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Money, Money Everywhere, But ...

June 23, 2016

Weather-watchers will often complain that there is too little rain where it’s needed, and too much rain where it is not.

I feel the same way about money and sports – too little money where it’s needed, and too much money where it is not.

While physical education is being eliminated in elementary schools and interscholastic athletics are being gutted in junior high/middle schools and high schools, college sports are awash in extravagant new revenue from broadcasting and merchandising rights. For example ...

The athletic departments of UCLA, Ohio State, California, Notre Dame and Wisconsin will receive more than $1 billion combined from Under Armour over the next 15 years. The University of Michigan has announced a 15-year, $169 million deal with Nike. Michigan State University has a multimedia rights deal pending with Fox Sports worth $150 million over 15 years. Both Michigan and MSU will benefit richly from what is likely to be a new $440 million per year package with the Big Ten Network.

Meanwhile, for lack of funds, schools reduce or eliminate physical activity from the school and after-school curricula. Inactivity rates soar, as do childhood obesity rates, as do medical expenses to treat obesity-related illnesses in adults.

In sports as in most other aspects of American society, ours is a free-market system that allows the rich to get richer, with little regard for the consequences. It’s a system that invites misplaced priorities. Of celebrity more than substance. Of immediate gratification over investing in the long-term health of a nation and its people.

In Others’ Words

August 22, 2014

I’ve read and heard multiple times – so I’ve come to believe it’s at least partly true – that one of the techniques that marketing departments or agencies use when developing campaigns to promote a product or service is to look at it from the consumer’s, customer’s or client’s perspective.

The point is often brought home that if management would use this technique as much as marketers, then management would be more effective and would label itself, rather than marketers, as the “creative team.” It chafes me to hear a CEO say he or she wants to know what “creative” has to say about a sponsorship initiative before the CEO will offer an opinion.

Thinking about what our customers want doesn’t require that leaders suspend their personal beliefs or reverse experience-based opinions. It merely asks that we look at things from a different and sometimes even opposite point of view. And to be truly revealing, it asks that we try to put into words where other people stand on a particular topic.

It asks us to actually try to describe what our customers see from where they stand and what they say they want. For example, in our work, it would ask administrators to think about and actually describe what coaches want, and vice versa. And it asks both coaches and administrators to think about and put into their own words what student-athletes want, and what their parents want.

This has been an ongoing part of my life, provoked I suppose by my marriage of 42 years to a woman whose political views often point 180 degrees from my own. And this approach has been especially enlightening on school sports’ most troublesome topics, some of which we are tackling at this time, like ...

  • Out-of-season coaching rules
  • Junior high/middle school programming
  • Health and safety mandates