Our Narrative
November 21, 2011
Thomas Friedman – author of The World is Flat, From Beruit to Jerusalem and Hot, Flat and Crowded, among other major works – has a gift for converting complicated topics into moving narratives. So I took note, during President Obama’s second year in office when, in a New York Times column, Mr. Friedman took the President to task for a communication gap.
Friedman wrote that the President doesn’t have a communications problem per se (in fact, he’s been one of our nation’s more articulate chief executives), and he has a good grasp of facts on many subjects.
What he has, according to Friedman, is a narrative problem. “He has not tied all his programs into a single narrative that shows the links between his health care, banking, economic, energy, education and foreign policies.” Without this, wrote Friedman, people do not see these are all “building blocks of a great national project.”
Regardless of one’s opinion of Mr. Obama as President and Mr. Friedman as pundit, those responsible for school sports should pause over this observation or opinion; should stop to consider how all the projects and programs we contemplate either do or do not help us tell the story of educational athletics in Michigan.
The narrative for school sports can be compelling. When and where programs maximize participation and promote high standards of eligibility, conduct and care; when and where programs demonstrate quality coaching and officiating; and when and where it can be demonstrated that the programs are not merely compatible with the educational mission of the school but actually improve attendance, raise GPAs and increase graduation rates; then and there we have a coordinated and convincing narrative.
Projects and programs that produce and promote these results will be the kind of building blocks that tell our story and should generate popular support for many more years to come.
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.