The Subjunctive
January 3, 2014
As a frequent traveler to foreign lands and also as a college English major and high school English teacher, my ears perked up when a speaker said recently that there are some languages that, unlike English, do not have the subjunctive verb mood or mode. I love the subjunctive!
That’s the mood of what might have been, the speaker said. For example, “Had I studied harder, I would have received a better grade.” And “If I were you, I would have studied much longer.”
The subjunctive can also be the mood of excuses, I thought. For example, “If the official hadn’t made that traveling call, we would have won the game.” But I digress.
The subjunctive verb mood is used for the hypothetical. This makes it most valuable as a mindset before taking any action. It helps one think of unintended consequences.
But the subjunctive mood is also useful for the remedial: “If we had done this or that differently then, perhaps the result would have been better.”
Thinking in the subjunctive mood as we plan before initiatives, and then also as we evaluate after plans have been rolled out, are the one-two punch of effective project management.
What we must avoid, however, is thinking of the subjunctive as the mood of regrets. “If only I had . . .” And then doing nothing to try to change the future.
As we think about the year just past and about the year ahead, let’s use the subjunctive mood for its better purposes – planning and evaluation, not excuses and regrets.
Our End of the Pool
June 26, 2012
The six-year veteran CEO of PepsiCo, Indra Nooyi, told Fortune magazine’s Geoff Colvin in a June feature, “Courage in leadership is very difficult, especially in today’s world, where the media doesn’t take time to really understand you.”
We can relate to this in our work in school sports, as very many veteran sports journalists and broadcasters have retired or been downsized, replaced by staff who are fewer in number and relationships and weaker in institutional knowledge and professionalism.
Whenever I read, watch or hear news accounts concerning topics that involve our work and about which I know a lot, I can see how incomplete and inaccurate the reporting is. This has always been true, but now is much more obvious; and this has made me even more skeptical when I read through other topics about which I know less. How much of this is opinion, not fact? What facts are incompletely presented? What “facts” are just plain wrong?
In this environment, it’s risky for leaders to step out with new initiatives; and it’s even riskier to defend the status quo, for the establishment is routinely presumed to be wrong by media who now often lack subject-matter depth and historical perspective.
Still, it remains the leader’s role, according to Jim Collins in Great by Choice, to not just predict the future, but to go out and create it anyway – in spite of criticism by media who have little experience swimming in our subject matter and who are merely wading into the shallow end of our deep pool. Sometimes creating the future means doing something new and different; but just as often – perhaps even more so – it means defending something whose existence helps to maintain the very essence of educational athletics.