See What You Say
July 31, 2012
Edward Morgan Forster is an English novelist who died as I was graduating as an English major at Dartmouth College in 1970.
Like many creative writers, E. M Forster traveled the world; and of his six novels (each of which was made into a film), it is A Passage to India, written in 1924, that was most popular.
He also wrote many short stories, plays, film scripts, essays, literary criticism, two biographies and even a libretto. He was, to say the least, a prolific writer.
The secret of his productivity is probably the genius and tortured soul which drives so many great authors. However, there is one quote from E. M. Forster that may be especially revealing. He said: “How do I know what I think until I see what I say?” He was a writer in order to be a better thinker.
I have neither genius nor a tortured soul; but what has driven me to write throughout my administrative career – and what has kept me blogging twice a week for three full years as of today – is that I cannot be sure what I know – or what I believe and will stand behind – until I can see it in writing and know that it will be read by others. That’s when I begin to know what I really think.
One-Case Causes
August 27, 2013
One of the characteristics I look for in leaders is the ability and courage to ignore certain problems. To not get worked up about every little thing and even some bigger things. To stay focused on long-term goals and objectives in the midst of fad and frenzy. To distinguish the merely hot topics from the much more important topics.
“One-care causes” – projects or campaigns launched to address an isolated incident, even of high profile – can drain the resources and distract an organization from the larger and longer lasting issues that demand even more attention than we may be devoting to them.
We must not confuse one incident with a trend. We shouldn’t assume that an isolated situation demands an immediate solution, or that every single problem needs a top-down, systemic remedy.
Sometimes a problem – ineligibility, forfeit, unsportsmanlike act – really is limited to a particular student or school, or confined to a single coach, contest or community. And in those situations, leadership means leaving them alone and letting the matter be handled by people closer to those situations.