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CoSIDA.com/CoSIDA360 Magazine Archive
Note: This story appeared in the Fall 2019 November edition of CoSIDA 360 Magazine. To view the full magazine, click here.
What can ADs do better to help equip SIDs for greater success within their departments?
Answers compiled by Laurie Bollig, Barb Kowal and Beau White of the CoSIDA staff.
Aaron Sagraves
Cornerstone University
Director of Athletics
“One of the biggest things we talk about is getting involved in different areas. Knowing what other parts of our department are doing on a day-to-day basis helps the SID understand there is so much more than what they are doing. Lots of times in the SID role, we (when I was in that position) get so wrapped up into doing stats, game coverage, social media etc., that we forget about other areas like fundraising, boosters, leadership teams, marketing projects and so much more. The AD can help this by strategically involving them and at the very least, keeping them included in the conversation by a simple email or notes.”
Todd Stewart
Western Kentucky University
Director of Athletics
“One key thing that ADs can do to equip their communications personnel for success is simply to solicit their opinions more. I try to empower our communications/media relations staff by soliciting their feedback on a consistent basis. In most athletic departments, they are the ones who have the pulse of the greatest variety of key people. They are around the media the most, and they are around our players and coaches the most. They have a very good feel for things and are very good at determining if perception and reality are the same. I solicit their input before any media or public appearance I do, and I value their feedback because it is truly helpful.”
Jacob VanRyn
New England Collegiate Conference
Commissioner
“To help improve their quality of life, first you have to be cognizant of the fact that no position on campus has changed more so than that of the SID. Take a look at what works and what doesn’t when it comes to things that people are devoting their time and energy toward and if it doesn’t work — don’t continue to do it! Finally, a “thank you” or a “great job” goes a long ways and can never be undervalued.”
Beth Goetz
Ball State University
Director of Athletics
“Talk out scenarios front to back with open lines of communication. With our SIDs, we want to go step by step and see what they are thinking when developing messaging, listening to what your concerns are and what the administrator’s concerns are. Ask SIDs to walk through the process with you, mapping what the outcomes could be. I want to help our communications team do more than respond to this media request, do a release, check the boxes, do the event management and stats, post and send information. What I want is for them to be more proactive and work with them on their thought processes, asking, ‘Have you thought about how we connect this story to our overall messaging points?’ It’s not just telling the game story, but how does this story fit into our strategic messaging plan, and how do we tell it in a way to protect or empower a coach and engage our constituents? This way, you help them become better strategic storytellers. You cannot tell someone to think strategically. To reframe anyone’s thinking, you must have back-and-forth conversations. This will strengthen everyone professionally.”
Heather Lyke
University of Pittsburgh
Director of Athletics
“As an AD, the senior leadership team and I need to be in constant communication with our athletic communications staff and assist them in their aspirations to grow. I want to help SIDs do their job really, really well and I look for people who take initiatives and who are good sounding boards for our coaches and also help center them with the right message and prepare them for the media. I have an open invitation for our SIDs to be more involved, have them look for ways to make impact on the department in additional ways outside the traditional PR role.
Each of our SIDs needs to think like a consumer coming to a game like any other person coming to the game — what is that fan experience like for you? What do you notice needs improvement? How can you give ideas to others in the athletic department? I want you to be a team player, to look for ways to help the department outside your area of expertise. Look to be on a search committee or a staff committee. Help vet candidates. Be willing to volunteer and help beyond your role. You want your coaches and administrator to say, yes, he or she is a rock star and then when you look at other opportunities or need more resources, you have our attention. If you are a rock star, of course we want you to grow and help in other areas.”
Tim McMurray
Texas A&M University-Commerce
Director of Athletics
“This is an important and great question! I encourage my communications staff to not be afraid to be transparent and honest about their needs, challenges and successes. As ADs, we constantly need to advance our communications departments. Whether your background as an AD is in external relations or if the SID position is foreign to you, encourage your SIDs to come talk about their needs. The answer might not always be a “yes,” but I will work backwards to evaluate the request before I say an absolute no.
Recently, because of the tremendous video work, mentorship and reports that Josh (Associate Athletics Director for Marketing and Communications Josh Manck) gave us, we demonstrated success in external revenue and were able to put money back in tools showcasing our student-athletes. Our university president recognized and supports our expanding creative services role. As a result, we were able to make a significant investment in hand-held cameras and video equipment. By listening to your SID and encouraging them to make strategic, well thought-out requests, we can work together to enhance the experiences for our student-athletes, coaches, alumni and supporters.”
Nate Pine
U.S. Air Force Academy
Director of Athletics
“Due to where media relations and content are going, I’d like to have our SIDs take more ownership of all the content production within the athletic department and help them all grow into more strategic-thinking roles, roles that traditionally have not existed in that position. I want to help them think more broadly. Hopefully as an athletic director, you are seeing a tremendous value in the work being done in the athletic communications area. ADs should absolutely be invested in that staff’s success. The conversations around investment in our staff are part of the day-to-day efforts in our athletic department. You have to have relationships and investments in your communications staff if you are going to drive your athletic department forward.”
Mack Rhoades
Baylor University
Vice President and Director of Intercollegiate Athletics
“We need to provide our athletic communications departments the resources and staffing to be successful yet, just as important, as an AD you want to create an environment of creativity for that staff. Intentionally challenge them — how can you do this better? How can we be more effective in our messaging? We all work extremely hard and get in the mode of delivering our work in one way. I believe an AD should always challenge the creative staff to think about doing things differently. That’s how growth and successes happen.”
Adam Schemm
University of Wisconsin-Milwaukee
Senior Associate Director of Athletics – External Relations
“An AD needs to understand the work demands of an SID and set appropriate expectations. As the administrator overseeing athletic communications, I’m going to put each staff member in a position to succeed. You need to play to a person’s strengths and empower them, and to do that, you need to build and grow your relationships with all your staff members. Yes, I make sure that our athletic communications staff has the tools and resources to do their job. And, we set expectations. We know how many hours the SIDs work, and it’s key for me to make sure they do not wear themselves out. We need to ensure that SIDs have appropriate family and social time. Once expectations are established, we let them know that they have work flexibility (working from home, taking off time during the week). I can best help them by listening to them, build trust and good communications and set work expectations.”
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