Default Setting
January 25, 2012
In the computer world we’ve become accustomed to the “default setting,” a place our computer returns without any intervention on our part.
It is not too long a leap to apply this metaphor to school-based sports. To suggest that with major college and professional sports programs crashing with scandals and strikes, the safe setting in the world of sports is interscholastic athletics.
With the absence of gaudy glitz and glamour, school-based sports has reduced possibilities for “operator error.” It is almost as if school sports is fresh out of the box, pre-installed with policies and procedures that allow coaches and administrators to operate with a minimum of moves, motivations and messages.
I said during MHSAA Update Meetings last fall that our current theme is “cheap and simple” – that is, doing what we can to keep costs down and procedures simple during these days when school personnel have reduced resources, including time, to devote to school sports. Increasingly, I see the challenge as providing the MHSAA membership fresh from the box services. For example . . .
- This was the primary motivation for the MHSAA moving to online rules meetings for coaches and officials that has saved them countless hours and miles to fulfill their meeting requirements in recent years.
- This has been the primary motivation behind the digital broadcasting program by which member schools have a safe, reliable place for streaming school productions of both athletic and non-athletic events.
- This is the primary motivation for the ArbiterGame electronic management tools being developed for member high school athletic departments fully integrated with MHSAA policies, systems and data.
In a world of increasing costs and complexities, ours is a difficult challenge to keep things cheap and simple in school sports; but we’ll be trying.
Gut Check
October 18, 2016
After nearly eight years on the staff of the National Federation of State High school Associations, I accepted the challenge of leading an effort by a private business to consolidate the insurance needs of high school athletic associations and to control their coverages and costs through a self-insuring pool. My assigned goal was to assemble at least half of the 50 states in this fund. The need was so great at that time for comprehensive general liability and directors and officers insurance tailored to the unique needs of state high school athletic associations, that the group was quickly assembled and launched.
My time leading this effort was brief. In spite of the program's immediate success and continued growth, I became uncomfortable. The discomfort was born and grew in the fact that while I was out meeting with states, decisions were being made back at the home office that I was not involved with or aware of. I began to feel used ... my credibility was bringing in business, but changes were being made without my input; and I feared for my reputation. After a year of this, I resigned the position. That was 1981.
Nine years later, the companies' CEO was terminated when it was discovered that he used the construction of a company headquarters office to build himself a new house at the same time, burying his home construction costs into the books of the companies' capital expenses. Seven years after that, the companies' founder and namesake went to jail for operating from 1984 until at least 1993 what was determined to have been a Ponzi-like scheme.
I listened to my gut which, long before my head, knew something was not right. In fact, my gut seemed on alert well before things went wrong. This has happened at other crossroads and dozens of less dramatic moments in my professional and personal lives.
In this time of increasingly complex and difficult decisions, both personal and professional, the gut may be a good guide for us all.