This chapter looks at the personal skills of the sports manager and admin-istrator—their ability to manage their time, meetings and their own schedule and space. These personal organizational skills are vital given the pressure and the pace of the work role of the sports administrator. In this role, an individual is up against demands often based on the fact that sports participation, and planning for it, is led by volunteers outside the normal 9a.m.-5p.m. working day. To respond to such calls on their time, and still to have a life outside work, people in such roles must be well organized. Covey (1992) pursues these themes:
|• begin with the end in mind |
|• seek first to understand, then to be understood |
|• (vitally for this chapter) 'sharpen the saw'—meaning improve your personal skills to deliver effectively. |
It is fascinating to note how often Gilson et al. (2000) refer to individuals—their skills, drive and commitment, and how essential they are to the successful sports organizations. Time and again, in organizations such as women's hockey in Australia, Netball Australia and the Williams Formula One Team, Gilson et al. note key individuals who 'copy the dream forward'.
Individuals and their skills and commitment are key to successful sports organizations. Sports administration, like any other business, is about people and their performance. Improved performance comes through increased personal knowledge and skills, particularly the very practical skills of managing time, managing meetings and managing yourself.