Soccer for Schools
January 22, 2016
International soccer has provided me the greatest experience I’ve ever had as a sports spectator. Watching the Boca Juniors come back to win 2-1 in overtime in their historic stadium in Buenos Aires in November 2013 provided me an almost out-of-body experience as the home team fans, decked out in blue and yellow and waving flags, sang their way through the lows and dramatic highs of this match.
Soccer has been called “the beautiful game.” But of course, beauty is in the eye of the beholder; and not all sports fans see beauty in a game that, at its highest levels, has so little scoring and so much flopping, and only one person knows how much time remains in the game. And of course, the sport has been supervised at the highest levels by individuals so corrupt that they make the recent scandals of this nation’s Amateur Athletic Union leadership seem like child’s play.
Soccer is a global game, and we – at the high school level – are not going to change the game at its highest level in the U.S. I don’t really care. I just want a more appropriate game for the interscholastic level.
We already have altered the global game’s substitution rules for the interscholastic level to promote greater participation and player safety. And we use a scoreboard that lets teams and spectators know how much time remains in each half.
To promote more safety, we could implement a football style practice policy that limits the number of practices when heading the ball can occur to one per day during the preseason and to two per week during the regular season.
To promote more scoring, we could implement a basketball style “over-and-back” rule at the midfield line, and also by prohibiting defenders from playing the ball to their own goalkeepers.
The beautiful game has imperfections – at least for our purposes – which we have corrected for our needs in the past and we can do more of in the future without challenging the global juggernaut that soccer has become.
Gut Check
October 18, 2016
After nearly eight years on the staff of the National Federation of State High school Associations, I accepted the challenge of leading an effort by a private business to consolidate the insurance needs of high school athletic associations and to control their coverages and costs through a self-insuring pool. My assigned goal was to assemble at least half of the 50 states in this fund. The need was so great at that time for comprehensive general liability and directors and officers insurance tailored to the unique needs of state high school athletic associations, that the group was quickly assembled and launched.
My time leading this effort was brief. In spite of the program's immediate success and continued growth, I became uncomfortable. The discomfort was born and grew in the fact that while I was out meeting with states, decisions were being made back at the home office that I was not involved with or aware of. I began to feel used ... my credibility was bringing in business, but changes were being made without my input; and I feared for my reputation. After a year of this, I resigned the position. That was 1981.
Nine years later, the companies' CEO was terminated when it was discovered that he used the construction of a company headquarters office to build himself a new house at the same time, burying his home construction costs into the books of the companies' capital expenses. Seven years after that, the companies' founder and namesake went to jail for operating from 1984 until at least 1993 what was determined to have been a Ponzi-like scheme.
I listened to my gut which, long before my head, knew something was not right. In fact, my gut seemed on alert well before things went wrong. This has happened at other crossroads and dozens of less dramatic moments in my professional and personal lives.
In this time of increasingly complex and difficult decisions, both personal and professional, the gut may be a good guide for us all.