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| FROM Kellogg MBA Blog: Rules vs. Guidelines |
![]() One of the more powerful ideas I’ve learned in my ‘Values Based Leadership’ class is understanding the power of using rules vs. guidelines in setting culture. Culture is by far the most powerful change tool that exists. If you really want to change behavior, it is the culture you should turn to. The culture is the mixture of norms and rituals that act as the default behavior in every group or organization. There are rule-based cultures and guideline-based cultures. There are advantages and disadvantages to both. And, to analyze the difference, I thought I’d examine how I’ve approached designing my own culture. There are many ways to think about designing culture. I think of culture as a set of habits that we incentivize, one way or another. The basic habits I’ve been working to develop have been as simple as:
The first habit I sought to fix was sleeping eight hours. And my first instinct was to design a rule-based system. When the eight-hour rule didn’t work, I mandated a 5:30 a.m. compulsory wake up as a way to encourage myself to go to sleep at 9:30 p.m. This didn’t work well either; I ended up sleeping late and going into work sleep deprived. I had a few similar experiences with attempting to exercise and meditate. These experiences taught me a couple of valuable lessons about rule-based systems. There is no doubt they are great when you just get started as they make you feel like you accomplished something. But they work on the carrot-and-stick idea of motivation. And, as modern research has demonstrated, ideas of autonomy, mastery and purpose motivate us a lot more than the carrot-and-stick model. So, my next series of attempts were using guidelines. No punishments involved here. The first guideline was to attempt to sleep eight hours every day. One year into that, I did that most of the time. Eating healthy was much easier and I didn’t have to try hard. Exercise was a real beast and I started in earnest in January 2013. Since then, I have averaged exercising about five times a week (typically a mix of three to four times in the gym and football [soccer] in good weather). Meditation was much harder. After a rules-based attempt in mid 2013, I gave meditation up. However, when I worked on my “tracking my purpose” last year, meditation was an important part of what I considered my ideal personal culture. But, as I swear by guidelines these days, I didn’t attempt to force it. As I tracked my progress every week, I just resigned myself to putting in a 0 as my meditation count for the week. And, after six straight months of putting in zeros, I abruptly decided to start meditating as soon as I woke up on Monday last week. I logged into my Headspace app and got started again. I’ve been meditating every weekday since. What changed? I think the fact that I expected meditation to be a part of my personal culture meant I had a subconscious reminder every week. Next, the fact that I didn’t force it meant that it happened out of intrinsic motivation. And, now that it is there, I have no intention of letting it slip. And, even if it does, that’s OK. I’m sleeping, eating, exercising and meditating because I want to. That’s just how I like leading my life (“This is how we do things here” is the all powerful statement of culture). It is that realization that makes a guideline-based culture incredibly powerful. In some ways, the guiding principle of a guideline-based culture is: “I trust you to do the right thing in the long term. And if you don’t, be kind to yourself and come back and fix it tomorrow.” It is as empowering as it gets. PS: The MBA Learnings series is an example of a guideline. There is one per week. I aim to do it on a certain day each week. But the one-per-week guideline is much more important than the same-day rule idea. Filed under: Academics, Business Insight, Student Life Tagged: culture, guidenlines, leadership, MBA Learnings, rules, values-based leadership |
| FROM Kellogg MBA Blog: Analytics in sports: The key is communication |
![]() Kellogg students meet with former NBA player Shane Battier. A group of Kellogg students and I recently attended the MIT Sloan Sports Analytics Conference in Boston, and two things became clear: the sports industry is fundamentally changing and analytics is playing a part in that transformation. In many ways, professional and collegiate sports have never been more popular or brought in more revenue. However, there are many threats to the sports industry, including health concerns such as concussions or the rise of Tommy John surgery. There are also growing external pressures, such as the push to allow the legalization of sports betting in the United States, as it is legal in many other countries. Given the growing number and complexities of challenges facing the sports industry, there was a noticeable wave of recent MBA graduates at the conference making inroads at a variety of teams and league offices, particularly those that are more analytically advanced companies. These organizations see the value of utilizing quantitative and business savvy MBA students to help address these issues. This was helpful for many of the Kellogg students in attendance who want to transition into the sports industry and are trying to find opportune ways to do so. We found that a key way to differentiate yourself is being able to communicate analytics. There are a lot of smart people who can perform data mining and analytics, but not all can communicate the results effectively to non-tech savvy and/or skeptical players and personnel. There was a clear theme throughout the weekend that analytics is only one aspect of the decision-making process, which bodes well for MBA students who not only have the technical know-how, but also have finance, marketing, accounting and other business skills. ![]() I think these takeaways will help shape the Kellogg Sports Business Club and Conference as we continue to better position and educate our MBA students for the roles most suited for their skill sets. While the session topics were of high quality and variety, I think the best value from the conference was the personal interactions with company representatives. Learning how former MBA students transitioned successfully into the sports industry was helpful because it demonstrated that this career pivot could be done and that MBAs can add value to sports organizations. Now that my fellow attendees and I have greater insight into the latest issues in the sports industry, we are that much more ready to contribute at a high-level within these organizations. The key is to keep a balanced approach in which analytics is a key tool, but not always the sole determinant for a particular decision, and that being able to communicate the importance of analytics is even more important than the analytics themselves. Nathan Pohle ’16 is a first-year student in Kellogg’s Full-Time Two-Year MBA Program. After completing his undergraduate degree at UW-Madison in 2007, Nathan has spent the last seven years as an Actuarial consultant at Deloitte helping insurance companies across a wide range of consulting and audit engagements. Nathan is passionate about sports and finding innovative ways to apply data/analytics to improve fitness, nutrition and the overall sports experience. Filed under: Academics, Business Insight, Student Life Tagged: analytics, Conference, sports, sports business, Sports Business Club, sports business conference |
Success stories and strategies from high-scoring candidates.