The Boomerang Effect
March 6, 2013
The image of football on all levels, and the future of football at the youth level, are both worse off today as a result of the NFL’s recent years’ public relations and political campaigns.
The constant barrage of negative publicity about youth football as the NFL advanced its agenda to pass concussion legislation in all 50 states has, to levels not seen before, kicked off the concerns of moms and dads and the media nationwide. In state after state, kids with concussions have been paraded before state legislators, in the company of NFL staff. The NFL has administered a self-inflicted wound, shot itself in the foot, and made FOOTBALL the face of America’s youth sports concussion problem. How the NFL brain trust ever thought this would promote the game of football in America is a wonder.
School-based football today has no greater obstacle to promoting a safe game than the NFL. No brand of football captures the game’s brutal aspects for video more than the NFL. No brand of football celebrates it more. No brand of football CAPITALIZES on it more – so much so that the NFL can donate several million dollars to youth football to buff its “caring” conscience, when in fact it’s a miniscule portion of its multi-billion-dollar business.
Moreover, one of the NFL’s favorite groups for its self-promoted “philanthropy” is USA Football which promotes itself as the national governing body for amateur football in America. One of USA Football’s initiatives is an international championship for high school players, which of course means more hitting out of season for these players. The very activity the experts are telling us to reduce – out-of-season contact – is being promoted by this NFL underwritten organization! And WE get criticized as being against the promotion of football in America when we don’t go along with this backward thinking?
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.