A Hot Topic
July 10, 2012
It is a terrible irony that Georgia saw two of its high school football players die late last summer when it’s the Georgia High School Association that was providing us with the best information we’ve ever had about the risks of heat illness and death.
The deaths occurred in the third year of a thorough three-year study in Georgia that is reinforcing common sense. The study is confirming who is most at risk and when they’re most at risk.
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Who is most at risk? Linemen more than other players; underclassmen more than older players; those who have had the flu or similar sickness more than others.
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When are they most at risk? During the season’s first week more than the second. During the second practice of a double session day more than the first. During the second half of the second practice more than the first half, and, early in the morning when humidity is often highest.
It all makes perfect sense: the chubby 9th or 10th grader during the second half of the second practice during the first week of the season. And because it’s statistically predictable, heat illness is almost entirely preventable.
There is some danger here in over-generalizing and over-simplifying, but awareness of these tendencies will help coaches to schedule and administrators to legislate around high-risk scenarios. We expect both will be happening in Michigan.
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.