Football’s Future
March 20, 2012
Many folks, including me, will too often focus on the destination more than the trip. More on results than process. The end more than the means.
This is epidemic in sports, on all levels. There’s so much focus on the postseason that it overshadows the regular season.
In contrast, in educational athletics, we are supposed to hold to the principle that opportunities for teaching and learning are as plentiful, maybe more so, in regular season as in tournaments, at subvarsity levels as at varsity, during practices as during games.
This disease affects football as much as any high school sport. There’s been too much focus on the end of the season – playoffs. Postseason tournaments have been the demise of many great Thanksgiving Day high school football classics across the country. Playoffs continue to ruin rivalries and collapse conferences nationwide.
And, disturbingly, the focus on the end of the season misses what is most wrong with football, and may be most threatening to its future. It’s practice. Specifically, what’s allowed during preseason practice and then at practice throughout the season.
We can predict that, in high school football’s future, two-a-day practices will be fewer, practice hours will be shorter and activities will be different. Among proposals we will be presented (and should seriously consider) will be:
If this all sounds silly or radical, remember that the NCAA and NFL are already making such changes. NFL players face contact in practice on only 14 days during a 17-week regular season. Meanwhile, many high school coaches have kids knocking heads and bruising bodies two to four days a week, all season long. Giving critics the impression that interscholastic football for teens is more brutal than the higher levels of football for grown men. Inviting interference from people who think they know better.
Actually, we know better; and we need to do better. Soon.
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.