and about the year ahead, let’s use the subjunctive mood for its better purposes – planning and evaluation, not excuses and regrets.
Gut Check
October 18, 2016
After nearly eight years on the staff of the National Federation of State High school Associations, I accepted the challenge of leading an effort by a private business to consolidate the insurance needs of high school athletic associations and to control their coverages and costs through a self-insuring pool. My assigned goal was to assemble at least half of the 50 states in this fund. The need was so great at that time for comprehensive general liability and directors and officers insurance tailored to the unique needs of state high school athletic associations, that the group was quickly assembled and launched.
My time leading this effort was brief. In spite of the program's immediate success and continued growth, I became uncomfortable. The discomfort was born and grew in the fact that while I was out meeting with states, decisions were being made back at the home office that I was not involved with or aware of. I began to feel used ... my credibility was bringing in business, but changes were being made without my input; and I feared for my reputation. After a year of this, I resigned the position. That was 1981.
Nine years later, the companies' CEO was terminated when it was discovered that he used the construction of a company headquarters office to build himself a new house at the same time, burying his home construction costs into the books of the companies' capital expenses. Seven years after that, the companies' founder and namesake went to jail for operating from 1984 until at least 1993 what was determined to have been a Ponzi-like scheme.
I listened to my gut which, long before my head, knew something was not right. In fact, my gut seemed on alert well before things went wrong. This has happened at other crossroads and dozens of less dramatic moments in my professional and personal lives.
In this time of increasingly complex and difficult decisions, both personal and professional, the gut may be a good guide for us all.