Harlem Run grew steadily over the next six months—70 people, then 100.
I added pace-group leaders to share the responsibility of both leading the runs and creating an inclusive culture, what we would eventually call the Harlem Run Way. One night, 150 people came. It was unbelievable, but we were ready. We’d mapped out the routes, had the leaders and logistics in place, and had mentally prepared for the energy necessary to manage and motivate such a crowd.
That night, it seemed to me, we set the world on fire. We ran the Classic and made a cheer tunnel for folks as they made their way back to home base. It felt like the high fives were endless as the last runners and walkers made their way back.