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Lillian Ryals |
Teamwork and Homework
Lillian Ryals
June 2004
Like a lot of working moms, Lillian Ryals can probably write volumes
on the challenges of successfully juggling work and family life.
But Ryals, a director for MITRE's Center for Advanced Aviation System
Development, considers herself lucky that the company hasn't made
that balancing act a tightrope walk. "I was in the late stage of
my pregnancy with my first child when I received my second management
position at MITRE. I like to think I was doing a good job, and my
managers knew I could make it work. My pregnancy wasn't an issue."
In fact, a year after her son was born, Ryals became the first
department-level manager in her organization to shift to a part-time
schedule. "I offered to give up my management position in exchange
for more time at home," she says. "I was willing to do that, but
I was pleased the company was willing to give my part-time schedule
a try."
She adds that it was unusual at that time for employees, especially
managers, to work a flexible schedule. "I wasn't afraid to say that
I had tried it. If it didn't work, I would not have considered it
a failure," she says. "I'm pleased I could demonstrate that it was
and is possible. I really hoped my experience could give other women
(and men) the chance to try."
Over the years, Ryals has worked a flexible schedule on and off
as her family and childcare needs changed—sometimes working
certain hours from home, sometimes working a four-day schedule.
"I really wanted those three whole days with the kids each week
when they were little. Not that it meant I worked less than 40 hours
during the work week, but I was able to carve out a schedule that
gave me more time at home with the children. I knew there had to
be a way to balance home and career."
Her managers and team members were and are pleased that she was
able to comfortably travel between business meetings with the Federal
Aviation Administration (FAA) and play groups with the neighborhood
kids. "Lillian sets a great example," says Pam Texter, who reports
to Ryals and is program manager of Air Transportation Performance
and Policy Analysis. "Even when she's not at the office, she's available
by phone, fax, or email if we need her. On top of that, when we
as a company support flex schedules, we're supporting our employees
and our customers. We don't lose good people who can work flex schedules
elsewhere—and flexibility at work really encourages productivity.
Support from upper management—from someone like Lillian who
has made it work—really sets a tone and makes a difference."
And Ryals enthusiastically acknowledges the role her team played
in making her schedule possible. "Because I was out on Fridays,
I had to delegate some of my responsibilities. Good communication
and collaboration can make it work. My ability to do that meant
relying on some great members of my team. For their part, being
exposed to broader roles and responsibilities and getting credit
for it was a win-win situation."
Today, Ryals manages the Air Traffic Management Operations and
Performance division. In this organization, more than 160 staff
members support the operations and policy sides of the FAA's Air
Traffic Control (ATC) system, which includes the day-to-day running
of ATC operations, traffic flow management operations, and performance
management for the FAA. But a family-friendly schedule and challenging
work don't make up the complete picture of Ryal's career at MITRE.
"Our mission, our role as a public interest company, is of critical
importance to me," she explains. "I've worked for three different
companies in the for-profit sector. While there are wonderful opportunities
there, MITRE's public interest mission is more aligned with my goals.
What we do here is important to most Americans—to people all
over the world."
Finally, Ryals says, working with wonderful, talented employees
makes being at MITRE easy. "I'm lucky to work with top-notch people,"
she says.
—by Nadine Monaco
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