Announcing a Proposed New Governance Structure for NASSM

by Damon Andrew, NASSM President and Bri Newland, NASSM President-Elect

As many of you know, the NASSM leadership has been exploring a governance restructure for nearly a decade. In 2013, then NASSM President Larena Hoeber appointed a task force of professional members – Bob Baker, Carol Barr, George Cunningham (Chair), Katie Misener, and Jim Weese – to explore options for structural and operational changes to the Society. The recommendations from that task force were advanced as Presidents George Cunningham, Laurence Chalip, and Lisa Kihl led the strategic planning efforts of the society over the next few years. In 2018, then NASSM President, Lisa Kihl, progressed the governance restructure effort as Chair of the NASSM Governance Task Force with professional members, Damon Andrew, Laura Burton, Milena Parent, Scott Tainsky, Nef Walker, and Mike Odio. Then one of this blog’s authors, Bri Newland, current President-Elect, took over as Chair from Lisa Kihl and have continued to lead the work of the task force – Mike Odio, Milena Parent, Damon Andrew, and Laura Burton, with Scott Tainsky as ex officio.

Current Situation & Issues

The current NASSM Executive Council functions as an operational board and has remained largely unchanged since its inception, though additional member-at-large positions have been added over time as operational needs grew along with the organization. As an operational board, the EC is composed of elected or appointed volunteers who learn and perform a variety of operational tasks throughout their terms of service. As NASSM grew, more positions were added to the Executive Council as a short-term strategy to meet the operational needs of the organization. Over time, this has resulted in a larger number of volunteers performing operational tasks on behalf of NASSM. However, the coordination of these operational tasks has increased, resulting in less time for proactive strategic governance by the Executive Council as the learning and performance of operational tasks has absorbed the efforts of its volunteer members. Moreover, long-term strategic planning for NASSM is challenging with the current structure of the Executive Council due to the limited terms of the leadership (i.e., president, president-elect, and past-president). Welcoming a new President each year, who must learn and perform a new set of operational duties in addition to leading the Executive Council, makes strategic leadership difficult. Past Presidents of NASSM have lamented that the wide variance of expected duties during the three years of total service is challenging. The President-Elect and Past-President years are primarily management-focused while the Presidency year is leadership-focused. Therefore, the current governance structure of NASSM with its operationally-focused Executive Council and short terms of service for officers actively works against the need for NASSM to be more proactive and strategic in its operation.

New Proposed Structure

Based upon the Executive Council and task force work referenced previously over the past decade as well as NASSM’s strategic plan, a strategic governing board paired with an executive director and personnel that perform operational duties would best serve NASSM as an organization, both now and for the foreseeable future. Thus, the current NASSM Governance Task Force has worked to develop a new governance model for the NASSM membership for consideration and vote. The following organizational chart illustrates the new structure (Figure 1).

Figure 1. Proposed NASSM Governing Board Structure

As noted in Figure 1, operational duties of the organization are proposed to be led by an Executive Director with the necessary experience to ensure the day-to-day operation of the organization is accomplished effectively. NASSM personnel, journal editors, and supporting standing committees with an operational focus would report through the Executive Director, who would report to the Governing Board. The Governing Board would include a President, Vice-President, and six officers who would serve longer staggered terms to support a strategic focus and the retention of organizational history, and the student representative would also serve on the governing board with a one-year term and optional renewals based on election outcomes. Moreover, certain standing committees with more of a strategic focus would report directly to the Governing Board, with the board enhancing communication through ex-officio service on those committees.

Next Steps & Call to Action

At the upcoming Annual General Meeting (AGM) held during the 2021 NASSM Conference, the membership will have the opportunity to vote on the adoption of this new structure. To support the possibility that the new governance structure may be adopted, the current NASSM Governance Task Force has prepared accompanying drafts of the NASSM Constitution and Operating Codes to allow the organization to immediately shift into this new model if the motion passes. Moreover, the task force has also prepared a transition plan that respects the service terms of those elected to the Executive Council while ultimately transitioning the organization to the longer and staggered service terms of the proposed Governing Board over a few transitional years. In order to prepare for this vote, the membership will have the opportunity to review the proposed constitution and operating code. These documents are available on the NASSM website (for access, log in with your NASSM membership in the upper right corner). In anticipation of potential questions about the governance structure and the accompanying transition details, NASSM President, Damon Andrew, and President-Elect, Bri Newland, will be hosting three Zoom Q&A seminars to discuss the new structure and answer any questions from members prior to the AGM. The meetings will be held on the following days:

Thursday, May 13 from 3-4pm EST

Monday, May 17 from 1-2pm EST

Thursday, May 20 from 2-3pm EST

Your feedback is incredibly important to us. Therefore, we urge all members to review the materials and join us for discussion prior to the AGM so that you will be fully prepared to vote during the limited time available at the AGM.

Best,

Drs. Damon Andrew and Bri Newland

President and President-Elect, NASSM

An Administrative Lens for the Modern Sport Leader

Craig P. DeAngelis, Ed.D., C.S.C.S. is a faculty member at Manhattanville College. He has an academic focus on organizational behavior and leadership. Please feel free to reach out to him via email at craigdeangelis@yahoo.com.

An interesting shift has taken place on the bottom “scroll” of cable sports networks. Scores and brief stat lines are still a fixture, but new content has been added. Information about leagues and players referencing politics or other social happenings are now present along with competition results. For example, during one week, there was a scroll topic related to the head coach of the Minnesota Lynx and one of her players calling on the NCAA to take action in response to legislative measures that they feel is restrictive for transgender athletes (Barnes, 2021). Another scroll topic was about Major League Baseball’s decision to move the 2021 All-Star Game out of Georgia. This move emulated the National Basketball Association’s decision to move their All-Star Game out of North Carolina in 2016 due to legislative action (Anderson, Fatsis, & Levin, 2021).

As fans process this new scroll content, they have the opportunity to form opinions based on personal beliefs. However, sport practitioners are not able to participate in the same individualistic thinking. People who are active in sports must be able to differentiate between their personal feelings and professional stance. Perhaps no group is more heavily impacted by this phenomenon than Athletic Administrators. These decision-makers are responsible for making timely decisions that are representative of their respective stakeholder groups. Undoubtedly, this is a daunting task. 

Recently, Southeastern Conference (SEC) Commissioner Greg Sankey reflected on a whirlwind of hypotheticals associated with the 2020 season, and in regards to the 2021 season stated “We will be prepared to play the season as scheduled and I can pivot off that approach” (Wilson, 2021). The “we” in his statement is not accidental, as he is speaking on behalf of the SEC. The “I” in his statement is in relation to how he will respond professionally but is not necessarily indicative of his personal beliefs.  

At no point in modern history have the minds of sport practitioners been so strenuously conflicted. Societal issues have burst through the sport-life divide in a way that has demanded the keen attention of all Athletic Administrators. While the most pressing matters have been championed by politicians and proclaimed in the media, this has not aided sport-based decision-makers. The determination of how to best balance personal enthusiasms with professional obligation remains largely unchecked.

Contrary to daily itineraries, Athletic Administrators do have “life” beyond sport. The availability to pursue personal passions away from the job are somewhat limited, but it is of the utmost importance for practitioners to foster personal passions and hone individual beliefs. Sport leadership is taxing and requires dynamic individuals to operate at peak performance. It is true that long work hours are coupled with expectations for winning, revenue generation, media scrutiny, and unsettled fan bases (Hancock, Balkin, Reiner, Williams, Hunter, Powell, & Juhnke, 2019; Daughters, 2013). But, no Athletic Administrator, regardless of trait composition, can truly perform at their best if the whole person is not addressed.

This is a point of tension in the modern climate. In their personal life, Athletic Administrators have been forced to wrestle with matters that elicit feelings of intense fervor. Their stance on current circumstances must be explored while potential steps of action are keenly considered. Simultaneously, in their professional life, a massive overhaul of typical function has been mandatory. Typically, added time spent on the job would alleviate this tension (Hancock, et al., 2019) However, current circumstances cannot be eased with additional on-the-job efforts. Therefore, on both fronts, there is no available timetable for completion. Consequently, the only clear path forward must be blazed by, a likely conflicted, Administrator.

The personality and stylistic leadership qualities of appointed Athletic Administrators inevitably mark organizational function. Athletic Leaders tend to be admired and extolled for their uncanny ability to motivate people and cause positive change (Powers, Judge, Makela, McKenna, & Voight, 2016). In some spaces, the “finger prints” of leadership are an asset, while in others they are a detriment. Regardless of outcome, Athletic Administrators must be cognizant of their overarching influence. As such, Administrative practitioners must be able to isolate personal preferences in contrast to organizational duty. A key challenge for Administrators is to balance decisions and satisfaction rewards (Hancock, et al., 2019). The sport-setting carries unique demands and should not be leveraged by leadership for personal gain. In the same vein, the Administrator must accurately determine the most appropriate steps independent of personal passions.

Mounting societal issues weigh heavily on Athletic Administrators. History would suggest that the incorporation of sport as a part of the solution is appropriate. Due to an increase of interaction between athletic departments and community organizations, research confirms there to be positive local outcomes (Svensson, Huml, & Hancock, 2014).  However, current cultural issues are not as easily discernable as the topics of yesteryear. Some matters may be close to the heart, but the Athletic Department as a whole might be unable to support large-scale change. The personal beliefs of the Athletic Administrator might not be shared in corporate magnitude. This may leave the Athletic Administrator feeling compromised as they sense that something should be done, also knowing that in the guise of the organization it may not be representative of best practice. 

There is a wise old Proverb that states “as a person thinks, so they are…”. It is in the cognitive, not the emotive where the Athletic Administrator must consider their actions. Internal tension can be alleviated if practical processing is accomplished. In order to do so, a perceptive filter is required. Using the context of their specific sport setting, matters should be classified in four distinct areas. These areas are defined as:

Capacity – the actual ability of an Athletic Department to realize a benchmark. Competency – the actual ability of the stakeholders involved in the Athletic Department.
Community – the impactful characteristics and expectations of the local area setting.
Competition – the demonstrated quality and/or outcomes of Athletic participation.

This classification system aids the Administrator in achieving operational success. As issues arise that ignite personal passion through individual held beliefs, the Athletic Administrator can rely on this structure for immediate lucidity. By categorizing where an issue applies, clarity can be gained on how it is best addressed. In applying this type of thinking the Athletic Administrator is forced to be intentional and true to their beliefs, regardless of organizational outcome. However, the cycle does not end here. Initial classification must be progressively aided by:

Diagnosis – identifying areas of needed improvement.
&
Development – making improvements on areas of needed improvement

Not all societal inquiries are equal. For some, action will be warranted within the Athletic Department and for others simple acknowledgement will suffice. It is vital for Athletic Administrators to carefully consider their actions despite the often-insurmountable external pressure. Modern culture has made a clear plea for change. Change should be embraced as a positive step for all sport-settings. However, Athletic Administrators cannot be held captive by events, social media trends, and narratives. Instead, to assure equitable movement at a meaningful pace, there must be a separation between personal desire and sport-organization needs. While the former might influence the latter, it can only be sustained with coordinated rationale and an eye on sustainable growth.

References
Anderson, J., Fatsis, S., & Levin, J. (April 7, 2021). Why Major League Baseball is Boycotting Georgia. Retrieved on April 10, 2021 from http://www.slate.com, https://slate.com/culture/2021/04/mlb-all-star-game-moved-atlanta-georgia-voting-law-sb202.html

Barnes, K. (April 9, 2021). Cheryl Reeve, Napheesa Collier of Minnesota Lynx call on NCAA to take action for transgender athletes. Retrieved on April 10, 2021 from http://www.espn.com, https://www.espn.com/college-sports/story/_/id/31222466/cheryl-reeve-napheesa-collier-minnesota-lynx-call-ncaa-take-action-transgender-athletes

Hancock, M. G., Balkin, R. S., Reiner, S. M., Williams, S., Hunter, Q., Powell, B., & Juhnke, G. A. (2019). Life balance and work addiction among NCAA administrators and coaches. Career Development Quarterly, 67(3), 264–270. https://doi.org/10.1002/cdq.12195

Powers, S., Judge, L. W., Makela, C., McKenna, J., & Voight, M. (2016). An investigation of destructive leadership in a Division I intercollegiate athletic department: Follower perceptions and reactions. International Journal of Sports Science & Coaching, 11(3), 297–311.

Svensson, P. G., Huml, M. R., & Hancock, M. G. (2014). Exploring intercollegiate athletic department-community partnerships through the lens of community service Organizations. Journal of Higher Education Outreach and Engagement, 18(4), 97–128.

Wilson, M. (March 1, 2021). SEC preparing to play 2021 football season as scheduled, commissioner Greg Sankey says. Retrieved on April 10, 2021 from http://www.azcentral.com, https://www.azcentral.com/story/sports/college/university-of-tennessee/mens-basketball/2021/03/01/sec-football-season-schedule-2021-greg-sankey/6870079002/

Has sport had its #MeToo moment? Women’s experiences of sexism and sexual harassment in the sport industry

By: Lauren Hindman lhindman@umass.edu | @laurenhindman

Lauren is a doctoral candidate at the Mark H. McCormack Department of Sport Management at UMass Amherst, where she studies gender and other diversity-related topics in sport organizations. Prior to pursuing her Ph.D., she spent nine seasons working in professional sports.

Following both the January 2021 firing of New York Mets general manager Jared Porter over sexually explicit text messages he sent to a woman reporter and the July 2020 reporting of the sexism and sexual harassment experienced by women working with the Washington Football Team, women working in sport organizations took to social media to share their own stories. Moments such as this highlight how common sexism and harassment are for women in the industry, yet their stories quickly fade to the background until the next big scoop arrives, exposing a singular sport organization and attributing the problem to internal issues of organizational culture and leadership (see also: The Dallas Mavericks circa 2018). 

The issue of sexism in and around the sport industry is widespread—“commonly overt yet simultaneously unnoticed,” as Dr. Janet Fink said in her acceptance address for Earle F. Zeigler Lecture Award at the 2015 NASSM conference (Fink, 2016, p. 2). Recent research in sport management reveals how women managers, athletes, coaches, journalists, and educators experience sexism and harassment. Some highlights from these studies include: 

Administration: Women sport managers working for men’s professional sport organizations face both intellectual diminishment and physical objectification, causing emotional and professional consequences. Women adopt several strategies, such a minimization and reframing of their experiences, in order to continue working in the industry (Hindman & Walker, 2020).

Athletes: An analysis of media coverage and academic literature demonstrated how these sources subject women athletes in the United States to gendered microaggressions, a subtle form of bias, through assuming that they are inferior to men, objectifying their bodies, and restricting them to certain roles based on their gender (Kaskan & Ho, 2016). Another study deemed media coverage of women’s sports “gender-bland” sexism, avoiding overt sexism while still presenting women’s sports as “lackluster” compared to men’s (Musto et al., 2017).

Coaches: A recent study found that women swimming coaches in the NCAA face sexism that limits their career mobility, creates job dissatisfaction, and contributes to women’s underrepresentation by pushing them to leave the field (Siegele et al., 2020). In addition, research reveals how women of color coaches must navigate multiple barriers created by the intersectional issues of racism and sexism (Carter-Francique & Olushola, 2016).

Journalists:  Research has shown that sexist views lead people to judge women sport journalists as less credible (Mudrick et al., 2017). Meanwhile, women journalists are pressured by their employers to wear revealing clothing to appeal to male audiences, but then face “slut-shaming” for dressing too provocatively (Harrison, 2019).

Academics: Women faculty members in sport management programs too report sexism and sexual harassment from both men and women colleagues, ranging from subtle discrimination to hostile harassment (Taylor et al., 2018). Women faculty members also experience “contrapower” harassment (harassment from individuals in positions of less power), facing comments about their appearance and assumptions that they don’t know anything about sports (Taylor et al., 2017).

Studies such as these and others demonstrate the wide-reaching effects of sexism and sexual harassment across sport. Industry leaders should be proactive in addressing this issue, as our recent Journal of Sport Management study revealed that women often do not report sexism to supervisors or human resources personnel (Hindman & Walker, 2020). Instead, leaders should be cognizant of watching for such issues and focus on promoting inclusive organizational cultures, rather that simply striving to increase gender diversity and waiting to respond when crises emerge. While women in our study reframed their experiences with sexism as a demonstration of their personal strength, they also reported leaving jobs—and considering leaving the industry—due to sexism. In order for the sport industry to achieve sustained gender diversity, then, leaders must confront the need to eliminate sexism and sexual harassment from their organizations.

References/Further Reading:

Carter-Francique, A. R., & Olushola, J. (2016). Women coaches of color: Examining the effects of intersectionality. In Women in sports coaching (pp. 81-94). Routledge.

Fink, J. S. (2016). Hiding in plain sight: The embedded nature of sexism in sport. Journal of Sport Management30(1), 1-7.

Harrison, G. (2019). “We want to see you sex it up and be slutty:” post-feminism and sports media’s appearance double standard. Critical Studies in Media Communication36(2), 140-155.

Hindman, L. C., & Walker, N. A. (2020). Sexism in professional sports: How women managers experience and survive sport organizational culture. Journal of Sport Management34(1), 64-76.

Kaskan, E. R., & Ho, I. K. (2016). Microaggressions and female athletes. Sex Roles74(7-8), 275-287.

Mudrick, M., Burton, L., & Lin, C. A. (2017). Pervasively offside: An examination of sexism, stereotypes, and sportscaster credibility. Communication & Sport5(6), 669-688.

Musto, M., Cooky, C., & Messner, M. A. (2017). “From Fizzle to Sizzle!” Televised sports news and the production of gender-bland sexism. Gender & Society31(5), 573-596.

Siegele, J. L., Hardin, R., Taylor, E. A., & Smith, A. B. (2020). ” She is the Best Female Coach”: NCAA Division I Swimming Coaches’ Experiences of Sexism. Journal of Intercollegiate Sport13(1).

Taylor, E. A., Smith, A. B., Rode, C. R., & Hardin, R. (2017). Women don’t know anything about sports: Contrapower harassment in the sport management classroom. Sport management education journal11(2), 61-71.

Taylor, E. A., Smith, A. B., Welch, N. M., & Hardin, R. (2018). “You should be flattered!”: Female sport management faculty experiences of sexual harassment and sexism. Women in Sport and Physical Activity Journal26(1), 43-53.

Sticking Together as We Move Forward

Ehren R. GreenLinkedIN

A smiling person with long hair

Description automatically generated with low confidence
Ehren is a second-year doctoral student at the University of Louisville. Before returning to school for her PhD, Ehren worked in intercollegiate athletics for ten years as well as in training and development in both the private and public sector. 

The challenges of Covid-19 have pushed us out of our personal and professional comfort zones. We have learned a lot about ourselves and about others during this time. As we enter 2021, we face the challenge of helping lead our industry through the transition – from the way things were, to the way things are, and to who we want to be moving forward. To be successful in this transition, a continued investment in ourselves and in each other is necessary. We can no longer just be experts in our field, but need to invest in ourselves, as people leaders, to build productive and healthy teams. 

In the sports industry we rely on other people, from faculty members collaborating on research projects to practitioners working together to make sure a game happens. However, how do we ensure we are effective team members? As contrary as it sounds, it starts with self-understanding. We must be grounded in who we are and understand what we bring to the team. There are numerous self-assessments and personality profiles available, including CliftonStrengths, DiSC, and Myers Briggs Type Indicator (MBTI) to name a few. While there are differences in the assessments, what each of them brings is a level of self-awareness for individuals and an understanding of differences in others. As a certified MBTI practitioner, I’ve learned a lot about myself through the MBTI. For example, I know that I innately need to see the big picture in projects (this is identified as the intuition preference for MBTI). I also recognize that others see projects as steps in a sequential order (this is the sensing preference in the MBTI). This difference can be a major source of conflict when not understood. Team members can talk around each other, not understanding what the other is explaining, leading to frustration and a negative emotional response. However, when teams know each other’s preferences it becomes shared language and a strategy for utilizing each other’s strengths. By using a tool like the MBTI we can gain self-awareness and create a unified understanding of others as a first step in creating successful teams. 

Considering most events in the sport industry occur under high stress, it’s important that we recognize the role of emotions, both in ourselves, and in our interactions with others. Emotional intelligence is an important skill required for productive teamwork. Defined as, “the ability to monitor one’s own and other’s feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions” (Salovey & Mayer, 1990, p. 189), emotional intelligence recognizes the behavioral element of human interactions and the role emotions play in those interactions. Goleman and Boyatzis (2017) developed an emotional and social intelligence leadership competency model that identifies four domains of emotional intelligence: self-awareness, self-management, social awareness, and relationship management. The table below defines each domain and lists strategies to develop competencies in each. 

EI DomainDefinitionStrategy
Self-awareness“Here is what is going on”Tune into your senses
Recognize your triggers
Get feedback
Self-management“This is what I need to do”Count to ten
Pause before you respond
Social awareness“Accurately recognizing other’s emotions”Practice empathy
Be present
Relationship management“Utilizing my awareness to build relationships”Have the tough conversations
Acknowledge individual strengths

One of the simplest and most effective emotional intelligence strategies is the power of pausing before responding. Pausing engages our thinking brain, forcing us to respond consciously rather than emotionally. Additionally, pausing increases your ability to recognize your triggers and your emotional responses to those triggers. To build effective teams, we must acknowledge the role of emotions in our environments.  

As an industry we will continue to face new challenges in 2021, but one constant will be the need for effective teamwork. Self-understanding (e.g., MBTI, etc.) and emotional intelligence can guide our industry as we continue to build effective teams. 

References: 
Goleman, D., & Boyatzis, R.E. (2017, February 6). Emotional intelligence has 12 elements. Which do you need to work on? Harvard Business Review, 2-5
Salovey, P., & Mayer, J.D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9, 185-211.

Meeting NASSM: Conference Manager Role

In the Spring of 2020, the NASSM Blog highlighted different individuals with NASSM leadership roles. We hope you enjoyed getting to know them and learning more about NASSM. For our final feature, we asked Stacey Warner to answer some questions about her role as Conference Manager (Note: These interviews were conducted in early February.):

Current faculty position:  Professor at East Carolina University (ECU)

How long have you been at this institution?:   10

Where are you from?:  Central PA

What are your primary responsibilities in your role with NASSM?  I serve as the conference manager for our annual conference. I oversee various aspects of the event including securing future sites, scheduling, budgeting, event operations, and securing & working with sponsorships, exhibitors, and advertisers.

What made you want to get involved with NASSM?   My mentors (Drs. Dixon, Chalip, and Green) did a tremendous job of role modeling the importance of service to the profession.    The environment at ECU, which has a motto of Servire or “to serve”, only further reinforced that. Success for me in this profession is about being able to balance and contribute strong research, teaching, and service.  NASSM offered an arena where I felt like I could serve and my skill set could contribute to the profession.

How do you hope to contribute to NASSM through serving? I feel that the NASSM annual conference should be a strong, healthy, and welcoming place for all sport management researchers and educators. I want to be a part of building and contributing to that type of culture and community.  I know there are Sport Managements colleagues out there that have felt like NASSM is their “home conference”.   I’m someone that wants to listen to those that haven’t felt that yet, understand why, and improve/fix what we can to make the annual conference feel like it’s the conference for all who haven’t found that home yet. The NASSM Conference can’t be everything for everyone, but my hope is it continues to be the conference that Sport Management researchers and educators look forward to going to meet new colleagues and exchange ideas.

What do you think are the biggest challenges NASSM faces?  Leadership, governance, & service.  We are an organization that continues to grow and is very dependent upon voluntary service. We’re very fortunately to have an organization full of gifted leaders and managers who always seem to step up each year, but as the organization grows so do the time demands. So I think restructuring and governance are the biggest challenges (and opportunity!) that NASSM faces.

Dream NASSM destination: Hawaii

Stayed tuned for all NASSM news on Twitter at @NASSM or on the website at nassm.org.

Meeting NASSM Series: The NASSM business office

In the Spring of 2020, the NASSM Blog will be highlighting different individuals with NASSM leadership roles. We hope you enjoy getting to know them and learning more about NASSM. (Note: These interviews were conducted in early February.)

Robin Ammon is the Business Office Manager for NASSM and the Chair of Kinesiology and Sport Management at the University of South Dakota.

The Business Office Manager for the North American Society for Sport Management is one of the oldest positions in our organization. Since NASSM’s inception in 1986 there have only been two individuals in this position. The first was Garth Paton, from the University of Brunswick, who was the Business Office Manager from 1986-2002. I have held the position since 2002 and at the current time it is housed on the campus of the University of South Dakota. The Business Office Manager has a number of responsibilities, but they fall into three general categories: membership, financial and legal issues.

Membership
The duties pertaining to membership issues are far and away the largest and most complex of my responsibilities. Processing membership dues and conference registration for each attendee, as well as producing receipts for both, takes up the majority of my time. Once the membership registrations have been processed, membership information is forwarded to Human Kinetics, the publisher of the Journal of Sport Management and Sport Management Education Journal for members to receive access to their included copies. The relationship between Human Kinetics and NASSM dates back to the organization’s inception, so nurturing that relationship is vital. Membership information is also sent to TeamWork online, which provides a weekly industry update for current members. Finally, I produce membership lists and figures, as well as contact information, for the NASSM Executive Council as needed.

Since I am the only Executive Council (EC) member with almost 18 years of service, it is often my duty to provide a historical perspective regarding past decisions and background information about the society to current EC members. In addition, I am continuously communicating with NASSM members, prospective students, industry contacts as well as other interested parties to ensure that they receive accurate information pertaining to all matters related to the organization. The majority of member questions pertain to their membership, conference matters that include conference receipts and disputed charges, universities requesting membership information, plus other miscellaneous questions received by telephone, email, and surface mail (yes, I do receive at least one letter every month!) that is directed to the Business Office.

Designing and purchasing the main conference honors such as the Earle F. Zeigler Lecture Award, the Garth Paton Distinguish Service Award, the Distinguished Sport Management Educator Award, the Diversity Award and the Research Fellow Awards is part of the services provided by the Business Office Manager. Finally, I am responsible for providing payment to the Student Research competition winner, the NASSM Service Learning award winner as well as the Janet B. Parks NASSM Research Grant and the NASSM Doctoral Research Grant awardees.

Finally, in order to ensure seamless transition of member benefits as well as questions regarding the NASSM web site I communicate with the Web Administrator on a continuous basis.

Financial
The Business Office Manager pays all NASSM bills (membership and conference) and acts as the liaison between the society’s bank and the organization. I am responsible for reconciling NASSM’s accounts and consult with the NASSM Treasurer regarding our investment portfolio (certificates of deposit). I provide any financial information requested by the NASSM Treasurer or other Executive Council members. Another duty of the Business Office Manager is to deposit all NASSM revenues from members, outside agencies and conference sponsors.

Legal
Finally, the Business Office Manager serves as the liaison with NASSM’s intellectual property attorney and work to ensure the viability of NASSM’s name, trademark, and logo in the US and Canada. I provide support for the efficient operation and payments for NASSM’s General Liability, as well as Directors and Operators insurance policies.

The North American Society for Sport Management has evolved tremendously over its almost 34 years of existence and the Business Office Manager’s duties and responsibilities have evolved as well.

Meeting NASSM Series: Executive Committee Secretary Role

In the following months, the NASSM Blog will be highlighting different individuals with NASSM leadership roles. We hope you enjoy getting to know them and learning more about NASSM.

This week’s highlight is NASSM’s current Secretary, Dr. Leeann Lower-Hoppe.

Current faculty position: Assistant Professor a The Ohio State University

How long have you been at this institution? 3 years

Where are you from? Cincinnati, Ohio

What are your primary responsibilities in your role as EC Secretary? The NASSM Operating Codes provides a helpful comprehensive review of the Secretary role. To summarize, my primary responsibilities include: assisting the NASSM President, maintaining records of all Society meetings and Constitutional and Operating Code changes, recording Society meeting minutes, and serving as a voting member on the EC.

What made you want to get involved with NASSM? Servant leadership as a philosophy guides my research, teaching, and service. I believe it is a responsibility of the membership to serve your national association. Through supporting the internal operations of NASSM I seek to advance our field, professionally develop, and expand our network.

How do you hope to contribute to NASSM through serving? NASSM has a wonderful legacy of leadership. It is a privilege to serve on the NASSM EC with outstanding professionals in the field of sport management. I hope to embody the professionalism of the EC, contribute new perspective and ideas, promote the voice of the membership, support the NASSM President, and increase the efficiency of the Secretary role.

What do you think are the biggest challenges NASSM faces? As NASSM President Bob Heere outlined in his recent holiday message to the NASSM membership, we are in the process of exploring a new governance structure. This has been a significant topic of discussion within the EC and has the potential to produce positive change within the organization. However, I anticipate the process of proposing a new governance structure and potentially moving forward with restructuring the board will be a challenge – howbeit a worthy challenge.

Dream NASSM Destination: Chicago, IL – great city!

Meeting NASSM Series: The President Role

In the following months, the NASSM Blog will be highlighting different individuals with NASSM leadership roles. We hope you enjoy getting to know them and learning more about NASSM. Our first post highlights our current and past-presidents. Presidents are elected for three year terms, where they serve as President-Elect, President, then Past-President, each with their own roles and responsibilities.

 

Lisa Kihl, Ph.D., Past-President NASSM

KihllL-pref
Dr. Lisa Kihl

 

Current faculty position: Associate Professor, School of Kinesiology, University of Minnesota

How long have you been at this institution? 17 years

Where are you from? Australia

What are your primary responsibilities in your role with NASSM? Past president roles- conference manager and chair NASSM governance working group.

What made you want to get involved with NASSM? Networking, learn about the field, colleagues encouraged me.

How do you hope to contribute to NASSM through serving? Mentoring students and junior faculty; assisting with the implementation of the strategic plan, and aiming to create a more inclusive and supportive association.

What do you think are the biggest challenges NASSM faces? Current governance system and addressing the wide array of membership needs.

Dream NASSM destination: Turks and Cacaos

 

Bob Heere, Ph.D., President of NASSM

18_0507_bob_heere06
Dr. Bob Heere

Current faculty position:  Professor, Department of Management & Director of Sport Entertainment Management

How long have you been at this institution? About 20 months

Where are you from? The Netherlands, I received my PhD at Florida State University

What are your primary responsibilities in your role with NASSM?  To represent our society in our interactions with our stakeholders and oversee the governance of our Society

What made you want to get involved with NASSM?  Sport management is a small niche, and our boats rise and fall together with the academic tides. Supporting our Society is a crucial component of our service and directly benefits our own careers. I never saw it as a choice, but as a necessity.

How do you hope to contribute to NASSM through serving?  As the president, first and foremost, I try to make myself available to everyone engaged with NASSM, answering any questions they have, or supporting the initiatives they bring forward to our Society. Sometimes, the best thing you can do is stay out of the way of the people who champion certain initiatives. On my end, I have been focused on increasing our transparency in decision making, increasing the engagement of our members, help our committees refocus on their primary responsibilities, and building or modifying the relationship with our partners. For example, we just signed a new partnership with the International Association for Venue Managers (IAVM), and were able to renegotiate our contract with Human Kinetics, which will alleviate the financial burden of our members to carry on that relationship.

What do you think are the biggest challenges NASSM faces? Right now, NASSM is at a crossroads, and its biggest challenge is adjusting its governance structure to the changing demands of scholarly life. The implementation of such a change impacts everything and holds back other initiatives. This restructure has been advocated for, for over a decade, and we are finally able to explore its implementation because of increased sponsorship revenues, and decreased journal subscription costs.

Dream NASSM destination: Frisco, TX, so I don’t have to travel and I can share with our members who amazing this city is when it comes to sport 😊

 

 

Stay tuned for future “Meeting NASSM” blog posts about other NASSM leaders…

Considering Taking Up A Cause? Here are some lessons

When American sprinters Tommie Smith and John Carlos experienced and observed the plight of Black Americans, they knew they had to do something. So, on October 16, 1968, Smith and Carlos, winning gold and bronze in the men’s 200 meters, respectively, each wore black socks without shoes to the medal podium. They proceeded to extend one black-gloved fist over their bowed heads during the national anthem to protest racial injustice in the U.S. “The boos were about as profound as the silence was when we raised our fists and bowed our heads in prayer,” Smith recalled (Zacardi, 2018, para. 36).

Disruption is hard. Some people succeed, able to transform their organizations or institutions in which they operate. Others are not so effective, incapable of unsettling the current situation that exists within their environment. One reason for such “failure” is because people often tend to oppose change that disrupts the status quo. We saw this in 1968. Interested in this story of disruption, we recently set out to better understand this essential yet poorly understood aspect of social change. We gathered and analyzed interviews with 59 members of the 1968 U.S. Olympic Team concerning their reactions (see Agyemang, Berg, & Fuller, 2018).

In general, and as you may imagine, Smith and Carlos’ teammates did not approve of the protest. Based on the interviews, we identified four main reasons why teammates disliked their activism: (1) the sacred spirit of competition should supersede all else; (2) the Olympics should be apolitical; (3) the Olympics should be cherished as an entertainment spectacle; and (4) nationalism and representing the U.S. team is more important than any sociopolitical viewpoint. Building on this and other research, I address the following question: how do change leaders harness and manage the negative perceptions they encounter concerning their disruptive activity? Here are some takeaways and how they may apply to people working for change:

Become an expert in the area which you seek social change.

At the end of the day, change leaders cannot force people to believe in the same social causes they do. This is why people working for social change should focus on the things they can control. One way is to be an expert in the area in which you intend to disrupt and desire social change. Occasionally groups resisting may lack essential information and not understand the social cause. In other cases, those opposing the social change frequently attempt to obscure a change leader’s message. Based on reading and observation, sometimes this is easier to do because change leaders do not fully understand what they’re doing. As a result, they are unable to generate empathy from the broader public because their message is unclear. For instance, Colin Kaepernick said that he had considered taking a stand for a while, but before he did, he wanted to make sure he was well read on the subject matter. Though he has faced criticism for his actions and his beliefs, it is clear he is strong in his convictions and is able to back them up given his understanding of the issues.

Not all causes are seen the same.

In 2016, I spoke with a renowned sports journalist about the current wave of athlete protests. Comparing the likes of LeBron James to Colin Kaepernick, the journalist noted how there is a fundamental difference between calling for an end to gun violence (i.e., James at ESPY Awards) and calling for systemic change to social institutions that have historically wronged racial and ethnic minorities. He contended that the former is much more likely to gain consensus (or at least close to it) from the public than the latter, which is much more divisive. Regarding the latter, opposition may even dispute the social issue even exist. The biggest challenge here is to articulate how and why the change you are calling for will benefit those who are not yet onboard. Human nature is to operate from a “what’s in it for me?” mentality. If change leaders desire commitment from others, they should consider what these groups want and need.

Anticipate resistance.

Related to the point above, I think one of the more obvious takeaways is that change leaders should always anticipate resistance. This occurs for many reasons, including dominant groups are more prone to uphold the status quo and not champion change, because they benefit from societal norms. Contrasting to that, peripheral actors who are often less privileged members of society and are less favored by the status quo are more to desire change. We saw this in 1968 during Smith and Carlos’ time, and we see similar scenes today. For example, Colin Kaepernick’s silent gestures beginning in 2016 has received backlash both for his tactics (i.e., kneeling during the national anthem) and the causes he’s bringing attention to (i.e., police brutality against Black people).

Embrace the challenge.

Sure, people resisting a social cause you believe strongly in can be a frustrating and oftentimes agonizing experience. However, as cliché as it may be, it is important for change leaders to not withdraw from the resistance, but embrace it. One piece of advice I received was to think of resistance as strength training. We use resistance (e.g., dumbbells) to build muscle and endurance so that we can gain strength. The same could be said for the opposition change leaders face when attempting to bring attention to a social cause. So, keenly listen. Attempt to understand why they are resisting. This seems to be a lost art in today’s divided political climate. Of course, this doesn’t mean you have to concur with every single criticism; but listening to opposition criticisms can open your eyes to blind spots you may have not considered, and serve to ultimately strengthen your cause when you respond to these blind spots.

Social position matters.

A person’s social position is based on various social groups they belong to (e.g., profession, gender, race, culture, relationships) and provides them consent to perform certain actions and enter certain spaces. One of the more interesting observations from the study is that Smith and Carlos’ protest may have been viewed differently if they had the support of their teammates and people in positions of power. Based on this, it would behoove change leaders to seek ties with people with access to resources and “clout” they need to make change. For instance, recently, professional athletes have established relationships and met with Congressional leaders about issues related to race and policing, among others. These relationships could provide your change effort more legitimacy.

Final remarks

When we consider what is necessary for social change to take place, it regularly demands some type of disruptive act. Change leaders can play an integral role in this process. The challenge is this is often complex, and will often entail resistance to both the change and the tactics a change leader will use. Yet, I’m reminded of what John Carlos recently told me: If anyone ever calls you a troublemaker, rest assured you’re in damn good company. Don’t let them [opposition] intimidate you and scare you away from doing what you feel is right.”

Click here for full research article in Journal of Sport Management Vol. 32, Issue 6.

 

 

Author note: another version of this blog appears at: https://kwameagyemang.com/considering-taking-up-a-cause/

Agyemang, K. J. A., Berg, B. K., & Fuller, R. D. (2018). Disrupting the disruptor: Perceptions as institutional maintenance work at the 1968 Olympic Games. Journal of Sport Management, 32(6), 567-580.

Zacardi, N. (2018, October 3). Tommie Smith, John Carlos remember Olympic protest on 50th anniversary. NBC Sports. Retrieved from https://olympics.nbcsports.com/2018/10/03/tommie-smith-john-carlos-black-power-salute/

Leading With Vision and Values: An Interview With Richard Peddie, Former President & CEO of Maple Leaf Sports & Entertainment

By Frederik Ehlen, Dr. Jess Dixon, and Dr. Todd Loughead (University of Windsor)

Richard Peddie is the former president and CEO of Maple Leaf Sports & Entertainment (MLSE), the parent company of the Toronto Maple Leafs, Toronto Raptors, and Toronto Football Club. We had the privilege of chatting with Peddie, where he shared some valuable leadership and career lessons that he learned along his journey.

“I managed to get my ticket punched in every area of professional sports, except for running a team itself.”

Peddie’s journey started with an honors bachelor of commerce degree at the University of Windsor and a dream of leading a professional basketball team. In our interview, he listed branding, market research, sales, general management, and financial management as attributes that he had developed during his time as a student and throughout the early part of his career in the consumer packaged goods industry. Joining SkyDome (now Rogers Centre) in 1989 was his first step into the sport and entertainment realm. Peddie credits his experience in selling hospitality suites and sponsorships, as well as running food and beverage operations to his time with SkyDome. Next, Peddie joined Labatt Communications, which later became NetStar Communications, as President and COO. While there, he oversaw the operations of TSN, among other specialty Canadian cable television channels, and the launch of TSN.ca—one of the first online sports media websites in Canada. Adding television and digital media expertise helped make his case to be hired as President of the NBA’s Toronto Raptors in 1996.

Throughout the interview, Peddie drew clear examples of how his experience in these various roles helped him as president and CEO of MLSE – his learnings from SkyDome when overseeing the construction of Air Canada Centre (now Scotiabank Arena) and Maple Leaf Square, as well as his digital media knowledge from NetStar Communications when launching Leafs TV and NBA Raptors TV and acquiring GolTV. Although his pathway cannot be seen as a blueprint to success, indeed there are many different avenues to achieving a senior leadership position within professional sports, it reinforces the importance of developing a broad set of skills and experience.

 “So, do I believe vision and values work? Absolutely, but only if you are committed to them, only if you make your decisions based on them, only if you constantly reinforce them.”

Peddie, who retired from MLSE in 2012, has always been invested in leadership and leadership education. When we met with Peddie, he shared insights and personal experiences with his approach of choice – leading by vision and values. Having spent the early part of his career in the consumer packaged goods industry, he offered a prime example of his company’s commitment to vision and values. Specifically, he followed the advice of a young brand manager, who was living the company’s values, to discard a low-grade batch of creamed corn rather than distribute it to the retailers – leaving shelf space unused for nine months. This commitment to the company’s value that ‘quality is essential’ paid off for the company in the long term. Peddie also told us how he defined and implemented his vision and values approach to leadership with MLSE, and how he ensured staff buy-in.

Asked about his leadership style and approach to running an organization, Peddie acknowledged meritocracy as a principle that he practiced throughout his career. He explained how Jack and Suzy Welch’s (2005) Winning inspired him to focus on the growth of the top-performing 20% of employees, while parting with the bottom 10%. He drew the natural comparison to sports where players get cut and unsuccessful coaches are fired.

Closing the interview, Peddie emphasized that leadership is a lifelong journey that never ends. He believes that “the moment you stay still as a leader, you are going to fall by the wayside.” For him, the only way to become a great leader is to keep learning and developing.

To read the entire interview, check out to the April 2018 edition of Sport Management Education Journal