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Planning & Doing

January 31, 2012

One of the MHSAA’s counterpart organizations in another state recently asked to see the business plans of other statewide high school associations.  Some of the states supplied their detailed budgets, but most had nothing to offer.

Of course, a budget is a much different thing than a business plan.  A budget is built more on past performance, while a business plan looks more to the potential of future problems and opportunities.  A business plan is much more than numbers.

Since 2007 we’ve been using a “Mission Action Plan” (MAP) at the MHSAA.  It was developed to deal with the opportunities and obstacles of three powerful trends:  (1) growth of non-school youth sports programs; (2) expansion of educational alternatives to traditional neighborhood schools; and (3) proliferating technology.

While not a typical business plan or a classic “strategic plan,” the “MAP” has become increasingly useful to point the way for the MHSAA both in terms of program and finance.  The MAP states a single “Overarching Purpose;” it identifies four “Highest Priority Goals;” and it lists four multi-faceted “Current Strategic Emphases,” many of which have quantifiable performance targets, including financial goals.

Next to each Current Strategic Emphasis are two boxes.  The first is checked if we’ve gotten started, and the second is checked when we’ve completed the task or are operating at the level we had established as our goal.  At this point, every MAP strategy has been launched, but only a portion have earned the second checkmark.

Quite efficiently, the MAP keeps us both strategic and businesslike without the formality of purer forms of strategic or business plans.    

Baloney

January 27, 2015

When I was in high school and college I worked a different job each summer, usually looking for hard labor that would help prepare my body for the next football season, and each time confirming that it would not be my choice for lifetime employment. One summer I worked at a lumber yard and paper mill complex along the banks of the Wisconsin River.
Every day I ate lunch with the men who had made this their life’s work; and I grew in ways both positive and negative as I listened to their conversations and tales. We all brought our own lunch pails.
One day, one of the more veteran employees opened his lunchbox and flew into a rage. “I can’t believe it,” he exclaimed. “Baloney again! I hate baloney.”
Trying to calm him down, another worker said, “If you hate baloney so much, just ask your wife to make you something else.”
To which the complainer replied, “That won’t work. I make my own lunches,” which resulted in an uproar of laughter from the rest of us.
I thought of this incident recently as I was preparing to meet with constituents about the rules they most love to hate: policies relating to coach and player contact out of season. Those are our most criticized rules.
But it occurs to me, if we don’t like the sandwich we’re eating – out-of-season coaching rules – we should remember: we made them ourselves, and we can change them. In fact, no one is in a better position to do so than we are. And no one has a greater duty to do so than we have, if we really are in need of a new recipe.