The Limitation of Rules – Part 2
September 6, 2016
There may be an inverse relation between the length of the Michigan High School Athletic Association Handbook and the commitment to follow its rules.
There seems an increasingly popular attitude that if something isn’t specifically prohibited, then it’s permitted. The question is more often “Is it legal?” and less often “Is it right?” Technical integrity rather than ethical integrity.
There may not be more rule breakers today, but there sure seems to be more rule benders – people at the borders of what is allowed, testing limits.
Which leads to an even longer Handbook as efforts are made to plug the holes and fill the gaps.
Which is a temptation we must resist, for we cannot keep up. Like a dog chasing its tail, we’ll go in circles. Getting dizzy. Losing sense of what is important.
We were successful in that the 2016-17 MHSAA Handbook has the same number of Interpretations as the year before. A whopping 284 Interpretations. Our goal for 2017-18 should be fewer.
Leadership Impressions- #2 (Plugging Holes)
June 12, 2018
Almost every issue that affects youth is an issue that parents, politicians or the public is asking schools – and especially school sports – to solve.
Already consumed with efforts to promote participant health and safety in terms of heads, heat and hearts, our association is asked also to concentrate on mental health issues.
Having already addressed risks of tobacco, alcohol and performance-enhancing drugs, our association is asked also to campaign against opioid addiction.
State high school associations do not have the luxury to hire as many experienced people as they need to focus expertly on every topic that associations are asked to address.
The effect of this “person-power” shortage is to force the association’s executive director to be a utility player – an employee who can operate competently at many different positions, bringing time and prestige to the cause du jour.
Even the most forward thinking leader must be prepared to roll up sleeves and plug these holes in the team’s roster. This requires, again, that other staff be trusted to administer their assigned tasks without commanding the leader’s ongoing attention.