What Can You Do For Hockey?

This past week, someone tagged us in a 'need to change the system' sport post. From that, another DM came in 'What can your company do for hockey?' A question we get often based on the support we’re providing to other sport organizations in our country and around the world.

The answer we’ve been given is… nothing. 

Local Sport Organization : LSO. 

Our hockey journey started in 2006 and spanned 15years. At the time, our local sport org was the 2nd largest association in the province. By the end, registration was down 70% (pre Covid) 

There were only 3 presidents during our experience, with 1 being a 1yr & done because of an affair w’ the head of officiating. Each year would usher in new instructions & campaigns to increase registration. 

Of the 7 coaches our son had over that time period, 1 was great, 2 were good, 1 was average and 3 should not ever be permitted to coach youth sport. 

*2 points of clarification. #1 we are not anti-compete, anti-tough love or anti-accountability people #2 Our kid punched above his weight class so, there’s was no sour grapes on our part.

At the outset we followed the protocol if/when we saw something that didn’t feel right. Engaged the coaches, Talked to the TD. Attended the AGM. Joined the board. NONE of these recommendations were useful.

And when you really boil it down to why; there’s just not enough time, energy, capacity, desire or support to build this into a proper, quality service offering 

In the 15yrs we were there, there wasn’t a single 'all coaches meeting' at the beginning of the season to align on vision, mission and values.

When a kid on our sons team almost lost his life because of his coach's (doubling as the technical director) abuse, we couldn’t get anyone’s attention up or down the chain... Until we took it to the media. That president - is still president 

Key observations: There is not enough training / support for coaches, directors or board members at the primary point of contact in sport. And little accountability to attract, retain & growth metrics.

Provincial Sport Organization : PSO. 

Per the recommendations, we engaged our local PSO (2016-19). Zero self- interest, not trying to elevate ourselves or our kid, simply had business experience and legitimate desire to help 

Again, we’ll spare the details, but eventually we were *warned that “if we wanted to work with the PSO, we’d better change our tune on social media and play nice”.

See something - Say something! *Unless it's critical or constructive about us...

Eventually, after many tumultuous years, the ED ‘retired’ and now presides over another PSO. This isn't uncommon in our system that seems to perpetuate self-preservation. 

What we came to understand is our hockey PSO doesn’t really have power, energy or desire to govern LSO’s. They were more interested in hosting events 

Key observations: This PSO was not interested in getting into the weeds. The low-level of funding at the PSO led to constant turnover creating continuity & capacity issues. 

GTHL 

We visited the GTHL in 2016. Erroneously sharing that hockey had a culture problem. We also shared some ideas and solutions on how to improve some of the issues. The ED listened, but was quick to point out that "with the tenure of most coaches, our change ideas would never fly. They wouldn’t even listen". He probably wasn't wrong.

They were interested in our colleague for the annual hockey summit keynote and placated us by inviting our partner to sit in on their DEI panel. He is African American. 

Had we not gone in with an Order of Canada recipient, decorated athlete and COC Board member, I’m certain we would not have even got through the door

We followed up with the G for a couple of years to no avail at the same time as we continued to watch it unravel. 

Key observations: The largest league in NA was reluctant to put in any measure of change, control or accountability into their system. The tail was wagging the dog. 

National Sport Organization: NSO 

On our own dime and through connections, we flew to Alberta to meet with Hockey Canada brass (2016). We asked questions & took notes re: how development was being quantified 

We were also fortunate enough to present some of our ideas, tools & resources to many of the people you’ve read about in the news. Their response was respectful, but clear ‘we’ve got this’ 

Again, had we not been partnered with an Order of Canada recipient, decorated athlete & COC board member, we would not have even been at the table. 

There were polite follow ups, until they too read our social media commentary about the state of the game on whole. And then we were done. 

We get the 'attracting more bees with honey' analogy. We also understand sometimes vinegar is required to get the stain out of the carpet. 

Key observations: Average NSO directors DO NOT believe people outside of their system could possibly think of / bring solutions they haven't thought of. Some NSO's have a love affair with high performance (HP) aka the <10%.... which is subsidized by the >90%. Just give us your registration fee’s and "send your best players. We don’t care how you run your businesses”.

The NHL 

Through our partners network, and NHL need, we were invited to present (2017-2019). In our mind, this was a BIG DEAL! We flew to Toronto & NYC. I mouthed off everyone previously mentioned which I shouldn’t have done 

There was a new lead in a new division and, based on some of the work we’d done for the USOPC, the PGA, Project Play and in schools across the country (Canada), they wanted to explore if we could help them 

We were in a room with some really big hitters. Lots of learning. Lots of listening. Lots of explaining. It was an amazing learning experience, until it wasn’t. 

After two years of back & forth, meetings that would be cancelled 15th minutes in and being grilled by interns if we knew the definition of physical literacy, I did what I should have (by now) learned not to do 

I said something. At the encouragement of one of the insiders I spoke to the lead about how we’d been treated as vendors & people trying to help. Culture? And in saying something, we again found ourselves on the sidelines

The reality is, the NHL isn’t beholden to the LSO’s PSO’s or NSO's. They’ve done a lot of work supporting USA’s NGB where they needed it and can use their brand to influence fans but their primary goal is to put bums in seats and provide continued value to to their shareholders; NHL teams and owners. 

The Declaration of Principles & Hockey is for Everyone campaigns in the absence of support or accountability are well intended, but ineffective without follow through. These types of initiatives only deepen mistrust.

Key observations: The large organizations have the same struggles as the medium sized & smaller organizations even with the luxury of hiring & smarter people and paying them very well.

Now, like any story, this is one of three sides. Could my/our approach have been better? Absolutely. However, it was very clear that time after time after time throughout the system, hockey didn’t want/need help. They'd “got it”. Until they didn’t.

Enter Covid, and the registration / cash-cow-tap was turned off. Organizations who hadn't run values based or fiscally responsible businesses, struggled to keep their doors open. Families got along with each other again and the extra $10-15K/yr eased the financial stress

....And then came the stories. One after another after another.

Does it detract from the good people in the sport? Damn right it does! And there are good & great people in hockey who also want better. 

However, when people ask 'what we can do for hockey?', we reply; nothing. Not because we don’t want to support this great game. Because, in following the policies & procedures laid out in every manual from community to the highest level...

...that's what we’ve been told.