We’ve Got This Right
March 1, 2013
This year's Super Bowl was an occasion for an unusual amount of commentary on the state of football safety, especially concussions.
One group called on state high school associations and football coaches associations to eliminate contact outside the defined interscholastic season. That would mean spring football practice, and during summer leagues and camps, and at all-star games.
Michigan is one of a large majority of states where schools do not allow spring football practice. Michigan is one of a minority of states where schools do not allow contact at summer camps, for which we are often criticized by out-of-state camp promoters. And Michigan is one of a smaller minority of states where schools prohibit students, coaches, officials and administrators from being involved in all-star games involving undergraduates.
While we are well ahead of the curve on out-of-season contact policies, we are in the mainstream of state high school associations studying what the appropriate limits should be on contact during early season football practice and throughout the remainder of the season. We have a task force that appears headed toward recommending that the Representative Council prescribe only one contact session per day during early season practice and only two contact practices per week after games begin.
There will be other ideas percolating and then simmering with these before any are proposed to the MHSAA Football Committee and Representative Council.
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.