This isn't a threat in any kind of way, despite what the subject line may hint at. I generally don't do threats. What I do is deal in facts. And the fact is, you never really know who you are dealing with.
This stands in any part of your life - work, family, friends, hobbies. You may think you know a person, you might have regular dealings with them, or they may share their deepest, darkest secrets with you. But the fact is, no-one really knows what a person is capable of when they are really pushed.
I admit, I have a temper. Maybe it's my age, maybe it's being Scottish, maybe because my dad has red hair and I inherited the "fiery temper" gene. I have buttons that, if pushed, will set me off. It's not a healthy thing, I'm not proud of it but it's a fact. The thing is, very few people have ever seen me truly angry.
I rant and rave and swear quite a lot, but that's more of a frustration release than anything. But get me angry, actually angry, and it's a whole other ball game. That is scorching the earth, no-one will find your body fodder. I just work extremely hard not to let that part of me out because I know it will result in consequences that I would be unable to take back.
I can't remember the last time I got in a proper argument with anyone. I can't remember the last time I shouted at someone in anger. I was probably about 21, so a while ago. The last time I was in a physical fight I was a teenager. So it was very long ago. Because I realised that while I want to behave like that, it really doesn't achieve much and should only be as a last resort. It still lies in me though, and could come out if properly provoked.
And that is my point. There are people out there who "come for me" or my loved ones (absolutely one of my buttons) and they don't realise what lies beneath the surface. And admittedly, I don't know about them either. If I were to go back at them, it could ignite their fires and then it could really go left and grow into a Death Star of anger.
And to those who want to come at me, yes, maybe this is a warning.
But in the words of a Real Housewife (the source of a lot of my wisdom):
via GIPHY
Showing posts with label roller derby. Show all posts
Showing posts with label roller derby. Show all posts
Saturday, 2 July 2016
Tuesday, 19 May 2015
Roller derby isn't a business, but it should be run like one...
I have been involved with roller derby in Scotland for four years now. Although I am not a skater (I'm a repeat failure of fresh meat programmes with two different leagues) my experience doing line-up and bench managing, as well as being involved in the running of leagues and the UKRDA, the governing body of the sport in the UK, has given me vast experience and insight. And what it boils down to is this...
People need to start treating roller derby like a business.
Unfortunately, for now, very few people can actually be paid to be a part of roller derby. It is a sport that has grown to the place it is now thanks to the hard work, dedication and sacrifices of numerous people up and down the country. This does not mean that we can't treat the sport in a business-like fashion. In fact, it is my belief that it would benefit massively if we did.
Here are a few things that can be done to shift the focus towards a more business-like structure, and away from shaky volunteer-run structures:
1. Hire the right people, not the most enthusiastic
It's great that someone wants to get involved in running a roller derby league or event. However, should they? If this was a company (Derby Co.), that person would more than likely be passed on if they did not have some relevant experience or qualifications for the position. With the growth of the sport, and the diverse range of participants, its likely you can get the right person for the job. And it should be sold as a job, with a full description of duties and essential and desirable skills. Enthusiastic people are great, and absolutely they should be nurtured and encouraged, but put them into roles they can learn from, or roles they are already suited to.
2. Make people accountable
You wouldn't let people away with not doing their duties in a job - you would sack them and find someone who will. Admittedly, this can be hard when you are working with volunteers, you don't want them to just up and quit. However, they need to do what you need them to do. If they aren't, why aren't they? If you follow the ideas in point one about giving them detailed descriptions of their job, then it's easy to show them where they are falling down.
3. Keep track of people's performance
This can be speaking to their superiors (committee heads, directors), or outside "customers" to see show their performance has been. And speak to the person themselves, to see how they are feeling about the role. Do this regularly, particularly in the first six months following their appointment. This period is vital for ensuring that they know what they are doing and have the tools to do it.
4. Be prepared to invest in your "staff"
Whether this is paying for them to do training (roles like grievance would especially benefit for this), covering some of the costs associated with the role (software etc), or starting a wee scheme to give well-performing staff a wee treat every so often, be prepared to spend money making your staff happy and able to do their job. Also, invest time in them, by tracking performance and checking in with them, by training them yourself if needed, by providing proper handovers. What you put in, you will get out.
5. Acknowledge hard work
Remember these people are volunteers - they should be praised for the work they do because they are doing it for free. The one thing that doesn't cost any money is a bit of praise. A lot of the plaudits go to the hard work on the track (and it should, the team are athletics giving blood, sweat and tears to win), but that doesn't mean you can't give props to the work that happens behind the scenes. These are the people who ensure the league's present and future. Why not take your committee heads and directors out for a celebratory/thank you meal once a year?
6. Let people move on
This can be one of the hardest things to do, in business or in roller derby. However, sometimes things need to end for new things to begin. Don't begrudge someone for not wanting to do the same job forever, their situation may have changed, they may be tired, they may be fed up. All of that is allowed. As long as you make sure they leave their role in a neat and tidy place, with an appropriate handover, then let them go. Better than then have them disappear forever.
People need to start treating roller derby like a business.
Unfortunately, for now, very few people can actually be paid to be a part of roller derby. It is a sport that has grown to the place it is now thanks to the hard work, dedication and sacrifices of numerous people up and down the country. This does not mean that we can't treat the sport in a business-like fashion. In fact, it is my belief that it would benefit massively if we did.
Here are a few things that can be done to shift the focus towards a more business-like structure, and away from shaky volunteer-run structures:
1. Hire the right people, not the most enthusiastic
It's great that someone wants to get involved in running a roller derby league or event. However, should they? If this was a company (Derby Co.), that person would more than likely be passed on if they did not have some relevant experience or qualifications for the position. With the growth of the sport, and the diverse range of participants, its likely you can get the right person for the job. And it should be sold as a job, with a full description of duties and essential and desirable skills. Enthusiastic people are great, and absolutely they should be nurtured and encouraged, but put them into roles they can learn from, or roles they are already suited to.
2. Make people accountable
You wouldn't let people away with not doing their duties in a job - you would sack them and find someone who will. Admittedly, this can be hard when you are working with volunteers, you don't want them to just up and quit. However, they need to do what you need them to do. If they aren't, why aren't they? If you follow the ideas in point one about giving them detailed descriptions of their job, then it's easy to show them where they are falling down.
3. Keep track of people's performance
This can be speaking to their superiors (committee heads, directors), or outside "customers" to see show their performance has been. And speak to the person themselves, to see how they are feeling about the role. Do this regularly, particularly in the first six months following their appointment. This period is vital for ensuring that they know what they are doing and have the tools to do it.
4. Be prepared to invest in your "staff"
Whether this is paying for them to do training (roles like grievance would especially benefit for this), covering some of the costs associated with the role (software etc), or starting a wee scheme to give well-performing staff a wee treat every so often, be prepared to spend money making your staff happy and able to do their job. Also, invest time in them, by tracking performance and checking in with them, by training them yourself if needed, by providing proper handovers. What you put in, you will get out.
5. Acknowledge hard work
Remember these people are volunteers - they should be praised for the work they do because they are doing it for free. The one thing that doesn't cost any money is a bit of praise. A lot of the plaudits go to the hard work on the track (and it should, the team are athletics giving blood, sweat and tears to win), but that doesn't mean you can't give props to the work that happens behind the scenes. These are the people who ensure the league's present and future. Why not take your committee heads and directors out for a celebratory/thank you meal once a year?
6. Let people move on
This can be one of the hardest things to do, in business or in roller derby. However, sometimes things need to end for new things to begin. Don't begrudge someone for not wanting to do the same job forever, their situation may have changed, they may be tired, they may be fed up. All of that is allowed. As long as you make sure they leave their role in a neat and tidy place, with an appropriate handover, then let them go. Better than then have them disappear forever.
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