Coaching Advancement
March 21, 2014
Over the past nine months we have marched down the field in our effort to enhance the health and safety preparation of those who coach school sports. There have been two big plays during this offensive drive.
Last May, the Representative Council adopted the requirement beginning in 2014-15 that all assistant and subvarsity high school coaches must complete the same rules/risk management session as high school varsity head coaches, or, in the alternative, complete one of several free, online health and safety programs posted for this purpose on MHSAA.com.
Last December, the Council adopted the requirement beginning in 2015-16 that all high school varsity head coaches must have current certification in CPR.
It’s my hope that we will not fumble now that we’re in the red zone, that we won’t drop the ball before crossing the goal line on this current health and safety drive focusing on enhanced preparation of coaches.
The next play the Representative Council is considering is to require that all persons hired for the first time at any MHSAA member high school as a varsity level head coach must have completed the Coaches Advancement Program Level 1 or 2.
More than 10,000 people already have done so; and other people who want to be high school varsity head coaches have more than two years to complete this requirement.
Finishing this drive won’t put Michigan’s high school coaching standards at the head of the class; but it will keep us in the classroom of best practices for coaches education. The standard of care is advancing nationwide and on all levels of sports.
Values Trump Rules
November 19, 2013
The last two postings, which were about rules and rule-making, have quoted from how: Why HOW We Do Anything Means Everything by Dov Seidman. The book deserves at least this additional commentary.
Mr. Seidman posits that in the modern world of hyperconnectivity and transparency (which he describes in detail), there is no such thing as “private” behavior. It’s all public and, therefore, how we do things is more important than what we do.
He states that to stand out in a positive way, an enterprise must “outbehave” the competition. And he says, such behaviors do not follow rules, they flow from values.
This means, according to Seidman, that effective leadership in this environment will be less about coercion (rules) and more about inspiration (values). Leaders will spend less time talking about the carrots and sticks of managing people, and more time focusing on “values and missions worthy of their commitment.”
It’s a shift from “task-based jobs” to “values-based missions;” a transformation from “command and control” to “connect and collaborate” leadership. “It’s a move from exerting power over people to generating waves through them.”
Instead of talking about organizations that are too big to fail, Seidman says we will have organizations “that are too sustainable to fail, too principled to fail, and too good to fail.”