Support from Administration Needed to Prevent Athletic Director Burnout

In communities throughout our country, residents attend the local high school’s athletic events. Some arrive at the game early to support the team, some stay after the event to talk with friends and players’ families. It is a social gathering for the entire community.

Families eat dinner at the concession stand and are entertained and satisfied. The community members will also let you know if the popcorn is burned or if there is no toilet paper. Who do they seek out for complaints? The athletics or activities director. This individual(s) is one of the most identifiable people of the district. The athletic director is there early to set up and is there after the event to tear down.

The athletics/activities director (AD) burnout is real in high schools around the nation. The nature of the job starts with morning meetings, moving right into evening hours with competitions and concerts. Keeping an AD in his or her current position has to be intentional. The hours that are expected and time committed to the job is not sustainable for any one person. Administration needs to be aware of the task at hand and support the AD in order to reduce the turnover of a very public position.

School administration should sit down with the AD and discuss and understand the responsibilities that happen on any given day. This discussion should move onto monthly details that need to be done, into seasonal jobs and then into the overall yearly tasks at hand. Once this is shared, let the brainstorming begin. Expected steps should be re-evaluated and administrative or clerical support should be added to reduce the paperwork. The availability and ease of technology should be discussed and how that would help with scheduling, communication and facility management. When administration actually knows what the AD does, it builds a sense of camaraderie with a common goal of providing activities for students.

It is important for school administration to respect time boundaries. Flexible hours or compensatory days should be discussed. As an example, if an athletic director supervised a basketball game until 10 p.m., then he or she should not come into the office until 10 a.m. the next day. Devise a goal to keep one night a week free from scheduled events, so the AD can have dinner at home that night. Also, rotate the management of evening events with all administration. Take turns supervising to relieve going from sunup to sundown. In fact, some schools allow the athletic director to hire staff to be supervisors for home events. Another idea is to NOT schedule early morning meetings after an evening event.

Administration should be mindful of the toll that the job of an athletic director takes. This is where the administration is very purposeful. Schedule regular check-ins with the athletic director – not about performance, but about his or her well-being. Always be mindful of giving credit to the athletic director during public announcements and board meetings. Showing respect also means involving the AD in school leadership and listening to ideas he or she has. Yes, this is adding to the athletic director’s plate, but showing he or she is needed and respected can go a long way.

Each school has only one athletic director or a shared AD. He or she is on an island. There is no PLC for them to attend. It is very important to allow the athletic director to attend leadership workshops. Provide opportunities to attend athletic/activities director association conventions. The athletic director should be able to attend meetings off campus with other ADs from the conference. Meeting with other activity directors is uplifting and can breathe new life into a tired athletic director. Encourage the athletic director to reach out to other ADs for a weekly check-in. Discussing what is happening each week with someone who understands is nourishment for the soul.

Lastly, promote a culture that is about student development and not always winning. Education-based athletics need to be the forefront for the district. Make mental health days a normal opportunity for an athletic director. At the end of a season, host appreciation events for coaches and the school’s athletic director.

In the event of a crisis, such as during an evening activity or practice, check on the athletic director. Most athletic directors are trained to handle panic situations with grace. It is the time after the crisis, in the quiet of the office that the administration needs to check on the AD. Administrators should have the open phone policy with the athletic director, calling if anything happens (in the event of the media, families, other schools contacting him or her the next morning). Of course, give kudos when a crisis is handled well. Allow opportunities if counseling is needed after a crisis. Working together with the athletic director to collaborate and build peer support will create a positive environment.

The reality of administrators in schools is they also have full plates. Supporting an athletic director who is a quick problem-solver, motivated and a go-getter is easy with words. However, it is not sustainable, even for the best of the best. Action is so important to keep the great athletic directors from burning out. If the AD is doing a good job and feels supported with more than words, it will make the job of the administrator easier in the long run. Show support with actions, not just words.

Overall, it is the job of the administration to understand what an athletic or activity director does. Without this understanding, supporting the AD is nearly impossible other than with words. Be mindful that the athletic/activity director position is the most public position at the school. Reducing the burnout of ADs is essential for seamless events to happen. Training new ADs into the culture, processes and people of a new school is time-consuming and unnecessary if the previous AD had just been supported. It is worth the administration’s time to be actively supporting and understanding the role of the athletic director.

Lisa Myran-Schutte, CMAA, has been an athletic/activities director at several schools in Minnesota, including Houston High School and Pine Island High School. She is a member of the High School Today Publications Committee.