Four Thrusts for Four Years
February 12, 2013
“Four thrusts for four years.” That’s the phrase we’re using to keep us focused and, we hope, effective in addressing some of the most pressing health and safety issues of school sports. The four emphases are:
- Require more initial and ongoing sports safety training for more coaches.
- Implement heat and humidity management policies at all schools for all sports.
- Revise practice policies generally, but especially for early in the fall season.
- Modify game rules to reduce the frequency of the most dangerous play situations, and to reduce head trauma.
Each of these thrusts will be briefly addressed in my next four postings, and we will use the breadth and depth of our constituency to search for best practices and earn their approval throughout our rank and file. There will be many requests for the MHSAA to do other health and safety related things; but we believe if we keep the focus on these four thrusts for four years, we can do the most good most quickly for the most students
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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.