Participant Celebrations
March 13, 2012
I was born and raised in Wisconsin; and I hope that I’m forgiven for cheering for our Lions in all but two games each year – when they play the Green Bay Packers. I just can’t shake that long loyalty.
I’m a lifelong Packer fan, one who was actually present when Don Chandler’s disputed field goal beat the Baltimore Colts (that’s right, Baltimore) on a day when running back Tom Matte was pressed into action as the Colts’ quarterback.
I was also present when Bart Starr followed Jerry Kramer’s block on the Cowboys’ Jethro Pugh to win the 1967 “Ice Bowl” in 17-below-zero weather in Green Bay.
For all these reasons and more, I’ve loved the “Lambeau Leap” which celebrates Packer touchdowns.
But, I don’t want such acts in high school sports.
The national high school rule makers have done a terrific job of controlling participant celebrations in high school sports.
Pick any sport: High school athletes will be the best behaved athletes on any level of the sport. It’s one of our trademarks. Our brand. And something we can be proud of.
(We do have one participant conduct problem, but that’s for next time.)
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.”