I want to talk about something that still shows up in too many associations.

Something that quietly limits opportunity, slows growth, and keeps the same voices in charge year after year. It’s what many call the “good ol’ boy network.” 

Now, the good ol’ boy network isn’t always formal or intentional.

It’s an informal circle , a comfort zone — where decisions and opportunities tend to flow to the same familiar group. It’s built on personal loyalty instead of professional merit, and it thrives on the idea that trust and access are reserved for those who already belong. 

It can look like small decisions —

-who gets the big assignment,

-who gets the next opportunity,

-who’s “in the room.” 

But over time, it creates a culture that feels closed…

Where progress depends less on what you do and more on who you know. That kind of culture doesn’t build excellence, it protects comfort. It doesn’t grow people, it recycles power. 

Too often, people use that “good ol’ boy” label as a crutch as if it’s just “the way things have always been.” They say it with a shrug, like it’s an unchangeable part of the culture. 

But here’s the truth:

When we accept the good ol’ boy network as normal, we give it permission to keep limiting progress. We let it become an excuse for not evolving, for not opening doors, for not doing the harder, better work of building something fair. 

Some people use the “good ol’ boy” system as an excuse not to work hard and say…

“What’s the point? The same people get all the opportunities.”

Or, they say…

“I’m already in — I don’t need to prove myself.” 

Both mindsets are dangerous!

One stops effort, the other stops growth and both hurt the Association.

Hello Crew,

I want to talk for a few minutes about something simple — but powerful — that should be a guiding principle as an umpire, as a crew mate, and as a person… 

BE A BETTER PARTNER

That phrase sounds small, but it carries a lot of weight. It’s about how we show up — not just for ourselves, but for each other

Being a better partner isn’t about titles or seniority. It’s not about who makes the decisions or who’s been around the longest.

Partnership is about shared ownership — it means we all care equally about the outcome, and we all play a part in making it better.

It’s built on respect — for the game, for the people beside us, and for the process that challenges us to keep improving…

                               BE A BETTER PARTNER

When we operate as partners, we create something stronger than any one person could ever do alone.

Being a better partner isn’t just a slogan — it’s a motto, it’s a choice we make every single day.

It’s choosing to prepare so your crew can count on you.

It’s choosing to communicate clearly — not because you have to, but because it builds trust.

It’s choosing to listen when someone sees it differently, because they might just help you see it better.

It’s also about humility — being able to say, “I can do better,” and meaning it…

BE A BETTER PARTNER

When we focus on being better partners, we stop pointing fingers and start extending hands.

Leadership embodies partnership, we don’t lead from above — we lead from within.

It’s not about control, it’s about empowerment.

It’s not about being the loudest voice, it’s about creating space for others to speak.

A good leader doesn’t just drive results — they build relationships that inspire effort.

When people feel seen, supported, and trusted, they give their best — not because they have to, but because they want to…

  BE A BETTER PARTNER

On the field, this couldn’t be more true.

The best umpire crews aren’t the ones with the most decorated officials — they’re the ones who trust each other completely.

They communicate. They anticipate. They’ve got each other’s backs before the game even starts.

If one misses something, the other steps in — no judgment, no ego, just teamwork. That’s partnership.

When you walk off the field knowing your crew worked as one, that’s a powerful feeling. And that’s what “being a better partner” is all about.

As we move forward — as a staff, as a community, as partners — let’s keep this simple phrase at the center of what we do…

BE A BETTER PARTNER

Be the person who others want on their crew.

Be the leader who builds people up, not breaks them down.

Be the crew member who listens, supports, and communicates with respect.

Because when each of us makes that small daily commitment, it transforms our whole organization.

Together, we raise the standard — for each other, for our crews, and for the game we love.

From this point forward ask yourself one question:

“How can I be a better partner today?”

If we all answer that with action — not words — we’ll keep building something special.

Not just a great organization, but a true community of partners.

Thank you.

Rick Force

NHBUA Supervisor, Partner and Crew Mate

Hello Crew,

When people ask what makes a strong organization, they expect to hear about talent, budgets, or technology. Those things matter. But the heart of any great team is a simple agreement: we hold ourselves—and each other—accountable to grow. That’s leadership. That’s membership. And that’s the promise we make to the people who will come after us.

I want to talk about three things that turn that promise into practice: leadership accountability, membership responsibility, and a culture of mentorship that fuels professional development.

First, leadership accountability.

Titles don’t make leaders; behavior does. Leadership means going first in three ways:

1. Clarity. We owe you clear standards—what “good” looks like, how it’s measured, and where to find support. Ambiguity is the enemy of excellence. If expectations change, you should hear it from us before you feel it in an evaluation.
   
   

2. Consistency. We won’t move the goalposts. Consistent feedback, consistent opportunities, and consistent consequences—positive and negative—are the only way people trust the process.
   
   

3. Care. Accountability without care is just control. Care is knowing your names, noticing your effort, and investing in your next step—not just your next assignment.
   
   

If we fail at clarity, consistency, or care, that’s on us, and you should call us on it. That’s part of our partnership.

Second, membership responsibility.

Membership isn’t a seat on a roster; it’s a set of commitments.

• Show up prepared. Preparation isn’t an act of talent; it’s an act of respect. Read the materials, attend enrichment opportunities, ask the question before it becomes a problem.
  
  

• Own your development. We can open doors; you have to walk through them. “No one told me” can’t be our culture. If you want a resource, ask. If you hit a ceiling, raise your hand. We’ll pull for you, but you have to push.
  
  

• Be coachable and be a coach. Feedback is a gift when we treat it like one. Receive it without excuses; give it without ego. Our standard is simple: leave each other better than we found each other.
  
  

• Protect the standard. Culture is kept in the everyday moments—the way we speak about assignments, the way we talk about colleagues when they’re not in the room, and the way we respond when something falls short. Silence can be complicity; respectful candor is leadership at every level.
  
  

Third, Mentorship. This is the bridge between leadership and membership.

Mentorship isn’t a program; it’s a way of operating. It’s how we transmit judgment, not just information; confidence, not just competence. Here’s how we’ll make it real:

1) The 3–2–1 Mentorship Ladder.

Every member should be in three roles at once:

• One person ahead of you that you meet with monthly—your mentor.
  
  

• One peer beside you that you check in with biweekly—your accountability partner.
  
  

• One person behind you that you support monthly—your mentee.
  
  Upstream, across, downstream. That’s how knowledge flows and culture sticks.
  
  

2) The 30–30–30 Rule for Growth Conversations.

When you meet:

• 30% on what went well—name it precisely so it can be repeated.
  
  

• 30% on what to adjust—one or two behaviors, not ten.
  
  

• 30% on the plan—specific reps, resources, and a date to review.
  
  (And yes, the last 10% is for gratitude. Say “thank you.” It matters.)
  
  

3) Action Over Rhetoric.

We won’t confuse talking about development with doing it. Shadow a veteran. Run a scenario. Review film. Growth happens in practice, not in theory.

4) Close the Loop.

After games we should be having a worthwhile post game conversation. Review your actions and decisions in that game. What was the intent? What actually happened? What did we learn? What will we do differently next time? Short, honest, and routine—so improvement becomes automatic.

On umpire development, we’re going to set shared, visible habits:

• Game Skill Target. Each game, pick one skill to sharpen: rules nuance, communication under pressure, positioning, conflict de-escalation—one blade at a time. Share your target with your mentor and your peer partner.
  
  

• Weekly Micro-Clinic (45 minutes). One focused topic. One resource to take away. Leaders will facilitate, but members will teach too. If you can teach it, you truly know it.
  
  

• Annual Personal Plan (one page). Your strengths, your growth focus, the reps you’ll take, the mentors you’ll meet, and the milestones you’re aiming for. Leadership will review it with you—not to judge, but to help.
  
  

• Open Door, Open Data. We’ll provide transparent criteria and feedback timelines. You’ll have access to your notes, your evaluations, and the resources tied to them.
  
  

Let’s be clear, accountability is not punishment. Accountability is love in professional form. It says, “You are capable. This work matters. I believe you can do it, so I won’t let you do less.” Responsibility is the other side of that coin: “I accept the standard, and I will meet it—not because I’m afraid of being corrected, but because I’m proud to be part of this.”

Some of you are already living this. You mentor without being asked. You prepare like pros. You give feedback that’s firm and kind. Thank you. You are culture carriers.

For the others, I am requesting a reset. This is not a guilt trip, it’s a gear shift.

So here’s our shared pledge, leaders and members together:

• We will speak the standard with clarity.
  
  

• We will practice the standard with consistency.
  
  

• We will protect the standard with care.
  
  

And here are our immediate next steps:

1. Each member is strongly encouraged to participate on the 3–2–1 ladder. If you need assistance in matching up please reach out to one of our leaders to assist you.
   
   

2. Starting in February, we begin weekly micro-clinics. These will be via Zoom and the topics will vary week to week.
   
   

3. Before the end of the season, each member is encouraged  to build a one-page development plan. Leaders will review them with you and resource them.
   
   

Hold me to this. Hold each other to this. I promise to do the same.

We are not chasing perfection; we are building professionalism. Professionalism is not a destination; it is a daily choice. And the beautiful thing about daily choices is this: we can start now.

Let’s choose to be partners in growth—leaders who go first, members who lean in, mentors who lift as we climb. If we do, we won’t just get better at our craft—we’ll become the kind of organization people are proud to be a part of. 

Your Partner,

Rick Force