No Super-Sizing Needed
March 23, 2013
Airline travel today presents a confusing array of frequent flyer and credit card loyalty programs: Premier Access; Silver, Gold or Platinum Elite; etc. They allow a traveler to check bags without cost, visit airline club rooms free of charge, and board planes ahead of the rest of the herd.
The problem is that the airlines have established so many levels of elitism that the result is a confusing, meaningless mess. Which reminds me of other efforts to distinguish good, better and best, especially in youth sports.
In basketball, ice hockey, soccer, volleyball and other youth sports there are now so many programs that promote themselves as more elite than others, and so many tournaments that advertise themselves to be above others in terms of status or the presence of college recruiters, that the efforts to distinguish themselves are not at all meaningful, and almost laughable if they were not fooling and fleecing so many children and parents.
In contrast, school sports is not engaged in the never-ending addiction to add layers of competitions and levels of championships. We are just fine with league, district, regional and statewide tournaments and trophies. We do not need national-scope tournaments and all-star events.
In school sports, the titles don’t need super-sizing, and the trophies don’t need to be taller than the participants.
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.”