The Essential AD
March 24, 2015
It’s the final week of the winter sports season.
If there is one time of the year when I hear it, and hear it again – that time is now when local school athletic administrators exhale deeply and admit they’re tired and need a break.
The winter season is long. Almost all the practices and contests are indoors, most sharing the same very limited spaces. Stormy weather wreaking havoc with schedules. Officials turning back games due to injury or fatigue.
Many of these administrators gathered last weekend at the annual conference of their professional organization, the Michigan Interscholastic Athletic Administrators Association, which is the best of its kind in the country, unmatched in its commitment to professional development for athletic directors, regardless of their years of service.
It often impresses and inspires me to observe athletic directors, at the time of their greatest fatigue, coming together to be energized with each other’s company and educated by each other’s ideas to improve local programs.
As societal changes cause school competitions to become more complicated and controversial, the case for the full-time, well-trained athletic administrator becomes even more compelling. School districts that cut corners on this essential staff member find only that the resulting problems are worse – even more complicated and more controversial.
This professional administrator is the essential foundation of a safe and sensible program worthy of the name “educational athletics.”
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.