If Not Now, When?
October 2, 2012
The greatest disappointments I experience in the administration of educational athletics are when I observe the program miss the opportunity to educate students in ways that will instill positive character traits. It happens in little ways every day; and sometimes it happens in really big ways when we fail to require people to accept the consequences of their actions.
During and immediately following a Regional Tennis match several years ago, a student displayed the kind of sportsmanship that offended everyone’s sense of appropriate behavior. There was no question he behaved badly, although the student and parents had many excuses for the behavior.
While the player was not disqualified at the time, his coach, athletic director and principal agreed the player should be withheld from the Final tournament, consistent with suspensions applied to other students in other sports at other times. The parents appealed the decision and the central office overturned the building level decision because “missing the Final tournament was too severe a penalty.” If it had been a regular-season contest, not the MHSAA Finals, the student would have been suspended.
So, what’s the lesson here? There are consequences for inappropriate behavior so long as it’s not an important event for the student and school. What kind of lesson is that?
And what a problem! For this lesson teaches that exceptions will be made for better players and bigger events, that standards of acceptable behavior are related to the persistence of the parents and the prestige of the competition.
The problem is that if people are not held accountable for their behavior in high school athletics, whenever will they? The problem is that if people are not held accountable for their acts – i.e., fail to develop character – a world going bad is going to get there faster.
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.