League Leadership
February 15, 2014
This past Wednesday, we convened for the 28th year the leadership of the various high school leagues and conferences across Michigan. Our purpose is to provide a “heads-up” and stimulate feedback on many of the proposals heading to the MHSAA Representative Council in March or May.
Each of the substantive changes in Handbook regulations is presented. Every MHSAA committee recommendation to the Council is detailed.
This year’s higher profile topics are proposed changes in undue influence penalties, international student eligibility requirements, increasing requirements for coaches, new football practice policies to improve acclimatization and reduce head contact, and enhanced standards for officials assigners. A progress report on a year-long look at junior high/middle school policies was provided, and the athletic related transfer rule that takes full effect in August was reviewed.
The MHSAA asks the league leaders to provide written and/or oral reports to their league members and to relay reactions to MHSAA staff prior to the Council’s March and May meetings.
Of course, what we’re asking is a very small part of the important role that leagues and conferences have in the life of school sports. For most schools, leagues provide the core schedule for regular-season contests. They nurture healthy local rivalries in a competitive arena and provide opportunities for students to interact outside the arena during programs that promote student leadership and sportsmanship.
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.