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Valuing Variety
March 31, 2014
Some people see the declining number of multiple-sport athletes in our high schools as a sign that students don’t want the multiple-sport experience anymore and would prefer to specialize in a single sport.
Maybe that’s not what students want at all. Maybe, if we actually asked them, they would tell us so.
In fact, I hear that students dislike and resent the pressure their high school volleyball coach puts on them in the winter, or their basketball coach puts on them in the spring, or their baseball or softball coach puts on them in the fall and the pressure that coaches of other sports, both team and individual, place them under year-round.
What I hear when I listen to students – and admittedly, I often get to talk to the cream of the crop (e.g., our Student Advisory Council and Scholar-Athlete Award recipients) – is that they want to play multiple sports and that they need us to hear that and to help them.
I remember that when we began bowling as an MHSAA tournament sport a dozen years ago, we thought we would be appealing to and involving students who play no other school sport. We are. But we are also engaging multiple-sport athletes.
At the MHSAA Bowling Finals four weeks ago I observed many students in school letter jackets sporting letters for soccer and bowling, cross country and bowling, track and bowling, and other combinations.
It proved again to me that very many students really do want to participate in a variety of sports and that one of our core operating principles should be that we continue to facilitate and validate that experience for as many students as possible.
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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.