How to Create a Culture of Fiscal Integrity – Part II: Defining rules and getting administrative support: “No More Mister Nice Girl”
Last time we talked about why it is important to get coaches and staff onboard with creating a culture where financial responsibility is not only discussed but put into daily action. Just as a coach tries to instill a winning culture on their team and an Athletic Director sets the tone of teamwork and personal responsibility, the Athletic Business Manager should consciously create a culture of Fiscal Integrity.
Rules should never be haphazardly created or be punitive. The punishment must fit the crime. But without rules there is anarchy and that can never be a part of the culture of Fiscal Integrity.
Here is a quick review of the rules:
- Clearly define the rules and consequences for breaking the rule.
- Ask your superior and the sport supervisors to have your back.
- Partner with sport supervisors for enhancement and enforcement of rules.
- Meet with coaches as frequently as necessary to reinforce your systems.
- Respect their time.
- Practice what you preach.
Rule 1: Clearly define the rules and consequences for breaking the rule.
If someone breaks a rule and only has a vague recollection of doing so, that is your problem, not theirs. It is your responsibility to determine the rules and consequences with the help of GAAP, institutional guidelines and common department practices.
Some rules and consequences are easy: don’t steal or you will be fired.
Some rules are more vague and need time and contemplation: failure to review your credit card transactions three times in one fiscal year will result in suspension of your credit card. Repeated failure will result in termination of your credit card. This is a rule I have instituted at my school. It is clearly defined in a Visa Use Statement which every coach must sign and review annually. Since instituting this rule I have had to suspend only two credit cards and have never had to terminate them.
Rule 2: Ask your superior and the sport supervisors to have your back.
If you create rules and the people you work with do not support them you have a bigger problem than a lack of Fiscal Integrity. As long as your rules are relatively simple and straight forward have support in advance and you will succeed. It can be as simple as the Athletic Director giving you a few minutes at a coaches meeting to review and reiterate a policy just as the compliance office does rules education. When the coaches see that the AD values the information it gives you more credibility.
Rule 3: Partner with sport supervisors for enhancement and enforcement of rules.
While this is similar to Rule 2 it is not exactly the same. Just as you need the AD to value your rules it is imperative to have the supervisors remind their coaches regularly of the need to be in compliance with your directives. Supervisors must be aware of any difficulties your office has with a particular sport and aid in turning the ship around.
Rule 4: Meet with coaches as frequently as necessary to reinforce your systems.
This may be the single most important rule of all. When I began scheduling regular meetings with coaches we were both able to nip problems in the bud. I was able to do journal entries and corrections in a timely manner. Best of all, because I take meeting minutes (usually only one or two sentences) they have my expectations in writing. They get these minutes along with a summary of their cost center every month at the Head Coaches meeting. I have essentially “bought” their “but I had no idea” answer from them and have more successfully balanced the budgets each year.
Rule 5: Respect their time.
The phone should only be answered in an emergency and the door only if urgent. Coaches really respect this. If another person comes to the door they know to come back after the meeting. They know this because I respect their time.
Rule 6: Practice what you preach.
Mom always said you have to do it so you may as well do it with a smile. If you are consistent with your message, fair in its execution and open minded you will be successful.
Recently I came to this conclusion: In business, if you are nice you may be rewarded but if you are too nice you will likely be penalized. Until a few years ago I did not have clear rules and consequences stated so the coaches and staff understood them. If a teacher gives a test and a few students fail it is the students fault. If most of the students fail it is the teachers fault. I wrote up my Athletic Business Office policies and procedures and began a year experiment I titled “No More Mister Nice Girl.” It was wildly successful. The coaches now show greater personal responsibility and I am no longer reminding them hundreds of times to do what they should be doing already.
