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Do my enterprise risk management vs internal audit csi capstone course example lesson plans for middle school science so my name is Tom Bowen I'm the athletic director San Jose State University I've been since December 20th 2004 embarking on my fifth year I basically grew up in the Bay Area I'm a Hayward boy Wentz Morelle Catholic High School and graduated University of Notre Dame in 1983 I've been an athletic management my entire career these are either as a teacher at football coach or an athletic director at the high school small college I worked in the NFL for a while and now I'm the athletic director in a major division when a program so athletic management experience for me has been but the last 25 years of my life everybody gets put into positional leadership has to decide on how much leading you're going to do on a daily basis and then how much management that you're going to allow to take place in your shop I think for me over the years I have learned to be very careful not to become over reactive on a daily basis because I think it definitely impacts people's ability to feel supported at the same time you have to be somewhat consistent in the messages you give to your to your leadership and you have to allow people to make mistakes you have to allow people to try new things and you have to stay it's that there's a saying in this building and it's been everywhere I've been I'm the most unimportant person all by myself and that I really can't do everything and therefore everything has to be done in succinct with where we're going so I would say that my management style is I'm tend to let people run hard I tend to I tend to let people make mistakes I tend to be very very forgiving when people make mistakes I do not your reason for being dismissed from me if you work for me would not be because you've made mistakes it might be because you just didn't get it done even after making 50 mistakes and I think that's a different style so I have a lot of people here that are aggressive they take chances and we benefit from that that's why we've had so much success because the people leaning and managing with me aren't afraid to take chances and that makes a difference you know the meters I think the most difficult part about managing people is that when you know someone is not the right fit for you for your style or your vision or the collective strategic change to believe that there's there's a thing I believe that I believe you can't teach Talent and therefore if you have somebody that doesn't have the talent to do what you need done there's no way that my ego or my experience is going to teach them to get better you know and I'm when I've incorporated that I've been able to make the right decisions the difficult part is that there's a lot of people don't have a lot of talent that have physicians either for one way or another that you couldn't come into as a new manager new leader you have fake decisions about so I would say the most difficult thing is sticking to your commitment I mean most rewarding for me is is watching people succeed watching my staff continue to go out I mean I've gone through three senior leadership's in four and a half years mark Harlan was where this is now the senior vice president in Arizona Kelley Elliot's now the deputy director at Florida State penso DePaul is the athletic director Cal State Monterey Bay Katie and Thomas is the senior associate Aideed UNC Charlotte Ellen's tire networks the West Coast Conference Angie MacKinnon went to Texas Tech is now working I mean everybody comes in spent time on this and I think that's how you want your shop to be come in get your time and then go so if I was a young man getting or young woman getting to our business the ability to stay with confidence there isn't anything that I won't put 110% in and do whatever it takes to finish our business is very very seductive and very lucrative at some point your career no matter what but in the beginning it is a very very dog dog eating hard a lot of hours humping and jumping not a lot of fun and what we've discovered because young people come into this business and expect that okay well now you know I've been I've been two years working facilities I'll be an assistant ad someday you may not you know you may take you six or seven years and the other thing I think funny about this business is guys will jump in a Division three and say well I'm going to Division a one-day well we'll move like that in this business anymore so the first thing I would say is make sure you understand the game the game would be if you want to be in one a school or one a start in one a no-go division to and expect to mean one day's gonna hire you a division to because I've got a multitude of kids in 1a that want to work too so what's interesting is the secret I think that success in sports management right now is is having having the ability to create your own network without any job experience we just keep internships the school you're at coaching staff and then your ability when given a job to knock it out of park and then knock the next one out and maybe you got to do that like maybe 8 10 15 times in a row and what I've discovered is a kid will do male or female so it's not in it by the way it's nothing to a gender here where they'll do three or four great projects they're looking round going okay well I'm set on a mic no yeah I mean you may have to do that 50 more times they get that look cool oh no no I know yeah that's kind of and then and then the ability to be mobile for example New Mexico States right now hired looking to hire some people and I've mentioned some young people I know hey how about a job next I'm not living in Las Cruces well then you wouldn't want to be in our business you really won't because you're there's a associate need job for external that they're looking for you could have a chance but you're not going to move and you're not gonna be in our business right now because there's so much interest in our business you have to be though and say yeah I go to Las Cruces I'd do three years there for year zero whatever I got to do and that to me there is no traditional start of my school and stay like Lawrence for 30 years that's not happening in our business anymore it's just not there's just too much there's just too much interest to get Mormonism's on top the real way you want to make people's you give them a chance to articulate their vision and then meet their goal okay so if you work for me you write a hundred day plan and then every 25 days you produce evaluation of the last 25 days also in incentives we have incentives if you're an external guide that incentives internal has incentives some cash some monetary most of an opportunity promotion title I'm very willing to give people new titles to help their careers and I remember I was an assistant for a long time it should have been an associate ad but the ad I worked for I didn't want to give any titles out so it was holding back my career and so I never wanted to be that guy that didn't let you have the title so I move people through titles a lot if you do if you produce so the incentives are if you do well here you know it's a great springboard yeah oh yeah coaches assistant coaches yeah and you do it by staying very litigious and very consistent and very call and usually an aggressive dynamic where people are upset with you or upset with the institution last thing you want to be as emotional you'll lose so especially the state system so yes very very call very careful very committed and very litigious so everything documented everything in writing everything done very very very calmly in fact the more difficult the situation is with employee the calmer I have to be because if I don't they don't feel it's like throwing gasoline on a flight middle create accelerant to accelerate what's going on robotics capstone project Tompkins Cortland Community College.