Spitting in the Ocean
February 27, 2015
I laughed out loud when I read recently that the municipal government in Beijing, China was blaming outdoor grilling for the city’s increasingly dense smog and was banning cooking over outdoor fires.
Here is the earth’s most prolific polluter – China, and its state-run, Hell-bent-on-growth economy – telling the nice people of its capital city to stop spitting in the ocean of poison the Chinese government itself has created and still promotes.
The National Football League – whose GDP may be growing as rapidly as China’s – has acted in similar ways. Facing epidemic criticism for its handling of current and former players’ head injuries, the NFL pointed at youth football. Facing criticism for the brutality of its players toward women, the NFL prepared programs for adolescents and teens. It seems the fault is always someplace other than the NFL juggernaut.
But most times that I laugh at or criticize the blind eyes or bad faith of others, I pause to consider if we might sometimes act in similar ways. Might we be asking others to stop doing harm where we ourselves are doing more harm?
An extreme example could be that we criticize people for losing their minds at events when it is the MHSAA itself that sponsors and conducts the events of highest profile and importance ... although I will always argue that the most important events of educational athletics are the first ones – the first practices and games that introduce 7th, 8th and 9th graders to school-sponsored sports and shape their attitudes for years to come.
In any event, when any of us sees others act in ways we think are ridiculous, it would be good for all of us to then think about the ways we look ridiculous to others. And then consider if there are ways to change those perceptions.
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.