Raising Expectations for Preparedness
February 15, 2013
Over the next four years we will be exploring for and implementing what we hope are both effective and practical means of raising expectations for coaches preparedness. Three avenues are on our map at this time:
First, it is proposed that by school year 2014-15, all MHSAA member high schools will be required to certify that all assistant and subvarsity coaches at the high school level complete the same online rules meeting (with health and safety component) that is required of head coaches or they must complete one of the free online sports safety courses posted on or linked to MHSAA.com.
Second, it is proposed that by 2015-16, MHSAA member high schools will be required to certify that all of their varsity head coaches have a valid CPR certification prior to their second year of coaching at any MHSAA member school.
Third, it is proposed that by 2016-17, all varsity head coaches of MHSAA member high school teams have completed either Level 1 or Level 2 of the MHSAA Coaches Advancement Program prior to their third year of coaching at any MHSAA member high school. The MHSAA is preparing to subsidize some of the course cost for every coach who completes Level 1 or 2.
Together, these changes will move Michigan from one of the states of fewest coaching requirements to a position consistent with the “best practices” for minimizing risk in school sports and providing students a healthy experience.
The MHSAA Representative Council has not yet scheduled a vote on these proposals.
Holding Back
February 24, 2015
I wrote last week in this space about the positive place for disagreement in organizations; and I held back on pushing the topic a bit further.
Sometimes an organization leader has to hold back. Sometimes the leader needs to recognize that the organization has more disagreement than it can handle and that taking on another topic for which much disagreement is likely would be like drinking from a fire hose.
In Leadership on the Line (HBS, 2002), authors Ronald Heifetz and Marty Linsky write that “leadership requires disturbing people – but at a rate they can absorb.”
Heifetz and Linsky describe the need to “orchestrate the conflict” in four steps:
- “Create a holding environment” – a safe place to interact.
- “Control the temperature” – turn the heat up to get people’s attention, and turn it down for them to cool off or to catch up.
- “Set the pace” – not too fast that we leave too many people behind; not too slow that we lose the vision and momentum.
- “Show the future” – remind people of the “orienting value” – that is, the positive reason to go through all the negative rancor.