Skills We Value
May 19, 2013
Evelyn Evans was a National Endowment of Humanities participant at The Henry Ford in 2009 and an early adopter of The Henry Ford Innovation Education Incubator pilot project in 2012 (click here).
Here’s some of what she has to say in that organization’s very fine January-May 2013 publication:
“As educators, we face decisions daily. Our job is a simple one: teach our students the content curriculum, 21st-century skills, social skills, critical thinking, research skills, test-taking skills, responsible citizenship, stewardship, morals, ethics and everything else . . .
“What skills do I value? Risk-taking, problem-solving, critical thinking and perseverance. What do I want my curriculum to do for students? Motivate. Excite. Stretch. Encourage. To let them know that it’s OK to take a risk. It’ is also OK to fail, because failure is a learning experience and can be a stepping-stone to a greater idea.”
It is difficult for me to think of any part of our schools that provide these lessons and nurture these skills any more efficiently than extracurricular sports and activities.
Shared Leadership
February 3, 2012
My introduction to high school athletic associations began when I was eight years old, when my father became the chief executive of the Wisconsin Interscholastic Athletic Association. I learned about the work around the dinner table, by tagging along to Dad’s office, and by attending tournaments or accompanying him to banquets where he spoke.
My understanding of high school athletic associations broadened and deepened during the nearly eight years I served on the staff of the National Federation of State High School Associations.
So, even before I began my tenure as the MHSAA’s executive director, the essence of the work was in my bones.
In my father’s time and during my early years here in Michigan, the leadership model of a high school athletic association office was top down. The chief executive generated or personally reviewed every piece of correspondence, and staff referred every important decision to the boss.
That leadership model is no longer practical, or even possible. Too much is happening on so many different fronts for the chief executive-oriented model to do anything other than slow progress and frustrate people (both within and outside the office).
For today and the foreseeable future, the leadership model must be flat and diversified. The chief executive must allow staff to gain expertise in a growing array of complicated topics and empower staff to execute freely. It is impossible for a single person to gain the knowledge or have the time to lead a progressive, service-oriented high school athletic association; and I’m blessed to have had an experienced and passionate MHSAA staff to share the leadership opportunities and responsibilities.