The last soldier has fallen. The last perfect NCAA Men's College Basketball tournament bracket-at least, the last to enter Warren Buffett's contest that offered one billion dollars to anyone who could pick every March Madness winner-went belly-up yesterday when Syracuse lost to Dayton. It's not really a big deal; the odds of having a flawless bracket are, according to Harvard mathematicians, about 9.2 quintillion to one (that's 9.2 followed by eighteen zeros). You have a better chance of winning Powerball six weeks in a row.
What's more interesting is the question of whether or not the NCAA Tournament is more or less enjoyable when we have a vested interest. On one hand, being invested in something makes us pay closer attention to details and outcomes. On the other, it's precisely the possibility of a college like Dayton beating powerhouse Syracuse that makes March Madness so thrilling. The games aren't played on bracket charts, and a top seed guarantees nothing. You've got to go out and put the ball through the hoop.
In our organizations, we're confronted with the same question: how do we balance predictability and control with the potential for exciting surprises? More to the point, how do we, as leaders, keep letting our assumptions about anyone's abilities limit their potential to do great things? Dayton was a number eleven seed; odds makers gave them little chance against Syracuse. But they won. We owe it to our people and ourselves to keep searching for that delicate balance between safe structure and unpredictable possibility that can produce a Cinderella story.
Who in your organization has Cinderella potential?