Jerry on SHU
- Thread starter Halldan1
- Start date
I feel like that question has been asked 5 times recently and every time it gets asked they answer yes.
Awful. These hazing incidents have happened at many schools. The last one i remember was at Northwestern that cost Pat Fitzgerald his job. You would think that after that mess at Northwestern (and other schools), every coach in every sport at every university would stress that this type of behavior is absolutely forbidden. And any player caught hazing would be immediately expelled from team.
I hate to say it, but SHU is just a complete leaderless mess. Shepard needs to be fired. And this should be the final straw for Felt.
I hate to say it, but SHU is just a complete leaderless mess. Shepard needs to be fired. And this should be the final straw for Felt.
Hard to argue with any of your points. The athletics department is a festival of buffoonery. Isn't all of that under the domain of Lyons? Is he asleep at the wheel or he just choosing to look away and just hope it all gets better? I really thought he was going to be a class A administrator. It sure as hell ain't looking like it.
lyons is more academic now. he for sure saw how big of a mess SHU is and figured without football theres no real job for him elsewhere unless he takes a demotion. best course or action to get out was to go to the academic side.
Could somebody tell me when this hits bottom? Dark, dismal, depressing times for the Hall. There needs to be a major shakeup at the school but can't see how that can happen.
What makes this even worse is that both Sheppard and Felt are both alumni. They should hold themselves to a higher standard!
How does Felt continue to survive through all this?
What do you do when the root of the problem is the Newark Archdiocese who own the school and lead the BOR and BOT and just appointed one of their own as President?
That's not the version I've ever heard. Whether true or not, his success in the AD position at SHU had him being sought by other schools, and SHU was anxious to keep him, and promoted him up to VP. That certainly may not be true, either. I can't argue with the vast improvement across the board in the years following his taking the helm.
Last night at a party I had multiple people asking me what’s going on at our school
Complete disaster……
Complete disaster……
Did anyone go to Corks and Forks? Felt should have been there. Not sure if coaches other than Holloway and Bozzella would be there. Did anyone say anything?
Fitzgerald completely rebuilt the program & was an absolute legend. Unfortunately, after a lengthy investigation the hazing allegations turned out to be true. That's not the case here, at least not yet.
Why the school isn't doing any damage control whatsoever is beyond me but I guess I shouldn't be surprised.
Why the school isn't doing any damage control whatsoever is beyond me but I guess I shouldn't be surprised.
Fitzgerald and Mike Sheppard, Sr. not that different. As far as damage control, I'm sure the attorneys are advising no comment on pending litigation.
I'm sure Lyons would have moved on to another AD role if he could have. My understanding (and I won't state it as gospel although it makes sense) is that his ceiling as an AD was capped because he didn't have football under his purview.
If so, perhaps a move to an FCS school could have smoothed that hole in his resume.
With that said, I believe he was bumped into his current role because SHU was looking to ensure he stayed.
The University needs a reset. I'm not sure how they can resolve the leadership issues at the Top. That's the core of the problem as I see it. From an Athletics standpoint it's time to shake things up. Felt should be put on notice that there needs to be an improvement with the results of the SHU Sports teams or his tenure will conclude. Not all his fault, but it may be time to let someone else be in charge.
I'd give Sha two years to turn the Men's Basketball Program back to respectability. Understanding the Financial constraints that are in place, but the decline is noteworthy. Both the Athletic Dept and Sha need to elevate their connection to the fanbase. The Bunker mentality is atrocious.
As far as this latest story with the Baseball Program it is hard to gauge the validity of the entire story, Common sense says that some elements at least are true. Impossible to know if the coach really knew what was going on. I would say that independent of that the coach should be put on the Hot Seat by Felt. He has been there long enough, and the results are declining year by year. The team is not even qualifying for the Bigeast Tournament in a mid major conference. They should give him next season to qualify, or he should be let go. By all accounts he is a good guy. Results matter and no job in any business is a guaranteed lifetime job.
I'd give Sha two years to turn the Men's Basketball Program back to respectability. Understanding the Financial constraints that are in place, but the decline is noteworthy. Both the Athletic Dept and Sha need to elevate their connection to the fanbase. The Bunker mentality is atrocious.
As far as this latest story with the Baseball Program it is hard to gauge the validity of the entire story, Common sense says that some elements at least are true. Impossible to know if the coach really knew what was going on. I would say that independent of that the coach should be put on the Hot Seat by Felt. He has been there long enough, and the results are declining year by year. The team is not even qualifying for the Bigeast Tournament in a mid major conference. They should give him next season to qualify, or he should be let go. By all accounts he is a good guy. Results matter and no job in any business is a guaranteed lifetime job.
Wasn’t that proven when he was a finalist but didn’t get the AD job at BC?
For all the ones that want to lock pitino in jail for Louisville, isn't this parallel?
Lyons was a golf coach, when he was up for BC it went to Jarmond who already had P5 background. Now Jarmond at ucla...BC latest AD came from University of Miami
Other ADs are doing long-form apparel deals, have multi sport success across men's and women's programs
Pitino is one of the basketball coaches to ever live. Cannot compare him and Sheperd. What has Sheperd done to earn the leash and respect that Pitino has?
I am not comparing om court or on field effectiveness.
I am saying essentially escorts were handling business inside Billy minardi hall and many here felt it was on pitino and he needed to be aware to the situation or how did he not know or didn't want to know. Does Sheppard come under the same standard?
Huge difference. I forget all the specifics of the Louisville stuff, but I know much of it was established as fact. Right now, these are simply allegations. You have to let it play out.
And, by the way, Pitino went away for a while. He fought the NCAA, ultimately successfully as I recall. Most coaches with his $$ and age would have never returned. But the guy obviously lives and breathes basketball, so he went a route you probably would never see another historically great coach go -- off to Europe to learn and eventually win in a top professional league, then to a mid-major which of course he also won at and helped produce certain diamonds-in-the-rough into future NBA players, and now rebuilding a historical brand/power that was mediocre for decades into a big time program again.
And, by the way, Pitino went away for a while. He fought the NCAA, ultimately successfully as I recall. Most coaches with his $$ and age would have never returned. But the guy obviously lives and breathes basketball, so he went a route you probably would never see another historically great coach go -- off to Europe to learn and eventually win in a top professional league, then to a mid-major which of course he also won at and helped produce certain diamonds-in-the-rough into future NBA players, and now rebuilding a historical brand/power that was mediocre for decades into a big time program again.
I've witnessed a recurring pattern throughout my consulting career: organizations becoming prisoners of their success. They grow complacent, resting on the laurels of past achievements rather than adapting to evolving realities. The corporate landscape is littered with once-mighty organizations that failed to survive this trap.
The organizations that thrive share a common trait: they maintain a relentless focus on four key elements—strategy, systems, structure, and customer needs. They keep their fingers on the market's pulse and remain deeply attuned to their customers' evolving requirements.
A personal experience with IBM illustrates this danger perfectly. While consulting for Johnson & Johnson, their executives shared with me their growing dissatisfaction with IBM's services. As IBM was also my client, I brought this crucial feedback to their senior leadership. Their response? Dismissive confidence, wrapped in the assurance that they were "the premier company in the world on IT issues." This hubris eventually led to a crisis requiring external intervention to restructure the company based on actual strengths and weaknesses rather than perceived superiority.
Seton Hall appears to be following a similar path today. Rather than viewing change as the enemy, the institution needs to ask fundamental questions: What is our vision? What are we truly trying to achieve? The current leadership seems to be following what I call the "ostrich school of management"—burying their heads in the sand while poor decisions accumulate. Those responsible for these missteps appear unwilling to confront the reality of their situation.
True strategic leadership requires the courage to challenge successful patterns when they no longer serve the organization's future. It demands honest assessment and the willingness to adapt, even when change feels uncomfortable.
The organizations that thrive share a common trait: they maintain a relentless focus on four key elements—strategy, systems, structure, and customer needs. They keep their fingers on the market's pulse and remain deeply attuned to their customers' evolving requirements.
A personal experience with IBM illustrates this danger perfectly. While consulting for Johnson & Johnson, their executives shared with me their growing dissatisfaction with IBM's services. As IBM was also my client, I brought this crucial feedback to their senior leadership. Their response? Dismissive confidence, wrapped in the assurance that they were "the premier company in the world on IT issues." This hubris eventually led to a crisis requiring external intervention to restructure the company based on actual strengths and weaknesses rather than perceived superiority.
Seton Hall appears to be following a similar path today. Rather than viewing change as the enemy, the institution needs to ask fundamental questions: What is our vision? What are we truly trying to achieve? The current leadership seems to be following what I call the "ostrich school of management"—burying their heads in the sand while poor decisions accumulate. Those responsible for these missteps appear unwilling to confront the reality of their situation.
True strategic leadership requires the courage to challenge successful patterns when they no longer serve the organization's future. It demands honest assessment and the willingness to adapt, even when change feels uncomfortable.
A newspaper investigator and Katina Powell got a book deal...excerpts leaked. Espn did an otl investigation. Andre Mcghee never met with ncaa or infractions. Pitino penalties were not for presumed flings at Minardi hall but rather his failure to supervise and oversee program members such as mcghee.
Well said, sir. It's always a treat to see a longer post from you since you never fail to bring logic, insight, professional knowledge and a gift for very good and clear writing to the subject at hand. I found this post especially interesting since it included a reference to my corporate alma mater. Although the specific circumstances were not the same, I am personally familiar with some of the same thinking and behavior you encountered while constructively interceding in J&J's behalf. Bottom line, you were right about both institutions.
I agree 100% but I have to ask, what successful patterns of the past are we holding onto?
I suppose it could depend on a person's feelings about the Kevin Willard era. Do you have any opinion on Willard?
Since we're talking about holding onto a pattern of things, let's assume he was successful. You want to explain, how we're still doing things the KW way?
