Written by Dillon Price
Reviewed by Pamela M. Roggeman, EdD, Dean, College of Education
Not all careers in education happen in the classroom; some take place in the office, on the field and within the community. For anyone looking to get off the sidelines and into the game of athletic administration, here’s what to know about the skills and qualifications needed to get started.
An athletic director is responsible for administering, planning and directing athletic activities in an academic setting. They act as leaders and take on the responsibilities of day-to-day and seasonal athletic program operations.
More specifically, this role may involve the following responsibilities:
Additionally, this role involves managing and overseeing athletic department budgets. This includes keeping coaches in the loop about their budgets, allocating funds accordingly and coordinating fundraising.
Communication with department staff, coaches, faculty and the community is an integral part of this role as well. Athletic directors build and maintain relationships through transparency when they address difficult conversations and coordinate staff meetings.
This role may also entail overseeing the scheduling, maintenance, supervision and renting of athletic facilities and equipment.
Athletic administration roles may differ depending on whether an individual works for a college or a local school district.
Those who oversee high school athletic departments might schedule buses, manage student transportation, coordinate with parents, collaborate with state athletics associations and stay in compliance with the National Federation of State High School Associations.
Those employed with colleges and universities work at the institutional level and in compliance with the National Collegiate Athletic Association (NCAA).
The professional setting for athletic directors doesn’t just involve sitting behind a desk. One moment, this role may have an individual in the stadium maintaining a field; the next, it may involve a phone call with a sponsor or ordering uniforms and supplies.
The responsibilities vary, depending on the size of an institution. Smaller institutions face many of the same constraints and pressures as larger ones. In rural areas or for private or charter schools, travel time to and from games may take over an hour. This requires coordination with school release times and scheduling.
To excel in this field, candidates need a variety of skills and qualities that enable them to solve problems, establish relationships, manage operations and pursue both staff and student-athlete achievements.
Leadership is a must-have skill for those overseeing a department. Many of the subsequent skills and qualifications ladder up to being a good leader, but what often pulls this all together is an ability to think strategically about the big picture. What staff will you need to meet your short-term and long-term goals? What do they need to be successful? How can you support them while also inspiring them? Answering these questions effectively helps to shape strong leaders.
This role requires clear, precise and effective communication skills to rally program supporters and manage staff. That includes the ability to overcome skepticism when it arises, build relationships with students and staff and run effective meetings.
Additionally, the role involves making the well-being of student-athletes a priority by establishing open communication and problem-solving through a student-athlete advisory committee (SAAC). An SAAC taps the experience of student athletes for insights regarding rules and regulations that pertain to them.
Athletic administration involves facility management, which requires logistical and operational knowledge when overseeing facility schedules, management and access.
Possessing fiscal management skills means understanding different budgeting processes and cycles, such as zero-based budgeting or annual rollover, as well as being aware of the fiscal year time frames. This role may also require knowledge about athletics grants-in-aid, fundraising, binding commitments between recruited athletes and colleges, and legal compliance.
Institutional support isn’t always enough to run a successful athletics program. That’s where fundraising knowledge comes in. This means utilizing collaboration skills and having the ability to develop connections with the community and seek financial support.
Professional conduct involves honesty, reliability and respect toward others. Additionally, professionalism in this field includes learning and growing through continuing education, participating in conventions and engaging in other development opportunities.
Candidates can develop leadership skills needed for this role by pursuing a Master of Arts in Education/Administration and Supervision. This degree can help prepare students for other school administrative roles as well, including those in athletic administration. Completion may take one to three years, depending on program scheduling, flexibility and delivery.
Those who already work in entry-level positions can gain hands-on experience by asking to take on new responsibilities. For example, athletic director candidates might ask to take on fundraising responsibilities if they don’t already do so. Or they can ask for personnel supervision opportunities to demonstrate their ability to conduct performance reviews and other administrative activities.
Some organizations may offer mentorship programs for those who already have athletic administration experience.
Interested in learning more about becoming an athletic director? University of Phoenix offers online education degrees that help prepare students for administrative roles, including the master’s in Education Administration.
To find out if an online education degree is right for you, reach out to UOPX to request more information.
A graduate of Johns Hopkins University and its Writing Seminars program and winner of the Stephen A. Dixon Literary Prize, Michael Feder brings an eye for detail and a passion for research to every article he writes. His academic and professional background includes experience in marketing, content development, script writing and SEO. Today, he works as a multimedia specialist at University of Phoenix where he covers a variety of topics ranging from healthcare to IT.
Christina Neider is the associate provost of colleges and former dean of the University of Phoenix College of Social and Behavioral Sciences. Neider’s career spans more than 30 years in academia, healthcare and the U.S. Air Force. She has held several academic leadership roles at University of Phoenix, and she is the Vice President of membership for the Arizona Chapter of the Healthcare Information and Management Systems Society.
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