Traci Murphy's path to the director of athletics chair at Daemen is typical in that it started with her being a student-athlete — a swimmer at West Chester. It's unique in that her professional career started in the athletic training room.
Both experiences, Murphy points out, would not have been possible without the passage of Title IX in 1972. Both shaped the way she leads in her current role, which she began in 2018 with 25-plus years of experience in college athletics.
As the NCAA continues to celebrate Women's History Month, Murphy spoke with us about the month's importance, Title IX's impact, her student-athlete and athletic training experiences, and how to increase the number of women in leadership positions across college sports. (Note: This interview has been edited and condensed.)
What does Women's History Month mean to you?
It is a platform to identify and recognize the accomplishments of women. I see it as a guaranteed opportunity to highlight the many contributions women have made and continue making toward history and society. Promoting these achievements shows the younger generations that anything is possible. A colleague of mine said, "It is the time of year to tell 'herstory.'" It is also a time to bring attention to the women's rights movement and attention to issues such as gender equity.
As a former student-athlete and current administrator, how would you describe the impact Title IX's had on you?
Title IX definitely opened doors for me to participate in youth and college sports, but more importantly it provided me the opportunity to study athletic training and work as an athletic trainer alongside men in coed athletic training rooms and athletic departments. Having had opportunities to work with athletic trainers and care for athletes of both genders helped me understand the different approaches men and women have to preparation, motivation and, more importantly, in communication.
I didn't see many women in the field of athletic training when I entered the workforce. Honestly, I didn't realize the impact of not having many female mentors until I transitioned into administration. I have had some wonderful male mentors in my administrative career. However, the more I met and spoke with other female administrators, I realized how much their type of support was unique.
I believe it is very important for the women in my division to see me in this role, especially the student-athletes. It supports the notion that collegiate sports is a place for women in leadership. It is also important to acknowledge how important Title IX continues to be for women. We need to continuously celebrate women's history and the passing of Title IX. "Herstory" begins there. Girls today may not carry as heavy a burden as the women before them, but work is still there to be done.
What lessons do you carry with you from your time as a student-athlete, especially in the way you approach your role as an athletics director?
I believe my time as a student-athlete developed my work ethic, ability to set goals, manage my time and identify my leadership skills. My time as a certified athletic trainer developed my skills in servant leadership, emotional intelligence, listening, problem-solving, communicating and crisis management. The lessons I learned from these formidable experiences are show respect; have empathy; connect with your team; make common sense common practice; that leadership begins with trust; collaborate whenever possible; autonomy leads to empowerment, which leads to responsibility, which leads to accountability; celebrate victories; and to be upfront and transparent.
What advice do you have for young women looking to start a career in college sports?
I typically say, "It is a great time to do so." Doors are open. Across this country, you can find a woman in just about every position within a college athletic department. There is a desire to place more value on different voices and different perspectives. I typically suggest that they talk to as many people as possible about their career goals. I recommend they ask questions about educational backgrounds and what other experiences they have had. Through these questions, I hope they will find commonalities, perhaps a career path or maybe job opportunity is available. I encourage shadowing and volunteering. I freely discuss my journey and listen to their concerns or hesitations in pursuing a position or career path. I help them to create a network of professionals, starting with me, and then sharing contact information of specific colleagues to reach out to and pick their brains about their career journeys. It can be done. If there is a will and a mentor, there is a way.
How can NCAA schools continue the recent trend of increasing the numbers of female directors of athletics and leadership positions in general?
Aside from ensuring a diverse applicant pool, I believe current athletic leadership should create a pipeline for potential female ADs by identifying and developing women leaders within their own department. Additionally, use resources within the institution to provide avenues for leadership training and opportunities for mentoring. When you are trying to develop internal growth and development of existing women on staff, be sure to identify what their personal barriers may be when considering an opportunity for the "big chair." Perhaps it is a work-life balance concern. Identify their barriers and perhaps incorporate some flexibility in their day or simply address a concern by finding a solution.
I am married, and for most of my career my husband and I have been raising two children while living far away from any family support. Talking about my scheduling conflicts with my staff and being truthful about my needs enables me to reduce the guilt and stress I feel when missing events either with my family or at work. It also, in my opinion, opens dialogue with other staff members to work through their challenges of life-work needs. I believe leading by doing or practicing what you preach can really help your staff to find balance and endless possibilities in career opportunities.
How do they accelerate the trends?
Provide more female athletic directors avenues to tell their story or to outline their path. Develop more "air" time, as well as promoting and marketing where progress has been made and what the data indicates, especially where there has been improvement in female hires.
Celebrate achievements! Provide opportunities to gain their insight, interpretation or perspective when writing articles on all topics related to the position, role and/or leadership. Current female athletic directors need more visibility. Women who are student-athletes, coaches and midlevel managers need to see and hear from athletic directors who are women. Seeing people who look like you can help you believe that achieving that position is possible. Continue to shine the spotlight on women in the role by celebrating achievements and writing about these accomplishments.
Increase resources to provide financial support for professional development and networking opportunities. When budgets are tight, professional development is usually the first line that is reduced or eliminated. Work within your institution to provide campuswide professional development workshops at little to no cost. Work within your fundraising model to identify a pipeline of funding to support these development opportunities and make them available to your staff. Collaborate with other local institutions by hosting guest speakers, sharing the costs and include roundtable discussions as a way to provide opportunities to network. Host local networking social events for all women in the sports industry to build a networking community. Promote women-led initiatives such as the Women Leaders in College Sports organization to support and empower women in athletics.
As a graduate of the NCAA Pathway Program and NCAA/Women Leaders in College Sports Institute for Advancement, how important were those programs in helping you advance to your current role?
These programs had a large impact on me. They both provided me with a supportive and structured environment to develop the skills and knowledge I needed to succeed in athletic administration. The NCAA/Women Leaders Institute for Advancement assisted in my development as a manager as I transitioned away from my position as an associate head athletic trainer/senior woman administrator into a purely administrative role. The Pathway Program helped me to further identify and develop my leadership philosophy as it provided me with experiences that enhanced my confidence and preparedness to seek an athletics director position. Both programs provided networking opportunities, allowing me to connect with other women in the industry and build relationships. These relationships not only provide support and resources but can help advance our careers.
What role can programs like that play in preparing more women to become ADs/conference commissioners?
These programs can help address the underrepresentation of women in athletic administration by providing a pathway to leadership positions. Both provided me exposure to the broader landscape of college athletics, including trends, issues and best practices. By providing women with the skills, knowledge and networking opportunities they need to succeed, these programs can help create a more inclusive and diverse athletic department.
