Lacrosse Logic
March 6, 2012
Sometimes the administrators of school sports will be heard to say, “Is ours the only sport program that cares about kids’ well-being?” Or, “Are we the only folks willing to both make and enforce rules to protect the program and its participants?”
So, there are feelings of vindication and validation when we read about other sports programs which see and do some things somewhat our way. And it appears US Lacrosse is one of those groups. Here’s some of what is included in its Oct. 30, 2011 Position Statement: “Boys’ and Girls’ Youth Lacrosse Participation Recommendations.”
“1. Athletes at all level of play should have 1-2 days off per week from competitive athletics and training to allow for recovery.“2. Athletes at the U-9, U-11, U-13 and U-15 level should have at least 2-3 months away from sport specific training and competition during the year.“3. Athletes at the U-9, U-11, U-13 and U-15 level should play on only one lacrosse team during a season. If an athlete is playing on more than one team in the same season, they should not participate for more than 16-20 hours per week.”“6. Encourage participation in multiple sports throughout the year and avoid sports specialization before the U-15 age group (high school). Those athletes who choose to specialize in the sport of lacrosse in high school will need to take extra precaution with regard to overuse injuries and burnout. While there may be potential benefits to extra training, the risks of becoming one-dimensional at a young age needs to be evaluated on a seasonal basis. Furthermore, specialization does not guarantee improved play or college acceptance and only an estimated 5 percent of high school senior athletes progress to play some form of collegiate sports. Some researchers believe there is a benefit to multiple sport participation throughout high school.”
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.