Good article on The Role of the Modern Day Athletic Director for G5 Athletic Directors...please read the following excerpt and tell me this does not scare the hell out of you..these seem to be his weakest areas:
http://www.forbes.com/sites/jasonbel.../#139b12782002
Like any organization that is not the dominate force in the respective market, their leaders must be adept at dealing with a number of human and financial capital issues that can either spur growth or bring upon their demise if not properly managed. In particular, non-Power 5 conference athletic directors must excel at:
Recruitment, development and retention of quality coaching and administrative talent. While schools in major conferences often have the luxury of paying their coaches millions of dollars, smaller institutions do not. Athletic directors at this level do not only have to have a knack for identifying the next great coaching talent, but must also find ways of keeping them around when they are successful. This also goes for their administrative staff – assistant athletic directors that have proven their worth at smaller institutions are easy pickings for departments with bigger budgets.
Advising their university administration and constituents on how to best navigate through conference realignment. That means being proactive instead of reactive when it comes to best positioning their departments to make a move into a different conference, as well as ascertaining the changing landscape of their current conference and peer institutions that can potentially hurt their own future opportunities. Conference realignment often has a clear set of winners and losers, and athletic directors that are ill prepared to lead their universities through such tumultuous processes can often also be its first casualty.
Managing ever increasing expenses while not having the luxury of tens of millions in media rights dollars coming their way. FBS athletic directors in weaker conferences must find creative ways of raising revenues while dealing with seemingly exponential cost growth, and often must contend with the possibility of cutting programs (e.g. Maryland and Temple) to make their budgets work.