The Off-Season
August 20, 2013
“If you take the summer off, you might have some muscle memory left, but you’re not going to be in the same shape.” That’s what Pam Allyn, director of LitWorld, a nonprofit organization promoting literacy, told Associated Press writer Philip Elliott for a recent story focusing on innovative ways to avoid the “brain drain” during summer vacations.
This gets to the heart of two points the MHSAA has been making.
First, the State of Michigan should stop penalizing public schools that want to begin academic classes prior to the Tuesday after Labor Day. Whether it’s a week, a month or longer, there should be incentives, not penalties, for doing more of what’s needed – providing more time on task.
Second, even for extracurricular sports, where programs begin before classes start in the fall and often extend beyond the end of classes in the spring, there is a need to rethink the summer months. Students need to stay active in a variety of activities during the summer to stay more fit, to help to enhance their acclimatization during early season practices in August and prevent injuries throughout the season.
From a sports perspective, the best summertime investments are to focus on strength and conditioning more than travel teams and tournaments, on variety more than specialization, and on engagement with friends who make the time fun. These are the elements of the “Prep Rally” promotion you can read about here.
Gut Check
October 18, 2016
After nearly eight years on the staff of the National Federation of State High school Associations, I accepted the challenge of leading an effort by a private business to consolidate the insurance needs of high school athletic associations and to control their coverages and costs through a self-insuring pool. My assigned goal was to assemble at least half of the 50 states in this fund. The need was so great at that time for comprehensive general liability and directors and officers insurance tailored to the unique needs of state high school athletic associations, that the group was quickly assembled and launched.
My time leading this effort was brief. In spite of the program's immediate success and continued growth, I became uncomfortable. The discomfort was born and grew in the fact that while I was out meeting with states, decisions were being made back at the home office that I was not involved with or aware of. I began to feel used ... my credibility was bringing in business, but changes were being made without my input; and I feared for my reputation. After a year of this, I resigned the position. That was 1981.
Nine years later, the companies' CEO was terminated when it was discovered that he used the construction of a company headquarters office to build himself a new house at the same time, burying his home construction costs into the books of the companies' capital expenses. Seven years after that, the companies' founder and namesake went to jail for operating from 1984 until at least 1993 what was determined to have been a Ponzi-like scheme.
I listened to my gut which, long before my head, knew something was not right. In fact, my gut seemed on alert well before things went wrong. This has happened at other crossroads and dozens of less dramatic moments in my professional and personal lives.
In this time of increasingly complex and difficult decisions, both personal and professional, the gut may be a good guide for us all.