The Future Is Now: Preparing Sport Management Graduates in Times of Disruption and Change.

COVID-19 disrupted the world, and the impacts have been experienced in many areas, including sport and higher education. Sport management academicians need to reflect on the past two years' experience, determine what worked and what did not work, and avoid the temptation of automatically returning to past practices. The authors of this manuscript applied the disruption literature and propose transformative changes in what sport management academicians teach (e.g., greater emphasis on innovation, entrepreneurship, automation, critical thinking skills to facilitate working in flexible environments and across areas), how colleagues teach (e.g., heightened integration of technology, blended learning models) and where colleagues teach (on-campus and distal delivery modes, asynchronous and synchronous delivery to students on campus and across regions/countries). Examples of start-up companies and entrepreneurial ventures are offered to help illustrate the changing sports landscape and the emerging opportunities for current and future students, graduates, and professors. Sport management professors are offered some suggestions to assist them in seizing this opportunity.

Strategies to Advance Women: Career Insights From Senior Leadership Women in Professional Sport in Canada.

Women remain minimally represented in senior leadership roles in sport, despite increased female participation in both sport, sport management education programs, and in entry levels positions in the industry. Many women prematurely exit mid-level leadership positions in sport, or are often overlooked for senior leadership positions. To uncover the experiences and strategies of women who made it through the process, we interviewed all the women (N = 7) who now hold senior leadership positions with professional sport properties in Canada. Participants revealed they overcame real and perceived barriers, and they suggested women seeking senior leadership roles in the industry: (a) find, and later become role models, mentors, and sponsors; (b) create access to networks and opportunities; (c) strategically self-promote, and; (d) purposefully build a varied career portfolio. Recommendations for the industry and all those who work in the industry are presented with a goal to break the cycle and help ensure more equitable and inclusive leaders in the senior leadership ranks.