![\"27096887946_63611078ea_o\"](\"https://sites.temple.edu/cindyleavitt/files/2016/10/27096887946_63611078ea_o.png\")
I view myself as a positive person. I am generally happy and have a good sense of humor. I have always thought it was better to laugh than to cry about a situation. However, for much of my career, when I was trying to make a change or solve a problem, I was prone to point out what was wrong and was often harsh in my criticism and analysis.
Last week, I was reminded a couple of times about how demoralizing this is for individuals who are doing their best and working hard. I talked to two highly competent and dedicated team members who described feeling completely drained and demoralized after interacting with their respective bosses who were being critical during most of their interactions. I could relate to the supervisors who were trying to get things done and thought that they were being helpful.
That used to be me.
I have found that positivity is much more powerful than negativity and more effective in motivating others. Research has shown that the highest performing teams have a praise to criticism ratio of 5.6, which means that to perform as our highest level, we need to give almost six positive comments for every one negative comment. Moving to that level of continuous positivity is still a work in progress for me. Replacing critical comments with deep questions is something that has helped me shift toward positivity. I also have become very conscious about giving positive feedback often and, most importantly, I have made a conscious effort to stop condemning and judging. As I have seen the amazing effects on my teams when I do that, I have been more motivated to be positive and am very thoughtful about when and how I give critical feedback to others.
This last week, I was feeling quite tired and realized that I was not being as positive as I wanted to be. My clues were that I was getting distracted, having an internal negative commentary, and avoiding engaging with others. Here are the things that I did to increase my positivity and energy.
I focused on what I was grateful for. One of my favorite quotes is from Cicero, who said that “Gratitude is not only the greatest of virtues, but the parent of all others.” At the lowest point in my life, I started a gratitude journal where I wrote three things every night that I was grateful for. Some days, I was hard pressed to find something, but that repeated exercise changed my focus during the day. I would look for things to be grateful for so that I had something to write about in my journal. At this point in my life, I have so many things to be grateful for that I don’t regularly write in my gratitude journal. Last week I did daily meditation, prayers, and thought exercises on gratitude that refocused and energized me.
I looked for ways to do small acts of random kindness. Smiling and greeting people is one of the easiest things for me to do. I remember making a point to get to know the people I routinely see every work day, such as the security staff. It is remarkable how this simple practice of positivity gives me energy. This morning, I gave a token to someone who was trying to talk the subway attendant into letting him on the subway for a dollar. He was so grateful and surprised when I handed him a token. He gave me a little wave as he stepped onto the express subway and we both started our day from a better place.
I rested. I spent the weekend recovering and taking real time for myself away from work, social, family, and other obligations. I simply cannot be positive and energetic when I am physically exhausted.
These positivity practices helped me immensely and when I got the email late on Sunday night about an urgent concern with our web site, I was able to view the criticism as an opportunity to improve our service and believe I was able to convey a sense of positivity and hope to the team.
My challenge for you this week is to practice the 3 Cs : no criticizing, condemning or complaining. See if you can practice this exercise for one hour, or even better, one day. I would love to hear about your experiences as you do this.
The Gift of Being Fully Present
![\"Photo](\"https://sites.temple.edu/cindyleavitt/files/2016/09/9964866733_1b82151886_c-300x200.jpg\")
I just started my second month in my role as CIO. My focus has been on trying to get to know the people at Temple and on starting to build relationships. As I have been meeting with individual colleagues, I am really trying to be fully present and focused on the person I am talking with at that moment. I am not always successful, because it is easy to get distracted. I catch my mind wandering which can include looking around to see what else is going on in the room, thinking about my response rather than listening, checking incoming texts and calls, or running through the long list of things I need to get done.
I have to remind myself often that being fully present for the person in front of me is an unusual and impactful gift that will be remembered because it is so rarely given. I know because I remember when I have been given that gift.
Years ago, when I was in my weekend MBA program, I was given the assignment to interview a senior leader in my organization to find out about their leadership journey. I chose someone whom I had never met. He had transitioned to academia after a long and successful career in private industry and was well liked by those who worked closely with him. I don’t remember any of his specific stories, although they did involve worldwide impact with his medical research. What I do remember is how I felt after talking with him.
For a full sixty minutes, he was completely focused on me. He answered my questions and he asked me about myself, my background, my role in the organization and what I wanted to accomplish. He gave insights from his own experience that might be of value to me in accomplishing my goals. He challenged and encouraged me. I felt valued and came away from that interview with a desire to be more like him as a leader. Even now, as I am writing this, I am filled with deep gratitude and emotion.
I am sure that leader does not know the impact he had on me. It was lasting, in part, because it was reinforced every time I encountered him, which I did with regularity. When I ran into him in the cafeteria or at a meeting, he displayed the same genuine interest and focus on me that I glimpsed the first time we met.
So, as I have been meeting all of the amazing people at Temple and in Philadelphia, I try to emulate that leader and be fully present and focused on the person who I am talking with. They can feel whether you are fully present and focused on them and it matters deeply. When I have received this gift of focused attention, I feel valued, energized, and motivated. When I am able to give the gift of being fully present, I get positive energy, great information, and good will; all which are invaluable to me as a leader.
My challenge to you this week is to be intentional about being fully present when you are interacting with your colleagues, customers, and family. Notice what happens when you are more present.
Rituals Reinforce Values
As the new students converged on campus last week, I was thinking a lot about rituals and how important they are in reinforcing shared values as we try to integrate 5000 new students into the Temple family.
![\"Selfie](\"https://sites.temple.edu/cindyleavitt/files/2016/09/Selfie-Convocation-300x166.png\")
Convocation was on Friday and it was the first one that I ever attended. The Temple New Student Convocation is a formal ceremony that welcomes freshman and new transfer students to the university. The faculty and officers of the university were in full regalia, which added gravitas and importance of the message, Since I am also new to Temple, it was an opportunity for me to see what values were being reinforced to the incoming students.
I was not disappointed. The core values that attracted me to Temple were exemplified throughout the ceremony. Accessibility, affordability, excellence, and community service are the heart of Temple’s mission.
The new Provost shared her story which exemplifies the values of Temple. She encouraged the students to reimagine their futures and be willing to take risks. One of my favorite moments was when she took a selfie of herself with the new students in the background.
The emphasis throughout the ceremony was on the students. The core values of making a positive difference in the world and pushing yourself outside of your comfort zone were emphasized in story after story. Two current students and one recent graduate spoke and they were inspirational, encouraging their classmates to be fully present and invest in the Temple community. I spent most of the ceremony watching the students in the audience and was impressed by their enthusiasm and apt attention to the speakers. They were listening and ready to learn.
During the ceremony, the student president led the audience in the student pledge.
“As a Temple Owl, I pledge to uphold the highest principles of honesty and integrity in and outside of the classroom as founder Russell Conwell intended. I embrace Temple’s commitment to excellence, diversity and respect for the community; these values define my path. I take pride in saying, ‘I am a Temple Owl,’”
This was the first time I heard the pledge and because I had been thinking about rituals all week, was a clear example of how important they are in reinforcing values and setting the tone of an entire community.
Something for each of you to think about in the coming week. What rituals do you have in your team and at your institution and do they promote the values that you want to reinforce?
Shifting from a Scarcity Mindset
Last week, I met someone who talked about how Philadelphia wasn’t a great city. When I asked her why, her answer was that the lack of money was the root of its problems. Most people I have met talk about what a wonderful city it is and how the community has worked together to make it better. I have been thinking about that for much of this week as I dealt with budgets and allocated resources to various projects and initiatives.
My thoughts have been around how the core belief that resources are scarce is at the root of so much of what we do and think. The quote from Lynne Twist. In her book The Soul of Money, defines the mindset of scarcity really well.
\”For me, and for many of us, our first waking thought of the day is “I didn’t get enough sleep.” The next one is “I don’t have enough time.” Whether true or not, that thought of not enough occurs to us automatically before we even think to question or examine it. We spend most of the hours and the days of our lives hearing, explaining, complaining, or worrying about what we don’t have enough of.… Before we even sit up in bed, before our feet touch the floor, we’re already inadequate, already behind, already losing, already lacking something. And by the time we go to bed at night, our minds are racing with a litany of what we didn’t get, or didn’t get done, that day. We go to sleep burdened by those thoughts and wake up to that reverie of lack.… This internal condition of scarcity, this mind-set of scarcity, lives at the very heart of our jealousies, our greed, our prejudice, and our arguments with life.…\”
As I have been mulling this over this week, I thought about the concept of abundance that I read and learned about in my MBA program. The idea that we just need to be creative to make the pie bigger so that there is more to divide is still rooted in the idea of scarcity and focused on getting MY share of the limited quantities of stuff that are available.
Brene Brown defines scarcity as the “never enough” problem and proposes that to move away from a scarcity mindset, we need to develop a belief that we are enough that is satisfied internally rather than externally. This core belief gives us the courage and confidence to share our ideas and ask for what we need without being dependent on external praise or deflated by criticism from others. It also opens us up to incorporate different ideas and truly partner with others. The real magic happens when we feel as much joy in others’ success and good fortune as we feel in our own.
This rings very true for me and my experience. I spent years doing what I call the ego hustle. Constantly feeling inadequate and focused on what I didn’t have. I struggled to drive my agenda and get through my long list of to-dos, believing that if I just worked hard enough, I would be successful and feel better about myself.
I have learned to recognize the thoughts of “never _____ enough” that consume my energy and divert my focus. When I can redirect my energy and focus on being a positive leader, then I am able to discern the most important things I need to accomplish, have the focused attention to get them done, and find others very willing and able to help. How I work now is so different than how I have worked in the past and it is so much more fun and effective.
My challenge to you this week is to notice whether you have a scarcity mindset. How much time and energy do you spend worrying about “never ____ enough?” The first step toward changing is always awareness.
Photo credit: Gilles Gonthier – https://www.flickr.com/photos/gillesgonthier/470270194
The Shiny Factor
One of the great things about starting a new job and moving to a new place is the “shiny” factor. When things are new, they are shiny and exciting and give a sense of wonder and possibility. As you can imagine, I have experienced many new things as I have made this transition. Here is my short list.
The people
The last two weeks have been a whirlwind of meeting new people. I don’t have history with any of the people that I am meeting, so we are “shiny” to each other. Every new interaction is an opportunity. It gives me a chance to hear stories and learn about the individuals, and thus about the place since culture is formed by the shared stories. I am approaching these interactions with freedom and authenticity and curiosity. Instead of being worried if the other person likes me, I am focused on understanding and learning about them. I have been very conscious of even my small actions when meeting others because every interaction is a chance for me to define myself as a positive leader to the other person.
The mass transit system
As I was leaving work yesterday, I casually mentioned to an out-of-town friend on the phone that I was going to catch the subway. Her reaction was, “That is so cool!” That has been my reaction as well. I love the easy access to transportation and have found that taking the subway is a non-stressful way for me to get quickly to and from work. I was also able to take the train into New York this past week. It was so easy and fast. I was nervous, so I got to the train station early, but didn’t need to. It reminded me of how air travel used to be with quick boarding and the ability to show up just before you are scheduled to leave. I was in New York in just an hour and twenty minutes.
The food
Philadelphia is a foodie town and I am loving it. The variety and excellence of the food choices is wonderful. Because there are so many options, I expect the shininess of this to last a long time.
The biking
The Schuylkill River trail is only a couple of blocks from my house and it is beautiful. I can easily get a 30-40 minutes workout in the morning before work. There is also an active biking community with lots of organized rides and events. And there are serious hills here to challenge me and improve my biking!
The museums
Philadelphia has many high quality museums and most are within walking distance from my house. My husband and I went to the Barnes Foundation on Sunday afternoon. The first Sunday of every month is free to the public and we took advantage of the offer. It is such an amazing collection of impressionist and post-impressionist artwork that rivals any Paris museum.
What I have noticed is that the shiny mindset happens because I am open to a new experience and curious about what is going to happen and usually quite hopeful and optimistic about the possibilities. When I am familiar with things, I think I already know what is going to happen and stop being open and curious. I also have noticed that I tend to focus on what I don’t like when things become routine. So the key to sustaining a shiny mindset even when things are not new is to remain open, curious, and optimistic.
My challenge to you this week would be to try to approach one relationship or activity as if it were shiny and new to introduce some wonder into your world.
Photo Credit: Amtrak 30th Street Station – Von I, Mtruch, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=2513324
Crowdsourcing Culture Change
My first week at Temple has been great. Everyone has been very welcoming and I loved getting to meet individual team members and hearing their ideas. Many of the ideas that I heard this week, and also in the weeks before I started, were about changing the culture.
Establishing a supportive and innovative culture is my most important job as a leader. It is also one of the most challenging things to do. This is not something any one person can do alone. Each group defines its culture together, either intentionally or unintentionally.
This week, we started to intentionally create a new culture together by crowd sourcing ideas from the entire Computer Services team. I invited everyone to come to a meeting and we did two liberating structure exercises to identify the top things that the team would like to change.
The first exercise was to identify what we should STOP doing. We did this by having each person in the room design the most demotivating work environment that could imagine. The power of asking the opposite of what you want to achieve is that it is unexpected and opens the thinking of the group. The second step of this exercise was to identify which demotivating things we were currently doing as a team. The final step was to prioritize the top two things we would like to stop, with a concrete first step on moving forward. Each step of the exercise is done by having each individual do their own thinking, then share their thoughts with one other person at their table, then discuss the ideas as a table before sharing their ideas with the entire group.
The report out from the tables was fun and it was very clear immediately that the team wanted to stop requiring salaried employees to clock in and out each day,
The second half of our all team meeting was to generate bold ideas of what we could do. This exercise is done by having each person generate one bold idea of how to make the culture of the team better with the first step that they would take to make their idea happen. The ideas are written on one side of an index card. Then everyone in the room stands up, exchanges cards and rates others’ ideas on a scale from 1-5, with 5 representing a terrific idea that they could fully support.
This exercise turned out to be a little chaotic with so many people in the room. While not perfect, the exercise did work and the group generated several ideas that got top ratings.
Like the first exercise, the majority of the ideas centered around one theme. The team really wanted to establish flexible work schedule options, including telecommuting. This is something that is important to me as well and we will work together to define guidelines for the team in the coming month.
I have already taken concrete steps based on the suggestions from the meeting. Eliminating clocking in and out for salaried employees was an easy thing to accomplish which I did by sending out an email at the end of the week. One team member tweeted about clocking out for the last time, which made me smile.
We will all meet again next month and will assess the progress that we have made on the creating more flexible schedules for the team. We will also work together on other aspects of the culture.
My challenge for you this week is to think about the culture that you are either intentionally or unintentionally creating in your team and identify if it is the culture you want. If it isn’t, think about how you can involve the entire team to start to shape your culture more intentionally together.
Photo taken by ITU pictures – https://www.flickr.com/photos/itupictures/albums/72157634087412090
Establishing a supportive and innovative culture is my most important job as a leader. It is also one of the most challenging things to do. This is not something any one person can do alone. Each group defines its culture together, either intentionally or unintentionally.
This week, we started to intentionally create a new culture together by crowd sourcing ideas from the entire Computer Services team. I invited everyone to come to a meeting and we did two liberating structure exercises to identify the top things that the team would like to change.
The first exercise was to identify what we should STOP doing. We did this by having each person in the room design the most demotivating work environment that could imagine. The power of asking the opposite of what you want to achieve is that it is unexpected and opens the thinking of the group. The second step of this exercise was to identify which demotivating things we were currently doing as a team. The final step was to prioritize the top two things we would like to stop, with a concrete first step on moving forward. Each step of the exercise is done by having each individual do their own thinking, then share their thoughts with one other person at their table, then discuss the ideas as a table before sharing their ideas with the entire group.
The report out from the tables was fun and it was very clear immediately that the team wanted to stop requiring salaried employees to clock in and out each day,
The second half of our all team meeting was to generate bold ideas of what we could do. This exercise is done by having each person generate one bold idea of how to make the culture of the team better with the first step that they would take to make their idea happen. The ideas are written on one side of an index card. Then everyone in the room stands up, exchanges cards and rates others’ ideas on a scale from 1-5, with 5 representing a terrific idea that they could fully support.
This exercise turned out to be a little chaotic with so many people in the room. While not perfect, the exercise did work and the group generated several ideas that got top ratings.
Like the first exercise, the majority of the ideas centered around one theme. The team really wanted to establish flexible work schedule options, including telecommuting. This is something that is important to me as well and we will work together to define guidelines for the team in the coming month.
I have already taken concrete steps based on the suggestions from the meeting. Eliminating clocking in and out for salaried employees was an easy thing to accomplish which I did by sending out an email at the end of the week. One team member tweeted about clocking out for the last time, which made me smile.
We will all meet again next month and will assess the progress that we have made on the creating more flexible schedules for the team. We will also work together on other aspects of the culture.
My challenge for you this week is to think about the culture that you are either intentionally or unintentionally creating in your team and identify if it is the culture you want. If it isn’t, think about how you can involve the entire team to start to shape your culture more intentionally together.
Photo taken by ITU pictures – https://www.flickr.com/photos/itupictures/albums/72157634087412090
Transitioning
I am in the middle of the transition to my new role. For me, the middle is the least comfortable part of any transition. I think this is because I want to be constantly moving forward and instead of being in limbo, want to move quickly to decision and action.
In his book, Transitions, William Bridges outlines three steps of transition that every individual go through when change happens. The first is an ending, the second is a neutral zone, between the old and the new, and finally, the third step is a new beginning. He argues that every successful transition has all of these phases that need to be fully experienced and that most of us are not comfortable making transitions even though we are constantly changing.
One piece of advice that Bridges gives is to not try to rush the neutral zone, but to take time to be alone in order to make the mental and emotional transition from the old to the new. This includes understanding what you want to leave behind and what you want to create and who you want to be as you move forward.
I thought I was following that advice when I scheduled almost a month between my old and new job. However, in retrospect, I filled that time with many activities and didn’t really take much time to be alone and introspect.
My final full week in Ann Arbor has been a time for connections with several walks with dear friends through the Arboretum and cherished meals with wonderful colleagues. I have been busy packing and sorting getting ready for my new life in Philadelphia. I also have been sick all week with a summer cold.
I have noticed that often when I am in transition, I get sick. The first time I noticed this was at the end of each semester in college, when I would literally collapse into bed after completing my last final. And, often after completing a major project, I would come down with something after all of the stress had dissipated. This week as I have been forced to slow down to let my body heal, I have come to the conclusion that this is a mechanism that I personally use to slow down and give myself space away from activity and time to recover.
I am excited and curious about this next step in my transition to a leader at Temple University and recognize that this transition feels better than previous job changes. I am not anxious and have continued to use the tools that I have learned to stay at peace. Understanding that I don’t need to have all the answers, I haven’t made a 90-day plan of things I want to make sure will happen as I start my new job. Instead, I have written a positive intention to listen, understand, and work collaboratively with my new colleagues to create a shared culture and vision. I am eager to see what we create together.
My challenge to you this week is to notice where you are in the transitions in your life and give yourself the time, space, and permission to experience all of the different steps in your own personal transitions.
Photo: https://www.flickr.com/photos/pictoquotes/22402993359
Achieving Ambitious Goals
This week I have been on vacation with my extended family in Breckenridge, Colorado. When we got to Colorado, we made an ambitious goal of hiking one of the mountains that is higher than 14,000 feet. Colorado natives refer to these peaks at 14ers. We chose Quandary Peak. At 14,265 feet, it is the tallest mountain in the 10 mile range that includes Breckenridge. It was categorized as “difficult” on the Top ten hikes around Breckenridge web page that we found. The hike is long and very steep, gaining 3450 ft in around 3 ½ miles. We had just come from sea level and knew we were going to need to acclimate to the high altitude before we made the attempt.
In order to get ready, we planned a couple of warm-up hikes that were marked “moderate.” We realized that a mid-westerner view of moderate and a western view of moderate are different on the first hike that we made to Mohawk Lakes. It may have been the extra two miles from the parking lot to the trailhead that are not included in the distance quoted for the hike. Or that we wandered off the trail and ended up scaling large rocks next to a waterfall. The waterfall ascent was too much for our youngest daughter and niece, who both opted to wait for the rest of us to return. Impressively, my niece’s husband completed the climb with his 7-month daughter strapped to him in a front pack. Luckily we found the trail on the way back down and didn’t have to try to climb down the same way.
![\"IMG_0861\"](\"https://sites.temple.edu/cindyleavitt/files/2016/07/IMG_0861-300x96.jpg\")
Our daughters opted out of our second warm up hike, so Mark and I went with my brother and his wife. It was a beautiful and rewarding hike to McCullough Gulch. It gave me confidence that we could do the Quandary Peak hike the next day.
The only takers for the Quandary Peak hike were Mark, me and our two daughters. We were on the trail by 6:10 in the morning wanting to be off the mountain before any afternoon thunder showers rolled in. Most of the hike is above the tree line and on loose, granite rocks. It was difficult, steep, and long. We encountered our first of a family of mountain goats on the first ridge which was unexpected and interesting.
![\"IMG_0982\"](\"https://sites.temple.edu/cindyleavitt/files/2016/07/IMG_0982-300x225.jpg\")
As we started the long final ascent, it was necessary for me to change my focus and goal setting. Instead of focusing at the top of the peak, I started focusing on walking fifty steps before needing to stop and catch my breath. Hikers who were on their way down were encouraging and motivating by telling us we were close and that the view was well worth the climb.
They were right. The view from the top was spectacular and it felt great to have accomplished such a challenging feat. It was also very satisfying to see the excitement and sense of accomplishment in my husband and daughters.
The most difficult mental part of the hike was the descent. I probably should have anticipated this, but it surprised me. We endlessly picked a path through the rocks, trying to minimize the jarring and not sprain any ankles or knees. We all ended up coming down at our own pace and spread out down the mountain. After the hike we were all tired and very satisfied that we had accomplished such a hard and rewarding goal.
Growth happens when we push outside of our comfort zone and try to achieve something that is worthwhile and hard. Do you have any goals that are stretching you out of your comfort zone? If not, think of how you might challenge yourself in the coming week.
Leadership Lessons Riding in a Peloton
I participated in One Helluva Ride last Saturday and had an amazing time riding 66 miles in a peloton with my husband and a couple of our good friends. For those of you who are not familiar with cycling, a peloton is when a team of riders forms a line and works together so they can all go faster and longer than any of them could individually. Below are a few valuable leadership principles that I have learned from riding in a peloton that I would like to share.
Safety is the most important priority. Riding a bicycle is dangerous and riding fast and closely behind another cyclist increases the risks. It is very important to know and abide by the safety guidelines when you are riding in a peloton and to know and trust your team members. At work, mental and emotional safety are critical so that people are willing to take risks, be creative, and work as a team to solve complex problems. As a leader, this means that you foster a safe environment that builds trust among all team members. A big part of that is establishing clear guidelines and boundaries.
Leadership is shared, roles are clear, and constant communication is vital. In a peloton, the position in the line determines the role of the rider. The line is shifting every few minutes when the leader of the line moves to the back of the line after their shift is done. Communication happens with a combination of hand signals and verbal signals that are clearly understood by each rider. The first person in the peloton is responsible for scanning the horizon, communicating back to others in the line, and setting the pace and direction. The last person is line is responsible for monitoring what is behind the group and communicating forward. Each rider in the middle passes every communication along and also communicates anything they notice, like a slowdown in front of them or someone in the line falling behind.
A peloton team works best when the members together establish shared goals for the ride, including the destination or length of the ride, the expected pace, and the duration of the pulls. At work, when I have had the pleasure of being on a team where everyone is aligned, willing to adjust their roles, and openly communicating, it has been effective and fun.
Managing energy is the key to optimal performance. The main advantage of riding in a peloton is that drafting behind someone takes about 30% less energy than riding alone or at the front of the peloton. Optimal performance happens when each person in a peloton is going at a pace that pushes them when they are leading and allows them to recover when they are not. Each rider has to be conscious that they will hit their limit (aka bonking) if they take the lead for too long or are traveling at a stressful pace when they are not in the lead. If this is happening, they need to communicate that the peloton should slow down or choose a group that is going at a pace that is more appropriate for their fitness level.
Acceleration requires a tremendous amount of energy, so riding at a steady and sustainable pace and avoiding frequent stops and starts conserves energy for the entire team. One of the things that is hardest for me is not accelerating when I get to the front of the peloton because there is a natural feeling of freedom that happens when you are looking up instead of at the tire in front of you. Jumping ahead of the team wastes energy and exhausts the rest of the team.
This translates directly to what it takes to be a leader. If you are constantly stretching and end up stressed with no recovery time, you will become exhausted and burned out. Make sure you and your team have recovery time, are working at a sustainable pace, and are not constantly starting and stopping projects. And make sure that you are not getting too far ahead of the rest of the team, so that they don’t waste energy trying to chase you down.
My challenge for you this week is to look at your current work teams and see how well they are working together. Hopefully, some of these peloton principles can help make your teams even better. Good luck!
Safety is the most important priority. Riding a bicycle is dangerous and riding fast and closely behind another cyclist increases the risks. It is very important to know and abide by the safety guidelines when you are riding in a peloton and to know and trust your team members. At work, mental and emotional safety are critical so that people are willing to take risks, be creative, and work as a team to solve complex problems. As a leader, this means that you foster a safe environment that builds trust among all team members. A big part of that is establishing clear guidelines and boundaries.
Leadership is shared, roles are clear, and constant communication is vital. In a peloton, the position in the line determines the role of the rider. The line is shifting every few minutes when the leader of the line moves to the back of the line after their shift is done. Communication happens with a combination of hand signals and verbal signals that are clearly understood by each rider. The first person in the peloton is responsible for scanning the horizon, communicating back to others in the line, and setting the pace and direction. The last person is line is responsible for monitoring what is behind the group and communicating forward. Each rider in the middle passes every communication along and also communicates anything they notice, like a slowdown in front of them or someone in the line falling behind.
A peloton team works best when the members together establish shared goals for the ride, including the destination or length of the ride, the expected pace, and the duration of the pulls. At work, when I have had the pleasure of being on a team where everyone is aligned, willing to adjust their roles, and openly communicating, it has been effective and fun.
Managing energy is the key to optimal performance. The main advantage of riding in a peloton is that drafting behind someone takes about 30% less energy than riding alone or at the front of the peloton. Optimal performance happens when each person in a peloton is going at a pace that pushes them when they are leading and allows them to recover when they are not. Each rider has to be conscious that they will hit their limit (aka bonking) if they take the lead for too long or are traveling at a stressful pace when they are not in the lead. If this is happening, they need to communicate that the peloton should slow down or choose a group that is going at a pace that is more appropriate for their fitness level.
Acceleration requires a tremendous amount of energy, so riding at a steady and sustainable pace and avoiding frequent stops and starts conserves energy for the entire team. One of the things that is hardest for me is not accelerating when I get to the front of the peloton because there is a natural feeling of freedom that happens when you are looking up instead of at the tire in front of you. Jumping ahead of the team wastes energy and exhausts the rest of the team.
This translates directly to what it takes to be a leader. If you are constantly stretching and end up stressed with no recovery time, you will become exhausted and burned out. Make sure you and your team have recovery time, are working at a sustainable pace, and are not constantly starting and stopping projects. And make sure that you are not getting too far ahead of the rest of the team, so that they don’t waste energy trying to chase you down.
My challenge for you this week is to look at your current work teams and see how well they are working together. Hopefully, some of these peloton principles can help make your teams even better. Good luck!
Power Cycling Bloomington Training Camp Photo taken by Jeremy Zeigler
Joyful Interviewing
Before I went through the interview process at Temple University, I would not have thought that interviewing could be joyful. However, that is how I would describe my experience as I went through the many months of interviewing at Temple.
A recruiter reached out to me about the job at Temple last November. I didn’t know much about Temple. My niece had attended there for a couple of years so I knew where it was, that it was a public university, and that they had a good basketball program. The job description, written with the emphasis on the mission of accessibility, affordability, service and excellence, caught my attention. I was intrigued and my conversations with the recruiter and head of the search committee deepened my interest.
At the time I felt that it didn’t make sense to pursue the opportunity because our youngest daughter has two more years of high school and we are tied to Ann Arbor until she graduates. Before I officially applied for the position, my husband, Mark, and I talked about whether we could make it work if I got the position. For me, it was a matter of integrity that I would not pursue the position unless I would be willing to accept the job. Mark was supportive and encouraged me to throw my hat into the ring. We decided together that we would figure out how to make it work if I got the offer and that I needed to pursue the opportunity.
My first interview was a videoconference with the search committee. A couple of the committee members had U-M connections and they were genuinely enthusiastic about my experience and leadership. I met the committee in person when I was invited back to campus a couple of months later for two marathon days of back-to-back interviews.
When I saw the interview schedule for my visit, I knew they were serious. I met with the President, Provost, Deans, Vice Presidents and key faculty and staff members. In preparation for the interview, I talked with my executive coach and wrote my intention to leave everyone that I met with feeling peaceful and energized and that I would get enough information to determine whether this was a place where I could be the positive leader and help in the development of a virtuous organization.
My two days on campus were amazing. My affection for Temple started with my first interaction with a charming student who offered to help as I examined the campus map the night I arrived on campus. It continued to grow during the two days of interviews as I asked each person I met why they chose to work at Temple. Their passion around the mission and the possibilities at the university was inspiring and infectious.
I came home energized and excited but Mark was worried. His concern increased when I was notified that I was one of two finalists and Mark and I were invited for the final day of interviews and a tour of Philadelphia in April. This is when we started serious discussions of how we really could make this work while preserving our marriage and family life.
The final day of interviews had the same energy as my first visit to campus. My favorite interaction of the day was a town hall meeting where all of computing services were invited to attend and ask me questions. That town hall was so much fun with a lots of laughter and great questions. I surprised the group by asking them a couple of questions. The first question I asked was “What are you most proud of that you have accomplished at your time at Temple?” The second question was “What do you want the incoming CIO at Temple to know? For the first question, I asked people to share their responses openly. For the second, I asked them to just write down their response and turn it in so that I could know what was important to them. Those responses gave me valuable information that was crucial to my eventually accepting the job.
While I was interviewing, Mark was investigating. He took the subway to the Temple campus, walked around, struck up conversations with students and parents, tried to attend a class (it was the day of the final exam so he decided not to stay), and went to the bookstore to buy Temple gear. Mark summed up the visit by saying that Temple had fallen in love with me and I had fallen in love with Temple. This was definitely true.
Trying to figure out how this could work with our family was the hardest part of the entire process. Reality dashed my fantasy of having all of us relocate to Philadelphia immediately. Mark can work from anywhere, which is helpful, but children and pets are not easily transportable between locations. We explored many different scenarios through various bouts of stubbornness and hard conversations. The option that we could both live with was to have me work Monday-Thursday at Temple and work remotely on Fridays from Ann Arbor until our youngest graduates in a couple of years.
I was thrilled when I got the call that Temple had selected me as their next CIO. The final barrier to me accepting the job came down to whether it would be feasible for me to telecommute one day a week for two years. While I had been transparent during the entire interview process about our youngest needing to stay in Ann Arbor, the possibility of regular telecommuting had not been discussed as a way for me to balance my work and family obligations. The initial answer was a partial yes with time restrictions that wouldn’t work for my family.
For me, it was a practical and well as a philosophical question. Telecommuting is expected for high tech professionals and I have had flexibility in my work schedule for decades. Also, I had data from the computing services staff that telecommuting was important to them from the question that I asked at the town hall meeting. More broadly, it raised concerns for me about how much autonomy I would have to lead and make changes. Even after talking with the head of the search committee and the provost, the reluctance for me to telecommute remained.
So I turned down the offer.
I did this in complete freedom and peace. As much as I loved Temple and wanted the opportunity, I knew that I couldn’t be the positive leader that I aspire to be if it wasn’t possible to make this change. A friend, who is a positive business consultant, encouraged me to give Temple the opportunity to fire me before they hired me to see if they were really capable of and interested in creating to a more positive work culture and whether they would be open to other changes that I would want to promote.
Happily, Temple demonstrated that they were interested in changing and offered to have me work with HR on a telecommuting policy for all of computing services. This satisfied my practical need to telecommute while advancing my ability to create a more positive and trusted work environment. And it gave me a very positive signal about what a good fit we would be for each other.
I start at Temple in August.
My challenge for you this week is to approach your current job and your next job with integrity and freedom. You should always be looking for a good fit. Remain curious and approach interviews as conversations where both sides are learning about each other.