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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.

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