Official Treatment
March 7, 2014
A book I quoted in this space three times last November – How: Why HOW We Do Anything Means Everything by Dov Seidman – has me thinking about sports officiating.
One premise of the book is that the Internet era has made the world so transparent and connected that there is no such thing anymore as “private” behavior or a “minor” mistake. Everything can become a public matter – instantly. Anything can become a major problem – overnight. Worldwide.
So, when our local real estate agent, who officiates junior varsity basketball, misses a call that an invested spectator captures with his or her smart phone camera, and sends to his or her relatives and a local media outlet that night, there is no limit to where that video could appear by the next morning.
And while major college and professional officials may now receive four-figure fees to work under those conditions, officials at the junior high/middle school and high school levels – sometimes working for little more than gas money - wonder if it’s worth the hassle.
There are many obstacles to recruiting and retaining officials for school sports, including poor business practices by assigners and bad sportsmanship by coaches and spectators; but a significant factor not to be overlooked is the adverse potential of immediate worldwide criticism for a call that had to be made in the blink of an eye.
The human factor of sports is now subject to inhuman expectations. In an enterprise that strives for fairness, it appears that it’s the official who is being treated least fairly.
Shared Leadership
February 3, 2012
My introduction to high school athletic associations began when I was eight years old, when my father became the chief executive of the Wisconsin Interscholastic Athletic Association. I learned about the work around the dinner table, by tagging along to Dad’s office, and by attending tournaments or accompanying him to banquets where he spoke.
My understanding of high school athletic associations broadened and deepened during the nearly eight years I served on the staff of the National Federation of State High School Associations.
So, even before I began my tenure as the MHSAA’s executive director, the essence of the work was in my bones.
In my father’s time and during my early years here in Michigan, the leadership model of a high school athletic association office was top down. The chief executive generated or personally reviewed every piece of correspondence, and staff referred every important decision to the boss.
That leadership model is no longer practical, or even possible. Too much is happening on so many different fronts for the chief executive-oriented model to do anything other than slow progress and frustrate people (both within and outside the office).
For today and the foreseeable future, the leadership model must be flat and diversified. The chief executive must allow staff to gain expertise in a growing array of complicated topics and empower staff to execute freely. It is impossible for a single person to gain the knowledge or have the time to lead a progressive, service-oriented high school athletic association; and I’m blessed to have had an experienced and passionate MHSAA staff to share the leadership opportunities and responsibilities.