From Good to Great

Following some principles espoused by Jim Collins in his book by the same title

First – some quotes

1. Good is the enemy of great. We must not pander to mediocrity. We have been mediocre and have to raise the bar.

2. Bad decisions made with good intentions are still bad decisions – We have had plenty of those over the years.

3. By definition it is not possible for every club to be above average – We can’t run with the crowd – we have to disrupt the status quo and think with abundance to improve levels overall everywhere to build the bedrock for increased performance. Altruistic investment in cricket in our regions will ultimately reward the club with improved recruits.

REGENERATION OF CLUB

BACKGROUND:

Most cricket clubs consist of four senior teams affiliated with an association. The primary activity of a club is playing cricket within this competition.

The club generally has over 50 registered playing members and these members are supported by a large number of support staff, coaches, committee personnel and volunteers. Around 10-12 players depart each year so recruiting is a continuous process. Some level of turnover is desired to create pathways for others to emerge. List cloggers that are no longer going forwards need to be forced backwards for the general good of the club and cricket in the region.

Specific target recruits needed to rebuild the top end to create groundswell of people wanting to be in the GCC environment. Clubs that support the club need two way support (think Bell Park and Sth Barwon in footy). Those who provide players should receive support and coaching and facility support. Those who don’t, shouldn’t! There are finite resources and we need groups within groups pulling in the same direction to create momentum and positive feelings. Pareto principle suggests 90% of time spent trying to change the 10% of “haters”. Why don’t we spend 90% of time with those who like us and appreciate us and leave the “haters” to “hate” all by themselves. By extension – these clubs need to have a functioning system of promoting junior talent and an open arms approach to players coming and going from the club. Points systems rewards clubs getting their own players back. Cherry picking developed talent whilst regressing own talent to keep hold of it is a race to the non-competitive bottom.

The club is also supported by numerous social members and strong support from loyal sponsors who provide funding to the club directly by financial injection or “in kind” support. The club MUST be inclusive and eClcoming of these people always. You can’t choose your days. We need to celebrate success with all stakeholders within and outside the club. We are all in it together. Photos of debutants has been approved by committee. These photos need to be distributed to clubs as a matter of priority with a thankyou.

The club always needs additional volunteer support in the following areas and he/she must work closely with the Club Administration manager to ensure all of the necessary activities are performed as required. Volunteer support is at an all time low presently and needs to be addressed via culture of inclusiveness and rebuilding bridges. Together, we can all achieve something. Apart, we are in danger of being an also ran and a laughing stock.

SCORING AND SCOREBOARD:

· Positions are needed to be filled in match day scoring through the grades

· Operation of scoreboard on match day and ensuring MyCricket or equivalent uploads are completed in a timely fashion

· Oversight of scorers and scoreboard needs a bigger picture perspective

BAR and CATERING

· Assistance and oversight of bar purchases and manning the bar post match with controls of cash and regular reconciliation of both takings and stock to prevent theft or misappropriation.

· Assistance with Thursday night teas on selection nights.

· Governance in this area needs to be tight. It can be an area of slippage. Petty amounts often taken from the fridge not documented properly. The “entitlement” culture at clubs often needs to be reigned in intermittently as inherently clubs struggle to have checks and balances over receipts and payments here.

JUNIOR DEVELOPMENT:

· Revisit aims of junior development to bring into alignment with pathways programs if not already and specific skill gaps within the Club. Practise the second skill is a mantra I would like to espouse. Many are good at their first skill but deficient in the second be that specific slip fielding, outfield throwing power, bowling to break a partnership or batting in the lower order to get off strike and partnership bat by running hard to get back for two… can the bowlers get in and out of the crease by getting low and strong and springing out of the turn.

· Administration support from Administration manager with printing and mailing needs

· Monthly communication of progress to be overseen by cricket operations committee member or his delegate

· Maybe align an aspiring coach within the player ranks to “buddy” supporter clubs with junior coaching support. Different local clubs might have different needs so could be “case by case”.

GOVERNANCE AND EXECUTED DOCUMENTS:

· Maintain a database of all players, past players, junior players, parents of young players, volunteer register and touch base with these people systemically to have the club in their mind rather than a forgotten memory

· Maintain executed documents folder in hard and soft copy. Hard copy to never leave the club precinct so administration manager can always put their hands on the original if required

· This requires discipline from the administration manager and coordination with Treasurer.

· Segregation of duties between banking uploads and approvals and oversight of bar takings to prevent misappropriation

Possible additions to the group identified for consideration to be approached are:

· Grounds

· Reverse raffle entrepreneurs

· Bar manager succession plan

· Asset management and plant budgeting for replacement

Actively forward plan 2 years ahead on a rolling basis

· Helps to avoid being bogged down in minutia.

· Where are the gaps, how are we going to get there. Process is a) Where, b) How, c) What now to take the next step

· Set and meet specific, measurable, achievable, realistic and timebound actions

· Promise less and deliver more

· Come not with a problem but with a solution.