Deepening Appreciation

May 15, 2012

The first phase of ArbiterGame launches May 23.

The creation of these electronic athletic department administrative tools, tailor-made for Michigan high schools and fully integrated with MHSAA policies and procedures, is bridging most of whatever remaining gap that may exist in the MHSAA leadership’s understanding of and appreciation for the job of its member school athletic administrators and their support staff.

The MHSAA is in partnership with ArbiterSports to create the tools; and at each step of design and deployment, MHSAA staff are consulting with local athletic directors.  MHSAA staff have been engaged in training to help answer user questions from athletic administrators and secretaries.  There have been more hours than we can count when our staff has listened to athletic administrators talk about details of their tasks, and even more hours when our staff has talked about how we best respond to even the smallest details.

The process is helping MHSAA staff appreciate the long list of duties required for every athletic event for every level of every sport.  Never before have MHSAA staff talked so much about local scheduling of practices, games, facilities, transportation, workers and officials.  Never have we had a deeper and broader appreciation for all that is required – day after day, week after week, season after season.

As we develop administrative tools to ease the local school administrative burden, we deepen our understanding of the work in which local administrators are engaged.  We started this project to respond to athletic directors’ urgent requests to solve the problems of inadequate scheduling products and related support services from commercial vendors.  An unanticipated benefit has been to enhance our knowledge of their daily duties.  And we will be much better for it.

Permission to Disagree

February 17, 2015

An organization leader who is doing a good job works hard to provide the organization’s board of directors all the history and detail necessary to make good decisions. Questions and concerns are anticipated, and addressed in advance.
As a result of this good leadership, meetings usually run with efficiency, decisions are made without long discussions, and debate is infrequent and never contentious. Votes usually reflect unanimous agreement.
While these are traits of good organizational leadership, a tradition of great organizational dynamics is disagreement.
If the board is always in total agreement, then management is not bringing the board tough enough topics. The subjects are not serious enough. They are operational more than strategic; they are transactional, not transformational.
Among the current topics of school sports in Michigan are two upon which there is certain to be disagreement: (1) the role of 6th-graders in school sports and the MHSAA; and (2) out-of-season coaching rules. We see the lack of consensus at the local level and the league level and between different coaches associations. And we expect the Representative Council will lack unanimity if these topics ever arrive for the Council’s action.
These are large topics, worthy of our time because of the disagreement, not in spite of it.