Push “Pause”

January 24, 2014

No student has the right to participate in the voluntary competitive interscholastic athletic program sponsored and conducted at an MHSAA member school. In practical application, this means that all students are assumed to be ineligible for participation until they have earned the privilege of participation.

Students do this by demonstrating that they have met every prerequisite condition for participation which, at minimum, are the eligibility rules of Regulation I (for high schools) and Regulation III (for junior high/middle schools). A student must be eligible under every Section of Regulation I or Regulation III before he or she competes in a scrimmage or contest.

For example, every student who is new to a high school is presumed to be ineligible for interscholastic athletics. School administration must be certain that each student’s circumstances comply with one of the 15 automatic exceptions to the transfer rule’s requirement that new students must sit out approximately one semester.

If one of the exceptions explicitly applies, the student becomes eligible, provided he or she complies with all aspects of all other Sections of Regulation I: enrollment, age, physical exam, previous and current academic records, amateur and awards, etc.

That’s why we teach at in-service meetings for coaches and administrators, “If in doubt, sit ‘em out.” Wait for as much information as possible before entering any student into a scrimmage or contest. Very often a week or two pause before play will avoid a season of forfeits and a school year of frustration.

Values Trump Rules

November 19, 2013

The last two postings, which were about rules and rule-making, have quoted from how:  Why HOW We Do Anything Means Everything by Dov Seidman. The book deserves at least this additional commentary.

Mr. Seidman posits that in the modern world of hyperconnectivity and transparency (which he describes in detail), there is no such thing as “private” behavior. It’s all public and, therefore, how we do things is more important than what we do.

He states that to stand out in a positive way, an enterprise must “outbehave” the competition. And he says, such behaviors do not follow rules, they flow from values.

This means, according to Seidman, that effective leadership in this environment will be less about coercion (rules) and more about inspiration (values). Leaders will spend less time talking about the carrots and sticks of managing people, and more time focusing on “values and missions worthy of their commitment.”

It’s a shift from “task-based jobs” to “values-based missions;” a transformation from “command and control” to “connect and collaborate” leadership. “It’s a move from exerting power over people to generating waves through them.”

Instead of talking about organizations that are too big to fail, Seidman says we will have organizations “that are too sustainable to fail, too principled to fail, and too good to fail.”