Why are the principles of good governance important?
As a society what do we value most? Do we place a higher priority on performance, success and achievement than we do ethics and integrity?
When the universal principles of good governance, democracy, transparency, and accountability come under assault, leaders believe they can walk on water.
Loyalists are rewarded while those in opposition are ignored and discarded. Decisions are made by a few people behind closed doors, and democracy is often heard but seldom seen. Personal agendas take precedent over the greater good.
A lack of genuine accountability becomes the norm. Governance is played out like a game where personal winning is the goal, double standards prevail, patronage abounds. The game is all about control and personal agendas.
In the absence of good governance, leaders believe they can never have a conflict of interest as long as their personal interests are also, in their opinion, in the best interest of the organisation, group or country.
Elected executives have a duty to differentiate and subjugate their personal interest in order to maintain undivided allegiance to the interests of their sport.
Even the appearance of conflicts of interest, if not handled appropriately and sensitively, can do lasting damage to a sport’s governance, its reputation, its credibility, and its ability to carry out its mission.
We must create a sport governance model based on fiduciary duty, not a system based on patronage, the spoils system, and “behind-the-scenes" control.
When questions about the integrity of a sport organisation arise, elected executive committee members cannot hide behind the cloak of ignorance. Ignorance or absence is not a defence when there is a breach of a fiduciary duty. Elected and appointed leaders must see their fiduciary duty, role and function as one of strict liability.
How can we demand discipline, integrity and ethical conduct from our youth when they perceive their elders and leaders as either corrupt or tolerant of corruption?
Sport leadership is not a popularity contest. When elected, the duty of care, obligation and responsibility to look after the best interest of the organisation is paramount and sacrosanct.
The opportunity presented to all national sport organisations, without exception is simple, when your neighbour house on fire wet yours.
To those who rush to condemn and criticise be careful how you pelt stones. As the saying goes when you "live in glass house don't pelt stones."
Some elected sport administrators may be living in a glass house and they may not know. Ignorance is not an excuse or defence. Leaders must stand up and be counted. Doing the right thing it’s the best example to set.
Eternal vigilance and diligence is the best insurance against a breakdown of good governance in national sport organisations and I dare say the wider society.
Brian Lewis is the Honorary Secretary General of the T&T Olympic Committee www.ttoc.org