Unquestionably, sport in Australia has a profound impact on our community. Athlete conduct has never been more in the spotlight as in the past few years - understandably so, given the immense influence that these men and women have on future generations. In short, it is the people, integrity and culture of a club, sport or code that is ultimately their brand.
As a former lawyer, I have worked in people and culture in the legal, corporate and sport industries. My initiation into sport integrity came when I joined Swimming Australia and the recommendations of the Royal Commission into Institutional Responses into Child Sexual Abuse were handed down. Frightening stuff. Quite simply, it changed swimming – our policies and procedures, approach to integrity, our response to those involved, as well as our proactive and reactive strategies and decisions.
Integrity matters – two types:
In sport, there are broadly two types of integrity matters:
A. Potential criminal conduct; and
B. Behaviour that may breach set sporting standards, policies or codes of conduct, which may include potential criminal conduct.
In my view, regardless of which type of integrity matter arises, sport must be both proactive and reactive.
Reactive
Before the start of the last “normal” (pre-COVID-19) season, media headlines spruiked the “worst off-season in NRL in a decade”. Whether so, what staggered me was the focus on reaction, consequence and who or what is right, instead of prevention, welfare, support, leadership and accountability.
Whether a (potentially) criminal matter or not, I suggest that there are three critical reactive components to manage sport integrity matters, whilst working with authorities:
1. Understand all facts and perspectives from involved parties and provide them with an opportunity to respond (aka “natural justice”);
2. Balance accountability and consequence for breach or illegal conduct with support for all directly involved parties (including their families); and
3. have due consideration and take appropriate action that is in the best interests of the welfare of the workforce and broader community for which they are responsible (eg, staff, members, fans).
Yet often, accountability and consequence takes over, with little regard for support for those involved and the standard it sets for the workforce and broader community. Which is why we need proactive strategies as well.
Proactive
The major Australian sporting codes and the Australian Institute of Sport as part of their Athlete Wellbeing and Engagement work are leading the way in paving proactive strategies to help athletes become well-rounded, responsible people (not just athletes) and role models – on and off the field or court, or in and out of the pool. There is some great work occurring, yet more is needed.
Integrity is more than just bad behaviour. It is the stamp of people, the culture we create and live by and it is our personal, organisational and sporting brand. So how we treat, educate and empower our people and integrity, as well as build our sporting and community culture is everything.
We must enable our athletes, sporting workforce and broader community by providing structure, education and connection. This includes understanding the community impact of illegal or unethical conduct and potentially giving back to the community in positive ways BEFORE things go wrong.
Undoubtedly, people in sport will slip up or do unethical or illegal things from time-to-time. But let’s do what we can to link our athletes to the community in a meaningful way - enable, upskill and connect them to moral, ethical and legal behaviour so that the reactivity can be contained. Support for all is critical during both times of crisis as well as either sides of crises.
Sport can lead to set community standards and produce role model athletes, as well as successful legacies. It’s a huge opportunity for all.
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