What Kind of Person?
November 30, 2012
The Nov. 12, 2012 issue of Fortune magazine asked 21 high-profile people from all walks of life for the one piece of wisdom that got them where they are today. The responses were typical tripe . . . except from Scott Griffith, Chairman and CEO of Zipcar. Griffith said he received this advice from his brother 15 years ago:
"You have to think about what kind of person you want to be when you’re done with this experience. Think about coming out of this a different person than you go in.”
Mr. Griffith got this advice shortly after he was diagnosed with stage 2 Hodgkins lymphoma. But he came to see how this advice could be applied to any challenge – positive or negative – in his or anybody else’s life.
Think how different things would be if Pete Rose had asked this before betting that he could get away with gambling during his Major League Baseball career; or if Mark McGwire, Roger Clemens or others had asked it before the start of their steroid-stained MLB careers.
Which takes me to more recent fallen heroes: Lance Armstrong, and Generals David Petraeus and John Allen. All three have done so much that is so good, most of which has unraveled with their ruined reputations.
If they had only asked, “What kind of person do I want to be when I’m done with this experience?”
They have come out of their experiences different than they went in, but not at all as they had hoped.
We used to say, “No good deed goes unpunished.” It’s also true these days that no bad deed goes undiscovered.
Weaving Policy
February 10, 2017
My wife weaves. She weaves scarves and placemats and napkins and table runners and rugs. And while she weaves, I watch, looking for the metaphors.
One of the most obvious comes from looking at both sides of her work. In its simplest form, one side of the woven project is the result of careful planning and preparation; the other side just sort of happens. In weaving, except for the "plain weave" where the bottom of the item mirrors the top, the underside of a weaving project is usually unimportant.
In leadership, however, that's rarely the case. Leaders have to be concerned with two or more sides to most issues. They have to consider in advance both the seen and unseen aspects of the project.
So when people advocate for expansion or contraction of cooperative programs or football playoffs, or for tougher or more liberal transfer rules, or for more or different tournament classifications, or for seeding of tournaments, leaders of the Michigan High School Athletic Association need to look at both sides of any plan and the multiple angles of the issues raised.
This leadership will try to explain to proponents what opponents see in a proposal, and vice versa. This leadership will try to speak for and report to those who are underrepresented in the discussion.
This leadership is entitled to its own opinion but responsible for seeing that sincere and studied opinions of others are both well heard and thoroughly vetted.