The Best Coach Ever
February 5, 2013
In the fall of 2004, another of the inductees with my father to the first-ever Hall of Fame Class of Stevens Point (WI) Area Senior High School was Rick Reichardt, arguably the best male athlete the community ever produced. Rick played four sports in high school, both football and baseball at the University of Wisconsin in Madison, and on two Major League Baseball teams.
In his own acceptance speech that evening in 2004, Rick said that my dad was the best coach he ever had. Well, Dad was merely Rick’s Little League baseball coach.
That’s remarkable in and of itself. What’s more remarkable is that Dad never played organized baseball. He never developed the skills of the game. Yet Rick said Dad was his best coach ever.
Eventually, I’ve figured out Dad’s “secret of success.” Dad didn’t coach a sport. He coached people.
Our just-published winter issue of benchmarks is devoted to coaches like this and to the coaching profession. Read it here.
Becoming Busy or Busy Becoming?
October 30, 2015
While I have served the MHSAA as an employee and several other organizations as a volunteer board member, I have gradually and probably too slowly learned to be more on the lookout for ways to help move these organizations from transactional to transformational business … from mundane and routine tasks that tread water to sea-change strategies that might cause an organization to alter its course.
I have tried to do this in different ways at different times with different organizations; but I was recently handed an idea that I think will work with almost every organization at almost any time. A speaker said, “Are we busy doing, or are we busy becoming?
That question captures the essential difference between transaction and transformation. If every board meeting and staff meeting and committee meeting would start with that question, and/or be used at the end of the meeting as the evaluation tool, the work would broaden in scope and deepen in impact. Little issues would give way to larger topics, and fascination with fads would give way to focus on future trends in our work or in society as a whole that could affect the enterprise in fundamental ways.
Are we busy doing things that will help us become not just a little but very much better at what we do? Are we striving to break down or through barriers that hold us back? Are we searching for fundamental changes not just in how we do things but how we see things? Are we enlarging our vision? Are we searching not just for new ways to do old things, but also to discover altogether new things to do that will cause us to become what our greatest aspirations desire?