The Limits of Planning
July 27, 2015
Like many Michiganders, I took a summer vacation. And as I always do, I planned the trip thoroughly ... from flights to sights to accommodations to restaurants, but still leaving a few details to spontaneity and serendipity.
This summer's trip was to Newfoundland, where winter was very grudgingly giving up its grip. Everything about summer was slow in coming, and the thousands-of-years-in-the-making icebergs that had drifted down from Greenland were several weeks later than usual to disappear off Newfoundland's coast.
It was a trip that once again reminded me of the limits of planning.
Understand, I am an ardent advocate of planning. First, I am my mother's son who would often say that "Happiness is having a plan." Second, I'm so obsessed with planning that I committed to writing two decades ago what should happen when I die, which actuarial tables inform me should be even longer than two decades in the future.
But once again, all my planning for this vacation failed to provide its best moments. The best accommodation was the one I did not book in advance; the best restaurant was the one I had not heard of before we departed from Michigan; the best iceberg adventure was the one we had on our own after taking a wrong turn, not the commercial tours we took in groups.
Planning is a necessary part of leadership and it is essential for the success of any enterprise. But so is staying open to hunches, going with your gut and learning from mistakes. This often makes for the most memorable vacations as well as the most meaningful vocations.
Who’s Listening?
August 1, 2014
In an organization as diverse as this one, including that some schools are located more than a 10-hour drive from others and some schools are 100 times larger than others, differences of opinion about policies, procedures and programs are inevitable – and so are complaints about the decisions the organization makes.
One of the criticisms that decision-makers can count on from constituents is that they don’t listen well to or consult adequately with those affected by their decisions. Generally, such criticism comes from those who favored a different decision. They complain about the process when it’s really the result of the process that bothers them.
From where I sit, sometimes the target of such criticism, I often wonder if the pot is calling the kettle black. I wonder if the critics are listening attentively or at all to their own constituents. For example:
- While a significant minority of school administrators complain of the burdens of the MHSAA’s increasing requirements for coaches education focused on health and safety, nearly 100 percent of their parents want even more than the MHSAA is mandating – they want what we’re requiring sooner than we are requiring it, and they want even more required.
- While it’s only slightly more than half of school administrators who want the MHSAA’s role and authority to begin before the 7th grade and want schools running those younger grade level sports programs, nearly 100 percent of students and their parents want these things to happen, and they have for a long time.
When I bring these two topics up to students or speak to local parent groups or county school board associations, I can count on getting an earful of impatient suggestions.
So while some school administrators might complain that the MHSAA isn’t listening well enough to them, I wonder if those critics are listening well enough to their own constituents.