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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.
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Football's Status
June 16, 2017
Football has enjoyed a status within our schools that is unmatched by any other sport.
It attracts more participants than any other interscholastic sport.
Unlike many other sports (think especially of ice hockey, lacrosse and soccer), football began in the high school setting and was not imported from community programs.
And until the past decade, football has not had to cope with out-of-season programs run by non-school groups and commercial entities that are so troublesome – think especially of basketball, ice hockey, soccer and volleyball, but really all sports except football, until recent years.
The growth of 7-on-7 passing leagues and tournaments is the most obvious concern as commercial interests move in to profit from a mostly unregulated summer environment, as began to occur in basketball 30 years ago and has spread to many other sports since.
The Olympic movement has fueled some of this as national governing bodies have engineered programs for younger athletes in efforts to increase medal counts on which the U.S. Olympic Committee bases funding.
The quixotic pursuit of college scholarships is another powerful stimulant; and while the NCAA could have banned its coaches from recruiting away from school venues, it has not done so; and non-school entities have begun to tailor their events toward convenient although costly recruiting venues.
We can expect these events to spread like an invasive species through football unless, learning from the past, the NCAA makes these events off-limits to its coaches, and/or organizations like ours across the country will not only regulate but also conduct programs during the summer.