Sport Status Benefits Cheer Athletes
November 16, 2012
On Oct. 22, 2012, more than 18 years after the MHSAA conducted its first Girls Competitive Cheer Tournament, the American Academy of Pediatrics proclaimed that cheerleading should be designated as a sport at the high school and college levels.
Of course, that’s been the case for some time in Michigan (see July 23, 2010 blog). Since planning began prior to the 1993-94 school year, the MHSAA has attempted to treat girls competitive cheer in all ways like every other MHSAA tournament sport.
The reason for the Academy’s statement is its concern for injuries. While cheerleading does not generate as high a rate of injuries as gymnastics, soccer and basketball, the rate of catastrophic injury is comparatively high.
Researchers note that the injury rate in competitive cheer actually has been declining over the past few years of the 28-year study (1982-83 to 2010-11); and they opine that the decline is related to the increased attention cheerleading has gained as its profile has been raised. The designation as a sport usually leads to improved facilities and equipment and better trained coaches. We agree.
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.”