One of the biggest stories in the sports world in recent weeks has been the emergence of Jeremy Lin. Among a plethora of “lessons” available in Lin’s story, one has to do with the value of “connectors”—those people (in both sports and all other organizations) who somehow “connect” the people and change the game—and the atmosphere—in important ways.
“Lin-sanity”
Jeremy Lin, the New York Knicks’ new point guard, has gone from an unknown reserve on a faltering team to literally a worldwide sensation in less than two weeks. When the season began on Christmas Day, Lin was sleeping on his brother’s couch. By Valentine’s Day, Lin —an undrafted free agent from Harvard, who had recently been cut by two teams and was hoping for a spot on a minor league roster when signed by the desperate Knicks—was serving as an inspirational role model for children around the world. (He is one of the few NBA players of Taiwanese descent.)
What is the secret to his success? As a point guard, Lin’s job is to get the ball to his teammates in places and at times when they have the best chance of making plays and scoring. Simply put, he “connects” his teammates—a skill that is vital for successful teams in sports as well as in business. Add in his can-do spirit, the energy he brings onto the court, and his humility, and you have something very special in the works. End result: The Knicks have gone from an 8-15 record, with sports writers openly betting on when the coach would be fired, to a team focused on the playoffs (with some giddily speculating whether a championship run might even be possible for them).
Connectors
As a non-sports example, here at ISM, we have a colleague who is brilliant in her ability to bring people together. With very little fanfare and no one really noticing until after the fact, she regularly brings teammates into her projects in ways in which they can add the most value, expand their contacts, serve the client’s best interests, and play to their strengths—win/win scenarios, to say the least. (In basketball parlance, she gets people the ball in positions where they can score). She is a true “connector,” and the team—and the organization—is truly strengthened for it.
Leadership Lesson
Lin’s story—and that of “point guards” everywhere—points out the value of having people on your team who “connect” others and help them “raise their game.” Do you have enough “connectors” on your leadership team (whether in formal or informal positions of influence) and in your faculty and staff? Can you hire for connector qualities? Can you encourage latent connectors to emerge in a supportive environment? These are important questions to consider as you continue to enhance your team, your faculty, and your school. We’d love to hear your thoughts.
Additional ISM resources of interest
ISM Monthly Update for Risk Managers Vol. 1 No. 7 Crisis Leadership Lessons From “Blue Bloods” (Editorial)
ISM Monthly Update for Heads Vol. 8 No. 3 Translating Leadership Skills to Your Management Team
Additional ISM resources for Consortium Gold Members
ISM research Faculty Evaluation, Student Performance, and School Leadership: An Update
I&P Vol. 37 No. 2 A 21st Century Teacher Evaluation Model
