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USWNT, Super Bowl Champs, and the Sigmoid Curve

“Mountaintops are small and the air is thin for a reason.  Because you are not supposed to dwell- it’s rented space.  You enjoy the view briefly then it’s time to climb again”- Jill Ellis

The Tampa Bay Buccaneers are the Super Bowl champions.  After watching Jill Ellis’ episode from the Netflix documentary, “The Playbook,” and learning the about the Sigmoid Curve, I’m curious how the champs will handle their success. 

Jill Ellis led the USWNT to the World Cup in 2015.  It was her first full year on the job.  The players and fans equally loved her. According to her, “We were feeling pretty good about ourselves.” 

Following the historic run, she had to rally the group to prepare for the 2016 Olympics.  Despite her best efforts, the team struggled.  They lost on penalty kicks to Sweden in the quarterfinals.  It was the first time the USWNT failed to make it to the Olympic semifinals. Ellis called it a “massive wake-up call.” 

Following the games, Ellis decided change was necessary.  She had the awareness to realize that Sweden developed a blueprint for how to play the US. “We needed a hard reboot.” She made the difficult decision to find new players and remove others.  In addition, she knew they would have to schedule the best competition in the world in order to improve.    

Not surprisingly, the team struggled.  The USWNT was used to winning.  Now, they were losing, which amplified the negativity around Ellis’ tough decisions. In her heart, she knew she was doing the right thing.  Eventually, the team came together.  In 2019, they won the World Cup again. 

The Sigmoid Curve is when we are at the top of our game it’s time to change our game.  It’s counterintuitive. Coach Ellis made moves coming off a World Cup championship.  She made controversial decisions when it would have been easier to stay the same.  It came with criticism.  However, I don’t think they win back-back- cups without changing the game. 

It’s much easier to be the hunter than the hunted.  While the champions are celebrating, the competition is studying, preparing and training for the next season.  To stay on top is a real challenge. 

I’ve been thinking a lot about the Super Bowl champs.  They’ve earned the right to admire the view. The trail was rocky and the weather was harsh.  To get to the pinnacle and not witness its beauty would be disrespectful.    

The question for me is when is it time to come down?  Some people need just a quick peak and they are ready to return.  Others may need to drink it in a little longer.  There’s no exact formula.  However, we must remember, the air is thin at the top for a reason. 

Just like most of the things I write about, I don’t have the answers.  This is just a reminder for me, and hopefully you as well.  It’s important to celebrate our success.  But not for too long. 

Questions to Consider:

What’s your default? Staying on top of the mountain for too long? Or, do you have a tendency to never take in the view? 

How can you encourage your team to celebrate their success while also realizing there still tough work ahead? 

Is it possible to enjoy your climb even if you don’t reach the summit?  Is it more about the destination or the journey?

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Shoot Your Shot: Thoughts on Andy Reid’s Decision

CBS football analyst, Tony Romo, is a football savant. It’s like he’s watching a replay of the game and the viewers are seeing it for the first time.  His predictions are never wrong. That is, until last Sunday.

The Kansas City Chiefs were holding a 5-point lead over the Cleveland Browns.  Their star quarterback, Patrick Mahomes, was sidelined after sustaining a concussion.  The momentum was in the Browns favor.  Facing a 4th and inches with 1:15 remaining the Chiefs head coach, Andy Reid, had a choice:

  • Punt and force the Browns to drive the length of the field with no timeouts…or
  • Go for the first down and try to win the game. 

Reid sent his offense onto the field. In the booth, Romo explained how the Chiefs were going to create motion and try to draw the Browns offside. He commented on how they wouldn’t run a play-they would likely take a timeout and punt. In the middle of his sentence, the Chiefs did the unthinkable…..they snapped the ball.  Journeyman quarterback, Chad Henne, threw a short pass for the first down.  The shocking call solidified the win.  

If Reid would have chosen to punt, no one would have criticized.  The Browns would have gained possession with poor field position, no timeouts and roughly a minute to play.  The safe play was to punt. 

In fairness, the game of football has embraced analytics more recently.  The numbers frequently show the team should go for it on 4th and short and not punt.  However, I still don’t know many, if any, coaches who would have went for it in this situation; let alone with their backup QB throwing a pass!

How did Kansas City Chief Head Coach make the decision to pass on 4th and inches with the game on the line?  What allows someone to make a call that goes against popular opinion? 

I’d love to take Andy Reid to lunch and ask him about his decision.  I refuse to believe it’s as simple as him being a riverboat gambler.  I also don’t believe it was him relying on straight data and analytics.  I believe it’s deeper than that. 

For what it’s worth, I believe it came down to the capital he’s built.  He has been a head coach for 22 years.  In his 8 years with the Chiefs, he has a .711 winning percentage including winning the Super Bowl last season.  To put that in perspective, the coach often regarded as the best ever, Bill Belichick, has a winning percentage only slightly better with the New England Patriots (.726).

Longevity alone, however, doesn’t buy you capital. It was clear in the post-game interviews how much the players believed in their coach and each other.  Decisions, as it turns out, have a much greater chance of success if the ones executing believe in the plan.  There is also the capital with the front office and ownership.  It’s not simply their words.  There’s a feeling when you know you are fully supported from those above you.  Recency effect also plays a part; winning the Super Bowl last year helps. The fans and media are more lenient with a recent winner. 

What can we learn from this? First, how can a leader expedite the process of gaining capital? It’s critical to identify the key stakeholders and begin intentionally building trust.  Every behavior is either deposit or withdrawal.. 

Second, if we are in management or the front office, how can we provide the support to allow our leaders to make real-time, bold decisions.  In other words, is there a way to empower boldness from a leader who’s lacking the pedigree?  I’m convinced, a rookie head coach could not have made this controversial decision.

Making decisions is a requirement for leaders. Do we want leaders to go rogue, dismiss data, and always “go with their gut?” Of course not.  Do we want them to always play the percentages knowing over time the odds win?  Heck no. Do we make the call based off optics alone? I don’t think so. 

We can never forget that sports and business are “played” by real people.  People are messy.  Life is messy.  Situations are complex. 

Feel is real.  Call it what you want: gut instinct; intuition. I call it information that can’t be quantified.  Things such as the look in the collective defense’s eyes saying, “we can’t stop this team.” A few guys who are hurt or injured. Knowing the tendency of the officiating crew to call pass interference.  Just because it is hard or impossible to measure doesn’t mean it doesn’t exist. 

One final thing, once we’ve built up the capital we must display the courage to use it.  We won’t have the capital forever.  For example, if Henne’s pass would have fallen incomplete, Reid’s capital would have suffered.  The media would have crushed him, some players would have questioned the call, and I’m sure he would have received feedback from the front office.  Things would have been different next year.

I guess the bottom line is this: you need the support of everyone involved to make your best decisions. In order to gain this trust, there must be a track-record of positive interactions and outcomes.  And, once that capital is earned it’s having the courage to shoot your shot!!

Andy Reid did, so can you and I.

I’ve watched the clip of this play 100 times. At first, I thought they caught the Browns off guard.  They really didn’t.  It wasn’t like Tyreek Hill was standing wide open.  He had to beat his man and Henne had to trust the route. They executed the play.  My fascination stems from how easily that play could have not worked. How easily the Browns could have taken over possession at midfield.  How harshly this decision would have been criticized.

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Getting over the Hump

Years ago, I was a solid racquetball player. One of our other assistant coaches, Sam Mann, began playing.  Sam was a strong athlete, fresh out of playing professional baseball.  We’d compete, and I would beat him soundly.  He caught the racquetball bug and started playing frequently.  It went from easy wins to us playing close matches.  Soon he would have me down big, but the old veteran would sneak out a win.  He was frustrated. I knew, however, my winning days were numbered. 

Eventually, he beat me.  Here’s the crazy thing: we probably played 10-15 times after that.  I never won again.  He got over the hump and never looked back. 

Last week, I was reminded of this story watching the Cleveland Browns beat the Pittsburgh Steelers.  Entering their two most recent matchups, the Browns were 7-42-1 since 1994 against their rivals.

The Browns, in my opinion, have possessed the better roster for a few years. Despite their talent, they still struggled to overcome the Steelers.  Things looked bleak again this year. In the October matchup, they were embarrassed 38-7. 

Over the course of the season the Browns continued to improve.  Entering the regular season finale, they needed to beat the Steelers in order to qualify for their first playoff game in 18 years.  The Steelers had already secured a playoff appearance- the game would not affect their situation.  With this information in mind, the Steelers decided to rest several of their key players. 

The Browns narrowly won the game versus what many skeptics called the “Steeler’s JV Team,” 28-24.  The win put the Browns in the playoffs. Even more interesting, it set up another matchup with the Steelers. 

Despite several players being injured and their Head Coach, Kevin Stefanski, unavailable  because of COVID-19- the Browns won the playoff game in a convincing fashion.  

They finally overcame their nemesis. 

Reflection Opportunity

There are two lessons to consider from these stories: 

Lesson 1: Stay on the Gas.  Winning is a habit; so is losing.  Acquiring the talent and resources is the easy part. Overcoming the mental hurdle is the major obstacle.  “Mind control” over your opponent is hard earned.  It’s important to do whatever is possible (within the rules of course) to keep the edge.  The Steelers made the choice to rest starters; a sound decision on the surface.  Could that decision, however, have given the Browns a slight mental edge?

Lesson 2: Keep Knocking. The path to greatness is rarely a linear process.  To overcome the inevitable setbacks, resilience is necessary. It’s important to keep showing up and chipping away. Sometimes it feels impossible. It’s not.  It does take grit and perseverance to achieve meaningful goals. So often teams, organizations, and individuals quit right before their breakthrough.    

Final Thought:

I encourage you to keep charging forward.  If you have an edge, fight to keep it.  If you are chasing, keep pounding the rock. Your big victory is right around the corner!

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One Question That Builds Team Loyalty

Recently, I attended a workshop on Servant Leadership hosted by Paul Scanlon.  Besides being the best orator I’ve witnessed, Paul’s content was phenomenal. He took shots at nearly every profession represented in the room: bankers, politicians, educators and clergy members.  However, he walked the fine line of honesty and candor without making it personal. 

Paul was on the topic of building committed teams when he dropped the nugget of the night.  He asked, “how do you build loyalty within your team?” I was on the edge of my seat waiting for a long answer.  He responded with, “Ask someone, ‘How’s your momma doing’?” 

His statement sent me back nearly a decade ago when I was on a job interview.  Somehow the topic of my parents came up and I mentioned my father was deceased.  The interviewer sat back and with a welcoming smile said, “Tell me about your dad.”

Despite the job having many problems and clearly not a fit for me, I almost took the position.  Why? Because I felt a tremendous connection with the person interviewing. Her willingness to break the pattern of a typical interview, take a risk, and connect was powerful.

Our world is moving fast.  Automation, science and data have changed the landscape of nearly every business.  While information is being exchanged at warp speed it’s important to remember that humans need connection. 

I believe the organizations that can maintain the human touch will be ones that thrive in the years to come.  Sure, advancement in technology is important, but nothing can motivate, inspire, and create loyalty like a warm smile, a friendly pat on the back, or an inquisitive question. 

Paul challenged the audience, “lift your chin and realize there is a human on the other side.”  I challenge you to do the same this week. Let’s put the devices down and sit across from someone we care about and ask with genuine curiosity, “How’s your momma doing?” 

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In Times of Uncertainty Control the Controllable

 (This article was orginally posted on July 6, 2020)

What an interesting time!  There are high levels of fear, anxiety, distrust, and skepticism. People are worried about the future.

  • Are we going to face another shut down?
  • Will schools reopen in the fall? 
  • What will happen if I lose my job? 
  • Will professional sports ever be the same?

In the recent months, I’ve witnessed people obsessing about things they have little or no control over. I’ve been guilty of this.  While watching a 10u baseball game I was reminded of an important lesson: control the controllable.    

Lessons from the Sandlot:
There are several ways to describe the first year of kid pitch baseball- slow, agonizing, boring- to name a few.  What I’ve noticed is the extreme emotional output on the child who is pitching.  They are an emotional wreck!  Most of them don’t understand that several factors are outside of their control.. 

  • If the batter chooses to swing.
  • If the batter crushes a home run.
  • If the umpire calls the pitch a ball or strike.
  • If the fielder catches the baseball. 
  • If your coach, mom, or dad yells at you. 

At the 10u level, the vast majority of kids can’t comprehend this.  They feel like everything is their fault.  They don’t understand that an error was made behind them or that the umpire missed a call.  They just know there was a poor outcome, and they assume they are to blame.

Over the years, the pitcher eventually realizes that after releasing the pitch the outcome is largely out of his control.  This isn’t to avoid blame or criticism.  In fact, it’s just the opposite.  The result provides information to be analyzed and used for future decision making.  The advanced pitcher focuses on the process and avoids the emotional rollercoaster of letting results define their success. 

My son is ten and is going through this journey.  I’m not sure how much he understands but here’s what I encourage him to focus on. 

  • Play catch with someone a few days a week.
  • Be ready to field his position.
  • Back up bases.
  • Communicate and be a positive teammate.
  • After a play, understand the current situation and decide what needs to be done next.
  • Display the courage to keep trying.

That’s it.  Those are things he can control.  It’s a much simpler game.

Athletes frequently get lost in the future.  What bad things are going  to happen next?  How many runs are they going to score? How are my coaches/parents going to react? 

Those questions are common.  Those questions also let us know that uncertainty is winning.  Those questions lead to negative results. 

Sports Life Parallel:
The parallels between sports and life always amaze me.  In looking at my son’s list I thought, “That’s the blueprint for how I need to approach life right now.”

  • “Play catch”- Do the work.
  • “Field your position”- Add value.
  • “Back up bases”- Support others.
  • “Communicate and be a great teammate”- Focus on relationships.
  • “Analyze the play”- Be adaptable.
  • “Display courage”- Keep going. 

Conclusion:
“Why would I think about missing a shot that I haven’t taken”- Michael Jordan

We are in the midst of tough and challenging times.  In my lifetime, I have not experienced mass uncertainty like we are presently witnessing.  Like the great Jordan said, we can’t be worried about problems that haven’t arrived. 

This time demands that we focus on what we control.  That list is longer than we often acknowledge. 

As we charge on to the field following halftime of the year 2020, we are faced with an uncertain future.  People will resort to gossip and fighting on what they believe should be done.  Others will choose to spend time consuming an unhealthy amount of news increasing their worry and anxiety. 

Let’s not fall for these traps.  Let’s focus on relationships, health, growth, and happiness.  Let’s be mindful of the content we consume.  Let’s guard against people who want to bask in negativity.  Let’s adapt and persevere.  Let’s be quick to lend a helping hand. 

The world needs you right now,

Mike

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Move Toward Problems: Lessons from Seinfeld, Popovich and Formula 1 Racing

Recently, the universe has been attempting to get my attention. On three separate occasions I listened to experts in different fields discuss how they handle problems.  While most people avoid conflict, these people recommended running toward issues:

  • Comedian Jerry Seinfeld was on the Tim Ferris Podcast. During the conversation he mentioned how he never lets an issue fester. Instead, when he feels tension he immediately confronts. “I don’t like discourse and I am fearless in rooting it out and solving it. And if anyone is having a problem I’m going to walk right up to them and go, ‘Is there a problem? Let’s talk about this.’ Because I cannot stand this type of turmoil.” (Here’s a link to the entire thought provoking interview: Seinfeld/Ferris).
  • During a virtual professional development event, I heard Piers Thynee and Mark Mathieson of McClaren Group discuss the fast paced world of Formula 1 racing. Their team was charged with increasing ventilation production from 50 a week to 200 a day in response to the pandemic. Needless to say, inevitable obstacles appeared. They credited moving toward the problems, instead of hiding, as a key to their successful execution.
  • Current New Jersey Nets General Manager, Sean Marks, spent several years with the highly respected San Antonio Spurs. He noticed head coach Gregg Popovich was eager to engage in difficult conversations. “Pop would never shy away from a challenging conversation. He actually relished them.”

What can leaders do?

It is much easier to spot problems than it is to find solutions. Elite leaders ask themselves: “How can I improve the situation?” 

Most people hide from problems because they don’t want to disappoint someone they care about: parent, coach, boss, spouse, etc. The fear of letting others down is hard to handle.

What if we decided to create an environment that leaned into problems? What if we stated upfront: “there are going to be issues? Big issues. We expect and even welcome those challenges”

Would this approach empower others to move toward, instead of away, from issues?

It’s important to reflect on how we are reacting to bad news. When someone presents us with an issue, how do we respond? Huffing and puffing? Throwing our head on the desk? Or is it more subtle like bad body language, or a short cunning response?

Are we creating the psychological safety required for growth and improvement?

Man in the Mirror:

As the great artist Michael Jackson once said, “I’m starting with the man in the mirror.”

I’ve run from confrontation.

I’ve reacted poorly when others have brought inevitable issues my way.

I’ve avoided addressing credit card bills.

I’ve waited until tomorrow on tasks needed to be completed today.

I’m as guilty as anyone. 
Here’s the thing….avoiding only makes problems worse.

As we charge into a new year I plan on running toward issues and not avoiding them. I plan on creating an environment of trust, where problems and failures are expected and dealt with immediately. 

Within a short period of time I heard three powerful stories of successful people and organizations that embrace confrontation. 

Do you need to be more proactive in addressing issues in your personal life?

Can you inspire action in others by being empathetic when they face adversity? 

Happy New Year- Let’s run toward the challenges 2021 will present!

Mike 
P.S. I was a guest on Joe Ferraro’s terrific 1% Better Podcast this week. Here are two links:

Audio:

Video

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Victim or Thriver: We Always Have a Choice

(This article was originally released in June 2019)

“Call it both ways!” “Those referees are cheating us!” “You are the worst, Blue!”

How many times have you heard (or said) these phrases at a game? I get to see a lot of amateur sporting events and I am still amazed at the frequency of disparaging comments made at officials by fans, coaches and even players.  It’s appalling behavior simply because it’s no way to treat another person. There is, however, an underlying reason why I am so put off by these comments. The reason came to light after reading, “The Choice: Embrace the Possible,” by Dr. Edith Eva Eger.

Obviously, I love sports and the life lessons they teach.  Not all teaching is positive. If we are not aware of our actions and behaviors the results are damaging.  Frequently, comments are made about how a team “gets all the calls.” Or we’ll speak of an assumed advantage another organization possesses that makes them successful.  As fans or participants we rarely give credit for excellence. It has to be something external; something beyond our control. It can never be the opposition was simply better.

A Victim or Thriver:

“A good definition of being a victim is when you keep the focus outside of yourself, when you look outside yourself for someone to blame for your present circumstances, or to determine your purpose, fate or worth.” – Dr. Eger

If you play competitive sports I guarantee you will be victimized. Someone will do you wrong – an official will blow a call, a teammate will not pass you the ball, an opponent will perform an illegal act or your coach will not utilize your talent properly.  These things are not your fault; however, how you choose to respond to these events will determine whether you become a victim or a thriver.

A victim sees these circumstances as an injustice.  He develops a pessimistic mindset. He feels he has no control over the situation so he stops trying.  Instead of looking inward, the victim will look outside himself for the answer. The victim spends his time blaming and complaining which quickly turns to self-loathing.

A thriver, on the other hand, acknowledges that he has been wronged, but he takes responsibility for his hardship and healing. The thriver doesn’t place blame for the wrongdoing; instead, he begins the hard work necessary to move forward. The thriver moves toward the pain and understands it’s only temporary.  While the victims ask, “why me,” the thriver says, “what’s next.”

A Note to Parents:

Do we want our children to be victims or thrivers? I really believe we have the opportunity to shape their mindset in a positive way.

First, it starts with awareness.  We must realize that our words and actions are the foundation. Are we modeling behaviors like blaming the officials for our child’s lack of success?  Is it the coach’s fault? Are we inadvertently creating a victim?

Next, we have to understand that when our child is wronged, it is actually an OPPORTUNITY for them to grow.  The hardship they have been dealt can transform them to thrive; to be a person who overcomes obstacles, perseveres and develops grit. A football coach I highly respect told me parents should pray their kids are third string.  They’ll develop more life skills than the person that begins as a starter.

Lastly, we must fight the powerful urge to intervene and remove the obstacle.  Removal of our child’s pain point will feel good as a parent in the short-term. With enough work we can remove the bully from their group, get their coach fired, have their teacher reprimanded, get them on the all-star team. But are we really helping them?  Or are we actually developing a victim?

The Sports and Life Parallel:

Just like we will eventually be wronged in sports, in life, there will be times when we are victimized but that doesn’t mean we are victims. We’ll experience a bad boss; we’ll be passed over for a promotion; factors outside of our control will lead to suffering. Worse yet, illness to ourselves and love ones will eventually strike.  How we choose to respond to these events are within our control.

Dr. Eger writes, “suffering is inevitable and universal – how we respond to suffering differs.”   This week, I will be intentional with my words and actions with my children and those around me to instill values of choice.  I will choose to thrive and not be a victim.

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Leading Through Change

My relationship with change is complicated.  I get anxious considering the uncomfortable steps it requires; however, I’m attracted to the new possibilities it creates: better health, a new look, a change of scenery, and different responsibilities.  The thought of change causes fright. The notion of a mundane life repulses. 

When it impacts only myself, I’ve gotten better with change.  When considering the impact on those I love, it has become harder.  While the excitement of something new fires me up, it also leaves me feeling selfish.

I told you, it’s complicated. 

Connecting on Three Levels:

Recently, I attended a virtual conference focused on high-performance in sports.  There were fascinating speakers from the Premier League, NBA and the NHL. Who would have thought the presenter who impacted me the most would come from the luxury fashion industry?

Kim Wylie is the global director of people development and change at Farfetch.  According to Wylie, a leader must connect on three levels to produce lasting change.

  1. The Head-Rational Connection: How does it connect with the big picture? When discussing change leaders should explain how the change is affecting the larger operation. People need to know they are making contributions to something larger than themselves. When a leader asks an individual to change, it’s critical to articulate the impact it will create. 
  2. The Heart-Emotional Connection: What’s in it for them? Wylie contends that this is the hardest level of connection but the most important.  Leaders must work to make others feel a part of the change and allow them to shape the transition. Allowing individuals to own their new role enhances buy-in. 
  3. The Feet-Behavioral Connection: What support can you provide? A powerful example of this comes from the Brooklyn Nets.  Their General Manager, Steve Marks, understands how a new job impacts the entire family. The Nets work to ensure a smooth transition by providing lists of schools and daycares.  They realize transition can place a tremendous burden on families. The organization acknowledges this and has a process to assist. 

Final Thought:

If I wasn’t a believer before, 2020 has made it crystal clear: change is a part of life; whether I like it or not. Change is often positive, but that doesn’t mean it’s not scary. 

My guess is like me, you believe change is both unavoidable and necessary.  While this is true, we have to remember that not everyone feels this way.  We can’t dismiss people’s feelings with “stay positive” or “you should be thankful you still have a job.” Worse yet, we can’t assume our loved ones should simply adapt when asked to move to a new city, change schools and leave behind old friends. 

Investing the energy to listen and have a deep conversation is powerful.  Connecting on different levels: rational, emotional and behavioral- will help the process.  In these times of uncertainty going above and beyond to provide some level of certainty is not only necessary; it’s just the right thing to do.

Change is coming. The effective leader of the next decade will do more than just demand compliance.  They’ll be intentional about developing a culture filled with processes ensuring smooth and effective transitions. 

Question for the Week:

What are ways you can provide a level of certainty in these uncertain times? 

Upcoming Webinar:

On Wednesday, January 6th there will be a webinar discussing my new on-line course: Creating Culture.  Joe Ferraro host of the 1% Better Podcast will be joining me for a conversation on culture, change and high-performing organizations.  Here’s the link.  It would be great if you could attend. 

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A Lesson About Mistakes

It was March 2017, our team was playing a very good non-conference opponent.  We had a strong team and this game would have serious playoff implications when the committee made its selection for the national tournament. 
 
The game was tied 4-4 in the bottom of the ninth.  The opposition had a runner on first with nobody out, and they laid down a bunt.  Our catcher fielded the bunt.  His throw hit the runner who was out of the running lane.  The ball ricocheted off the batter runner and went down the right field line putting the runners on 2nd and 3rd. 
 
The plate umpire called batter runner interference.  Boom! Good call; EXCEPT he missed a key part of the ruling.  
 
Instead of moving the lead runner back to first, he placed the lead runner at second base! I went out and argued.  The umpires reconvened and they stuck with the call.  The next hitter singled.  We lost 5-4. 
 
I was furious.  Furious at the umpires. Furious at myself for not making sure the rule was enforced and protesting the contest.  It was a game you lose sleep over. 
 
The next morning, I received this email from the crew chief:
 
Mike,
 
I wanted to personally e-mail you to apologize for the wrong ruling I made on the batter-runner interference vs [ ]. I was wrong.  The runner should have come back to first base.  There is no excuse for my not making the correct ruling.  Even when we got together, we all made the wrong call.  That’s on me.
I sincerely, apologize to you and your team.The next day I saw the umpire at the yard.  He was still visibly upset.  “I’m just sick over what I did.  There’s no excuse.  Please tell your boys I’m sorry.”
 
Mistakes and Leadership
Leaders make mistakes. Always have and always will.  The longer and higher you travel on your leadership journey the more frequently and potentially costly these “goofs” will become.  Decisions are part of the job. Sometimes you’ll make decisions under duress.  Sometimes you’ll make decisions with partial information.  You’ll falsely accuse.  You’ll mistakenly put blame on others.  
 
As I meet with more and more people, a common issue I hear is a boss’s or supervisor’s unwillingness to own a mistake.  Instead of a response similar to the umpire, they cower.  Frequently, they begin to isolate making others uncertain.  Or, they try to act as if their wrong doing never occurred.  This causes the “elephant in the room” to grow and grow.  Lack of trust follows.  Lack of loyalty follows.  Eventually, apathy sets in. 
 
What’s worse, the coach, owner or CEO then blames the subordinates.  “They just don’t get it.  What’s wrong with people nowadays,” they say. 
 
The culture is now broken.  Lies and deceit are devastating.  Leadership will look for all different reasons.  However, it all started with lack of trust from chronically failing to take ownership of mistakes. 
 
Benefits of Owning a Mistake
Why should you own a mistake?
1. It’s the right thing to do: Not everyone is confident.  The people you lead may be wondering “Was I wrong?  Should I have done more?”  They’ll lose a bit of their swagger because of your mistake.  One time is no big deal; however, over time, their make-up will be compromised.
2. Increases your credibility: You can’t fool a locker room.  Players (and employees) KNOW when something is off.  They respect your positional power; they won’t call you on the mistake.  But they know.  Admitting your mistake increases your credibility in other areas. 
3. You model accountability: Most, if not all organizations, value accountability.  We want it from our employees, however, we do a poor job of demonstrating because we fear it will make us look weak.  Nonsense.  By openly admitting shortcomings you are granting permission to others to do so. This promotes a culture that looks at issues as opportunities. 
4. It diffuses tension: Think back to my situation.  I was furious.  After the umpire owned the mistake what was I going to do?  Stay mad?  Once you own the mistake the healing process begins.  You may not be instantly forgiven. The other person’s response is not in your control.  However, an honest and sincere apology begins the process. 
5. It’s an opportunity to galvanize: Yes! Your mistake can actually pull the team together.  People tend to rally around leaders who are transparent and human.  People will run through walls for leaders they believe in.  You can’t be “all in” with someone you don’t trust. 

Follow-up
Honestly, if the umpire hadn’t emailed me I wouldn’t have the same respect for him as I do today.  Because of his humbleness, he is now one of my absolute favorites.  When he has our games I get excited.  I know we are getting an umpire who cares.  He learned from his mistake and is better now than ever. He took a bad situation and turned it into a positive. This in turn taught me a lesson in humility.  
 
This Week’s Challenge
Are you ready to get uncomfortable? 
 
This week, join me in sincerely apologizing for a mistake.  No excuses, just completely owning our part in a mishap.  Look for three different opportunities. With our spouse or significant other.With our children.With someone at work.  
I can’t wait to hear about your experience.
 
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Old School, New School or Hybrid

Matt Talarico, is a coordinator for the New York Yankees. He is an industry leader in base running.  Years of studying the craft of stealing bases has led Matt to a system that has produced results.  There are three styles in his system: Old School, New School and Hybrid.
 
Old School: The old-school system was developed from years of studying baseball’s great base stealers: Ricky Henderson, Vince Coleman, Lou Brock and Tim Raines – just to name a few.  The old-school technique relies on getting a standard lead, getting a good jump and using your speed to steal bases.  This method has been effective and has produced prolific results.
 
New School: The new-school system is based on momentum.  The runner is asked to start with a smaller lead and quietly extend their lead as the pitcher releases the ball.  “Tally” uses the reference of a parked car at a stop light vs. a car that has momentum as it approaches the light.  The car that has momentum is able to get a better start than its fixed counterpart.  This approach is different and can seem risky to those who teach only the old-school technique.
 
Hybrid: Matt’s hybrid system blends the two approaches to make the most effective base stealer.  The idea is to put continuous pressure on the defense.  By paying respect to history while also developing other techniques, the base runner is able to be a constant threat.
 
Old School vs. New School:
The present state of baseball is amazing.  For years, baseball relied on non-objective information when teaching and evaluating talent.  “He really hits it hard.”  “His fastball gets on you.”  “That is a sharp breaking ball.”  Now, measures such as exit velocity and spin rate can help quantify these opinions.  Many things are being challenged from the best way to optimize the batting order to defensive positioning (aka “The Shift”).   
 
The stereotypical old-school coach feels threatened by these measures.  People are trying to “reinvent the game” they will say.  Some even feel the game is being ruined by data and technology.
 
On the other end of the spectrum is the baseball person that relies solely on new-school approaches.  This person either disregards or doesn’t respect the lessons and history of the game.  They believe that data and technology are much more important than the human element.
 
Hybrid:
I believe the elite coach or baseball administrator of the future is the person who understands the history.  They possess the social agility to connect with people from all edges of the earth. The elite coach will be curious and constantly seeking ways to improve the organization’s performance, while also being acutely aware that the game is played by humans.  This person has an understanding that the world is constantly evolving.  To stay the same is impossible, you’ll either adapt or fall behind.
 
The future elite coach will be a beautiful compliment of old school and new school philosophies.
 
Real World Application:
As I travel and connect with organizations, one of the biggest challenges I witness is the Old School vs. New School approach.  The more seasoned managers, partners and employees tend to value: hard work, dressing professionally, phone conversations over email or text, structured compensation packages, and long hours.  The Old School was taught and rewarded for this type of work ethic.  They believe everyone should put forth time and effort.
 
The folks entering the workforce tend to have a different approach.  Many prefer more of a work/life balance, flexible hours, incentive based pay and promotion structure, and they communicate via technology (text, email, twitter).  The New School workforce pushes the envelope and they want to find the quickest and most efficient way to get a job done.
 
The Competitive Advantage:
If you or your organization is experiencing this rub, you are far from alone.  While most organizations spend time complaining about the issue it’s time to challenge yourself to be different.  The old school values will always have a place in winning organizations. 
 
On the other hand, you can’t “hack” the system; the work needs to be done.  Standards need maintained with high level accountability. With that being said, the new school approach will keep your organization moving forward.  The hunger to learn new data points and technology can be critical.
 
Just like in baseball, the elite leader of the future will pay homage to the past while seeking new and better ways of doing business or leading a classroom.  They will have the ability to be a connector; being able to relate and pull together the unique skills of a diverse workforce.
 
Leadership Challenge:
Deep self-evaluation is critical.  Before we can lead others, we need to understand our beliefs and biases.  Take a moment and reflect on these questions:

  1.  Is your default setting more Old School or New School?
  2.  If you’re Old School, how can you become more open to change and technology?  What are you potentially missing out on?
  3.  If you are New School, what can you learn from the history of your industry?  How are you  limiting your growth potential?
  4.  In what ways can you connect those you lead who have different default settings?    Reimagine ways to bring folks together for the organization.
  5.  Are you surrounding yourself with people who share the same default setting?

To purchase Matt Talarico’s book, check out his website here: www.stealbases.com. Or, to chat about my personal philosophy, feel free to reach out.

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