Voluntarism in Sport Presents a Catch 22 Situation with Respect to Leadership

Reinventing Sport Leadership - Part 2 of 16

The definition of Catch-22 is a situation in which there is no good solution or resolution possible because of the way in which the factors of the solution relate to each other. On the one hand, most sport programmes and activities are planned and organised by volunteers who spend their financial resources, time, ideas, and intellectual property to make their clubs/organisations successful and sustainable. On the other hand, sport organisations have constitutions and Codes of Conduct that demand good corporate governance and proper planning, and organisational effectiveness to run successfully and be sustainable. So, we have volunteers who accept leadership positions, and who must act with integrity, professionalism, and vision to grow their organisations. Then there is the status of sport in the eye of governments that do not prioritise the industry. These governments hold sport organisations accountable despite the minimal funding offered to sport. Besides, there is the expectation from governments that each country will shine at events such as the Olympics, and World Cup and Championship despite minimal investment in the sport programmes and activities.

As a result, the success of sport organisations relies on the personal agency of those who volunteer to stand for leadership positions. Therein lies the challenge because personal agency implies that a leader’s capability to originate and direct actions for given purposes as influenced by her/his belief in her/his effectiveness in performing specific tasks in acceptable ways. In other words, what lies within the heart of the leader, true desire to do the right things, or bad intentions can never be known until the person is settled in his/her leadership position. Hence, Michael Connelly states that:

“it’s lucky no one else knows what our most secrets thoughts are. We’d all be seen for the cunning, self-aggrandizing fools we are.”

This is the risk and the Catch 22 situation we find in sport. We elect volunteers to positions of leadership hoping that they have the best interests of their members at heart.

SportScotland states that volunteers are the heroes of sport, and without them, sport programmes would not run effectively. This sentiment is expressed everywhere in the world. However, volunteerism comes with both advantages and disadvantages. People learn new skills such as planning; managing, directing; organising events; chairing committees; acting as treasurers, secretaries, coaches, referees, marketing/media officers; and so on. They do all this without the expectation to be paid. But then comes in the accountability part because members of clubs pay annual subscriptions and expect to receive certain services. The club may also get sponsorships and raise additional funds through other means. Then there are opportunities to travel to other cities, provinces, and other countries. Suddenly, there is a need for subsistence and travel and other pecks. Suddenly, life is incredibly good at the top and the leaders want to stay in their positions longer. Some do stay longer and do their work properly, effectively, and with accountability. But others, stay longer and become an obstacle to new ideas, change and progress. All they exhibit is power, and as we know, absolute power corrupts absolutely. It becomes a huge challenge to hold individuals who only see power as the most important value accountable. In instances that we read about so much in South African newspaper, this power value no longer means the capacity to have a positive effect on programmes, activities, and the needs of other volunteers, athletes, players, coaches, and other role players. The leaders abuse the prescripts of constitutions and codes of conduct. The followers get intimidated when they voice their concerns, call for change, or want to introduce new ideas, programmes, and activities. Suddenly those who stand for truth find themselves being side-lined when decisions are made. The culture in the organisation changes to bullying, silencing of different views and opinions, undermining, rebuking, and treating people who see things differently unfairly.

The challenge faced by followers in sport organisations that are being abused by their elected leaders who came on board as volunteers are finding ways to hold leaders accountable. It is common practice that rules and regulations get thrown out in times of trials and tribulations in many sport organisations. Leaders simply do what they want to do because they have a group of people who will support and follow them, no matter what. Truth, right, and wrong values no longer have significance. How do members ensure that leaders remain bound by good corporate governance principles, constitutions, and bylaws where everyone is a volunteer?

Here are some principles that followers/members can do to ensure that elected and/or nominated leaders toe the line and use their agency for the right reasons. Firstly, members must ensure that the constitution of their organisation is amended to prescribe a more rigorous process of selection. The organisation must set specific criteria that will allow it to weed out people who do not have appropriate skills and attribute for leadership. This process can include the submission of curriculum vitae, vision statements, and an opportunity to present to the annual general meeting what their plans will be for the organisation.

Secondly, members must be actively involved in the affairs of their sport organisation. Active involvement implies being informed of all aspects of the organisations by reading reports such as minutes of meetings, financial reports, events reports, team managers’ report, and so forth. It also means volunteering to run ad hoc programmes, projects, and activities. Members can ill afford to be spectators in their own organisations. They must insist on absolute professionalism, commitment, and top-notch services as a just reward for their subscriptions and the future of the athletes, coaches, administrators, and standing in society of their organisation.

Thirdly, and linked to the second point, is that members must attend meetings and should arrive well-prepared to be able to participate actively in the business of the meetings. Attending meetings implies reading reports to be discussed, arriving on time, honestly reviewing everything presented before deciding that one feels is to the benefit of the organisation, and not the leaders. The alternative to being well prepared for meetings is well described by the Sauk Valley Community College (2020) in what is termed the things that kill organisations1:

“Doesn’t attend meetings, and if you do, arrive late. Be sure to leave before the meeting is closed. Never have anything to say at the meeting - wait until you get outside. When at the meeting, vote to do everything, then go home and do nothing. The next day, find fault with the officers and other members. Take no part in the organization's affairs. Be sure to sit in the back, so you can talk freely to another member. Get all the organization will give you but do not give the organization anything. Never ask anyone to join the organization. At every opportunity, threaten to resign and try to get others to also. Talk cooperation but will not cooperate. If asked to help, say you do not have time. Never read anything pertaining to the organization. Never accept an office - it is easier to criticize than do things. If appointed to a committee, never give any time or service to it. If there are finances to pay, just ignore it. Don’t do any more than you have to, and, when others willingly and unselfishly use their ability to help the good cause along, then complain that the organization is run by a clique.”

Fourthly, members must have a good understanding of the organisation’s governance documents such as constitutions; rules and regulations; and policies. These documents are the main thing that stands between a successful and failing organisation, and if at any time, they are violated, there is nothing left to anchor the organisation as it pursues its goals and objectives. The issue of corporate governance is a profoundly serious and pivotal one for any not-for-profit sport organisation. Mukund Rajan (Head of Brand at Tata) states that “…It’s the same view of the importance of corporate governance, of ethical standards within your company, of giving back to society, which then feeds into how you might want to present the brand. And it is pretty much a mandate with every one of our CEOs and businesses outside the country that there has to be a significant focus on community service and giving back to society.”2

In conclusion, let us remember what Martin Luther King, Jr taught us, that,

“Life’s most persistent and urgent question is, what are you doing for others?”

and Khalil Gibran’s assurance that:

“you give but little when you give of your possessions. It is when you give of yourself that you truly give.”

In remembering these and other effective leadership principles, a volunteer leader who has his heart in the right place, and has the attributes, experience, and skills to nurture, grow and develop organisations, will ensure that leadership in not-for-profit organisations does not become a Catch-22 situation.

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Footnotes

1 Sauk Valley Community College. (2020). How to kill an organisation. Retrieved from https://www.svcc.edu/students/student-activities/leadership/kill-organization.html.

2 International Business Leaders Forum. June 2013. Leadership in a rapidly changing world: How business leaders in India are reframing success. Retrieved from https://www.thepartneringinitiative.org.