This week I've noticed that governance and management are ongoing issues with activities in which I've been involved.
For instance, the guest speaker at an inaugural "women in rugby" function I attended at NZRU headquarters was Lois Appleby - the only woman on the RNZ 2011 Ltd board.
Lois has an impressive sport/tourism event-management background and she inspired and informed an all-female audience with anecdotes from her career while sharing advice and tips for those considering a similar career path to hers.
Sport in New Zealand relies heavily on the support and behind-the-scenes work of women, who tend to perform roles such as taxi driver, laundry washer and ego-soother as well as club administrator, event organiser, sport consumer and, if we're going to be honest, eye candy at major sport events and tournaments.
Times are changing but it was still a novelty to see about 100 business-focused women in a rugby room where flowers and high heels were as prominent as the trophies, photos and boots.
Lois reminded us that although the glass ceiling in sport governance and management has been breached at times, it still exists.
Research conducted under the auspices of the New Zealand Olympic Committee in 2007, for instance, found there were only six female paid CEOs of 47 Olympic and associated sports, and 11 female coaches of 68 national teams.
Though this country prides itself on giving everyone a fair go, it appears this doesn't necessarily apply to women.
Of course, many women do not apply or consider these roles because of the "sticky floor" syndrome, whereby they doubt their abilities, resist promoting themselves for these positions, or feel they cannot achieve sufficient work-life balance to take on the responsibility that comes with governance and management. That's why I find it so inspirational to see the likes of Helen Clark putting her heart and soul into her career, and to see athletes like Adine Wilson and Donna Wilkins return to elite sport after having children.
To believe that we exist in a vacuum, and that organisations and culture have no impact on our destiny or decisions as individuals however, is naïve.
As an example, getting on to the NZRU board is not a diplomatic process, and unless you have connections to the old boys network and are used to masculine methods of communicating and bargaining, it can be a harrowing experience.
With the NZRU annual meeting coming up, speculation is rife about who will or won't be appointed.
I've been exposed first-hand to the lobbying, behind-the-scenes negotiating and allegiances promised (and often broken) that go on before annual meetings.
If you've ever been involved in this process it feels like you're in an episode of Survivor, being lobbied left, right and centre by those fighting not to be voted off. The incumbent board members have invisible immunity idols in their pockets, which makes them very difficult to oust, and so the underground meetings and discussions unfold in an effort to rally support and votes.
Governance issues are not something exclusive to rugby union.
The NZRL recently underwent an independent review which addressed concerns Sparc had with the governance, management, financial sustainability and lack of strategic planning within the NZRL.
As a result, recommendations were made which included a new constitution and board structure as well as a robust and transparent appointment process.
Another trend I've noticed is that individuals associated with cricket seem to be the ones fixing or leading the rugby codes down the road to redemption. Sir John Anderson chaired the review of the NZRL and Martin Snedden is the CEO of RNZ 2011 Ltd.
Is cricket an exemplar model of sport management and governance? With all the problems and concerns at the governance/management level in NZ sport, it is amazing that athletes and teams manage to train and play sport at all.
It can get depressing worrying about the dire state of NZ sport governance and management in some codes.
Just as well we have novice walkers doing forward rolls across the finish line to: a) keep us amused and remind us that sport is meant to be fun, and b) keep sport officials and administrators on their toes!
