Unjustified
December 11, 2015
The MHSAA has taken some unjustified criticism about the last-minute cancellation or relocation of several boys basketball games scheduled for the University of Detroit-Mercy earlier this week.
Unjustified because we would have liked the event to have been successful for our schools involved and a venue (Calihan Hall) we use often for MHSAA events.
Unjustified because the failure to follow interstate sanctioning rules was not our fault.
Unjustified because those who were in charge failed to respond to several outreaches well in advance of the event that were intended to inform or remind the organizers to seek and obtain proper approvals.
Unjustified because those approvals are a required part of the sanctioning policies and procedures of the national organization to which we belong, and which applied as much to the out-of-state schools as to our own.
Unjustified because critics now blame the problem on travel distance restrictions, which was not the issue at all. The travel was well within the generous limitations that exist.
What was at issue was the requirement that interstate events that are sponsored or co-sponsored by entities other than member schools must have the prior approval of each of the state high school associations involved, as well as the approval of the National Federation of State High School Associations (NFHS). This flows from the original purpose of the NFHS which was to bring accountability to interstate events at the high school level operated by colleges and commercial organizations.
We expect our schools to follow established rules of their state association, and we try to model that expectation by following the rules that apply to the MHSAA within its national organization.
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.