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A Different League
December 30, 2016
Less than two years after The Palace of Auburn Hills completed $40 million of improvements to an already magnificent facility, there is serious talk of bulldozing The Palace to the ground after the NBA's Pistons bolt for downtown Detroit,
I once bought an IBM 360 mainframe computer for the Michigan High School Athletic Association office that was out of date within 12 months; and I felt terrible about it. But it was a modest amount and we did it with our own money. What is happening in Auburn Hills is, quite literally, in an entirely different league.
These developments may affect the MHSAA which has conducted one of its largest and most prestigious events – the Individual Wrestling Finals – at The Palace since 2002, and has a contract for this event through 2019. The tournament involves about 1,000 student-athletes each March.
I confess that it is difficult for an organization grounded in never-changing values to react well to the ever- and fast-changing landscape created by professional sports and major college football and basketball in their insatiable pursuits of revenue. We must, of course, and very carefully; but it's maddening.
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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.