Risks & Rewards
May 7, 2012
When my terrific son was a college student, I suggested he get into sports officiating. You know, to earn some money, stay involved in sports, keep in shape. His response was “No. It’s not worth the hassle.” He didn’t want to subject himself to being criticized, heckled and second-guessed; and I couldn’t blame him.
Which told me then (and I’m reminded often) that sports officials are risk-takers. Men and women willing to step out and step up.
The best officials make the toughest calls at the tightest times in the competition. They’re risk-takers in ways mere spectators are not.
And in this so-called “modern world,” where people can sit comfortably at home and comment irritably on everything, and fans can text, tweet and transmit videos instantly, it has never taken more courage to be a sports official than it does today.
Tomorrow evening, for the 33rd consecutive year, the MHSAA hosts a banquet that honors our most veteran MHSAA registered officials. Officials who have reached the 20-, 30-, 40-, 45- and 50-year service milestones will be recognized; and Rockford’s Lyle Berry will receive the Vern L. Norris Award for a lifetime of grassroots contributions to high school sports officiating in Michigan.
It is one of the rare occasions when we ask officials, referees and judges to step out of the background and into the spotlight. Without any risk.
Planning & Doing
January 31, 2012
One of the MHSAA’s counterpart organizations in another state recently asked to see the business plans of other statewide high school associations. Some of the states supplied their detailed budgets, but most had nothing to offer.
Of course, a budget is a much different thing than a business plan. A budget is built more on past performance, while a business plan looks more to the potential of future problems and opportunities. A business plan is much more than numbers.
Since 2007 we’ve been using a “Mission Action Plan” (MAP) at the MHSAA. It was developed to deal with the opportunities and obstacles of three powerful trends: (1) growth of non-school youth sports programs; (2) expansion of educational alternatives to traditional neighborhood schools; and (3) proliferating technology.
While not a typical business plan or a classic “strategic plan,” the “MAP” has become increasingly useful to point the way for the MHSAA both in terms of program and finance. The MAP states a single “Overarching Purpose;” it identifies four “Highest Priority Goals;” and it lists four multi-faceted “Current Strategic Emphases,” many of which have quantifiable performance targets, including financial goals.
Next to each Current Strategic Emphasis are two boxes. The first is checked if we’ve gotten started, and the second is checked when we’ve completed the task or are operating at the level we had established as our goal. At this point, every MAP strategy has been launched, but only a portion have earned the second checkmark.
Quite efficiently, the MAP keeps us both strategic and businesslike without the formality of purer forms of strategic or business plans.