This e-mail arrived in my account this morning as I was settling in to figure out a collection plan for a project I'm starting. I guess you could say we saw the handwriting on the wall about a month ago, but there were still some (irrational?) hopes for a rescue on the part of a resource sponsor with large pockets (and perhaps the ability to tolerate a top-heavy organization).Hello Everyone, As I head out...this morning, this is a particularly difficult email for me to draft; I am just not certain where to begin....Just last month I was made aware...had been cut from...budget schedule. Soon after, I heard there was the potential to disestablish...entirely in FY09. Since that time, I have been seeking other options (and funding sources....Despite the...support from many of our customers, I was informed this week that all funds..., starting in FY09 have been zeroed out....This means as of 01 Oct 08, ...will be gone. As most of you know, we have a good number of influential supporters, and several have been speaking up on our behalf, but I am fearful their words are falling on deaf ears....I have talked several times..., and made alternative proposals..., but none has had any traction--except one. In desperation, I made a proposal to maintain a group that would only work...projects and lean heavily on the Science of Learning. This group would be comprised of a smaller number of people....I have been asked to put a brief together and brief the...Governance Board of Directors (GBOD) this Thursday. My hope is that the...support...present at the GBOD, will continue to push to ensure...existence. We all understand that...budget cuts are necessary to offset...costs...; however, I have a hard time understanding how a small...relatively inexpensive to operate and consistently delivers positive cost benefits...(our cost $17m return $450m+) can be placed on the chopping block without undergoing any formal business process reviews. I can't easily accept the decision to cut...funding, and I will continue to work with our Sponsors and Customers, as well as our...leadership, to find ways to negotiate both sides...out of this stalemate. The fight isn’t over yet, hang in there with me for a while...very respectfully...
Sometimes, when you are a coach, you have to learn the best way to say a bad message. There's three methods: hard-and-fast, diplomatic, and sugar-coating. Before I talk about them, let me be honest and say that there's no coach on the planet who likes passing on bad news. As an athlete, I certainly felt the opposite, let me tell you.
Hard-and-fast is the most painful for the athlete to hear, and the least painful for the coach to provide. "You're never going to get any faster in the five-thousand meters." That's a good example. Hopefully, the coach will be smart or insightful enough to say something like, "however, you do have great endurance and might be able to run some great half-marathons" as a salve for the wound they just inflicted.
Then, there are coaches like me who would much prefer to be diplomatic in our tack. Rather than say, "are you freakin' out of your mind!? You've been running all of three months. A marathon is going to turn you into a non-runner," we try to say, "let's try a few 5,000-meter races first, then move up to the 10K, and so on..." However, rather than listen to our voice of reason, most athletes who will make that particular decision either go do the marathon and get injured so badly they never want to run more than a mile a whack ever again, or they go to one of those "four miles a day, three days a week, and don't forget to walk every ten minutes" training programs. Then I see them on crutches in the local running emporium and all I want to do is sidle up to them and say, "see? I told you it was a bad idea..."
Sugar-coating does neither the athlete nor the coach any good. The message never gets across clearly, and the intent is lost. Invariably, the blame game occurs and both sides lose.
