But with so many new books in the marketplace, how do you know what to read? We can help with that!
Each summer, as part of Ridley’s ongoing commitment to flourishing and personal growth, our stalwart leader, Headmaster Kidd, curates his aptly titled Headmaster’s Reading List—a short programme of transformative texts that captivate and inspire while also supporting our flourishing and wellbeing initiatives.
This year, Headmaster Kidd solicited suggestions from members across the Ridley community and narrowed the list down to these five electrifying titles:
Bittersweet: How Sorrow and Longing Make Us Whole by Susan Cain
In her latest masterpiece, Susan Cain, author of the bestselling phenomenon, Quiet, reveals the power of a bittersweet, melancholic outlook on life, and why our culture has been so blind to its value. Here, Cain employs her signature mix of research, storytelling, and memoir to explore why we experience sorrow and longing, and the surprising lessons these states of mind teach us about creativity, compassion, leadership, spirituality, mortality, and love.
As an accompaniment, Cain has also included a special Book Club Kit, which includes a letter from the author, discussion questions, writing prompts, a list of takeaways, and a Bittersweet playlist!
Good Anxiety: Harnessing the Power of the Most Misunderstood Emotion by Dr. Wendy Suzuki
Hundreds of millions of people suffer from everyday, low-level, non-clinical anxiety. Popular science suggests that this persistent anxiety is detrimental to our health, performance, and wellbeing. But what if our preoccupation with avoiding anxiety is costing us something? What if we could learn how to harness the brain activation underlying our anxiety and make it work for us, turning it into superpowers?
In Good Anxiety, Dr. Wendy Suzuki unpacks the cutting-edge science that will help readers channel their anxiety for positive outcomes—accelerating focus and productivity, boosting performance, creating compassion, and fostering creativity—transforming our understanding and experience of everyday anxiety forever in the process.
How People Matter: Why It Affects Health, Happiness, Love, Work, and Society by Isaac Prilleltensky and Ora Prilleltensky
Mattering, which is about feeling valued and adding value, is essential for health, happiness, love, work, and social well-being. We all need to feel valued by, and add value to, ourselves, others, co-workers, and community members.
How People Matter shows not only the signs, significance, and sources of mattering, but also presents the strategies to achieve mattering in our personal and professional lives. Using research-based methods of change to help people achieve a higher sense of purpose and a deeper sense of meaning, this book equips therapists, managers, teachers, parents, and healthcare professionals with the tools needed to optimize personal and collective well-being and productivity and explains how promoting mattering within communities fosters wellness and fairness in equal measure.
Rest, Refocus, Recharge: A Guide for Optimizing Your Life by Greg Wells, PhD
In a 24/7 world, it can be a real challenge to get proper rest and give your mind and body the opportunity to fully recharge.
In this new book, Dr. Greg Wells outlines how small changes in the way you rest, refocus and recharge can help you improve your mental health, prevent illness and deliver optimal results, offering simple and practical techniques that you can easily incorporate into your existing routine.
Uncommon Sense Teaching: Practical Insights in Brain Science to Help Students Learn by Barbara Oakley, PhD, Beth Rogowsky, EdD, and Terrence J. Sejnowski, PhD
Neuroscientists have made enormous strides in understanding the brain and how we learn, but little of that insight has filtered down to the way teachers teach. Uncommon Sense Teaching applies this research to the classroom for teachers, parents, and anyone interested in improving education. Topics include:
Strategies for keeping students motivated and engaged, especially with online learning
Helping students remember information long-term, so it isn’t immediately forgotten after a test
How to teach inclusively in a diverse classroom where students have a wide range of abilities
Drawing on research findings as well as the authors’ combined decades of experience in the classroom, Uncommon Sense Teaching equips readers with the tools to enhance their teaching, whether they’re seasoned professionals or parents trying to offer extra support for their children’s education.
Great teachers see themselves as great learners—and they see learning through the eyes of their students. That’s why our dedicated faculty and staff are thrilled to dive into this list, so we can model curiosity, intellectual humility, and a zest for lifelong learning for our students. But also, because reading is great fun!
We encourage all in our community to read along with us, and we’d love to hear your thoughts on these fascinating titles!
Retired VP Sales at RIM Don McMurtry ’82 knows playing in the tech industry is a full contact sport—and players need to be quick on their feet. Now, the Ridley Board member offers his take on the competitive sector and shares how strong communication and giving back have been fundamental aspects of his life.
If during the early 2000s you found yourself scanning the room for a flashing notification light, tapping happily on a tiny keyboard, or feeling phantom alerts in your pocket for the first (but not the last) time, chances are you’d jumped on the BlackBerry train—and we’d garner a guess you quickly became addicted to BB Messenger too.
The wildly popular device that dominated the market (and infiltrated our culture) had been in the works since researchers at wireless data tech developer Research In Motion (RIM) found a way to not only receive messages on a pager, but to send them back. From there, it was only a matter of time before RIM launched the first BlackBerry, a wireless handheld computer capable of email, browsing and paging—and addictive enough to soon earn it the nickname, “Crackberry.”
And if you’re unfamiliar, you might be pleasantly surprised to learn that it wasn’t born in Silicon Valley; RIM was based in nearby Waterloo, Ontario—and Ridleian, Don McMurtry ’82 was its Vice President of Sales, joining the company in 1993 just as the wireless data market was emerging.
As we chat earlier this summer, Don comes across as thoughtful, down-to-earth and distinctly outdoorsy—he canoes and kayaks and it would seem he’s happiest pitching a tent in the most remote parts of Canada. On dry land, Don’s also passionate about running, occasionally still nostalgic for his days on Ridley’s track and harriers teams and running down the country roads near campus.
Originally from Fort Erie, Don followed his brother John ’78 to Ridley in 1979 when their parents decided he should improve his university prospects. Soon after settling into Gooderham House, Don discovered the computer lab, and he laughs that being viewed as a computer nerd minimized competition for a scarce resource; at that time, only three other students had any interest. When he returned for Grade 12, Don brought along his own computer; by then, learning to programme had become an obsession—one which led him to the Rensselaer Polytechnic Institute (RPI) in New York.
Don started classes at RPI a bit early, taking the opportunity to dabble broadly in introductions to philosophy, medical ethics and metaphysics, and he was soon on the lookout for a research project. “I had a broad interest in science from a young age,” he says, “and almost everyone at Rensselaer was studying either engineering or science. There were endless opportunities to explore new ideas and technologies.” The next summer, Don was hired as a database developer by a professor in the chemistry department. The research work would last throughout his time at the school.
When he returned to Canada, Don moved to Waterloo, where he spent three years working as a Product Manager before accepting a job running sales and marketing for a nearby communications manufacture. But as his new ‘early-stage’ employer struggled to put additional financing in place, they kept delaying his start date, and Don took matters into his own hands. He contacted a few of the Waterloo-based companies listed in the local technology guide, and soon found himself deep in conversation with RIM founder, Mike Lazaridis. Don walked out with a job offer.
“I hope the pandemic will encourage more kids to build a deep appreciation and fascination for the methods and tools of science and engineering. Regardless of what career path someone takes, this is an incredible opportunity for parents and educators to help young people see how science and engineering are woven into all of our lives.”
It really was a no-brainer. Inspired by the exciting potential of wireless data, Don quickly dropped the other—higher-paying—offer and started working for co-CEO Jim Balsillie as RIM’s first salesperson. “You gotta skate with your head up,” Jim warned; the tech industry was highly competitive and required its players to be agile and to relentlessly innovate—those who slowed, suffered defeat. Within a few years, Don became VP Sales and helped the company launch the BlackBerry in 1999. It would create an entirely new category of product for network operators; until that point, the market had been dominated by Motorola, Ericsson and Nokia (at times referred to as ‘The MEN’).
“That first year, we didn’t spend a dollar on advertising,” Don remembers, “but we had a very active PR campaign and gave out a lot of free demonstrations, making it easy for customers to test our product. Initially, we didn’t have ‘sales’ people; we had ‘wireless email evangelists.’ Wireless email revolutionized how people could conduct business and manage their lives.”
As the BlackBerry took off, Don marvelled at how the small device changed users’ day-to-day routines: the senior executive who slept with it under his pillow so he could wake in the middle of the night and reply to emails from his colleagues in Japan; or the CIO of a Fortune 100 company who could be at her child’s Little League game while attending to corporate responsibilities—and that was before you could browse the web or make phone calls. During the terrorist attacks on September 11th, 2001, the portions of the U.S. government that had deployed BlackBerry were more resilient and productive, results that substantially accelerated its adoption in many government organizations.
“BlackBerry wasn’t the first wireless email solution,” explains Don, “but it was the first that connected you to your existing company email address and it was transformational because we made it very easy to adopt—we could gain users without working with the IT department, which became a common strategy for all of the cloud-based software platforms that have emerged in the last twenty years.”
The initial wireless network had limited coverage compared to what we now enjoy, but BlackBerry used it efficiently, and battery life was nearly two weeks. As they expanded onto cellular networks around the world, RIM helped operators to retain or acquire new customers. From the start, the company had known it would need an enormous scale of distribution and plenty of strategic planning went into making those powerful partnerships.
Don retired from RIM in 2006, but a year later, armed with millions of subscribers and an agreement to distribute BlackBerry smartphones in China, the company was worth a whopping $68 billion, making it the most valuable in Canada. Users hopped cheerfully from the Curve to Bold model (a resolution jump that matched Apple’s iPhone), and subscriptions kept on rising.
Over the next few years, however, Google and Apple made headway fast. Google was building its own platform and operating system and Apple had learned to play hardball after it had lost the PC battle to Microsoft—and it sure wasn’t about to repeat the mistake in the smartphone wars. And though RIM tried valiantly to pivot, purchasing new software systems and rolling out stores, models, apps, and tablets—even changing the company name to BlackBerry in 2013—things never did bounce back. Hindsight points to hasty engineering choices and the competition dumping billions into technology that RIM was slow to match. Leaders stepped down, staff was cut by the thousands and BlackBerry eventually exited the phone-manufacturing business altogether.
“Momentum is a really important thing,” Don remarks wryly. “The computer industry has always been a fascinating place to play. But it’s a full contact sport; everyone is trying to put everyone else out of business. And when the whole industry plays by those rules, it moves incredibly quickly—because if you don’t, you get crushed.”
Today, BlackBerry is competing for the software systems that run the current and next generation of cars—which are themselves becoming ever more mobile communication devices.
Don still lives in Waterloo with his partner, Andrea, his time spent in nature and working as a self-proclaimed ‘voluntrepreneur’ (a term he coined to describe his entrepreneurial approach to volunteer work).
Conservation is a large part of his focus. Don has served on the boards of Ontario Nature and the Canadian Parks and Wilderness Society (CPAWS). “I once heard it said that there are three causes for acting unsustainably: greed, ignorance and desperation,” he says. “For most people, our unsustainable behaviour comes from a lack of understanding or from lacking the capacity to monitor how the countless things that we depend upon impact our natural world. I think of conservation organizations as businesses that I pay to make sure our local, provincial and federal governments are meeting the ecological needs of the plants and animals that cannot speak for themselves.”
He has also served on the Ridley’s Board of Governors since 2016 and has been Chair of the Advancement Committee since 2020. When asked where his penchant for service comes from, Don recalls his grandparents and parents always volunteered their time and resources to community service organizations, and his university education was paid for largely by an endowed scholarship. In turn, he created a scholarship at RPI which helps undergrads conduct research each year. Don has a system in place to keep track of organizations who are doing good work, and looks to fellow members of Ridley’s board who inspire him as they seek to fill in society’s gaps—like Ridley’s Scott Paterson ’82, who’s not-for-profit, ComKids provides underserved children with computers and teaches digital literacy.
“Being a volunteer is a good way to expand your compassion for others in society and to increase the number of communities you are involved with,” Don suggests. “The best not-for-profit organizations help their supporters participate in something of substantial value—they create a sense of community.”
“Exploring what is interesting and important to you beyond your career leads to many opportunities to contribute in your communities—and I say communities in the plural because we all develop a diversity of associations which are each a unique community. Helping those communities flourish by volunteering your skills, your time and your financial resources will expose you to even more communities that will enrich your life and others.”
Since 2007, Don has also been volunteering with Engineers Without Borders Canada (EWB), which was founded by two engineers who’d graduated from the University of Waterloo and sought to solve complex, system-wide challenges. Right away Don knew they were doing something big. “I liked their approach to helping young people (especially engineers) develop their capacity to make substantial changes to public policies that were perpetuating poverty in the world,” he explains, positing that EWB has delivered the biggest return on investment of any charitable donation he’s made. The organization has shaped several impactful changes to Canadian public policy, unlocking millions of dollars per year that help businesses around the world build their local economies, and has mentored a long list of social entrepreneurs along the way.
“Two words,” Don replies when asked what advice he can offer fellow science enthusiasts and voluntrepreneurs. “Study people. Studying how people communicate and make decisions is as essential as air—if you can’t do it then your career will suffocate.”
That focus on communication really is key—no matter your sector. “When I was young, I naively though I only needed to have the best or most innovative idea but being able to communicate well with others is absolutely essential,” Don advises. “The computer industry encompasses a huge breadth of careers now. Technical innovation and scientific discoveries almost exclusively rest on collaboration with colleagues. Managers will fail if their teams aren’t working together to create great products and deliver valuable services. And entrepreneurs will never see their ideas prosper if they can’t influence the opinions and desires of customers and investors.”
After the past year-and-a-half, which brought with it both stories of inspiration and harsh societal lessons, Don is more determined than ever to support the initiatives that will help move society forward. “The most simple and profound marvels in our lives are due to an enormously interconnected network of ideas and innovations,” Don says, hoping the pandemic will encourage students to build a deep appreciation for the methods and tools of science and engineering. “This is an incredible opportunity for parents and educators to help young people see how these are woven into all of our lives.”
And as the world shifts shape into something new, whether he’s paddling through Canadian landscapes or working with the causes he hopes will protect them, you can be sure Don is thinking of ways to keep reaching out. Communication, ever widening, only increases our ability to understand the complex issues facing our world, making global outreach possible, strengthening our relationships and organizing our day to day lives. It’s a good thing, and one he’s watched happen before.
This article was printed in the latest issue of Tiger magazine. Learn about our alumni, get community updates and find out where Ridley is heading next! Read more from the Fall 2021 issue.
Head of Consumer and Brand Marketing at Google Hong Kong, globe-trotter Nancy Ting ’94 knows innovation and new technologies really can make the world a better place—and she’s focused on bringing them to market. We checked in with the impressive alumna to see what’s next in tech and ask what advice she has for those who want in.
Whether you’re checking in on Gmail, down a virtual rabbit hole, or asking your Google Home to convert ounces to grams, there are few of us whose lives haven’t been touched by the online powerhouse. More than 3.5 billion searches are conducted on Google each day—that’s 40,000 per second—and it accounts for over 92 per cent of all global internet searches. Somewhere along the way, Google even co-opted our language, switching silkily from noun to verb. “Google it,” has become a go-to phrase, regardless of which search engine you’re on.
“Climb the mountain not so that people can see you, but so that you can see the world.”
So after a year where we spent more time on screens than ever before, we spoke with alumna Nancy Ting ’94, Google’s Head of Consumer and Brand Marketing in Hong Kong, who works for the company that, literally, has all the answers.
Nancy started with Google after moving to Hong Kong in 2010 where she now lives with her seven-year-old daughter. Though her role keeps her busy, Nancy makes sure to prioritize their time together, playing tennis and golf and, most recently, picking up skateboarding.
The alumna graduated from Ridley in 1994, alongside her brother Newton. Their parents had sent them to Ridley to broaden their perspectives; Newton lived in Merritt South and Nancy moved into Gooderham House West. Though it was her first time living away from home, Nancy quickly settled in, recalling fond memories of learning Caribbean dancing from her roommate Philice Davis ’94, her mentor, Mrs. Williams—the first female pilot in St. Catharines—and gathering with the rest of the GWest girls at the home of their House mother, Mrs. Close, she called her ‘second home.’ Nancy still keeps in touch with classmates via social media and catches up with some of them right in Hong Kong.
“I’ve always wanted to solve problems to make the world a better place, so I decided to pursue an engineering degree. I went from not knowing how to turn on a computer to programming circuit boards in four years! So never be afraid to pursue disciplines that seem daunting. If you have the passion, there is always a way.”
After graduation, Nancy attended Queen’s University in Kingston Ontario, where she studied Electrical and Computer Engineering. “I’ve always wanted to solve problems to make the world a better place, so I decided to pursue an engineering degree,” she explains. “I went from not knowing how to turn on a computer to programming circuit boards in four years. So never be afraid to pursue disciplines that seem daunting. If you have the passion, there is always a way.”
Nancy may not have known exactly what the end goal was at the time, but accruing a strong, transferrable skillset enabled her to work toward what she did know she wanted: to make a difference and be able to travel.
“Having a background in science and maths helped me land jobs and projects in different parts of the world,” she says. For Nancy, living in new places is an exciting way to get to know people from different backgrounds and cultures, and it enables her to appreciate different points of view. She’s lived so far in Toronto, London, New York, Los Angeles, Boston, Austin, San Francisco, and Beijing.
“The challenging part is that one needs to re-establish one’s social circle,” she responds when asked how she settles into a new spot. “But I’ve found that if you follow your own interest, be it music, yoga or sports, you’ll be able to establish new circles pretty easily.”
The key, she adds, is to be willing to try something new. For example, when she was living in New York, Nancy was drawn to comedy, so she joined improv classes at Upright Citizen’s Brigade. It was an opportunity to meet people outside her work environment—and to have a good laugh while she did it.
That willingness to explore and try new things served Nancy well as she built her career, which has taken several unexpected turns along the way. Nancy’s first job was in Toronto as an eCommerce programmer at IBM, where she programmed internet applications from eCommerce websites to mobile apps to internet banking. Two years later, wanting to learn more about business, she moved to New York and worked for Deloitte Consulting as a strategy and management consultant. She also pursued an MBA at MIT, gaining skills in areas like accounting, finance and marketing and switched industries, becoming an investment banker at Morgan Stanley. Next, Nancy started her own company, Mode Republic, a user-generated magazine which showcased international fashionistas’ daily outfits. The magazine offered a ‘Shop This Look’ feature so you could shop for similar items from online stores.
But it was after moving to Hong Kong that Nancy was offered a position on Google’s marketing team, and she started out doing working for the Ads business in Greater China. “Working for years in different industries and functions, only reinforced my passion to use technology to make the world a better place,” she says. “Google is a company that’s constantly innovating, and it encourages employees to explore new positions and geographies every few years.”
Two years ago, she switched to B2C marketing, and now looks after products like YouTube, Google Play, Google Classroom, Android, and more. “Marketing is a great mixture of arts and science,” she remarks. “We focus on quantitative data analysis as well as identifying true user insight—then we come up with creative campaign ideas and bring them to market.”
The pandemic certainly affected how consumers and businesses alike use technology—a steady progression toward online options was sped up out of necessity, and traditional businesses recognized an urgent need for digitization. As foot traffic was reduced, small businesses were forced to build websites, up their social media game, and figure out digital ads so they could still be found. And, what’s more, they needed to deliver their products and services via those online channels.
“Wellbeing has different definitions for people. It’s important to go through the exercise of making it clear to yourself what makes you happy, what wellbeing means to you. Then you need to openly communicate that to your boss, your co-workers, your family—especially what is your ‘non-negotiable.’”
And it wasn’t only commerce that was affected; day-to-day life still relies on digital tools, be they for work, remote learning or entertainment which, as Nancy notes, brings with it tremendous opportunities in all areas.
Those opportunities mean that roles like Nancy’s are incredibly busy, so of course we have to ask how she manages her time and keeps on top of her own wellbeing—juggling motherhood, managing marketing for a company that’s constantly churning out new products, and tackling the year’s tougher realities like remote work and school.
“Wellbeing has different definitions for people,” she replies. “It’s important to go through the exercise of making it clear to yourself what makes you happy, what wellbeing means to you. Then you need to openly communicate that to your boss, your co-workers, your family—especially what is your ‘non-negotiable.’”
For Nancy, it’s important that she keeps healthy and spends quality time with those who matter. The pandemic was an opportunity to get in shape and keep her immune system strong, and she’s worked over the past months to focus on eating well and exercising. “I turned my biological age back to 25-years-old!” she laughs.
With days filled with meetings, she also sets aside time where she turns off and just focuses on her work, and makes it clear to her colleagues that being there for her daughter—particularly in important moments—is her ‘non-negotiable.’
“It certainly helps that I love what I do for work,” Nancy says. “Even when I have some spare time, I’d be reading about the tech industry or the latest innovations. I’d recommend young Ridleians strive to land a job in a field that aligns with their passion as soon as they can. When your work is something that you enjoy, the wellbeing challenge is significantly reduced.”
“In the coming decades, there will be job titles we’ve never heard of before. Equipping yourself with strong foundational skills in math, science and coding will better prepare you for exciting new job options.”
As students look ahead to their own careers, many of them considering jobs in the tech industry, Nancy recommends they equip themselves with strong foundational skills—like math, science and coding—that will give them plenty of room to pivot when required and to move around.
“In the coming decades, there will be job titles we’ve never heard of before,” she advises. “Those foundational skills will prepare you for exciting new options. And don’t worry if you aren’t good at these things now. I failed Maths and Physics in Junior High. The turning point for me was at Ridley when I had amazing teachers who helped me understand how things work. Seeking great mentors and information will help you to master the latest knowledge—you just need to be inquisitive and invest the time and effort.”
It’s sound advice. As opportunities expand, and with them, our ability to connect with and impact others across the globe, Nancy is the perfect example of someone who has approached her career with a strategically open mind and adventurously open arms. And as we conclude our conversation, each a world away from the other, connected only by a few of clicks, she leaves off with the words she’s always lived by: “Climb the mountain, not so that people can see you, but so that you can see the world.”
This article was printed in the latest issue of Tiger magazine. Learn about our alumni, get community updates and find out where Ridley is heading next! Read more from the Fall 2021 issue.
Ridley students and employees spent the past year connecting largely via Microsoft Teams, so we just had to sit down with longtime MS expert, Jeff Bell ’88 to talk tech. Now, the alumnus shares his take on the future of work—and how Microsoft kept us clicking during a global pandemic.
Jeff takes our call from his home office in Seattle, Washington. “Well, it wasn’t a home office until a year ago,” he explains practically, looking out at the Olympic Mountains, “it was our guest bedroom. But that’s the way the world has changed.” Like many of us, Jeff, too, has been working from home during the pandemic.
Back in 1991, the numbers minded Ridleian took on a summer internship at Microsoft. At the time, Jeff was working on an adaptation kit for companies to put MS-DOS 5.0 in their handheld devices (which he nods to as an essentially early ancestor of the iPhone). His officemates were busy working on Windows 3.1 and employees one door over were tackling applications. Jeff returned to Princeton University that fall to finish up his senior year, then moved out to Seattle as a fulltime Microsoft employee.
“There were always people who worked remotely—we just tended to ignore them. Now we’ve all been that remote person for the past year-and-a-half, there’s that much more awareness of how to make it work for everyone.”
He’s worked there ever since, challenging the ‘Bay Area stereotype’ that people in tech tend to hop from company to company. Over the years, Jeff’s been able to move within the organization and dive deep into a variety of projects that speak to his skills and interests, including type and typography; digital rights management; digital payments and wallets; tools for early e-commerce; and eBooks and ePub standards. And if, like us, you love the ‘Save as PDF’ functionality in Office Suite, you can thank Jeff—he led the small team that worked with Adobe to add it as a built-in feature.
Today, Microsoft employs more than 175,000 people worldwide, and Jeff is an expert on Microsoft 365 subscriptions. The quick pace of technology means they’re always rolling out new features and waiting for customers to renew can be a real drag—for creators and consumers alike. But with people now automating everything from music to razors to poultry, a simple subscription ensures users will always get their mouse on the most current iteration.
“Think of Netflix as an example,” Jeff explains. “If I were to buy a hard disk or a chip with all the shows on it, but it doesn’t update itself with anything, how exciting is that? People producing a new show would have to wait for viewers to upgrade their Netflix or buy a new TV.”
“In the software world, we’ve long had this challenge—we’d build all these great new features we really like, but our customers were still using this thing from five years ago that they’d buy new only when they’d buy a new PC. We want to get the updates to everyone faster, and if we can help make that easy, we can give everyone a better experience and a better product.”
“There are a whole lot of paths to being successful. There are smart people everywhere and it takes a lot of people—and a lot of types of people across the board—to deliver products in tech.”
Since March 2020, discussions of secure, collaborative products and ‘work-from-home ergonomics’ have taken on new life as employees perch at kitchen counters, occupy dining room chairs and hunch over coffee tables.
Though we may have had to keep an eye on our steps, many of us were undeniably lucky to be able to work remotely during a time when the world, in large measure, shut down. Technologies like Microsoft Teams, Zoom and Google Meet kept us connecting, celebrating, and producing.
MS Teams saw a huge uptick in users over the pandemic, and was one of the fastest growing apps, adding a whopping 95 million users in 2020. More than 500,000 organizations worldwide now use it as their default messaging platform, including over 183,000 educational institutions.
Though he may be working from home these days, for Jeff, connecting virtually is old hat. “At some level, that’s how my old world was. I spent two years where my manager and immediate team actually sat in Dublin, Ireland,” he recalls. “And Microsoft is a decent-sized campus. When I’m working with the commerce team or the payments team and they’re a 10-to-20-minute shuttle ride or walk away, you meet with them on Teams. So much of my work was done on Teams and via email already.”
Microsoft has been thinking about the future of hybrid work for years. One of the projects Jeff worked on, now nearly a decade ago, was meeting technology and hybrid meetings, with the team considering such things as collaborative notetaking. “We didn’t end up solving the problem at the time, but we made a little headway,” he muses, “and the world moved on. But there’s certainly an interest in watching how things played out once everyone had to go virtual.”
And in many ways, Jeff’s been in on the experiment, as his own family learned to operate remotely this past year—which included everything from the logistics of virtual orchestra to scrambling to find a Nintendo Switch to play Animal Crossing. Jeff lives in Seattle with his son, Andrew, who’s going into Grade 12, and daughter, Elizabeth, who will be entering Grade 10. His wife, Anna, a lawyer by training and a former JAG officer, is a romance writer. Though there was certainly some trial and error in the day-to-day, the pace slowed for everyone; a smaller stride meant more frequent video calls with Jeff’s Ottawa-based parents, his extended family in Alberta, and his sister, alumna Jensa Morris ’90, who’s now a doctor based in Connecticut.
He’s also continued to keep active in his downtime, golfing throughout Seattle’s long season and still serious about running—he’s run 20 marathons to date, a passion which goes back to his days as a harrier at Ridley.
Jeff came to the Lower School over Christmas in Grade 7, having started French immersion earlier that year and wanting a different kind of education. A conversation with family connection Reverend Hunt soon led the young whiz to Ridley—and, once there, Jeff never looked back. He spent the next seven years as a day student. In Lower School, he played cricket, soccer, squash, tennis, and hockey. When he transitioned to Upper School, now a student of Merritt South, he focused on playing hockey and competing both as a harrier and on the tennis courts. He was a Cadet sergeant, a House Prefect, and received both the TR Merritt Matriculation Gold Medal and the Governor General’s Medal.
Jeff’s impressive skills in mathematics were known widely, so it was of little surprise that he sought a future career in engineering. “There are lots of domains in which you can solve problems, but I was strong in maths and sciences,” he remembers. “Engineering just felt like a place where there are always fun problems to solve and good tools for doing it.”
It was simply a question of where. Jeff was in Grade 12 and applying to Ontario programmes when his teacher, Brian Martin approached him and asked if he’d considered any American schools. He hadn’t, thinking those kinds of plans were years in the making. But it was a late decision which paid off; Jeff got in his applications just under the deadline and was accepted to the engineering programme at Princeton University.
“It used to be fashionable to talk about how everyone should be fluent in coding—and the expectation of numeracy and comfort in data modelling might sound equally dated in 20 years. But right now, it feels like the easiest people to work with are the ones who can have a conversation about the data.”
What comes across as he talks about his work, however, is that it’s clearly about more than math alone (though he certainly spends his time deep in the numbers): Jeff is essentially a storyteller, contextualizing the data and using it as a tool to gain insight into what consumers are doing (or aren’t), how the business is working (or isn’t), and what’s going to be good for both. What impact are we having? Are we touching people at scale? How can we build the right thing?
“That fluency is almost more valuable than code,” he agrees, “It used to be fashionable to talk about how everyone should be fluent in coding—and the expectation of numeracy and comfort in data modelling might sound equally dated in 20 years. But right now, it feels like the easiest people to work with are the ones who can have a conversation about the data.”
And after the past year-and-a-half, the data has a lot to say. Today, Microsoft’s signature problem-solving efforts continue as a workforce contemplates its return to the office. How do workers use the chat function? How do things function when half the meeting’s attendees are remote? Is the chat channel more visible to those who are remote—and is it then ignored by those in the room? As we all inch closer to a new working model, mock-up solutions are popping up across the Microsoft campus. Their teams have been busy learning from what we’ve been doing these past months—and envisioning what a hybrid future might look like.
“I think we’ll get to a place where we have more of a recognition of those who are remote,” Jeff predicts. “There were always people who worked remotely—we just tended to ignore them. Now that we’ve allbeen that remote person for the past year-and-a-half, there’s that much more awareness of how to make it work for everyone.”
“I have a lot of appreciation for the data scientists; the best ones are artists who understand the numbers and do a great job of storytelling and making sense of the world, making sense of the work we do.”
And, notably, these changes bring with them important conversations about diversity, accessibility, and opportunities to broaden the hiring pool. “While Redmond and Seattle are lovely places, we don’t need to move the whole world here,” Jeff points out practically, citing his organization’s recent hires who will be staying put. “There are smart people everywhere and tons of opportunity. In tech, it takes a lot of people—and a lot of types of people—to deliver products.”
Speaking with Jeff, you can’t help but be excited by what’s to come, knowing these technologies will only expand our reach across both office and globe. And though we’ve each had to pivot over the course of this pandemic, to park our cars and watch our work clothes hang in our closets like question marks—we are the lucky ones. There’s plenty of promise in the ‘new normal,’ status unknown, even as it’s still coming into focus.
This article was printed in the latest issue of Tiger magazine. Learn about our alumni, get community updates and find out where Ridley is heading next! Read more from the Fall 2021 issue.
Alumna, Alex Clark talks good policy, giving back—and how she’s bringing opportunity to a new generation of entrepreneurs.
If you spent a good part of the past year seeking small business gems on social, listening for the comforting sound of the delivery truck, or contemplating the items in your virtual cart, you’re in good company. With consumers bereft of their bricks-and-mortar go-tos, online shopping hit an all-time high during the pandemic—and it looks like it’s here to stay.
“Consumers over the pandemic embraced online shopping, wanted to support local businesses, and cared about the ‘about us’ stories more than ever before. My hope is that this continues. More voices, more power in the hands of the many and not the few … we’ve rediscovered the online version of Main Street and it’s exhilarating.”
“More voices, more power in the hands of the many and not the few—we’ve rediscovered the online version of Main Street and it’s exhilarating,” she explains earlier this summer. “If the government can use the momentum we’ve seen through this pandemic around supporting entrepreneurship, we could have a much more diverse, interesting and stable economy moving forward.”
It seems Alex has always been keen to bring fresh talent to the table—and that means fighting for good policies; finding innovative ways to expand reach; and providing opportunity to those who, historically, were often overlooked.
“If the government can use the momentum we’ve seen through this pandemic around supporting entrepreneurship—bringing them to the table and addressing the real barriers—we could have a much more diverse, interesting and stable economy moving forward.”
“Looking back, I was able to leverage my education, my network and even life experiences to get me through the door,” she shares. “It’s an advantage to have one of those, let alone all three, so I’ve always believed in finding ways to allow more people to participate that otherwise couldn’t.”
It’s a community mindset she comes by honestly. Her grandfather, Old Ridleian Ian Reid ’44 and grandmother, Margot instilled its importance in their family; both received the Order of Canada in recognition of their community service.
Alex is part of a long line of Ridleians: her grandfather, Ian; uncles, Tim ’78 and Ross Reid ’71; aunt, Sarah Cameron ’84; and sister, Jillian Clark ’03 all attended Ridley. When she was 16, Alex decided to turn her focus from competitive tennis and considered where to spend one final, adventurous year—and, having listened to plenty of Ridley stories around the dinner table, Alex knew the school would check the right boxes. She enrolled for the 2005-06 academic year.
“Some of this [service mindset] comes from self-awareness of opportunities I’ve had that are not available to everyone. Looking back, I was able to leverage my education, my network and even life experiences to get me through the door. It’s an advantage to have one of those—let alone all three—as you go through life and your early career, so I’ve always believed in finding ways to allow more people to participate that otherwise couldn’t.”
And from the moment she arrived on campus, she made the most of it, serving as captain of the First Girls Rugby team, House captain of Gooderham West (she’s held on proudly to her House ring), and assistant captain of the then newly formed JV Girls Hockey team, which she helped create. “It was a bunch of us that had never played hockey—most of us had never learned how to stop on skates. The boards absorbed a lot of our momentum!” she remembers. “But by the end of the season, we were a dream team. I was surrounded by these badass women who just wanted to have fun and compete.”
The arts soon came calling, too. Alex played Béline, Aragon’s fortune-hunting second wife in the Upper School production of Molière’s The Imaginary Invalid (Le Malade Imaginaire). “A special dedication to my grandfather,” Alex wrote in her sunny Acta entry later that year, “without him blazing the Ridley trail, I worry I would have missed this influential year … Thank you, Ridley for opening your doors to me and welcoming me into the family.”
Though Alex left after graduation to pursue a degree in Political Science (first at University of British Columbia and then Carleton University), she kept in touch with her peers in the years that followed—and the Ridley family afforded her some new connections along the way.
These days, Alex lives in Ottawa with her husband, Jarett and their eight-year-old dog, Boomer. When we spoke in June, she and Jarett were expecting their first child and predicting life would soon be busier than ever—and that’s certainly saying something. The proud alumna currently sits on the leadership board of the Women’s Training Camp with the Ottawa REDBLACKS and is on the Board of Directors for Dress for Success, an organization that empowers women and helps them to re-enter the workforce. And as Shopify’s VP of Strategic Initiatives, her day job keeps things hopping as well.
Knocking down barriers to success seems to have always been at the core of her career, which from the start has followed an impressive path. Alex started out in politics, working for the Liberals when they were the official Opposition under Michael Ignatieff. Following that, she took what she learned and applied it to helping businesses navigate the system. She spent the next five years working with global clients across all sectors, developing their strategic communications and stakeholder plans, and lobbying on their behalf.
But in helping these companies, it never did feel quite like herwin, and she wanted to have more of a direct impact. Alex transitioned in-house at Microsoft as their Director of Corporate Affairs, dividing her time between Vancouver and the company’s headquarters in Seattle—and ultimately working with the B.C. government to build the Centre of Excellence.
“Failure is part of the journey and will only make you a better entrepreneur if you take the time to learn from it. Never skip over understanding why something failed. As we say at Shopify: Failure is the successful discovery of something that did not work.”
That’s when Shopify came calling. “It was a no brainer for me,” she laughs good-naturedly. “A Canadian company supporting small businesses and they have a slide in the office?!”
Though an admittedly excellent selling feature, the company sure boasts more than a slide. If you’re still unfamiliar with the popular online platform, Shopify provides independent business owners with ecommerce and point of sale features to help them start, run and grow their business. More than two million merchants from over 175 countries use it—and they’ve created 3.6 million jobs and contributed $307+ billion in global economy impact.
In 2016, Alex joined Shopify’s team as Director of Policy and Government Affairs, creating the company’s first Global Affairs team and advocating for policy ensuring governments around the world remove barriers for entrepreneurs to be successful.
“It was a unique time for tech and government,” she recalls. “Government is accustomed to a dynamic with the private sector that’s based around value exchange. But if you were like Shopify five years ago, you historically had never needed government—but quickly they were showing up in your backyard making crucial policy decisions, while not always fully understanding the unintended consequences of those decisions.”
As ‘innovation’ became the new buzz word across the country, with solutions being drawn up around everything from attracting talent to supporting young businesses, it became clear that Shopify needed a seat at the table. “That’s what I came to solve,” Alex explains. “It was less about lobbying and more about education.”
From that role, Alex was asked to become Chief of Staff to CEO, Tobias Lütke. She moved deeper into the business, working alongside the Executive team as Shopify went through an exciting period of hypergrowth. Their workforce doubled each year, global expansion took off and their merchant base now sits at over two million. This past year, Alex took on her current VP role, which covers Shopify’s Corporate Development and the SHOP app; she’s also advisor to the Executive team and CEO.
But her passion for small business doesn’t end at their office door. In recent months, Alex co-launched Backbone Angels, a collective of ten active angel investors who invest in women and non-binary founders. These angels—all women who bring years of experience in everything from legal to UX to marketing—prioritize investments in Black, Indigenous and Women of Colour led companies who deserve the capital and support to build the companies of the future. Alex is a founding partner.
“We realized our collective experience was incredibly powerful and by launching ‘Backbone’ we’ll be able to support more companies. We’ve spent most of our careers on the front line of entrepreneurship,” Alex says. “We know the story of the journey and the individual matters just as much as the final product.”
“The future is for the makers.”
More people are choosing entrepreneurship, she posits—and it’s paying off. In the past months they’ve reviewed hundreds of decks, met with founders and have invested in some exciting companies. But though there’s plenty of hope for a new generation of entrepreneurs, there’s work to be done; the pandemic shone a spotlight on the vulnerabilities we have as an economy.
“Canada can sometimes be referred to as ‘laggards’ when it comes to technological adoption,” explains Alex, “and some of that became painfully obvious when we didn’t have the right systems in place to address the needs of individuals and businesses through this pandemic. Businesses that survived were those that quickly shifted to online because now you could no longer depend on your brick-and-mortar store for foot traffic, and you needed to expand to a larger or global market.”
“The silver lining of this is that we’re seeing small businesses doing really well because they removed the dependency of in-person,” she adds.
Now, it’s all about using that momentum to bring those entrepreneurs to the table to address what are some very real barriers. It’s only through inclusive conversations and good policies that the country will move forward and live up to its potential—and Alex is hopeful. One way to bring about change? People need to get involved.
“Getting involved in politics was once seen as this honourable way to serve your country, and now I think it’s seen as this thankless, dirty job that no one wants. We really need to change that narrative,” she says. “We need people shaping this country that embrace the potential of the future and understand where we’re heading—and we need women.”
As we wrap up our conversation, it seems like the perfect opportunity to ask Alex if she has any advice for Ridley’s young entrepreneurs. “It’s really hard,” she replies. “Expect to fail…a lot. But recognize that failure is part of the journey and will only make you a better entrepreneur if you take the time to learn from it. Never skip over understanding why something failed. As we say at Shopify: Failure is the successful discovery of something that did not work.”
So, good reader, following a year filled with uncertainty but lined with the silvery promise of something new, go forth and find your passion—whatever that may be—and go for it. And while you’re deciding, hit ‘buy’ on that shopping cart.
This article was printed in the latest issue of Tiger magazine. Learn about our alumni, get community updates and find out where Ridley is heading next! Read more from the Fall 2021 issue.
Raised on rowing by Ridley’s best, Jim Butterfield ’70 knows how sport can inspire, support and bring people together. Now, the Bermudian businessman shares how he keeps moving forward—and is giving back to his community.
Jim Butterfield was on the soccer field when Coach Mark Gallop came up and asked if he knew how to row. “I’d only seen rowing in the movies,” Jim remembers. “I knew how to row a dingy; I knew how to row a punt—I had no idea he was talking about something that was 63-feet long. But I fell in love with it right away.”
“I’d only seen rowing in the movies. I knew how to row a dingy; I knew how to row a punt—I had no idea he was talking about something that was 63-feet long. But I fell in love with it right away.”
Until Mark came to Ridley, rowing hadn’t been taken all that seriously. The Englishman had arrived just two years prior and had been busy overhauling the school’s rowing programme. Having rowed at both Hampton School and Cambridge University, Mark knew exactly what a competitive rowing programme entailed.
“The guys would get on a bus and go into Port Dalhousie. One group would go off and have some cigarettes and the others would row, and then they’d switch off,” Jim explains. “Then Mark came in and said, ‘The bus is being sold. If you want to row, you’ll need to buy a bicycle and you’ll need to ride down to the rowing shed and ride back. And don’t be late for dinner.’ Suddenly rowing was demanding.”
As part of his vision, Mark recruited local Olympic oarsman, Neil Campbell who, at the time, was living in nearby Vineland. “You’re a Ridley boy,” Mark entreated the athlete. “We’ve got rowing now. Would you come and coach us?” The rest, as they say, is history. Between Mark and Neil, what had once been a casual pastime soon became a big deal on campus, a challenging sport to which students aspired.
And, Jim quickly became one of them. He had come to Ridley in 1962 when he was just 12 years-old, fresh from Hamilton, Bermuda and following his older brother, George ’57. Jim’s brother, Tom, who was just slightly older than he, was sent to St. Andrew’s College—there was room for only one new Butterfield at Ridley that year, and their parents decided that Jim would benefit from having George nearby.
“I wrote six letters home that first week,” Jim laughs, looking back. “It was a bit shocking and I couldn’t just jump on a train and head back to Oakville or Toronto; I was homesick.”
But Jim soon settled into school, making friends and exploring the athletic opportunities he hadn’t had back home. And he was careful to heed George’s advice. “You’re from Bermuda—they’re going to want to put you in the pool,” he’d warned. “Don’t get in that pool! Take up ice hockey.”
So, Jim tried it all, from soccer to cross country to track and field—politely passing on cricket and football—and, as his brother had suggested, hitting the ice. “I loved ice hockey,” he smiles. “We used to break into the rink at two or three o’clock in the morning and skate until the night watchman kicked us out and sent us back to bed.”
Jim served on Ridley’s Board of Governors for 10 years and was active in the Bermuda community, fundraising, working to connect and rally Ridleians for the Old Boys meeting each year and organizing accommodations for the school’s visits to Bermuda.
But when he got to Upper School and started rowing, the sport took over. “We accomplished a lot, and would have died on our swords for Neil Campbell,” Jim remembers fondly, then the smallest of Ridley’s heavy eight at five-foot-ten. “He was an amazing coach and mentor, an idol for most of us. He would get out of the coach boat and into the heavy eight with us; he’d train with our crew after training with his own Olympic squad, then would show up perspiring in his track suit and say, ‘Ok, let’s get started.’”
Theirs was the first crew to go to Washington, D.C., the first to go to The Royal Henley. Each meet was a success—and their competitors were taking notice. Soon, Ridley became a powerful player in the high school rowing arena, their oarsmen the ones to look out for. Jim went on to win the Neil Campbell Oarsman of the Year.
“Our football coach, Reverend Hunt, used to say to us, ‘Keep your head up and keep your feet going. It was good advice.”
After Prize Day, Jim enrolled in Business Administration at Boston’s Northeastern University, a school known for its strong rowing programme. He ended up rowing in a single, due to his height, and became friends with classmate, Jim Dietz, who was the number one U.S. oarsman at the time. “He became a bit of a coach and mentor,” recounts Jim. “I would just do what he told me to do. We rowed together prior to Munich and he said, ‘Jim, I’m trying to get to the finals’—so I knew where I was going to end up.”
Jim represented Bermuda in the Men’s Single Sculls at the Munich Olympics in 1972—the only Bermudian ever to do so. That same season, he’d casually ‘popped in’ to run the Boston Marathon, showing up without any training or even a registration number. Because he was in such great shape, he ran the race in an impressive three hours, then spent the afternoon training and rowing.
“When I got back to my apartment that evening, I called Ed Pilgrim, Ridley’s headmaster,” Jim shares. “He’d once told us these stories from when he’d ran the Boston Marathon and it had struck me as something that would be cool to do one day. That always stayed with me.”
When Jim returned to Bermuda, its windy weather and big tides soon made it clear that it wasn’t a place to row. Recognizing he’d need to pivot, Jim sent his rowing shell back to Boston and took up cycling, hoping to qualify for the Olympics in Montreal. However, during a rather disappointing trial in North Carolina, he realized that, without a team, he didn’t have a prayer. “I was an individual in a team sport,” he shrugs. “It wasn’t going to happen.”
Debbie would go on to place fourth in the 1985 Boston Marathon and participated in the U.S. Olympic trials. She’s run many impressive races and has become an inspirational figure in distance running, helping to bring women into the sport.
It was then that Jim took up running seriously, training for marathons with his wife, Debbie—who’s an athletic powerhouse in her own right. Back when Debbie had first announced she was going to take up marathon running, they’d laughed. But, inspired by the runners she’d seen in Boston, she soon proved her doubters wrong, training every morning before work. She would go on to place fourth in the 1985 Boston Marathon and participated in the U.S. Olympic trials. Debbie has since run many impressive races and has become an inspirational figure in distance running, helping to bring women into the sport.
It was 1976 when the pair moved back to Bermuda; they enjoyed road running as a couple and understood the sacrifices required to excel. An early morning or late for dinner was easily forgiven, as each pushed themselves to get their miles in for the day.
“Debbie and I were among the first white people doing any sort of road running. It just wasn’t done. People would see us running down the road and yell, ‘Hey! Are you late? Do you need a lift?”
However, their training was proving to push cultural boundaries as well. Bermuda is a friendly, yet conservative place, with a history of slavery and segregation of which its citizens are mindful. In the late seventies, sport was still quite segregated—soccer and cricket were for black athletes and fans, while sailing was for the white population. Road running was one of the ways this divide was bridged, and today sports in Bermuda is very much integrated.
Jim and Debbie earned spots on the board of the Bermuda Track & Field Association and the Butterfields soon became synonymous with running; they were among a group that started the Mid-Atlantic Athletic Club. In the years that followed, Jim ran the Boston, Deluth, New York and London marathons, and competed at the Commonwealth Games.
“[The Hawaiian Ironman] was the result of a guy I knew giving me a magazine. He said, ‘Jim, you’ve gotta read this; these guys are sick. But I didn’t think they were sick—I thought, this sounds so cool, and I started training in earnest.”
As back trouble forced him to incorporate more swimming and cycling into his routine, Jim brought triathlon to Bermuda; he was organizing races as far back as 1979. In 1981, Jim finished the Hawaiian Ironman Triathlon in seventh place.
In 1999, when Jim turned 50, he cycled 100 miles a day from Irvine, California to Boston, Massachusetts to raise money for P.A.L.S., a cancer care centre in Bermuda. It took him 30 days. Seven years later, he was inducted into the Bermuda Sports Hall of Fame.
Since Jim’s semi-retirement in 2018, Spencer runs Butterfield & Vallis, the family’s fourth-generation food import business. The company was founded in 1918 by Jim’s grandfather, H. St. George Butterfield.
That passion for sports runs in the family: his wife, daughter-in-law, and niece have all competed on the international sports stage, and Jim’s sons are both highly athletic. 38-year-old Tyler is based in Colorado and is a professional triathlete, finishing seventh and then fifth in Hawaii. Spencer, now 40, competes in triathlons in his downtime, and heliskis, wakeboards, and surfs. Since Jim’s semi-retirement in 2018, Spencer runs Butterfield & Vallis, the family’s fourth-generation food import business. The company was founded in 1918 by Jim’s grandfather, H. St. George Butterfield.
That passion for sports runs in the family: his wife, daughter-in-law, and niece have all competed on the international sports stage, and Jim’s sons are both highly athletic.
For Jim, who has worked there for more than forty years, steppingbackhas offered him the perfect opportunity to focus on philanthropic endeavours. It seems that generosity also runs in the family—and Jim comes by it honestly. His grandfather awarded scholarships to four different schools in Bermuda as early as the 1930s.
It’s clear Jim’s service and contributions mean a lot to those around him. He’s widely recognized as a generous leader in the community, who works to improve the social, economic and environmental conditions of his country. He was honoured by the Association of Fundraising Professionals in 2015.
Jim is modest when speaking about it, however. In a small place like Bermuda, he reasons, it’s easy to see where the need is, and it’s often simple to resolve—whether that means replacing the church’s appliances so they can feed those who need a little help, or rebuilding the living conditions at the Salvation Army—A project Jim completed with fellow Ridleian, Kirk Kitson ’58). Jim is also on the board of the Sloop Foundation—a cause close to his heart that sends at-risk youth out to sea for a week on board a hundred-foot ‘floating classroom.’
“As I’ve gotten older, it feels good to be able to give back, to participate. I look at those Houses—Merritt House and Gooderham House—and I think about those Old Ridleians who gave to the bricks and mortar so that people like us could attend Ridley, could create those great memories and friendships.”
Speaking with this Old Ridleian, it’s clear how sport can serve one’s life in so many positive ways: breaking down barriers, bridging communities and bringing a family closer together. And, as time goes on and goals change, the athlete’s journey might shift, might even go from land to sea and back again—but that demand for excellence, that drive to meet a challenge, never does quite fade.
“Our football coach, Reverend Hunt, used to say to us, ‘Keep your head up and keep your feet going,’” Jim says good-naturedly, as we finish our conversation. It’s a beautiful sunny day in Bermuda, and he’s heading out for a bike ride around the island. “It was good advice.”
This article was printed in the latest issue of Tiger magazine. Learn about our alumni, get community updates and find out where Ridley is heading next! Read more from the Spring 2021 issue.
The past year has certainly brought its share of challenges—but it’s also started important conversations about managing stress, cultivating resilience and finding hope. For TigerPost contributor, Vanessa Ferrante ’21, practicing gratitude has been a key part of her stress-busting strategy during the pandemic. Read on to learn how simply being thankful can help you.
There have been a lot of things to stress about during this pandemic. The risk of becoming sick, having to quarantine, learning virtually, not going out with friends, and more. This has amplified our anxiety and sense of helplessness making us lose sleep, hope and serenity. Being in a constant state of stress is not good for our minds, bodies, and those around us. One ‘stress-buster’ that I find especially helpful is expressing gratitude.
Being in a constant state of stress is not good for our minds, bodies, and those around us.
Gratitude is a state of mind where you focus on the present and your blessings in life. When we both express and receive gratitude, our brain releases dopamine and serotonin, the two most crucial neurotransmitters responsible for our emotions. You try to forget the negatives and focus instead on the silver linings that make you happy. Gratitude is easy in good times, however, when times are tough, it is not always that simple. It is important to know that there are always things to be grateful for in your life. By allowing yourself to turn to gratitude, you can find hope amidst despair.
Gratitude can always be learned and, if practiced properly, you will reap the benefits that come with it. Perhaps during COVID you are feeling sadness, grief, anxiety, stress, fear, and even anger. Having emotional balance helps us to attain stabilization between our mind and body. When this happens, remember that you are feeling these emotions for a reason. Acknowledge them and allow yourself to experience them while also knowing when it’s time to feel happy.
During these unprecedented times, it is obvious that we should be grateful to essential workers, such as food suppliers, healthcare workers, delivery people, and first responders. They have all taken on risks for the benefit of everyone else. How can we repay them? We do this by showing gratitude and paying kindness forward. Although it is extremely important to be grateful for essential workers, we should express appreciation for all those who make our life easier and happier.
One might ask, “how do I do that?” There are many ways in which one can practice gratitude. Perhaps you can put your gratitude on paper: write down the names of three people or things in your life for which you are grateful and why. Or maybe you can tell someone you appreciate them. I know I appreciate the teachers and staff at Ridley who are working overtime to find creative ways to teach us virtually and keep us safe. How about challenging yourself to stop complaining for 21 days? Break the habit of concentrating on the bad in your life. Showing gratitude feels good and encourages kindness in those who receive gratitude, and in anyone who witnesses a kind act.
It is important to know that there are always things to be grateful for in your life.
When you live your life this way, it is contagious—just like the COVID virus. Except, you want this virus in your life! When you do something kind, those around you will pick up on it and want to pay it forward. One action has the potential to spark a chain reaction. There are lots of ways you can practice gratitude as the world deals with times of uncertainly. What has become crystal clear is that only through our efforts, together, can we create a better future for us all.
How can students make a difference? TigerPost contributor Meriel Wehner ’21 shares how youth around the world are bringing about change—and how you can get started in your own backyard.
As teenagers and students, it can sometimes feel as though there is nothing we can do to make a difference in an often-unfair world. At Ridley, we are lucky to have access to an incredible education; to have food, water, and shelter; and to be respected and treated as equals. However, in many parts of the world this is not the case; millions of people desperately need help to access and enjoy their most basic human rights. And, even if we want to help, we don’t always know how. We feel that because we are just teenagers, we don’t have the power to do anything impactful. We feel that because we are, geographically, so far from those who are suffering most, there is no way that our actions could lead to a favourable result. However, this is not true—there are several ways that students our age can help those less fortunate.
1. Volunteer locally
Oftentimes, when we think of those who are denied their rights, we imagine they live far away, however, this is simply not true. Though Canadians enjoy basic human rights more than many in less-developed countries, there are still plenty of Canadians, both at the local and national level, who need our help. A 2018 study found that there are roughly 625 homeless people living in St Catharines.
By volunteering at local homeless shelters, soup kitchens, and food banks, or hosting fundraisers and collection drives, teenagers can help protect these people, and to promote their right to access food and shelter. Often, volunteering locally is free; there is no need for an expensive plane ticket, and it allows us to help fix the problems closer to our own lives. Of course, volunteering overseas is a great thing to do, but it is often more effective in the long run to focus on the people who are geographically close to you, as the aid you deliver will be more sustained and concentrated.
2. Sign petitions
Petitions are a great way to get involved with any number of cases, and these take almost no time or energy. Websites like change.org are home to thousands of petitions tackling basically any topic of interest. Signing a petition takes less than a minute and can be a really easy way to make a difference because every signature counts! To make your petition signature as effective as possible, send them to family and friends to make sure those signatures add up.
3. Participate in Amnesty Letter Writing Campaigns
For those who haven’t heard of it, Amnesty International is the world’s leading organization which promotes human rights. Amnesty helps in myriad ways, but one of their most well-known endeavours is the Amnesty letter-writing campaign. Amnesty posts case files on various global human rights abuses, along with a letter template and information on who to address your letter. In these letters, you can put into words all the passion you feel for a certain topic and send them off to someone who can actually make a difference. Anyone can write an Amnesty letter and they can be massively impactful. In the past, Amnesty letter-writing campaigns have directly led to freeing unfairly jailed political prisoners, saving innocent people from the death penalty, and bringing about the arrests of human rights abusers. These letters may be slightly more involved than simply signing a petition, but they are an easy and free way to facilitate real change.
Although donations aren’t always feasible or sustainable for the long-term, if one has the means, making a donation is one of the best ways to help those in need. Even small donations of $1 or $2 can make a huge impact once they add up. Donations can be made to support essentially any cause and can even save a life. However, it is important to do research on the charities you choose to donate to, to be certain that your money is going directly to the cause and not being siphoned by the organization.
5. Raise awareness on social media
One great way to really make a difference is to spread awareness. People often aren’t aware of what’s going on in the world around them, but if they knew, they would do what they could to help. By spreading information in a productive manner, we can educate and encourage others to act. As teenagers, one of the most effective ways we can spread information is through social media. Everyone has it; everyone uses it—and Instagram stories, in particular, are an excellent way to share current world issues.
Instagram stories are an excellent way to share current world issues, however, it is essential to fact-check all information found on apps before reposting.
By posting to these teen-saturated apps, we are easily able to educate a generation. However, there is a definitive downside to social media activism, as basically anything can be put into a story template and reposted. It is essential to fact-check all information found on apps (like Instagram) before reposting, as spreading false information can be extremely dangerous—particularly when critical issues are involved.
6. Read the news
One of the easiest ways to make a difference is to be aware of going on, and the best way to do this is to read or watch the news. Of course, this alone does not make any difference, but the more people are aware of world issues, the more we can work to make a difference. By staying up to date on current affairs and talking about them with your friends and family, we can increase global recognition of human rights crises which may be isolated to a certain geographical area and begin to build enough attention to force change.
The more people are aware of world issues, the more we can work to make a difference.
It has been proven that raising awareness is only effective in making change when everyone knows—so make sure to always talk about and share what you read. Participating in meaningful, educational conversations about current affairs is an excellent way to expand understanding beyond what is written in the news, and can allow one to reflect on how to bring about change.
7. Attend a rally
One of the most involved ways to promote human rights is to attend rallies. Rallies can be held to protest any human rights abuse, from the Black Lives Matter movement to the gender wage gap. Rallies are particularly impactful as they bring together people who are passionate about change.
When faced with such large groups of people, it’s difficult for a government to completely ignore the issue. Rallies put focused attention on a specific issue, which in turn encourages the government to discuss it. Then, the issue will hopefully be addressed and rectified in a positive, fair and respectful manner. In cities like Toronto, rallies are often held for any number of issues—this is a great place to get started with peaceful protesting.
Sam has always loved a good challenge—the secret is to keep one step ahead. The retired triathlete shares her experiences at Ridley, what’s keeping her running these days, and the conversation she wishes more young athletes would have.
These days, Sam McGlone is taking life in stride, albeit at a quick pace. The Olympic triathlete may have retired from competition, but as an emergency physician with two little ones at home, Sam has more than enough to keep her running—and, in case you were wondering, she’s still as active as ever.
The San Diego-based doctor just started working at Sharp Memorial hospital, following residency at the University of California. Her husband, Brent, is an emergency physician as well, and the two have a five-year-old son, Cole, and a daughter, Alex, who’s three. “It’s a little hectic,” she says cheerfully, but she’s clearly enjoying every minute. “The kids are high-energy, funny, active—they’re everything you’d imagine.” They come by it honestly. Their parents met through triathlon; Brent was an elite athlete and swim coach, who, like Sam, transitioned to medicine later on.
“It wears on you,” she admits. “Everyone’s got this fatigue because it’s been going on so long—but as a health care worker I’ve seen the numbers rise. People are coming in sicker and you know a lot of it is preventable.”
As we speak, it doesn’t take long for the elephant in the room to be addressed: Sam is working as a doctor in the midst of a global pandemic, and she is at turns empathetic and frustrated. “It wears on you,” she admits. “Everyone’s got this fatigue because it’s been going on so long—but as a health care worker I’ve seen the numbers rise. People are coming in sicker and you know a lot of it is preventable.” She pauses. “But I’m also sensitive to the fact that people are over this and just want to see their families. They’re not ready to make those sacrifices indefinitely.”
The upshot of California living, however, is that their family can be outdoors year-round, whether that means being active, taking a break, or socializing safely outside. The seasonal perks of San Diego are, admittedly, quite different from St. Catharines, where Sam and her sister, Karen ’95 grew up, right near Ridley, where they attended Upper School. “My parents always felt education was a priority, so when it came to high school, we started looking at different options,” she remembers. “Ridley immediately stood out because of the breadth of opportunity there. To have that in your own backyard and be able to go as a day student was amazing. We loved our time there.”
From dabbling in music and theatre, to exploring new sports and writing for the school newspaper, Sam enjoyed the diversity she found on campus. She rode horses, was a harrier, joined the swim team, was on the First Girls hockey team for a time, and was the 1993 Midget Girls Cross Country Run winner, earning a Tiger Tie for her athletic achievements. “When your kids are young, you think about putting them into one sport or another, but I’d encourage them to try a variety,” she offers, thinking of her own sport-loving little ones. “In your late teens and twenties, you’ll need to focus in order to get to a high level. But there’s a lot of time before that needs to happen, and you’re asking for burnout if you specialize too early.”
“My parents always felt education was a high priority and when we started looking at options for high school, Ridley stood out because of the sheer breadth of opportunity there. To have that right in our own back yard was amazing.”
It was Ridley’s cross-country coach, Maggie Swan who first encouraged the 14-year-old to look into triathlon. “She said it was a great way to stay in shape during summers for the track and cross-country seasons,” Sam recalls. “So, I borrowed a wet suit and a bike and did the Grimsby Triathlon. I don’t think I did terribly well that first one, but it was challenging and a lot of fun. I decided, ‘I want to get better at this.’”
In the summers that followed, Sam participated in races across Ontario, but it was her training with a team in Australia that really helped up her game. “Australia has strong teams and training programmes,” she explains, having gone for a gap year after high school,“and I took a big jump up in my level. When I came back to Canada, I made the Junior National Team, and that launched me to international competitions.”
From there, she was, quite literally, off and running. Having always intended to go to medical school, Sam moved to Quebec to study kinesiology at McGill University and trained with a club while she completed her degree. When she was presented with the opportunity to make Team Canada, Sam decided to postpone med school to see where her talents could take her. She knew there was only so long she’d be able to compete in a tough endurance sport like hers, and the opportunity was too good to pass up.
“In your late teens and twenties, you’ll need to focus in order to get to a high level. But there’s a lot of time before that needs to happen, and you’re asking for burnout if you specialize too early.”
After graduating from McGill in 2002, she moved to the Canadian Training Centre in Victoria, B.C. It was a smart gamble which led to a successful 10-year career as a professional triathlete. Sam raced in the International Triathlon Union (ITU) World Cup Series, won the Canadian National Triathlon championship in 2004 and 2005, and represented Canada at the 2004 Olympic Games in Athens.
“It was the highlight of my life,” she remembers of her time in Athens, that first call to her mom back home drowned out by the cheers in the stadium. “In terms of the race itself, it was like any other: the format’s the same, the officials, the competitors—and in some ways, that was reassuring. But everything surrounding the Games was so much bigger than anything I’d ever seen. Triathlon is one of the smaller sports, so we don’t get a lot of mainstream publicity. We’re not used to the crowds. Walking into the stadium for the opening ceremonies where there were 80,000 people and media and cameras flashing was just on a different scale.”
Shortly thereafter, Sam transitioned to competing in Ironman races and won gold at the 2006 World Championships—she’s the only Canadian to ever win. “Canadians have a long line of pretty incredible triathletes,” she says proudly. “Because of the size and climate of our country, we produce some impressive results. There have been some amazing women who have come before and after me.” Sam would go on to finish second at the 2007 Ironman World Championships in Kona, Hawaii and took home the Ironman title in Arizona in 2009.
“Canadians have a long line of pretty incredible triathletes. Because of the size and climate of our country, we produce some impressive results. There have been some amazing women who have come before and after me.”
And, along the way, she wrote, contributing a monthly column to Triathlete magazine where she tackled questions on training, racing and lifestyle. For Sam, it was a great way to communicate with the pre-Twitter triathlon population, in a time before social media was what it is today. Days were tough but satisfying for the young athlete, on a perpetual loop of eat-train-sleep-recover. A solid race performance was her reward.
“At the time, you’re not striving for balance,” she recalls, though that’s admittedly changed over the years. “You need to have that singular focus. You might train 30 to 40 hours a week, but then there’s another 20 that’s dedicated to recovery so you can do your next session—stretching and sleeping and nutrition and massage and physical therapy and lifting weights. It’s the difference between those who do triathlon recreationally and those in the professional ranks; all those peripheral things that give you that extra edge.”
Despite the challenging work, spending her twenties racing and in training camps was an opportunity to travel and make friends with athletes from around the world. “I was 22 when I started full time, 24 when I competed at the Olympics,” she explains. “And you may miss out on some social aspects of day-to-day life, but I never regretted it. I went to Australia and Thailand and Japan and all over Europe—and you can’t do this forever. You have to retire at some point.”
“It’s hard to think there will be an end to a sports career, but of course, there will be an end. Most of us retire in our thirties, which is still young. So, we have these athletes who have dedicated their lives to this one thing, becoming respected experts in their field. Suddenly they’re starting from scratch somewhere else.”
The topic of retirement warrants more serious attention, Sam posits, and is part of ongoing conversations around mental health. For many athletes, the focus is on performance, their identity bound up in their sport, their confidence contingent upon their success. When the time comes to transition out, many feel aimless.
“It’s hard to think there will be an end to a sports career,” she says simply. “But of course, there will be an end. Most of us retire in our thirties, which is still young. So, we have these athletes who have dedicated their lives to this one thing, becoming respected experts in their field. Suddenly they’re starting from scratch somewhere else. It’s very emotional.”
“Some people need more closure and time to transition, but I chose a quick turnaround so there wasn’t a lot of time to soul search and lament the loss. There was this immediate new identity that was just as exciting and full of potential.”
Sam completed her final race, the 2012 Antwerp 70.3, just ten days before becoming a first-year med student at the University of Arizona. “I deliberately chose something all-encompassing to throw myself into,” she shares. She’d always known she’d go to med school and the time it would take to complete that, in large measure, dictated when she left competition. “Some people need more closure and time to transition, but I chose a quick turnaround so there wasn’t a lot of time to soul search and lament the loss. There was this immediate new identity that was just as exciting and full of potential.”
“I think emergency medicine tracks a lot of athletes, triathletes, especially. We’re the jack of all trades: we’re never going to be the best in swimming, or biking, or running—but we’re good at doing all three. In emergency medicine, we’re not the best in any one specialty, but we know enough about everyone’s specialty to identify and treat emergencies. In some ways, it’s very comparable to the triathlon mindset.”
In many ways, med school was as time consuming and competitive as triathlon ever was, and with a well-laid out path ahead of her, she was able to improve and track her gains in a similar fashion. The same grit, mental focus, and determination Sam used for competition, was now channeled into a new vocation.
“I think emergency medicine tracks a lot of athletes,” she muses. “Triathletes, especially. We’re the jack of all trades: we’re never going to be the best in swimming, or biking, or running—but we’re good at doing all three. In emergency medicine, we’re not the best in any one specialty, but we know enough about everyone’s specialty to identify and treat emergencies. In some ways, it’s very comparable to the triathlon mindset.”
As for the physical adjustment, the decreased physical activity was a bit of a shock. She eased herself out of the heavy, training-focused weeks and into a more sustainable lifestyle, enjoying the opportunity to explore new sports and return to others. These days, Sam goes on ski trips in the winter, paddle boards and mountain bikes and runs along the beach. Regardless of the hustle and bustle of day-to-day life, Sam and Brent make certain the other has that time to unwind and decompress.
What’s clear from this Ridleian and Athlete of Distinction is her dedication to life-long personal development. Sam has always set the course, tracked a pace set by her own watch, and persevered on the uphill. These days, the path is more about balance, as she raises a young family and tends to those within her care—but that drive, that gold-standard mindset, hasn’t changed one bit.
This article was printed in the latest issue of Tiger magazine. Learn about our alumni, get community updates and find out where Ridley is heading next! Read more from the Spring 2021 issue.
As Ridley moves towards a new uniform design, Archives Intern and Queen’s University Concurrent Education student, Ella Foss ’16 takes a look back on the traditions, functionality, and design trends that have inspired more than a century of our school’s dress.
Since the establishment of Ridley, it has been clear that uniformity was an intentional way to create a sense of community, to place all students on an even playing field, and to foster a strong sense of belonging. The first headmaster, J.O. Miller was determined that, “Ridley College from opening day would be meticulous about the students’ school dress.” In staying true to Miller’s vision, a dress code has remained a constant, while changing with the times as Ridley itself has matured. To understand how the school has arrived at the uniform’s next update, we must first revisit the trends from decades past.
1889 to 1910s
During the early years, when the packing list for boarders included “knickerbockers” and “pocket handkerchiefs,” a Ridley College cap with an embellished orange Ridley crest was issued to students for weekday wearing. At this time, the remaining garments of the dress code did not include the emblem but promoted a professional style—the boys sported suits on school days, consisting of trousers, button-up shirt, tie, and blazer). Given the church services, Sundays in the late 1800s were even more formal; the boys wore black suit jackets and black waistcoats (suit vest).
Images of the First Cricket Elevens decorate our ACTAs, with Ridleians sporting white blazers which would eventually inspire the Prefect blazers of more recent times. This nod to Ridley’s British roots dates back as early as 1900 and remained through to the last year of cricket in 2001. As early as 1919, the Second Cricket Team can be seen wearing the black blazers with orange piping, which would soon become part of the Lower School uniform.
Ridley’s British independent school roots were also evident in the boys’ post-war attire. “Eton collars were the bane of the Junior’s existence…[they] found so many excuses to avoid wearing the collar that it amounted to passive rebellion.” Due to the perceived discomfort of the garment, older students were permitted to instead don Marlborough sack coats.
1950s to 1970s
Twenty years later, “blues and greys” became the number one dress, to be worn on Sundays and for Chapel.
As indicated in the ACTA of the era, “This term has seen the School emerging in new blue flannel blazers with an embroidered Ridley crest on the pocket.” At the same time, the Arts Tie was introduced, with thin, widely spaced orange and white stripes on a black background, still worn today by our thespians, musicians and artists alike.
It must be said that Ridley’s long-standing Cadet Programme has had significant influence over aspects of school dress. Our traditional military uniforms have progressed from army green to navy, khakis and maple leaf red.
At this time, the regular uniform of the Lower School students included the black blazer adorned with orange piping, a white, grey, or light blue dress shirt, the Lower School tie (orange, black, and sliver) and either grey or black pants. Blues and greys were worn only on Sundays, with strictly grey, black, or navy blue socks. Unbelievably, at the time, every clothing item had to be labelled with the students’ name, down to the individual sock!
Perhaps the most casual shift during this time was the introduction of “summer dress,” which became an alternative option for the Lower School students during the warmer months. A golf shirt and grey or navy Bermuda Shorts worn with navy blue or grey knee socks made the heat and outdoor play more enjoyable.
In 1971, a new disciplinary code was put into place, based upon several firm beliefs: “that the individual student must be given increasing responsibility for his decisions and his actions; that the order and efficiency of the School should be maintained with a minimum of oppressive interference upon a boy’s freedom; and that good discipline does not depend necessarily upon absolute conformity, nor does it mean that a student’s cherished individualism need be sacrificed.”
The students of Merritt House North can still be found marking Frau Day each year to nod to Josselyn’s self-described “eye-sore” look.
While older students continued to wear a plain jacket or one with small checks, some of the students found their individually in loud, colourful ties. It’s no surprise then that ‘Frau Day’ has its roots in this decade, when Merritt House North student, Mark Josselyn ’76 “set about to make his own ‘fashion statement.’” Back then, he would be found wearing contrasting patterns, stripes and plaid, from his tie to shirt, to his jacket, pants and even socks. The term ‘Frau’ (Josselyn’s nickname) was used to “describe anyone messy, disheveled or dirty…” The students of Merritt House North can still be found marking Frau Day each year to nod to Josselyn’s self-described “eye-sore” look.
In the fall of 1973, Ridley welcomed female students for the first time. The dress code, previously written for all male students, was amended to state “or equivalent” for females. There really were no clear standards outlined for the young women: what was seen as within the rules varied between faculty members. For the first Ridley women and staff alike, it was difficult to determine what fell within the rules. It was a time unprecedented in Canadian independent schools, and Headmaster Richard Bradley’s progressive decision to go co-ed meant Ridley had to chart new territory—including with its uniform.
Students have always worked to show their individuality through the uniform and in this liberal era some students elected to wear three-piece suits, while others pushed the limits of “trousers” by wearing corduroy pants. Summer dress was only an option for the boys.
It was a time unprecedented in Canadian independent schools, and Headmaster Richard Bradley’s progressive decision to go co-ed meant Ridley had to chart new territory—including with its uniform.
By the 1980s, the majority of Ridleians abandoned the busy and bright ties and began sporting popularized thin monochrome versions. The College’s first cohort of girls could wear pants or a skirt/dress which went below the knee with socks or nylons, and often displayed their individuality by way of their jewelry and hairstyle. It did, however, take some time for a formal female uniform to be formalized.
At the end of the decade, the Lower School updated its uniform. The black and white kilt, white button-up Oxford shirt or turtleneck, and black sweater or vest are cited as staples for the younger Ridleians.
“Change is needed everywhere one goes, and luckily at Ridley, most things simply got better [with change].”
– clipped article found in the 1988 ACTA
1990s to 2000s
During the 1990s the Upper School female students continued to push the limits of the dress code; wearing babydoll dresses, Mary Janes, and small hoop earrings (studs alone being permitted previously). Headmaster Doug Campbell, among others, sought to improve the standards of the students’ daily dress and resurfaced the discussions surrounding the dress code. The fruits of those ongoing debates came to fruition in 2000 when the Upper School gained its first official classroom uniform.
By the 21st century, the daily classroom dress included grey or blue trousers, the blue plaid kilt, a white button up shirt, tie, and a blue or grey pull-over sweater or vest. Blues and greys remained the number one dress. With dwindling competitors in Ontario, 2001 marked the final year of cricket at Ridley, and the white sport coats with orange piping were reassigned as Prefect blazers—this distinctive addition complementing the existing Prefect Tie and an homage to Ridley’s history.
The last year of the white Prefect blazers was 2016: a new system of recognition was adopted the following year: white piping along the lapel of the of the Prefect.
The last year of the white Prefect blazers was 2016: a new system of recognition was adopted the following year: piping along the lapel of the of the Prefect (white) and House Captain’s blazers (respective house colour).
Along with the changing times, Ridley has experienced many positive transformations, cementing its position as one of the top independent schools in Canada—the introduction of co-education, technology, younger grades, the International Baccalaureate (IB) programme, and positive education have been among the most notable. It’s no wonder then that our student attire has remained a strong marker of our connectedness.
As we can garner from the evolution of Ridley’s dress code and uniform, every once in a while a refresh is necessary. In the coming years, our alma mater is planning for another redesign that nods to our storied past but serves the current era. A Uniform Committee, made up of students, faculty and staff, has been working to restyle the look and functionality of the uniform. In speaking with key members of this group, the update is said to be inspired by Ridley’s traditions and history—and we can’t wait to see future generations of students continue to proudly sport our insignia and that telltale vibrant pop of orange.
By Ella Foss ’16
Special thanks is owed to interviewees:
Ken Hutton, Trish Loat, Geoffrey Park ’80, Zack Jones, Gary Atack, Michele-Elise Burnett ’86, Wendy Darby ’99, Janet Lewis, Lance Postma, and Hanna Kidd.
This article was printed in the latest issue of Tiger magazine. Learn about our alumni, get community updates and find out where Ridley is heading next! Read more from the Spring 2021 issue.