Permission to Disagree

February 17, 2015

An organization leader who is doing a good job works hard to provide the organization’s board of directors all the history and detail necessary to make good decisions. Questions and concerns are anticipated, and addressed in advance.
As a result of this good leadership, meetings usually run with efficiency, decisions are made without long discussions, and debate is infrequent and never contentious. Votes usually reflect unanimous agreement.
While these are traits of good organizational leadership, a tradition of great organizational dynamics is disagreement.
If the board is always in total agreement, then management is not bringing the board tough enough topics. The subjects are not serious enough. They are operational more than strategic; they are transactional, not transformational.
Among the current topics of school sports in Michigan are two upon which there is certain to be disagreement: (1) the role of 6th-graders in school sports and the MHSAA; and (2) out-of-season coaching rules. We see the lack of consensus at the local level and the league level and between different coaches associations. And we expect the Representative Council will lack unanimity if these topics ever arrive for the Council’s action.
These are large topics, worthy of our time because of the disagreement, not in spite of it.

“Tournacation”

February 9, 2018

Here is one of several gold nuggets from Tom Farrey, executive director of the Aspen Institute, in a piece commissioned by the British Broadcasting Company and published in late December.

A study by George Washington University found that what children wanted most from sport was the chance to play and to try their best, guided by a coach who respects them.

Of the 81 reasons they gave for why sports were fun, “winning” came 48th, “playing in tournaments” 63rd, and “traveling to new places to play” 73rd.

Children’s wishes, however, are not always put first, as parents compete to provide what they believe are the best opportunities.

In the U.S., for instance, there may be no better example of the state of play than the growth of the “tournacation,” a term merging “tournament” and “vacation.”

At one of the nation’s largest children’s football (soccer) tournaments, in rural New Jersey, a drone in flight is best positioned to see the scale of such an event.

Up there, you can see the 75 pristine pitches that will host more than 600 teams of children aged nine to 14, chasing shiny balls, in shiny uniforms.

The cars of thousands of parents mass at the playing fields’ edges.

A two-day event such as this is an opportunity for organizers to make serious money, in this case up to $1,250 per team.

That’s on top of travel and hotel costs of as much as $500 and the $3,000 or more many parents pay each year to their child’s club.

It is an industry built on the wallets of parents, and the chase for opportunities to play in college, perhaps with a scholarship.

What the drone can’t see is how many other children – those who aren’t early bloomers, or whose families don’t have the funds, or time, to take part – have fallen away from the game.

They are often unable to join the best teams, which have the best coaches, training environments, and access to college scouts.

Football (soccer) has declined among those left behind, with fewer children joining either local teams, or playing informal games in the park.

Since 2011, the number of six- to 17-year-olds who play football (soccer) regularly has fallen nine percent to 4.2 million, according to the Sports and Fitness Industry Association.

The number of children who touch a football (soccer ball) at least once a year, in any setting, was down 15 percent.

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