Tag Archives: team

Missing the big picture

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A couple weeks back I was in a problem solving situation where I was brought in to give some perspective on how one of my programs could assist with a problem at a school. I was an add-on to a conversation that was already happening, and I found it frustrating. I kept having to speak up and give perspective on the big picture and how what seemed like a simple fix was actually something that would have unforeseen consequences. My grandfather used to say, “Don’t put lipstick on a pig,” and that seemed to be the approach. “Let’s make it look like we are addressing the issue, all the while just making an ugly situation seem like it’s not as bad.

Yesterday I was in a meeting and it was completely different. Everyone was thinking big picture. How does this affect students? Staff? Funding? Optics? When a suggestion was brought up, the team of people I was working with took each idea and put it through a big picture lens. When a suggestion was knocked down, there were no egos attached, it was just a change in frame, and the new perspective provided more useful information.

A one hour meeting took over an hour and a half, and afterwards I had another 45 minutes of hammering out one possible solution, which may not be the one we go with. However, even if the idea I suggest isn’t the one we go with, I know the final decision will be one that considers multiple perspectives, and will be a viable solution to the problem we are working on.

What a contrast it is between these two scenarios. In the first case, the focus was on a quick fix, and in the second case the focus was on a sustainable solution. The difference was being with a team of people focused on the big picture rather than just trying to make a problem go away.

It’s a matter of the frame you put around your problem… and when in fix-it mode, the bigger the frame the better.

Teamwork makes the dream work

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It’s so much easier to enjoy work when you have a good team. When you have the opportunity to work with people who not only get stuff done, but also step up and implement ideas that move everyone towards a common vision, then you know you are in a good place. When others have strengths that complement yours, that fill in the gaps where you aren’t as strong, great things can happen.

Momentum is gained when there are more people who step up than don’t… When you have enough people interested not just in doing what needs to be done, but also doing things that make work better. They develop ideas and follow them up. They share in, and take the lead towards, building positive outcomes, and their interests align with the vision of the team.

Not everyone has to step up this way. It’s unlikely that you’ll be on a team where everyone is willing to step up and do extra. But when there is a critical mass of the ones who do step up, who find their niche where they are giving the team a little extra, who get excited about adding value, then teamwork really makes the dream work.

And to top it all off, this excites you to want to do more.

Champions model but don’t always lead

It’s great to have champions of technology who can really show you what’s possible, but they are often operating at a level that’s far too intimidating for other educators, and so they don’t necessarily make the best technology leaders. If you really want to find innovation, yes it’s important to help those front runners who are capable of doing amazing things with technology. However you won’t take everyone further unless you invest in making sure that everyone in your learning community is moving forward.

A few things can help here:

1. Everyone gets access to the same tools. Sure, your tech champions may ask for access first, but once a tool is valued it needs to be accessible to all.

2. Access doesn’t guarantee adoption. With access, there needs to be two things also shared: need and training.

Why is the technology needed? What problem does it solve? What does it achieve more easily, faster, more effectively? Or what does it allow you to do that you couldn’t do before?

How easy is it to adopt? Who can help with training? When can training happen? What’s available for support when a roadblock arises?

3. Collaboration. How can the community support itself, what opportunities are there to share and learn from each other? How can this be embedded into meetings and when can time be given within the current schedule, without adding to it? How can the team use the technology themselves in a meaningful way to become more effective?

4. Recognition and/or appreciation. This doesn’t have to be public, but it does need to happen. How does leadership recognize adoption and use of the new tools? How do people on the team share their success? How are those that support others be supported themselves?

A technology champion can be a leader, but they aren’t inherently leaders. They aren’t always aware of the struggles of others. They don’t always see the roadblocks or pitfalls others do. They don’t always use tools or strategies that others see value in. The trick isn’t to adopt everything they try, or to have them lead by trying first. The trick is to harness their lack of fear and innovative spirit, to learn from them, and to figure out who else on the team will be able to find and share success with the same tools.

And finally, who are going to be the resisters? Who on the team will be most likely to struggle? If you know, then you know who to go to, and support, even before the full implementation starts. Help the resisters understand why. Help them see the value. Help them be part of the positive change.

We need the technology champions to bravely challenge the status quo. But, we also need others on the team to help lead the adaption and transformation of the team, of the learning community. That’s not necessarily the job of the technology champion. It’s the job of leadership to recognize who else needs to lead, and who needs to be supported.

Fair weather leadership

We’ve all seen movies where the captain of a boat or a sheriff in a town (who aren’t the stars of the movies) appear to be doing a good job, and everything is going smoothly. Then the crisis hits, the boat starts to sink or the bad guys ride into town, and suddenly chaos ensues. The captain abandons the ship before the passengers and the sheriff either cowers or puts his life on the line recklessly leaving the town at the mercy of the bad guys.

In the movies, the hero emerges or arrives and saves the day. In the real world, these good in fair weather leaders create chaos and upset, and undermine the productivity and well being of their team, and possibly other teams around them. There isn’t always a hero standing by to help.

It’s often difficult or impossible to foresee a crisis. In the case of a sinking boat, there are drills that can be run, but they aren’t ever run when the boat is bouncing up and down in a storm. Some things can be planned for, but others come out of nowhere… like an iceberg in the fog. When a surprise comes along, that’s actually when leadership matters. That’s when lines of communication matter. That’s when people management becomes a priority. Who can help lead? Who needs direct instruction? What can be delegated rather than added to an impossible to-do list. And who can be asked for help?

It’s when a crisis hits that a leader needs to get the most out of their team. Often we think of crisis situations as making a leader great, but my thoughts align more with this quote:

“Great occasions do not make heroes or cowards; they simply unveil them to our eyes. Silently and imperceptibly, as we wake or sleep, we grow strong or weak; and at last some crisis shows what we have become.” ~ Brooke Foss Westcott

Good leadership during the fair weather, before the storm, is preparation for when the storm hits… even if that leadership isn’t recognized as anything special. Not leading well, not pushing the team, when things are calm, may not harm the team during that calm, but it prepares no one for when things get rough.

Leading well in fair weather doesn’t bring much accolades, and may not bring recognition, but it is preparation for good leadership when leadership really matters.

2nd place

It’s the proudest I’ve ever been as a coach. But we didn’t win the game. I was coaching the York Maverick Juvenile (17 and under) Girls Water Polo Team, in the gold medal game, at the Provincial Championships in Guelph, Ontario. It was a round-robin tournament and we came in first in the preliminaries, and then won against the 4th place team to get to the finals.

The other team, that got second in the prelims, and was competing against us for gold was Ottawa. The Ottawa team was significantly more experienced than us and we were the underdogs when we beat them in the preliminaries. We had never beat them in the regular season, and my girls played amazing, shocking everyone by winning that game. It was the early 90’s so this next point might be off by a little bit, but I recall that with a dozen 17-and-under year old players on each team, Ottawa had about 27 more years playing experience than us. They were expected to easily sweep the tournament after a perfect season. That didn’t happen. My girls played the game of their lives to that point and we went into the gold medal game having beat them once the day before.

A couple hours before the gold medal game I held a team meeting in one of the hotel rooms. We were packed in, and actually had to go into the hallway to demonstrate a defensive move we needed to work on. One of the Ottawa plays they were doing was this pick or screen that I thought was illegal. One of their players would swim away from the play and do this screen, with the sole intention of impeding one of my players covering another player. I thought it was illegal, the referees wouldn’t call it. So we went to the hotel hallway so that we could see and feel what needed to be done to prevent this from working as well as it did in the previous game. We also had an impromptu violin performance from one of the girl’s boyfriends, and the girls were pumped to go play, and hopefully beat, this previously intimidating Ottawa team again.

The gold medal game was intense, it was exciting, and it was nerve-wracking! My girls were once again playing the game of their lives. We were even up by a couple goals at the half. But the Ottawa team was well coached, very good, and they didn’t panic. They played their own experienced, confident game and half-way through the final period they took a one goal lead.

I called a time-out, and gave my starters a bit of a rest. I can’t say that I gave them any kind of special pep talk, simply telling them to rest and keep playing the strong game that they played all along, and to muscle through that illegal pick that was still causing us grief. Good defense means less goals for them and more time on offence for us. Our team tied the game pretty quickly and every play going into the final minutes of the period were anxiety-filled and intense. The period ended on a tie.

The overtime rules for the medal round was two 3-minute periods, then if still tied, the game went into 5-minute sudden death periods. In the first overtime period Ottawa scored and we couldn’t answer. In the second overtime, Christine drew a kick-out (penalty) from the hole (the centre offence) and she scored on the power play. The two timed overtime periods ended in a draw, now came the sudden death rounds.

So many years later, I don’t remember how long they played in this final period. I only remember the final sequence that ended the game. We were on offence and our shot clock was running out. Arianna caught a pass from about 7 meters out and we were all yelling, “Shoot!” Arianna took the shot, the ball hit the crossbar and floated on the goal line. I remember seeing the goal judge, on the same side of the pool deck as us, stand up out of his chair, flag in hand ready to wave it if the ball fully crossed the goal line. It didn’t. The goalie reached back and plucked the ball from its precarious spot, half-way into the net. We were literally centimetres away from winning the goal medal game… millimetres if you consider the location of the ball as it hit the crossbar.

The goalie then passed the ball down the right wing, it was passed further down to one of Ottawa’s strongest players. She had a slight lead on my player, but my player was swimming hard and taking good position to prevent a breakaway to the net. The Ottawa player picked up the ball and took a hard shot across the net. My goalie, Titia, made a great save. She had the angle covered and had to reach across the net to block the shot. She did, but the rebound landed right on the hand of an Ottawa player, who did a quick wrist-shot before the defence could react. With such a quick rebound shot, Titia was still out of position from the previous shot and the wrist shot went easily into the unprotected side of our net.

We lost.

I remember tears welling up in my eyes. Yes, it hurt to lose. Yes, it was gut-wrenching to think how close we came to winning less than 20 seconds earlier. But as much as that hurt filled me, I also felt joy. I felt proud of what my girls had done. They played their hearts out. They put everything they had into they game. I remember Christine holding on to the edge of the pool, my fittest athlete, asking for help to get out. After helping her, she lay on the pool deck exhausted, defeated, having put everything into the game. I remember seeing the tears in everyone’s eyes and just being overwhelmed, not in disappointment as much as in pride. These girls did everything they could to win. They played for the second game in a row against a much more experienced team, and showed that they were worthy opponents. They were silver medalists with hearts of gold.

I’ve coached gold medal winners. I’ve played in gold medal games, and worn the gold medal around my neck as a player and as a coach. I’ve never had a moment in sports that I’ve been more proud of a team than I was in that tournament, and that second place finish.