Showing posts with label Olympics. Show all posts
Showing posts with label Olympics. Show all posts

Tuesday, September 4, 2012

A Letter to Aly Raisman From an IDF Soldier

There is nothing I have to add to this very eloquent post from Olympic Gold Medalist Aly Reisman's Facebook page as reported by the Algeminer.


Below is a letter to Olympic gold medalist Aly Raisman, the American and Jewish gymnast who performed to the tune of Hava Nagila in London, from an officer in the Israel Defense Forces. The letter was posted by the author on Aly’s Facebook page.

Dear Aly,

I want to tell you about how you became the hero of a gym full of Israeli soldiers.

The same Israeli soldiers who have to deal with Iran’s nuclear threat to the Jewish state. The same ones who serve two-to-three years of their lives, because we have to; because there’s no one else that would do it besides us, because our neighborhood sucks, and when the leadership next door in Syria massacres their own people, there’s no way we would let them lay hands on our kids, as foreign dictators have done for thousands of years.

You picked a song for your floor routine in the Olympics that every Jewish kid knows, whether their families came from the shtetls of Eastern Europe, the Asian steppes of Azerbaijan, the mountains of Morocco or the Kibbutzim of northern Israel. It’s that song that drew almost everyone at the Israeli army base gym to the TV as soon as the report about you came on the news this morning. After showing your floor exercise to Hava Nagila, the announcer told about your gold medal with unmasked pride, and of your decision to dedicate it to the Israeli athletes who were killed in the Munich Olympics in 1972.

There were some tough people at that gym, Aly. Men and Women, Battalion Commanders from Intelligence, Captains from the navy, Lieutenants from the Armored Corps and more. You probably understand that words like ‘bravery’ and ‘heroism’ carry a lot of weight coming from them, as does a standing ovation (even from the people doing ab exercises.) There was nothing apologetic about what you did. For so long we’ve had to apologize for who we are: for how we dress, for our beliefs, for the way we look. It seems like the International Olympic Committee wanted to keep that tradition. Quiet, Jews. Keep your tragedy on the sidelines. Don’t disturb our party.

They didn’t count on an 18 year-old girl in a leotard.

There wasn’t one person at the gym who didn’t know what it was like to give back to our people, not one who didn’t know what happened to the good people who died in 1972, not one who didn’t feel personally insulted by their complete neglect in the London Olympics, the 40 year anniversary of their deaths, and not one who didn’t connect with your graceful tribute in their honor.

Thank you for standing up against an injustice that was done to our
people. As I was walking back to my machine at the gym, I caught one of the officers give a long salute to your image on television. I think that says it all.


Sincerely,
Dan Yagudin
Officer, Israeli Defense Force

Monday, September 20, 2010

Dropping the Baton in the Synagogue

This is from the July issue of FastCompany. FastCompany is a business magazine, and ever since the first issue came my way fifteen years ago I have read it cover to cover. Each month I find articles that make me think about my work as a Jewish educator and as a human being. There are more ideas than I have had a chance to implement and the list grows longer each month. It has introduced me to Seth Godin, the importance of Design and more recently Chip and Dan Heath.


This article made me think about the process of recruiting, and more importantly growing and maintaining the relationships with a member family in our congregation. They come in through so many different doors: nursery school, family education, social justice, a desire to enroll children in religious school, a worship experience, spiritual searching - you name it. And then we get them to join. 


Some time later - hopefully years - they resign. And we are shocked, I tell you. Simply shocked. (cue Sam on the piano - you must remember this...)


Why would they leave? Perhaps they have accomplished what they thought of as their purpose for joining. Maybe the kids have left the house so they see no reason to belong for themselves. Maybe the dues are too high. Maybe, maybe maybe.


This article made me wonder how many ways we drop the baton in our synagogues. With our students. With their parents. With the family as a whole. We should have been working to help them find multiple reasons for being connected to the temple, to develop relationships with other members and with the institution itself that go beyond the reason they joined. I began this line of thought on this blog in April. I am sure there is more to come. I invite your thoughts on this.

Team Coordination Is Key in Businesses

By: Dan Heath and Chip Heath July 1, 2010
At the 2008 Beijing Olympics, the American men's 4x100 relay team was a strong medal contender. During the four previous Games, the American men had medaled every time. The qualifying heats in 2008 -- the first step on the road to gold -- should have been a cakewalk.

On the third leg of the race, the U.S.A.'s Darvis Patton was running neck and neck with a runner from Trinidad and Tobago. Patton rounded the final turn, approaching anchorman Tyson Gay, who was picking up speed to match Patton. Patton extended the baton, Gay reached back, and the baton hit his palm.

Then, somehow, it fell. The team was disqualified. It was a humiliating early defeat. Stranger still, about a half-hour later, the U.S.A. women's team was disqualified too -- for a baton drop at the same point in the race. (Freaked out by the trend, the U.S.A.'s rhythmic gymnasts kept an extra-tight grip on their ribbons.)
Team U.S.A.'s track coach, Bubba Thornton, told the media his runners had practiced baton passes "a million times." But not with their Olympic teammates. Some reporters noted that Patton and Gay's practice together had been minimal.

Thornton's apparent overconfidence was understandable. If you have four world-class experienced runners on your team, shouldn't that be enough? Unfortunately, no, it isn't. The baton pass cannot be taken for granted -- not on the track and not in your organization.

We tend to underestimate the amount of effort needed to coordinate with other people. In one academic experiment, a team of students was asked to build a giant Lego man as quickly as possible. To save time, the team members split up their work. One person would craft an arm, another would build the torso, and so forth. (At least one person, of course, was charged with tweeting compulsively about what the others were doing.)

Often, the parts were carefully designed, yet they didn't quite fit together properly, like a Lego Heidi Montag. The problem was that nobody was paying attention to the integration. The researchers found that the teams were consistently better at specializing than they were at coordinating.

Organizations make this mistake constantly: We prize individual brilliance over the ability to work together as a team. And unfortunately, that can lead to dropped batons, as JetBlue infamously discovered back in February 2007.

You remember the fiasco. Snowstorms had paralyzed New York airports, and rather than cancel flights en masse, JetBlue loaded up its planes, hoping for a break in the weather. The break never came, and some passengers were trapped on planes for hours. If you've ever felt the temperature rise on a plane after an hour's delay on the tarmac, imagine what it was like after 10 hours. These planes were cauldrons of rage -- one stray act of flatulence away from bloodshed.

JetBlue did its best to survive the wave of hatred -- its CEO apologized repeatedly and the company issued a Customer Bill of Rights, offering cash payments for delays and cancellations. But the executives realized that these efforts wouldn't eliminate the underlying problems, which were rather unyielding: The weather is unpredictable; New York airports are overcrowded; passengers expect on-time performance anyway. If JetBlue didn't fix its operations -- learning to respond to emergencies with more speed and agility -- another fiasco was likely.

JetBlue's executives knew that a top-down solution by a team of executives would fail. "The challenges are on the front line," says Bonny Simi, JetBlue's director of customer experience and analysis. In October 2008, Simi and her colleagues gathered a cross-section of players -- crew schedulers, system operators, dispatchers, reservation agents, and others -- to determine how the company handled "irregular operations," such as severe weather.

Individual members of the group knew the issues in their departments, and "if we brought enough of them together," Simi says, "we would have the whole puzzle there, and they could help us solve it."
Where do you start? If you ask individuals what's wrong with their jobs, you'll get pet peeves, but those gripes may not address the big integration issues. But if you ask people directly how to fix a big problem like irregular operations, it's like asking people how to fix federal bureaucracy. The topic is too complex and maddeningly interrelated; it fuzzes the brain.

Rather than talk abstractly, Simi decided to simulate an emergency. As the centerpiece of the first irregular operations retreat, Simi announced to the group: "Tomorrow, there's going to be a thunderstorm at JFK such that we're going to have to cancel 40 flights." The group then had to map out their response to the crisis.

As they rehearsed what they would do, step by step, they began to spot problems in their current process. For instance, in severe-weather situations, protocol dictates that the manager on duty, the Captain Kirk of JetBlue operations, should distribute to the staff what's known as a "precancel list," which identifies the flights that have been targeted for cancellation. There were five different people who rotated through the Kirk role, and they each sent out the precancel list in a different format. This variability created a small but real risk. It was similar to slight differences among five runners' extension of the baton.

In total, the group identified more than 1,000 process flaws, small and large. Over the next few weeks, the group successively filtered and prioritized the list down to a core set of 85 problems to address. Most of them were small individually, but together, they dramatically increased the risk of a dropped baton. JetBlue's irregular-operations strike force spent nine months in intense and sometimes emotional sessions, working together to stamp out the problems.

The effort paid off. In the summer of 2009, JetBlue had its best-ever on-time summer. Year over year, JetBlue's refunds decreased by $9 million. Best of all, the efforts dramatically improved JetBlue's "recovery time" from major events such as storms. (JetBlue considers itself recovered from an irregular-operations event when 98.5% of scheduled flights are a go.) The group shaved recovery time by 40% -- from two-and-a-half days to one-and-a-half days.

Ironically, JetBlue's can-do culture contributed to its original problem. "The can-do spirit meant we would power through irregular operations and 'get 'er done,' " says Jenny Dervin, the airline's corporate communications director, "but we didn't value processes as being heroic." The company's heroes had been individuals -- but now they share the medal stand with processes. (Here's hoping that the next American relay team, too, extends some glory from the runner to the handoff.)

The relay team with the fastest sprinters doesn't always win, and the business with the most talented employees doesn't either. Coordination is the unsung hero of successful teams, and it's time to start singing.

Dan Heath and Chip Heath are the authors of the No. 1 New York Times best seller Switch: How to Change Things When Change Is Hard, as well as Made to Stick: Why Some Ideas Survive and Others Die.

Monday, October 19, 2009

The Words DON'T Know The Way -- You Have To Take Them There!

Eric Schor and Eliot Shapiro are two guys I have known since I was a boy. We all grew up at the same synagogue and camp. Today they are the principals of EMS Communications, a company that trains people to be effective speakers. The describe their mission as being "to rid the world of boring presentations, one speaker at a time." This posting is their cutting edge analysis of the presentations of the Olympic City bid teams form Chicago and Rio de Janero. I have learned a lot about my teaching from their analysis. Unfortunately, when I posted it to my Facebook page, some of my FB friends focused on the polititcs of President Obama getting involved. They miss the point of my posting it. The Next Level learning here is about how we present ourselves, and therefore the Jewish people. This is from their monthly speaker's digest which you can receive by e-mail. The original and the subscription form can be found on their web site: http://www.cooleremail.net/users/eliotshap/Oct2009_14oct2009.html

Less than two weeks ago, the attention of many Americans—and others around the world— turned to Copenhagen, Denmark, where the International Olympic Committee met to choose the host city for the 2016 Summer Olympics. We were initially surprised that Chicago’s bid ended faster than the Chicago Cubs last two playoff runs, but when we watched the presentation delivered by the Chicago team, we saw a presentation which failed to capture the excitement of our city. Read on while we share our perspective on this missed opportunity of Olympic proportions, and how Rio truly SOLD IT!

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Chi-town Lands with a Thud

Like many of our neighbors, we were blown away when we learned that Chicago was the first city to be eliminated in the quest to host the 2016 Summer Olympics. How could our fair city compare so poorly with the others that were competing for the honor?

Then, we watched the Chicago team’s presentation, in which a group of leaders of the Chicago 2016 Olympic Bid Committee paraded in front of the IOC in Copenhagen to show why Chicago should be the host city, with Michelle and Barack Obama anchoring the hour-long relay.
Watch the Chicago 2016 presentation by clicking here.

We can’t explain exactly why Chicago ultimately failed in its bid to secure the nomination, but we can say that the speakers representing our team delivered a flat, stale, lifeless presentation. It was punctuated by repetitive video footage that sought to portray the human side of the city, but didn’t effectively capture Chicago’s uniqueness.

Several times during Chicago’s presentation, speakers referred to the city as a ‘fun’ place to hold the summer Olympics. But there was little evidence that anyone on the team was actually HAVING fun. They came across as intense, tight, and stiff, and not very well qualified to pull off that theme.

We were led to believe that our presenters were well rehearsed and well trained, but as a group they didn’t move, didn’t smile, and didn’t look enthusiastic:

IOC member Anita DeFrantz, batting leadoff, seemed proud, but her effort to portray Chicago as fun was less enjoyable than snow in October.

USOC president Lawrence Probst looked serious and even worried, with the same stern expression plastered on his face throughout.

Committee chair Pat Ryan, a former Fortune 500 CEO, relied on repetitive, unnatural looking gestures, appearing way too serious along the way. He almost smiled--once. He concluded his remarks by saying “Our people are warm and welcoming, and best of all, you’ll have a lot of fun.” Yet he delivered the line in a way that looked as if he had just come from a root canal.

Mayor Richard Daley, while appearing more comfortable than we usually see him, repeatedly used the phrase “your games.” (We heard it five times.) While he probably meant it to sound respectful, it came off as alienating.

By the time the Obamas came in to close the deal, there was little for them to save.

Here are some other observations:

Can you say “unnatural?” It was clear that Chicago’s presenters were coached. (Not necessarily a bad thing, but it’s one thing to BE coached, and another to LOOK coached.) They brought similar styles that emphasized short phrases, frequent pauses, practiced gestures, and volume turned on high. But because they didn’t vary that volume, and relied on those practiced gestures, they looked uncomfortable, unnatural and—unfortunately—unbelievable. It was painful to watch.

Where was Michael? Showcasing past champions, Brazil brought Pele, a worldwide soccer icon, along with other young, energetic athletes. Chicago showed the headstone at the grave of Jesse Owens, and the not-quite-household name Bob "I'd like to buy a vowel" Ctvrtlik, an IOC member who won a gold medal for Volleyball. We needed more splash.

Too much hedging. Listening to the Chicago presentation, we heard Mayor Daley use messages such as “we want to be” and “if you award us” instead of “we WILL be” and “by awarding us.” Ryan fell into the same trap when he said “Chicago would be the right partner” instead of…Anybody? Anybody? That’s right—"Chicago WILL be the right partner.”

Had we seen this presentation before learning of the decision, we wouldn’t have been very surprised about the final outcome.

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Rio Rocks It!

Compared to the Chicago 2016 team, the group of presenters from Rio de Janeiro, Brazil came out expressive and passionate, which was probably hard considering that they weren’t speaking in their native language. The high energy, facial expressions and body language of their speakers more than overcame their difficulties pronouncing English words as they showed off Brazil’s beauty, culture and plan to host the Olympic Games.

Presentations really DO make a difference. In this case, Rio delivered a better presentation across the board. Setting the stage, Carlos Nuzman, the president of Rio 2016, was charming and engaging. He opened effectively and he ended convincingly, saying “Today, Rio stands ready to serve the Olympic movement and start a new journey of celebration, discovery and transformation.” His smile and his manner showed both confidence and humility, not an easy thing to do. He really SOLD his message!

One way Rio 2016 out-presented the Chicagoans was through visual aids. One graphic in particular was tremendously effective: a world map, dotted with locations of all the previous host cities, emphasized that Europe and North America had hosted dozens of Olympic games, while South America hadn’t hosted any. It was a simple image which made a compelling point.

In addition, the video footage brought by the Rio team did a much better job of capturing the flavor of their city. They relied on great graphics to show how the Olympic venues would fit into their city. And they successfully showed off the city’s breathtaking combination of mountains and ocean.

Another thing we noticed, although it may seem small: the presenters from Rio introduced themselves to their audience, which we thought was a nice touch. It helped them establish rapport and engage their listeners.

Hosting the Olympic Games provides a big stage, and there was a lot at stake at these meetings in Copenhagen. Many Chicagoans, like us, were excited about the prospect of bringing the Games here. But while our presenters TOLD people why Chicago WOULD be a great host, Brazil’s team SHOWED people why Rio DESERVED to win the bid. They were selling it, we were telling it.

Bummer. We were looking forward to 2016.

Here are links to Rio’s presentation, broken up into five segments. Be sure to watch Part 1 and Part 5 to see a Carlos Nuzman’s memorable opening and emphatic ending.

Rio Part 1

Rio Part 2

Rio Part 3

Rio Part 4

Rio Part 5

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Presenting as a Team: Tough to do Well

It’s so hard to present effectively as a team. How does one assign tasks to the right people, handle transitions, or build on previous performers?

With awkward moments between speakers (do we hug, shake hands, kiss or what?), the Chicago presentation demonstrated the challenge of team presentations. It’s clear that they wanted to give different officials the honor of speaking on behalf of the team, and they probably needed to make sure they didn’t leave people out.

But they brought up too many speakers—and not enough effective ones. It added to the stiffness.

That’s a frequent problem with team presentations. When you choose speakers in order to honor them, instead of choosing ones who will make your presentation stronger, then you’re diluting your message. And the logistics of the transitions require more choreography than most teams plan for.

That’s why we say: less is more.

Do you and your colleagues present to clients as a team? When it’s your time to go for the gold with a team presentation, don’t go in without a strategy. For expert coaching designed to put your speakers on top of the podium, give EMS a call!

For more insights into delivering team presentations, click here to read our June 2003 Digest, which focused exclusively on that topic.

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