The Second Half
March 30, 2012
As local print media collapse and school sports receive less and less complete and competent coverage, and more and more immature and inappropriate treatment, the MHSAA has moved to help fill the void.
The “Second Half” is a place where people can find the essential information about school sports in a safe setting at MHSAA.com.
Geoff Kimmerly, previously the high school sports editor for the Lansing State Journal, is the man behind this mission at the MHSAA. With the help of several other staff, Geoff is originating or aggregating both video and editorial content and stories by or about student-athletes, as well as stories and Q & As with coaches. All sports are covered, and always consistent with our core values for educational athletics.
With your first cup of coffee each day, visit the Second Half at MHSAA.com.
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.”