The Student Effect
January 7, 2014
The key to assuring an activity is educational is to consider the effect on the student of every decision made. For example, what is the effect on a student who ...
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gets cut from the team?
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never gets in a game?
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never experiences a win, or never a loss?
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frequently hears vulgarity or profanity?
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is taught how not to get caught breaking a rule?
If one student’s participation is at the expense of another student’s self-esteem, whether opponent or teammate, we can’t justify the program. It’s not consistent with the educational mission of schools.
If we ridicule those who fail, or if we lavish too much praise on those who achieve, we can’t justify the program. It’s not educational athletics.
If we direct or pressure students to specialize in only athletics or non-athletic activities, or in just one sport or activity, we can’t justify the program. It’s not educational.
If we miss or misuse the teachable moments of school sports – split seconds of time and circumstance in which to teach values like commitment, discipline, integrity, hard work and teamwork, we can’t justify the program. It’s not educational.
We assure the program is educational when we consider the effect on the student and when we seize the positive purposes of teachable moments that permeate the program.
None of this means we can’t have rules that, when violated, remove the privilege of participation. And none of this means we cannot have teams with both starters and substitutes, and contests that determine wins and losses. It means that there are objectives that go much deeper and outcomes that go much further.
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.