Connecting with Coaches
January 28, 2014
In the coming weeks, the MHSAA will meet with the leadership of the high school coaches associations of our state. We have been doing this for more than 25 years, with two primary purposes.
First, we want to provide a forum for these leaders to share with one another their new ideas and initiatives and to discover “best practices” from one another, hoping that this will lead to the better plans being implemented in multiple organizations.
Our second purpose is to present some of the MHSAA initiatives or rules changes that are applicable to all or most sports. It’s not a time when we talk about the baseball pitching rule or the football playoff point system, but a time when we discuss topics of more universal application.
This year those topics included new requirements for coaches education, new rules for athletic-related transfers and proposed rules changes for international students, a simplified scrimmage rule for all sports, and a modified penalty for participation in certain all-star events.
It is intended that these coaches association leaders will be enabled to take these topics to their respective boards and members in order to increase understanding of proposed changes and to facilitate feedback to the MHSAA Representative Council and staff.
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.