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By Shawn Patton
Based on Commentary by Rod Love
From Globe and Mail
With apologies to Archimedes I had my own Eureka moment, not in the bath but rather at Starbucks the other day.
While enjoying my cup of java and a respite from clients and the trials and tribulations in stock and credit markets, I was reading an Opinion article by Rod Love in the Globe & Mail when my epithany or eureka moment hit.
Perhaps yet another symptom of my squash addiction, while reading a political commentary piece I was struck by what I believed were some potential parallels between Mr. Love's ideas and prescriptions and potential applications for change management and renewal within our sport.
Below I have generously (quantity) used Rod's line of thinking as a form of template and added my own slant, opinions, ideas and delusions (not being a writer, low quality). So this kind reader is how a political commentary in a national newspaper evolved into yet another opinion editorial Uncomfortable Question of the Day (UQOD) from Shawn Patton and the Squash360 soap box:
What must happen for squash to benefit from real change and renewal?
First
There must be a weary yearning on the part of Joe Average Squash Public and related stakeholders to end the status quo. Our sport obviously isn't there yet, but we can only hope it will come before it is too late.
Eventually, the debilitating knowledge of squash’s decline, stagnant management, incompetent efforts to become an Olympic sport and the counter productive insular and independent aspect of squash culture at all levels within our sport will galvanize players (at all levels), parents, officials, squash businesses to force the various associations, administrators, committees, event promoters, club owners/operators and squash teaching professionals to confront reality.
Second
The above voices and attitudes will eventually induce the advertisers, sponsors, patrons and donators to slowly begin to turn off the spigot.
Squash marketing, promotional efforts, programs, capital projects, events, tournaments are not funded and executed on prayers alone, and as they say in the jungle, when the water dries up, the animals begin to look at each other differently.
Third
As the money dries up, the third phenomenon takes place: previously unmotivated, disengaged, apathetic squash enthusiasts begin asking uncomfortable questions, reaching out to others and begin discussions on: What should we do differently? How can I be part of the solution, not part of the problem through my personal inaction/self-interest/cowardice? Do we need different people at the wheel before matters pass the point of no return?
These talks will be held not by the calcified elders whose ancient animosities and paradigms are carved in granite, but by a subset of pragmatists who, at this point, will be neither seduced by applause nor depressed by failure. When they start talking, things start happening.
Fourth
The fourth step involves the pragmatists leaving everything at the door.
It is tempting but pointless for the amateurs in the room to focus on pointing the fingers of blame, but the pros in the room must focus the discussion on the common set of objectives to be achieved and the tangible, realistic, actionable means of working co-operatively and collaboratively to:
- compile ideas, strategies, inventory of skills and resources
- share the work and decision-making
- implement and sustain any initiatives
This is by far the hardest step:
- accepting that after all earnest efforts and tough slogging the sport is still losing ground
- resisting the temptation to selectively find the positive
- reaching the conclusion we actually do NEED to change and we can and should work together and involve new faces.
There is a lot of common ground if we would all just shut up, down weapons, look first within our own efforts/capacities and go look for it. In some cases their needs to be a willingness to step down, get out of the way and allow new people, new ideas and approaches.
Fifth
After all those painful steps, comes the most important ingredient of all, as in all great undertakings: leadership.
What individuals and companies will step up in order to agitate, demand, catalyze and finance the change and be a driving force in bringing forward a renaissance in squash?
I am no Mary Poppins, but I know this: it is 2008 and the leadership of our sport at ALL levels needs to be called onto the carpet by their membership, their donors, advertisers and told that enough is enough.
What do you think?!
Have your say below and/or send me an e-mail to
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About the Author
Shawn Patton is a husband, father, self-confessed squash addict and owner/editor of squash360.com who several months and 15 pounds ago was an A-Level player.
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