Battle of the Fans
March 27, 2012
Guests at the MHSAA Girls and Boys Basketball Tournaments at Michigan State University’s Breslin Center the past two weekends saw the result of the MHSAA’s first “Battle of the Fans.” The idea came from the MHSAA’s Student Advisory Council, and it spread through social media. Read about it here.
We embraced this idea of our Student Advisory Council because a “Battle of the Fans” is something we can do, and most other youth sports cannot. In the world of youth sports, fans are almost unique to school sports. Fans aren’t found at AAU tournaments or US Soccer Development Academies like they are at school sports events.
We embraced this idea because fans are a part of what defines school sports and makes high school sports different than other youth sports, and makes interscholastic athletics a tradition in the United States like nowhere else in the world.
We embraced this idea because some people say that high school sports attendance is down and school spirit is declining. This initiative demonstrates that is not true everywhere, and doesn’t need to be true anywhere. It can help to motivate better spirit in more schools.
We embraced this idea to get more people talking about what is and is not good sportsmanship, and to encourage students to reengage in school events in more positive ways. This should make for more and even better competition, and dialogue, in 2013.
Values Trump Rules
November 19, 2013
The last two postings, which were about rules and rule-making, have quoted from how: Why HOW We Do Anything Means Everything by Dov Seidman. The book deserves at least this additional commentary.
Mr. Seidman posits that in the modern world of hyperconnectivity and transparency (which he describes in detail), there is no such thing as “private” behavior. It’s all public and, therefore, how we do things is more important than what we do.
He states that to stand out in a positive way, an enterprise must “outbehave” the competition. And he says, such behaviors do not follow rules, they flow from values.
This means, according to Seidman, that effective leadership in this environment will be less about coercion (rules) and more about inspiration (values). Leaders will spend less time talking about the carrots and sticks of managing people, and more time focusing on “values and missions worthy of their commitment.”
It’s a shift from “task-based jobs” to “values-based missions;” a transformation from “command and control” to “connect and collaborate” leadership. “It’s a move from exerting power over people to generating waves through them.”
Instead of talking about organizations that are too big to fail, Seidman says we will have organizations “that are too sustainable to fail, too principled to fail, and too good to fail.”