Hartford Business Journal

24 Hartford Business Journal • March 19, 2018 • www.HartfordBusiness.com OTHER VOICES UConn's dubious dumping of Kevin Ollie By Stan Simpson W hat if an NCAA inquiry into potential violations inside the UConn men's basketball program comes up empty — or just inconclusive? It would mean UConn fired Coach Kevin Ollie under false pretenses — and would owe him the full $10 million left on his contract. In firing Ollie for "cause" — before the inquiry has been completed and a violation has actu- ally been deter- mined — UConn used a nuclear op- tion to terminate one of its most accomplished alums. His team's lackluster perfor- mance over the past two years was the real "cause" of his ouster. So, just say it. The scorched-earth approach, an apparent concession that violations occurred, and branding of Ollie as an NCAA scofflaw could result in collateral damage to UConn's reputation. A stand-up guy known for his character and Christian values, Ollie deserved better than the demonizing he's getting from his alma mater. He does, however, have some lever- age in this high-stakes gambit that UConn initiated. Due process. Ollie could wait until the investiga- tion is over, which could take months. And, if the findings are inconclusive, or if he's cleared, he could seek his $10 million — with interest. Then, he could file a defamation suit against UConn, which would result in addi- tional legal costs, financial damages and a public relations nightmare. It's not a risk UConn needs to take. Strategically, the university's power play is designed to get Ollie to the negotiating table to discuss a buyout. He has three years left on his contract at about $3 million per year. When this "cause" posturing subsides, they'll like- ly split the difference and Ollie will get 1.5 years of his salary, with an agree- ment that both sides don't disparage each other in the future. UConn doesn't want to pay Ollie a $10 million severance on the heels of paying $5 million in the firing of football coach Bob Diaco. The state's dismal fiscal climate is a matter of public record. Still, the state's flagship university needs to conduct its business with integrity. To be fair to UConn, perhaps there were unsuccessful private conversations with Ollie to cut a "resignation" deal. That would have been a better way to go. The whispers are the NCAA inquiry revolves around "improper practices." If that is so, it does not reach the thresh- old warranting a coach's termination. Ollie is right to be on the offensive in fighting for his money and good name. He and UConn signed a contract in good faith. If UConn was not pleased with his performance it had two options — hold its nose and not offer any more lucrative extensions; or, fire the man and pay him the balance of his contract. There is no proof at this time that any violation has occurred. There is a lot of revisionist history going on now that Ollie's tenure at UConn is over. Here is what the record will accurately note about his succes- sion of coaching legend Jim Calhoun: • Ollie's record over six years at UConn was 127-79. • His 2014 team (yes, Calhoun's play- ers, as his critics like to point out) made history as the first team to win a national championship as a No. 7 seed, receiving an at-large bid to the NCAA tournament. • The players' graduation rate dramat- ically increased under his watch — from 8 percent to 67 percent, with a perfect NCAA academic progress rating over the past four years. (If there was a case to stick with Ollie it would be to reward him for this.) • His team won its conference tour- nament title in 2016. • A recruiting class ranked in the top 10 in the country was secured in 2016. That team quickly imploded with injuries and defections. • His team spiraled, with two consecutive years below .500. An NCAA inquiry was conducted re- garding his basketball program. Firing Ollie for "cause" because a once-heralded basketball program was sadly becoming irrelevant, is defend- able. Dumping him, under the guise of an inquiry that has not been complet- ed, is dubious. Stan Simpson , an HBJ contributor, is host of "The Stan Simpson Show." OTHER VOICES Employers gain by helping workers with mental health issues By Brianne Lott A person with a disability does not always use a wheelchair, hearing aid or white cane. An estimated 10 percent of people in the U.S. have an invisible or hidden disability, such as diabetes, arthritis or even mental illness. Chances are a significant portion of your current employees could use support with mental illness, but are not willing to speak up due to the stigma often associated with this misunderstood disability. Em- ployers must change this climate of fear in the work- place. Based on recent events and how they are portrayed in the media, a stereotype persists that people with mental illness are dangerous or violent, when in fact, the opposite is true. People who suffer from a men- tal illness are more likely to harm themselves. There are many reasons employees do not want to share their struggles with mental illness. They believe that speaking about it may lead to ridi- cule and unfair/incorrect assump- tions from others. Employees fear that disclosing this type of disability may lead to unwanted changes to job duties, decreased chances of promotion, un- favorable treatment from co-workers and possibly even termination. Mental health in the workplace Depression is the second-leading cause of disability in the world. Other conditions that can be completely de- bilitating and can make performing everyday tasks extremely difficult, if not impossible, include anxiety disorder, bipolar disorder, obsessive- compulsive disorder and post-trau- matic stress disorder. Not only is supporting employees who are working through mental health and/or substance abuse issues the right thing to do morally and ethically, there are solid business reasons to do so: • Mental health issues can nega- tively affect productivity, physi- cal health and attendance, and account for a large percentage of a company's healthcare claims. • Mental illness causes more lost workdays and impairment than arthritis, asthma, back pain, dia- betes and heart disease. • Alcohol use disorders account for approximately 500 million lost work days per year, and cost the U.S. economy about $240 billion per year. • Substance use disorders cost the U.S. economy about $276 million per year. • Employees who are happy at work and feel supported by their super- visors are less likely to leave and more likely to perform well. Creating a work culture that en- courages employees to get the help they need is not inherently difficult. Strategies include educating employees about your company's policies and practices related to disability inclusion, commitment to equal employment opportunity and open door policies. You can also leverage existing or start new employee resource groups, or invite community groups for people with disabilities or veter- ans to come to your workplace to provide outreach and resources to employees. You should also regularly highlight the benefits provided by your company's employee assistance programs. You should also consider offer- ing peer and mentor support, and encourage management and super- visors to disclose their own issues. When supervisors are not afraid to talk about their disabilities, what- ever they may be, employees will be encouraged to do so as well. If you implement some or all of these strategies don't be surprised when you start reaping the financial benefits from increased employee retention rates, decreased employee absences, and increased productivity. Eighty-percent of employees who disclosed the aforementioned is- sues to their employer and received treatment reported increased work efficacy and productivity. Brianne Lott is a hiring and engagement consultant with Disability Solutions, a nonprofit consulting service that provides strategies to hire and assist workers with disabilities to create a diverse workforce. Opinion & Commentary Stan Simpson Brianne Lott

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