Cutting Kids
September 25, 2012
As an athlete, I dreaded the days. Even when I was a returning starter, I approached with anxiety the page taped to the locker room door that would indicate who made the high school basketball team (and, by omission, who didn’t).
As a coach, I refused to do it. I wasn’t even tempted to cut anybody from my squads. But I was lucky. I coached football and golf, and the outdoor practice venues gave us enough room for almost limitless opportunities.
As a parent, I’ve cried over it. Watching my older son be cut from a non-school basketball program for junior high boys (he switched to wrestling in high school and had a fine career). Watching my younger son be cut four times from the travel soccer team (he made it on the fifth try and started for his high school freshman and junior varsity soccer teams during the two years after that).
At no time have I been more deeply troubled and saddened than watching the world of sports, to which I devote my working life, say, “No thank you” to my sons, to whom I dedicated my entire life.
As an administrator, I grieve over the process every year. I listen to complaints of parents. I watch them go from allies to enemies of high school sports.
Why would we limit squad sizes for outdoor sports?
Why would we cut freshmen who haven’t even matured yet and have only a little idea what they might like or be good at?
Why would we not find room for a senior who has been on the team for three years and continues to have a good attitude and work ethic?
Why would we turn away eligible boys and girls who would rather work and sweat after school than cruise and loiter?
Why do we persist in shutting out and turning against us the parents who would be our advocates today and the students who would be our advocates in the future?
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.”