A Game Changer
July 9, 2012
In the year 2000, fewer than 300,000 books were published in the United States. In 2010, more than a million were published.
This means that electronic media didn’t kill the book publishing industry, as some experts predicted. Quite the opposite. But electronic media surely changed the industry in several major ways, including:
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It democricized the industry – made it cheaper and easier for almost all of us to publish whatever we want, whenever we want, even if only our family and closest friends might read it.
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It dumbed down the industry. With almost everybody able to produce almost anything, the average quality of published works has plummeted.
The importance of these book industry statistics to us is that they point to what can and does happen in other aspects of life, including school sports. They provide evidence that sometimes what we think might crush us, only changes us. Causes us to do things differently – cheaper, faster or better and, sometimes, all three at once.
Some of us in school sports may, sometimes, curse electronic media; but many of the changes they have brought us are positive. Like officials registering online, receiving game assignments online and filing reports online. Like schools rating officials online; and online rules meetings for coaches and officials. Like schools scheduling games online, and spectators submitting scores online. Like the ArbiterGame scheduling program the MHSAA is now providing all its member high schools free of charge.
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.