09-10 OCT DirectionsMagazine

Real Estate

Industry experts weigh

buildup risks.

P A G E 1 2

October 2009 $3.50

The battle to control

the H1N1 virus, Guam’s

military buildup, and

our rising levels of

diabetes and obesity.

Pete RobertoDept. of PublicHealth & SocialServices

Guam Food Guy shares his top 25 restaurant picks for 2009 – page 34

Health’sFrontline

Leadership

More Generation X and Y

employees fill the workplace.

P A G E 2 0

Family Connection

Three families show how mixing

family and business works.

P A G E 2 7

3DIRECTIONS • OCTOBER 2009

Real EstateWhile Guam anticipates the largest military relo-cation exercise in history, there is still apprehen-sion in the air from many residents. Yet members of the real estate industry remain optimistic and project trends appear advantageous for both investors and realty professionals.

October 2009 Vol. 14, No. 10

ProfilesVelma Harper 56Veterinarian, Harper’s Veterinary Hospital

Kate Baltazar 57Project Director, WestCare Pacific Islands

EDITOR

Faye Varias

ASSISTANT EDITOR

Bryan C. Sualog

EDITORIAL

CONTRIBUTORS

Norman Analista, Peggy Denney, Marty Herron, Kim Komando, James Lea, Ron Marks, William B. Martin Jr., Karri Perez, Jac Perry, Jerry Roberts, Ken Stewart

DIGITAL DESIGN

Taliea DesignworksDavid Castro

PHOTOGRAPHY

Steve Hardy, David Castro

ADVERTISING SALES

Stephani Ferrara, Rayann Taitano

PUBLIC RELATIONS

Nellie Joy Roberts

ADMINISTRATION

Tia Camacho

PUBLISHER

Jerry Roberts

ASSOCIATE PUBLISHER/

OPERATIONS MANAGER

Stephani Ferrara

INSPIRATION

Adam Cooper, Kian Cooper, Aiden Ferrara, Allejandra Ferrara, Aylah Ferrara, Josiah Roberts and Micah Sablan

Opinions expressed in Directions are not necessarily those of the publisher or our advertisers.

SEND COMMENTS TOEditorDIRECTIONSP.O. Box 27290,Barrigada, Guam 96921E-mail: [email protected]

Tel: 671.635.7501 Fax: 671.635.7520

©2009 DIRECTIONSAll rights reserved.

PRINTED BYT&T Printing Hong Kong

LeadershipAs more and more baby boomers near the retir-ing age, more and more Generation X and Y employees are entering the workplace in order to fill the void. The workplace has become a multi-generational one — each generation with its own set of perspectives, values and attitudes.

Family ConnectionFew things are as American in concept as the fam-ily business. Though the phenomenon exists wher-ever there are families and the need to survive, America’s history is full of triumphant and tragic stories of companies and businesses made up of family members and a common drive to succeed.

Guam Food Guy’s Top PicksIt’s never easy whittling down a longer list to just 25, said Ken Stewart, best known as the “Guam Food Guy.” While he adds that there are many deserving restaurants, he names his top restau-rant picks for 2009.

12

20

34

27

INTERVIEWPete Roberto, DirectorDPHSSGot a virus threatening? Need to deal with abuse issues? Want to implement a public assistance program? All this and so much more that it would make you dizzy winds up at the doorstep of Pete Roberto and his team. For some-one who says that he always wanted a job where he could help people, it doesn’t get any better than this.46

Regular FeaturesPerspective 4Signposts 6Picture This 8People 10Diversions 52Fresh Inc. 54Executive Environment 55Enviro Views 58Sales Department 59Digital World 60Human Resources 61Manager’s Toolbox 62Customer Index 66Higher Thoughts 67Family Business 68

4 DIRECTIONS • OCTOBER 2009

In recent years there have been a flurry of surveys performed on what is known as “employee engagement.” The terminology

is often different, but the premise is always the same: People show up at their job, but:

• How many really have their head in the work?• How many are passionate about what they’re doing?• How many are giving their absolute best effort?

The results of these surveys don’t make managers very happy. Global research company The Gallup Organization reports that in world-class organizations, the ratio of engaged employees to those who are actively disengaged is near 8:1. That’s eight people work-ing at a high level for every one whose lights are basically turned off and is not making a valuable contribution.

What about organizations that aren’t in the “world-class” category? Brace yourself. Gallup says that in average organizations, the ratio of engaged to actively disengaged employees is 1.5:1 — or 40 per-cent who are good at cashing their paycheck, but little else.

There was no data for below-average employers. Maybe that’s be-cause no manager would ever admit that she/he is leading one, or because Gallup figures that 1.5:1 is bad enough and there’s no need to pile on added misery. Whatever the reason, you and I both know that those kinds of organizations exist, where it seems that nobody at all is engaged.

So, if we find ourselves in the “average” or — Heaven forbid — what we know is the “below average” group, what can we do?

In the past 15 years Guam Training has had the privilege to work with thousands of employees from a couple hundred organiza-tions in our private, public, and military sectors. From the feedback we’ve received we can draw some conclusions on what strategies will bring results. What follows is taken from our course, RPM: Recognition, Praise & Motivation. In no particular order:

1. Personally thank workers for doing a good job, and do it often. Make it timely, sincere, and be specific. Develop both a formal and (especially) an informal program for recognition and rewards.

2. Take the time to meet with and listen to workers.

3. Provide specific feedback about performance, the department or organization. Keep people “in the loop.”

4. Encourage new ideas and initiatives. Let people have the free-dom to fail.

5. Educate workers on how the organization makes money, what

the business plan is, and how the worker fits into that plan.

6. Share your vision for the future and tell them why what they do is important.

7. Involve workers in decisions, especially those decisions that affect them. Give people more autonomy as they earn it. This pro-motes “ownership.”

8. Give people a chance to grow and learn new skills. Show them how to meet their personal goals within the context of meeting organizational goals. Create a partnership with each worker.

9. Celebrate successes. Build morale, bond workers together.

10. Share the organization’s history with the people you work with. When people have a sense of the road that others traveled to create the opportunity they have, it ties them to something larger than “just a job.”

Do the same with your personal history and background. Let your team know something about you. Talk about some of your early successes, and don’t leave out failures. Being able to admit that you’ve also made mistakes humanizes you and makes it easier for people to connect with you.

You might notice that we haven’t discussed compensation yet. Contrary to what most managers believe, money is not the most important thing to the majority of workers. Reality: Money is the critical factor until people have their bills covered and a little ex-tra left over to spend or save. After that, the most important thing is EVERYTHING ELSE.

If you do a good job with preceding strategies, you’ll be able to pay “market” rates for talent and do well. If you fail at those things, the only way that you’ll successfully attract and retain top workers is to pay above — or well above — what your competitors pay.

Now let’s answer the question posed by the title of this article, what is the only way to get the absolute best from people?

Author and behavioral scientist Alfie Kohn put it this way: “Pay people well and fairly, then do everything possible to help them forget about the money.”

The answer is as basic as it gets. The only way you’ll ever get some-one’s best is if they want to give it to you.

Sure, the threat of discipline will get people to respond and give us just enough to stay out of trouble. But when we inspire them, they give us everything they’ve got. That’s engagement.

The Only Way You’ll Ever Get the Best From People

www.guamtraining.com


I would choose doubling your work and doubling your pay. I’m doing that now. I’m working two jobs and making double the money. I had the choice of taking on a managerial position with a slight increase in pay, but I would have had to give up my other job. I decided to stick with both jobs and make twice as much money. Audrey TovesT.G.I. Friday’s I would choose the slight raise with a little more responsibility. I can work and want responsibility, but I don’t want too much work. I don’t want to be overloaded. I still want time for myself. Gus BenedictoSelf-Employed I would choose doubling my salary and doubling the work. That way, it would challenge me to be more innovative and strive for something higher versus being somewhat complacent with just a little bit

more pay for a little more work. If some-one offered me double the pay and I had the knack to do it, then I would go for it. Rowena TorresDepartment of Mental Health and Sub-stance Abuse It would depend on my financial status at the time. If I were financially stable, then I wouldn’t need to work as hard. If I weren’t, then I would double up my work to make more money to reach the status that I want to be at financially. Marla ReyesDepartment of Education

In my opinion I would have a little bit more money and little bit more responsi-bility to have more of a social life, time for family and things like that. Money attracts a lot of people because it pays off the bills. To have a little bit more means you can spend a little bit more. If you don’t spend a little bit more, the value of money goes

down. That’s how some people see it.Tony San NicolasGuam Community College

I would take the slight increase in pay with a little more work. I like the money, but I don’t like the additional work.Joseph CruzVerizon

Directions magazine welcomes re-sponses to our monthly Signposts topic. Not every submission can be printed, though all will qualify for the dinner contest. We reserve the right to edit sub-missions for length.

If you could add any amenity to your office, what would it be and why?

Contest rules:

1. Must be 18 years or older to participate.

2. You may e-mail [email protected], fax

(671) 635-7520 or mail (address on page 3) entries.

3. Your entries must be received no later than Friday, October

30, 2009. One entry per contest only.

5. You may photocopy this page for use in the contest.

6. Winners will be drawn at random from all eligible entries.

7. Prizes may not be surrendered for cash.

8. Entrants grant Directions and the Hilton Guam Resort &

Spa the right to use their name and response.

9. Winner must be hungry for some terrific food and service.

Double work, double pay vs. slight raise, small workload increase — which would you choose?


SPPC Supports Operation Christmas DropSouth Pacific Petroleum Corp. (SPPC) donates $250 to Operation Christmas Drop, which de-livers containers of charitable goods to remote islands and atolls. Pictured are Charles Schulz, president of Operation Christmas Drop, left, and Mark J. Sablan, SPPC business development manager. Photo courtesy of SPPC

ASC Hosts Museum ExhibitVarious women’s organizations gather at the Agana Shopping Cen-ter for the opening of Key Ingredients: America by Food — a Smith-sonian Institution traveling exhibition. Photo courtesy of Agana Shopping Center

TakeCare Supports Nursing ProgramTakeCare Insurance Co. Inc. presents a $150,000 donation to the University of Guam’s (UOG) nursing program on Sept. 22. Since 2001, TakeCare has donated more than $1.7 million to the nursing program. Pictured from left are Robert Underwood, president of UOG; Gus Sablan, TakeCare senior vice president of business development and market-ing; Jean Blaise, president of the Student Nurses Association of Guam; Maria Salomon, UOG director of nursing; Elise Ralph, UOG assistant vice president; Kathy Wood, UOG nursing faculty; and Dr. W. Chris Perez, vice chairman of the UOG Board of Regents. Photo courtesy of UOG

Guam Humanities Council Benefits from 5KSouth Pacific Petroleum Corp. (SPPC) donates $500 to the Guam Humanities Council’s (GHC) Second Annual Y Tinaotao 5K Run. Pic-tured from left are Joyce Q. Crisostomo, GHC vice chair; Kimberlee Kehling, GHC executive director; Mark J. Sablan, SPPC business de-velopment manager; and Cathy Flores, GHC public relations and programs coordinator. Photo courtesy of SPPC


Biz

Bit

s

BIZ BITSDepartment of Interior Gives Grant to GCCAnthony Babauta, assistant secretary for insular areas for the U.S. Department of the Interior, signed a technical assistance grant, providing $25,000 in support of the Guam Community College and Economic Development Forum scheduled for Nov. 12 and 13. Photo courtesy of the University of Guam The Port Authority of Guam has been awarded

$910,594 in federal American Reinvestment and Recovery Act funds through the Port Security Grant Program, according to a release from the port. The funds will be used to construct a new maritime and port security operations center and purchase furni-ture and office equipment needed for the facility as well as a back-up power system. Matson Navigation Co. announced on Sept. 30 that because of the recent decline in bunker fuel prices, it will decrease fuel surcharge by four per-centage points, from 28 to 24 percent for its Ha-waii service and from 29.5 to 25.5 percent for its Guam/Commonwealth of the Northern Mariana Islands and Micronesia service. The decrease was scheduled to take effect Oct. 4. On Sept. 19, Continental Airlines operated its first-ever third-country charter flight from Japan. The flight departed from Okayama Airport to Pa-lau. The return flight departed Palau to Okayama on Sept. 23. The operation of third-country charter flights provides new business opportunities for Continental and Palau, expanding on existing non-stop service to Guam, Yap and Manila. Hensel Phelps Construction was awarded a $53.7 million contract to construct a bachelor en-listed quarters for the U.S. Navy. A groundbreaking ceremony for the multi-story housing facility was held Sept. 22 at U.S. Naval Base Guam. The University of Guam’s Robert F. Kennedy Memorial Library received $401,000 in grant funding from the Institute of Museum and Library Services under a National Leadership Grant pro-gram. The project, “Information Literacy for Future Island Leaders,” will create a comprehensive system of graduate student support through new biblio-graphic instruction classes, research services, and digital resources.

Professors Receive Award for PaperAnita Borja-Enriquez, dean of the School of Business and Public Administration (SBPA) at the University of Guam (UOG), left, and Claret Ruane, a UOG SBPA economics professor, received the Allied Academies Distinguished Research Award for their research paper “The Making of the Pacific Tiger: Lessons from the Celtic Tiger.” Not pictured is co-author Vanessa Lee Williams, a law student at the University of San Francisco School of Law. Photo courtesy of the University of Guam


Are your new management hires and promotions getting into the most-read business publication in the region?It’s easy to do. Just send color photos (head and shoulders with plain, contrasting backgrounds preferred)

along with similar employee information you see here to:

DIRECTIONSP.O. Box 27290 Barrigada,Guam 96921

If you have questions, please call 635-7501 or e-mail: [email protected].

Note: digital photos should be at high or fine resolution and converted to a jpg (at maximum quality) before e-mailing.

Robert Camachoaccepts an appointment as chief of airport police for the Antonio B. Won Pat International Airport Authority. Prior to his appointment, Camacho was the acting director of Guam Customs and Quarantine Agency.

Janice Castroaccepts a promotion to the position of administrative executive coordinator at Glimpses of Guam. Castro has been with Glimpses for a total of 14 years.

Joveneil Eugenioaccepts a promotion to the position of quality assurance supervisor at Coca-Cola and Foremost. Eugenio has been with Coca-Cola and Foremost for 20 years.

Peter Gumataotaobecomes the first Guamanian U.S. Navy officer to attain the flag rank when he was promoted to the rank of rear admiral lower on Sept. 11.

Anthony Babautais confirmed as the assistant secretary of the Interior for Insular Areas. Babauta’s responsibilities include coordinating with other executive branch agencies on federal policy for Guam, the Northern Mariana Islands, the U.S. Virgin Islands, American Samoa, Federated States of Micronesia, the Marshall Islands and Palau.

Jackie Hansonjoins the Governor’s Office as a staff assistant in the Office of Communications. She spent the past three years as assistant editor and then editor for Directions magazine. She has a bachelor’s degree in journalism and mass communications from the University of Northern Colorado.

Troy Torresjoins the office of Sen. Eddie Baza Calvo as a legislative assistant. He is tasked with strengthening transparency and accountability by coordinating communications with the media and community. Prior to joining the senator’s office, Torres worked at the governor’s office as the deputy press secretary.

Catherine Blasjoins Guam Training as the client services manager. Prior to joining Guam Training, Blas worked for four years at Guam Homeland Security/Office of Civil Defense, most recently as a grants coordinator.


There is still apprehension in the air from many residents who have not yet decid-

ed if the impending military buildup holds all of the opportunity it promised when the agreement was made to relocate 8,000 Ma-rines to Guam in 2006. Yet members of the real estate industry remain optimistic and project trends appear advantageous for both investors and realty professionals. But while the industry experiences a high, will Guam residents experience a low? Directions spoke to a military expert, two re-alty professionals, a homeowner and a first-time home seeker to find out.

13

By Jac Perry

Real estate industry weighs risks and opportunities resulting from impending military buildup.

ShelterSeek



Will the Buildup Bring Benefits?Nick Captain, president of the Captain Real Estate Group, who has 20 years of experience in real estate, said he believes the Guam real estate market is on a long-term growth trend. “The military buildup is the single most important factor with respect to the real estate market on Guam. The first wave of buildup anticipation led to the substantial market run-up through 2007, and the market is currently catching its breath.” Glenn Biscoe, Realtor for Landmark Realty Group and Services, mostly agrees with Captain. “The buildup will allow Guam to ex-perience economic growth at a rate that will be close to what we experienced in the late 1980s and early 1990s. With many coun-tries experiencing economic downturns, Guam’s real estate mar-ket would have felt similar declines [if it weren’t for] the military buildup,” Biscoe said. As far as investor interest goes, Anthony C. Blaz, administrator of the Guam Economic Development Authority (GEDA) and chairman

of the Economic Development Subcommittee, said many off-island companies are certainly looking into doing business in Guam. “However,” Blaz said, “many of these companies are taking a wait-and-see approach as plans for the relocation and buildup have not been finalized.” Blaz said concerns raised by the U.S. Con-gress, on-going efforts on the Quadrennial Defense Review, and the recent Japanese elections have also created some hesitancy with potential investors. “As these efforts conclude or stabilize, Guam would expect heightened investment,” Blaz said. Almost weekly, local media organizations report on the un-fi-nalized plans for the relocation. These reports have caused anxiety and even a lack of confidence in the expected buildup. Most of Guam’s current investors are from the U.S. mainland, Hawaii and many Asian countries, according to Biscoe. “As the mili-tary buildup continues, it’s certain we’ll see investors from coun-tries worldwide,” he said. What are the current investors looking for? “Investors in Guam’s real estate market today are targeting commercial properties. They are looking for larger tracts of raw land, they ask for warehouse space that offers 4,000 square feet or more and apartment build-ings that feature at least 20 units. Those are just a few examples of commercial properties that are currently sought after by inves-tors,” Biscoe added. He also said that these investors are purchasing now in order to keep themselves well-protected from demand-driven inflation. “Guam is one of the few places across the world that offers a great economic upside for investors,” he said. Evidently, off-island investors are looking to gain considerably from leasing and renting out property and spaces. But if local real estate revenue isn’t funneled back into Guam’s economy, how can locals who are not realty professionals observe the buildup as ben-eficial to all residents?

“The military buildup is the single most important factor with respect to the real estate market on Guam.”

— Nick Captain, president of the Captain Real Estate Group


Are Local First-Time Buyers Likely to Suffer?In addition to house-hunters associated with the military, the local population will be creating demand as well, Blaz said. “Unfortunately, arriving civilian personnel will be looking for the same affordable housing the local families will vie for as these civilians will not have the housing allowance typically provided to military personnel. The de-mand for affordable housing is already greater than the supply, and this situation will probably worsen. Multiple families currently live under one roof, and we can expect this to continue,” Blaz said. Nichol Tanaka Napoleon, a first-time home seeker, said the economy and the buildup provided the extra push she needed to start aggressively searching for a house. She is concerned about the likelihood of her family owning a home in the near future in Guam. “There is definitely a sense of urgency to take advantage of the interest rates and purchase our home before the impending military buildup when the prices are pre-dicted to surge enormously,” Napoleon said. “I think that the military buildup is a double-edged sword in terms of real estate for Guam. It will bring positive outcomes for those who are fortunate enough to already be homeowners, but it will make it extremely difficult for working-class families, like mine, who have not yet purchased their own home,” Napoleon added. Nadia Wood, who sold her condo and purchased a home in 2008, started paying at-tention to housing prices after a friend of hers bought a home. “I was concerned that prices would increase a lot, and I wanted to get my foot in the door,” Wood explained. “When you own a home, you are making an investment. When I pay my mortgage each month, I feel like I am putting money into my savings account instead of paying a bill,” Wood said. On Oct. 2 and 3, the Captain Real Estate Group of Companies presented the Fifth Micro-nesia Real Estate Investment Conference. The event’s theme was “Building Momentum.” “The conference is an idea forum for real estate enthusiasts and others in affiliated businesses,” Captain said. “The conference brings together top-level on- and off-island market participants to discuss issues that are critical to the future of regional real estate markets,” Captain said.


“A good conference provides an oppor-tunity for delegates to learn, to think and to network. Our conference was designed to maximize these benefits. The take-home value of our conference is substantial, and I believe that delegates will leave with new ideas on both the opportunity and risk sides of the Micronesian real estate investment decision-making process,” he added. The conference featured expert speak-ers including Douglas J. Katz, vice admiral, U.S. Navy (Ret.). Katz said, “Increased trans-actions and price appreciation should be anticipated, it’s just not going to happen overnight,” Katz explained. “Guam’s economic growth over the next five years is difficult to predict,” Katz said. “There should be a surge in jobs and household income as well as increased lo-cal government revenues once the [U.S. Ma-rines and support staff] really start arriving. I would think that, as a result, new devel-opments would offer a wide range of new housing products that should be favorable to first-time home buyers,” Katz said. Real estate markets are usually cycli-cal, and change occurs slowly over time. So I don’t see any immediate impact. This entire buildup/relocation of the Ma-rines is going to take awhile. Once that’s over, and it’s way out there, I … imagine

16


“The buildup will allow Guam to experience economic growth at a rate that will be close to what we experienced in the late 1980s and early 1990s. With many countries experiencing economic downturns, Guam’s real estate market would have felt similar declines [if it weren’t for] the military buildup.”

— Glenn Biscoe, Realtor for Landmark Realty Group and Services

Guam’s real estate market [will] remain on a long-term growth trend,” Katz added. The vice admiral’s projections sound promising for the long-term, but in the present and near future, he is not so confident in the luck for first-time buyers. “It is tough to tell at this point. If people do buy homes in Guam, there will probably have to be some kind of government assistance to make it possible for low-income households to afford to purchase a home.” Local residents see the prices slipping further out of their grasp and are voicing discontent with the lack of consideration given to local buyers. “Something that is disconcerting is that al-though I have a degree from the University of Guam, continue to practice as a professional on Guam and wish to purchase a home on Guam, I face difficulties,” Napoleon said. “Yet, an enlisted man serving in the Navy is given $2,000 per month in rental allotment, and he only has to work until his service time is complete, and then he will leave. And it will remain to be seen whether or not he

appreciated what so many of us only wish we could experience — a decrease in monthly costs.” Napoleon said her family is average — with good jobs and the dream of owning a home, yet financing one is a major setback. “While the housing market in the states is dire, the real estate mar-ket on Guam is soaring, leaving most families unable to ever real-ize the dream of owning their own home,” Napoleon said. Some Realtors agree with both Katz and Napoleon. Biscoe said first-time homebuyers will experience a disadvantage due to a shortage of quality homes. “During the midst of the buildup, the cost of construction will increase due to a shortage of labor and increase in material costs. The economies-of-scale will prompt in-vestors to build and cater to those who have more purchasing ability than the average first-time home buyer. Therefore, the aver-age first-time home buyer will experience a shortage of homes priced within their buying capability and competition as more buyers enter the market,” Biscoe said.


So for those who can afford to buy or fi-nance a home, the time to buy is now. “Whether seeking a commercial or resi-dential property, I would advise buyers and investors to purchase now. The break in the market is today. The real estate mar-ket has not yet seen the dramatic spike in price, which will inevitably occur due to the military buildup,” Biscoe added. Captain agreed calling the current mar-ket the calm before the storm. “The best time to buy is when there is limited com-petition from other buyers. That time is now, but it won’t last long.”

Optimism in the Future“Overall, from what I understand, Guam’s real estate market is fundamentally strong, and with the buildup/relocation, I can’t help but see a bright future in the years ahead,” Katz said. “We see an increasing inventory of new product that reflects increas-ing price gaps between seller and buyer expectations. Over time, we expect mar-ket conditions to improve, and these proj-ects will eventually sell out, but perhaps at lower prices and longer absorption periods,” Captain said. Captain remains optimistic. “Market re-covery is out there, but the financial market


collapse and the regional impacts will slow the recovery process. To some extent, the market is at the mercy of the military, and recovery will track military buildup spend-ing, particularly that portion of spending that stays in the local economy,” he added. “We are in a period of adjustment. De-mand has fallen significantly while new product continues to be added to the inventory. Development is timely, and few anticipated such a dramatic slowdown between the cyclical peaks expected in conjunction with the buildup. Growing unsold product has negatively impacted some developers, and buyers remain cau-tious,” Captain explained. Captain explained the importance of changes in the lending sector in the com-

ing future. “We see changes in the lending sector as being the most significant non-military related events impacting the local real estate market. Tightening of compli-ance issues, emphasis on reducing expo-sure and other types of risk as well as in-creasing bank insurance costs will impact the way lenders do business,” Captain said. “Fortunately, we have excellent banks and credit unions on Guam that understand the local market and have been somewhat insulated from the credit market meltdown on Wall Street,” he added. Blaz said, “All indications are that the real estate industry will experience a boom period — not just in real estate sales, but also real estate development. As we move beyond construction, we hope that many of

our local service-oriented companies, such as those involved in information technol-ogy, equipment repair, facility maintenance and others will begin to expand. We believe there will be significant post-construction demand for services like this, and as these companies expand, commensurate increase in demand for real estate will occur.” Opinions may vary from supportive to contrary; however, Guam residents contin-ue to anticipate the buildup hopeful that the relocation will be mutually beneficial for the planners of the transfer and the people of Guam. While local residents wish to take ad-vantage of every opportunity to advance Guam, at the same time they do not wish to jeopardize their future living here.

“There is definitely a sense of urgency to take advantage of the interest rates and purchase our home before the impending military

buildup when the prices are predicted to surge enormously.”

— Nichol Tanaka Napoleon, a first time home seeker

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As more and more baby boomers near retiring age, more and more Generation X and Y employees are entering the workplace to fill the void. The work-place has become a multi-generational one — each generation with its own perspectives, values and attitudes. The workplace is no longer filled with baby boomers, who many consider to be worka-holics and who “live to work.” It is now being filled with Generation X employees who “work to live” and Generation Y employees who see work as a means to an end.

Generational leadership style Jackie Arriola Marati, senior vice president and marketing administrator for Bank of Guam, said the recent influx of younger workers is similar to when her generation, the baby boomers, was en-tering the workplace. “The [attitudes] between now and 30 years ago are very similar,” Marati said. “When we boomers were entering the workforce, we were demanding and vocal, and our expecta-tions were idealistically high. Our sheer numbers demanded that we be heard. I don’t think that high expectations of young adults entering the work-force are that much different. However, I do think that the recent economic challenges worldwide are forcing expectations to be tempered. Loyalty may be a direct outcome of that.” Marati oversees 18 employees at Bank of Guam. Bank of Guam has a total of 425 employees of which 75 percent are 30 years old or younger. With such a diverse workplace, she said it’s im-portant for each leader to develop his or her own style. Marati said she is a non-traditional banker with a high-energy leadership style. She delegates and is accessible — a style which is not reflec-tive of baby boomers.

21

By Bryan C. Sualog

!"#$


More Generation X and Y employees

fill the workplace.

“I think that experience, mistakes and education have all combined to add to this style. Young adults in the workplace have similar expectations now or 30 years ago. They want re-sponsibility quickly, and they are prepared to do what it takes to earn responsibility and promotions,” she said. “All leaders learn to identify ‘high potential’ employees to keep a pipeline of manag-ers prepared to assume greater responsibility within the organi-zation. Our challenge is to engender loyalty to the organization to develop this cadre over time. ... As leaders and managers, we need to identify those individual strengths and enhance them while working on the weaknesses through coaching, guidance and training.”

While age may influence one’s leader-ship style, Ricky Delgado, IT&E chief execu-tive officer, said leaders need to adapt to the changing times. Gone are the days when the boss tells an employee to do something, and they do it — no questions asked. Although his father’s management style has adapted with the times, the 37-year-old Generation X executive said his father was “more hands-on and would get involved in the details. It was a different time and a different kind of business he was running. I think my management style is more setting direction, hiring the right people, creating an environment for these people to flourish in, and evaluating people coming up with a corporate strategy.” Because Generation Y employees have yet to establish themselves in manage-rial positions, their leadership style has yet

to be determined. But Phil Hagen, sales and marketing manager for Hagens Inc., said that working with his family, he has seen an evolution of management styles from baby boomers through generations X and Y. Hagens Inc. does business as Pacific Pest Control, Pacific So-lar and Photovoltaics, and Pacific Air Duct cleaning. Hagen, 26, said his parents are very approachable as manag-ers but are still very formal. His brothers’ leadership style is more casual and Hagen’s leadership style more casual still. Hagen said he tries to be as accessible as possible to his em-ployees and gives them a lot of freedom. “I think it’s good for them to make their own mistakes and learn from it. I give them the freedom to do that, but if their mistake will cost the com-pany money, then I’ll step in. ... Some of the best lessons I’ve learned, I’ve learned from having an employer let me fail. When you fail, you learn a lot about yourself. You learn to pick yourself up and shake it off. It allows you to reflect on what could have been done better.” As accessible and casual as Hagen tries to be with his employ-ees, he said it is still important to be assertive and a disciplinarian when the situation calls for it. The ages of Hagens in employees range from early 20s to mid 30s. He said it is sometimes awkward to manage employees who are older than he is “because I always grew up respecting those who were older than me. It would be easier to manage someone my age because of the similarities.” Hagen is able to manage the older employees because he has gained their respect. With his parents owning the company, Hagen could have started out in a managerial position. “I told my parents that I wanted to start from the bottom and work my way up. I started when I was in high school helping out wherever it was needed.” Even now, he still goes out into the field and helps his employees spray pesticide or clean out air ducts.

FrictionWith different generations working in the same office, there is bound to be friction. Naturally there will be friction, Delgado said, but it doesn’t necessarily have to deal with age or generation. “I think it’s about personality. If people don’t get along, then I make it known to them that we need to be a team and that non-team players aren’t going to last long.” Friction doesn’t only occur with the employees. Like many other families, the Hagens have the occasional disagreement

“All leaders learn to identify ‘high potential’ employees to keep a pipeline of managers prepared to assume greater responsibility within the or-ganization. Our challenge is to engender loyalty to the organization to develop this cadre over time.”

— Jackie Arriola Marati, senior vice president and marketing administrator for Bank of Guam


within their family. “There always will be [disagreements] because my dad has been working on Guam since the ‘60s, so he has a very old-school style.” Hagen said the old-er generation is more serious and not as vocal in contrast to him and his brothers. When there is a difference among them, Hagen said they work it out through compromise. Other times, he said, “Our parents just have to trust in the decisions we make. They gave us the opportunity, and they should let us run with it. Some-times you have to let them know that, ‘Hey, we’re down there every day talking to those guys.’ They may not see those things because they’re in the office.”

AdaptingDelgado said management style is of-ten dictated by the circumstances. What works in one industry might not necessar-ily work in another, and leaders need to learn how to adapt. “It should change de-pending on the organization you’re work-ing in. Now that [IT&E] has grown signifi-cantly, getting involved in extremely small engineering details may not be the best use of my time when there are more stra-tegic issues, personnel issues and govern-

mental issues to be involved with.” IT&E has about 280 employees with an average age of about 40, he said. No matter which generation you be-long to, Delgado said listening to people who work with you is always important and to keep an open mind and be fair. “Running a company requires you to be a leader, a psychiatrist, a cheerleader, a

friend and a disciplinarian. It’s complex and different times call for different skills. It is sometimes difficult to get the troops rallying in the same direction, but nothing good is easy.”

“I think my management style is more setting di-rection, hiring the right

people, creating an envi-ronment for these people to flourish in, and evaluat-ing people coming up with

a corporate strategy.”

— Ricky Delgado, IT&E chief executive officer

Baby BoomersBaby Boomers grew up during the Vietnam War, the civil rights movement and the time of ‘flower power’ during the 60s. Baby Boomers are hard-working and committed, staying at the same job for a long period of time. They tend to work lon-ger hours and put a high value on respect.

Generation XAlso known as the MTV generation. Generation X were latchkey kids left home alone while both parents were working. They are independent, resourceful and take an adaptable approach to work. Although career-oriented, Generation X also seeks a balance between work and their personal life — putting a strong emphasis on family.

Generation YTechnologically savvy. Generation Y is just as like-ly to communicate via e-mail or instant messages than in person or over the phone. Generation Y are excellent multi-taskers who seek instant grati-fication. Unlike the baby boomers who remain at the same job for extended periods of time, gen-eration Y will go from job to job. Like Generation X, Generation Y seeks a balance between work and their personal life.

*As this group has not spent much time in the workforce, this characteristic has yet to be determinedSource: Fairleigh Dickinson University Magazine Online


2424

Lead!r"#$% T$&sHere are some tips from international business consultant and author Gregory P. Smith on how to increase productivity and retention in the workplace.

Be approachable: Direct access to decision-makers is very important to the younger workforce. Take time to speak with an employee’s spouse or family when you meet them and let them know you appreciate the employee. Remember, Generation X employees look for more than just fair pay; they need and want personal acknowledgment and job satisfaction.

Take time to be personal: Thank an employee for doing a good job (in person, in writing, or both). Listen to what employees have to say, both in a one-on-one situation and in a group meet-ing. Let the employee know what happened to the idea or sug-gestion he or she submitted.

Encourage employee growth: Provide feedback on their performance. Be specific; mention a particular situation or activ-ity. Make sure the employee understands company expectations. Involve the employee in the decision-making process whenever possible. Give an employee room to do the job without unneces-sary micro-management. Pay for employees to attend workshops and seminars; offer on-site classes where employees can learn new skills or improve upon old ones. Most jobs contain a cer-tain amount of routine, day-to-day work, so offer employees a

chance to work on something in which they have a special interest, something that will challenge them.

Give performance-based pro-motions and rewards: Tradi-tional organizations lose valuable younger employees because of their longevity based recognition and promotion systems. Recog-nize an employee who has done an outstanding job by giving an unexpected reward, such as a day off or a free dinner for the employee and his fam-ily at a nice restaurant. Manage people individually, and promote outstanding individuals even if it is ahead of older or more se-nior employees. The employee who deserves a promotion and does not get it will start looking elsewhere for a better opportu-nity to move upward.

Help employees see the big picture: Employees need to experience a sense of ownership. Encourage this by providing them with information about new products, advertising cam-paigns, strategies for competing, etc. Let each employee see how he or she fits into the plan. Help employees see how meeting their goals contributes to meeting the organization’s goals.

Build morale: Have an open work environment; encourage initiative and welcome new ideas. This generation enjoys having fun at work. Don’t be afraid to try something new every now and then.


You Can A!end The World’s Premiere

Leadership Event

Use this giant screen presentation as a premium teambuilding opportunity, scoop up a bounty of ideas and fresh perspectives — recharge your batteries and get inspired!

This is our 12th year in presentingGuam’s leadership teleconference.

Call 635-7501 or visit http://guamtraining.com to see speaker information or to download our brochure with registration form.

The 2009 Maximum Impact Simulcastis brought to you by the employees of:

MAXIMUM IMPACT SIMULCASTNOVEMBER 19, 2009 • HYATT REGENCY BALLROOM

This is the event that gets your team thinking about better ways to communicate, improved workplace relationships, and helping your organization meet — and exceed — goals.

The Maximum Impact Simulcast helps leaders expand their influence, unleash potential within others, and provide much needed inspiration to your team. It’s also a powerful event for teaching important lessons to your future leaders.

This is the world’s foremost leadership event, with tens of thousands of people joining Guam in a full day of non-stop ideas and enlightenment.

KEVIN CARROLL LINDA KAPLAN THALER AL WEISS

JOHN C. MAXWELL TONY BLAIR JACK NICKLAUS

BILL GEORGE LIZ MURRAY MARK SANBORN ERNIE JOHNSON

produced by:

YtÅ|ÄçConnection

Y ew things are as American in concept as the family business. Though the phenomenon ex-ists wherever there are families and the need to survive, America’s history is full of trium-

phant and tragic stories of companies and businesses made up of family members and a common drive to succeed. In Guam especially, the family institution is an important one. A culture that has thrived in such hard times and close proximity to others, it only seems natural that the distinc-tion between livelihood and family would be further blurred. Guam stands almost as an anomaly in a world that seems to increasingly remove the warmth and closeness associated with family in favor of cold, calculated business decisions. But surely the things it takes to be a successful family aren’t necessarily the same as what it takes to have a success-ful business. For many of us, we prefer the anonymity and personal freedom of working apart from those we celebrate the weekends with. Directions spoke with three families who have made it work and asked them what makes mixing business and fam-ily so special.

By William B. Martin Jr.

Three families show how mixing family and business can work for the better.

YtÅ|ÄçConnection


A fairly well-known name in the construction and real es-tate management businesses, SEIGuam, formerly known as Slotnick Enterprises, has been on the scene for many

decades, in one form or another. The newest addition to the SEIGuam family, Construction Re-sources, offers a comprehensive database for active contractors to locate, bid on and manage development projects, among many other services.

Clockwise from top left: Connie Slotnick with her husband, Leo, co-founder of Slotnick Enterprises. Bottom left: Slotnick with her nephew Jay Rojas.


Connie and Leonard SlotnickFounders of Slotnick Enterprises,

now SEIGuam

Kitty and Jimmy FerranteOwners of Kitty’s Hair Salon

Jay RojasExecutive Vice President

SEIGuam

The Slotnick Family

But the company was not always in the area of expertise it is now. Connie Slotnick, widow to the late Leonard Slotnick and co-founder of Slotnick Enterprises, said the family business began as Coral’s Dress Shop in 1950 on today’s Marine Corps Drive. She said her husband, a native of Boston and accountant by trade, retired from Pacific Island Engineers, the company that originally brought him to Guam. The storefront was subsequent-ly purchased as a place in which to open shop. “We never planned on all of this,” she said. “I didn’t know I would be in fashion. It just kind of started.” What began as a love of sewing and going on buying trips to New York and California to obtain articles in the latest fash-ion of the day, Slotnick said, slowly blossomed into a store that succeeded beyond her expectations until 1984. She added that looking back, it wasn’t always easy. “In the beginning, we struggled,” she said. “There was no money. But you have to be aggressive; you have to start small and get in there.” Slotnick’s sister, Kitty, and her husband, Jimmy Ferrante — entrepreneurs in their own right — opened Kitty’s Hair Salon down the street creating a situation in which women purchas-ing new dresses could also immediately get their hair done, ac-cording to Jay Rojas, great-nephew to the Slotnicks. Ferrante also operated various dining establishments and was involved in liquor distribution in the region as well, Rojas said. Later ventures for the family included hotel investments, a string of movie theatres, including Hafa Adai Cinema in Tamun-ing and the Agana and Dededo theatres. The Cinema — currently unoccupied — can still be seen today adjacent to what is now the Hafa Adai Exchange. It was at this time that SEIGuam, comprised mainly of prop-erty and real estate management endeavors, was formed. The en-terprise consolidated much of the family’s assets in one place as the original founders began getting older and experiencing health problems. Much like the dress shop, Slotnick said the idea of a business spanning several generations was never planned. Without children of her own, she said making sure she and Leo pitched in to raise and educate their extended family members was paramount. Such efforts paid off in spades when the time came to entrust certain operations to family members, affording certain oppor-tunities in order to carry on operations. According to Slotnick, the opening of Construction Resources, a reinvestment of family assets, came from an idea by Rojas, who is and now executive vice president for Construction Resources.

“It can be very diffi-cult to be able to sep-arate the business’s operations from the family structure.”

— Jay Rojas, executive vice president, Construction Resources


“He came to me,” she said. “That was his idea. I still come to work every day — I still have things to say — but I know [the business] is in good hands.” Rojas said he always planned to forge his own business expe-rience — and did so quite successfully — finding himself work-ing in Manhattan, always a dream of his. But with the passing of his great uncle and an unsure direction for SEIGuam, he said he put little thought into his decision to come home and assist with the family in business. “Auntie Connie, who was 86 at the time, asked if I would come home and help her out,” he said. “There was no discussion. In two weeks, I quit my job, packed up my apartment and got on that plane. That was four years ago. And I will never regret it.” Rojas said working in a family business is not always a piece of cake for later generations. “It can be very difficult to separate the business operations from the family structure,” he said. “In a regular employment situ-ation, you can always leave your office and your work behind. In a family business, you can leave your office, but then 10 minutes later you will see those same family members at home.” Paradoxically, however, it is this closeness that Rojas said guides him in difficult business decisions. He said he has learned from his family’s strong work ethic to “aim high but be prepared for defeat,” and if defeated, to try again with the new learned experience.

Today, M80 Office Systems is synonymous with creating an ideal office environment. But unbeknownst to some, the office design company was created in 1994 from humble

beginnings in company president Mike Ady’s daughter’s bedroom. Ady said, at the time, it was the only computer in the house. Still working for another company, Ady said much of the initial work — comprised mainly of government contracts due to the lack of a need for down payments or additional paperwork — had to be done in his off-time, after hours. It was in those days that his understanding family really saved the day, he said. Ady said the beginnings of his company were funded in mostly a hand-to-mouth fashion, acquiring capital to ship items on island from manufacturer commission payments, which he referred to as OPM — other people’s money. “As things progressed we were able to move the business out of the house and into an actual office in Barrigada,” Ady recalled. “We only had one used 100 MHZ IBM computer to use.” Ady now employs much of his immediate family, including his wife and company vice president, Jovi; his son, Robert; and his daughter, Robin. The self-made entrepreneur said he wouldn’t have a business any other way than the one that he owns, including his nearest and dearest.


A collection of family and business photos with the Ady family

The Ady Family

The Ady FamilyM80 Office Systems

Mikepresident

Jovi, Mike’s wifevice president

Robert and Robin, children employees

“It would be very hard for me to go back to having a boss again,” he said. “Right now I only have two — my wife and the Lord.” A familial vibe permeates the environment at M80’s Mangilao office and showroom. Casual dress, friendly demeanors and even a small corner equipped with small chairs and tables for employ-ees’ children to hang out and play in an M80 soapbox car. According to Ady, this feeling is far from an accident. His close-knit and perhaps unconventional approach to employee manage-ment — you won’t find a time clock at M80 — is what he believes is the only way to run a small business. “I have employees who have been with me since we started,” he said. “I have watched and helped them grow, get married, have children and buy houses. They are my family!” He added that he feels indebted to his employees’ “incredible loyalty.” Ady said he directly owes much of his success and the feeling of satisfaction from creating something all his own to his family, a group of people he said understand him when he’s “grumpy and tired.” Though he acknowledges family members can get angry at one an-other from time to time, he considers it all water under the bridge. “I have three wonderful kids, and they have all stuck by me dur-ing my hard times,” he said. “Don’t ever underestimate the power of a family unit, they may be mad at you, but they will be there for you. [That is] something you can’t get working for someone else.” Ady attributes the strength he gets to keep a business going through hard times — personal and company related — to this strong “core” family unit. Though he exhibits little interest in taking the company reigns once it’s time for Mike to retire, son Robert said he appreciates his father’s work ethic and refers to him as a compassionate and giv-ing man, one of the things he most notices in the way he runs the business. He said his father’s success has also allowed him to test a

few of his own business ideas, one in particular concerning selling achote-dyed shirts and accessories at Chamorro Village. Ady recounts his father’s habit of creatively using the family business to instill in him a drive to succeed in school as well, main-ly considering the use of manual labor. “I did my first stint at M80 the summer after I graduated. [M80] had a sizeable job up at Andersen [Air Force Base] and [my dad] asked if a friend and I would be interested in making some money,” he said. “It was just about the most tedious thing one could imag-ine. We were in a bleak room with fluorescent lighting and no windows. It was the same thing all day — make lockers and take out the trash.” The elder Ady laughed when asked about the story saying that it was all a ruse to keep his son chasing a degree. “I like to do this to young kids — let them know what labor is all about,” he chuckled. “It has a tendency to motivate them to stay in school and get a degree,” to which Robert replied, “Amen.”

“It would be very hard for me to go back to having a boss again, Right now I only have two — my wife and the Lord.”

— Mike Ady, presidentM80 Office Systems


A visit to Medler’z Automotive Service and Machining in An-igua would answer anyone’s question as to what a family business feels like. With comfortable couches and a warm

and refreshing not-so-attentive approach to orderliness, it almost feels like the combined living room of the three Medler brothers. And in many ways, it is. Employed locally doing shop work for Atkins Kroll Toyota in 2005, the brothers Medler — Tom, Vince and Ryan — knew that to-gether they had the skills to start their own business. When it came time to open, Vince — the middle of the three — said all it took was a little financial wriggling on his behalf. His youngest brother, Ryan, referred to it instead as a “leap.” And, of course, next came perhaps the best moment of starting one’s own business: getting rid of the day job. “This was something we always wanted to do,” Vince said. “Instea


Tom, Vince and Ryan Medler of Medler’z Automotive Service

The Medler Family

Brothers

Tom, Vince and RyanCo-Owners

Medler’z Automotive Service

The Medler Family


of working for other people, we wanted to be our own bosses.” According to Ryan, the boys learned their do-it-yourself style from their father, who worked in heating, air conditioning and ven-tilation with the military as a civilian. Growing up, he said anytime an automobile needed fixing and there wasn’t the money for it, they learned to open the hood and get their hands dirty. He said Medler’z was merely a natural progres-sion of the things they learned together over the years. Not born entirely of necessity, however, the business came about, too, because the boys shared a love of drag racing. It is these shared interests and life experiences that Ryan said keep things running. If they didn’t have so much in common, he said he wonders if it would have all worked out. He said he appreciates the brothers’ ability to stick to their cer-tain specific skills, forming a cohesive single unit for business. He said Tom and Vince have focused on obtaining various automotive repair certifications and typically stay in the shop, while he often finds himself up front working in the customer service aspect of the business. But the main benefit of mixing family and business has little to do with business at all, but rather with the support that only broth-ers can offer one another, Vince said. “When it comes time for the stuff to hit the fan,” he said, “it all boils down to your family.” He added that it is an important ingredient to Medler’z’ success that isn’t often found in the business world. He said that it is by default that the feeling extends to employ-ees of the shop as well, forming a tight bond, a brother/sisterhood, among the support staff. “There aren’t a lot of us, so we’re really close,” he said. Ryan said going into business with his brothers has also afford-ed him many life lessons he may have never learned had he merely continued working for others. Self-described as the employee who would incessantly ask for paychecks when payday came, he said these days he isn’t so quick to hold his palm out. “When I realized what people go through to get those paychecks to their employees,” he said, “I wasn’t talking so loud anymore.” Ryan added that a major impetus for keeping a business in the family is future generations. Though Tom, the eldest, is the only one with children, Ryan hopes things will be up and running for many Medler children as the years pass on. It could also prove to be a sound business decision to pass the torch on to up and coming Medlers, especially in the world of automotive maintenance and repair. “After being in business for awhile,” he said, “you begin to realize that people will tend to learn skills while working for you and then leave. That’s just how it works. Why not just teach those same skills to family members who will be around?”

“When it comes time for the stuff to hit the fan, it all boils down to your family.”

— Vince Medler, Medler’z Automotive Service and Machining


An assortment of local favorites are available at Outriggers Palm Caf! to please all palates.


Of all the years I’ve been compiling these

Food Guy Top Picks, this year will go

down as one of the most challenging for the is-

land’s restaurants. This is due to the continuation

of the global economic crisis that began in the

fourth quarter of 2008, along with a severe fall-

off in tourism arrivals precipitated by the H1N1

flu pandemic.

While many establishments from last year’s

Top Picks have returned in this year’s line-up,

some notable restaurants closed their doors for

good, much to the dismay of their loyal clientele.

Among these were Andaman Thai, Firefly Bistro

and Le Tasi Bistro, though it should be noted that

Le Tasi Bistro has re-emerged as a wholesale pas-

try shop and bakery and that some of the menu

items from Firefly are available at Cup & Saucer.

Even so, these three were among my favorite

places to dine, and they will be missed.

Another place that will be missed is Stanlee’s

Deli & Walkabout Pub, whose owner/founder,

Edward Stanlee Miller, recently passed away.

We have also seen an interesting phenome-

non, called the “open and fizzle effect.” This hap-

pens when a restaurant starts out with a lot of

hype and promotion, with the expectation that

customers will flock to its tables, only to find out

that their numbers went the opposite direction.

This happened with Ehwa Korean & Japanese

Restaurant, Flamboyan at the Aurora, and Café

Havana. The most glaring victim of the “open

and fizzle effect” was The King & I Thai Cuisine

in Tumon, which actually never had a chance of

success for a list of reasons, but mainly due to

the inability to meet overhead costs. To be fair,

Café Havana is doing its best to make a go of

things. However, it’s curtains for Ehwa and Flam-

boyan. It is too early to determine whether the

Sea Grill Guam will be on the “open and fizzle”

list, as it exemplifies a very bold and risky strat-

egy of re-branding itself away from its well-estab-

lished Sam Choy’s brand.

Fortunately, all is not doom and gloom for

our restaurant scene, especially those that made

this year’s Top Picks list. There are some new

and exciting additions, such as Chili’s, which has

just opened its second (albeit smaller) location

in the Micronesia Mall, Sugar + Spice, which has

brought a Bay Area-esque flair to Sunday morn-

ing breakfasts, Shioti Eurasian for inspired family

food creations and last, but not least, Chef Peter

— also known as the Outdoor Chef — Duenas’

showpiece establishment, Meskla Chamoru Fu-

sion Bistro, where traditional local dishes get a

culinary upgrade to fine dining.

It’s never easy whittling down a longer list to

just 25, yet that’s what had to be done for this ar-

ticle. There are at least 10 others that are as deserv-

ing, so my apologies for any perceived slight. As in

our previous listings, the restaurants are organized

alphabetically and not by competitive ranking.

Top 25G u a m F o o d G u y ’ s

Ken Stewart, best known as the “Guam Food Guy,” names his top restaurant picks for 2009.


Al Dente RistoranteHyatt Regency Guam Tumon647-1234Al Dente has maintained its position at the top of Guam’s Italian eateries with its extensive and unrivaled antipasto lunch buffet. An ever-changing bounty of savory dishes includes salads, cured meats, im-ported cheeses, soups, pizzas, marinated vegetables, sautéed meats and seafood. Diners also have the option of ordering a main dish from a choice of four selections and dessert. Al Dente’s dinner menu of-fers a tour of regional Italian cuisine, with Chef Jo and her team interjecting special creations like Calzones, morels, and wild game. An impressive wine list with sug-gested pairings, impeccable customer care, and an alluring ambiance with spectacular garden and ocean views make Al Dente a preferred choice for business and personal celebrations.

BistroPacific Islands ClubTumon646-9171Bistro is the right answer for those looking for romantic dining or the business power

lunch or dinner. Imaginative preparations by Bistro’s award-winning team make lunch and dinner at Bistro a culinary adventure. Pan-roasted Sea Bream with citrus buerre blanc, cilantro oil, and saffron risotto joins an impressive menu line-up that includes the Ultimate Cowboy Ribeye Steak and Bay Shrimp-surimi Crab Crusted Salmon. Three daily lunch specials change every week offering affordable meals delivered by ca-pable, personable servers. Sunday Brunch

highlights Bistro’s culinary prowess with a lavish buffet that indulges all your cravings. First-class dining in a room with a view—what more could one ask?

CapriciossaAgana Shopping Center 472-1009Pacific Place 647-3746Royal Orchid Hotel 646-9653Capriciossa is renowned for its family-style portions that offer both value and volume

Paci!c Islands Club Bistro"s Champagne Sunday Brunch Seafood Paella


to grateful island diners, who continue to rank this Italian eatery as their favorite. Its all-day dining affords access to patrons who opt for late lunches or wish to avoid the jam-packed lunch and dinner lines. My fa-vorites are the Smoked Salmon Salad, Spicy Whole Grilled Chicken with Rosemary, and the Pepperoncini, which comes with Ital-ian sausage. Another excellent selection is the Shrimp and Spinach Gratin with Riga-toni in Cream Sauce. Capricciosa’s fun and festive atmosphere makes it a top choice for parties and celebrations.

Chili’s Grill and BarGuam Premier OutletsTamuning648-7377

Micronesia Mall637-7372Chili’s has hit Guam in a big way, with its Big Mouth Burger you can’t put down, the best Buf-falo Wings on island (in my humble opin-ion), meaty, grilled Baby Back Ribs, savory sizzling Fajitas, spicy quesadillas, and more—much more! Chili’s has an upbeat and exciting energy that draws people who want great food at affordable prices in a fun environment. The signature Presi-dente Margarita is a unique, hand-shaken margarita made with Sauza Conmemo-rativo tequila. It is certainly a beverage experience you’ll remember! The Mol-ten Chocolate Cake has a rich chocolate fudge filling and is topped with vanilla ice cream layered by a crunchy choco-late shell. A second, scaled-down version of the Tamuning flagship has opened at the Micronesia Mall. It still delivers those great burgers and margaritas, with popu-lar appetizers to accompany a variety of beers and other beverages.

Colors Restaurant RedAcanta MallTumon647-2577Chef Eddie Chien’s simmering creativity continues to conjure up exciting new culi-nary taste adventures at Colors Restaurant Red. Feasting Fridays at Red entices you with succulent, slow-smoked barbecue fa-vorites including beef brisket, baby back ribs, and pork roast, which come with the requisite sides of slow-baked beans, po-tato salad, corn-on-the-cob and cole slaw. Prepare yourself for these family-style portions served on a sharing platter. Red’s dinner menu features a corral of signature steaks of varying cuts and sizes, including

Delmonico, Blue Cheese, Red, Bernaise, Au Poivre, Moroccan, Mongolian, Maitre D’, and Cajun. The Dijonaise Rack of Lamb is Charbroiled with a Dijon Zinfandel Re-duction. Salmon Fettuccine and Seafood Linguine join a Misoyaki Marinated Fresh Chilean Sea Bass ignited by a Firecracker Shoyu Butter Sauce. Other pasta and sea-food entrees are also available. A Filet Mi-gnon and Lobster Combo is a featured offering, which you can have prepared anyway you like. Be sure to leave room for one of award-winning Pastry Chef Raoul Cordera’s delectable desserts. He’s always inventing something sweet to eat! A late night Tapas menu has extensive offerings to enjoy while hanging out with friends, listening to live entertainment, and enjoy-ing your beverages of choice.

Hava Java CaféHagatna, behind the Post Office477-0600

Hava Java Café has once again garnered the top spot for coffee houses, which is a field that has in the past few years become highly competitive. Even folks who don’t drink coffee have a coffee house they go to just to hang out, drink a favorite beverage, use the Internet, and catch up with friends while munching on a bagel or sandwich. It’s Hava Java’s heart and soul that has won me and other loyal customers over. The Lavaz-za coffee that Carol Ragan has championed for so many years is now served at other establishments; however, it’s her insistence on quality that has made her reputation. It shows throughout all of her products, from the sandwich selections (build your own — my favorite’s the Chicken Salad on a Toasted Baguette) to her espresso beverage menus to her new addition of fresh salads and wraps, along with blended frappes and smoothies. Frozen Hot Chocolate, Frozen Green Tea Smoothie, and Frozen Coffee Toffee are some new items to try.

Chili"s Bu#alo Wings


Islander TerraceHilton Guam Resort & SpaTumon646-DINEThe Islander Terrace has successfully endured the tough econom-ic challenges by adapting to the trends in the market. Want fresh? You get it here with a variety of fresh greens and other salad in-gredients, breads, hot prepared dishes, soups, and fresh grilled sea-food and meats. The Islander won’t sacrifice quality for price. Pop-ular themed dinner buffets include Crab & Prime Rib Night, Italian Night, French Night (a splendid night showcasing Executive Chef Christophe Durliat’s hometown favorites), Japanese & Korean Market, and Seafood Night. The Sunday Brunch is highly popular and offers diners an enormous array of food choices, champagne, and live entertainment. The Islander’s broad floor-to-ceiling win-dow spans the length of the entire dining area and provides a spectacular view of the water park and Tumon Bay beyond.

Jamaican GrillTumon 647-3000Hagatna 472-2000Jamaican Grill has been a dream fulfilled by its founders, Frank Kenney and Tim Murphy, who never dreamed they’d become a household name on Guam! It was both sheer genius and amazing luck that their aromatic blend of spices and seasonings struck a chord on the local palates, who found these exciting flavors ir-resistible on their favorite meats: ribs, chicken and fish. Jamaican Grill is an institution that caters to both locals and visitors alike. Ya mon, it’s because these guys put so much love into their food. The Boston Beach Ribs and the Chicken & Ribs Combo are peren-

nial favorites at parties and special events. Jamaican Grill supports fund-raising activities for schools and non-profit organizations by offering plate meals. They continue a tradition every Sept. 11 by

offering specials for uniformed firemen and policemen.

Joinus Restaurant/KeyakiTumon Sands Plaza646-4087Joinus is the most popular teppanyaki lunch destination on Guam. Lasting more than 30 years, it is the oldest continuously operating teppanyaki establishment and has developed a system for delivering consistent quality. The majority of lunch diners or-der the Teppanyaki Lunch Special, which has four entrees offer-ing three combinations. The Beef Top Sirloin Steak, Salmon and Shrimp with Bacon set is one of my favorites. It comes with a fresh garden salad, fresh grilled garden vegetables, rice and miso soup. The ponzu dipping sauce works equally well on chicken, scallops, beef, salmon and shrimp. The teppan cooks are well-trained and enjoy interacting with guests by entertaining them with teppan cutting tricks and aerial demonstrations. The Choo Choo Train onion and smoke-gushing volcano both make great photo opportunities, as does the sensational flare-up, which never fails to draw an excited exclamation from onlookers. The Joinus diner has a larger selection of set menu and a la carte tep-pan choices. The adjoining Keyaki offers traditional Japanese set menu items and a la carte items like the Seared Fresh Bonita with Ponzu and Fried Eggplant.

La CascataSheraton Laguna Guam ResortTamuning646-2222La Cascata has joined the Top Picks ranking this year by serv-ing some notably creative hot food items in its buffet line. It is a well-deserved and long-awaited recognition since this restaurant has always held a technical advantage with its newness and sub-stantial size. La Cascata is one of the most beautifully designed hotel coffee shop restaurants and prides itself on sweeping views of the pools and water park areas. However, it was not until the middle of this year that the variety and taste of selections being served in the buffet line were enhanced, most of which is interna-

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Joinus Teppanyaki O#erings


tional with Asian influences. Thai soups, Indian Curries, Malaysian Spicy Crab, Egg Foo Yung, Braised Lamb with Black Mushroom, and Sweet and Sour Fish are just some of the diverse Asian offer-ings. The live grill station has always been a popular spot during lunch and dinner services, grilling up an aromatic medley of cala-mari, shrimp, lobster, beef, pork and chicken with vegetables and flavored oils. Sunday Brunch at La Cascata is also well-attended by an appreciative public, who always enjoy the impressive and unique buffet selections.

La MirendaHyatt Regency GuamTumon647-1234

Although La Mirenda discontinued its weekday lunch buffet ser-vice, it has made a remarkable recovery by offering an All Day Menu of provocative a la carte items. Among these are a splendid Warm Prime Beef Steak Sandwich, Classic Grilled Ham and Cheese (with Spanish Manchego Cheese) Sandwich, Spicy Fried Rice, Tor-tellini, and Southern Fried Chicken. Moreover, La Mirenda has been serving a four-course set lunch menu with a main course choice of Pan Seared Tasmanian Salmon or Sirloin Steak teriyaki style. Full-on dinner buffets are replete with salads, chilled shellfish, seafood, hot menu choices, and desserts prepared by award-winning chefs. Sunday Brunch at La Mirenda is a compelling and elaborate affair with a seemingly unending variety of delectable preparations.

Lone Star SteakhouseTamuning646-6061Lone Star Steakhouse is a long-time veteran of the Top Picks and has maintained its presence by doing all the right things all the time. Great customer service is observed from the welcome greet-ing to the settlement of your bill. When I get a craving for red meat, I have the T-Bone or New York Strip here for dinner. I’ve really en-joyed their signature steak, the Cajun Ribeye. Lunches are served during the day up to dinner time with weekly lunch specials of-fered every month. I am partial to the Delmonico Steak Sandwich and the Chopped Steak with Mushrooms. There are several salad selections (Texas Cobb, Sesame Chick-en, Chicken Caesar) that are big enough to be a meal. Despite all of the new restaurant openings, Lone Star still maintains its ap-peal with its casual approach to dining. Lone Star offers familiarity, comfort, and reliability and a menu that has a broad appeal. Some will say that Lone Star’s hot dinner rolls are the key to its continu-

Sheraton Laguna Guam Resort"s La Cascata Bu#et O#erings

Hilton Guam Resort & Spa "s Islander Terrace Bu#et


ing success. Once you see the butter melt in those just as you take your first bite, you can understand their addictive appeal.

Manhattan SteakhouseMarriott Guam Resort & SpaTumon646-1611Guam’s only New York-style steakhouse offers diners the best of the West with its impressive menu of prime Certified Angus Beef steaks in a variety of cuts and sizes. For white tablecloth fine din-ing in a relaxed and cozy ambiance, it’s difficult to match the ex-perience at the Manhattan Steakhouse. Appealing appetizers like Tataki Beef, Cajun Style Lump Cakes, Pan Fried Foie Gras, and Steak Tartare join traditional salads and soups (try the New England Clam Chowder in a Bread Bowl) to start your dining journey. A selection of fine wines allows a range of pairing choices with the likes of the Signature Garlic Steak or Five Peppercorn New York Steak. The service standard is high with diners experiencing an in-timate dining experience rarely found. Manhattan is the home for the Dine & Ride Promotion, which is in its fourth year for raising funds for well-known charities. Manhattan is an ideal destination for a romantic interlude as well as a fitting choice for that impor-tant business meeting to seal the deal.

Menkui RamenTumon Trade CenterFujita Road, Tumon649-0212Menkui Ramen has established itself as the island’s best ramen noodle house with ramen so good that local Japanese frequent this place to get their ramen fix! The quality and freshness of the

noodles, the preparation of the perfect stock for broth, and the acu-men to proudly serve the final creation in a bowl are elemental to Chef/Owner Akira Kudo’s purpose in life. The Negi Ramen has a profusion of shredded Japanese green onion, and is a favorite of mine along with its meaty counterpart, the Chasyu-men, which has delicious home-cooked tender pork slices that make you wonder why you’d eat this anywhere else. Sumiko Kudo is the front end of the team greeting and seating you before taking your order. Their family-run business has been a blessing to those ramen lovers who aren’t able to catch the next flight to Osaka for noodles. If you like gyoza, you’ll find some excellent quality pot-stickers right here. Menkui Ramen is a play on words that translates into both “looking good” and “eating noodles.” That’s certainly my objective when I go to Menkui Ramen … to look good slurping up those tasty noodles!

Meskla Chamoru Fusion BistroHagatna479-BOKA (2652/3)The Chamorro word meskla means mix or blend, and that defines the fusion experience when eating Chef/Owner Peter Duenas’ unique creations of Chamorro cuisine, where culture meets pal-ate. Meskla is a showcase of local cuisine enhanced by culinary proficiency and aesthetics. Both lunch and dinner menus offer diverse options, and you’d have to return a number of times to satisfy your curiosity. The Chamoru Chesa Platter is an excellent introduction by combining kelaguen, Tinala Katne (dried beef), and Hinetnon Tapon (clam bake). Entrees include Fresh Laggua (Parrot Fish) prepared three different ways — try Katdiyu (with coconut milk, eggplant and veggies). Be sure to ask for the finadene sampler (try five awesome finadene dipping sauces: lemon, tuba, anchovy, soy, and finadene dinanche) for unbelievable flavor sensa-tions! Also among entrees are Tuba-marinated Lamb Chops, Donne Sali Prawns, and Grilled Ribeye Steak served with a red wine-pugua (betelnut) reduction. A fair selection of wine pairings exists. Meals can be enjoyed in the main dining room, the lounge, or in a private function room.

Niji Japanese RestaurantHyatt Regency GuamTumon 647-1234Niji’s lavish lunch buffet offers a wide array of traditional Japa-nese favorites, including fresh sashimi, premium hand-rolled su-shi, oshinko (pickled veggies) and marinated condiments. Teppan choices include grilled steak, shrimp, chicken, and squid. Other selections are shabu shabu, ramen, udon, yakitori, and tempura. A fine dessert selection prepared by Hyatt’s award-winning Pastry Chef Suharto completes your dining experience. Relax with a cup of hot green tea at meal’s end and contemplate the spectacular view of the garden and Tumon Bay. Set menu dinner selections are available, and Niji’s Sunday brunch expands lavish to extraordi-nary. Reservations are a must!

Palm CaféOutrigger Guam ResortTumon649-9000Palm Café captures the essence of the island’s fiesta experience with its Hafa Adai Friday Dinner Experience. It is a stimulat-ing array of local favorites, including shrimp, chicken and fish kelaguens, titiyas, pickled cucumber, vegetable lumpia, BBQ bisteak, shrimp patties, tamales gisu, eggplant in coconut milk, pork curry, shrimp fried rice, mahi mahi in black bean sauce,


teriyaki BBQ chicken, and whole roast pig with finadene! There are specialty desserts like the rarely seen apigigi and latiya. These are the many of the must-have dishes at our local fiestas. and it’s all accompanied by the bottomless Bud family of beers! Palm Café also has the distinction of the best vegetarian menu selections including hummus on pita, Super Black Bean & Or-ganic Brown Rice Burrito, vegeterian chili with oven dried corn chips, and assorted salads. The popular Prime Rib and Crab Din-ner Buffet and Sunday Champagne Brunch make Palm Café an ideal dining destination.

Planet HollywoodDFS Galleria Tumon647-7827Planet Hollywood has continued innovating its menu offering by appealing to the hearty appetites of meat eaters with its Steak Adventure (steaks from Guam, Tokyo, New York, Bali, Cancun, and Hawaii) and the Prime Rib Extravaganza Buffet. This offers suc-culent slow-roasted prime rib sliced with your choice of three fla-vors. Add these to a stellar menu of popular burgers, pizzas, salads, pastas, and appetizers. Planet also upholds its tradition of showcas-ing local favorites with kelaguen and titiyas, Estufao Katne (beef adobo), and Mahi Mahi Eskabeche. Don’t leave without trying a specialty dessert like Fried Banana Cheesecake! Planet Hollywood remains a fun and exciting place for family outings. Afterall, every-

one likes dining with the stars!

PregoWestin Guam ResortTumon647-1020 It was sheer brilliance that the folks at Westin titled Prego’s special lunch experience “Bellissimo! Hours,” since bellissimo means “wonderful and very beautiful.” These superlatives apply to both the scenic ambiance and the cuisine at Prego. Diners can sample from a display of savory antipasti appetizers including Fritata, Roast Veal, Marinated Tuna Mediterranean Style, Parma

Planet Hollywood "s Cancun Steak

Raw Ham with Canteloupe Melon, Pizza, and Smoked Duck Salad. Cold Tomato Soup is served in a shooter glass. Diners get a choice of one main entrée selection, which can include Risotto with Porcini Mushrooms; Spaghetti Pescatora with As-sorted Seafood; Fetuccine Siciliana with Tomato, Bell Pepper and Olive; Pan-fried Salmon with Lemon Saffron Sauce on a bed of Couscous; Beef Tagliata Style with Arucola and Shaved Parmesan. Prego din-ners can be festive or romantic, depend-ing on the occasion. Salads, a delicious Minestrone soup, and dishes like Gnocchi Goronzola or Ravioli al Granchio. When paired with a fine wine of your choice, Prego’s dinners are remembered as spe-cial occasions. Be sure you try Prego’s Sig-nature Tiramisu.

PROA RestaurantSan Vitores Road (near Ypao Beach Park)Tumon646-PROA (7762)PROA has become a buzzword for eating out well! It has to do with the fact that they know how to cook food right (just try their prime rib lunch specials --- totally awesome!). The Hibachi-style ribs and chicken bathed in their signature Mari-

anas Glaze have been consistent favorites. Menu innovations abound in daily lunch specials. New introductions this year have been Grilled Alaskan King Crab Legs, Roast Cornish Hens with Garlic Confit, Honey and Calamansi Glaze, and Mochiko-crust-ed Izumidai. PROA’s companion pastry shop, Sweet Relief, has finally reached its prime and has been winning pastry com-petitions. It will soon be extending to the Micronesia Mall’s Food Court. The synergy reached by PROA’s culinary team headed by Geoffrey Perez and Pastry Chef Mark Duenas will continue to entice the island with expanded culinary offerings.

Roy’s Hilton Guam Resort & SpaTumon646-DINERoy’s unique cuisine and elegant tropical ambiance have made it a preferred des-tination for many. Its Euro Asian Cuisine menu also has local elements. Seafood, beef, and chicken creations have intense flavors with Asian roots. The dining ex-perience is enhanced by an impressive selection of fine wines joined by a cour-teous and capable service staff. The Ap-petizer Sampler’s Wood Roasted Szech-

wan Baby Back Ribs are crowd-pleasers along with the Coconut Crusted Shrimp Stick and Blackened Ahi with Spicy Soy Mustard. Their Signature Melting Hot Chocolate Soufflé has been imitated but never duplicated. The adjoining lounge features Hilton’s Wine Experience and also offers live entertainment on certain nights. Roy’s has also transformed to ac-commodate the demand for the cuisine once served by the legendary Genji. That demand is satisfied during lunchtime with the Genji at Roy’s Japanese appe-tizer bar that complements several main course selections, including several Tep-pan Yaki Plates (seafood, steak, or combi-nation), Hamachi Kama Shio Yaki (Yellow Tail Neck), and Una Don (Grilled Eel on a bed of rice).

Ruby TuesdayGuam Premier OutletsTamuning647-7829Ruby Tuesday lives up to its motto “Simple, Fresh American Dining.” The ever popular Jumbo Lump Crab Cakes are a sure bet with crab fried to a golden crispy brown. The Fresh Guacamole Dip has fresh avoca-dos, pico de gallo, and spicy salsa with un-limited tortilla chips. My favorites are the



Turkey Minis, especially when combined with Ruby Tuesday’s Fresh Garden Bar, their main attraction. There are so many fresh ingredients on display that it’s not possible to get it all on one plate, so you have to either return for a second plate or choose only your favorite items. Ruby Tuesday fans enjoy their seafood choices including Asian Glazed Salmon, Creole Catch and Loui-siana Fried Shrimp, as well as delight in their family of premium Baby Back Ribs, finished with your choice of classic barbecue sauce, Memphis Dry Rub or Asian Glazed. Combination platters have become popular for larger appetites. Save room for one of Ruby Tuesday’s desserts – the Double Chocolate Cake or a delightful Strawberry Cream Puff.

Shioti Eurasian RestaurantTumon Golf Driving RangeUpper Tumon649-6368Shioti’s become an unexpected surprise to many who don’t realize that such a high quality dining experience can be found within the confines of a golf driving range. It has menu selec-tions and creations that match some of the island’s larger more well-known fine dining establishments. Certifed Angus Beef is the standard for all their steaks (New York, rib eye, and filet) and burgers. Try the baked Norwegian salmon seasoned with Cajun spices and served with a mild spicy ginger aioli. Fresh salads, delicious oysters on a half-shell, splendid pasta dishes (Shrimp and Sausage Linguine), flavorful soups (Shioti’s Pork Chop Ramen or Tom Yum Seafood Noodle Soup), and an ap-pealing wine selection are among the reasons for Shioti’s suc-cess. A newly added house specialty is Noriko’s famous Paella, which is prepared for two. Try Shioti … you may be surprised if not delighted!

Roy Yamaguchi"s Sashimi of Scallops with Orange and Yama$Momo Vinaigrette


TasteWestin Resort GuamTumon647-1020A new culinary order has been established with the introduction of Taste, an innovative Westin brand concept being offered at vari-ous Westin properties worldwide. Taste of-fers guests an interactive dining experience in the center of live cooking action stations where a variety of cuisines are prepared, as-suring freshness and tantalizing flavors. Taste has replaced Café Kalachucha, the hotel’s long-running main restaurant popular for its extensive buffets. An exotic tandoori oven bakes naan breads and tandoori meats (chicken, lamb and beef). There is also a cus-tom-made rotisserie oven that roasts succu-lent whole chickens, beef, herb-rubbed lamb legs, pork cuts, and spiced whole fish. These are carved to your liking. A seafood display area, salad counter, sushi and sashimi corner are easily accessible in this free-flowing de-sign concept that averts crowding. A selec-tion of breads and appealing desserts are also on display. Taste is a new quality inter-active dining experience that puts its name and reputation in your mouth.

Tony Roma’sRoyal Orchid Hotel, Tumon 646-0017Agana Shopping Center477-4071Although Tony Roma’s made its place in the culinary universe as a rib haven, its has come a long way since I first savored some of the tangy tender baby backs here on Guam over 20 years ago. The brand new Tony Roma’s flagship restaurant on the ground floor of the Royal Orchid redefines the old rib res-taurant concept to an upscale dining estab-lishment that caters to new and diverse cus-tomer preferences. A new appetizer is TR’s Sliders, which offer diners soft-shell rolls with crisp Asian greens that can be made with Tony’s Tenderloin, BBQ Chicken or Pulled Pork, each with a matching dipping sauce. New menu entrees include Chipo-tle Chicken Salad, Smoked Tri-Tip Salad, TR’s Tenderloin & Portobello Salad, Grilled Chicken Spinach Stack, and TR’s Fish Grill. The Fish Grill features mahi mahi or salmon that can be grilled, blackened, or pan-seared with a sesame crust. Appealing toppings like Thai sweet chili sauce, Kickin’ Sauce, garlic scampi butter, and tomato pesto salad bring a world of flavor to these seafood entrees. Two new burgers are added to the new line-up, too. The Bleu Cheeseburger and Por-tobello Swiss Burger are certain to satisfy heartier appetites.

Photography by Steve Hardy


On Guam’s readiness: “If Guam got a very unusual spike in some sort of illness or disease, through executive order we can access our partners in Region 9 as well as the Center for Disease Control to send assistance out on a moment’s notice. That’s why this de-partment is so important — we can engage those critical partners, not only the CDC, but the World Health Organization. And if I need to ramp up certain related infrastructures through my partnering with Homeland Security, we can do that right away.”

Interview

Pete RobertoDirector

Dept. of Public Health & Social ServicesBorn in Tamuning in 1963, J. Peter Roberto grew up with a strong desire to be involved in public speaking. “I was an altar boy and always wanted to do the reading during the mass, and one day, the priest — Father James — said, ‘Okay Pete, this Saturday is going to be your time. Evening mass, you’re going to do the first reading.’ I actually memorized it to the point where I didn’t even have to look at the book. I read it, and then I really enjoyed reading in front of the public.”

Roberto attended University of Guam for two years, then trans-ferred to Washington State University (WSU) to enroll in the Ed-ward R. Murrow School of Communications. During that period he became a resident advisor and got involved with small and large group. He discovered that he really enjoyed working with people and especially the dynamics of social work. He graduated from WSU in 1986 with a bachelor’s degree in sociology with a certificate in social work and a minor in speech communications. He followed that with a master’s degree in social work from Wash-ington University George Warren Brown School of Social Work in St. Louis graduating in 1988.

Roberto then returned to Guam and took a position with the De-partment of Mental Health starting as a psychiatric social worker performing family and individual therapy as a licensed therapist. In the mid ‘90s he took a position teaching the social work pro-gram at the University of Guam and later moved over to the exten-

sion service, where he went all the way up to extension agent II. He enjoyed the work as it placed him out in the community and working with groups. Roberto continued in this role until 2003 when he was tapped by Gov. Felix Camacho for a leadership role.

Roberto became director of the Department of Mental Health and Substance Abuse in 2003 and remained in that position until 2008 when Gov. Camacho asked him to accept the directorship of the Department of Public Health & Social Services, a massive agency with multiple missions and over 350 employees administering lo-cal and federal programs in excess of $100 million.

He has served on numerous councils, boards and chapters and is involved with his kids’ extracurricular sports and music activities, and the faith community at New Covenant Life Church.

Roberto enjoys watching live arts and drama. He also bowls and maintains about a 150 average and claims to be pretty good be-hind the barbecue. “I would not mind being the guy behind the barbeque from start to finish spending the entire afternoon close to family and friends. I just love that sense of family, friends, and it’s just a way to take my mind off the issues of the day.”

He has been married to wife Bobbie for 18 years. The Robertos have two children, Jared and Alyssa.


You’re in the midst of trying to combat Swine Flu (H1N1 virus) with the immunization of some 180,000 people in Guam. How long will that take?

It’s a vaccine campaign, and I’m looking at the punch list of the priority groups, and the goal is to have them vaccinated in one month; and I’m looking at November. Let me clarify the priority groups. Those who are going to get priority vaccinations are wom-en who are pregnant, children, those with severe upper respira-tory problems and other medical issues, and health care providers. The balance of the campaign will take place beginning in Decem-ber and go on as far as February.

Who will administer the vaccinations, and how would you ad-vise employers?

The plan is for three points of dispensation, or PODS: health care provid-ers, schools, and public health. What I would tell an employer is that first and foremost, if you have any employees in those priority groups, encour-age them to get vacci-nated. To every extent possible, I would suggest letting them do this with-out reducing their leave. This is not a mandatory vaccination. This is some-thing that people are to volunteer for and get on their own. So, of course, we would like to see on Guam that we vaccinate more than 50 percent of the population. Employers can create that culture of health by putting up our brochures that we send around. It can be by sup-porting employees who are ill to do tele-work. You have to create that culture because if one employee is out, somebody else has to take up that spot, and this is of prime importance if you’re the sole breadwin-ner of the company. We want to create that culture of health, of being vaccinated as a positive thing, to protect not only yourself, but those people around you. Employers can really play a major role in encouraging that.

You’re fighting not just the Swine Flu, but also the seasonal va-riety. One immunization doesn’t handle both?

The predominant strain in the community is the H1N1 virus, but the seasonal flu is also out there. Employees will need two shots, but they cannot be taken at the same time. Depending on the child’s health and age, they may have to take two shots of the H1N1, and a period of at least 30 days is required between H1N1 vaccinations. We strongly recommend that families con-

sult their physicians and follow the information Public Health will be issuing.

There is a general feeling among many people that Guam is not equipped to handle a major community-wide health threat, that a large-scale breakout of an aggressive virus would quickly overwhelm the local system and resources. Is that a legitimate observation?

It does definitely pose a burden into our health care system, which is why we have this pandemic influenza plan. It’s not only a plan of how we respond, but also, critical infrastructure. Yes, we do have challenges in terms of capacity — in the amount of doc-tors and nurses we have, hospital beds, the necessary virals and

what have you. We have access to resources if we need to pull them in right away under an emergen-cy. If Guam got a very unusual spike in some sort of illness or disease, through executive order we can access our part-ners in Region 9 as well as the Center for Disease Control to send assis-tance out on a moment’s notice. That’s why this de-partment is so important — we can engage those critical partners, not only the CDC, but the World Health Organization. And if I need to ramp up cer-tain related infrastruc-tures through my part-nering with Homeland Security, we can do that right away.

With the military buildup nearing, what are the chief concerns for DPHSS?

Staff. We need to ensure there is an upgrading of community health centers. With the buildup, my number one concern is getting the necessary staff-ing in here for the critical services, the Bureau of Communica-ble Disease and Control, the TB program, environmental health, all the nurses and doctors affiliated with the community health care clinics, and also doing what we can do to support the hos-pital. And the number one way we can help the hospital right now is to make sure we continue to support and offer very vibrant community health clinics because those are one step away before you need to go to GMH in terms of the community triage. Number two, we really need a very good five-year strate-gic plan. I chair the Health and Social Services Subcommittee on the buildup, so we’ve got to look broadly here that aside from this department — this being the lead department and having the necessary staffing — we need to have the infrastructure for it. We need a new building.

Lifestyle factors and Guam’s future :

“Folks are dying younger. We see Type II diabetes in children and higher levels of obesity. These are not things that we

should be proud of. The question is if we have a dying generation of future lead-ers, then what would that say to the en-tire makeup of Guam, say, in the next 10 to 20 years?”


So what’s the impact on public health when 40,000 or more people — active duty, dependents, contract workers and others looking for opportunity — make Guam their home between now and 2015? What is it going to mean to your operation when they all show up?

The increased risk factor of communicable disease. The risk factor of imported goods into this community, that the products that are being brought in are going through the necessary standards. I have to make sure I have enough environmental health inspectors out there to make sure that the construction dormitories all meet the proper standards. And it’s not just the island community here out-side the gates, it’s also inside the gates. The one thing about diseases — they don’t know what’s military and what’s civilian. Viruses just go; there’s no barrier to them. So, it’s looking at the entire island commu-nity. So to Public Health, I need to make sure that the front line during this preconstruction phase is ready to go, and that’s en-vironmental health, that’s public health, and that’s also social services.

You referred to the need for a five-year strategic plan. Are the funds in place to create the plan?

No, and it’s not going to be a cheap plan. Through Gov. Camacho’s leader-ship and priority for health care, Guam was awarded funding from the Office of Economic Ad-justment, which will not only fund the plan, but will highlight timeframes for deliverables funded by the federal government.

Where are we at greatest risk as far as this five-year plan?

Capital improvement issues. We need to build a brand new facility and one that’s state-of-the-art that includes the necessary labs — not only public health labs, but also environmental health labs — and have the right scientists packed into it. Because much of what we’re looking at here on Guam in 2014 is not just in Guam, but the region. Some of the viruses that circulate in this part of the region must al-ways be at the forefront. And as they say, build a facility and they will come. You just have to have the right capital improvement in place.

Can Guam have those plans finalized in time to start building the facilities needed in 2012 and have them ready for opening in 2014? That gives you less than two years to fund the plan and put it together.

I think the Department of Defense is now looking to see if their plans are realistic for the timeframe. I think people are starting to

see all the gaps and the issues that exist within the two to three years of what we need to do to build these things out and to get the resources. That is why I go back to the five-year plan because it drives deliverables, and the deliverables will set the tone of where the priorities are. Just building a building is one thing. How are we going to sustain it over the next five to 10 years? The Environmen-tal Impact Statement (EIS) is going to be critical, and that’s already delayed. I think the federal government has to move all those re-sources and get us ready.

There’s been a lot of discussion about building a second hospi-tal here. From your perspective, what impact would that have both upon your agency and Guam Memorial Hospital?

I have not read the hos-pital foundation’s plan, especially on the work-force and how they plan to recruit. My first concern would be the workforce and potential losses there. Of course, some prefer the benefits of government and enjoy working with the public health and social servic-es divisions. Given our current situation, how would we balance that out? The second issue is access to care. How would that play into the overall health care sys-tem? Is the hospital foun-dation going to access MIP (Medically Indigent Program)? Third, in terms of the public health re-sponse, would this new hospital contribute to the overall response effort to public health outbreaks, communicable diseases

and what have you? I don’t know what all that the proposed new hospital would do, so I haven’t put in any time looking into it at this point. But those issues would be my focus: impact on the workforce, access to care, and participation in the public health response.

Aside from pandemics and unforeseen dangers, what do you think is Guam’s greatest overall health risk?

The greatest health risk is lifestyle and how that relates to diabetes and heart disease — it’s all lifestyle. This is at the top of Lt. Gov. [Michael] Cruz’s Healthy Guam Initiative on life-styles, and we are partners in that, leading the way on lifestyle changes and behaviors. Folks are dying younger. We see Type II diabetes in children and higher levels of obesity. These are not things that we should be proud of. The question is if we have a dying generation of future leaders, then what would that say to the entire makeup of Guam, say, in the next 10 to 20 years?

Identifying mental health issues in the workplace:

“One of the things you look for is absentee-ism. If, all of a sudden, there’s a greater fre-quency of calling in sick or absence from work or asking for excuses from work or tardiness, those can be red flags.”


What’s the answer? We’ve been throwing money and programs at these issues for years. Educational programs are everywhere, and yet, the incidence of diabetes and heart disease is growing.

Remember, there was a time where all of these diseases we’re talking about didn’t exist here. It’s about reversing the trend, but to what? It’s really to create a new trend, to do better in reporting the number of people who are healthy, reporting the number of people who don’t have diabetes, reporting the num-ber of people who are not obese — because we’re not seeing the other side of the story. All we’re hearing is we’re number one in the nation in poor health. That’s important; don’t get me wrong. From a pub-lic health standpoint, that is very important because people tend to view public health as the Department of Pub-lic Health. Public health is the public’s health — public health as a prac-tice, as a wellness of life, and I think we need to do more of that. I don’t know if you noticed this, but at one point, Tiyan had very little exercise activity. Now, every eve-ning beginning at 5:30, you see people walking. It’s happening in Harmon on Saturdays. Mayors are seen walking in the com-munity. I do think that the effort in prevention and education has not been done in vain. I just think we need to start track-ing the numbers that are healthier and show more of that because when we see more of that, it’s go-ing to drop. And when the kids see the adults doing it, they will follow. Adaptive healthy behav-ior is very contagious.

Most people don’t under-stand that a good portion of your department’s responsibilities deal with enforcement.

Enforcement is to make sure that the business owner who’s li-censed to practice a business meets the standards to protect the general public health — for example, food establishments, restau-rants, and dormitories. On the social side [we make sure] people don’t go around beating their kids up or not feeding them. It’s an entire prevention model. Protecting the public health is a major responsibility of public service.

What services does DPHSS offer to private employers that are relatively unknown or unused?

I think the private employers need to know that we have a host of services. Some of their employees are not aware that they qual-ify for early education when a child has been conceived and on the proper nutrition for women. People don’t realize that some of their employees qualify for public assistance. Many times, em-ployers don’t really know the lives of their employees. When they come to work, they’re in a professional role, but you don’t know what they may be dealing with at home. In addition, employers need to know that they have a responsibility to report information when they find out an employee is being abused or an employee has a child who is being neglected.

People don’t like to talk about mental health as it’s a very personal is-sue. Yet, we know in ev-ery workplace, there are people who are strad-dled by stress issues and other conditions that can decrease their pro-ductivity and overall well-being. What are the warning signals of that, and what should em-ployers do to help their staff members cope with everyday pressures?

First of all, when we talk about mental health, let’s clarify that we’re talking about family quality of life. We’re talking about how things are going at home and how the per-son is dealing with that. I encourage that super-visors know their staff and know how the staff is doing. Oftentimes, staff will feel very comfort-able with their super-visor and be willing to share how things are go-ing with life events like a birthday or a wedding or a death in the family. Or, maybe there might be

some mortgage problems or financial issues. When it gets down to mental health — and this also takes in family violence, like child abuse and neglect, issues of suicide or low birth weight — oftentimes, those things are connected with mental health. Employers need to ensure that their employees are aware if there is mental health insurance as a component of their over-all health insurance package. Maybe that includes a number of counseling sessions. These can be used to help people deal with grief due to a death of a loved one, a marital problem, or issues with their kids. As for key indicators, one of the things you look for is absenteeism. If, all of a sudden, there’s a greater frequency of calling in sick or absence from work or asking for excuses from work or tardiness, those can be red flags.

Concerns for Public Health’s role in the military buildup:

“I have to make sure I have enough environmental health inspectors out there to make sure that the con-struction dormito-

ries all meet the proper standards. And it’s not just the island community here out-side the gates, it’s also inside the gates. The one thing about diseases — they don’t know what’s military and what’s ci-vilian. Viruses just go; there’s no barrier to them.”


What misconceptions abut public health do you battle, and what are your challenges in getting traction on key issues?What’s common in terms of the uphill battles that we’ve faced is the shortage of staff. The reason why sometimes things get delayed is because, for example, when a division does not have an admin-istrative officer. It’s not funded and we have to find funding to get it. There’s always going to be the fiscal battles going on and get-ting things processed in a timely manner. And that’s not pointing fingers at anybody. That often is an uphill thing. I think that people need to have a better understanding of environmental health. It is an important component in the whole public health picture. This serves to protect the island, and I think that folks don’t realize that when they open up a business, they should contact our depart-ment to get thoughts about how we can help them. Environmen-tal health is a very important program. It’s more than just going out and doing sanitary inspections. They have a role in education. They have a role in preventing food-borne diseases, and a lot of people don’t realize that. Same goes for senior services. They pro-vide an array of services that could assist businesses in supporting their staff who have elderly at home to answers to questions or get access to elderly care, for example.

So if they see you in advance, it’s advisory. If they see you after the fact, it’s enforcement.

That’s a good way of describing it. There are three parts to what we do — education, protection, and enforcement. It’s always thinking with the end in mind that we serve the larger population, and that is our mission. So when you look at social services or pub-lic health, everything is coming together to help keep that family

healthy in the community. The task is enormous. We have 10,000 households enrolled in welfare right now, and we serve well over 1,000 patients a month in the community health clinics. Our Wom-en and Infant Children program is in the thousands as well.

Looking into the near future, what are your significant chal-lenges in terms of talent and development?

The privilege is mine that I’m serving alongside highly indepen-dent division heads and a staff I am very proud of. The talent that’s in this department, the skills, the knowledge, it’s just ... GovGuam should be proud of Public Health and Social Services, point blank. I benefitted from mentoring. People were able to give me advice and wisdom in how to develop my skill, and that’s something I encourage to my division heads. If all we’re interested in is the product and we don’t take care of the producer, then we’re go-ing to run into problems. We need to plan out and ensure that we start mentoring and identifying those who are making the grade to climb up the leadership ladder. Because here at Public Health and Social Services, it’s about building leaders. That’s the only way. And when I start looking into the future, we have folks in the double digits who are eligible for retirement. We’re looking at between 30 and 40 staff members in that group. That’s a pretty significant amount of institutional knowledge that will someday retire, and we need to ensure we prepare the department for new leaders and staff competent to carry on the mission.

52 DIRECTIONS • FEBRUARY 2009

53DIRECTIONS • FEBRUARY 2009


Calorie counters, conscious eaters or maybe just those who appreciate fresh, light food have a new restaurant to check out with the March opening of Froots in the Agana Shopping Center. Decked-out in bright garden colors and a youthful, friendly atmosphere, the quick service location — across from Hollywood Nails at the poolside entrance of the shopping center — boasts sandwiches, wraps, salads, smoothies and shakes that are a bit more health-friendly than your usual takeout or dine-in fare. Owner Christine Baleto said she got the idea to bring Froots to the island while joining her husband on work training in Orlando, Fla. After a day at the city’s local Gold’s Gym, she found the restaurant while searching for her usual after-exercise

protein shake. A few trips later, she tried a wrap from the location, but it wasn’t until an all-important trip with the kids that Froots was assured a place in Guam’s restaurant life. Eric Cepeda, operations manager for the company, said he was pleased to report that Froots’ reception in Guam has been overwhelmingly positive with diners of all ages and walks of life. “We’re very fortunate to see a lot of customers — new ones every day,” he said. “When I ask how everything is, we see a lot of smiles. They tell us they will tell their family members about us.” Baleto said her two weeks of working to get the store up and running was punctuated by countless expressions of gratitude from islanders relieved to have a place to get a healthful meal on the go. Though Baleto admits to having the occasional junk-food day on the weekends, she said Froots’ aim to provide health-

conscious grub fits right in with a lifestyle she had already adopted before opening the

restaurant — something she is reminded of with every visit to the physician. “I turn 40 this year and still have the ability to run two to three miles, work out at the gym, work full time, be a mom and wife, and manage

the Froots business,” she added. “Giving your body good food and exercising regularly is the best way to be able to manage this and stay healthy.” Cepeda said he also lives the restaurant’s mantra. He made the decision to be a bit more conscious about what he eats over a year ago by becoming vegetarian and giving up unhealthy choices such as fried foods. Froots’ regulars can also look forward to new menu items on slate in coming months, Baleto said, including the new pumpkin and strawberry cheesecake shakes — due to be available next quarter — as well as a possible future turkey-meatball panini, currently awaiting the green light from Froots’ headquarters. The company also supports local farmers by purchasing only locally sold fruits and vegetables. Baleto urges anyone looking to learn more about the store to visit www.froots.com.

brought to you by

FrootsFranchise Owner: Christine BaletoAgana Shopping Center Suite 101Phone: 671.477.1194Web site: www.froots.com

Our professional staff at Calvo’s can assist you.Call us today! 472-6816

By William B. Martin Jr.

Eric Cepeda, far left, operations manager poses with the crew that makes Froots possible.

Do I Need Worker’s Compensation Insurance

for My Business?

Business owners have a legal responsibility to their employees, under Title 33, Government Code of Guam, otherwise known as Public Law 80, First Guam Legislature, Workmen’s Compensation Law of Guam, to create a safe working environment. Coverage is also required in the Commonwealth of the Northern Mariana Islands under Public Law 6-33

Worker’s compensation pays for medical care and physical rehabilition for work-related injuries and helps to replace lost wages while unable to work. It also provides death benefits to surviving spouses and dependants.

“When I ask how everything is, we see a lot of smiles. They tell us they will tell

their family members about us.”

— Eric Cepeda


Albert Einstein once famously asked, “If a cluttered desk is a sign of a cluttered mind, of what then is an empty desk?”John Duenas, president and principal civil engineer of Duenas, Ca-macho & Associates, does not seek to answer that question — though he admitted to cleaning his desk in anticipation of intense scrutiny. The businessman also slyly pointed to large rolls of job blueprints and other documents for the construc-tion development firm’s 50 to 60 open projects that are typi-cally not so tidily tucked away. “You will usually see a lot of paperwork on everyone’s desk here,” he said. “We have a lot of upcoming projects.” Duenas agreed that an office can signify a lot about its oc-cupant. Personal items are always found in one’s workplace, and Duenas is no exception. His simple, blue-walled office — with a single white wall for contrast — clearly presents an image of a man with much on his mind. From the single-cup coffee maker that provides a quick start in the morning to the large wraparound desk, his workspace is perfect for working on his computer or lay-ing out large spreadsheets for review with a quick and ergo-nomic swivel of his desk chair.

A large window monopolizes one wall providing a sce-nic view of Hagatna’s old beachside Veterans Cemetery and adjoining Padre Palomo Park, which Duenas takes comfort in due to its historical significance, which also bars the possibil-ity of impedance by future developments. Duenas, who has worked under the firm’s many iterations since 1976, said he takes comfort in the fact that he works in an environment just down the street from where he grew up, with a view of the very streets he walked as a child with his brothers and sisters. Numerous family pictures, including snapshots of his grandchildren, populate the bureau above his desk. This is where Duenas draws much of his inspiration. But perhaps most interesting and telling are numerous prints by French photographer Jean Guichard lining the clean, almost shrine-like wall adjacent to the window. The largest among them is “Phares dans la Tempete, la Jument,” depicting a grey, imposing lighthouse nearly covered in rag-ing ocean waves with a man calmly standing in a window. “Peace in the midst of chaos,” he said. “I love that. That’s how we work here.”

By Bryan C. Sualog

Photo by Steve Hardy

John Duenas,President and Principal Civil Engineer

Duenas Camacho & Associates


Velma Harper, a veterinarian who practices under her own clinic, Harper’s Veterinary

Hospital, said she always had a passion for animals. “My parents let me collect animals, and at one point, I had 17 dogs and 20 cats. My father made houses for all of them!” Harper is a longtime resident who came to Guam from Ohio in 1965 when she was just 10 years old. Her mother came to Guam on a Pan Am Clipper with the Red Cross in the 1940s. “She fell in love with the island and vowed to return, and we did,” she said. She and her parents and younger brother, along with her pets, Brownie and Kitty, soon learned what a tight-knit community the island had. One day Kitty went astray, and their parish priest made an announcement about the missing cat. Soon afterward, Kitty was back at home. “She was dropped off on my doorstep the next day,” she said. Harper spent a lot of time caring for the pets she collected and even nursed them back to health when needed. “I was blessed with totally supportive parents who encouraged and supported me all the way,” she said. The veterinarian is very serious about her profession and tries to provide the best care for all the pets she sees. And, it’s not in her nature to leave her work at her clinic. “I am always thinking and I always have my mind on my patients even when I go home,” she said. While Harper admitsted that her stern and serious exterior tends to intimidate people, she’s really a “big softie” at heart. “I got my nurturing gene from my mother, who devoted her life to helping children with special needs and became the superintendent of special education here on Guam,” she said. Her mother was a special education teacher in a very economically-deprived part of Ohio and would bring students home to help care for them. Harper recalled sharing experiences with these students, such as helping a blind girl make stories in brail out of glue and glitter and going with an abused boy to his Baptist church, where they participated in lively worship services.

Harper’s father, who eventually became a school principal on island, also had a hand in shaping her character and hopes to pass her values onto her two children. Her son Seve, 24, plays basketball in the Philippines on a scholarship at Adamson University and is a member of the Guam National Basketball Team. Her daughter Justine, 21, is a student at the Mariacy Beauty Academy. A self-described perfectionist, she feels she has to be productive all the time. But, in what little spare time she has, Dr. Harper enjoys working out at the gym to relieve stress. She is also an active supporter of Guam Animals In

Need (GAIN) and offers eight free sterilization services each month for people who cannot afford veterinary services. When asked about whether she thinks she has made an impact in the community, Harper replied, “I think and hope that over the years I have contributed to helping people love and care for their pets more. I have definitely seen a huge change in this area and hope that I played a part in that change.”

FamilyPartner: Kenneth Pablo

Children: Seve, 24, and Justine, 21

EducationBachelor of Science in biology,

University of Southern California; Doctorate of

Veterinary Medicine, University of the Philippines

Nature of the JobFull service veterinary care,

including surgery and internal medicine

Community InvolvementHabitat for Humanity, Guam

Animals In Need, University of the Philippines

Alumni Association

Hiring Practice [I look for] total compassion

for animals and physically hard working people.

When No One is LookingI daydream!

As a ChildI was very serious and sort of nerdy.

As Ruler of the World for the Day

I would encourage everyone to work and enjoy doing it.

Biggest Pet PeevePeople with a negative

outlook on life.

MottoWhat goes around

comes around.

About “Love it. It helps me keep up with different

people and personalities on the island.”


While some people dream about working for a big company, Kate Baltazar said she

found her calling helping those less fortunate than others. “I was working at a Fortune 500 company in the advertising and promotions department. The job itself was tons of fun. I loved my co-workers and loved the traveling, but I was feeling very burned out and unfulfilled. I felt I needed to do more with my energy and talents,” she said. Around that time, a small non-profit organization helping victims of domestic and family violence was looking for a media coordinator and crisis worker. Baltazar applied for the job and fell in love with human services. “I wanted to be different things at different stages of my life — a nurse like my mom, serving in the Navy like my dad, a pediatrician, or a journalist.” Now she is the project director for WestCare Pacific Islands.

WestCare was founded in 1973 and is based out of Las Vegas. It is a family of non-profits in seven states, including the U.S. Virgin Islands and Guam. WestCare provides services for runaway and homeless youth, HIV/STD services, substance abuse treatment, maternity group homes, programs for incarcerated adults and juveniles, veterans’ services and more. Prior to working for WestCare, Baltazar worked for Sanctuary Inc. for five years serving runaway and homeless youth and their families. Working there, she learned a great deal about the plight of local families, the non-profit structure and having sound governance, she said. Next to her job as a barista in college, Baltazar

said working for WestCare is easily the best job she’s ever had. “I always dreamed of working in an organization like WestCare, with a wide range of service areas in so many unique communities ‘uplifting the human spirit,’ as our vision goes,” Baltazar said. “Being with WestCare has shown me that when you dream, you can achieve great things. Opening WestCare Pacific Islands to serve the people of our region seemed like a lofty idea since we are so far away and so many people on

the mainland are in dire need,” she said. She added, “As a nonprofit new to our region, WestCare is large, but doesn’t want to be seen as the cure-all for all the social problems, coming in the spirit of inafa maolek, wanting to help make things better. It is wonderful and very humbling to know that WestCare shared in this vision and is helping to make it a reality.”

About “Directions magazine gives a very practical

and in-depth look at people behind the scenes in various sectors of the business

community on Guam.”

FamilyDaughters: Victoria-Eulalia, 3,

and Natalia-Marcella, 1

Biggest Pet PeevePeople who are

challenged by punctuality

As Ruler of the World for the Day

I would end crimes against children around the world.

As a ChildI was a proud and patriotic Navy brat ... and I still am.

When No One Is LookingI try to read and clean up after Victoria and Natalia.

Motto“Be faithful in small things

because it is in them that your strength lies.”

— Mother Teresa of Calcutta


Tire RecyclingRubber scraps can be made into something valuable.

by Peggy Denney

The recycling of scrap tires is an ever-increasing chal-

lenge worldwide. It is estimated that, at least in the United States, one scrap tire is generated per person per year. In Guam, the estimate is at least 1,500 scrap tires per week. If we are closer to the national average, that number would be almost dou-ble. And with the impending military buildup, these numbers will increase significantly. The U.S. Environmental Pro-tection Agency (EPA) reported that 290 million scrap tires were generated in the United States in 2003. Of that number, approxi-mately 45 million were used to make car and truck retreads. The remainder was either recycled, disposed of in landfills, or in lo-cations where landfill disposal is restricted, stockpiled to be re-cycled later In Guam, scrap tires are re-stricted from disposal at the Or-dot Dump, although sometimes tires are camouflaged by self-haulers and dumped there any-way. Guam has several recycling facilities permitted by the Guam EPA to accept tires for process-ing and shipping off island. Lim-its are set for each company as to the number of tires it can store based on the size of its storage area. Most of these companies have met or exceeded their stor-age limits. Although these recy-cling facilities have initial plans to ship the tires to an off-island buyer or end-user, these arrange-ments tend to fall through, and the recycling facility is left with a lot full of scrap tires that it can no longer export.

But there is a good side. Scrap tires are generated in large quan-tities and are extremely durable, which makes them both envi-ronmentally problematic and valuable as re-usable materials. Chipped or shredded tires can be used as tire derived fuel (TDF), which helps reduce the number of scrap tires while providing a fuel source. However, appropri-ate technologies must be used to address the pollutants generated in this process in order to meet air quality standards. Shredded tires can also be used for a variety of civil engi-neering projects, such as sub grade fill and embankments; land-fill uses, including daily cover material; and leaching fields for septic systems. Environmental impacts, however, must be con-sidered, depending on use and specific location. In Guam, the potential for heavy metals and other pollutants leaching from the shredded tires into, for exam-ple, a septic leaching field poses a serious groundwater contami-nation issue. This particular us-age has been discussed in the past, and a determination was made that research should be conducted to assess the extent of groundwater contamination in such a setting. As yet, that re-search has not been conducted. Ground or crumb rubber, sometimes referred to as size-reduced rubber, can be used in rubberized asphalt, where the crumb rubber is added to the hot asphalt in predetermined proportions and applied to the road surface. Rubberized asphalt has many qualities that appear to

suit Guam conditions extremely well. It has greater malleability and thus tends to crack less and require less maintenance. It re-duces the surface noise level by approximately 50 percent and reduces spray from roads onto windshields when it is raining. The primary limiting factor with this application is the expense of the equipment, which gener-ally runs in excess of $1 million. Rubber crumb can also be used in community or school play-grounds, basketball courts, and running tracks. Tire rubber has a long list of additional uses in products such as shoes, carpet underlay, side-walks, rubber tiles and block, dock bumpers, patio decks, and more, but again, the tires must be processed and exported to the manufacturers. Because Guam does not have the option to simply truck tires to a nearby recycling or manu-facturing site, and because devel-oped and developing countries are struggling to effectively deal with their own scrap tires, per-haps the solution for Guam is to pursue a technology that allows us to recycle our scrap tires lo-cally and generate income at the same time. This may appear to some to be a pipe dream, but the protection of our island en-vironment certainly justifies a concerted effort to, once and for all, develop an appropriate and effective scrap tire recycling sys-tem for Guam.

Peggy Denney is contracted by the Guam Business Partners for Recycling as the program administrator for the “i recycle” Program. She was the program coordinator for education and outreach at Guam Environmental Protection Agency for over two years. She has a bachelor’s degree in agriculture and a master’s degree (all but thesis) in environmental science from the University of Guam.

“Perhaps

the solution

for Guam is

to pursue a

technology

that allows

us to recycle

our scrap

tires locally

and generate

income at the

same time.”


Back to BasicsStep up training during tough times.

by Ron Marks

Ron Marks is the author of Managing for Sales Results published by John Wiley and Sons. He is a certified speak-ing professional and mem-ber of the National Speakers Association. He and his wife, Marni, love to visit Guam and are avid scuba divers. They reside in Scottsdale, Ariz. He can be reached at [email protected].

During tough economic times, most companies

tend to react in the opposite manner from what makes sense. If a sports team is losing games, it steps up the practice sessions and works harder so it can get better. If the military is facing a grave battle, it works on simula-tions and training exercises. If an actor or performer is faced with a tough audience, he or she rehearses longer and harder. Yet companies and sales teams that face one of the most difficult economic periods cut training like it is a bad habit! I believe that now, more than ever before, owners and managers need to accelerate their training and de-velopment programs. The challenge, of course, is that most companies don’t have the budget or available capital to engage professional trainers, so there is a good chance you will need to roll up your sleeves and develop and conduct the training yourself. This article is designed to give you a practical approach to developing and launching a train-ing program that will help your team get through these times. The training program should be designed to achieve maximum participation on the part of your team. It has been proven time and again that audience participation in sales training is one of the most effective methods of devel-oping both an attitude for learn-ing and an attitude for successful salesmanship. Next, enthusiasm must be created. Enthusiasm is one of the most important traits a sales meeting leader must pos-sess — because it is contagious.

Remember, participants in the training program will learn very little if they are mentally falling asleep. Lastly, the participant must have confidence in the pro-gram; he or she must believe in the content of the program and that the program will provide personal benefits. Assuming that your salespeo-ple enter the program in the right frame of mind — that is, with the proper attitude — and assum-ing further that this attitude is strengthened by the content of the program itself, it is time to re-view the factors that contribute to the learning process. It will help to consider briefly how the brain works. Essentially, the brain is com-posed of some 10 billion neu-rons, each with numerous feel-ers or extension wires. When we think, remember, or imagine, these neurons discharge an elec-tric current, which, in turn, cre-ates an electrical path or groove. Once made, the electrical cur-rent tends to recur, and the de-gree of recurrence depends on these three factors: frequency, time elapsed and intensity. All three factors contribute to the learning process. The more frequently any point is made, the more strongly it is reinforced. This is important in sales training in terms of get-ting new ideas or information across to your salespeople. The shorter the amount of time elapsed since a specific point is made, the more it is rein-forced. This is important in sales training as repetitive information in different formats is an effec-

tive way of increasing retention of the information. And lastly, the amount of learning a person derives from a training session depends to a great extent on the intensity of the stimulus. A person may hear and see many things that make little or no impression on his or her mind, while another person sees, hears and actually learns from certain experiences. The dif-ference is often the degree of at-tention given to things occurring within range of sight and hearing. A solid and consistent training program is a great way to keep the morale of your team high and focused through the tough times. Don’t fall prey to the trap other companies fall into and discon-tinue training your team. Double the effort, and then if necessary, double it again! I am confident that you will see the results in the production of your company.

“Enthusiasm

is one of

the most

important

traits a sales

meeting

leader must

possess —

because it is

contagious.”


Thanks to the Internet, it’s easier than ever to connect

with family across the miles. You can create your own family net-work, plan get-togethers and stay connected in emergencies. I have plenty of sites that will help.

Create a private networkMany families stay in contact via social networking sites like Face-book. But it doesn’t offer much privacy for family affairs. Luckily, there are better ways. You can create a private net-working site for your family. Post photos, leave notes and more. And you can prevent others from browsing through your family stuff. A number of sites will help you create a family network. One of the most popular is MyFamily.com. The free service is specifi-cally for creating family networks. A paid version removes ads and provides more storage. Your site is private so only those you invite can join. You can also create a net-work through Ning.com. Ning isn’t limited to families. Rather, anyone can create a network. But you can make your network pri-vate. Only people you invite can see or join your network. Ning has many public net-works. And members can join multiple networks. You can ex-plore your personal interests while maintaining your private family network. Ning network-ing is free. Paid plans provide ad-ditional storage and let you use your own domain name.

Plan get-togethersYour family doesn’t live on the In-

ternet. You want to connect in the real world, too. Maybe you need help planning a family reunion. Or maybe you just want to invite family to annual celebrations. MyPunchBowl.com is a han-dy site for planning get-togethers. Poll family members to decide on the best time to get together. Then, send invitations and man-age RSVPs. Tools help you manage pot-lucks and create gift registries. After the get-together, share pho-tos on the site. AirSet.com gives you a little bit of everything. Calendars help you keep track of important dates. Share photos and videos. It’s handy for reminders. Or use it to plan a family reunion. Use AirSet with your immedi-ate or extended family. Specify which you prefer when signing up. Your data is private. AirSet is free, although paid plans offer ad-ditional storage. Be sure to select the Family option. Otherwise, you could get overwhelmed with options.

Stay connected in emergenciesWhen emergencies strike, it is important for family members to stay current on developments. Rondee.com is a free confer-ence call service. You can sched-ule calls or use the on-demand service. Up to 50 people can join simultaneously. Invitees are sent a phone number and PIN to join in. You join calls from your land-line or cell phone. Long distance charges may apply. You can also request a toll-free number. You’ll

pay 5 cents per caller per minute. You can monitor callers and re-cord calls from Rondee’s site. CaringBridge.com is another site for emergencies. It is de-signed for those who need sup-port. You can post updates and pictures to your free site. Visitors can leave well wishes in the guest book. Sites don’t appear in search site results. Visitors must know the Web page address. You can also require visitors to sign in with an e-mail address.

Stay ConnectedSocial networks make keeping in touch a lot easier.

by Kim Komando

Copyright 2009 WestStar TalkRadio Network. All rights reserved.

Kim Komando hosts one of the top 10 most listened to radio shows in the United States and is the computer editor for Popular Mechanics magazine. Her radio show is heard on NewsTalk K-57.

“You can

create a

private

networking

site for your

family. Post

photos, leave

notes and

more.”


When was the last time you moved to a new country? If

you’ve done it before, you know it can be an exciting experience, but it can also be quite challeng-ing. Working in a different coun-try presents new challenges in learning and adapting. It is com-pounded when the employee brings family along. What are some of the things an employer can do to ensure that the new employee adapts to his or her new country and workplace? While the employee is responsible for many of his or her own needs, if the employer provides information and sup-port, the employee will adapt more quickly and successfully than with no support at all. It is important that the employ-ee knows what to expect upon ar-rival at the new destination. What are some challenges and sup-port measures the employer can give the employee prior to and af-ter going to the new country?

Traditions and PracticesCommon practices are taken for granted by people who have lived in a location for many years but may present challenges to a new arrival. For example, the employer may assume that the employee knows how and is licensed to drive a car. This is not necessarily true. Employers have had employ-ees arrive at the workplace only to discover that the employee does not know how to drive or needs to get a local license. This can cause serious problems in the workplace if the employer has ex-pectations of the employee driv-ing as part of the job.

Another challenge may be adapting to the country’s sys-tem of measuring. Most coun-tries use the metric system, and adapting to a system of feet and inches is difficult for many new arriving employees, especially when they use measurement in their work activities. Yet another barrier is lan-guage. Whereas most employees who are hired for work speak English to some degree, there may be a difference in the type of language. For example, in Eng-land the trunk of the car may be called a “boot.”

QuestionsThe employee will probably have questions such as:

* What banking services are available?* Where should I look for housing?* What religious services are available?* How do I mail items to my friends and family back home?* How do I get a cell phone and computer services?* Where do I shop?* Where do I shop for a vehicle?* How and where do I get

medical care, and how does the payment system work?

* How do I get a local driver’s license?* What social activities are available?* What recreational activities

are available?* How does the

tax system work in the new country?

Moving to new country is even more stressful when a potential employee will be bringing fami-ly. Other questions may include:

* How does the school system work?* How do I bring my pets?* Can my spouse work, and what are the job opportunities?* Are family activities available?* Will my family be accepted

into the social culture there? Foreign employees may bring pre-conceived notions about what the new country will be like when they arrive. While the Internet is an excellent source for information, it also contains information that is outdated, not valid or misleading. One of the best sources of in-formation for the new employee is the employer, who has a vested interest in providing him or her accurate information and making the transition to a new country as seamless as possible.

Hafa Adai SpiritWelcome new employees from afar.

by Dr. Karri Perez

Karri Perez, PhD, has worked in Guam, Japan and the United States. She is cer-tified as a senior and global HR professional and is a consultant and instructor for the University of Guam, University of Phoenix and GuamTraining.com. She can be reached at 488-2526 or [email protected]

“Providing

information

and support

will allow

employees to

adapt more

quickly and

successfully

than if the

employee has

no support

at all. ”


By Dr. John C. Maxwell

(The first part of this article appeared in the September 2009 issue of Directions)

It’s hard to achieve anything consequential without a written plan. However, putting a plan on paper isn’t enough. Regardless of how thorough, concrete, or ingenious a plan may be, it won’t happen unless additional in-gredients are injected into the planning pro-cess. In my experience, I’ve observed seven principles that are absolutely critical to suc-cessful planning.

1) The Principle of PassionWhen we’re passionless, we procrastinate on the plan or burnout trying to execute it. With passion, we approach our plans with excitement and a sense of urgency. Passion gives planning energy.

Passion also gives planning focus. As Tim Red-mond says, “There are many things that will catch my eye, but there are only a few things that will catch my heart. It is those I consider to pursue.” Passion narrows our vision so that the plan dominates our attention and distractions fade into the background.

2) The Principle of CreativityOf the seven planning principles, we violate the principle of creativity the most. By grav-itating to concreteness, we sacrifice creativ-ity. We settle for what’s easy to wrap our minds around, and we neglect to wrestle with harder, more difficult dilemmas.

I’m convinced that leaders are too busy do-ing to think and provide ideas. Even the rare leaders who think creatively often neglect to encourage the people around them to do the same. Consequently, a majority of teams rely on one person for creative thought and end up starved for good ideas.

3) The Principle of InfluenceWhen you prepare your plans, ask yourself the question, “Am I able to influence the re-sources needed to fulfill my planning and mission?” To accomplish your plan, you’ll need influence over people, finances, and your schedule.

The support of people, especially other in-fluencers, can make or break your plan. Make a priority to build relationships with them. In particular, find the key to their lives by learning what matters most to them. If you continually add value to the influencers around you in meaningful ways, then you’ll be more likely to receive their assistance when you need it.

4) The Principle of PrioritiesI’m amazed by the amount of people who begin to plan their careers before taking the time to prioritize their lives. You have no right, nor any reason, to start planning your life until you know what you’re living for and what you’re willing to die for. It’s important to find your purpose so that you run, not on the fast track, but on your track.

The key to a prioritized life is concentra-tion followed by elimination. As Peter Drucker observed, “Concentration is the key to economic results. No other principle of effectiveness is violated as constantly to-day as the basic principal of concentration. Our motto seems to be, let’s do a little bit of everything.” We must cease to dabble in everything before we can become excellent at anything.

5) The Principle of FlexibilityIn leadership, be mentally prepared that not everything will go according to your plans. Then, when plans unfold unexpectedly, you’ll be prepared to see new opportunities. Some of the best things I’ve received in life have

been surprises that I could never have planned in advance.

When plans go awry, don’t just stand there. By staying in motion, you create movement. Be resourceful enough to improvise when circumstances push you off course.

6) The Principle of TimingI credit Robert Schuller for teaching me a lesson about timing the peak-to-peak princi-ple. Most of the time, our decisions are based on our emotional environment rather than reality. When we’re in the valleys of life, we don’t see clearly. Our perspective is limited, and all we see are the problems around us. In the valleys we make decisions, not to better ourselves, but to escape our problems.

Never make a major decision in the valleys. Wait until you get to the peak where you can see clearer and farther. By reserving big choices for the peaks, you’ll avoid making rash decisions that you’ll regret later.

7) The Principle of TeamworkA worthwhile plan ought to be bigger than your abilities. You shouldn’t be able to ac-complish it alone. Each of us has areas of weakness, blind spots, and shortcomings. Unless we rely on a team to help us, our plans succumb to our personal limitations.

A sign in Coach Bill Parcells’ office stated his philosophy plainly: “Individuals play the game, but teams win championships.” What we can do alone pales in comparison to the poten-tial we have when we work together. Dr. John C. Maxwell headlines a list of prominent speakers and thought leaders at the 2009 Maximum Impact Simulcast, slated for Nov. 19 at the Hyatt Regency Guam. For reservations, please call Cathi Blas at Guam Training, 635-7501.

PRINCIPLE-CENTEREDPLANNING: PART 27 Principles to Guide Your Planning Process & Help You Achieve Your Dreams.


In September, Facebook re-ported that it had passed the 300 million user mark world-wide. This includes thousands in Guam. And while social networking is growing in popularity here and every-where else, employers are trying to keep a lid on its use at work.

A new survey by Robert Half Technology found that 54 percent of employers polled

reported that they “do not allow employees to visit so-cial networking sites for any reason while at work.” An additional 19 percent said that their organization allows the use of social networking sites for business purposes only, while some 26 percent said their workers could use such sites for personal use while on the job.

To avoid unnecessary conflict, organizations need a clear policy in place.

• Must there be a “business” use? Is there a legitimate rea-son for the organization to permit this activity?

• Can workers use the sites for their personal activity on breaks or during lunch?

• Is it permissible for workers to leave their chat applica-tions activated through the day so their friends can “see” them? If so it’s almost a defi-nite that they’ll use it.

• How about texting and cell phone use?

Many managers are reluctant to engage workers in this conversation, but not doing so can lead to problems.

HR Polls What the People

Are Saying

National Boss Day was Oct. 13. Some folks think it was no cause for celebration.

Adecco Group North America’s latest American Workplace Insights Survey showed that 53 percent of workers don’t think their boss is honest. Further, 25 per-cent of respondents said they believe their boss is dishonest about their job security. Some 28 percent of workers polled would lay off or fire their boss if given the option.

How much of this can be attributed to tough economic times and how much to simply poor workplace relationships?

Trust is also a key issue. As is often drilled home in supervisory training, while it doesn’t take much to destroy trust, it takes consid-erable effort to build — or rebuild — it.

It wasn’t all bad. The survey did reveal some positive signs. Some 65 percent of employ-ees don’t seek a major change in their rela-tionship with their boss. It also appears that workers recognize how tough their immedi-ate supervisor may have it, as only 39 per-cent of workers would take their boss’ job if it were offered.

More results from the survey on worker attitudes and beliefs:

The relationship with the supervisor is important

89%

The boss still has same focus as before on performance review process

87%

The supervisor remains as accessible as before

87%

Respect boss more today than before the current economic crisis

14%

Do you “journal”?

For the uninitiated, it’s not like writing in a daily diary. The process is meant to be much more active.

Some people get uneasy at the thought of lug-ging a notebook around and making notes the “old school” way, with a pen. Who would do such a thing in this era of smart phones and social networking?

The most famous journaler in the corporate world has long been Sir Richard Branson of the Virgin Group. For years, Branson has made furious notes in his notebooks, notes that describe meetings he has taken, phone calls, every new thought he has had.

Branson has filled up hun-dreds of these notebooks,

and the current edition is never far from his side. It is an essential planning tool.

So why do this? Because a bold, brash, and slightly eccentric British billionaire does?

Reason #1: The best collecting place for all of the ideas and information that come your way is your journal. Have you ever lost a new idea? Don’t use your mind for a filing cabinet. It will lose things.

If that isn’t a good enough rea-son to start journaling, here’s one that should interest you: Can you think of anything more valuable to your children, grand-children, and possibly future generations, than a written re-cord of your thoughts, how you made your decisions and why?

Journaling takes time and com-mitment, but the payoff is worth it.

Managers and Journaling


Author and speaker Zig Ziglar firmly believes that words have power and that most of us don’t truly understand how much.

Ziglar said: “As a youngster, I heard a little rhyme that said, ‘Sticks and stones may break my bones, but words can never hurt me.’ That’s untrue. Words can give us hope and en-couragement, or they can break our spirits and dash our hopes.”

Leaders, teachers, parents — anyone who has authority over others — must be aware of how what they say can influence people.

It has been said that one picture is worth 10,000 words, but Ziglar countered that the person who said that had obviously never read the Bill of Rights, the Declaration of In-dependence or the 23rd Psalm.

They’d never read Lincoln’s Gettysburg Ad-dress, heard the impassioned pleas of Dr. Martin Luther King, or former President John F. Ken-nedy, who called an entire nation to service.

Those are examples of words that changed the course of history and gave people hope for a better future.

Charles Osgood of CBS once said, “Compared to the spoken word, a picture is a pitiful thing, indeed.”

How many of us became more determined to suc-ceed in a given area because someone who mattered to us told us they thought we could? Even more common, how-ever, is the story of the person who gave up because, again, someone whom they respect-ed told them they probably didn’t have the ability to succeed.

Think about your team right now, as you read this. Consider the individuals you’ve worked with and counseled. Have your words given them the added power to push through what-ever challenges they face, or did something

you said drain them of any motivation they had?

Truth be told, many supervi-sors aren’t even aware that they’ve affected people, one way or the other. They’re too busy to notice.

Just accept it. If you are a supervisor, you and the words you use have an im-pact on people. So, now,

what’s called for?

1. Focus on people when you speak with them. Say what you mean, and mean what you say.

2. Being positive and telling someone that you believe in them costs you nothing. Spend those words as if you have an endless supply. You do.

3. Have you hurt someone? Apologize and see item 2.

Here’s the story of three super-visors, all competing to be pro-moted into the ranks of the orga-nization’s middle management.

Frank has always done every-thing his boss asked. He cheer-fully accepts new assignments and usually accomplishes all goals to the letter. He’s careful, competent, detail-oriented, and meets deadlines. His team likes him and performs well. Frank has good relationships with oth-er supervisors and is well thought of by his peers. Nobody ever has a harsh word to say about him. Frank is a good choice for the promotion.

Carlos is a lot like Frank. Solid, re-liable, well-liked. In fact, if the choice were just between Carlos and

Frank, it would be extremely tough because they both bring most of the same qualities to the table.

Joyce appreciates the talents and dedication of both men. That said, she knew early on that she would find it difficult to be noticed in the organization if she simply emulated them. By just being good at the things that Frank and Carlos already excelled at, she would not be able to distinguish herself, and the chances of pro-motion were slim.Joyce set out to make it easy for her boss — and anyone else with a vote — to choose her for the new job.

• She set Frank and Carlos’ stan-dard as the benchmark for her performance, the minimum, and

then looked for every opportu-nity to exceed it.

• She never accepted an assign-ment exactly as given without finding some element of it that she could “customize” in some way. This was, in essence, “brand-ing” the project.

• She took on projects that others avoided, including some that had been “orphaned.” This increased her visibility within the company.

• Joyce also regularly volunteered to be the “face” of the company

at events and civic gatherings, ex-panding her network.

In the end Joyce had created “buzz” that was impossible to ignore. She was viewed equally as competent as Frank and Car-los and then was also recognized for her extra projects, public work, and her “brand.”

Promotions aren’t rewards for past work, but anticipation of future success. Joyce made her supervisors excited over the thought of her in the new role.

Do You Make It Easy to Promote You?

THE IMMENSE POWER OF YOUR WORDS

“Management works in the system; Leadership works on the system.”

— Stephen Covey


Ever have a co-worker hijack a meeting or presentation, cutting you off while you were in mid-point?

Was it anything like Kanye West’s “performance” at the MTV Video Music Awards when he yanked the microphone away from 19-year-old Taylor Swift during her acceptance speech?

Have you ever given a quick opinion on an issue that unfortunately went against some-one, and he or she went ballistic on you?

Is that like Serena Williams recently throw-ing her tennis racket and cursing at the line official who penalized her for a foot fault?

Have you ever made a speech in front of a group and had an opponent yell out that you are a liar? South Carolina Rep. Joe Wil-son did during President Obama’s congres-sional address a few weeks back.

It’s hard to believe, but there was a time in America when these things didn’t happen, or were so rare that it was truly shocking. Today, it happens with saddening regu-larity and is always explained away with PR finesse.

Anyone who exhibits this behavior doesn’t get a free pass because celebs act badly. Still, you have to wonder who or what we’re modelling when we’re in the workplace.

Molly DiBianca, an attorney with Young Con-away Stargatt & Taylor, a Delaware law firm that focuses on employment law, recently ad-vised readers of the Delaware Law Letter to make sure that all supervisors improve their skills at handling performance reviews.

“Writing a performance review is a learned skill and requires a lot of practice to get even close to getting [it] ‘right,’” DiBianca said. “Yet, many (or most) companies fail to provide training to supervisors on how to prepare an effective and legally compliant employee performance review.” Her recommendations:

1. Be [Painfully] HonestDon’t sugar-coat your comments. Yes, it can hurt to give a less-than stellar performance review. However, if you’re gentle with your re-view and later try to tell a judge that the work-er was really a problem all along, you’ll have to testify against that document. If your review gives a “satisfactory” rating and you try to change your story in court, how will you an-

swer when the opposing lawyer asks, “So, were you lying then or are you lying now?”

2. Use Your Big-Boy [or -Girl] WordsHere, DiBianca is talking about descriptive words. Words that actually describe some ac-tion, attitude, incident, or conduct.

Her example: “Don’t write: Bob has good communication skills.” Instead, “Do write: Bob generated several well-written memos during the budgeting process that were par-ticularly useful in guiding our assessment de-cisions.” In other words, be as specific as pos-sible. Give details, and this goes for positive and negative reviews.

3. Prove It“That’s right,” DiBianca said, “don’t just say it. Back it up. Give a specific example for each area you’re asked to comment on.” Point blank she said: “If you can’t articulate a spe-cific example, then don’t write it.” Instead of: “Jackie’s attendance needs improvement,” try,

“Jackie has been absent eight times this quar-ter — far exceeding the two absences per-mitted by company policy, and she’s been called out of work just prior to her shift on four occasions, causing lost production until a substitute could arrive, as well as additional expense.” Summing up, be honest, be specific, and be able to back up what you write.

Teamwork: “No one can

whistle a symphony”

— H.E. Luccock

“I don’t know the key to success, but the key to

failure is trying to please everybody.”

— Bill Cosby

Do We Emulate RudeCelebrities?


CUSTOMER’S INDEXCUSTOMER’S INDEX

THE PEOPLE WHO MAKE DIRECTIONS

POSSIBLE

Directions magazine is advertiser-supported and

wouldn’t exist without the continued support

of the organizations listed above and others like

them. We give our clients the region’s largest au-

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Thanks!

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By Marty Herron

67DIRECTIONS • October 2009

Coordinates for Crucial Decision Making, Part 1 of 5

Since ancient times, life has been pictured as a journey or voyage, as in Homer’s Od-

yssey and Christian patriot John Bunyan’s Pilgrim’s Progress. In casual conversation, many of us describe life as “smooth sailing,” hardships as times to “sink or swim,” and a friend’s death as his “reaching the other shore.” In Acts 27, the Apostle Luke describes a true voyage in the life of the Apostle Paul. Through the example of the Apostle Paul in the Bible, we find five coordinates that will help us in beneficial decision mak-ing. These truths can quickly apply to impa-tient business matters. When my children come to me with dilemmas, I often advise them based on my own experiences. This can be a good thing, but it is crucial that we provide sound advice from God’s Word. In the book of Acts, chapter 27, the Apostle Paul finds himself sailing to Italy on a ship accompanied by a load of prison-ers. Later they changed to a ship of Alex-andria sailing into Italy. (At the end of this chapter, we learn that this grain ship, going from Egypt to Italy, housed 267 passengers. The Roman government was always kind toward these ships because of the grain they brought from Egypt). Verses 9-14 say:Now much time was spent, and when sail-ing was now dangerous, because the fast was not already past, Paul admonished them, and said unto them, ‘Sirs, I perceive that this voyage will be hurt and much damage, not only of the lading and ship, but also of our lives.’ Nevertheless the cen-turion believed the master and the owner

of the ship, more than those things which were spoken by Paul. And because the ha-ven was not commodious to winter in, the more part advised to depart thence, also, if by any means they might attain to Phenice, and there to winter; which is an haven of Crete, and lieth toward the southwest and the northwest. And when the south wind blew softly, supposing that they had obtained their purpose, loosing thence, they sailed close by Crete. But not long after there arose against it a tempes-tuous wind, called Euroclydon. Verses 9-14 contain important truths that can help us make constructive deci-sions. We shouldn’t be just drifting along the ocean of life, wondering where we are going. I believe God allows many events in our lives to make us stronger and more effective for Him. Consider these five co-ordinates when seeking the best and most beneficial choice in any decision.

Consider the TimingFirst, consider the time. Verse 9 says, “Now when much time was spent, and when sailing was now dangerous be-cause the fast was not already past, Paul admonished them.” The word fast refers to the Day of Atonement, which we know from history occurred in late September to October. Between September and No-vember was a dangerous time to be sail-ing on the Mediterranean Sea. In a sense, Paul was saying, “Listen, trying to reach Italy now is dangerous.”

God’s timing is critical in seeking posi-tive decisions for our lives and businesses. John 7:6 says, “Then Jesus said unto them, ‘My time is not yet come: but your time is always ready.’” Later, in Matthew 26:18, Je-sus said, “My time is at hand.” Within God’s plan, there is a perfect, appropriate time for all things. When making crucial decisions, we must consider the right timing.

Communicate with the LordSecond, communicate with the Lord. Acts 27:10 states, “And [Paul] said unto them, ‘Sirs, I perceive that this voyage will be with hurt and much damage, not only of the lading and ship, but also of our lives.’” Somehow Paul knew something bad was going to happen. Sometimes we have a sense of the right thing to do. God often prompts us by giving us peace about im-portant decisions. The Bible teaches that in every circum-stance God wants us to have peace in our hearts – peace with God (Romans 5:1), the peace of God (Colossians 3:15; Philippi-ans 4:7), and peace with others (Romans 12:18). Those who are faced with critical decisions, whether in business or life, are seeking peace in their situations. We can find God’s peace by heeding the clear in-structions in His Word.

Marty Herron grew up in Los Angeles, California. He moved to Guam with his wife and four children in August of 2000 and is the senior pastor at Harvest Bap-tist Church and Ministries.

To be continued next month…


It’s pretty widely accepted that one of the key success factors for a family-

owned business is communication among family members and with non-family em-ployees. Keeping the channels open and the give-and-take flowing is critical to ef-fective management. It’s also essential to maintaining working relationships, getting necessary operating information around to people who need it, and dealing with mis-understandings before they balloon into open warfare. Here are some suggestions for making the basic form of human communication — talking — more effective for identify-ing, solving and preventing family business problems and for keeping the company on an even keel.

Talk QuicklyWhen something fouls up or a conflict erupts, get the people involved together to talk about it as soon as possible. Don’t let misunderstandings or hurt feelings hang in the air because they only get worse with time. And don’t let anyone think that “just not mentioning it” is a charitable solution. When a problem surfaces, sit down to talk it out, find out what caused it, work out a solution and figure out how to prevent a recurrence. And do it quickly.

Talk with the Right PeopleSome family companies are organized in such tight hierarchies and narrow compartments that people who need to talk to one another have a very hard time getting in touch. To make talking work for problem solving and problem prevention, get the crucial people around the table. Don’t let multiple layers of supervisors, subordinates and unofficial me-diators get between the people who need to look one another in the eye and listen to one another’s voices and ideas. And whatev-er you do, don’t let the discussion become a debating ground for family members and other parties who aren’t directly involved.

Talk IntelligentlyIf you’re involved in a family business dis-pute or if you’re the one who’s respon-sible for settling it, get your facts straight before sitting down at the table. Learning halfway through a meeting that you don’t have complete or accurate information is not only frustrating and embarrassing, but it also undercuts your credibility in the discussion, and it can delay or even derail everyone’s efforts to reach a solution.

Talk StrategicallyKeep in mind the old saw about putting the brain into gear before opening the mouth. Don’t settle for getting everyone in a room, closing the door and letting it fly. Before starting a talking session, set some goals for outcomes. Get all the par-ticipants to agree on why they’re there and what needs to be accomplished by the time the door opens again.

Talk ObjectivelyIt’s important to talk about business issues in a businesslike way. Be objective and keep the discussion focused. Remind everyone that the bottom-line reason for working to-gether to solve problems is to sustain com-pany performance, productivity and profit. Sure, human factors are at work in every workplace, especially in a family company. But when there are business problems to be worked out, the talk has to have an ob-jective edge to it.

Talk OpenlyA face-to-face problem-solving session won’t work if only one face is talking. Don’t let yourself or anyone else in the meeting clam up. The people in the room came to talk. So get them to talk. If they won’t, you might as well turn out the lights and go home.

Talk ConcretelyKeep the discussion focused on problems that are both real and current. Keep per-

sonalities and irrelevant history off the table. If you’re having the meeting because the maintenance crew has dropped the ball again, talk about today’s problem and about making changes that will keep it from being tomorrow’s problem, too.

Talk ConstructivelyUse the time to talk about practical actions you can take to correct a bad situation. Don’t dwell on the damage already done, customers lost or the difficulty of recover-ing from the disaster. Along with agreeing on the constructive steps you’ll all take to-gether, get everyone to agree on how you’ll know when the problem is solved and the situation fixed.

Talk PositivelyNot every issue can be ironed out in one session. Should everyone take some time to digest today’s exchanges and then talk again in a few days? Maybe sleeping on it will generate a few more good ideas. Don’t let people drift away before settling the issues, but don’t be afraid to take a breather, either, as long as everyone agrees to meet again.

You Call This Leadership?Family business leadership takes on many different forms.

James Lea is an internationally acclaimed family business consultant and is avail-able through Directions at 635-7501.

By James Lea

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