Shortcomings
April 1, 2014
A student was badly hurt in an Ice Hockey Regional Tournament game last season. A split second after dropping the puck to a teammate, and still looking in that direction, this player received the shoulder of an opposing player just seconds after coming on the ice as a legal substitute. The hit did not appear to target the head, nor seem excessively aggressive; but it was delivered to an unsuspecting and exposed player.
No penalty was called; but when the veteran and highly rated official saw video of the play, he didn’t hesitate to say, “I missed it. A penalty should have been called.”
There were other shortcomings in the delivery of this tournament experience that we regret, including that the game was managed in more partisan fashion than the MHSAA prescribes and that the on-call ambulance was slow to arrive on scene.
Within the leadership of the schools involved there has been a sense of understanding that there can be injuries in sports, especially collision sports; and that sometimes they occur on legal plays and sometimes occur during illegal plays that were not penalized.
In these circumstances, the MHSAA does not seek the punishments that a few incensed adults call for. Rather than looking backward at retribution, the MHSAA’s legal role and moral responsibility requires a more forward look toward remedies.
For example:
- How can we use this excellent official’s “no-call” as a teachable moment for other officials on a subject that is already a point of special emphasis in the NFHS Ice Hockey Rules?
- How can we use this situation as a teachable moment in preparation of coaches and players?
- How can we use this situation to improve the environment at this and all other Ice Hockey Tournament venues?
We know with certainty that both the content and the delivery of our online and face-to-face communications for 2014-15 will be affected by this very uncommon and unacceptable experience.
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.