New bike : Argon 18 - E114

Weapon of pure speed !

As some of you may know, I will race Ironman Lake Placid later this year (25th of July 2010).

Of course, I'm currently in the middle of my training and I wanted to invest in a Triathlon / Time Trial bike.

After I read a lot of specialized magazine and Internet review, I was looking for a good carbon bike, not necessarily brand new. Being in Canada, I was looking for a local brand and this kind of limited my choice to three potential candidate : Cervelo (of course!), Argon18 and Louis Garneau.

I looked on ebay and other website like Kijiji and Craiglist but no luck up to this point. I also use conventional networking and I knew a friend of mine from the Sherbrooke Cyclist Club that worked for ... Argon 18.

I asked him about possible sales and ... here we are ;-) A two year old model used mainly as a demo unit and kaboom ! A medium sized, full equiped E114 : clearly well over what I was expecting. Fully equipped with Zipp404/808, SRAM Rival.

That's really a great bike, good looking and very light (8.2kg without the pedals).

With this weapon of massive speed, only one thing to do : train harder and give my best on race day ! More pictures on the bike gallery.

Ubuntu : I am because we are (book review)

When I noticed this book in Washingon Dulles airport, as a Ubuntuer myself, I did not resist the urge to buy it ;-)

My initial understanding of "Ubuntu" was the one stated on Ubuntu Site : "Ubuntu is an African word meaning 'Humanity to others', or 'I am what I am because of who we all are'. The Ubuntu distribution brings the spirit of Ubuntu to the software world."

As such, I was already genuinely interested by the subject and surprised that it was a much more complex and structured philosophy than I expected. For more on this subject, please consult Wikipedia Ubuntu_philosophy page.

The book is very easy to read and lightweight : this is a kind of initiatory novel where the hero evolves from a stressed, social hurt, on the edge of loosing his job because of work-induced problems (recent evolution to a managerial job, overtime, no family life/divorce, etc.) to a much more ethical and peaceful state of mind. The company will be transformed as well by this philosophy.

The change agent is a young man from South-Africa that happens to embodied the Ubuntu philosophy : he _is_ Ubuntu ! The large corporation where all the characters are working is in a difficult position : the financial crisis is partly in cause and the ethics and core values are not shared anymore by the employees. Business units operates independently and everyone wants to reach its objectives without consideration for the other humans and business units.

The Ubuntu philosophy is explained, on step at a time, and it is truly revealed when, a team is visiting South-Africa thanks to a HR department contest.

But what is Ubuntu ?

Instead of citing passages of the book, I will refer to the Wikipedia Ubuntu_philosophy  page :
Archbishop Desmond Tutu further explained Ubuntu in 2008:

One of the sayings in our country is Ubuntu - the essence of being human. Ubuntu speaks particularly about the fact that you can't exist as a human being in isolation. It speaks about our interconnectedness. You can't be human all by yourself, and when you have this quality - Ubuntu - you are known for your generosity. We think of ourselves far too frequently as just individuals, separated from one another, whereas you are connected and what you do affects the whole world. When you do well, it spreads out; it is for the whole of humanity.

I have found numerous common point with Buddhism (that I practice) in particular the respect ("don't be evil") and interconnection of every human being (but not only!).

This book is very easy to read and very inspiring as it reunite the "evil" corporate world (especially since the financial crisis) with a more ethical world. While I compare Ubuntu to Buddhism, the book is not religious or even philosophical : the wisdom of Ubuntu flow slowly as the book plots and characters appears. They progress along the path as the reader discover the Ubuntu philosophy.

Out-standing Employer

I'm very proud to be the CEO of a young company that recently obtained a certification called "Out-standing Employer" (Newspaper link , in French only : Employeur Remarquable). This certification is original because the auditors are all the team members (this is very different from most certification, like ISO9001:2000 where official auditors are not members of the team : this is an external audit process).

The certification is done from two point of view :

• Every team member fills a 141 questions survey that is completely anonymous (i.e. : managed by a third party that will not reveal the individual results : only averages and only for groups > 5 people). This is a key advantage compared to internal survey : truth can be spoken out !
  
• Managers fill the same 141 questions and are conducting an auto-evaluation of the sames practices.

During the same process, the importance of every criteria is assessed by the team members and managers.

This gave a very interesting managerial practices :

• What the team members define as important vs what the manager define as important
• The performance evaluated by the team members vs the performance perceived by the managers

Those results are then mapped on an Importance (X axis) vs Performance (Y axis) graphic as well as other representation (comparison team/manager, ratio performance/importance, etc.). Those graphs are very interesting as they allow team members and managers as well to :

• Visualize the strengths and weaknesses of the company managerial practices
• Rate, by importance, the managerial practice

The company (site in French only at this time) that created the certification is also providing an analysis of the complete data-set. They also generate an action plan :

• Strong points : What is very important for the team, perform well, but could perform better
• Weak points : What is performing OK/badly but is important for the team (65% and more importance)
• Analysis by age-group, department, physical location, etc. with corresponding strong and weak points (minimal sample size is 5 to have access to the statistics)
• Values of the company as measured by the survey : what interest the team members. This is a very precious results that you can use to recruit like-minded people that share the same value as the team.

The certification is awarded only to the teams that have 65% of the most important managerial practice that have a performance of 65% or better.

This certification reinforce my personal motto : " I prefer to work with motivated people than working to motivate people !". This is true, as far as I know, for partners, shareholders, investors, employee, customers.

What to do when a good executive (VP Operation) is leaving ?

Context

We/I recently hired a VP Operation (three months ago). Let's call him B. As a young/startup type company, it was the first time a manager was not coming from internal promotion. As such, we (HR, executives) knew that this was a risky operation. However, we ended up taking a long time discussing this possibility with the (then) candidate. Because we already had both a business relationship (we did some project with the candidate, then our client) and a partnership relationship (we build together a very successful city-wide community network) everybody involved was confident that the association would be a success : human fit was excellent, technical people that worked with the candidate were extremely positive and respectful, etc.).

Integration : can do better

Integration was OK but not great. Once again, we are much more used to integrate technical people/engineer/developers type than the exec/manager type and our tools tend to be technical/power user oriented. So my retrospective view on the integration was that it was somehow painful and we should do better next time (ex: provide a Linux thin-client & laptop early on, FF with bookmarks for our systems, visit one or several customers ASAP, visit one or several prospect, meeting with our key suppliers/partners, etc.). So integration was good but could be improved.


Delegation : OK

This was, for me, the big unknown. As one of the founder of Revolution Linux and C.E.O., I ran most of the operations since the inception of the company and well, I was not very clear about what I should delegate and what I should not. My idea was to leave some space and then decide together what was my responsibility and what would become B.'s responsibility.

After one month, things were well set up : Portfolio management, product development and Finance/Administration for B., Sales/Marketing/Communication/Strategy for me. We were in the middle of a financing round so B. has to put lots of efforts and energy on those areas.

Moving full speed : not OK

Well, with all this define and everybody now ready to change things, I was pretty confident that we were going to full speed in the following months. I was feeling some "holding back" from B. on certain subject. I was then attributing this behavior to the fact that I'was/am very busy and spend most of my time out of the office (hey ! that was the goal after all!) so building our relationship was slower than planned. My reaction was to give more space and confidence proof to B. : this was supposed to demonstrate my confidence in his abilities, skils and define more precisely his area of responsability.

Announce day : feeling ... good !


One day, B. as a seasoned executive asked for a meeting and told me the news in a very professional way : he made his decision and was going to leave. His old job was still open and he was going back to his old position. Already was ready: list of hot projects, task list, plan, etc. We decided about the communication plan and who will be contacted when.

Well, first of all, of course I was surprised !

But I was not necessarily in a bad state of mind (i.e.: angry, etc.) when exiting his office and that's because one of my core value is the following : "I want to work with motivated people, not working to motivate people". So, in my heart, I knew that someone that is not motivated will be a liability for the success of Revolution Linux. The higher the position, the worst effect it can have on all of the teams.

So in a sense, I think that the world would be a better place if everybody was displaying the same courage : knowing when to leave and being able to do so without frustrating anyone is, for me, a proof of respect and courage. I would even add that the sooner you announce it (after you decided!), the better it is for all the parties. Don't wait a day : make your plan and announce it as soon as possible.


As a consequence, I have a lot of respect for B. and his course of actions and I really hope that we will keep a good relationship (even if is no more part of the Linux Revolution ;-).


Immediate reaction

Well, the first thing I did was to move my office back in B.'s office. In the following months, I'm in charge of all the company, not only the Sales/Marketing department and I did not want anyone to have a single doubt about this.

Communication : decide how to communicate and announce this the team (well, not me directly : planned holidays)


Professional todo update : decide what would be my next actions because I was suddenly taking ownership of every of B.'s projects.



Lessons Learned

Emptiness/void point of view : 

• This can be seen as a failure to integrate a highly skilled individual
• It can also be seen as a failure to motivate somebody.
• Time loss (recruitment process, integration, etc.)

Positive point of view :

I really think that focusing on the emptiness is an erroneous view of the world : each individual experienced the world in a unique way. It is not our job to "integrate" or "motivate" people. We can only offer our best and a good platform that will lower the entry barriers and allow individuals to express themselves.


If this environment and platform is not working for them, the sooner it is over the better.


In the process, I've learned a lot more : I asked myself some hard questions (I am still fit for the job, is it my passion, is it in sync with my core values, etc.) and the answer was yes for all of them ! 

During his time with us, B. was able to reform certain processes and bring his own experience to the table and this changing things in a very positive way

20th of February 2010 : Hypothermic Half-Marathon of Montreal

First competition of the season (January is too cold to run in Canada ;-). I have register to this event thanks to my ironman training buddy (Jocelyn Normandin aka "Le vieux" ;-) in order to test my running form early in the season.

My main event is Ironman lake placid (25th of july 2010) and, in Canadian winter, let's say that cycling is not so easy to practice (long trainer sessions are boring, to say the least) and so I'm focusing on swim and run since the November 2009. My running buddies (http://lecoureursherbrooke.ning.com/) have been very helpful with the run part of the equation : I never had such good sensation when running and I was able to run fast for long period of time.

As a consequence, I was confident and happy to wake up at 5:45 AM on the day of my birthday to drive (well, sleep ?) with Jocelyn to Montreal. The weather was OK in Sherbrooke : -5°C or so, light snow and light wind (in Sherbrooke). When we arrived in Montreal, snow was a bit more intense and wind stronger (the hypothermic half-marathon is run on islands in the middle of the Saint-Laurence river and it is more often than not colder and windier).

We were on site one hour before the start and we quickly pick up our race kit that include bib number and champion chip. We changed cloth to be ready for the, not so hypothermic, weather.

It was the first time I ran this course and, as often, it is difficult to estimate what to expect : don't know the circuit, first competition in winter for me, etc. Anyway, based in my training experience, I decided to set up for a 4:18 pace -> 1h30 half marathon). The circuit is a loop of 7 kilometers that has to be run three time.

The start was surprising because we were chatting and discussing. Anyway, we were in the first 100 runners I guess and because there were no info of where you should place yourself, lots of slower runner where in front of me. The first two kilometers were a bit painful and slow (4:30/4:40) because of this and I decided to run fast (4:00/km) for the next two kilometers in order to reach my goal.

On several sections of the circuit, black ice was hidden below a few inches of snow and I've seen several people glide and crash. In those area, I decided to go slowly and make sure that I don't felt instead of following my desired pace. Anyway, it really felt great until the small climb on the Gilles Villeneuve circuit where the wind was just in front us and cold. Ice started to form on my face (left eyebrow) and most of the runners at this point. This gave most of us a funny look I guess with beards, hairs, eaybrow becoming white and snowy.

At the end of each circuit, we have to climb a small hill to the start area and this was snowy and somehow icy as well : not great conditions. Anyway, first circuit  went well with 30 minutes and 30 seconds. A bit slower than my goal. I ran basically alone during the 4-7 first kilometers and then, most of the time, I was able to see for one or two other runners in front of me. With snow and wind this was a nice experience where, for long part of the circuit (where no public was present) we can really feel like we where alone in the world, running in the snow.

Second circuit was OK but I had a beginning of side stitch before the small hill climb on the Gilles Villeneuve circuit so I kind of slow down. However, I was passed by a guy with a pink hat (bib #475, V. Ruelle) and because my side stich was feeling better, I decided to follow as much as I can. We discussed a bit and his objectives were on par with mine : around 1h30 would be great !

After the climb, my side stich felt OK and and I ran a faster pace in order to try to keep my objective. Some guy crashed in the snow/ice in front of me. He went up quickly and started over and we exchanged a few words. This event keep my mind busy for the next 5-10 minutes : without focusing on it I was worried that this could happen to me. When my mind finnaly forgot this point, I was approaching the end of my second lap. Last hill and I can measure my time :  31:00. At this time, I knew that I will not finish this event below 1h30...

Anyway, I decided to give everything for the final lap and it started downhill (cool !) and I was in "pursuit" mode since a few kilometers : another athlete was in front of me and he was somehow my target for the next 2 kilometers. I finally catches with him 500m before the climb on the Gilles Villeneuve circuit. But it looks like I did not have any leg left and I was barely able to follow him now...

At this time, I was simply hoping to finish and I decided to enjoy the remaining of the course knowing well that my time will not be the one I expected. Mind tend to play games with you when it is hard and it was exactly what was happening to me. I kind of played with the idea and started to accept it when Mister pink cap cames from the back (I would say that I was running at 4:30/4:40 and he was running 4:15 for sure!).

It put my mind in action and I decided, on the fly, to follow him : it was happening at the same point (almost) of the lap as the second lap and I knew that it was the last difficulty. I was able to follow up to the end of the climb and after that I gave everything I could to keep him in my line of sight. We pass the last bridge where spectators cheers at us and it really helps me finishing strong.

The last hill was not so easy and I slides and almost crashed for the last turn before the final climb. I decided to push it as far as I could and I started to see some stars (halo in fact!) in my eyes but I can now hear the music and everyons cheering and encouraging us. I take left instead of straight on (I was not interested by another lap ;-) and this is the arrival gate ! Two mats and ... that's over. I chatted then with my mysterious Pink hat buddy and I thank him for his help for the last lap and I waited for Jocelyn and Marc.

O'all                                 Gun       Class       Gender  Pace   Chip
Place  Bib         Name              Time      Placing       Place   /Km   Time   City
----- ----- -----------------      ------- ----------------- ----- ----- ------- ----------
  1  222 Terry Gehl             1:17:09 HM40-49    1/87       1  3:40 1:17:09   St. Charles

20   475 Vincent Ruelle         1:32:51 HM30-39   11/121    20  4:25 1:32:47   MONTRÉAL   
 21  149 Benoit                 1:33:12 HM30-39   12/121     21  4:26 1:33:01   Sherbrooke
 41  405 Jocelyn                1:37:03 HM40-49   11/87      40  4:36 1:36:52   Sherbrooke
 90  102 Marc                   1:44:47 HM30-39   39/121     79  4:58 1:44:05   Montréal 
451  224 David Gelinas          2:46:22 HM30-39  121/121    278  7:54 2:45:43   Delson

In the preceding weeks, I did my regular Ironman training and this week I did my usual : swim (monday), run (tuesday), bike (wed), run (thursday) + swim (thursday), bike (friday) and my half-marathon (well, I did a "kind of" taper Thursday with some speed series and lot of recovery time but that's all).

Even with a regular training load, I had a great experience and I really enjoyed this race : I was able to control my pace even if I was a little short on the endurance side of things (at the speed I targeted) but still, I made enormous progress. Before that, my personal best on a similar distance was (Half marathon of Montreal/Scottia Bank 2009) with 1:35:05.6 on a regular race (no snow, no ice) later in the season.

Other reviews of the same race :

• Marc (Blog, in french, "Marco est il fou") race report :  http://myfirstironman.canalblog.com/archives/2010/02/20/16984693.html#comments
• La vie dans mes running (In french) :  http://run-bike-run.blogspot.com/2010/02/demi-marathon-hypothermique.html

I really hope this will pay on the run for Ironman lake placid...