The athletic director as CEO: Balancing leadership, management
Almost everywhere you turn in athletics, and even in the corporate world, the term “leadership” appears and is extensively promoted. While developing one’s leadership skills is a worthy pursuit, it isn’t the complete answer for the modern athletic administrator. This might be a shocking statement for some, and one that might not be easily accepted; however, the management process and skill sets are also absolutely essential and should not be overlooked.
Preeminent university professors of management accurately note that 70-80 percent of a high school athletic administrator’s tasks and responsibilities clearly fall within the sphere of management and approximately 20-25 percent are encompassed by leadership. Additionally, there might also be a few items that could fall under either or both banners.
While developing one’s leadership skills is a worthy pursuit, it isn’t the complete answer for the modern athletic administrator.
Although the management aspect labeled as “leading” probably needs a little more of an explanation. Originally, professors and practitioners referred to this aspect as that of “directing.” With societal changes, evolution and adjustments, the term “leading” replaced “directing.” Within this aspect, however, athletic administrators might still have to explain to coaches what has to be done and require adherence to responsibilities and deadlines, which may very well involve an element of directing.
How does the management process fit into or affect an athletic administrator’s roles and responsibilities associated with their program? Take a look at a few examples:
- Most days, there are several events that take place on campus. They all involve game management responsibilities from assigning ticket sellers and score clock operators, confirming officials and a whole host of tasks. This all falls under the banner of management, not leadership.
- Athletic program operations depend upon your ability to manage the budget. Of course, this only begins after you prepare and submit your budget proposal during the previous spring semester. Checking deliveries of uniforms, equipment and supplies; paying bills; depositing gate receipts and fundraising monies; completing the appropriate accounting forms; and similar responsibilities are involved — but none of this represents leadership.
- Personnel management, particularly regarding your coaching staff, is a huge responsibility. It involves observing practice sessions and games, ensuring coaches submit their eligibility forms on time, making sure coaches follow all policies and procedures and preparing annual evaluations for each staff member,
- Risk management starts with your efforts to inspect the fields, bleachers, equipment and protective gear worn by athletes. Work orders have to be submitted to repair damaged fields, floors or other surfaces or to install new equipment used in practice sessions. None of this involves guiding, nurturing or motivating anyone; they involve management.
- Game management includes a host of tasks and responsibilities to ensure an athletic event operates without any issues. This includes confirming officials and reminding your support staff, such as ticket sellers, score clock operators and others, of their start time and responsibilities. The process starts, however, before the day of the game when you review arrangements with your grounds crew, contact the opposing athletic administrator to provide arrival details and schedule the appropriate number of security personnel. No leadership skills like inspiration, nurturing or motivation are used; it consists of planning, organization, directing and control, which represents the management process.
While these examples involving management skills should not be considered all-inclusive, they provide an initial snapshot of what falls within its realm. There are also additional elements and responsibilities that relate to leadership, and they might be less obvious and also overlap with management.
Marketing, which is much more than getting fans in seats, is one example of overlapping skill sets.
In the corporate world, for example, marketing has three primary goals: to help the consumer understand their product or service, to gain an appreciation for it and to gain support, which means purchasing it. In high school athletics, administrators should guide and influence the community to embrace the education-based concept. This involves leadership, but planning, organization, direction and control — management skills — are also required to create initiatives to help parents and community members understand the education-based philosophy. If you can reach this level, support for your program involving bond referendums and standing behind budgets to adequately fund your program should follow.
Sportsmanship, promoting the good and preventing the negative, should fall on the leadership of the athletic administrator. However, the specific expectations and communicating those expectations takes planning, organization, direction and control which, again, are aspects of management.
Change is a constant, and athletic administrators need to guide everyone connected with the program through periods of upheaval or developments.
Professional development programs for coaches need to be provided by all school districts. This is clearly spelled out in the National Interscholastic Athletic Administrators Association’s Leadership Training Course 504 as one of the 14 legal requirements. While athletic administrators should encourage, inspire and motivate their coaches, the four management aspects are necessary to create, maintain and improve this professional growth initiative.
Change is a constant, and athletic administrators need to guide everyone connected with the program through periods of upheaval or developments. Most individuals — athletes, coaches and parents — will look to you for answers, perspective, advice and hope that everything will eventually work out. While this effort will call upon one’s leadership skills, planning and organizing will also be needed to create programs or initiatives to help everyone adjust. While reassuring, steady leadership is essential, a successful approach also encompasses some management skills.
To survive in your complex and evolving position — and for your program to operate successfully — an athletic administrator should incorporate both leadership and management skill sets. It isn’t an either-or proposition and it can’t be all about leadership. Success will come if both are used together in the proper amounts as dictated by the situation, task or responsibility. The corporate world has long used this model, and it is now time for it to be utilized in high school athletics.
While leadership may provide the vision and sense of direction, the management process contributes to the organizational functionality.
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