Leadership Communication
December 3, 2013
“We’ve got the weather,” the man said. And for years, my wife and I have wondered what he meant.
We had been walking in Dublin, Ireland and paused to photograph the huge wooden doors of an aging church building, when an elderly man on the sidewalk greeted us with those few words.
Did he mean the weather was bad because it was raining? Or, as we think more likely, was he saying the weather was good because it was a mild day with a gentle breeze and only a light rain?
My wife and I still recall that day in Dublin, that brief encounter, whenever we hear people make statements that could be interpreted in exactly opposite ways.
Speakers often say one thing and mean another, sometimes intentionally, sometimes innocently. Listeners often misinterpret what was stated because they had something different on their minds or expected something different to be said.
All of this and more adds to the difficulty of communicating effectively, whether between two people or within a team or organization.
Leadership communication attempts to minimize these misunderstandings; and an effective tactic for doing so is to have listeners restate what they believe they heard the leader say.
Communicating messages clearly and repetitiously is a leadership essential; but so is providing opportunities for others to repeat those messages. This leads not only to more precise communication, but also to more pervasive and powerful messages.
Youth Should be Served
December 26, 2013
A half-century ago, youth sports were not well organized. Children directed most of their own games, playing each sport in its season, moving from touch football in the side yard to basketball in the driveway to baseball in the vacant lot where an apartment building now stands. They walked or rode their bikes to the venues, they brought their own equipment, they chose up sides and they agreed upon the playing rules and ground rules.
Even if young people played on a community team, they spent more time in pickup games on makeshift fields, courts and diamonds than they did in uniforms at the groomed settings of the formal youth league games.
Gradually, the leagues multiplied and the ability groupings stratified. Elite teams were created consisting of the more talented kids, who were really just more mature for their age; and they were provided with the most games, the longest trips and the largest trophies. It didn’t take long for the other players to feel second class and to drop out of one sport or all sports. In time, even some of the “good” players succumbed to overuse injuries and emotional burnout.
By the time most students reached the earliest grades for school sports, many had already found different ways to spend their time. It is often cited and well-documented that, today, 80 to 90 percent of all youth who ever started playing organized sports have stopped doing so by age 13. Before high school.
So it occurs to me that school districts should have both altruistic and selfish reasons to rethink their approach to junior high/middle school sports, which is now to engage students too late and offer them too little. Schools might be able to provide a better experience for the youngsters and create an earlier and stronger relationship with the philosophies of educational athletics at the junior high/middle school level, and that ultimately will strengthen high school athletic programs.
This pursuit will take great care in order to assure that schools themselves do not make the same mistakes we have seen in overzealous youth sports programs. We will have to find the balance where multi-sport experiences are encouraged so middle school students can experiment with new sports and discover what they might really like and be good at, while at the same time provide enough additional contests that interscholastic programs are a more attractive option than non-school programs that may always allow more contests than school people will allow within an educational setting.