Pivot Work
September 21, 2011
Consider the pivot move in basketball. The player receives the ball, plants his or her foot and spins 90 to 180 degrees. Without moving the pivot foot, the player turns from facing one direction to facing a different direction. And with that new perspective, the player either passes the ball to a cutting teammate or dribble drives toward the goal.
If these are pivotal times in school sports – and I believe they are – we must, if we are to make the most of these times, remember the skills that many of us worked on when we played basketball and still often admire as effective when we watch basketball. The pivot.
- One foot firmly planted. A foot that can’t be moved. Our base. Our fixed orientation.
- Then the spin that changes our field of vision from one direction to another.
- Then a sharp pass to a teammate, one who’s gotten a step on an opponent.
- Or, if no teammate is open to receive our assist, a determined drive of our own toward the goal.
If these are pivotal times, and if we are to be the “pivotal generation,” this is the drill: Fixed to our core beliefs, look around for new ideas and cutting edge partners to assist, and take it to the goal ourselves if we must.
Gut Check
October 18, 2016
After nearly eight years on the staff of the National Federation of State High school Associations, I accepted the challenge of leading an effort by a private business to consolidate the insurance needs of high school athletic associations and to control their coverages and costs through a self-insuring pool. My assigned goal was to assemble at least half of the 50 states in this fund. The need was so great at that time for comprehensive general liability and directors and officers insurance tailored to the unique needs of state high school athletic associations, that the group was quickly assembled and launched.
My time leading this effort was brief. In spite of the program's immediate success and continued growth, I became uncomfortable. The discomfort was born and grew in the fact that while I was out meeting with states, decisions were being made back at the home office that I was not involved with or aware of. I began to feel used ... my credibility was bringing in business, but changes were being made without my input; and I feared for my reputation. After a year of this, I resigned the position. That was 1981.
Nine years later, the companies' CEO was terminated when it was discovered that he used the construction of a company headquarters office to build himself a new house at the same time, burying his home construction costs into the books of the companies' capital expenses. Seven years after that, the companies' founder and namesake went to jail for operating from 1984 until at least 1993 what was determined to have been a Ponzi-like scheme.
I listened to my gut which, long before my head, knew something was not right. In fact, my gut seemed on alert well before things went wrong. This has happened at other crossroads and dozens of less dramatic moments in my professional and personal lives.
In this time of increasingly complex and difficult decisions, both personal and professional, the gut may be a good guide for us all.