Family Practice
September 21, 2011
During my first winter on the job with the MHSAA I took my 4th-grade son to his first basketball practice, and I watched uncomfortably when his coach directed him to set a pick. My son didn’t have a clue what that meant, and was embarrassed; and I felt like a complete and utter failure as a sports dad.
During the drive home, my son asked me what the coach meant when he said “set a pick and then roll to the basket.”
So when we arrived home, I recruited his mom to guard my son as he dribbled the basketball in the living room, pretending the basket was over the fireplace hearth. I came up behind her and blocked her path as my son dribbled by, opening his path to the “basket.”
We repeated the drill, but this time his mom was wiser and scooted by me to guard my son; and when she did so, I rolled toward the “basket” and called for the ball. My son offered a perfect pass as I moved unguarded toward the goal.
We repeated the plays with me dribbling and my son setting the pick on his mom, and then rolling toward the goal.
Pick and roll, family style.
And my son couldn’t wait for the next practice.
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.”