"Shin Splints"
A Blog by
Doug Logan
Superpower as Mendicant
Monday, October 19, 2009
It was early in November in 1967 in the Central Highlands of Vietnam. I was a 2nd Lieutenant Artillery forward observer, whose first assignment was to an ARVN [Army of the Republic of Vietnam] infantry battalion. No one in the unit spoke English; the battalion commander had fought with the French at Dien Bien Phu and spoke French fluently. It dawned on me that my proficiency in the language taught to me by Frere Hubert in high school might mean the difference between life and death. What a final exam!
On the first day we went out on an operation, a young recruit came over to me at the assembly area and picked up my rucksack. I immediately wrestled it away from him. He indicated to me with grunts and sign language that he wanted to carry my pack. I forcefully indicated that I carried my own gear, and as I trudged off I could see he was visibly upset. He followed me at a respectful distance, and throughout the day his buddies teased him and made fun of him. By evening he was almost in tears with embarrassment.
That night, as I shared a Galois with the battalion Commanding Officer (CO) under a strung poncho, I received a valuable life-lesson. The CO admonished me for having caused one of his troops to lose face. When I argued that we Americans were far more egalitarian in our outlook, and I was trying to set the example, he reminded me that I was in his country, and all I had done was to insult one of my hosts.
The next day, I let the kid carry my rucksack.
In 1994, I was the CEO of a Mexican-owned entertainment company based in Mexico City. I was having a problem with the terms of one of my sponsorship contracts and sought out a lunch meeting with the CEO of the sponsor to try to get the issue resolved. The afternoon of the lunch meeting we met at a downtown spot and proceeded to get to know one another. We spent 2 ˝ hours leisurely dining and discussing family, politics, sports and our backgrounds. The thorny contractual issue never came up.
As I drove back to my office I was upset with myself that I had not achieved my original objective and was concerned over admitting this to my staff. When I arrived at the office, my secretary reported that the assistant to my lunch companion had called to say that he had enjoyed our meeting and invited me to a party the next week. Oh, and by the way, that he had straightened out the issue between us.
These two incidents, to me, are examples of the naďveté of Americans attempting to do business abroad. Our aggressive MBA-influenced business practices are seen as rude and uncivilized. We do not take the time to study the culture of our hosts and adapt to local customs. We are dependent upon speaking our own language. We do not value relationship-building over a prolonged period of time. We insist on separating our "personal" lives from our "professional" lives. We are not aware that an espresso is more powerful than a spreadsheet. In short, we stick out like the proverbial brown shoes with a tuxedo.
It is instructive to watch an American speak to a foreigner in English. The volume goes up; the pace of speech is slowed; the vocabulary is simplified. It is like watching an adult talk to a child. And this is obvious to the recipient.
These failings, as much as any other, were the major contributors to the failed bid for the Olympic Games in 2016. Yes, the Brazilians were brilliant with their strategy and spent six years marketing their city. Yes, the IOC voters participated in bloc voting. Yes, we had some issues with the current TV/Sponsorship revenue sharing agreements. Yes, we suffered from the perception that the '96 Games in Atlanta were tawdry and over-commercialized. And, yes, we executed a ham-handed launch of the US Olympic Network.
But, the root of our failures with both the New York and Chicago bids is that we have made few friends in the international sports community. We have a department of international relations at the USOC instead of considering global relations a central element of institutional leadership. Our leaders do not consider the art of savoir faire as important; they do not mingle after meetings; they do not exchange small gifts.
As a result, we, the most powerful economic, military and athletic nation in the world, have become one of the weakest when it comes to political capital in the world of international sports. This is reflected in our lack of influence at the IOC, at the International Federations for each sport, and whenever we attempt to mobilize support for events or projects. We are reduced to begging for support from officials whom we really don't know and who owe us nothing.
At USA Track & Field, we have in the last year greatly increased our efforts to strengthen our international standing. Not as an athletic superpower, but as a productive member and friend of the international athletics community. Many of the gestures are small, and many involve simply being present as a participant at other nations' important events, whether a Cuban competition, a British announcement or a German goodwill ceremony. We are engaging other federations to come up with cooperative efforts in the competitive arena, as well as in the political realm of track and field.
We have done this because every international American sport federation must heed the lesson:
We will not be a player until we learn how to play.
A final anecdote is telling. Late last summer I had a discussion with an important member of the IOC. He was expressing disillusionment with the leadership of the USOC, and our country, in general. He made the following remarkable statement:
"You Americans are a bunch of hypocrites. After the revelations of the irregularities in the selection of Salt Lake City, your Congress, led by Senator McCain, pilloried all of us in the Olympic movement. They humiliated President Samaranch, took away our travel and perks, and made us all look like crooks. As I recall, McCain almost got indicted as a member of the Keating 5, regularly flies on airplanes provided by pharmaceutical companies and has an enormous political war-chest provided by special interests."
And we wonder why Chicago lost?
Share your comments about "Shin Splints" by completing the form below. USATF reserves the right to edit or delete submissions for profanity, inappropriate content or any other reason. The content of the submissions does not necessarily reflect the opinions of USA Track & Field, its athletes, employees, officers, sponsors or volunteers. USATF does not intend for the content of the submissions to malign any religion, ethnic group, club, organization, company, or individual. Neither USATF nor any of its athletes, employees, officers, sponsors or volunteers is responsible for, and neither will be liable for, either the submissions’ content, implication or intent, or any loss, damage or injury resulting therefrom.
Doug Logan is the CEO of USA Track & Field
(USATF), the national governing body for track and field, long distance running,
and race walking. Headquartered in Indianapolis, the organization has more than
90,000 members throughout the country.