Prioritizing Your Energy & Attention With Lincoln’s Harry Stinson III & MSUB’s Michael Bazemore

Summary

• - One thing I've been told about leadership is that it can get lonely because you're the one making the decisions. Tell me about when that reality hit you during your leadership journey.
• - You've been in the chair for two and a half years; are you feeling comfortable or is it a situation where you're always learning?
• - Harry, you've been in the chair for six and a half years; tell me about the "lonely leadership" concept and navigating the turbulence of college athletics.
• - Have you had to coach up the people that work for you on how to deliver information to you in the most effective way?
• - Vice President of Institutional Advancement and Director of Athletics - that sounds like two different roles.
• - How do you decide where your energy and attention goes?
• - How do you prioritize who needs attention and when to give that specific program, staff member, coach, student-athlete your attention first?
• - Harry, you've got to decide when to give attention to student-athletes, coaches and staff who work with you in Athletics while also navigating the Institutional Advancement side of your role. What's the secret to handling that level of prioritization?
• - What's your process for prioritizing things that are urgent?
• - Tell me about the conversations you have with coaches and how you handle differing perspectives on what is truly urgent.
• - Harry, how do you handle something that is urgent with Institutional Advancement versus something urgent for Athletics?
• - How do you practice decision-making outside of actually making decisions?
• - As an Athletic Director, you have to balance all sports, because everyone is important. But the reality is that football does provide value that benefits the entire department - so how do you ensure that everyone understands the importance of it while making them feel important too.
• - Is there an aspect of understanding what brings in the revenue?
• - Tell me about that at Lincoln.
• - Do you deal with any faculty or staff who don't believe that Athletics are contributing to the broader academic mission of the university? How do you make those people allies?
• - What are the top two priorities needed to be an effective and successful leader?
• - How have the NCAA's Leadership Development programs helped you grow and develop as a leader?