The Rules We Use
February 9, 2016
The MHSAA Handbook of 90 years ago consisted of merely 21 pages, a diminutive 3½ x 6 inches in size.
The proposals for just the changes in the Handbook for 2016-17 require almost as many words as the entire Handbook of 1925-26.
The Handbook has grown to 130 full-sized, 8½ x 11-inch pages not just because we serve more sports and students than 90 years ago. It also grows because life is much more complicated. Society, schools and sports have much broader concerns today.
Every policy described in the current Handbook got there as a response to people wanting more rules or recommendations – sometimes to treat students better and other times to promote competitive equity, both of which are worthy objectives and should continue to be the rationale for proposals.
Occasionally I hear my colleagues in other states say we need to modernize our rules, to be sure we are not trying to apply 20th century rules to 21st century problems. I don’t disagree with that populist refrain.
However, before any rule is removed, those in charge must ask and answer: “How will school sports look without this rule? Will the problem this rule was created to solve return if we remove the rule? Will doing so create even worse problems?”
Rarely has the adoption of a new rule by our organization been a mistake. I cannot say the same for the removal of rules.
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.