Risks & Rewards
May 7, 2012
When my terrific son was a college student, I suggested he get into sports officiating. You know, to earn some money, stay involved in sports, keep in shape. His response was “No. It’s not worth the hassle.” He didn’t want to subject himself to being criticized, heckled and second-guessed; and I couldn’t blame him.
Which told me then (and I’m reminded often) that sports officials are risk-takers. Men and women willing to step out and step up.
The best officials make the toughest calls at the tightest times in the competition. They’re risk-takers in ways mere spectators are not.
And in this so-called “modern world,” where people can sit comfortably at home and comment irritably on everything, and fans can text, tweet and transmit videos instantly, it has never taken more courage to be a sports official than it does today.
Tomorrow evening, for the 33rd consecutive year, the MHSAA hosts a banquet that honors our most veteran MHSAA registered officials. Officials who have reached the 20-, 30-, 40-, 45- and 50-year service milestones will be recognized; and Rockford’s Lyle Berry will receive the Vern L. Norris Award for a lifetime of grassroots contributions to high school sports officiating in Michigan.
It is one of the rare occasions when we ask officials, referees and judges to step out of the background and into the spotlight. Without any risk.
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.”