Predicting Success
March 1, 2016
Participation in high school sports, music and drama – the educational buffet provided by comprehensive, full-service high schools – did more to shape my character and chart my life journey than any factor other than my parents.
It is no wonder that this is so, for it is well-established that ...
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Participation in school activities is a better predictor of success in later life than either standardized test scores or grade point average.
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Participants in school activities have higher GPAs, lower dropout rates, better daily attendance and fewer discipline problems than non-participating students.
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Participants in school athletics have higher GPAs and lower use of tobacco, alcohol and other drugs during their seasons of competition than out of season.
We don’t know for sure if all this is cause and effect; but we do know there is a strong statistical correlation, and most parents prefer to have their children hanging out with these motivated, high-achieving young people.
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.”