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Posts from the ‘Sport Business’ Category

Capacity Building: A Comparison of Two Cases

By Patti Millar and Alison Doherty. Dr. Millar is an Assistant Professor at the University of Windsor in Windsor, Ontario and Dr. Doherty is a Professor at Western University in London, Ontario.

This research appeared in the July ’18 issue of the Journal of Sport Management.

Community sport organizations (CSOs) occupy an important place in the make-up of our communities by providing sport and physical recreation activities for all ages. CSOs, however, often face capacity-related challenges that can limit the impact that their programs have within their community. Organizations in this context have expressed challenges related to attracting and retaining volunteers, acquiring stable financial resources, and dedicating time to long-term planning.

Building off our previous research, and given the growing popularity of capacity building as a priority in the non-profit sector (Bryan & Brown, 2015; Girginov, Peshin, & Belousov, 2017), we took a closer look at the process of capacity building in both an organization that was successful in its efforts, and one that was not (Millar & Doherty, 2018). We uncovered the forces, whether internal or external to the organization, that initiated capacity building, the clubs’ perceived ability to respond to that force and whether it had the capacity to do so. We also uncovered the clubs’ readiness to implement capacity building strategies, and ultimately the clubs’ success in building capacity and responding to the initial force. We present an infographic that summarizes the contexts and findings of the cases, illustrating their respective experiences with successful and unsuccessful capacity building.

Blog Infograph

 

We found that both organizations initiated the process in large part in an attempt to address declining membership; this acted as the force that ultimately drove the organizations to introduce new leagues in hopes that this would counter the low membership numbers.

 

Of particular interest, the findings show that an organization’s readiness for capacity building can be a key factor in whether or not their efforts are successful. The curling club (successful case) had individuals within the organization who were willing to dedicate resources towards capacity building. It also identified areas of strength that could be leveraged during the capacity building process (e.g., relationships with local curling community). The club also reported that the capacity building strategies aligned well with its objectives, and therefore were less disruptive to operations.

 

The football club (unsuccessful case), on the other hand, despite an alignment between the capacity building strategies and the club’s objectives, expressed that a lack of willingness from the executive to plan and commit resources to capacity building was a key hindrance to the success of these efforts. The club also expressed that the added workload, and conflicts that arose as a result, combined with a lack of existing capacity, ultimately contributed to the failure of its capacity building efforts.

Together, these contrasting findings provide important considerations for organizations as they embark on the capacity building process:

  • Organizations are unlikely to build capacity simply for the sake of building capacity; there is some impetus that triggers the organization to react. Without recognition of that initial force, capacity building efforts will lack a strategic focus and are unlikely to be successful.
  • An assessment of capacity needs and assets should be conducted prior to implementing any capacity building strategies. These identified needs become the basis of the capacity building process, and so without a thorough assessment it is possible that an organization will overlook a critical capacity need. This also allows an organization to identify, upfront, capacity limitations that may hinder the process, as well as those assets that might be leveraged.
  • Perhaps most importantly, organizations should take the time needed to identify appropriate capacity building strategies that address their needs. These strategies should be ones that organizational members are willing to support, that are congruent with the organization’s processes, systems and culture, and that the organization has the capacity to implement. Without this readiness to build capacity, it is less likely that an organization will be successful in addressing its capacity needs.

The overarching finding from this study is that capacity building should be strategic in nature, such that the decisions made along the way are reflective of an organization’s mission, it’s internal and external environment, and should ultimately contribute to program and service delivery.

Interested in learning more about this research? Check out the article in the July 2018 Issue of the Journal of Sport Management.

References
Bryan, T.K., & Brown, C.H. (2015). The individual, group, organizational, and community outcomes of capacity-building programs in human service nonprofit organizations: Implications for theory and practice. Human Service Organizations: Management, Leadership & Governance, 39, 426-443.
Girginov, V., Peshin, N., & Belousov, L. (2017). Leveraging mega events for capacity building in voluntary sport organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 28, 2081-2102.
Millar, P., & Doherty, A. (2016). Capacity building in nonprofit sport organizations: Development of a process model. Sport Management Review, 19, 365-377.

Sport Ecology: all it is, and all it could be

Madeleine Orr* & Walker Ross**

*Madeleine is a PhD candidate at the University of Minnesota. She currently teaches in the Sport Administration program at Laurentian University in Canada.

** Walker is a PhD candidate at the University of South Carolina.

As PhD students, we often answer the question: “what’s your area of specialization?” It’s a reasonable question: it’s important have a clear and consistently personal brand on the job market. But, what if your research doesn’t fit into one of the established ‘sub-disciplines’ of sport management?

When we met in 2017 (via Twitter posts on sustainability, of course), we compared notes and realized we both got the same ‘what’s your specialization’ question, and that answers such as ‘I study sport and the natural environment’ or ‘sport sustainability’ didn’t seem to satisfy the inquisitor. Perhaps the better answer is ‘sport ecology’, as this term is broad enough to include the full breadth and depth of the relationship between sport and the natural environment.

We’d like to use this blog to advance the understanding that the relationship between sport and the natural environment is complex and dynamic, ever-present yet ever-changing, meriting a subdiscipline of its own. What it comes down to, is that sport’s relationship with the natural environment is about more than just recycling and turning off lights.

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Concept Art for Forest Green Rovers’ proposed stadium in UK, made of sustainably sourced wood a caption

For example, sport ecology would encompass research on:

  • Weather and environmental conditions of sport,
  • Sport in natural versus artificial environments,
  • Impacts of climate change on sport,
  • Methods for making sport more environmentally sensitive and sustainable,
  • And more…

As a starting point, it is important to recognize the fundamental relationship that sport has with its environment. Many sports developed out of social-ecological connections in their places of origin. Think of golf (from Scotland), ice hockey (from Canada), or surfing (from Polynesia). Changes to the planet’s ecological state, coupled with rapid globalization and commercialization, have and will continue to alter where and when sport is played and enjoyed. For example, who would’ve guessed there would be indoor alpine skiing facilities in Dubai, or irrigated golf courses in the Nevada desert? These changes present new challenges which complicate the previously taken-for-granted relationship between sport and the natural environment. It follows that a sport ecology sub-discipline should develop in response.

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Caption: Heat exhaustion at the Australian Open, January 2018

We’re not the first to work in this space – we stand on the shoulders of giants: Brian McCullough, Tim Kellison, Sylvia Trendafilova, Melanie Sartore-Baldwin, Jonathan Casper, Cheryl Mallen, Haylee Mercado, Kyle Bunds, Greg Dingle, and others. These scholars have contributed substantially to sport ecology. There have also been contributions outside of sport management from geographers and natural resource scientists. Importantly, practitioners have been working in this space for decades: ski resort managers can tell you their job has everything to do with knowing and adapting to snow patterns; most college and NFL football games have a meteorologist on site (or at least, on call) to warn of storm activity; the golf industry has entire conferences and organizations dedicated to turf management.

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Recreational skater on melting ice in Edmonton, Canada

Here is some broader context for sport ecology:

  • The term ‘ecology’ combines ‘eco’ (environment) and ‘logy’ (study). The emphasis on ‘study’ in ecology is important: we are scientists and our work, first and foremost, is to understand.
  • Sport ecology would follow in the rich scientific tradition of human ecology, a derivative of geography and ecology, and would be related to recreation ecology (Marion, Leung, Eagleston, Burroughs, 2016; Monz, Pickering and Hadwen, 2013), tourism ecology (David, 2011), and business ecology (Abe, Bassett & Dempsey, 2012).
  • In the sport industry, associations and conferences have emerged to address issues related to sustainability and climate change. Examples include the Green Sports Alliance and the Sports Environment Alliance. Many major leagues and organizations, including the NHL, NFL, PGA Tour, and the NCAA, have launched green initiatives. There is even a ‘Green Sports Day’, recognized by the White House in 2016.

We are still working to define the boundaries of the sport ecology sub-discipline (we’ll get there – currently working on conference presentations and academic papers) And we would love to hear your input. Please, get in touch with us to discuss!

Diversifying the Face of the U.S. Sport Industry – A Call to Educators

by Dr. Jörg Vianden (University of Wisconsin-LaCrosse) and Dr. Liz A. Gregg (University of North Florida)

Sport is a white, male-dominated, multibillion-dollar industry characterized by a severe lack of racial and gender diversity among its leaders. In all levels of collegiate and professional sports, white men represent the upper echelon in leadership, front office, and coaching positions.

The lack of diverse sport management undergraduates and alums perpetuates the underrepresentation of diverse sport industry leaders. Among sport management majors, women typically represent fewer than one third of all students, while African Americans represent one tenth (Hancock & Hums, 2011). Faculty in sport management are also overwhelmingly white and male (Jones, Brooks & Mak, 2008). This may negatively affect racially minoritized students who struggle to connect with the program’s exclusively white faculty.

Diverse environments in sport organizations and academic programs prepare future professionals for the workforce, reduce stereotypes, and encourage collaboration and cultural understanding (Brooks, Harrison, Norris, & Norwood, 2013). Yet, women and people of color struggle to advance in the sport industry because of dubious hiring practices, sexual and racial harassment, work-life balance constraints, a lack of role models, and the tight network of white men who limit the advancement of minoritized sport industry professionals. (Click here for full references)

The Straight White College Men Project

The Straight White College Men Project is a qualitative study sampling 180 college students with traditionally privileged and oppressed identities at 13 institutions of higher education around the country. The study explores how participants view their own campus diversity efforts, how they conceptualize privilege and oppression relative to race, gender, and sexual orientation, and how they articulate their own perceived responsibility to enact social change. For the purposes of the Sport Management Education Journal article (Vianden & Gregg, 2017), we asked 22 heterosexual white male participants at a Southeastern university about their thoughts on how they could foster diversity in the sport industry.

Emerging Themes

  1. Perceived barriers: Toxic masculinity, male dominated culture, resistant or racist team owners
  2. Roles of women in managing sport: Women should fit specific roles in the sport industry, such as marketing
  3. Hiring policies in sport: Meritocratic ideals about who should be hired, affirmative action rules, increased competition for positions if more women or people of color were recruited
  4. Responsibility for change: Advocacy easier by current sport leaders versus those professionals fresh out of college, remaining open minded to learn about diversity without concrete commitment to enacting social change

Key Takeaways: First, participants sensed a bit of resignation about fostering diversity initiatives. Comments such as “that’s just the way it is” or “not much will change” speak to this resignation, but also to privilege and acceptance of the status quo. Second, participants painted a narrow view of diversity in sport. To them, diversity meant women and African Americans and some participants held stereotypical views specifically about women. Third, participants could not articulate or commit to having individual or collective responsibility to make sport more diverse.

Tips for Sport Management Educators

  1. Name White Male Privilege in Sport

Use white male hegemony in the sport industry as points of departure for classroom discussions. Interrogating white male privilege in sport helps both students and instructors raise critical awareness and foster commitment to social justice and equity.

  1. Infuse Diversity in Sport Management Curricula

Sport management as a major program of study has a captive audience of students who need to learn about diversity, but who seldom select such coursework unless required. Sport management programs have the ability, perhaps the obligation, to offer more diversity content in its curricula. Start with one required course, or establish learning outcomes in each course that target the understanding and application of issues of power, privilege, and oppression in sport.

  1. Inspire Responsibility in White Men to Stand up for Diversity

White male sport management students will one day hold the leadership roles in which they could affect sweeping change. Given this context, sport management educators must inspire white men to express their understanding of the roles they play in a fast-changing U.S. and global social environment. White men in sport must recognize how their privileges have the potential of keeping their peers from minoritized social groups without the opportunity to advance in the field.

Additional References
Brooks, D.D., Harrison, Jr., L., Norris, M. & Norwood, D. (2013). Why we should care about diversity in kinesiology. Kinesiology Review, 2, 145–155. doi: 10.1123/krj.2.3.145
Jones, D. F., Brooks, D. D. & Mak, J. Y. (2008). Examining sport management programs in the United States. Sports Management Review, 11(1), 77–91. doi:10.1016/S1441-3523(08)70104-9
Hancock, M. G. & Hums, M.A. (2011). If you build it, will they come? Proceedings of the North American Society for Sport Management Twenty-Sixth Annual Conference, London, Ontario.

Applying Career Construction Theory to Female National Collegiate Athletic Association Division I Conference Commissioners

by Elizabeth A. Taylor (Temple University), Jessica L. Siegele (UNC-Pembroke), Allison B. Smith (University of New Mexico), and Robin Hardin (University of Tennessee)

Member institutions of the National Collegiate Athletic Association (NCAA) began sponsoring sports for women in the 1970s soon after the passage of Title IX, and the NCAA then began offering championships for women in the early 1980s. Both of these changes led to the dissolution of the Association for Intercollegiate Athletics for Women (AIAW) which was providing governance for women’s collegiate athletics. Women’s athletics were eventually fully integrated into the governance structure of the NCAA which led to increased funding, participation, and scholarship opportunities for women. All positive developments. A negative aspect of women’s athletics coming under the purview of the NCAA though was the reduction in leadership and coaching opportunities for women.

Women hold fewer than 25% of the athletic director positions in the NCAA, and 11% of athletic departments do not have a woman in an administrative position in any capacity. Women also only hold approximately 25% of the head coaching positions in the NCAA. There has been a plethora of research examining career mobility issues for women in sport and in collegiate athletics. Common themes that have emerged from this line inquiry are gender normalcy, homologous reproduction, organizational barriers, lack of mentors, and issues associated with work-life balance.

One place where women have seen more success securing senior level positions is that as conference commissioners. Eleven of the 32 NCAA Division I conference commissioners were women at the time of this study with one women serving as commissioner of two conferences. A much higher percentage than other leadership positions. The purpose of the project was to examine the experiences of women who are NCAA Division I conference commissioners and how they were able to ascend to these positions of leadership using career construction theory (CCT) as a theoretical framework. The study consisted of semi-structured interviews with 8 of the women who held the position at the time of study. Career construction theory was utilized for its ability to examine how and why specific events or experiences as well as education and training influence an individual’s career choices.

Findings:

Women may experience increased success in leadership positions at conference offices, compared with on-campus athletic departments, due to limited direct interaction with football and donors.

Findings revealed participants constantly negotiate time spent on personal and professional obligations, and relationships created in the workplace turned into organic mentorship relationships. The experiences and challenges of negotiating the space between work and family are not specific to collegiate athletics, but may be more prevalent in an industry with high time demands, a nontraditional work schedule, and pressure to perform at a high level.
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Women from the study indicated they engaged in very personal, professional relationships with other female conference commissioners around the country. They would often extend work trips to create opportunities for female-to-female bonding. These types of experiences are common practice for male employees, however, this is one of the first times a population of female employees within the sport industry has described these behaviors and events. Participants felt that there were limited amounts of sexism in the workplace, but all discussed experiencing instances of sexism, indicating a culture of gender normalcy. Many of the participants discussed these experiences while appearing to “laugh them off,” however sexism was still prevalent. These women may have learned the sexism and discrimination is part of the job and to be successful they must learn to accept it.

For Industry:

  1. Model Good Behavior: Practically speaking, more senior level employees can model better work-life balance to show entry-level employees it is acceptable to take time for family or outside interests. It is important this behavior is modeled otherwise entry-level and newly-hired employees will believe they must be in the office for extended periods of time and weekends in order to be successful.
  2. Build Strong Networks: Additionally, athletic departments can utilize this information to help women build strong networks within the field of collegiate athletics. Encouraging women to engage networking that is both personal and professional may be beneficial for women in the industry.
  3. Build Culture Against Sexism: Finally, creating a culture that is not tolerant of sexist behavior is critical to increase the presence of women within the collegiate athletics industry. Although more senior level female employees may “put up” with sexist behavior because they have become accustomed to it that does not mean it is accepted behavior that should be tolerated.

 

To read the original article from Journal of Sport Management, click here.

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

Feeling That In-Group Feeling at a Sponsored Sporting Event: Links to Memory and Future Attendance

By Dr. T. Bettina Cornwell (University of Oregon), Dr. Steffen Jahn (University of Goettingen), Dr. Hu Xie (Western Michigan University), and Wang Suk Suh (University of Oregon).

Have you ever felt alone at a crowded event? If you have felt outside the group, you can imagine that you might focus on different things. When you feel swept up with others in the swirl of activity, well, it is just more fun. It is also easy to imagine that event organizers and sponsors would like for you to enjoy an event, for your sake and theirs.

We investigated the emotions that people feel while at a track and field event. Excitement, joy and pride are emotions we might experience in viewing sport. We can also get bored waiting for the next event or feel discontent, especially if things are not going to plan. We were interested in these sorts of emotions in the research but also wanted to know if experiencing these emotions with others made a difference.

We began with the thinking that you might come to an event alone, or even with others, but your common interest in the event helps you to feel like you are part of the in-group. Importantly, if you do have that in-group feeling, what happens?

We found that emotions influence things like what sponsors you remember. Excitement, boredom, and the overall group atmosphere at an event influence sponsor recall in different ways. Excitement, contrary to popular thinking, can support recall for sponsors.

Feeling In-Group Matters for Sponsor Recall.

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What was really interesting is that emotions are related to the extent of in-group feelings. For example, when people feel they are part of an in-group, excitement further supports recall for sponsors. When people don’t feel like they are part of the in-group, not only does excitement not support recall of sponsors, boredom negatively influences it too.

Similarly, in terms of attending the event in the future, emotions play a role and so do your in-group feelings. Group atmosphere, boredom and joy all influence future attendance. Feeling a group atmosphere, where “compared to other events, other attendees at this event create a great atmosphere” really makes a difference if you feel like you are part of that group.

Sport has always delivered emotional engagement and sponsors have always been attracted to sports for it. This research confirms that thinking and guides it. The findings suggest that events should find ways to help attendees feel a part of the event.

Idea for the Industry: For a multi-day event, it might be worthwhile to imagine events where people meet and greet others before attending the sporting events. Make queues into opportunities. Instead of letting people stand in line with little interaction or amusement, turn this captive audience into a chance to meet people by incentivizing meeting someone new.

For Sponsors: the good news is that excitement at an event is not necessarily detrimental for learning about sponsors. It was the case, however, that a great atmosphere that moves out into surrounding areas may encompass sponsors intentional ambushers or simply other brands that are later remembered as sponsors.

The clear finding is that building in-group feelings is positive for event organizers and event sponsors, and we feel, event attendees.

Interested in learning more about this research? Read the article in the September Issue of the Journal of Sport Management.

Explaining Sponsorships Using Analogy

By Jesse King, Ph.D. (Weber State University) and Robert Madrigal, Ph.D. (California State University, Chico)

Most sponsorship alignments do not make sense. For example, what does FedEx have to do with the NFL? This sponsorship is incongruent because the brand and property (e.g., events, teams, leagues, etc.) have little in common. In such cases, the brand must explain to consumers how it is related to the property. In a recent article in Journal of Sport Management, we find that using analogies is one tactic for explaining an incongruent sponsorship to consumers.

Understanding an analogy is like solving a puzzle. By highlighting shared associations, analogies provide a creative way for sport managers to explain how the brand is similar to the property. For example, FedEx makes use of an analogy by awarding the “Air and Ground Players of the Year” to the NFL’s top quarterback and running back.  The analogy allows fans to connect the actions of running backs and quarterbacks to ground and air delivery of a package, respectively. The package and football each plays the same relational role in this analogy. Just as a football may be passed through the air by a quarterback or carried by a running back on the ground, a FedEx package can be sent by air via a plane or ground delivered using a truck. Good analogies are useful because they promote a deeper understanding of the sponsor-event alignment. In this way, a sponsorship that once did not make sense to a consumer can explained in a way that links core equities of the property with those of the brand.

Creativity is required for fans to understand analogies and for sport managers to build them.  The goal for sport managers in creating analogies is to help the customer understand common functions in the sponsoring brand and sport property. To build analogies, managers should:

1) Identify Brand Action Words: Identify actions performed by the brand. This can be accomplished by identifying actions in terms of verbs used to describe a core function (e.g., Gillette razor blades shave hair off the body). Keep in mind that there are often many ways to describe the same action. For example, a close shave is achieved through close contact between the razor and few missed hairs.

2) Identify Property Action Words: Consider actions performed by the property that might align with those of the brand. Avoid shared surface traits such as common appearance (e.g., both property and brand’s logos are red) or immaterial detail (e.g., both players and employees wear uniforms). Instead, focus on common patterns of relationships that exist for the brand and for the property.

3) Avoid the Abstract: When creating analogical explanations, avoid abstract descriptors such as “excellence” or “integrity.” If no relevant actions within the property can be identified, the sponsor should work with the property to create something (e.g., award, event) that will serve a similar role to the actions that the brand wants to emphasize (e.g., the turnaround play of the game).

Analogies that explain deeper relationships are likely to be more effective than those that only explain surface similarities. For example, Gillette could explain a partnership with competitive swimming, a sport in which competitors “shave” the hair off their entire body prior to a major competition, by emphasizing shallow similarities associated with shaving hair and shaving seconds from a race time. However, a better fit might be achieved by explaining deeper patterns of shared relations. For instance, Gillette recently explained their partnership with Major League Baseball’s Home Run Derby by emphasizing the relational importance of establishing close contact between a razor and skin as a way of making sure to not miss any hair follicles on one’s face with the importance of a baseball batter making contact with the ball in order to miss fewer pitches.

King Blog Photo 1

Key Takeaways:

In this research we found analogy improves sponsorship fit, relative to other types of explanation. They help because analogies are perceived as creative. Also, short explanations of analogies seem to be equally effective as more detailed explanations.

For sport managers this means that short messages such as “The FedEx Air and Ground Players of the Year Awards” may be as effective as full press release in explaining a brand-property alignment.  Analogies are capable of concisely conveying a great deal of information. Because space and time are often severely limited in a sponsorship message, the use of analogy offers an efficient and creative method for concisely explaining how an incongruent brand is similar to a sports property.

How do we get there? Establishing The Narrative and Building the Network to get where you want to be

By Joe Favorito (@joefav

Much is made about how to navigate the complicated and very fluid professional waters we are in today. As someone who has been at this for over 30 years and has spent the last decade on my own, I offer some thoughts.

In August, Frank Bruni penned a New York Times column about going back to school, and the real value that students should look for when returning, or starting off, on the path to academic success. He touched on two areas that go well beyond the college experience, and have great value along the path of life; the value of storytelling, especially the personal narrative we build, and the value of mentoring and surrounding yourself with the right people to help you choose the path you may end up on.

As someone with a passion for learning from people from all walks of life, as well as someone who has now spent ten years in the uncharted waters of consulting, understanding your narrative contribution and the skills you have to help others, and the building of a personal network are invaluable. Here are a few thoughts as to what you need to get those two areas strong and healthy.

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Photo by Pixabay on Pexels.com

Stay relevant to the community around you. Learning something every day and figuring out how that can apply to the task at hand, is key. Being pigeonholed as someone who does one thing at a certain price for a certain period of time is a hindrance. Being able to balance advice and deliver at the same time is a challenge learned only by experience.

Time is precious, manage it well. Having the efficient use of time with all the distractions we have around us to finish projects, to work with others, to manage deadlines, even to think clearly and effectively, is so important, and is a skill that always needs improvement. If you can be successful juggling multiple projects in multiple time zones for multiple personalities you know how to make the clock work for you.

Take notes, lots of notes. Even the best with memory forget, and early in in my career, my boss Anne Worcester, who was CEO of the Women’s Tennis Association at the time, was big on making sure everyone had notepads. Make a list, check it twice, and review it at the start of the day and at the end. It really helps you see progress, and make sure that the little things are getting done in a world too dependent on email sometimes.

Look left, look right. I have always been admirer of how point guards in basketball go about their jobs in games. They are always looking to see where things are going and how things are developing. They rarely look down. I readily admit that, I am always looking down. However it is really important to have a sense of all around us, because if we don’t, we miss a lot of the activity that makes us whole, in business or in our personal lives. The people and places around us bring us much.

Most importantly, LISTEN. We are all in a rush with limited time and bandwidth. However if you take the time to listen to all that’s going on around you, you will HEAR people tell you some amazing things about themselves, their lives, their businesses, their needs personally and professionally. Ask questions off of what you have heard, and develop the narrative off of that. It becomes a personal conversation that may lead you to places that you were not expecting, just be gearing some of the simplest of things that people are telling you.

three women in front of laptop computer

Photo by rawpixel.com on Pexels.com

Now no one will say that the journey is easy. We are a global community with millions of stories waiting to be told, many of which are in our midst. Off of those stories comes the narrative that we ourselves can build, and off of that narrative comes the path that can lead us not just to where we want to go, but to where we can go personally and professionally. Is that road fraught with disappointment sometimes? Yes. Is the financial remuneration always the best? No.

However by being able to tell one’s story and by building the right group around you, the ability to get along personally and professionally becomes that much more manageable. Finding ways to do the little things, and build personal brand through storytelling and listening, is very rewarding.

Your value lies within, it is the only thing you take with you for the long term.
Good luck on the road, but be sure and enjoy the ride.

Sport, Twitter Hashtags, and the Public Sphere: Curt Schilling Case Study

Instantly, the hashtag #CurtSchilling became a flashpoint for debate about the issue on Twitter. Thousands of users deployed the hashtag over the following 24 hours, either criticizing Schilling for his homophobia, or castigating ESPN for political correctness. Capturing 10,000 of those hashtags revealed fascinating findings.

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Challenge accepted: Why women play fantasy football

As expected, women play fantasy football for similar reasons as men, but also play for unique reasons. A total of five motivation factors were uncovered.

Three factors (Enjoy, Enhance, and Socialize) are similar to motives previously found by sport management and communications scholars, and two factors (Challenge and Connect) are unique to female participants.

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