Not all the problems facing T&T sport can be solved by money or paid professional staff. There are systemic and structural problems in local sport and we can’t just expect to patch up the problems and hope they will go away. However comprehensive reform cannot be led by the Ministry of Sport, Sport Company or the TTOC. The governing bodies of national sporting organisations must take ownership of the problems and the solutions. They cannot delegate away leadership responsibility or accountability. The Ministry of Sport, Sport Company and the TTOC are facilitators. There are many views and opinions about what needs to be done. But is there a clear and sense of the fundamental issues? Or is it that some of the decision makers are looking at the situation through their own lens. In such an environment good sense cannot prevail. In the absence of good sense you can’t protect people from themselves can you? Sport administrators cop the blame and are fair game. There is a line in the sand. On one side is excellence and on the other mediocrity. Moving forward requires dealing with the issues.
There are a number of challenges local sport must address but the starting point has to be honesty and the willingness to have non contentious conversations. For the majority of sports, overcoming the challenges and obstacles is an overwhelming prospect. Different sports have their own issues—not all sports have the same problems or require the same medicine. In the absence of a clearly defined policy or pathway the impression can be that things are operating in an ad hoc manner. When leaders feel it is okay to tell lies, not only is it not setting a good example but it establishes a culture of denial where telling white lies is seen as no big deal. Leaders who do that forget that little lies when successful leads to bigger lies. Participation and retention percentages are down as are volunteerism and sponsorship. There are probably no more than three sports which can boast of improved levels. The grassroots level of organised sport is in dire straits. That we are falling short of our potential should not be in doubt. Sport administrators must have the inner strength and self-belief to exude a sense of purpose so that they can lead their respective sports from in front and not from behind.
Criticism comes with the territory so there is no need to be antagonistic or obnoxious. Success comes when you know what you are doing and why you are doing it. Good leadership makes a difference. It can turnaround any organisation. John Maxwell remarked that leadership is taking responsibility while others make excuses and the ability to submerge your ego for the sake of what is best. If sport organisations and their leaders don’t stay focused on their goals they will be forced to achieve the objectives of other people who may not have the best interest of the particular sport at heart. It is the responsibility of sport leaders to make the tough decisions and to establish the priorities for their sport. Last week I had the privilege to be invited to make a presentation at a Sport Leadership symposium for secondary school students—the theme of the symposium was ‘Seeing pass the I’. My presentation was on the theme “Social responsibility—who, what and why?” The perseverance and tenacity of Valentino Singh in hosting the 13th edition of the symposium stands as an example of leadership. It was refreshing to engage with decent young people who have a big vision for themselves and the country’s future. I came away from the symposium with a sense that all is not lost.
-Brian Lewis
Source:www.guardian.co.tt