Logo
Second Half by MHSAA

Outside View

October 4, 2011

Steve Jobs’ departure from Apple and then his death on Oct. 5 has caused just about every newspaper and business and technology magazine and online newsletter to provide its take on what Jobs meant to Apple, and to the world we live in.

Among the analyses I’ve read that could be most helpful to those in leadership of school sports is that of Cliff Kuang, before Jobs' death, in the October 2011 issue of Fast Company.  In “What Steve Jobs Can Still Teach Us,” Kuang comments on Jobs’ “ability to see a company from the outside, rather than inside as a line manager.”

Over his career, observes Kuang, “He (Jobs) became less enamored of tech for tech’s sake.  He blossomed into a user-experience savant.”  He took the “outside view of a user.”  Ultimately for Jobs, “usability was more important than capability.”

I suspect it would do us all well to take the same approach to school sports at the local and state levels; that is, to keep thinking about how the programs appear from the outside.  How they appear to the end-user.

It’s all well and good that our rules are correct in their philosophy; but if they don’t make sense to end-users or don’t work in practical application, we may have problems.  Same is true for our events, and for our technology.

It is impossible to expect complete understanding of all the policies and procedures of school sports or to avoid all controversy when the competing interests of partisans are involved as is the case in athletics.  Remembering, therefore, that the task is not to please but to serve is a necessary mindset, because service in this work often means saying “No” or citing violations and requiring forfeits.

But even as we do these necessary but unpleasant things, which we know in advance will not be universally understood and supported, it is good to be mindful of how it all looks from the outside.  It is most important that those in the necessary positions of doing these things be professional and consistent, with a steadfast commitment to apply policies and procedures uniformly.  When people view the organization from the outside, even if they don’t fully understand or agree with a decision, they must see that each rule is applied identically to every school, without favoritism, and that rules are not just made up as we go along to relieve a pressure point or grease a squeaky wheel.

Continuous Work

July 6, 2015

Since we posted the blog below on May 16, 2014, we have observed that major portions of the NCAA’s sanctions of Penn State have been overturned for being beyond the authority that member institutions have given the NCAA. This reminds us of the need to have our own organization continuously working on rules and penalties, and the authority to make and enforce such rules and penalties, that may become necessary in the future for the ever-growing range of issues we confront in school sport.
We take no comfort when leaders of sports on other levels get embroiled in controversy; but we do try to learn from those situations.
For example, we watched very closely in 2012 how the National Collegiate Athletic Association responded fast and with force to the horrific sex abuse scandal at Penn State. The NCAA may have ignored its prescribed due process and exceeded its penalty authority, winning mostly praise from the public; but now the NCAA is mired in litigation over the legality of its swift and severe actions.
We are currently observing what could be a similar scenario for the National Basketball Association. Its commissioner moved quickly to impose a lifetime ban and other sanctions after racist public statements by an NBA team owner. While most people have praised the speed and severity of the commissioner’s actions, some people note that the recent racist remarks were not something new for this owner and the unprecedented penalties may be the subject of a lifetime of litigation.
The lesson of these situations for leaders in other places and on other levels is to be especially cautious about using power in popular ways. No matter how horrible the transgression, no matter how angry it makes you personally, follow the established rules of procedure and keep within the limits of your explicit authority.
I confess that this can be frustrating and that I have sometimes felt paralysis more than power when performing the role as MHSAA investigator and penalizer. But some of that frustration may be my own fault. If such frustrations are too common, we should be reworking the organization’s Constitution and rules, with the members’ agreement, to streamline process and strengthen penalties.
Significant steps in this direction have been occurring. For example, in May of 2013, the Representative Council adopted the athletic-related transfer rule; and on May 4, 2014, the Council increased the maximum penalty for undue influence from one year to four years for both students and adults.