Everyday Heroes
October 21, 2014
The last two Heisman Trophy winners have been mostly an embarrassment to college football after receiving what is supposed to be the sport’s highest individual award.
This has caused me to recall that Charles Schulz, the creator of “Peanuts” comic strip, was said to have often asked people to name the last few winners of the Heisman Trophy, the Pulitzer Prize, Miss America and Academy Awards. He reported that few people could name many of the recipients.
Then Mr. Schulz would ask the same people to name teachers and/or coaches who had inspired them. He reported that just about everyone had at least one to name quickly.
Schulz’s point was that for most of us, it is not award winners whom we remember. For most of us, the really important people are the “everyday heroes” who influenced our lives without fanfare or tribute.
Planning & Doing
January 31, 2012
One of the MHSAA’s counterpart organizations in another state recently asked to see the business plans of other statewide high school associations. Some of the states supplied their detailed budgets, but most had nothing to offer.
Of course, a budget is a much different thing than a business plan. A budget is built more on past performance, while a business plan looks more to the potential of future problems and opportunities. A business plan is much more than numbers.
Since 2007 we’ve been using a “Mission Action Plan” (MAP) at the MHSAA. It was developed to deal with the opportunities and obstacles of three powerful trends: (1) growth of non-school youth sports programs; (2) expansion of educational alternatives to traditional neighborhood schools; and (3) proliferating technology.
While not a typical business plan or a classic “strategic plan,” the “MAP” has become increasingly useful to point the way for the MHSAA both in terms of program and finance. The MAP states a single “Overarching Purpose;” it identifies four “Highest Priority Goals;” and it lists four multi-faceted “Current Strategic Emphases,” many of which have quantifiable performance targets, including financial goals.
Next to each Current Strategic Emphasis are two boxes. The first is checked if we’ve gotten started, and the second is checked when we’ve completed the task or are operating at the level we had established as our goal. At this point, every MAP strategy has been launched, but only a portion have earned the second checkmark.
Quite efficiently, the MAP keeps us both strategic and businesslike without the formality of purer forms of strategic or business plans.