Swimming Lessons

January 19, 2016

I found a place between Christmas and New Year’s Day that was out of Internet reach. For four days and three nights I spent most of the days in the water looking downward into an ocean of coral canyons surrounded by swarms of colorful fish, and much of the nights on the open deck of a catamaran looking up at a nearly full moon moving between stars and swirling clouds. Here is some of what I learned from experiences, rather than from Google, on those days.

First, flying fish really do fly, on average, about the length of a football field.

Second, sea urchins have an edible element, if the spiny critters are smoked in a fire of coconuts and palm fronds and then soaked in saltwater, and if you are either desperately marooned on some remote island or just trying to be nice to the local residents you just met who believe the urchin's slimy, salty core is a delicacy that hospitality requires be shared and graciousness demands be appreciated.

And, more relevant to the work we share that I tried unsuccessfully to tune out for these four days, I learned ...

What you see in the ocean is distorted until you put on your goggles and get beneath the surface of the water. Getting beneath the surface of things is necessary for clear vision.

What you see first is likely to be the flashy fish, while the greater significance is observed more slowly in what appears to be their inanimate habitats, which turn out to be alive with movement if you wait and watch for it. Patience is necessary for clear vision.

The wavy six-inch line of purple coral was really the lips of a large clam that actually separate a fraction of an inch every minute or so to take in the nourishment of the sea. The brown stump below it was really a sea cucumber that actually moves an inch or two a day to vacuum the ocean floor. I saw none of this until I got beneath the surface, and waited.

Permission to Disagree

February 17, 2015

An organization leader who is doing a good job works hard to provide the organization’s board of directors all the history and detail necessary to make good decisions. Questions and concerns are anticipated, and addressed in advance.
As a result of this good leadership, meetings usually run with efficiency, decisions are made without long discussions, and debate is infrequent and never contentious. Votes usually reflect unanimous agreement.
While these are traits of good organizational leadership, a tradition of great organizational dynamics is disagreement.
If the board is always in total agreement, then management is not bringing the board tough enough topics. The subjects are not serious enough. They are operational more than strategic; they are transactional, not transformational.
Among the current topics of school sports in Michigan are two upon which there is certain to be disagreement: (1) the role of 6th-graders in school sports and the MHSAA; and (2) out-of-season coaching rules. We see the lack of consensus at the local level and the league level and between different coaches associations. And we expect the Representative Council will lack unanimity if these topics ever arrive for the Council’s action.
These are large topics, worthy of our time because of the disagreement, not in spite of it.