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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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New World, New Needs
October 3, 2017
The core of our current transfer rule was debated by a predecessor organization 20 years before the Michigan High School Athletic Association existed, in 1904. The MHSAA’s first handbook stated the rule in 1925: a one-semester wait to play after a change of schools, unless accompanied by a residential change by the student and parents or guardians. A one-semester wait, with one exception.
In 1971, the number of stated exceptions went from one to twelve.
It’s in 1981 when sentiment seemed to shift toward a harder line when the exception from a “broken home” approved by both school principals was toughened to require a completed divorce decree and a form signed by both principals and the MHSAA executive director.
When the transfer rule was adopted, the world was different than today. In 1904, 1925, 1971, even 1981, it was both a different society and youth sports landscape.
There were many more three-sport athletes then than today and many more three-sport coaches. There were many fewer non-school youth sports programs then than now, and many fewer nonfaculty coaches. And, of course, there was no school of choice.
Increasing year-round single-sport specialization by both students and coaches; ubiquitous specialized sports camps, clinics, trainers, travel teams and leagues – where both students and parents are making friends; more reliance on drop-in, nonfaculty coaches for school teams; and expanding open enrollment laws have combined to change our world.
And they combine to suggest the need for more changes in the MHSAA transfer rule.