Valuable Victories
June 30, 2014
The 95th annual meeting of the National Federation of State High School Associations occurs June 28 to July 2 in Boston. I wonder if any speaker will say anything as profound as this statement by philosopher/psychologist William James during a lecture in Boston in 1906 (just months after the founding of the National Collegiate Athletic Association):
“. . . the aim of a football team is not merely to get the ball to a certain goal (if that were so, they would simply get up on some dark night and place it there), but to get it there by a fixed machinery of conditions – the game’s rules and the opposing players.”
Competitive athletics is nothing without a set of rules that opponents must follow. All opponents. Even those with “helicopter parents” who try to provide a parachute to their child after a mistake. Even those who believe their money or connections should give them a free pass. Even for star players; even for substitutes.
Without rules of eligibility and competition, and opponents playing by the very same rules, there is no validity in moving the ball to the goal. Without rules, there is no value in sinking the putt, making the basket, clearing the bar or crossing the finish line.
Without a regulatory scheme adhered to by all competitors, victory is hollow. Rules are a big part of what gives school sports meaning and value.
People Business
April 24, 2012
Last month, Fortune magazine ranked the top 12 business innovators of our time – “founders who turned concepts into companies and changed the face of business.” It was an unsurprising list dominated by the visionary leaders of what are now well-known enterprises. What I found most interesting was a theme.
Microsoft’s Bill Gates, No. 2 on the list (behind Apple’s Steve Jobs), said his best business decisions came down to picking good people and relying on them.
No. 4 Jeff Bezos, founder of Amazon, credited “a bunch of smart people” that continually take his ideas and improve them.
No. 9 Herb Kelleher of Southwest Airlines has created “a culture that respected the people he carefully hired.” He said, “front line personnel can either make you or break you. . . Start with employees and the rest follows from that.”
No. 10 Narayana Murthy of the Indian company Infosys said an emerging organization “must coalesce around a team of people with an enduring value system.”
Time and again, the secret sauce is the people. Not policy or procedures or products. People.