Mild panic by sports managers in transition

A recent meeting with several prominant public sector sports/leisure professionals revealed a general concern over financial changes in the future. Anecdotes and examples shared included the dissatisfaction with the work of direct reports who are gifted budgets to deliver their over the officers who had to start from a zero budetry line. There was a general concern over the rediness to transition into a new way of working across the teams. Observation of the types of good practice shared and celebrated focused on use of grant for outcomes with the group especially in front of the pay master almost competing for attention and recognition.  There is a level of acceptance and almost a state of depression at the prospect of this financial transition with the use of negative language. HE is undergoing regionalisation and radical change in Wales it is almost certain that local authorities and national agencies will follow.  Like HE will we see a mass clearout with 100's of established career professionals leaving the profession at a fixed point. Is the industry ready for the void that this will leave?
 Is the next generation of sport/leisure professional prepared for this transition and potential flipped shift in focus - new financial climate, new collaborative climate, new creative sustainable solutions.

Sports Management Tribes

I have found myself studying a mountain leaders course in snowdownia with course leads that I have know for several years. It is interesting listening to their stories of starting out as outdoor leaders. These professionals are passionate about their work and have been focused on a career in the outdoors since young children. What has struck me listening to them describe their development pathways has been the influence of gatekeepers or key influncers on this journey in both cases it wasn't necessarily parents that provided the main impetus  but certainly contributed to the mindset or interest. Instead there were unlikely heros which included careers advisors (good and bad), mentors and teachers/coaches (good/bad) that through key decision points (especially as children and teens) pushed them down this career pathway. Talk of early career roles (happy memories) complementary to their current expert status highlighted their journey. 

Key questions to consider: 

Does the prevailing decision making behavior and mind set linked to a role/career and the environments in which they have to work in affect broader org/bus decision making e.g. structured, preplanned, assessment of risk /dynamic assessment of risk, problem solving, passion based decisions, core values annual cycles, mood enhancers, influence of others. 

Broader culture and meaning frameworks are certainly prominante potential tribal within the community but does this reflect prevailing meaning frameworks. 

Key issues 

include the power and influence potential of the tribe

Impact of Sport

Great reminder today of the power of grant funded programmes at a premier league funded launch.The language however still relates to exit strategies and grant life cycle issues. Should teams consider how to sustain these programme through alternative means from the outset?