Horse racing has entranced spectators for centuries. But behind the glamorous façade is a reality of terrifying injuries, drug abuse and gruesome breakdowns. Whether they die in heartbreaking accidents on the track, suffer from crippling injuries in training or lose races and are shipped to an abattoir, horses pay the ultimate price for their participation in a multibillion-dollar industry that sees them as disposable commodities.
In a race, each horse is assigned a weight to carry that is designed to equalize its chances of winning. The higher the weight, the more difficult it is for a horse to win. A horse’s rating is determined by its past performance, pedigree and trainer, sex allowance (females are given three to five pounds less than males when running against each other) and other factors. Typically, the higher the horse’s rating, the larger the purse of a race.
The Kentucky Derby, Preakness Stakes and Belmont Stakes are the three most prestigious races of the year for Thoroughbred horses. During the course of these races, horses are forced to sprint-often under whips and illegal electric shocking devices-at speeds that can exceed 60 miles per hour. The result is a litany of painful and deadly injuries, including fractures, torn muscles, displaced hocks and laminitis, which can be fatal.
A traumatic groin injury is common among race horses, especially when a horse is pulled up and ridden by a jockey. Groin strain can also lead to a variety of other injuries, including shin soreness, back pain and a ruptured iliotibial band.
During a race, many horses will experience an exercise-induced pulmonary hemorrhage, which causes them to bleed from the lungs. To reduce the occurrence of this dangerous condition, horses are administered cocktails of legal and illegal drugs, such as Lasix and Salix, that mask the bleeding and artificially enhance their performance.
A board considering a horse race to choose a new CEO should consider the organization’s culture and structure before making this choice. If the company relies heavily on collaboration and resource sharing, an overt competition may not be a good fit. The board should also understand the potential repercussions of the decision on its ability to fill key management roles with strong candidates. If this is a concern, the board may want to consider implementing a leadership development program that provides a clear path to the CEO role for top performers throughout the company. This can help to ensure the new executive is well suited for the position and has the support of the board and senior management.