Health and Safety A, B, Cs
August 18, 2015
At a recent staff meeting I asked those who had attended the annual summer meeting of the National Federation of State High School Associations to report their most prominent impression. One person said, and the others agreed, that almost every session and every topic eventually turned to health and safety.
Indeed, that is the filter through which we determine priorities, the lens through which we view every problem, and the scale on which we weigh every decision ... now more than ever.
This mindset is not the result of epidemic dangers in school sports, but because the limitless reporting of isolated incidents has created the impression that school sports is dangerous.
In fact, these are the healthiest times ever to be a high school athlete. Never have we known more and done more to improve every aspect of the experience. Give me any letter of the alphabet, and I can give you a positive progress report: A – Acclimatization policies; B – Bat standards; C – CPR requirement ... and so on.
Often our impressive progress is used against us. Make an improvement and someone is sure to spout off: “See? It isn’t safe. We need to ban it or at least remove sports from schools.”
This is why we usually pair program improvements with promotions to re-emphasize the value and values of school sports for students, schools and society, and the impressive health and safety record of school-sponsored sports.
Click “Health & Safety” for a comprehensive review of what’s going on.
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.