Fall 2010 Carnation

Delta Sigma Phi | Fall 2010

2 T H E C A R N AT I O N | D E LTA S I G . O R G

letter from the editor

Readers,

It’s an exciting time for me. Just after Founders Day, mywife and I will be welcoming our first child into the world –a baby boy who I’m hoping will become a Delta Sig legacysome day. We’re extremely excited, and I think if he canbecome as great a person as many Delta Sigs who I’ve met orheard about over the years, we will be tremendously happy.

I learned about one such Delta Sig back as we were justfinding out about the pregnancy – just after the last issue ofThe Carnation hit the mail. Like after every issue, I receive anumber of obituaries of brothers we should include in thenext issue’s Bond Eternal section. The alumnus who passedon this obituary said I should really take a look at it. When Idid, what it said didn’t surprise me. It turns out the deceasedbrother was quite involved in the Fraternity on the locallevel, served his country for 30 years in the U.S. Army earn-ing the rank of Colonel upon his retirement, was a familyman who attended nearly all of his grandchildren’s ballgames, and was an avid golfer and friend to everyone withwhom he came into contact. He was someone I’d be proudto be associated with – someone we should all strive to be.

Each and every time I am able to take the time to learnabout our brothers, whether through an obituary or throughsomething else I receive, I am struck by the same thing –the vast majority joined the Fraternity and then made adifference in their communities, their careers, and with theirfamilies. They all embody what our founders wanted DeltaSigs to be, and what the Fraternity continues to build in itstraining and educational programming today – leaders.

After reading that obituary and thinking about how itembodied many others I had seen throughout my years onstaff, I couldn’t help but think of the baby we’re bringinginto the world in December. I just hope my wife and I canraise a child who one day makes an impact on those aroundhim like this alumnus obviously had. I think by bringing himup teaching him the values we learn through our time inDelta Sig, he’ll be on the right track to make that impact.

And even if he never joins the Fraternity, we’ll havesomeone else who is living the Fraternity’s values on a dailybasis. How could we go wrong with that?

I hope you enjoy this issue of The Carnation, and wish meluck that I don’t pass out in the delivery room. That’s mybiggest fear!

YITBOS,

Bruce Hammond, Ohio Northern ’98Editor

PS – The brother who entered the Bond Eternal who I refer-ence above was Robert “Budgie” Romines, Stephen F. Austin’63. A special thanks to Jim Kyle, Stephen F. Austin ’65, oneof Budgie’s roommates at Stephen F. Austin, for encouragingme to look at his obituary.

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EditorBruce Hammond, Ohio Northern ’98

Contributing WritersBob Coates, San Diego State ’57Nick Gerhardt, Missouri ’08Jeffrey Gordon, Valparaiso ’91Bill Lawhorn, UW LaCrosse ’93James R. Lucas, Missouri S&T ’69Stephen Munna, Georgia Tech ’03Walid Neaz, Georgia Tech ’06Bob Westby, SD School of Mines ’67

Art DirectorShelle Design, Incorporated

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Copyright 2010 by the Delta Sigma Phi Fraternity; 1331 N. Delaware St.,Indianapolis, IN 46202. No part of thispublication may be reproduced, stored in a retrieval system or transmitted inany form or by any means, mechanical,electronic, photocopying, recording or otherwise, without prior written permission of the copyright owner.

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CARNATIONTHE

9Feature: Undergraduate Entrepreneurs:from Backpacks to Briefcases

33Two Delta Sig Perspectivesof the BP Oil Disaster

46A Day in the Life: Bobby Sharma,Duke ’92, Vice President & GeneralCounsel, NBA Development League

Contents

DEPARTMENTS

2 Letter from the Editor4 News Feed16 Business & Finance24 Health & Fitness27 Government & Politics30 Leadership & Education

40 Tech Trends44 Travel & Tourism46 Sports50 Books by Brothers52 In Their Own Words55 Bond Eternal

Mission: The Carnation is a lifestyle magazine meant to entertain, educate and inspirethe members of Delta Sigma Phi to become better men and lead better lives, whilealso educating and entertaining other readers who may not be members.


News Feed

Fraternity Names 2010 Pyramid ofExcellence Winners

Seven outstanding chapters will be the recipients of the 2010Pyramid of Excellence Award, Delta Sigma Phi’s top awardfor its chapters. The winning chapters, and a little abouteach, are below:

Alpha Alpha – University of IllinoisThe Alpha Alpha Chapter has a 3.12 cumulative GradePoint Average, and during the 2009-10 academic year had81% of its members involved in another campus organiza-tion. Chapter members participated in nearly 750 hours ofcommunity service, and raised $2,500 for the Mental HealthCenter of Champaign County.

Alpha Delta – University of North Carolina, Chapel HillThe Alpha Delta Chapter excelled in recruitment during the2009-10 academic year, growing 33% between 2008-09 and2009-10. In addition, the chapter averaged more than 20hours of community service per member, and 100% of thechapter’s members were involved in another campus organi-zation during the last academic year.

Alpha Tau – Albion CollegeAlpha Tau Chapter at Albion had a 3.25 Grade PointAverage as a group, one of the highest across the Fraternityduring the 2009-10 academic year. In addition, the grouprecruited 18 men to join the chapter last year and 85% ofits members are involved in another student organizationon campus.

Alpha Upsilon – Kansas State UniversityThe Alpha Upsilon Chapter at Kansas State can hang its haton outstanding leadership within its ranks. Of the chapter, 86%of the members are involved in other campus organizations,while 35% of the chapter holds a leadership position in anothercampus organization. In addition, Alpha Upsilon completednearly 1,000 hours of community service in 2009-10.

Beta Mu – Transylvania UniversityImpressively, the Beta Mu Chapter has had the top GradePoint Average among fraternities on its campus for 62consecutive semesters. In addition, the chapter completed1,500 hours of community service, has 91% of its chaptermembers involved in other campus organizations, and 42%of its members hold leadership positions on campus outsidethe Fraternity.

Delta Epsilon – Missouri University ofScience & TechnologyThe Delta Epsilon Chapter completed nearly 700 hoursof community service during the 2009-10 academic year,while having 85% of its members involved in other campusorganizations. In addition, 20% of the chapter’s membershold leadership positions in those outside organizations.

Zeta Chi – University of Alabama, BirminghamThe Zeta Chi Chapter impressively beat the All Men’sGrade Point Average on campus by .3 points, which showsits commitment to academics. In addition, the chapter com-pleted more than 1,600 hours of community service, whichaverages to 38 hours per man. They accomplished all of thiswith 75% of the chapter’s members being involved in othercampus organizations.

Congratulations to all seven of the Fraternity’s 2010 Pyramidof Excellence winners.

Fraternity Wins Laurel Wreath Award from theNorth-American Interfraternity Conference

Delta Sigma Phi was honored with the 2010 North-American Interfraternity Conference (NIC) Laurel WreathAward for its role in supporting the University LearningOutcomes Assessment (UniLOA) research that resultedin industry altering data on the role fraternities play in theoverall college experience. The award was presented inApril at the NIC Annual Meeting in Washington, D.C.

Delta Sigma Phi was joined by four other fraternalorganizations interested in this research, when all realizedthat from the UniLOA they also could measure how aman’s fraternity involvement impacts his overall studentand membership development.

The findings reveal that fraternity members’ aptitudein each of seven measured areas – critical thinking, selfawareness, communication, diversity, citizenship, membershipand leadership relationships – was higher than that of theirnon-fraternity peers. Also revealing was the data-supportedconclusion that the time at which a man joins a fraternityhas a direct impact on his development in each area.

“Thanks to this partnership we are better able to speakwith scientific certainty about the impact of fraternity orsorority membership on student development and growth,”said Peter D. Smithhisler, NIC president and CEO.

Alpha Tau Omega, Delta Upsilon, Phi Kappa Tau, andZeta Tau Alpha shared the 2010 Laurel Wreath Award withDelta Sigma Phi.

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The Carnation Wins Award from FraternityCommunications Association

Your very own Fraternity publication, The Carnation, receiveda first place award from the Fraternity CommunicationsAssociation (FCA) at its annual meeting in May.

The magazine received its award in the Persuasive Essaycategory for its Fall 2009 feature story entitled MissionPossible (With Your Help). According to the judges, “Tryingto put together an exciting piece about a Strategic Plan can bedifficult. You were able to break it down, explain it, and call yourmembers to action. I was excited to see that the steps suggestedwere ones that someone could easily act on. Great work!”

This is the second award The Carnation has received fromFCA since 2008. Then, it was honored with a second placeaward in the Human Interest category for its Mission toWarlordistan piece written by Brian Glyn Williams, Stetson’86, from the Spring 2007 issue.

According to Executive Director, Scott Wiley, “It’s excit-ing for our organization to be recognized for our publication,something in which we take great pride. We look forward toour award-winning magazine continuing to be a great piecefor our brothers.”

In addition to the magazine receiving an award, itsdesigner Michele King from Shelle Design, Inc., receivedan FCA award as Outstanding Supplier Partner.

Alumni Run for Elected Office

A number of Delta Sig alumni have run (or are running) forelected office this year, and we wanted to provide you with alittle information about each of them:

US Senate• Todd Tiahrt, SD School of Mines ’70 – Tiahrt, a longtime U.S.

Congressman from the state of Kansas, received 144,372 votes(45%) but was narrowly defeated in the Republican Primary toreplace retiring U.S. Senator Sam Brownback.

US Congress • Tom Reed, Alfred ’91 – Reed is the Republican nominee

for New York’s 29th District seat in the U.S. Congress,which was formerly occupied by disgraced formerCongressman Eric Massa. Prior to running for Congress,Reed served as the mayor of Corning, New York.

• Rick Wilson, Purdue ’70 – Wilson ran in the RepublicanPrimary for Michigan’s 5th District seat in the U.S.Congress, gaining 44% of the vote. Unfortunately, thatwasn’t enough to win the primary. Prior to his run forCongress, Wilson served for 34 years as an autoworkerfor GM-Delphi.

• Mike Turner, Ohio Northern ’79 – Turner, who currentlyserves as the U.S. Representative for Ohio’s 3rdCongressional District, is running for a 5th term inCongress. Prior to serving in Congress, Turner servedtwo terms as the first Republican Mayor of Dayton, Ohioin 25 years.

Illinois Governor• Kirk Dillard, Western Illinois ’75 – Dillard finished second

with 20.2% of the votes in the Republican Primary elec-tion for Illinois Governor in February. The winner, BillBrady, received 20.3% of the votes (only approximately300 more than Brother Dillard).

• Adam Andrzejewski, Northern Illinois ’89 – Andrzejewskialso ran in the Republican Primary election for IllinoisGovernor in February finishing fifth in the seven-personprimary with 14.5% of the votes.

Norfolk, Virginia City Council• Tommy Smigiel, Old Dominion ’00 – Smigiel, a former

National Teacher of the Year finalist who was profiledin the Spring 2008 issue of The Carnation, won a seat onthe Norfolk City Council in May 2010. Smigiel was theunderdog going into the race, but pulled out the winby less than 150 votes. He took his seat in July.

2010 Leadership Institute Welcomes52 Participants and Three OutstandingAlumni Speakers

The 2010 Leadership Institute, which concluded in earlyAugust, brought 52 students from 31 chapters to CampTecumseh in Brookston, Indiana for a five-day intenseleadership training experience.

Leadership Institute attendees gather near the sign at theFraternity Headquarters in Indianapolis as the event concluded.


News Feed

Attendees worked through a curriculum that consisted oflarge and small group sessions, engaging in conversations andexercises to help them become better leaders both within theFraternity and in all other leadership positions.

In addition to the large and small group sessions,attendees took part in an outdoor ropes course and wilder-ness challenge meant to put the lessons they learned in theclassroom to the test in the field. Attendees rated theseelements as top aspects of the event for them.

Attendees were also treated to talks from three accom-plished alumni who shared their thoughts on differentaspects of leadership.

• Doug Gehrman, Arizona State ’59, who serves as a consultant,professor and author on leadership, spoke about becoming atransformational leader through living one’s values.

• Bob Bloom, Hartwick ’71, who serves as the President andCEO of ColorTyme, Inc., talked about leadership throughunderstanding how to create change when it’s necessary.

• Allen Fore, Eureka ’86, who serves as a community relationsleader for energy company, Kinder Morgan, spoke aboutleadership in practice, and how the aspects of leadershipthe students were learning are put into practice every day.

For more of a firsthand look at the 2010 LeadershipInstitute, and to see videos of attendees and speakers fromthe event, be sure to check out the 2010 Leadership Instituteblog at http://liwatch2010.wordpress.com.

The 2010 Leadership Institute attendees thank those generous donors to the Delta Sigma Phi Foundation who made the event possible.

(L-R) Kelly Strough, Idaho ’08, Isauro Saldana, Oregon ’09,and Matt Welch, Utah State ’09 celebrate after completingthe rock wall at the 2010 Leadership Institute.

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Save the Date for the 2011 Convention

The start of the 2011 Delta Sigma Phi Convention is lessthan nine months away, so Save the Date to be with usJuly 28-31, 2011 at the Omni Orlando at ChampionsGateto connect with brothers from across the country.

The theme of the 2011 Convention, which is embodiedin the Convention logo, is Leadership. Loyalty. Legacy.These words correspond to three important aspects of one’sDelta Sigma Phi experience, and each also corresponds toone of the three pillars of the 2025 Strategic Plan – BuildingStrong Chapters, Building Strong Leaders, and Becomingthe Strongest Fraternity.

Leadership corresponds to the leadership training andeducation that today’s undergraduate members are receivingthrough events like the Leadership Institute, the RegionalLeadership Academies, and The Summit program.

Loyalty, or the Pearl of Great Price, is what Delta SigmaPhi hopes to build and continue in its alumni ranks throughengagement opportunities, regular interaction, and lifelongnetworking opportunities.

Legacy corresponds to the business aspect of theConvention and the Vision 2025 Strategic plan, and howthe legacy that the Fraternity is creating today will impactfuture Delta Sigs.

Different from years’ past, the 2011 Convention willinclude more time for attendees to enjoy the Orlando areahow they choose to, whether that is attending one of thetheme parks, playing golf at the course on site at the hotel,or just laying and relaxing by one of the many pools withfellow brothers and guests.

The 2011 Convention will again offer a full spouse/guestprogram full of opportunities for spouses and guests of all agesto enjoy the area.

And in exciting news, the event will bring back the verypopular History of the Ritual discussion, led by Past GrandCouncil President Loren Mall, Kansas State ’58.

The 2011 Convention will be a can’t-miss event, somark your calendars now to take part in one of Delta Sig’sbest events!

Online registration for the Convention will be live justafter the new year, and will be found on the Delta Sig website at www.deltasig.org.


Where Are They Now?

Following Up with aSuccessful LeadershipInstitute Graduate

What have you been doing sinceyou graduated from the Universityof Texas?While I was still an undergraduate,I knew the next major step in my careerwas to pursue my MBA. Therefore Itook the GMAT exam in the fall of2003 in the hopes that I would be ableto begin my graduate studies immediate-ly following UT. Unfortunately, I wasn’tadmitted to a single program that springso I had to improvise. Luckily, afterleaving Austin and the Eta Chapter in2004, I found a sales position with CiscoSystems in North Carolina. I loved thejob but I knew it was only a temporarystop en route to graduate school. Afterthree years in technology sales, I wasaccepted to the Harvard BusinessSchool and the Kennedy School ofGovernment in a joint MBA/Mastersof Public Administration program.My three years in Cambridge concludedin May 2010 when I graduated, and Iwas fortunate enough to find a job inhospital administration with TenetHealthcare in Birmingham, Alabama.

When did you attend the LeadershipInstitute, and what is your bestmemory from the event?My Big Brother in the Eta chapter, Rob

Wykoff, had attended the LeadershipInstitute two years prior to my initia-tion and spoke very highly of the event.Rob encouraged me to complete the LIapplication as soon as it was available,and I was fortunate enough to beaccepted. I participated in LI during thesummer after my freshman year, whichhappened to be the same time thatthe national fraternity was debatingthe merits of the alcohol-free housingpolicy. Tensions were high going intothe event, as the alumni, and even theundergraduates themselves, weren’t sureexactly how the debate would unfold.Much to my surprise, the conversationsthat ensued were all extremely matureand collegial. Many participants haddiffering points of view, but all opinionswere welcomed in an open and honestenvironment. In the end, the vastmajority of LI participants left theevent feeling their voice had beenheard and an agreeable compromisehad been reached. That series ofexchanges exemplified the true strengthof our brotherhood, and it proved to methat if Delta Sigma Phi could success-fully navigate those treacherous waters,the fraternity could survive any obstacleput in its path as long as we pooled ourcollective strengths.

What are some lessons from the LIthat you’ve taken with you?One of the most impressive aspects ofmy Leadership Institute experiencewas the effort put forth by the alumnivolunteers in ensuring the event was asuccess. They were working profession-als who felt so strongly about the idealsof Delta Sigma Phi that they took timeaway from their jobs and families tospend one week with a group ofundergraduates during their fraternityexperience. The dedication exhibitedby these volunteers left an indelibleimpression upon me as they trulypersonified the Pearl of Great Price.Despite the fact that I have moved alot in recent years, I have always triedto volunteer with my local Delta Sig

community, much like those alumnidid at the LI. No matter what myinvolvement with the fraternity hasbeen or will be, I honestly believe Icould never do enough to pay backeverything that this organization hasgiven to me. However, I will certainlyspend the rest of my life trying to closethat gap as much as possible.

What are some of your future goalsfor your career?I have a list of five, ten and twenty yeargoals that are constantly in flux. Thatbeing said, I’m excited to enter thehealthcare industry, which I viewas a perfect intersection of my twopassions – business and government.My hope is to build a career in hospitaladministration, and eventually parlaythat experience into a role in thepublic sector on either the state orfederal level.

As a successful graduate of the LI,what is a piece of leadership advicethat you’d give to today’s undergradu-ate members?Say “Yes” to everything, no matter howmenial the task. If you complete itquicker than expected and better thanexpected, the requests from others willincrease and your credibility will rise.My fraternity experience began withsimply volunteering to lead smallefforts, and those experiences snow-balled into bigger opportunities.Eventually those leadership effortswithin the fraternity expanded to newones outside of Delta Sigma Phi. Fromstudent government to communityservice groups, there are hundreds ofways to build your leadership repertoire.It may not seem like it at the time, butcollege goes by in the blink of an eye,so it’s important to get involved earlyand often. The best way to do that is tosimply say “Yes” and volunteer to leadwhenever the opportunity is presented(including the Leadership Institute).

Luke FuszardTexas ’04

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By Nick Gerhardt, Missouri ’08

Many Delta Sig undergraduates successfullycombine being students and entrepreneurs.It’s a combination that is becoming moreprevalent across the brotherhood.


This is the age of the student entrepreneur. No longer atrade restricted by any intrinsic necessity for startup capitaland significant real-world experience, entrepreneurship haslost that exotic appearance of exclusivity.

According to Junior Achievement’s 2009 poll, 51 percentof teenagers hope to start their own business, and given thenumber explosive success stories like Mark Zuckerburg andhis Facebook, a sizable percentage of them truly believe theyhave a legitimate shot at succeeding.

Perhaps companies like Amway/Quixtar, which builttheir success around creating and empowering “independentbusiness owners” have fueled this trend. Perhaps social networking sites, which take the big, scary unknown worldand simplify it down to a series of interconnected tangiblenetworks through which anyone can find anyone else, havehelped fuel the trend.

Perhaps the fact Generation Y grew up with a blankie in one hand and a computer mouse in the other makes creating the surface indicators of a legitimate business, suchas a sleek web site, feel no more daunting than making aMySpace page.

Perhaps it’s a perceived lack of job security.Regardless of the reasons, innumerous though they must

be, one can’t deny this rebirth of the American dream. With

a credit card and a good idea, it seems, a student can dopretty much anything.

Students at the University of Missouri started a customiz-able cookie company, and paid their tuition by combiningReese’s pieces, Hershey batter, and caramel topping.Fraternity men in Georgia created a small T-shirt company,capitalizing on irony by publishing anti “Bro” shirts to tryto pay their dues. Meanwhile others, like a pair of men inMichigan who started their own valet service, created acompany as undergraduates that became their primarysource of income in the real world, beyond graduation.

UniversitiesUniversities across the nation have begun to embrace theundergraduate entrepreneur.

Forty years ago, only 16 universities in the nation offeredsome kind of entrepreneurial training, spanning from twocourses to a liberal arts minor. By the dawn of the 90s, thatnumber had increased 20 fold. Today, more than 1,600 institutions of higher learning teach young men and womenthe necessary methods for starting their own businesses.

“Part of it is that the corporate model is not appealing fora lot of students. They think if they want to get a bachelor’sdegree, and they have the smarts to make that happen, why

College students today have embraced theAmerican adage of the Land of Opportunity

like never before. Where their fathers andgrandfathers generally found a company for

which to work, dug in and hoped to climb the corporate ladder, today’s students have embraceda different approach entirely.

Forget climbing. Let’s build our own ladder.This old model looks broken anyway, they say.

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not start their own business?” says Denny Ciganovic,Director of the Career Center at the College of Charleston.

Ciganovic, Franklin & Marshall ’62, says the collegiateapproach to teaching entrepreneurship relies heavily oncompetitions through a national non-profit organization,Students in Free Enterprise (SIFE).

The organization bills itself as a vehicle for the mobiliza-tion of university students around the world to use theknowledge gained in the classroom to address real worldbusiness and economic issues in their communities.

At individual universities, students come up with theirown business plans and models for a prospective entrepre-neurial opportunity. The best of these bubble to the topand those go on to participate in national SIFE competitionswhere the best of the best receive awards and, if circum-stances befit, could even catch the eye of someone withthe resources to help bring that idea to fruition.

As one might expect, innovation and uniqueness playa large role here, and Ciganovic says that mirrors thereal world.

“People these days are willing to spend a lot of money on some very unique services or a very unique product. The market, even though the recession is here, seems to be very receptive for people with that little twist, that littlemouse trap,” Ciganovic said.

“These students are more self confident in terms of theirability to create and be successful, and there’s probably somesociological reasons behind that.”

Generation YSociologists Neil Howe and William Strauss developed thetheory of generations in the 1990s, coining the termsBoomers (1943-1963), Generation X (1964-1981) andGeneration Y (1982-2000).

According to their theory, each generation possesses acertain character honed by key cultural, economic, andsocial forces specific to that era.

Scholars across the world label Generation Y as the mosteducated, assertive and IT-literate batch in history. Theworld looks a lot smaller to kids who grew up on the infor-mation superhighway. They generally take the opportunitiesoffered therein for granted.

This generation sees entrepreneurship not as a hugegam-ble or a major life decision, but instead view a chance at theirown business as just another opportunity, no different from asummer job or an internship.

The advent of social media and this generation’s familiaritywith technology seems to have curbed the intimidation factor of starting a business from scratch. Couple that fact

with how most accredited institutions offer introductoryentrepreneur classes regardless of major, and these freshminds have armed themselves with most of the weaponrynecessary to inject their own new spin into the marketplace.

Facebook: LifebloodRecent graduate Ian Swain, Johnson & Wales ’09, confirms theonset of Facebook necessity in the entrepreneurial landscape.

“I use Facebook every hour of every day. That’s the greatest tool for connections. Most of my connections toother promoters and owners happened through Facebook,”Swain said.

Owner of SwainPro, an event planning service out ofPennsylvania, Swain began planning to start the businessduring his junior year at Johnson & Wales. He officially created the business by purchasing the rights to the webdomain Swainpro.com and writing a mission statement theJanuary before his graduation. After he graduated, he movedoperations closer to home in Philadelphia.

Every Thursday SwainPro hosts events for Vango Loungeand Skybar, and has a second weekly venue commitmentwith Marathon in the works to occupy his Saturdays.

“I was contacted through Facebook for my second venueactually. Then I met with them, negotiated the terms andstarted a new business relationship. In these cities it’s thebiggest network possible.”

“Facebook is great; however, as always the most effective wayof marketing is still personal communication” Swain added.

Other major events to the company’s credit include amasquerade ball in Philadelphia, back-to-school events, and a major launch event for new partner Marathon.

Swain also credits the Fraternity experience at the Eta Omega chapter as core to his success. Having served as both Public Relations Chairman and Social Chairman,the Fraternity served as a sort of microcosm of the largerenvironment he would enter later.

“Delta Sig helped a lot. It’s like a small business at thelocal chapter. It gives you that little taste of business so when you’re branching out, you’re already ready to go.

“And my brothers were the most supportive people I’veever met.”

Swain never took any college courses on entrepreneur-ship, although his school does offer a major in that field ofstudy, because he comes from a family of entrepreneurs. Hisparents own an exotic luxury travel company, SwainTours,and his older brother started his own technology and network management company.


“I grew up with them talking about business production,so I’ve always had that instinct in my head,” Swain said.

This business constitutes Swain’s second soiree into private enterprise. He spent his high school days foundingRebel Gear, a t-shirt company. He has only worked for anemployer not named Ian Swain twice, working at two hotelsat the front desk during his college years. He found it to be a more beneficial learning experience to venture out andcreate something of his own.

“There are no jobs these days; if I can make my own, whynot? And being your own boss is always nice,” Swain said.

It is a sentiment echoed across all of our undergraduatebusiness starters.

Shaping the LandscapeSuccess in start-ups happens in a very real way even forthose still amidst the undergraduate experience.

Ryan Walsh, NC State ’09, is only a junior, but owns andoperates Capital City Groundskeeping.

The gig may sound like just mowing lawns – somethingWalsh has been doing for cash since age 12 – but they onlymow two days out of the week. Nevermind the fact they stillconquer 56 yards in those two days, leaving the rest of thecompany’s time open for projects.

While specializing in all the trimmings of your standardhigh end landscaping business, Capital City has secured aslew of residential customers in North Raleigh as well as several commercial real estate properties. He even does work on campus.

However, trimming the campus hedges, so to speak, is as close a tie with the entrepreneurial program Walsh hashad thus far. Like Ian Swain, he never took any classesbefore diving headlong into what has developed into a very successful business.

“I’ve been doing this for nine years, from when I was 12, and now it’s so big… I always just wanted to make some money. I can’t see myself working for anybody else,” Walsh said.

“Business and that kind of stuff is just kind of commonsense to me. Why would I need to teach a fish to swim? I’malready at that point, why would I need to sit there and learnout of a book to do it when I’m already there?” Walsh said.

North Carolina State offers an entrepreneurship major,which Walsh admits intrigues him.

“I’m kind of looking at that,” he said, and he left it at that.

While Walsh credits the Fraternity with helping to round him out from a business perspective, his business has had more of an impact on the Fraternity.

Business and that

kind of stuff is just

kind of common sense

to me. Why would I

need to teach a fishto swim? I’m already

at that point, why

would I need to sit

there and learn out of

a book to do it when

I’m already there?

13

“I have a few Fraternity brothers that help me. I try to keep those guys busy, they want some money too,” Walsh said.

The Fraternity experience had a measurable impact on all of these undergraduate small business starters.

Two work for him full time, while others help out as the need arises. Currently the Secretary, he credits his local chapter with allowing him to take a step back attimes, meet new people, make some friends, and reallyopen up for the first time.

“It’s always good to have your best friends workingfor you, and at the same time you can always go andhave fun with them too,” Walsh said.

Capital City Groundskeeping has enjoyed commendable success in the communityalready, having been featured in the Raleigh Newsand Observer as well as North Carolina StateUniversity’s Technician, among other accolades.Walsh still has a sizable chunk of schoolingahead of him, leaving him with a bit of aquandary.

“[The company is] at a point where I couldjust hold my customers now and wait it outuntil school’s over, or I could hire some crewsand allow it to expand. I’m trying to findwhat’s right for me and the company.”

He seems inclined at the moment to pursue expansion as he finishes out hisTurf Management degree.

The Class ApproachThe aforementioned entrepreneurialclasses and the accompanying competitions do have their placeamong today’s undergraduates, even if we have not seen many of them beneath the umbrella of Delta Sigma Phi.

Chris Young, Grand Valley State ’07, a Finance Major,worked in a competitive valet scene in Detroit over thesummer. When he returned to school, he and pledge brotherJohn Levandowski hatched the idea to start a valet companyof their own closer to school.

“It was very important to be the best in Detroit. Servicewas everything. Over here, there had been one company for 50 years, and they were satisfied with where they were.They had a lack of ambition to improve, which gave us anopening to penetrate the market,” Young said.

Young and Levandowski saw an opportunity. By thatpoint they had accrued enough industry know-how to justifybankrolling it themselves during their sophomore year.

“We didn’t have any money; we started it on our creditcards actually. No banks were going to give us a loan.”

So, with little more than a credit card and two men with a background in strategically parking cars, At YourService Valet came into existence.

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“We brought a big city valet’s competitiveness to a smallerarea,” Young said.

The two brothers combined the extracurricular experiencewith the new age classroom approach.

Grand Valley started an entrepreneurial program twoyears ago. Young said he “was a big part of it.”

When the program circulated the first entrepreneurialnewsletter throughout the business school, Young andLevandowski graced the cover, with an accompanying feature inside.

They participated in an “Idea pitch” competition, takingthird. This particular competition offered prize money, andthey used those winnings in order to start the company website, http://atyourservicevalet.com.

Students provide all the content on the web site. Itfeatures a very user friendly, smooth interface and someeye catching color isolation photography.

Young says he has learned quite a bit on the outside offormal classroom education since graduating last May. Helearned one of his first major lessons at the expense of thecompany’s first major client.

The managers of that first restaurant had a need for weekday parking that Young and Levandowski overlooked,and it ended up costing them the contract.

“What we should have done is gotten more [parkingspace] sooner, but we didn’t communicate enough with themto know they were that serious about getting that parking.”

Luckily, they had already secured a second account bythat point with a restaurant called Roses. The owner of thatrestaurant also held the deed to The B.O.B, the biggestrestaurant in town. Within six months of working on thesmaller account, At Your Service Valet landed a deal for thebig one.

Once they had that under their belt, it gave them “thecapital and legitimacy to get business from other companiesin the area” Young said.

They had, in effect, finally caught their break. Sincethen, they have driven up competition in the area. When theystarted two years ago, there was only one independently runvalet spot downtown; now there are ten spots in the GrandRapids area, and At Your Service Valet runs five of them.

What’s the secret to their success? Call it youthful ambition. “A lot of people liked that we were young and hungry to do it. We would work 30 hours every weekend and madesure there was always an owner present to micromanageeverything” Young said.

They now have 12 full-time employees. Additionally,they brought in a Director of Operations. The two menremain the sole owners of the company.

Having graduated from school, Young said the Fraternityexperience is largely behind him, though he credits the surplus of brothers in need of money as a core componentof success in the beginning.

“If we ever needed guys, when a big event would pop upand we were understaffed, we had 50 guys at our disposal.”

Taking a Chance For undergrads that have not had as engrained a history in the arena in which they take that entrepreneurial leap, starting off tends to feel a bit more like a gamble.

Two brothers out of Georgia College and StateUniversity needed a means to pay for their Fraternity dues.

They concocted a small t-shirt operation during theSpring Semester of 2010. As of right now, they only haveone piece of merchandise, although they hope to expand the business if they find a way.

A lot of people liked that we were young and hungry

to do it. We would work 30 hours every weekend

and made sure there was always an owner present

to micromanage everything.

15F A L L 2 0 1 0

If you started a business as a

student, please let us know about it

by e-mailing [email protected]. We’ll

follow up in the next issue with more

undergraduate entrepreneurs.

Irony plays a large part in their start-up operation, BroGear. Branded on the left pocket, the letters BRO in Greekletter typography. Flip it around to find a humorous tongueand cheek dictionary-style definition of the “bro” pseudonymoften clichéd on our campuses nationwide.

“It’s more of a satire type thing. It’s not necessarily bashing‘bros,’ just an exaggerated form,” said company co-founderEason Cargo, GCSU ’10.

“The prime reason we started [the business] was to pay ourdues,” explained Ryan Shirley, GCSU ’10, Cargo’s partner.

Before undertaking a mass order, they tried to lock downa certain number of guaranteed customers. They askedfriends, friends of friends, anyone they could if they wouldpurchase such a shirt. People seemed to really enjoy the ideaand so they ordered accordingly. It was their first big lessonin real-world business.

“They all said they would buy the shirts, and we thought‘who better to help us pay our dues than our own brothers?’”Shirley said.

“We’ve sold about half of what we ordered. It’s been verymuch of a learning experience, how to go about investing insomething like this, and realizing exactly who will purchasesomething like this,” Cargo added.

Though they set the price at $18 initially, they “learned a lot about college students in general and how they chose to spend what money they have.” Unless they can find a way to rekindle interest in the shirt, or somehow sell themen masse, they may have to drop the price.

Nevertheless, Shirley still considers the experience a success.“Just for the fact that it was a learning experience. It

showed me that I want to keep doing things like this,”Shirley said.

Shirley says the two made enough money to cover their dues.

He and Cargo plan on staying in the t-shirt business,given the lessons they learned, but currently have theirsights set on establishing a hot dog vending cart in downtown Milledgeville, GA.

Due to their age, neither of the pair has taken any classesin the Entrepreneurial field at GCSU. Cargo said he has alot of interest in pursuing that going forward, however.

As Fraternity men, all of these entrepreneurs cited membership in the organization as a premier contributingfactor to their success. Whether it was Chris Young havingthe entities to help park cars to establish At Your ServiceValet’s sterling reputation for quick customer service, orEason Cargo and Ryan Shirley having customers to purchasetheir shirts right out of the gate, all of our brothers echoedthe necessity of Delta Sigma Phi.

To reach out to these young brothers or for more informa-tion on their respective businesses, please feel free to contactthem or visit their company web sites:

SwainPro Event PlanningContact: Ian [email protected]/SwainPro

Capital City GroundskeepingContact: Ryan [email protected]

At Your Service ValetContact: Chris [email protected]

Bro GearContacts: Eason Cargo and Ryan ShirleyEason [email protected]

Top Schoolshttp://www.entrepreneur.com/topcolleges/undergrad/0.html

Liverpool Study on Generation Yhttp://www.liv.ac.uk/news/features/generation-y.htm

Teens who want to start a business of their ownhttp://www.ja.org/files/polls/JA-Teen-Entrepreneurial-Poll-09.pdf

Reuters: Start-ups replacing summer jobs for studentshttp://www.reuters.com/article/idUSTRE65M3A420100623

When you hear ‘Mitsubishi’, you likely think about the largeJapanese company best known in the United States for itscars and heavy machinery like power plants.

What you probably don’t think about are packaged ozonewater treatment systems, propulsion systems for trains andmass transit, or the scoreboards you see in stadiums and atgolf tournaments across the country…

However, the areas you probably weren’t thinking aboutas they relate to Mitsubishi are exactly the areas that alum-nus Jack Greaf, Youngstown State ’64, heads as the Presidentand CEO of Mitsubishi Electric Power Products, Inc.(MEPPI) based just outside of Pittsburgh, PA.

To our readers, his company may be best known as themaker and distributor of DiamondVision, the scoreboardbrand that is included in the new Dallas Cowboys Stadiumin Arlington, Texas and in numerous other stadiums acrossthe country.

The most amazing thing about Jack Greaf, however, isthat he has essentially worked for only two companies in his40 year career – Westinghouse for the first 20 years and ajoint venture between Westinghouse and Mitsubishi Electricwhich got absorbed into Mitsubishi Electric in the late 80s.

College and Early CareerA modest upbringing in western Pennsylvania where heplayed sports and had a great family support system led Greafto Youngstown State University (YSU) in 1962. As anundergraduate at YSU, Greaf joined Delta Sigma Phi whileworking toward obtaining a bachelor’s degree in 1967 inElectrical Engineering.

His experience was a positive one, meeting many brotherswith whom he remains in contact today. One of the high-lights of his time in the Delta Sigma Chapter was playingintramural basketball with the chapter’s team. “We had a lotof really good athletes in the Fraternity, some of whom evenhad engineering backgrounds,” he said laughing.

Upon graduating in 1967, he started his career in salesengineering at the Sharon, Pennsylvania TransformerDivision of Westinghouse Electric. “Trying out sales engi-neering may have been one of the best moves I ever made. It

was a perfect application, and still allowed me to utilize myengineering background,” he said. He spent nine years at theSharon Transformer Division in sales engineering beforemoving on.

During those nine years, he decided to also go backto school to earn his master’s in Electrical Engineering atthe University of Akron with a number of others in hiscompany. After another few years working after obtaininghis master’s degree, Greaf once again was interested in get-ting more education in the management and sales side ofbusiness, so he convinced a few others at Westinghouse toattend the MBA program at his undergraduate alma mater,Youngstown State.

After finishing his MBA, he moved on withinWestinghouse to Pittsburgh and a position in internationalbusiness. That position allowed him to achieve one of hischildhood dreams of seeing the world. During his time inthat position, he traveled to 30 countries over a period of 4-5years, experiencing many different cultures along the way.


Business & Finance

JACK GREAF, YOUNGSTOWN STATE ’64

ALUMNI PROFILE

During this time however, Westinghouse began experi-encing some difficulties in some of the markets the companywas in. In deciding to exit some of the markets, one of thebusinesses that Greaf was involved with had its factoryclosed, opening the door for Mitsubishi Electric to continueto supply the product in the marketplace. Thus began hisassociation with Mitsubishi, which has lasted to this day.

“You could almost say that I have only really worked forone company, because one transitioned into the other onethrough the joint venture,” Greaf said. “I have enjoyed therelationship with Mitsubishi Electric, and the people havebeen great to work with. I have had a lot of opportunitiesthat I likely wouldn’t have had any other way.”

The joint venture company between WestinghouseElectric and Mitsubishi Electric started in 1986 and wascalled WM Power products. After being acquired byMitsubishi Electric in 1989, the name was changed toMitsubishi Electric Power Products, Inc. (MEPPI). Thecompany started with 10 employees in 1986 and hasabout 600 today.

Mitsubishi and MEPPI – The Relationship What most people think about when they hear Mitsubishiis that it’s one big company. However, there are actually30-40 different companies that all start with the first word‘Mitsubishi’ that have different stock and different Boardsof Directors. Mitsubishi Electric is a completely differentcompany than Mitsubishi Motors for example.

Greaf’s company, MEPPI, is under the umbrella ofMitsubishi Electric, a $35 billion company headquarteredin Japan with approximately 100,000 employees worldwide.The company is in a number of different product lines – fromappliances for the kitchen, to heavy electrical equipment, toelectronics that go into missiles and other projectiles.

“It’s a very diverse company that actually has nine busi-ness groups,” Greaf said. “Our company is aligned withtwo of those business groups in Japan – both of which haveheavy electrical equipment backgrounds. By that I mean ourcompany is building electrical products like generators andtransformers for utilities, as well as equipment associatedwith the railroad industry. We also are involved with creat-ing and distributing DiamondVision scoreboards. These arethe main businesses we’re involved with here in Pittsburgh.”

DiamondVision and It’s Impact The only part of MEPPI’s business that really isn’t related toinfrastructure is likely its most well known business, theDiamondVision scoreboards. It started in 1980 with its firstscreen at Dodger Stadium in Los Angeles, and is a companythat MEPPI took over actually from another business groupwithin Mitsubishi Electric in 2002 with the help of Greaf.

MEPPI took the business over from where it was original-ly located in Atlanta, bringing it to Pittsburgh. Today, theyare building portions of the screens in their Pittsburgh plantand then shipping them to the stadiums where they will beput into place.

“We have put a lot of these screens in. Every major base-ball and football stadium, basketball and hockey arena has avideo screen made by somebody. We have quite a few of thestadiums since Mitsubishi Electric has been a player in thismarket since 1980,” Greaf said. “Today, many of the collegefootball stadiums and arenas also have these screens that weare providing.”

Some of the stadiums with DiamondVision scoreboardsinclude the Dallas Cowboys Stadium (which is also thelargest one they have supplied), Yankee Stadium, TurnerField in Atlanta (which was one of the first done by MEPPIafter they took it over in 2002), US Cellular Field inChicago, Nationals Park in Washington, Quicken LoansArena in Cleveland, TD Bank Garden in Boston, Mile HighStadium in Denver, and many more. The company is alsotaking care of its home team by installing the new screenand surrounding ribbon screens at the new PittsburghPenguins hockey arena set to open for the 2010-11 season.

In addition, all of the screens at PGA Tour events areMitsubishi DiamondVision, as are many of the screens inNew York City’s Times Square. Greaf jokingly said, “NewYork’s Times Square now has a lot of screens set up, but thebest ones in there, I can assure you, are ours. We’ve donequite a number of them in there.” He proudly says that thescreens at his alma mater’s Stambaugh Stadium are alsoDiamondVision screens.

17F A L L 2 0 1 0

Greaf and his wife, Jerilyn, visiting Dallas Cowboys Stadium.Behind them is the largest DiamondVision screen his companyhas developed to date.


Business & Finance

All DiamondVision screens are made with LED lights.The Dallas Cowboys stadium LED lights are set up 20 mil-limeters apart, while the LEDs at the Penguins’ new arenaare only six millimeters apart. As Greaf says however, “Theapplication is different in terms of the size of the stadium.”When you have a large stadium like Cowboys Stadium, theycan be further apart and still seem crystal clear, while whenyou’re in a smaller arena, they need to be closer together.

All in all, DiamondVision is his company’s most visibleproduct, and the one that the majority of Delta Sigs canrelate most easily to.

Greaf’s Role as CEO and Leader in ChiefGreaf took over from a CEO who led the business during thevery difficult startup years and had created the business envi-ronment that helped it to grow to where it is today. Greaf’srole was essentially to continue that growth that was startedin the early years by his predecessor.

In a fortunate situation for him, the market had improvedby the time he took over as President in 2000, and MitsubishiElectric in Japan continued to add more businesses to MEPPI’sportfolio as it showed it could effectively handle what was onits plate with Greaf at the helm. He was able to help thecompany grow in terms of the company’s current products,as well as the products that were brought in under thecompany’s additions.

As for his management philosophy, Greaf says that he isnot a micromanager, though jokingly he says his wife seemsto think he is… “In a big business, you can’t micromanage.I like to know what’s going on, and I don’t like surprises. Ilike to give everybody enough leash so they can go out anddo their own thing,” he said. “When they need some help,they can come to me and not worry that I’ll be upset. That’sbecause I don’t get upset. I look at where we are today, andwhat is it we need to do to resolve the issue and move for-ward on a positive measure.”

Greaf is big on leading by example. He sets the exampleof what he wants his employees to do both in actions,culture, the way they work with customers, and he champi-ons everyone to follow along those lines. He loves workingwith customers, creating ways in which they can effectivelyenhance the relationship between the company and thecustomers, an important aspect of any company leader.

Economic Downturn and TheCompany’s FutureGreaf said that his company has been minimally affectedby the economic downturn with a small drop in volume.However, due to the great products they provide, and thefact that they primarily are creating products that aid in the

infrastructure of the areas in which the company operates, theyhave not been affected as substantially as other companies.

In addition, with the potential for a change in the waythe country consumes energy, Greaf feels strongly that thecompany will be in a good position should that happen.“For the utility businesses that we’re in, I think there willbe some changes going forward, but positive ones,” he said.“This country has a lot of old infrastructure in its utilityequipment like transformers and circuit breakers that are40-50 years old that need to be replaced.”

Greaf also said that it’s going to take a long time to getenough wind or solar generation to replace these huge coalfactories that are currently in place, but that there will be asteady move to renewable energy resources. When that hap-pens, there will be even more of a need for new equipmentthat will help to ease that transition – something thatMEPPI will be able to provide.

In ClosingEven as he looks to the future, he still takes time to havefun in the moment. He enjoys golfing, traveling to his lakehouse at Conneaut Lake in Pennsylvania, traveling for pleas-ure, and spending time with his friends and family, includinghis wife, Jerilyn, who he met while growing up. They havebeen married for 42 years.

And much like many Delta Sig CEOs, he says that work-ing hard is the key to his success.

19F A L L 2 0 1 0

1. Information GatheringInformation Gathering is first. Start by understanding whyyou’re coming to the negotiation table. You want something…but what, exactly? Play 20 questions with yourself to deter-mine the boundaries of your desire. This determines your“must haves” versus your “like to haves.” Next, repeat theexercise again as your opponent.

You can see this process at work when buying a car. Oneof the first things that the salesperson asks a customer walk-ing onto the lot is “What kind of vehicle are you looking fortoday?” and “How much are you looking to spend?” They’renot trying to ask to help the buyer make up their mind –they’re trying to discover the boundaries for the negotiation.

Failure to complete the Information Gathering processaffords your opponent the ability to sway your decision byselling you on their position before you’ve formulated yourown. They may also convince you that something has inflat-ed value, which increases the perception of its importance oryour desire to obtain it.

For example, if you haven’t researched my widget – whichhas an incredibly cool, expensive-looking case (yet cheap forme to include), you may want the case and feel like you“won” if I include the case but don’t decrease the price. Butfor me, it was an easy concession. I included somethingcheap from my perspective and you felt like you got some-thing huge. Think about this the next time you go cellphone shopping and the salesperson gives you a case and car-charger “for free” but doesn’t discount the cost of the phone.

2. Strategic ThinkingAfter Information Gathering, the next step is using theinformation that you’ve compiled through Strategic

Thinking. Chess is a common analogy for this skill. A play-ing field delineates the boundaries of the engagement. Pieceseach play a particular role and represent different values.Players take turns moving, analogous to the nature of con-cessions in a traditional view of negotiation.

The problem with this analogy is that chess has fixedrules. A rook can ONLY move laterally and a bishop canONLY move diagonally. Granted, this could be a metaphorfor how you have various negotiation constraints put uponyou. In actuality, however, you ALWAYS have two extraoptions available to you: creating a new move, or the abilityto walk away without finishing. These options are importantand illustrate why strategic thinking is so valuable. If youhave not considered what impact your behavior will have onthe other side, you probably have not actually completedInformation Gathering. Thus, you aren’t prepared to fullyunderstand what is on the table and how you both might beable to meet your needs.

Strategic Thinking is also an active skill – one that mustbe employed while in the heat of the negotiation, (a.k.a.thinking on your feet). When faced with a negotiation,allow time to ponder your moves. This starts with your goal,moves to your motives and ends with your behavior. You cancome out of the gate with guns blazing – looking for every-thing you want and seeking only your own objectives. Onthe flip side, you can come out conceding every point, seek-ing to cooperate. Each option sets a very different tone tothe negotiation.

Guns blazing set the stage for an aggressive negotiationand you will be fighting for things along the way. Too concil-iatory, on the other hand, and you’ll give up everything.Even experts advise differently. One camp says play stupid

Negotiation is a staple of (fraternity) life. From internal governance to simple roommate

interactions, you negotiate hundreds of times every day. Like our fraternity secrets,

successful negotiation skills are only secrets to the uninitiated. Luckily, there are only

five fundamental skills to effective negotiation.

FIVE FUNDAMENTAL SKILLS TO BECOME A

MASTER NEGOTIATORBy Jeffrey Gordon, Valparaiso ’91


Business & Finance

and see what you can get through self-depreciating behavior.Another says that you should always start with no as a wayto encourage discussion. The net result of Strategic Thinkingis an ability to not only see what your path could be, but toalso see where your opponent is going to move. For if you playa win-win strategy against someone with a win-lose strategy,who do you think is going to lose?

3. Time ManagementThe third skill, Time Management, requires appreciating thiskey constraint and the ability to plan for its effects. Luckily,at a base level, it affects us all equally – one second for youis the same for me. Thus the important factor in TimeManagement is knowing the specific times that create con-straints for each party to the negotiation, some of whichwere discovered by using the Information Gathering skill.Learn to separate the urgent things (those which appear toneed speed) from the important things (those which areactually vital). I can’t tell you how to segment them in yourown brain – but it starts with asking what will happen ifsomething does not get done by its deadline.

Your opponent also has time constraints – deadlines bywhich they must abide. They too, have urgent and impor-tant things to consider. Remember, though, that yourspecific constraints won’t always mesh with your opponent’sconstraints, nor will the list of urgent versus important items.Figuring out what’s really important to both sides can thusplay into a timely closing, for if you know when both partiesreally need the negotiation to close, you can work togetherto accomplish the goal.

A pressure point increasing the non-constrained party’sleverage occurs when one party appears oblivious to theeffects of time. But unless you discover this issue, chances arethat you will continue to believe that you’re both operatingon the same timetable – yours. On the flip side, what ifyou’re the constrained party and you are rightfully concernedabout leverage? You can either get rid of the constraint oryou can address it head-on and make it a non-issue by tellingthe other side that it is a constraint. But that failure to createa solution by the deadline will affect both parties (i.e. if wemiss the deadline, the price goes up).

4. Perception of PowerThe fourth skill is the Perception of Power, which is anability to recognize the power equation and learn how tobalance it. This isn’t as tricky as it might first appear andcan really be summed up in one single thought:

Everyone who sits down at the negotiation table has power.It’s that easy. If they’re talking with you at all, you have

power. Wal-Mart, even as large as they are, wants more

Now you have the Five

Fundamental Skills for Effective

Negotiation: Information

Gathering, Strategic Thinking,

Time Management, Power

and Communication. If you can

master all five, you can learn any

negotiation tip, trick or hint and

apply it to your situation. But

remember these five – for without

them, all the tactics in the world

won’t help you be successful.

If you don’t master even one of

these skills, you will find yourself

outmatched when working with

someone who has these skills

down pat.

21F A L L 2 0 1 0

customers – and yes, contrary to popular belief, they wanthappy customers. So, if you have the potential to be a goodreference (a happy, visible customer), they’ll negotiate.

Never forget or abuse that power. Merely balance theequation so that you’re not at a disadvantage. Monitor thebalance the same way you move when balancing a chairon two legs – large movement is disastrous. The same istrue for balancing power. Keep power corrections small,light and balanced.

You will discover that people have a tendency to wantto protect their position even within the negotiation itself.As the negotiator in many of these situations, my clientstend to believe it’s my responsibility to take command. Buthonestly, I’m no more in command of the negotiation thana bat is during a baseball game. I’m an instrument of theindividual/organization in charge. I don’t make the decisions,but rather I help the client determine how to use me best…and then respond to their swing.

Power seems to manifest itself in a variety of strange ways.Most frustrating is the individual who wants to make surethey’re always the center of attention (which isn’t power).There’s also the person who tries to be a bully. And mostinteresting are the folks seemingly oblivious to where powerreally sits – as it so often occurs in international relationships.

The key is just to remember that power surrounds and isinfused in all negotiation. Knowing who has it, how much,and in what ways they use it will allow you to respondaccordingly – or not at all.

5. CommunicationLike the others, the fifth fundamental skill is ano-brainer: Communication. You MUST be able toeffectively communicate with both your team and youropponent. Communication consists of three separateactions: message formulation (creating what you wantto communicate in your head using all of the prior fourfundamental skills working together to help you developyour idea of what you want to say/do); message transmission(converting that into words or actions); and, messagereception (the recipient’s decoding of the message andunderstanding what you were trying to communicate).

Pay attention to things that can get in the way of successfultransmission. Language barriers, missed e-mails, or even misun-derstanding of humor/sarcasm/etc. via e-mail are examples.Time and Power are also components of transmission – forexample, when you delay providing information to youropponent, their receptiveness changes.

Even with the best of intentions, a message can also getgarbled anywhere in the continuum between idea and recep-tion. Look for clues that your message isn’t being received as

you intended. For example silence can be one indicator offailed reception. Ask the person you’re communicating withto communicate their understanding BACK to you or askthem questions to determine whether they understand whatyou’re trying to say.

To improve your communication ability, simply talk morewith your friends, family and co-workers. Alternatively, watchhow people already around you respond to your communicationbehavior. Do they constantly ask you to restate what you’re try-ing to say, or do they seem to get it almost immediately?

Now you have the Five Fundamental Skills for EffectiveNegotiation: Information Gathering, Strategic Thinking,Time Management, Power and Communication. If you canmaster all five, you can learn any negotiation tip, trick orhint and apply it to your situation. But remember these five– for without them, all the tactics in the world won’t helpyou be successful. If you don’t master even one of these skills,you will find yourself outmatched when working with some-one who has these skills down pat.

For more information on these skills, including specificexercises and teaching tips on improving your skill in theseareas, you can purchase the Five Fundamental Skills forEffective Negotiation workbook in either a hardcopy ordownloadable format. Included are longer descriptionsof the sk ills themselves, added training ideas, as well asa negotiation exercise designed to help use all FiveFundamental Skills in practice.

Jeff Gordon, Valparaiso ’91, is Vice President of ValueCreation at NET(net), the industry leader in IT invest-ment optimization. He has authored two books – TheSoftware Licensing Handbook and The Five FundamentalSkills for Effective Negotiation. He can be reached forfurther information at [email protected].


Times are tough for job seekers thesedays. Not only are new graduates strug-gling to find work, but in some casesmen and women with over 20 years’experience are as well. Whether you arean undergraduate or alumnus, knowingwhere to find out about careers isimportant. My hope is that throughthis story about some of the resourcesavailable through my employer, theBureau of Labor Statistics, you’ll bebetter prepared to find that next job(or at least understand where to look).

In high school, you may have dis-cussed future plans with your parents,friends, teachers, and guidance coun-selors. The first career you consideredmight have been those of your parentsor high profile occupations depictedon TV or in movies. There are manyoccupations out there of which youmay be unaware, and there are manysources to find out about them.However, there is one resource thatcan play a significant role in yourpreparation, The Occupational OutlookHandbook. (www.bls.gov/ooh)

The Handbook has informationrelated to hundreds of occupations,and includes a brief description of theduties, working conditions, educationand training, employment outlook,earnings, and sources of additionalinformation. The information providedgives you the basics, and while it isn’texhaustive, it should give you an ideaof what to expect in that occupation.

History of The HandbookTo give you a bit of history of TheHandbook, the Bureau of LaborStatistics is best known for publishingthe national employment level andunemployment rate, but it was taskedwith providing occupational informa-tion after WWII. The first TheHandbook precursor was a VeteransAdministration shoestring bound collec-tion of job descriptions in 1946 createdto help GIs transition from the Militaryto the civilian workforce. In 1948, thefirst regular bound The Handbook waspublished with information about occu-pations. The two year cycle has beenstable since the 1950s. In the 1990s,The Handbook’s content was publishedonline for the first time. An essentialpart of The Handbook is informationrelated to the outlook for occupations,which currently are published for the2008-18 period. The 2010-20 projec-tions are scheduled to be published inNovember 2011.

Some of the Outcomes of The HandbookThere are three different measures ofgrowth and opportunities developedduring the creation of the TheHandbook. There are projections forfastest growing jobs, largest numericgrowth jobs, and replacement needs.The fastest growing jobs are thosethat have a large percent change.Biomedical engineers are projected to

grow 72% between 2008-18. That 72%growth translates to 11,600 new jobs.On the other hand, registered nursesare projected to grow 22%, a muchsmaller percentage of growth comparedto biomedical engineers. However,RNs’ 22% growth translates to 581,500new jobs because it is a larger occupa-tion. Replacement needs project theoverall job demand in an occupationbased on replacing workers thatpermanently leave that occupation.Replacements do not include someonewho just switches positions and notoccupation. In addition to the 581,500new nursing jobs, there will be a needto replace 457,500 nurses that leave the occupation.

In the 2008-18 projections, theoccupations with the largest growth areregistered nurses, home health aides,customer service representatives, andfood service workers. With the excep-tion of RNs, these jobs do not require adegree. The largest growing occupationsusually requiring a bachelor’s degree orhigher are accountants and auditors,post-secondary teachers, elementaryschool teachers, management analysts,and computer software engineers.

The Big Question –How Easy is it to Find a Job?Even with a large growth and replace-ment needs there is still a questionthat many people are currently asking –how easy is it to find employment?

Business & Finance

CAREER PATH FINDING YOUR

THROUGH THOUGHTFUL PREPARATION(and the Help of the Bureau of Labor Statistics)By Bill Lawhorn, UW LaCrosse ’93, Economist at the Bureau of Labor Statistics

23F A L L 2 0 1 0

There is a section of The Handbookthat specifically addresses this joboutlook question. For example, manybrothers are considering a career in thelegal field. Here is a cautionary notefrom The Handbook:

“Competition for job openings shouldcontinue to be keen because of the largenumber of students graduating from lawschool each year. Graduates with superioracademic records from highly regarded lawschools will have the best job opportunities.Perhaps as a result of competition forattorney positions, lawyers are increasinglyfinding work in less traditional areas forwhich legal training is an asset, but notnormally a requirement—for example,administrative, managerial, and businesspositions in banks, insurance firms, realestate companies, government agencies,and other organizations.”

This note explains that just getting adegree won’t guarantee a job, somethingthat is often forgotten. There are a num-ber of useful tips in the special featuressection of The Handbook that will helpmake you a better candidate. Tips oninterviews, applying for jobs, and evalu-ating job offers are just a few examples.

In addition to The Handbook,there are additional sources ofoccupational information from theDepartment of Labor:• The Occupational Outlook Quarterly

has a large amount of career andoccupational information available,and it is free online. The OOQ,which is published four times ayear, includes articles related tointerviewing techniques, what to dowith a Liberal Arts Degree, and thevalue of extra curricular activities.(http://www.bls.gov/opub/ooq/ooqhome.htm)

• The U.S. Department of Labor’sCareerOneStop web site, locatedat www.CareerOneStop.org, canhelp you with the following tasks:• Find an employment specialist

near you. You can go towww.ServiceLocator.org and enteryour zip code to find a local Career

One-Stop Center, where specialistscan help you with a job search,resume and cover letter writing,career exploration, education andtraining options, filing for unem-ployment insurance, and more.

• Search for jobs. Go towww.jobbankinfo.org to beconnected to your state’s jobbank, which provides a list ofhelp-wanted postings in yourstate. This site also has links tothe Federal job bank web site,www.usajobs.opm.gov, and privatejob banks and portals, where youcan search for available positionsthroughout the country.

• Learn more about careers. Go towww.CareerInfoNet.org for videos,reports, and other informationabout occupations and industries,tools to help you explore careers,labor market data, and more.

• Get help using CareerOneStopresources. Call toll free, 1-877-348-0502 (TTY: 1-877-348-0501);or e-mail your questions [email protected].

While there is no simple solutionto finding a career or being successful,there are some things you can do toprepare, like starting with realisticgoals, working hard toward those goals,and adding significant amounts of con-tinuing education and training. All of

these are looked at favorably by hiringofficials according to The Handbook.

So, take time to prepare, checkout the BLS’ Occupational OutlookHandbook and the other resources inthis story for the latest statistics andassistance, and you’ll hopefully be onyour way to a rewarding and successfulcareer in your chosen profession.

From the AuthorWhen I left the University of WisconsinLa Crosse in 1995, I didn’t expect to beliving and working in the DC metro area.I graduated with a degree and teachinglicense in Social Studies, and figured thatwould be my future. A struggle finding ajob as a Social Studies teacher sent me tothe internet. I knew I wanted security andthat was about all I knew. I started bylooking for teaching jobs, again withoutmuch luck. I then tried looking for otherjobs, and realized that the economicscoursework would be of help. I filled outan online application to the Bureau ofLabor Statistics. Later I was scheduled tointerview by phone, and the next thing Iknow, I was planning to move for my newjob. It was a long, but rewarding process.If you have questions related to BLS dataand publications, feel free to contact me([email protected]).

BLS factoid

Every month, the jobs report includes an unemployment rate and a count of

how many jobs were added or lost during the prior month. In some months

the unemployment rate goes up even as the number of jobs created grew.

Why? This is caused by an increase in the size of the labor force as people

who were discouraged re-enter by looking for work. For example, in April 2010

the payroll employment increased by 290,000 jobs, while the unemployment

rate increased to 9.9% as 805,000 people reentered the labor force.


Life is about more than what was.For Alex Watters, Morningside ’05, life before joining DeltaSigma Phi included playing golf on a college scholarship, andhis dreams to one day become a teaching golf professional.

All that changed however on September 11, 2004, whenhe was involved in an incident that left him paralyzed from the chest down and in a wheelchair.

Watters was two weeks into his freshman year atMorningside College when he and a friend went with somegirls they had met on campus to a family cabin near hishometown of Lake Okoboji in northwest Iowa for a familyget together. His friend had left for a bit and Watters was get-ting ready to go swimming around Midnight with one of thegirls’ young brothers. His baseball cap blew off his head andinto the lake while he stood on a dock around 150 feet out.

Instead of waiting, Watters dove headfirst into the waterto retrieve his hat. Unfortunately for him, the water was only

18 inches deep, and he suffered a broken C-5 vertebra, immedi-ately paralyzing him. As he was in the water, he recalls trying to

swim but being unable to.“I remember hearing the break, and not knowing why I

wasn’t swimming,” he said. “I was thinking that I’dbetter start swimming soon. After I realized

I wasn’t moving, I felt calm and thoughtto myself that if this was it, this was it.

That is when I blacked out.”Amazingly, the two girls

with whom he was at thelake were both lifeguards,

and immediately ran tohis aid, giving him lifebreaths and flippinghim over until theambulance arrived.

Health & Fitness

BROTHETHE TRUE MEANING OF

25F A L L 2 0 1 0

Watters’ father is a police officer in the area, and Alex knew allof the first responders and paramedics. “One of the first respon-ders’ wife actually babysat me when I was younger,” he said. “Iremember seeing him and thinking to myself ‘Wow, I reallyscrewed up.’”

Watters was taken to the local hospital at Lake Okoboji,where he was met by the first responder’s wife – his formerbabysitter. She consoled him as they were boarding him ontothe Life Flight helicopter, letting him know that everythingwas going to be ok while trying not to seem too hysterical.

Life Flight took Watters to Sioux City, Iowa (whereMorningside College is located), where a surgeon was therewaiting. After arriving between 2 and 3 am, a short meetingtook place between the doctor, Watters, his parents and hispastor before surgery took place. After spending two additionalweeks after surgery in the Sioux City Hospital, where he wasvisited often by a great deal of people including the wholeGamma Psi Chapter, Watters was moved to CraigRehabilitation Hospital in Englewood, Colorado, wherehe would spend another six months.

“Craig was filled with people like me, guys my age withspinal cord injuries like mine and traumatic brain injuries.Believe it or not, there are a lot of 18 year olds who are beingreckless and breaking their necks,” he said jokingly.

He was actually only supposed to stay at Craig for threemonths, but he had developed a pressure sore, which causedhim to have to endure two additional surgeries and stay in thehospital for another three months. Much of the last threemonths he spent there was on his back. His parents took turnscoming out and staying with him, and he had a great deal ofothers come out, including a number of men from the chapterto provide their support.

“A couple of girls, who were friends with the guys in thechapter, brought me a big framed poster of a Superman symbolthat all the guys had signed. I still have that hanging in myroom to this day,” he said.

One other thing that happened while he was nearing theend of his stay at Craig Hospital was that he met a woman –one of his physical therapy assistants named Heather – whohe actually began dating and who moved back to Iowa withhim to help him throughout his four years of college. “Weended up dating for three and a half years, and she assistedme throughout college and was a big part of my success,”he said.

After leaving Craig, Watters returned to his parents’house in April 2005 and enrolled in a community college toget back into the swing of college life. After that went well,he re-enrolled at Morningside in September 2005 and beganthe process of continuing his life, knowing he would spendthe rest of it in a wheelchair.

How Brotherhood Has Helped HimUpon returning to Morningside, Watters, who had previouslylived down the hall from the chapter but had yet to join,began the pledge process and became a brother during Fall2005. In addition to the chapter, he was also heavily involvedin a number of other student organizations. He served in anexecutive board position as the student advocate for the studentgovernment, and was involved with the College Democrats andthe Political Science & History Department’s Club.

Upon initiating into the Fraternity, he realized it waswhere he really wanted to focus his time. He became theVice President of the chapter, serving in that role for his lasttwo years alongside his best friend, fellow pledge brother, andcurrent roommate, Ryan Lickteig, Morningside ‘05.

“My pledge class was one of the largest in recent memoryin our chapter, initiating 13 new members,” he said. “We hada close-knit group, and wanted to find ways in which we couldbetter the Fraternity.”

He was focused on the chapter, but was also an excellentstudent. In fact, he graduated with a 3.9 GPA, earning his onlyB in a Spanish class that was meant to help him achieve all of

The Story of Alex Watters, Morningside ’05

ERHOOD


Health & Fitness

his elective courses. He credits Heather and the chapter withhelping him make it through college.

“Heather assisted me in getting back to living, pushing metoward certain goals, and taking notes for me during everyclass. With me being a political science and global historymajor, I don’t think she enjoyed all of the classes, but shefound them interesting,” he said.

His chapter brothers helped in a number of ways as well. Infact, Watters credits the chapter for helping him get throughhis four years as easily as he was able to. “It was a group of guysthat I knew I fit in with and that didn’t judge me,” he said.

The brothers helped him in a number of very specific ways,including by getting him out of his room and getting him tohave fun, something that many people who are paralyzed don’talways do. “Sometimes, people in my situation get stuck athome and stuck inside their own heads not feeling like they’reaccepted by society,” he said. “I knew I wanted to be active,and the guys assisted with that by getting me out and havingfun all the time.”

In addition, one of the chapter brothers moved into thedorm room next to Watters so he could get him in and out ofbed every day. “They really stepped up in a lot of ways that Idon’t think a lot of college students expect to do when headingoff to school.”

Today, Watters is still helped in and out of bed every nightby Lickteig, his roommate and chapter brother. “Without all ofthe relationships I made in the Fraternity, I don’t know whereI’d be right now.”

His Future Plans, Perspective and GoalsWhere he is right now is Omaha, Nebraska, enrolled atCreighton University working toward his master’s degreein Conflict and Dispute Resolution that he will attain inSpring 2011.

“One thing I learned after breaking my neck is how inter-connected we are and how much we need to rely on other

people,” he said. “So, I wanted to find a career upon graduationthat would allow me give back and help people like everyonewho helped me did.”

He relates his feeling toward his future to the movie Pay itForward, in that he knows how blessed he is to have the peoplewho have helped him without even thinking twice about it. Hewants to ensure that he’s appreciative about those relationships,but also help those who he can through his future work.

He has a number of ways in which he will be able to helpothers not only through their struggles, but also in their under-standing of him. He uses opportunities like this story to educatepeople on paralysis, with his unique vantage point as someonewho wasn’t in a wheelchair and now is.

“I know before I was hurt, I would be apprehensive aboutgoing up to talk to someone in a wheelchair, because deepdown, I think we all assume that it’s something mental,” hesaid. “I like educating people that it’s not mental at all. I justcan’t walk and can’t use my hands. You can’t judge every bookby its cover.”

There are a few additional opportunities that have comehis way to allow him to continue this education. He has beenasked to speak as Morningside College’s freshman featurespeaker for the 2010-11 academic year. Past speakers haveincluded Thomas Friedman and other nationally knownauthors and celebrities.

He’s also thought about a national speaking tour to talkto freshman in college and seniors in high school focusing onadapting to what life throws at you, and how you always needto be willing to adapt.

A former professor offered to serve as the ghost writer for abook that he could then go on tour for as well. “As long as mystory can resonate with some people and people find it interest-ing, I don’t care if I only sell 10 copies, my goal is to changethe world and help people.”

If he decides to stay with what his master’s degree is prepar-ing him to do, Watters also has a desired job there as well.

He’d like to work in a juvenile offender mediation program,where he can utilize his master’s degree to help troubled youthcome together with the person they offended against so long asit’s non-violent. A worthy job to again aid in his goal tochange the world in some small way.

Although he has physical limitations that he says he issometimes frustrated about, and his future plans are differentthan what he thought he was going to be doing, he’s loo kingforward to what is coming his way moving forward.

“There are things that I did in my past that I’d love to doagain, but that’s all in the past,” he said. “There are things tolook forward to in the future, and you can always do somethingif you put your mind to it.”

Alex Watters is living proof that’s true.

Today, Watters is still helped in and out

of bed every night by Lickteig, his roommate and

chapter brother. “Without all of the relationships

I made in the Fraternity, I don’t know where I’d

be right now.”

Retired US Army Colonel Bob Banning, Missouri ’57, grewup a big fan of former president Harry Truman. In fact, hegot to know the family while growing up just down the streetin Independence, Missouri. He even went to the same ele-mentary school and had the same third grade teacher astheir daughter, Margaret (albeit a few years later). Little didhe know that he would see Margaret again many years laterin Washington, DC while he was serving as a White HouseSocial Aide during her father’s funeral.

“I had said when I started as a social aide that if therewas ever a time when President Truman dies and somethingwould take place in Washington, I would like to be a part ofit. It turned out that he did die in 1972, and Margaret andher husband attended the memorial service at the NationalCathedral. They were provided the Blair House, the presi-dential guest house, and I served as the President’s Aide toMargaret Truman for that event. We talked about old friendsand discussed a great deal about Independence.

“After that experience, I received a letter from herhusband who was the Editor of the New York Times onthe thickest paper I had ever seen thanking me for all Ihad done.”

That story is just the tip of the iceberg from Banning,who served as one of 30 White House Social Aides from1972-1974 in the Nixon White House, a service that wasin addition to his job in the US Army. Before being pickedto serve as a social aide, Banning had served for 14 yearsin the Army, serving in both Korea and Vietnam duringthat tenure.

In the coming pages, you’ll read more of Banning’s recol-lections of his time both in the military and in the WhiteHouse, and see some photos of his mementos.

27F A L L 2 0 1 0

THE STORY OF BOB BANNING, MISSOURI ’57

Banning at the White House State Dinner for the President ofMexico in 1973.

FROM A SMALL TOWN TO THE

WHITE HOUSE:


Government & Politics

About His Pre White House MilitaryExperienceUpon his graduation from the University of Missouri in1958, Banning was scheduled to go into the Army inSeptember. During that summer between graduation andreporting, Banning, his mother and father took a longdriving vacation to the foothills of South Dakota andMount Rushmore. Unfortunately, that was the last time hewas able to spend with his father, who passed away soonthereafter at age 49.

He did go off to the Army in September 1958 and wasassigned to Fort Sill in Oklahoma in field artillery. Fromthere, he made a number of stops, including 13 monthsin Korea and 12 months in Vietnam where he was awardedthe Silver Star for gallantry in action, the national’s thirdhighest medal for valor. He eventually earned the rankof Colonel.

An interesting story about Banning’s travels is that whenhe was assigned to Germany, he had to ride a naval ship outof Brooklyn to get there. “I sailed out of Brooklyn terminaland spent 11 days on the ocean going to Bremerhaven,” hesaid. “And it was boring! I don’t have a love of going oncruises these days.”

About the Interview ProcessTo become a social aide, Banning was made to go througha large number of interviews within his own branch of themilitary before event being able to interview at the WhiteHouse.

“You’re interviewed by the permanent military aide at theWhite House, and if they all pass you, you’re interviewed bythe social secretary,” Banning said. “Lucy Winchester was thesocial secretary at the time, and I was able to make it throughthe interview with her to be chosen as a social aide.”

His Responsibilities as a White House ArmySocial AideThere were about 30 Social Aides total from each of thebranches of the service, and the social aide position isessentially an additional duty to their daily duties wherethey are permanently assigned – in Banning’s case the fieldartillery branch.

“My boss had to say it was ok if I went on a moment’snotice, at any time, to the White House if it was required,”Banning said. “I was probably at the White House five to sixtimes per week for anything from a State Dinner, to thearrival ceremony for a visiting head of State, to a churchservice or reception for a group like the Daughters of theAmerican Revolution.”

According to Banning, White House social aides essen-tially serve as an assistant host to the President and First

Lady. “They can’t meet everyone at the front door and saywelcome, so they had us meet and welcome everyone beforeorganizing them in whatever protocol order they needed tobe in. I set up receiving lines, introduced people to the presi-dent, and that sort of thing.

“For the first six months, I was concerned that I woulddo something bad. The second six months, I kinda got thehang of it, and the second full year I just had a ball. I hada wonderful time doing this.”

Meeting Celebrities and Other InterestingExperiencesThroughout his time serving as a Social Aide, Banning metmany interesting people, including world leaders, industryleaders and other major players in government. These are allin addition to his work with the President and First Lady.

“I got to meet most of the world’s leaders and work with someof the leaders in industry and government. Henry Ford and theShah of Iran and his wife are a few examples,” he said. “PresidentNixon was big on State Dinners, so we had at least one permonth where p eople would come to the White House.”

Interestingly, his time in the White House was during anelection period, so he had some other amazing experiencesas well.

“In 1972 Nixon was elected ina landslide. We went through theinauguration, to an inaugural ball,and sat in the Presidential boothand watched the parade go by.There were some amazing experi-ences, and were things that Iwould have never dreamed thatpeople could actually do in life.”

About His Favorite ExperienceAs a military man, Banning’s fondest experience was servingas the aide-in-charge of a dinner that was held for returningVietnam POWs in 1973. He recalled the amazing generosityof President Nixon at that event, and how the POWs weretreated like royalty at the White House.

“Generally when the White House is open to the publicfor an event of some sort, only the state floor is open. Thefamily quarters are on the second and third level, and peoplejust don’t go up there. This night, all the POWs, their guests,and a number of other invited guests were at the WhiteHouse for a reception, dinner and entertainment. The entireWhite House, including the family quarters, was open forthese POWs.

“The President was so excited. He was a very reservedperson, but this night, he was so excited to talk to people.He was everywhere. He’d pop out of one door to talk to

29F A L L 2 0 1 0

people, and then would go upstairs to talk to others. Peoplewere able to go into the Lincoln Bedroom and all of theother places that you never get to see.”

Included in that list of returning POWs was currentArizona Senator, John McCain and his wife at the time.That night Bob Hope was the master of ceremonies, andanybody who was anybody was there performing. As aide-in-charge, Banning was able to escort the final performer to thestage, Irving Berlin.

“He was probably then in his mid-80s, and he led everyonein singing God Bless America. There was not a dry eye in thehouse. It was such an emotional evening, and it was justabsolutely great.”

What Nixon was Like from Banning’sPerspectiveObviously, Richard Nixon resigned the presidency amidstthe Watergate scandal, and left office in disgrace. Andaccording to Banning, Nixon was a solitary man, was veryserious, and was all business (aside from that time at thePOW Return). “He was not jovial generally, but wasn’tgrumpy either,” Banning said. “At the POW returnee dinner,he showed an entirely different face. He showed a human

face, he was smiling, gregarious andgenerally welcoming.”

After his years as a social aide,Banning went to the Army WarCollege, and became the MilitaryAssistant to the Secretary of theArmy for Panama Canal Affairsuntil 1985. His final position beforeretiring in 1988 with the rank ofColonel was serving as the MilitaryAssistant to the Assistant Secretaryof Defense in Washington.

Banning had a lifetime of experiences that many of us canonly dream about in just his few short years as a White HouseSocial Aide. He met interesting people, served his countryand the President diligently, and utilized his leadership skillsto enhance experiences of a wide variety of people. His effortswould certainly have made his father proud, much like theydid for his many brothers across the country.

Bob Banning currently resides in Tucson, Arizona wherehe has for the last 22 years. He has four Thunderbird carsthat he loves, and especially enjoys the hot weather.

A portrait of the first family presented to Banning by theNixons on his departure as an Aide.

Cufflinks and tie bar presented to Banning by President Nixonon Banning’s departure as an Aide.


Leadership & Education

TEAMS!By James R. (Jim) Lucas, Missouri S&T ’69

Over decades of working with allkinds of teams, we at Luman haveseen that if you get these seven traitsrooted deeply into your leadershipstyle, you’re going to see a lot of thefrustration evaporate, and you’regoing to see some real excitement.You’re even going to feel better aboutgetting up in the morning and comingin and facing your team and workingwith your team.

The first trait of a victoriousteam is Vision. Now, what do wemean by vision? It means we knowwhere the team is headed and where itshould be going. A lot of team mem-bers are not really sure what the prior-ities are. We may know our job is tomarket products, serve customers,design, innovate, and improve

processes, but where is the teamgoing? What is our big purpose andwhat does this mean in what I do every day? How is the team going toachieve its goals for the next fewmonths and its goals for the year?

Bill Jensen said, “Leaders pretendthat the challenges of leadership arerational and tactical rather than emo-tional and conversational. Most plansare communicated according to mar-ketplace logic.” This is how thingswork in the real world. He goes on,“But people don’t listen to logic. Theylisten for meaning and purpose.” Andthis is what we’ve found with teamsaround the world: teams and individu-als are looking for meaning and pur-pose. They don’t want to feel likethey’re just putting in time.

Your team has to have a sense ofwhat we call VMVB™ – Vision,Mission, Values, and Behaviors.Vision means we’ve got to knowwhere we’re going. Mission says, we’vegot to know how we’re going to getthere. Our Values are the rules of theroad. How do we to agree to act andinteract with one another in areas likerespect and integrity, openness andcommunication? Behaviors are what’sacceptable on our team, and what’snot. At Luman, we think it’s veryimportant for a team to carefullydefine what behaviors are going tobuild a passionate team and whatbehaviors will undoubtedly tear itdown. (We cover how to get yourVMVB™ into a “team charter” in The Passion Principle.)

The goal for every leader is to have a team that is victorious – not just effective, which is

good; not just efficient, which is good – but having a team that actually meets and

exceeds its own goals and expectations. We, as a team, want victory. As team leaders,

we want victory. We want to win – win in a good sense, not win at the expense of anyone

else, but win because we’re doing the right things and we’re building a passion into our

team that makes a huge difference.

The Seven Traits Found in

VICTORIOUS

‘‘Leaders pretend that the

challenges of leadership are

rational and tactical rather

than emotional and conversa-

tional. Most plans are

communicated according to

marketplace logic.” This is

how things work in the

real world... “But people

don’t listen to logic. They

listen for meaning and

purpose.” And this is what

we’ve found with teams

around the world: teams

and individuals are looking

for meaning and purpose.

They don’t want to feel like

they’re just putting in time.

31F A L L 2 0 1 0

The second trait is Intelligence.We want to have a smart team. Sowe must design smart teams andmake our smart teams even smarter.This doesn’t mean everybody on yourteam has the highest IQ, but that wehave people on this team performingin areas in which they are both pas-sionate and competent. They’ve gotto have both of those qualities, andas leaders, we have a role in that.We’ve got to spend time finding andplacing the right people into the rightroles on the team so they can makethe best decisions.

One very important question forteam leaders to ask is, “How will weknow if we’ve won?” The problem is,a lot of teams don’t even know whatvictory looks like. Instead we haveto set goals together, which requiresmaking choices and tradeoffs. Weopen up the dialogue by saying,“Ok. We’ve got all these opportuni-ties, but we’ve only got so much inthe way of resources. What dowe spend them on?” (We talk aboutthe “10 Questions Teams MustAnswer” in our course titled LeadingPassionate Teams™.)

Trait number three is Cohesion:getting a team to work closely togeth-er as a mutually committed team.Cohesion. Are we bonded together?Are we “stuck like glue”?

Let’s look at an example from biol-ogy – the semi-permeable membrane.Just like a cell that has a membranearound it, a team needs a semi-perme-able barrier. This means that somethings, but not everything, can getin and out. A cohesive team has tohave something unique that sets itapart. We’ve found that the processof producing a VMVB™ “team char-ter” creates an identity for your team,generates that cohesion, and developsthe membrane.

Remember, the membrane issemi-permeable, so if you need moreinformation or support from outside

your team, it’s open. You can bringinformation in. And if you need toshare things with people outside yourteam, the information can go whereit’s needed. It’s very critical to haveeveryone working together.

The next trait is Tools. As ateam, we need skills that allow betterteaming. We need processes that makethe team stronger rather than process-es that destroy it. We find that teams,if left to their own devices, often falloff into mediocrity. They end up gravi-tating to decisions and actions thatrepresent the least-common-denomi-nator among the team members.

We also have to decide the type ofteam we need to apply to a specificopportunity. Did you know there arethree categories of teams? The wrongkind of team assigned to a certain situ-ation can produce inferior results.We’ve got to put the right people onthe right kind of team. We’ve got tohave an effective way to manage con-sensus so we don’t agree too soon ortoo late. We’ve got to have effectiveconflict management so we takeadvantage of the good conflict thatcomes from diversity of thought andavoid the bad conflict that comes frompeople just not wanting to get along.We need what we call UnavoidableAccountability™. People need to knowwhat the team’s responsibility is andwhat their responsibility is so theycan’t just slough it off and say, “Well,it’s the team that did it.”

Vital Trait number five isOpenness: creating an open environ-ment where all ideas and concerns canbe safely shared. It’s our responsibilityas team leaders to create a safe placefor daunting facts to be shared. That’sreally what great team leaders do –they make a safe place. Often, bossesand supervisors never hear the badnews until it’s turned from a littlespark into a forest fire, and they’reexclaiming, “What are you doing?Why didn’t you tell me this three


weeks ago?” Well, duh. It’s because wehaven’t created a safe place for dan-gerous truth. One of the marks of agreat leader is that bad news gets totheir desk fast.

One thing missing from most teamsis honesty. Most teams are not honestwith themselves internally, leavingproblems there to fester. And they’renot honest externally, where they tryto make problems disappear. Bottomline – there are no passionate, victori-ous teams without an unrelentingcommitment to honesty and to hear-ing the “unvarnished truth.”

Trait six is Results: getting theteam to focus on accomplishingimportant goals. Luman has muchmore instruction on this in ourcourses, but here’s the key point:We’re going to make the whole teamresponsible for the whole team’sresults. When this critical concept

is missed, it results in many businessdisasters. Think about the Titanic.All seemed to be going pretty welland “I was doing my job. I was servingan exquisite meal in the dining roomand then…the ship went down. ”So, you were doing your job. Well,you know what? If the ship goesdown, it doesn’t matter if you weredoing your job or not. It only mattersif the whole team is successful or not.So, if you’re on a team, the team’sproblem is your problem. And, in fact,if you know about a problem, you ownthat problem. That problem belongsto you. Don’t be afraid of it. Bring itforward and go from there.

The last of our seven traits isSustainability: helping the team tomaintain its passion and commitmentover time. Many of us have heardthe expression that great teams Form,Storm, Norm, and Perform. But,

there’s a fifth one to add to that aswe talk about building this passionateteam. Great teams Reform! We’regoing to assess our team. We’re goingto ask, are we a good team? Are we agreat team? Are we a mediocre team?Are we even a team at all? We’re goingto take the time to find out becauseonce we know where we stand, we canget better. (A good place to start iswith Luman’s assessment called ThePassion Infrastructure™ found atlumanresearch.com.)

And know this: no team ever main-tains its passion without a lot of vigi-lance and a lot of commitment fromthe team leaders. If you’re persistentand stay at it, you’re going to see ahuge difference in how you relate,how you gather information, the levelin which your team applies itself, andthe victories you achieve. These seventraits form an acronym. Fold theminto your team and be VICTORS!

James R. Lucas is a recognizedauthority on leadership developmentand culture design™. He is president& CEO of Luman International, afirm that has worked with thousandsof leaders to build Passionate,Thinking, Pure-PerformanceOrganizations™. This article isexcerpted from his course LeadingPassionate Teams™ and summarizedin his book The Attraction Principle.Visit www.lumaninternational.comto learn how his firm can help equipyour leaders and teams.


33F A L L 2 0 0 9

PERSPECTIVESTWO

OF THE BP OIL DISASTER

The Economic and Emotional Impactof the Disaster

Louisiana StateRepresentative DamonBaldone, Nicholls State ’85,and his constituents inTerrebonne and LafourcheParishes are getting used todealing with disasters. Overthe last 10 years, the districthe lives in and represents,which is in south centralLouisiana and includes the

town of Houma, has dealt with the devastation of four hurri-canes (Katrina, Rita, Gustav and Ike). Now, it’s reeling fromthe devastation of the BP oil disaster from this past summer.

But perhaps “reeling” isn’t the correct word since one ofthe area’s main sources for its economy is fishing – an indus-try that the oil spill decimated during the mid-late summer…

“My district has the largest amount of commercialfishermen in it, I think throughout the whole Gulf coast,”Baldone said. “Terrebonne Barataria Estuary is the mostproductive estuary in North America, excluding somein Alaska.”

The other main economic drivers for his area are shrimp-ing, crabbing, oyster fishing and interestingly enough, oilwells and fields. In fact, the two parishes Baldone representssupply 20% of the nation’s oil and gas.

“Actually oil fields are the dominant economic driver inour area, followed by seafood and medical,” he said. “A lot ofthe Federal government’s response, where President Obamaput a moratorium on deep water drilling, which also caused anumber of bureaucratic issues with in shore drilling, shutdown work here.”

And the fact that oil fields have such an impact made thespill even worse for his area with the response that occurredfollowing it. The fact that the oil industry was essentiallyshut down during its busiest months of the year was a big hitto the local economy according to Baldone.

Even with all of the devastation that occurred notonly with the oil spill, but also the hurricanes over thelast 10 years, one thing he says that hasn’t wavered is hisresidents’ resiliency.

“We have some very resilient people, there’s no doubtabout it,” he said. “I’ve had houses in my district that in thelast seven years, have flooded five times. Who wants to gothrough that?”

Baldone says that many of the people who continually getflooded are those who live in the fishing villages and who

Although the oil stopped gushing into the Gulf of Mexico a number of months ago, the

BP oil disaster was likely one of the biggest stories of the past year. Because of that,

we asked two brothers to give their perspectives of the disaster – one who serves in

state government representing one of the affected areas, and the other who is an

ecologist who will speak directly to the environmental impact of the oil spill.


are poorer folks who live there because they can’t move andtheir work is there. He says they’re used to hurricanes at thispoint, but this manmade disaster is a big hit for them.

“We’ve been whacked and whacked and whacked, butwe have to live here if we want to supply the nation withseafood and energy,” he said. “This manmade disaster, theoil spill, just threw people who were already on their kneesdown to the ground because it’s a huge economic impact.At least with the natural disasters, these guys could go outand shrimp and make some money. With the oil spill, thatshut them down for a long while, damaging their ability tomake a living.”

He said one charter fisherman in his area committedsuicide because of the oil spill, while there has been a spikein psychological issues as well. “When your livelihood is injeopardy, it’s amazing what it does to the psychology of peo-ple. It makes them lose hope sometimes, but overall, thepeople have been resilient.”

After the well was capped, Baldone seemed to be happy,though he thought it took too long. “This is the end of thebeginning,” he said.

The fishing has started once again, showing that theresiliency was likely to pay off for the residents of Terrebonneand Lafourche parishes. The biggest thing that Baldonewants to be sure everyone realizes is that seafood from theGulf is safe.

“Our seafood is not tainted and is in great shape. Wehave done more testing than we have ever done on it in thepast, and the oil has not affected the shrimp, the crab or theoysters. We need people to continue to buy Louisianaseafood, which is the best in the world.”

The Ecological and Environmental Impactof the Disaster

The other side of the oil spillfrom the economic and emo-tional impact is the ecologicaland environmental impact.When the well first exploded,no one knew the extent towhich it was going to spew oilinto the Gulf.

But over 90 days laterwhen it was finally capped,and after we saw numerous

animals wash up dead and beaches become oil stained, theestimates are that 4 million barrels (or 170 million gallons)of oil were released into the pristine Gulf of Mexico waters,making it the worst accidental offshore oil spill in history.

For Jim Goldasich, Northern Michigan ’66, the news ofthe spill was devastating, as he knew the environmental

impact would be felt far and wide. He has been workingin the environmental field for nearly 40 years, and has abusiness in southeast Florida where he does environmentalassessments, natural resource analysis and restoration, andwater quality studies.

There are a number of environmental impacts that canbe talked about relating to the oil spill. From the oil itselfto the dispersants that were used to remove the oil fromthe surface, there was going to be a major impact from a spillthis large.

But even before talking about that, from Goldasich’sperspective, even drilling the wells could cause some environ-mental impact because we are taking an industry and insertingit into an ecosystem that we don’t fully understand. “The bestengineering plan is only as good as our minds can make it,and if we don’t fully understand the environment in whichwe’re working, there is always room for a catastrophe such aswhat we’ve seen here,” he said.

Interestingly, he points out that there is a bit of a para-dox, because even the ships that were out trying to clean upand skim the oil from the surface need oil themselves, so weneed to be willing to go to the places where it is plentiful sowe can utilize it.

Setting that aside, the BP oil disaster caused a great dealof environmental issues for not only the fish and other ani-mals, but also the grasses and marshes. And if it would havegotten into the loop current and made its way to Key West,the coral reefs may have been damaged.

The most difficult part of assessing the environmentalimpact is that much of it isn’t able to be seen with thenaked eye being that it is underwater and often in nearlyinvisible, but potentially toxic concentrations. Accordingto Goldasich, “The oil you see isn’t the only oil that is outthere, so the oil is impacting more than just the beachesand the marshes and the coast. There are going to belarger impacts in the future at the other end of thespectrum like microorganisms and other things furtherdown the food chain.”

Probably the worst news is that while we have beenable to see and feel the economic impact already withtourism and industries that Baldone talked about earlier,we won’t be able to measure the full environmental impactfor many years.

“If you look at a glob of oil or a tarball that washes up onshore, that causes great harm to tourism and wildlife thatmight be along the beach like some birds and fish,” he said.“But next to that tarball in the water column is some of theshorter chain hydrocarbons that are the components of thatoil, and typically those are actually more toxic forms ofhydrocarbons that can be utilized by organisms, breathed inand incorporated into their tissues, and then make their wayup the food chain.”


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Just before the well was capped in August, there was aplume of oil that was found below the surface that wasestimated at 22 miles wide, and Goldasich said that it waspotentially holding much of these toxic hydrocarbons thatare likely more accessible to the food chain. “We are likelyto see changes to the populations that we know are therebecause of this, and maybe even the elimination of popula-tions that we will never know for decades after this.”

Many people were concerned with the dispersants thatwere used to help get rid of the oil. Goldasich said that hind-sight is likely 20/20 here. “Typically, you use dispersants in asmall spill just to get rid of it, and the environment more orless assimilates that material. However, with 170 milliongallons being discharged into the environment, you can’tdisperse it all. And my gut feeling is that 22 mile wide subaqueous plume is probably a result of the dispersants thatwere used.”

All of this damage and destruction, and we haven’t eventalked about the effect on the marshes, one of the most

important areas that were affected. In fact, according toGoldasich, the marshes are where much of the wildlife in theocean gets its start. “Almost all of the organisms that maketheir living in the oceans, the Gulf or the estuaries havesome portion of their life stage in the marshes, and typicallyit’s their immature stages. If the marshes are not there, wholeage classes of organisms will be gone. What happens whenwe remove a section of the pyramid of life? I am not sureanyone knows the answer to this question.”

A closing startling and frank assessment from Goldasichwas this: we are going to see and hear about the impactthat this spill has had on the Gulf for decades. “We aregoing to see people scratching their heads with new answersand changes for decades.”

All in all, the BP oil disaster was just that, a disaster.Hopefully the two brothers who provided their expertisehave provided you with some additional information aboutthe disaster and its impact in a number of different ways.

An oil protection boom deployed at Dauphin Island, Alabama to protect against the BP Deep Water Horizon oil spill.



(L-R) Beta Omega undergraduates Cody Crocker ’09, Alex Calabrese ’08, Anthony Mariano ’08, and Jacob Pierson ’09 helpedsave a man and a woman who were involved in a car crash in July.

UNDERGRADUATESHELP SAVEMAN AND WOMAN IN WRECK

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Building Better Men.Better Men. Better Lives.

They’re more than taglines and neatlittle sayings. Building better men issomething that Delta Sigma Phi isdoing on a daily basis, and part ofbeing a better man is leading whendifficulties arise. That’s what hap-pened in July when four brothers fromthe Beta Omega Chapter at theUniversity of Arizona and a friendwere returning from a trip to the SixFlags Magic Mountain amusementpark in California.

It was 2 am, and AnthonyMariano, Arizona ’08, was drivingalong I-10 in central Arizona whenthe car came upon the only other caron the road. This car was driven by aman that would slow down, and whenthe Delta Sigs would speed up to pass,he would speed up to block them. Thedriver was was swerving and drivingerratically while the car containingthe Delta Sigs was behind him.

At one point during the drive,Mariano noticed the driver of theother car drift and hit the shoulder inthe middle of the freeway – flippingthe car a number of times ending upin the ditch between the eastboundand westbound lanes. It was 2 am andpitch black in rural central Arizona,and according to Cody Crocker,Arizona ’09, the car in the ditch andthe car containing the Delta Sigs werethe only two on the road.

Immediately after seeing the carflip, Mariano pulled the Delta Sig carover and the brothers sprung intoaction to assist those involved in theaccident. According to Crocker, “Itwas a surreal moment. We hit thebrakes, found flashlights and water inthe car, and ran over to see what wasgoing on. Myself and our female

passenger called the police from theother side of the road while the otherswent over to see what was happening.”

What the brothers (Mariano, JacobPierson, Arizona ’09, and AlexCalabrese, Arizona ’08) came uponwhen they got to the car that hadflipped was a young female passengernot older than 18 saying that shecould not find her boyfriend – theinjured male driver. With their flash-lights, the brothers went into theditch where the found the car flippedon its hood, and came upon theinjured driver who was thrown fromthe car because he was not wearinga seatbelt.

The injured driver, who was 18 or19 years old, had a head gash that wasbadly bleeding. After attempting togive the man water, the brothers heldhim down and applied pressure tothe wound on his head with Pierson’st-shirt that he had removed.

It took 15 minutes for the firstpolice car to arrive, and the femalepassenger of the wrecked car wastreated for a bleeding leg while thepolice called an ambulance and ahelicopter to remove the injured maledriver. After approximately two hours,the brothers and their passenger wereback on the road home to Tucson.

On the ride home, the brothersand their female passenger reflectedon the incident, wondering whatwould have happened if they hadn’tbeen there. “It’s a weird feeling,because thinking about it, I don’tknow if anyone would have seen it atnight,” Crocker said. “They couldhave almost been hopeless in a wayuntil the sunrise, which would havebeen five or six hours.”

To show their concern, before thepeople were taken to the hospital, thebrothers got the injured driver’s first

and last name, and tried to reach outto the hospital where he was taken toget an update the next day. Because ofHIPPA laws, the hospital was unableto release the information, other thanto say that the man’s family was withhim at the hospital.

“I just wanted to see if he wasalright,” Crocker said about why thebrothers wanted to follow up the nextday. “We knew it was serious becausethey had to evacuate him, and wethought it would be good to check upon him since I think I would want totalk to someone if they helped meafter I was involved in a bad incidentlike that.”

Looking at the whole situation, thebrothers’ last act of calling to checkon the injured man the next dayexemplify one of the taglines above –Better Men. Better Lives. Just aboutanyone would likely stop in the situa-tion that the brothers found them-selves. However, not everyone wouldhave asked to find out the person’sname, and then try calling to ensurethat they were ok the next day.

Are they heroes? According toCrocker, they aren’t. “I feel like whatwe did is what everyone should do. Itwasn’t like we stopped and talkedabout whether we should help them.We just did because it was the rightthing to do.”

Whether they think they areheroes or not, the brothers who wereinvolved in helping the man and hispassenger through this difficult situa-tion exemplify what Delta Sigma Phiis all about – they are leaders in thetruest sense of the word.


During his time in the chapter,Doty took a number of roles, buthis time as the chapter’s presidentreally stood out. “What made thechapter distinctive was our focus onleadership,” he said. “Becoming thepresident during my junior year wasa special experience. We oftentalked about servant leadership, andmore than anything, that hashelped me the most in my career.”

Most recently, he has been using the skills he honed backin the chapter in his role as President of an aerospace busi-ness with nearly $2 billion in sales and over 6,000 employees.

Serving as a corporate executive wasn’t in his plans whenhe first got out of college. Originally, he just wanted to designand build things as an engineer. He had majored in nuclearengineering, and upon graduation went to work at GE in anumber of roles. After going back to grad school to completea master’s in mechanical engineering, Doty went on to holdpositions in which he built nuclear reactor internals, builtand designed steam turbines, and manufactured pumps.

He then got into management level positions, the last ofwhich prior to his current position included running the com-bat vehicle part of a company called United Defense, which isnow a part of BAE Systems. That company was responsible for85% of vehicles used by the U.S. Army and Marines as thecountry went into war in early in the last decade.

In 2006, Doty came on board as President and CEO ofVought Aircraft Industries, a company that had gone throughsome difficult times. After starting in the 1990s as an offshootof Northrop’s non-core businesses – commercial aircraft struc-tures and non-Northrop defense aircraft structures – Voughtwas struggling. The company was losing a lot of money and

execution was poor, and it needed a strong leader to bring itback from the brink. Doty was the right man for the job.

“When I came in 2006, what was so appealing about thiscompany was that it was a great company that had beenthrough some very challenging times, and was blessed withan amazing workforce that wanted and deserved to be suc-cessful,” he said. “So, it was a leadership opportunity for me.How do we start knocking down the barriers to help thisgreat workforce be successful?”

Knocking down barriers was almost literal. The companywas inundated with layers of management, which were rem-nants of when it had been part of a much larger company.When Doty first started, his first task was to strip out the lay-ers, giving decision-making authority to the lowest possiblelevel. With those structural changes also came some difficultdecisions, as Doty had to decide which of the managers whowere in place were right to continue in leadership roles, andwhich weren’t.

He had four criteria that helped him make the decision,which are also good criteria for people looking to becomeleaders to follow:

1. A leader has to be a role model for the organization.You’ve got to be someone who behaves in a way thatis consistent with what you say you want others to do.

2. A leader has to walk the talk. If you say these are ourvalues and our standards of behavior, then you need tobehave that way.

3. A leader has to truly support the people who are rely-ing on you to lead them. You have to grow and nur-ture them. You can’t just exploit them.

4. You have to play team ball. You have to support thepeople around you, and it can’t be just about you.


Using the skills he learned while an undergraduate in the Delta Epsilon Chapter at the

University of Missouri-Rolla (now Missouri University of Science & Technology), Elmer Doty,

Missouri S&T ’72, has developed into quite a corporate leader.

ELMER DOTY, MISSOURI S&T ’72

ALUMNI PROFILE

39F A L L 2 0 0 9

After sitting down and grading each of the managers onthese four criteria, his choices were easy. “When you find outsomeone goes 0-4, you’re wasting time. If they’re 3-4, you’vegot something to work with. That might sound trite, but ifyou don’t do those four things, people are not going to followyou,” he said.

Doty’s leadership style can be boiled down to the following:always create an environment where people can be successfulin what they’re trying to do. His role as the president andCEO is to set the tone for the company, but most of his effortis to set up the environment for success to happen.

In order to develop that environment, he needed to get agood leadership culture in place, one that strives for continu-ous improvement. According to Doty, “Here we had all thesewonderfully capable people with wonderful platforms, butthey didn’t have a common touchstone or a sense of direc-tion. We didn’t have the measures to track improvement.”

Under his leadership, the company went back to basics todevelop the culture that was needed. They first calmed downall of the employees who were feeling as though the companywas going under, and helped them understand that it wasgoing to be ok. Once everyone calmed down, they got towork repairing what was wrong, like the layers that were inthe company.

They then instilled a culture that helped the employeesunderstand that measurement was going to happen and thatgoals were going to be set. “People really like to be successful.All you need to do is show how you’re going to measure suc-cess, and then reward it. People like to win.”

Every four to six weeks, Doty connects with the employeesat the company’s eight locations across the country, holdingmeetings with a cross-section of them to talk about thecompany and hear what’s on their minds. While this mightbe seen in different cultures as undercutting the line manage-ment, in Vought’s culture it is an opportunity for the CEO toreinforce what the managers in the plants are saying. “To me,when I can go do that, and it can be construed by the linemanagement as reinforcing their message and helping them,then I know we really have a healthy culture,” Doty said.

This leads into the other tenant that Doty uses in his lead-ership role – listen to and take care of your employees. Tothat end, the company has developed a top notch wellnessprogram complete with free health screenings for employeesand their family members at each location’s company picnic.These screenings include a health risk assessment, and thecompany provides the resources for the employees to be suc-cessful in lowering their risk profile. These resources includeputting into place some fitness facilities and web sites thatallow the employees to complete objectives to reduce theirhealthcare premiums.

“We’ve changed a number of people’s lives by providingthe resources so they could be successful,” Doty said.“Everybody wants to be healthy, and many people aremotivated to do it. So, if you provide them with theresources and the expertise, they’ll get there.”

The company’s care for their employees also shines throughwith the fact that they have lowered their injury rate by over60% through aggressive attention to occupational safety, andhave lowered their workmen’s comp claims also by 50% in thethree and a half years since Doty began in his role.

In June 2010, a now well-functioning Vought was acquiredby Triumph Group Inc. (NYSE: TGI) in a transaction valuedat approximately $1.4 billion. This merger is a successfuloutcome for the company that creates a leading TierOnesupplier with strong positions in both commercial andmilitary platforms. Doty will be serving the company on itsboard of directors, and after a period of transition will havethe chance to apply his leadership experience to morephilanthropic pursuits.

He has a strong passion for the cause of at-risk children,and advises and works with several NGO’s as well as servingon the board of the Congressional Coalition for AdoptionInstitute.

Additionally he serves on the Board of the AmericanHeart Association and is a member of the Board of Trusteesfor the Cooper Institute, a non profit organization foundedby Dr. Kenneth Cooper that conducts research in epidemiol-ogy, exercise physiology, behavior change, hypertension,children’s health issues, obesity, nutrition, aging, and otherhealth issues.

For all of the aspiring leaders out there, Doty’s advice isto live a balanced life, and to hone your interpersonal skills.

“There’s a direct correlation between your interpersonalskills and your success,” he said. “Interpersonal skills are notsomething that are taught in school. They’re something youlearn in the Fraternity. That’s where I learned interpersonalskills, and that’s where I learned how to get people to do whatyou want them to do. To me, the greatest benefit of Fraternitylife was learning how to do things through other people.”

As someone who said that his leadership in the Fraternityhas helped him the most in his career, the words of ElmerDoty will hopefully make our aspiring leaders realize it’s timeto step up and utilize the Fraternity as their stepping stone togreatness. He certainly did.

Elmer Doty resides in Dallas with his wife, Sandra. Theyhave four grown children, a daughter who works for amutual fund company in Boston, a son who is an account-ant in Mississippi, a son who is a banker in Kansas City,and a son who is a student at Dallas Baptist University.


Tech Trends

By Bob Westby, SD School of Mines ’67

ELECTRICITY SYSTEM APPLICATIONS

U.S. RenewableEnergy Technologies:

41F A L L 2 0 0 9

A profound transformation is required to move from today’senergy system to a sustainable energy system. Today’s U.S.energy system is dependent on foreign oil, subject to pricevolatility, increasingly unreliable, two-thirds of the sourceenergy is lost and produces 25% of the world’s carbon emis-sions. The attributes of a sustainable energy system are car-bon neutrality, efficiency, diverse supply options, sustainableimpact on resources, creation of high value jobs and accessi-ble, affordable and secure.

This transformation requires bold goals and newapproaches in the development of a sustainable transporta-tion system and a carbon neutral electricity system. This arti-cle focuses specifically on the development of the electricitysystem transformation and role of renewable energy tech-nologies. The intent of this article is to provide a perspectiveon the potential of renewable energy to significantly increaseits contribution to electricity use in support of achieving asustainable energy system at “speed and scale.”

Electricity Production in the U.S.Our electricity system is currently greater than 70 percentdependent on fossil fuel. As of 2008, the total installedcapacity of the U.S. electricity system is some 1,000 gigawatts(GW)1 capable of generating some 4,100 terrawatt hours(TWh)2 (Figure 1). The primary fuel sources used to produceour electricity are coal (48.5%), natural gas (21.3%), nuclear(19.7%), hydroelectric conventional (6.1%)3, other renew-able energy sources (3.3%) and petroleum (1.1%).

This 2008 generation mix demonstrates the relativelysmall impact of the 3.3 % non-hydro renewable energysources at 37 GW and 125 TWh. Wind and biopower4

lead the renewable energy power sources at 52% and 50%contributions respectively. Geothermal follows at 15% andsolar at 0.8%.

Renewable Energy Resource PotentialIn providing a picture of renewable energy in the U.S., itis instructive to start with the theoretical potential of eachprimary renewable energy resource (Figure 2). Theoretical(total) potential is a measure of the maximum potential ofa resource. In determining the realizable resources potential,theoretical potential would be reduced to account for techni-cal, economic and market limitations respectively.

Solar represents the most significant resource with a206,000 Gigawatt (GW) potential for photovoltaics (PV)5

and an 11,100 GW potential for concentrating solar power(CSP)6. The wind resource is 8,000 GW (on shore) and2,200 GW (off shore to 50 nm). Geothermal follows at 39GW from conventional sources, 520 GW from EnhancedGeothermal Systems (EGS) and 4 GW from co-producedsources. The biopower resource is some 78 GW. The U.S.renewable energy resources are more than capable ofmeeting a significant portion of future U.S. electricitysystem needs.

1A gigawatt (GW) is a unit of power equal to 1 billion watts; 1 million kilowatts, or 1,000 megawatts. Electric power is measured in watts, where a watt equals 3.412 Btu2A terrawatt hour (TWh) is a trillion watt hours. Electric energy is measured in watt hours. It is commonly expressed in kilowatt hours (kWh) which equals a thousand watt hours.3Because hydropower is considered a conventional source of energy, it is accounted for separate from other renewable sources of energy. 4 Biopower, or biomass power, is the use of biomass to generate electricity. As used here biopower system technologies include direct-firing and cofiring (typically with coal).5 Photovoltaics (PV) cells convert sunlight directly into electricity.6 A new generation of power plants with concentrating solar power (CSP) uses the sun as a heat source to boil water. The steam from the boiling water spins a large turbine,

which drives a generator to produce electricity. The three main types of concentrating solar power systems are: linear concentrator, dish/engine, and power tower systems.

Figure 2: U.S. Renewable Energy Resources (National RenewableEnergy Laboratory)

Figure 1: 2008 U.S. Electricity Generation Mix (EIA ElectricityMonthly, March 2009)


Tech Trends

Current Status of Renewable EnergyElectricity TechnologiesRenewable energy has been contributing to a growingportion of the U.S. electric capacity additions, and thistrend is expected to continue. In 2008, renewable energycomprised 45% of new capacity additions vs. some 10%in 2005 (Figure 3). Of the total annual capacity additions,wind accounted for 41% with 4% coming from otherrenewable energy sources.

Here is an overview of the primary renewable energy technologies:

Wind TechnologyAs of 2009, there is 35 GW of installed wind capacityrepresenting 1.8% of the total U.S. electricity generation.Ten GW was added in 2009 representing over 39% of newdomestic electricity generation capacity. Wind projects arepredominantly utility-scale applications and can be costcompetitive with other central, fossil fuel generationsources. Wind produces electricity in the 6-9 cents/kWhrange (without incentives) at good wind sites. Initialoffshore wind development is underway. For moreinformation on wind technologies, seehttp://www1.eerie.energy.gov/windandhydro/.

Photovoltaics (PV) TechnologyThere is currently some 1,100 Megawatts (MW) of installedPV capacity. PV produces electricity in the 28-46 cents/kWh

range (without incentives). PV affords the most potentialof the renewable energy resources. An attribute of PVtechnologies that will increase its use is that it is particularlysuited for distributed applications. In distributed applica-tions, PV can be located locally at the load it is offsetting(e.g.in residential, commercial and large onsite applications).In these applications, the PV system is located “behindcustomer electric meter” and is net metered.7 For moreinformation on PV technologies seehttp://www1.eerie.energy.gov/solar/.

Concentrating Solar Power (CSP) Technology There is currently some 432 MW of installed CSP capacitywith 81 MW under construction. CSP projects are typicallylocated in the Southwestern U.S. where the solar insulationcharacteristics are optimal for CSP applications (e.g.sufficient level of direct beam radiation). CSP produceselectricity in the range of 10-14 cents/kWh (withoutincentives). For more information on CSP technologiessee http://www1.eerie.energy.gov/solar/.

State Policies Advance Renewable EnergyThe states have taken the lead in advancing the use ofrenewable energy for electricity production. Twenty-nine(29) states and Washington, DC have adopted what isknown as Renewable Portfolio Standards (RPS) (Figure 4,see page 43). A RPS is a state policy that requires electricityproviders to obtain a minimum percentage of their powerfrom renewable energy resources by a certain date. Wind isthe primary electricity resource implemented under a RPS.To assure some portion of the renewable energy projectsimplemented support solar and customer siting, a majorityof the states that have adopted RPS have also establishedminimum solar or customer-sited requirements. A FederalRPS policy is also under consideration.

The impact of adopting RPS policies is considerable,as together these states account for more than half of theelectricity sales in the U.S. The Global Environment Fundestimates that the current state RPS would ultimately resultin the installation of over 75,000 MW of renewable energysourced electricity generation.

The implementation of RPS is critical as they provide theadded financial incentive that is driving the renewable ener-gy market. These projects are primarily wind, PV and CSP.The other financial incentives are the federal tax credit andthe sale or savings from the electricity produced. RPS are

7 Net Metering. In general, net metering policy allows customers to produce onsite electricity and sell excess generation to the utility at a set price. Net metering poli-cies are market-based incentives addressing the market barrier of project economics that exists for most high initial cost renewable energy technologies. The main goal ofmost net metering policies is to create incentives for private investment in distributed renewable energy technologies by providing value to the electricity generation that,during certain times of day or season, exceeds the customer’s electricity demand.

Figure 3: Status of Renewable Energy Electricity Technologies(National Renewable Energy Laboratory)

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structured such that the incentives accrue to the owner ofthe system and are tailored to the ownership category. Forexample, home owners who purchase PV systems are eligibleto receive a residential incentive. Similarly, business ownerscan leverage commercial level incentives. Third party own-ers of systems are also eligible to receive the incentives.Importantly, this has created a robust private sector businessfor the development of utility-scale systems for the sale ofpower to the grid (utility) and the larger systems located oncustomer sites that offset their loads. This developer businessmodel also allows public sector entities, who cannot leveragethe federal tax credits, to participate in the utilization ofrenewable energy. The utility benefit is that it is fulfilling itsRPS mandate for which at a minimum they recover theircosts. Utilities can also act in the project developer role.

Future Use of Renewable EnergyTechnologiesIn summary, the theoretical potential for renewable energyresources exists to provide a significant portion of the U.S.energy needs by 2050. There are also policies, as demonstrat-ed by the states’ RPS, which can successfully drive theimplementation of these resources. Going forward, therelevant question is: what will the role of renewable energybe in the future generation mix?

In general, it is widely held that to meet electricity needsin the 2050 timeframe, the U.S. must achieve an optimalportfolio of coal, nuclear, and renewable energy that includesa viable carbon sequestration capability. It is no longer an“either-or” scenario, but rather all sources of generation willbe required to meet future power needs. With regard torenewable energy use projections, initial scenario assessmentwork has been completed or is underway.

Of note is a wind industry study entitled: 20% WindEnergy by 2030: Increasing Wind Energy’s Contribution to theU.S. Electricity Supply (http://www.20percentwind.org/).

This assessment explores one scenario for reaching 20%wind energy by 2030 and contrasts it to a scenario in whichno new U.S. wind power capacity is installed. The primaryfindings are: 20% wind electricity would require about 300GW of wind generation; there are affordable, accessible windresources available across the nation; the costs to integratewind are modest; raw materials are available; and transmis-sion is a challenge. A study of PV penetration of 15% by2030 is underway.

Another approach to benchmarking renewable energy useis to identify a future requirement of the U.S. electricity sys-tem and perform a related assessment. The need to signifi-cantly reduce carbon emissions from the U.S. electricity sec-tor in the 2050 timeframe is such an acknowledged require-ment. Renewable energy resources with a penetration rateon the order 80% offer a solution to achieving the requiredcarbon emission reductions. An assessment of this scenario iscurrently under development through a NREL futures study.Some of the study’s preliminary findings provide usefulinsights into the future use of renewable energy resources.

• The development of transmission and distribution systemthat is not a limiting factor in accessing new sources ofenergy is required.

• A variety of renewable energy technologies can bedeployed throughout the continental U.S. to meetprojected electricity demand.

• The electric system integration and operational challengesassociated with high levels of variable generation fromwind and PV resources can be managed.

• Additional transmission infrastructure is required tosupport the geographical diversity of U.S. renewableresources, but the needed investment for up to 80%renewable energy is modest relative to total electricsupply costs.

• An 80% renewable electricity future will require criticaltransitions in the build out of renewable electricity gener-ating assets, transmission infrastructure, system operations,and economics and finance.

For more information renewable energy resources, technolo-gies and policies, visit www.nrel.gov. The Resources links onthe left side of the home page are particularly useful.

Robert Westby, SD School of Mines ’67, has been amember of the senior management team at the NationalRenewable Energy Laboratory (NREL) in Golden, COsince 1985. NREL is a national laboratory of the U.S.Department of Energy dedicated to the research, develop-ment, commercialization and deployment of renewableenergy and energy efficiency technologies. The content ofthis article is the opinion of the author.

Figure 4: State Renewable Portfolio Standards


SOUTH AFRICA

This past summer, the world cametogether in South Africa for the 2010World Cup. Among the millions therewere four of us – all Delta Sigs – thatdecided that this was an event so bigthat we had to see it in person. GregMunna ’01, Stephen Munna ’03,Michael Kraus ’05 and Walid Neaz ’06are all from the Alpha Gamma chapterat Georgia Tech, are great friends, andare passionate fans of soccer. The fourof us and two other friends started plan-ning this by sharing work schedulesand tight budgets to plan an experienceof a lifetime.

Before any plane tickets or hotelswere booked, we had to play the lottery– the World Cup Game Ticket Lottery.With luck on our side we were able tosnag tickets to four games in three dif-ferent cities. We purchased our flights,which to our surprise were affordable,and arranged places to stay. We werefortunate to have acquaintances in twoof the cities we were traveling to. TheMunna brothers had a childhood friendthat lived in Durban, and we got intouch with a friend of one of our frater-nity brothers. Finding a place to stay inCape Town wasn’t too hard. After onlya few minutes on the internet, we wereable to find a backpacker hostel there.

With match tickets secured, planetickets purchased and living arrange-ments taken care of, we only had minordetails left to figure out. How muchcurrency to convert and what cellphone to bring were a few, but the most

important one was what exactly topack for the 18 day journey sinceit was winter in South Africa. Eachof us had different opinions abouteverything, but we eventually cameto a general consensus that playedan important role in the success ofthe adventure.

Thursday, June 23 was a fantasticday since the USA had just beatenAlgeria in the very last minute of injurytime to advance to the round of 16. Itwas amazing to find out how manyAmericans were keeping track of thegame and celebrating when LandonDonovan scored deep into injury time.We were especially ecstatic, since ifUSA were to go to the Quarterfinals,we would be able to witness them inaction as that game was one of the fourtickets we had won in the lottery.

The next day, June 24, was the dayfor our departure. Greg and Walid werestunned as they found out while head-ing to the Atlanta airport that Italy hadlost and thus we would not get to seethem play The Netherlands. In NewYork (the second leg of our trip), wemet up with Stephen while we eagerlychecked our phones hoping it was ourfriends sending jealous text messages.Instead, we found out it was fromMichael. He was stuck on the runwayin Boston due to bad weather and hisflight was to be delayed arriving at JFK.Michael finally landed 10 minutesbefore the international flight check inclosed, giving him little time to reclaim

his checked baggage and run halfwayacross JFK airport to our terminal. Theengineers that we all were knew that itwas not possible for him to reclaim hisbag and make the flight. We made thedecision for Michael to bypass baggageclaim and run straight to our terminal.Minutes later, Michael arrived at theterminal in full sprint to manage tocheck into the flight just seconds beforethey closed.

With tragedy adverted we wereunderway to South Africa with a quick15 hour layover in Madrid, whichinvolved some sight seeing and frater-nizing with the locals. We finallyarrived in Johannesburg, South Africa,only to reboard a plane to go to Durbanfirst. While in Durban we stayed with awonderful friend of the Munna brothersfor three days, the family taking us intotheir lives. The group got to experiencetheir first ever World Cup gamebetween The Netherlands and Slovakia,but not before our hearts were brokenas we watched the USA team lose toGhana at a local restaurant. We weretold by the family that Durban is asummer town and at this time of theyear, it was winter. Even though wewere unable to experience all theculture of the city, we still enjoyedthis stop on the excursion.

We arrived in Cape Town on a rainyday. The ride from the airport to thehostel was barely 20 minutes. Lookingthrough the windows of the taxi, wecould see miles of green fields and vine-

Travel & Tourism

By Walid Neaz, Georgia Tech ’06 and Stephen Munna, Georgia Tech ’03

ANDTHE

WORLD CUP

45F A L L 2 0 0 9

yards. Off in the distance, there weremountains, but just before those fields,there were acres of African Townships– houses put together by sheets of ply-wood and sheet metal. To see a sightlike this for the first time gave us a verysobering feeling. We all agreed that wewere very lucky to have the opportuni-ties we’ve had in our lives. The time inCape Town was such an unforgettableexperience for us. We watched theeventual World Cup champion Spaindefeat Portugal, and we traveled withCape Town locals while they took us towine tours, mountain hikes and eventhe local night life. We did not want toleave the beautiful Southern coast ofSouth Africa, but there was much moreon the agenda for the group.

Back in Johannesburg, we had anexperience completely opposite whatwe had gone through so far. Our origi-nal plan to stay with a friend of a frater-nity brother didn’t work out. Afterbeing afraid for our lives of the livingarrangements, we decided to relocate tothe University of Johannesburg dormsthat were open for visitors. We quicklybecame friends with one of the studentswho acted as a guide to the games andaround the city. While in Johannesburg,we experienced our own special 4th ofJuly. We walked to one of the two fastfood restaurants in the area and ordered2 big buckets of KFC and washed itdown with delicious coke to celebrateIndependence Day. We caught themadness that happened in the

Uruguay/Ghana game in the magnifi-cent Soccer City and watched Spain goto the semifinal for the first time bybeating Paraguay in Ellis Park.

Those were the last of the games forwhich we had tickets, so we planned amini road trip for the remainder of thevacation. Using the internet at the uni-versity, Michael was able to plan a fourday road trip to go to a Safari. The tripstarted from Johannesburg and traveledjust outside the city to a Lion park. Wewere able to pet lion cubs and feedostriches there. Next, we traveled northto Modjadjiskloof for a short stop at agigantic Baobab tree that famously hada bar built inside of the tree. The treewas seven stories tall and over 260 feetin circumference. While there, we wereable to hang out with some locals andplay card games inside one of theworld’s oldest trees. Next stop on theroad trip was to travel northeast toKruger National Park on the TimbavatiGame Reserve to experience a threeday Safari. The Safari camp where westayed was right in the middle of thebushes. At night, one could hear allsorts of animals and an occasional lionroar. The group was able to see ele-phants, giraffes, rhinos, water buffaloes,baboons, wart hogs, zebras and manymore wild animals. One of the mostexciting parts of the safari was during agame walk where we nearly saw animpala get devoured by a male leopardmerely 100 feet from us. The road tripended at a famous South African

restaurant where we were able todevour some African delicacies suchas couscous and kudu meatballs.

On our last day in South Africa,we went to the Apartheid Museumback in Johannesburg. This attractionwas a good way to end the trip after wetraveled around South Africa for twoweeks experiencing the culture of thecountry. We came back to a placewhere we were able to learn from whereall the culture came. The Museumwent in depth on the lives of manypeople that played major roles in SouthAfrican History. While we were there,we actually saw the Nobel Peace Prizewinner Arch Bishop Desmond TuTu!The whole experience was very educa-tional and was one of the best parts ofour trip.

The plane ride home was an excel-lent time for us to reflect and share sto-ries of our favorite memories of the trip.We agreed that this trip was a perfectdisplay of the Delta Sigma Phi values.We experienced Culture, Harmony andFriendship on the trip and even afterwe left, these values have strengthenedall of us in our lives. We are alreadythinking of going to Brazil for the nextWorld Cup. We invite you to comealong and share the experience.

For more information and to see a moredetailed itinerary of the brothers’ trip,please visit www.deltasig.org/worldcup.

Delta Sigs on Table Mountain inSouth Africa during the World Cup.

Brothers and friends during theirsafari in Africa.

Delta Sigs Kraus and Neaz insideDurban’s Stadium during their firstWorld Cup game.


Sports

WEDNESDAY, JUNE 30, 2010

8:00 am I start each day before I even get to theNBA offices in midtown Manhattan on my daily commute,checking e-mails I may have received between going to bedand waking up, and reading/viewing the morning newspaperand newscast clips on my Blackberry. The NBA mediadepartment compiles an e-mail with links to every majormedia outlet mention of the NBA, the NBA DevelopmentLeague (“D-League”) and the WNBA, as well as each of theindividual teams. It’s never possible to read every single storyand view every single video, but it’s important to scan theheadlines to ensure you are aware of everything you shouldbe aware of as the work day begins.

9:00 am Unless I have a 9:00 am meeting, I typicallystart the day in the office with a cup of tea and morereading, this time of The New York Times (to maintain anawareness of the larger context within which our productfits, as well as to be an informed citizen of the world) andthe SportsBusiness Journal, the trade publication of the sportsbusiness. Today, my first meeting is not until 10:00 am.

10:00 am My first meeting is a bi-weekly meeting Ihave with the NBA Development League President, DanReed. During these meetings, Dan and I have a two-waydialogue, updating each other both on pressing items/issuesand big picture items – legal, business, and operational.These include long-term vision and strategies for how wecan make the D-League the “perfect minor league for thesport of basketball” (one of our mission statements). NBACommissioner David Stern started the D-League in 2001under the umbrella of the National Basketball Associationwith the intent of having a stable source of talent develop-ment for players, coaches, referees, and even front-officeexecutives. Just a few years into its existence, the D-Leaguebecame the single source of NBA replacement player talent.Every referee hired by the NBA and WNBA since 2002 has

come from the D-League, and at the end of the 2009-10NBA season, over 20% of players on NBA team rostershad spent time in the D-League either as players who were“called-up” to the NBA, or as assigned NBA players in theirfirst two years playing for an NBA team. We are proud of ouraccomplishments at the D-League, but are always looking forways to get better, to do more.

11:00 am Between meetings, I am usually returningphone calls or e-mails. I pride myself in my professionalismat work, always seeking to respond to any messages as closeto real-time as possible. Sometimes this is a real challenge,as between colleagues at the league office and at the teams,there is always someone who needs attention or a fire thatneeds to be put out. One of the main reasons the NBA,D-League, and WNBA offices are under one roof is to takeadvantage of the resources and synergies that a global com-pany running three professional sports leagues presents.The advantage of the ability to get face-to-face with thepeople you work with is immeasurable, and is somethingI always strive to do when possible. Technology is a greatasset in creating efficiency, but at the root of every greatenterprise is human capital. If there is one lesson I’velearned in my eight years at the NBA, it’s that relationshipsare the key to success.

12:30 pm Speaking of relationships, unless a deadlineis looming, I always make a point of eating lunch with otherpeople – never at my desk alone. Usually, I eat with col-leagues at work, but I also find great value in making time tolunch with contacts outside the company with whom I don’tget regular time. Today I am taking a friend from the NHLto lunch at the NBA Café on the 20th floor of OlympicTower, the main NBA office building on Fifth Avenue nextdoor to St. Patrick’s Cathedral.

1:30 pm Back in my office after lunch, I work on sever-al pressing items, including several team ownership issues, a

Duke ’92, Vice President & General Counsel, NBA Development League

A DAY IN THE LIFE OF

BOBBY SHARMA

47F A L L 2 0 1 0

team sponsorship agreement matter, an arena lease, and abroadcasting regulation question that has arisen. If it seemslike my responsibility set is broad, that’s because it is.Professional sports leagues are heavily dependent on lawyers,as virtually everything they do relies (and is often driven by)rules/regulations and contracts. As the dedicated lawyer forthe D-League, I’ve had the unique opportunity to work withevery single department at the NBA – from BasketballOperations to Team Marketing & Business Operations,from Security to Finance, from Events & Attractions toInternational, from Communications to Marketing, andeverything in between.

3:30 pm I’ve also had the unique opportunity to workwith some of the best lawyers in the world, which brings meto my next meeting – the NBA Legal Department Meeting.This is run by the NBA’s General Counsel, Rick Buchanan,and the NBA Properties General Counsel, Bill Koenig.During this approximately monthly meeting, Rick and Billupdate all the members of the Legal Department (includingabout 20 lawyers) about various company-wide matters. Inaddition, there is usually an around-the-horn where each ofus gives an update on our work and any interesting issueswe’ve recently confronted. This helps keep each of us up tospeed in our collective work, creating greater efficiency ininformation sharing and less duplication of efforts andmistakes. If the importance of good relationships is the keylesson I’ve learned at the NBA, then the importance ofeffective communication is a close second.

5:00 pm My last scheduled meeting of the day is withNBA President of League & Basketball Operations, JoelLitvin (formerly the NBA’s General Counsel), NBAExecutive Vice President of Basketball Operations, StuJackson (a former NBA player and NBA team GeneralManager), D-League Vice President of BasketballOperations, Chris Alpert, and Dan Reed. The purpose ofthis meeting is to discuss various rules changes that the NBACompetition Committee has been considering, and to seeif any of them make sense for us to experiment with at theD-League level. One of the many functions of the D-Leaguein furtherance of its mission to best serve the NBA and itsteams, is to be the Research & Development arm of thesport of basketball. This ends up being a great meeting, withall of the participants engaging in a lively discussion of thegame at its core, and how we can help make the NBA ver-sion of it a more exciting and entertaining value proposition.

6:30 pm Toward the end of the day is when I actuallyget the most work done, free of the steady stream of e-mails,phone calls, and meetings that fill most of every work day.

One would think that a late-June day would present anopportunity to leave the office sooner rather than later,but as we say in the sports business, “there is no such thingas an offseason.” Even before the current season ends, we’realready hard at work, putting in the blood, sweat and tearsto ensure the next one is even better than the last.

8:00 pm Time to head home for dinner with my wife,Courtney (who, as luck would have it, is an amazing cook).In the summer months, my ferry commute can be particular-ly beautiful, as the sun sets over the Hudson River. I try notto take it, or anything else in my life, for granted.


Alumnus Picked in the ThirdRound of the NFL Draft

It was a dream come true for JaredVeldheer, Hillsdale ’07. Back in Aprilduring the 2010 NFL Draft, Veldheer,who was projected to be a fourth rounddraft pick by many insiders, was waitingpatiently for his time to come. It came atthe 69th pick in the third round whenhis name was called as a pick of theOakland Raiders.

After a stellar college career in whichhe never gave up a sack as the startingleft tackle at Division II HillsdaleCollege, a playoff team his senior year,Veldheer worked hard and impressedeveryone at the 2010 NFL Combinewith top marks in most categories thatwere scored.

• Fastest Offensive Lineman (OL) in the3-cone drill at 7.4 seconds and in the20 yard shuttle in 4.51 seconds

• 3rd best vertical jump at 33.5 inches• 4th fastest 40-yard dash for an OL –

5.09 seconds• 5th best OL in standing broad jump

at 9’1”• 9th best OL in bench press, pressing

225 lbs. 32 times

He is a beast of a man, standing 6 feet8 inches tall, and weighing 315 lbs.,Veldheer would seem to be the prototyp-

ical NFL offensive lineman, and heprepared like it. According to hiscollege coach Keith Otterbein, “Heabsolutely left no stone unturnedwhen he came here to develop himselfmentally and physically. A to Z, he dideverything possible.”

Interestingly, as someone who startedat left tackle throughout college, theposition that is best known for protectinga right handed quarterback’s back,Veldheer won the starting Center spotin preseason workouts for the Raiders.

Moving forward, keep an eye onfellow Delta Sig Jared Veldheer as hebegins his NFL career in 2010-11.

Alumnus First in the Nationto 2,000 Wins in HighSchool Girls Softball

For Larry Niemeyer, Western Illinois ’56,being the first coach in the country toreach 2,000 wins in high school girlssoftball speaks more to the players he’shad than himself as a coach. However, inhis 51 years as a coach, he has reachedthe milestone – with an amazing 80%winning percentage – 2,021 wins and415 losses.

Niemeyer began his lifelong careerand passion for coaching in Adel, Iowain the early 1960s after graduating fromWestern Illinois. In 1978, he moved toCedar Rapids to take over the Cedar

Rapids Jefferson High School program,and has taken his teams to 26 statetournament appearances, winning fourstate championships.

The amazing thing about Niemeyerthough is not his dedication to the game,but his dedication to making his playersbetter. He is humble that way, and evenafter 50 years, he loves coaching.

“I still enjoy practice and workingwith kids to make them better. I enjoythe competition and the kids. I try toteach kids values and we try to play withdiscipline and structure,” Niemeyer said.

One of his greatest successes is seeinghis players go on to become coachesthemselves. In fact, his daughter Natalieis one of his assistant coaches for histeam. She is grateful to have the oppor-tunity to coach with him.

“To be able to coach with him andlearn from him is a dream come true. Allof my siblings have coached beside him.It is a family affair,” she said.

“I don’t think the women who playfor my Dad realize the impact he’s hadon them until they’re out of his programfor a few years. I’ve met so many peoplein college who can’t handle pressure,who don’t know the meaning of hardwork, who don’t show respect for them-selves or those around them. These areall things that my dad instills in hisathletes, something that will benefitthem throughout life.”

After winning his 2000th game,Niemeyer was able to fulfill one of hislife’s dreams as he threw out the firstpitch at the AAA Iowa Cubs game inJune. A lifelong Cubs fan, he was thrilledand honored to be able to be a part ofthat game.

And we forgot to mention, aroundthe time you’re reading this story,Niemeyer will have started his 51styear as a head coach in girls high schoolbasketball. His record as a basketballcoach before the 2010-11 season standsat 854 wins and 323 losses.

Sports

Veldheer

Credit: Tony Gonzalez/The Oakland Raiders

Niemeyer

49F A L L 2 0 1 0

i spy DELTA SIGMA PHI

i spy DELTA SIGMA PHI is a feature where DeltaSigs, or Delta Sigma Phi’s letters, are found in interestingand unique places. Have you taken the flag to the top of amountain, worn your letters in a foreign country, or donesomething unique with fellow brothers? If so, send us thephoto and we will include the best of them in this sectioneach issue.

Photos submitted must be at least 300 DPI (taken on the highest resolution of the digital camera you utilize and NOT on a camera phone), and should be e-mailed to [email protected] with an explanation and a proposed caption. We look forward to sharing more photos like the ones on this page in future issues!

Alumni of the Gamma Pi Chapter at Indiana University of PA, Jim Delbridge ’62, JoeGallice ’62, Bob Brugnoli ’61, Herman Schiemer ’62, Bob Safran ’63, Ken Hill ’61,and Bob Miller ’62 during their annual five day golf challenge in Phoenix, AZ.

Four brothers from the BinghamtonColony Marc Benison ’09, MattColeman ’09, Josh Lampert ’09,and Anthony Zampardi ’09, visitedthe site of Woodstock.

Sean Blanche, UC San Diego ’03,during a recent trip to MachuPicchu in Peru.

Eric Nodge, Grand Valley State’09, working at the ChallengingHeights school in Ghana, Africain the summer of 2010.

John Raffaeli, Waynesburg ’72 (leftin the Delta Sig hat), and his sonat the summit of Mt. Kilimanjaroon March 15, 2009.


LEADERSHIP

Leadership for Life – YourGuide to Becoming aTransformational LeaderBy Doug Gehrman, Arizona State ’59ISBN: 978-0981810867

What if you discovered you were already perfect? Leadershipfor Life provides the secrets for discovering your perfection,passion and purpose and your leadership role in the world.Tapping the spiritual and secular wisdom about leadershipyou will discover how to lead a life of meaning and fulfill-ment. The self help nature of the book will not only improveyour leadership effectiveness, but improve your relationshipswith others.

From 2001-2004 Doug Gehrman was assistant professorof management and program director of the MS-HRMprogram at Houston Baptist University, where he taughtcourses on human resources management and leadership.Before joining Houston Baptist, Doug founded BridgeConsulting Group, which focused on helping clients managechange and develop leaders. Doug’s earlier experience includ-ed serving as Executive Vice President- Human Resourceswith Van Kampen Investments and in positions in mortgagebanking and the petrochemical industries.

The Attraction Principle:Finding, Keeping andTeaming Passionate PeopleBy James R. Lucas, Missouri S&T ’69ISBN: 978-0982316115

“Passion and commitment are totally essential to performance.Without passion you have employees who are just putting in time.”– David Green, Founder, President & CEO, Hobby Lobby

Book 2 is now available in the inspiring, eight-book series!Leaders soon learn that it’s impossible to inject motivationinto people who lack passion. So how do you find and keepthe truly passionate, committed, pure-performance™ peoplewho will take your organization to new levels of success? Ifyou’re tired of gimmicks and fads and interviewing “flavors-of-the-month,” this indispensable guide will show you how to getdown to what really matters.

The booklet provides five major sources of clues to helpyou identify passionate people, an elegantly simple way todetermine whether this passionate person is right for thisorganization, 10 keys to keeping the people you’ve worked sohard to find, and 7 Keys to Effective Teams™.

Online programs as well as video and live conferences areavailable by Jim Lucas. Visit www.lumaninternational.com toselect the ideal topic for your organization.

BUSINESS

Almost Complete Bookof DanismsBy Dan Drotzman, St. Cloud State ’81ISBN: 978-1451534597

The Almost Complete Book of Danisms – A Verbal Slap in theFace Never Hurt Anyone, is a useful guide to regain controlof a conversation that has lost its way. The book containsnumerous witty phrases that allow the reader to build a reper-toire of snappy one-liners that, once employed, will help themregain control of their out of control conversation. Along theway, the reader will discover for themselves what it wouldhave been like to grow up in a small South Dakota town inthe 1960s and 1970s like the author. If the reader is in a salesfield, regardless of the product, they will discover the underly-ing secret that most sales people don’t know and why mostsales people fail to close a large portion of their deals.

CIVICS/POLITICS

A Street is Not a Home:Solving America’s HomelessDilemma By Judge Robert C. Coates,San Diego State ’57ISBN: 978-0879756215

Like many politicians, reporters, social workers, and othersconcerned with the homeless, Robert C. Coates lived for ashort time on the street. But rather than returning from hismission with yet another set of platitudes about the problem,the experience set him on the road to finding some answers.

Books By Brothers

51F A L L 2 0 1 0

A Street is Not a Home dispels the many myths about thehomelessness crisis and clearly illustrates that the vast majorityof America’s homeless can be helped.

Read his piece within the In Their Own Words section tolearn more in depth about the issues surrounding homelessnessin America that are included in this book.

America: In God We Trust?By Ed Chambers, Arizona State ’79ISBN: 978-1615792405

In just over 200 years the United States of America rosefrom being a colony of England to become the mostprosperous country in the history of the world. What led tothis prosperity? Was it really our own efforts or was DivineProvidence involved?

Psalm 33:12 promises that a nation that honors Godwould be a blessed nation and America has indeed beenblessed. Our Founding Fathers recognized the influence ofGod upon our nation and wrote this into the Declarationof Independence. Even our money reminds us that we as apeople trust in God.

Like Jerimiah of old, financial advisor and former pastor,Ed Chambers, warns against our selfish way of life. He pres-ents compelling evidence that America might have finallygone too far in its pursuit of mammon, and in doing so finallytipped the scales of judgment against our nation.

HEALTH

A Waltz Through La LaLand: A DepressionSurvivor’s MemoirBy Robert Smola, Western Illinois ’86ISBN: 978-1933794235

The Clinical Assessment: The patient is a twenty-two yearold, single white male who was voluntarily admitted to RDSForestedge Hospital on 10/5/89. The immediate cause of hisadmission was his severe depression and potential for suicide.Approximately two weeks prior to admission, he decided to

kill himself. He sat in a car with the motor running in aclosed garage. He aborted the attempt when it took too long.Following the incident, the patient’s condition continued todeteriorate. He frequently expressed a lack of interest in dailyactivities, fatigue, and difficulty concentrating. Insomnia, sig-nificant weight loss, and occasional psychomotor agitationwere reported. His physical hygiene deteriorated, and hesometimes did not get out of bed. The patient often expressedfeelings of hopelessness, worthlessness, and excessive and/orinappropriate guilt over a variety of issues. Inpatient wasdeemed appropriate when the patient could not make acommitment not to kill himself.

A Waltz Through La Land is a raw, real look at what hap-pened to Robert Smola as he suffered from severe depressionfollowing graduation from Western Illinois University.

POETRY

Rhythm & Blues of LoveBy Blake Q. Hatfield(i.e. L. Quincy Waldron, Drexel ’98)

Alumnus Quincy Waldron, using pen name Blake Q.Hatfield, presents a collection of poems that chronicle theebb and flow of love. From the highs and the lows to theproblems we encounter in our pursuit of it, to the truemeaning of what love is, Waldron examines a wide varietyof topics in this 99 page self-published book. The contentsinclude sections on the search, interaction, relationship,disturbance, deprivation, and enlightenment.

The book is available for purchase on www.lulu.comwhere you can search for the title for more information.

Be a Part of The Carnation

Do you have a book for us to include

in Books by Brothers? If so, contact

editor Bruce Hammond by e-mail at

[email protected].


In Their Own Words

I saw something unusual last month, an item rarely used bycollege kids today – a conventional alarm clock beepingincessantly from my roommate’s nightstand.

“Did you lose your cell phone or something?” I asked thestirring mass.

“No,” he replied groggily, “it just doesn’t charge any more.I had to bring this from home.”

What a caveman. Technology has completely changed the way we experi-

ence college today. From Facebook chat to online tests andquizzes, it’s a whole new dynamic in the modern realm ofhigher education.

Start with a cell phone, the digital umbilical cord ofundergraduates and graduates alike. It serves every purposefrom alarm clock to day planner, and has recently beenbranded as the primary medium through which peopleconsume the news. Cell phones have changed the gamefor everyone, though, not just college students. Let’s take alook at some university-specific innovations.

Online AcademiaMy father tells me he used to take quizzes in class. Can youimagine? The last quiz I took at a desk in a classroom wasfor Senior AP Statistics, a high school course.

Blackboard Academic Suite runs the show on the collegelevel. This ingenious web site allows teachers to createeverything from online homework assignments to full-blownfinals and send it to all the students at once. These usuallyhave a time limit – 10 or 15 minutes seems to be the stan-dard for quizzes – and often must be taken by Midnightbefore the next class. It cuts down on the workload forProfessors and TAs because it usually does the gradingautomatically, and spits a grade out as soon as the studentsubmits their answers.

The University’s Academic Dishonesty Policy has aninfallible “honor system” in place to ensure students do notcollaborate on these types of things, because as we all know,that would constitute cheating.

It constitutes another addition to the trend of technologyfinding ways to eliminate face to face interaction entirely.

Even group papers and projects can now be conductedwithout ever having to actually sit down with anotherhuman being. Blackboard has chat rooms and messageboards integrated into its system, and even group papers(which may be a new innovation as well, I’m not sure)typically run through the Google Docs application, lettingmultiple sources write and edit a paper that updates in realtime across platforms, without the unnecessary burden ofhuman conversation.

ClickersUpon enrolling in any math class at most universities, astudent must invest in four mandatory supplies: textbook,calculator, pencils… and a clicker.

A clicker looks a lot like your common television remote,but instead of you controlling the television, the clickerhelps the teacher control you. Armed with rotary numbersand the occasional A-D:F-J button configuration for multiplechoice questions, these little contraptions have forced thecollegiate masses into actually participating.

The system goes like this. The professor displays a mathequation on the digital projector and asks everyone in theroom to find a solution. Merciful teachers give options viamultiple choice. Students attempt an answer, type it into theclicker and direct the signal to a receiver in the front of theclassroom. The projection updates live time, which is justgreat for those of us who wade through math a bit slowerthan the engineering majors.

TECHNOLOGYCOLLEGE CAMPUSON TODAY’S

By Nick Gerhardt, Missouri ’08

53F A L L 2 0 0 9

Clickers can be used purely for practice or to awardpoints toward the end-of-semester grade, depending on theprofessor’s preference and the course’s level of difficulty.

Most universities today utilize some form of electronicallyinteractive hardware like this because it encourages (or forces)students to participate in class and learn more actively.

However, to counter this bit of positive technologicaladvancement and all its potential to improve the scholasticenvironment, today’s students counteract with the twoall-powerful distraction machines: cell phones and the moreclassroom friendly alternative, laptops.

LaptopsRemember when you needed to enroll in an introductorytechnology class to use a computer at all? My Dad oftenmuses about punch cards or whatever. These days most students seem to believe they need a computer just to make it through a day of class.

Microsoft Word’s notepad utility lets me record my professor's lecture while I take notes. Every time I hit enter, it generates a new bullet and inserts a marker in theaudio track so I can listenagain to select portions ofthe lecturewhen I revisitthe notes before atest. This marvelousinnovation probablysounds like a God-send forthose who remember crammingthe night before a final wonderinghow “example: rock” possibly relatedto a discussion on racial politics in the20th century.

However, as any professor with the cognizanceto have their assistants monitor laptop activity quicklydiscovers, everyone in the room has Facebook, ESPN, PerezHilton, or some other combination of web sites pulled upfrom the moment they sit down. Generation ADD hasturned multi-tasking into an art form, for better or worse.

Facebook Before our parents poisoned it with their use of patheticallyantiquated web acronyms that we all gave up on when welearned to drive, Facebook consisted of college studentsand college students alone. As such, it has woven its waythrough every facet of the collegiate experience. On any

given day, the average college student sinks between fourand five hours per day into Facebook.

Facebook Chat, the built-in instant messaging servicethat the social networking site added in 2008, may consti-tute the single largest time-kill during class. I know I haveused the feature in order to talk to the person right besideme during lecture on multiple occasions, as if we werepassing notes, but without any way for the professor tobust us. I set up a date during History of AmericanJournalism class, but that’s a story for another article…

Before you know it – hey class is over! Boy that flew by.What did we learn about again?

I realize there’s more to life than wasting class time. Thesite changed the way clubs operate and recruit. Fraternityrecruits have been known to pour through Facebook “rush”

groups to see which organizationknows the prettiest girls, has

the coolest members, andso on. I remember

trying to piecetogether

eachFraternity’s

campus reputationbased on their

Facebook page in highschool, although I learned upon

arrival I completely misjudged everysingle one.

No self-respecting club prints leafletsanymore – make a Facebook Group! When

Habitat for Humanity has a last minute locationchange, Facebook helps the President or Secretary fire off

a mass message that everyone will assuredly see before theywould check their e-mail.

College has evolved into a technological landscape, andthese small innovations just scratch the surface of the chang-ing face of technology on our campuses today. Incomingfreshman in my program are even required to own a Maclaptop, along with an iPhone or iPod Touch. Mandatory.As in “before you arrive for class, bring pencil, paper, laptopand iPhone.”

Welcome to the new digital college.

Nick Gerhardt is a senior at the University of Missouri’sJournalism school and served as an intern in theFraternity’s national office this past summer. Whilehe may not be a math whiz like the engineering majors,he certainly has a way with sarcasm in his writing.


Note: Brother Bob Coates is a 73-year-old, sitting San Diego Superior CourtJudge, so serving for 28 years. Hebecame involved with homelessness asa new judge in 1983, when he foundhimself required to sentence hundredsof homeless people each week, and hewas supposed to so structure probationplans for each person, such that theywould be “unlikely to return to thecourt.” On receiving Ethics Advice,Brother Coates organized the first-in-the-nation Mayor’s Task Force of theHomeless, which led him to write whatremains the single-volume book onsolutions to homelessness, A Streetis Not a Home – Solving America’sHomeless Dilemma (see the Books byBrothers section of this issue). He can bereached at [email protected]

Mass homelessness should not existin America. It was not a part of theAmerica I grew up in, after World WarII, and when it “descended upon” thenation in the late 1970s and early 1980s,it was shocking. It was a phenomena,I have learned, that was partly “man-made,” created by policy decisions in

our state and federal governments... thathave yet to be re-examined.

These were: 1). The closing of our state mental

hospital systems that were socriticized (and memorialized inmovies like One Flew Over theCookoo’s Nest and Snake Pit),but without any solid replacingsystems even though medicalscience knows how to do so but itis now cheaper by the order of five.So we do not bestir ourselves...

And, 2). The repeal, in 1981, of the

half-century federal housingconstruction program, on the theory that such things would“trickle down,” and with con-comitant urban renewal that stripped city after city of itsSRO (single room occupancy)cheap housing... many disabled poor were simply evicted tothe streets.

Causative factors also includethe divorce rate, which has shot upsince the 1960s; the rise in drug useand, I believe, the rise in nihilismwithin American society... Withouta coherent philosophy, why not,some may think, become a non-striver and homeless?

Who are these “newhomeless”?Here are some rough stats: About athird are deeply, chronically mentallyill; another third are deeply into

alcohol and drugs – and these twocomponents overlap, about 50/50.(In San Diego, for example, we set upa very successful SIP program to dealwith our “chronic drunks,” and, oncewe had these individuals – on average,on the streets for 18 years – driedout... out would pop their deep mentalillnesses: 100% of them were foundto be dual-diagnosed). So roughlyanother half would be folks like youand me, pretty squared away buthave suffered (according to the greatsociologist, Peter Rossi from theUniversity of Pennsylvania) two orthree personal disasters, in quicksuccession, – such as a mental break-down, spouse’s departure, loss of a job,or physical disability. These rehabbinghomeless persons, with the good workof the panoply of fine, private institu-tions which have sprung up, will likelyget out of the state of homelessnesswithin a half a year.

Who else? Lots of kids. The average age of ahomeless American is now around10 years. There are runaway andthrowaway kids, and those with aparent, if they’re lucky, two. Thesociology is changing with the downeconomy and the wars. We areseeing more families and veteransand elderly becoming homeless.

What are the answers? Goodness, we ALL need to raise theneed for mental health reform on thestate level. The current condition is a

In Their Own Words

American Homelessness:A PROFOUND SCANDALBy Bob Coates, San Diego State ’57

55F A L L 2 0 1 0

NAME CHAPTER JOIN DATE DECEASED DATEDavid Duke Epsilon 12/12/08 5/2/10Henry Daniels Epsilon 5/19/40 10/1/03Ralph L. Romberger Epsilon 2/1/42 4/23/10Dixon McCormack Kappa 2/25/42 2/24/10Ben F. Enfinger Kappa 11/9/49 5/28/10Elmer Lammon Kappa 4/8/59 5/8/09Taylor Rhodes Lambda 3/20/48 7/12/06Joseph A. Shrom Nu 4/5/36 5/1/08Philip Cason Sigma 5/6/51 1/1/07Dominic A. Marks Sigma 4/26/53 2/15/95Cannon Edward L. Caum Upsilon 4/15/56 5/28/09Paul Dastugue Chi 4/9/49 10/23/03Harold Rasmussen Alpha Alpha 7/19/46 2/25/10Stephen Eyer Alpha Alpha 9/5/59 9/22/07William D. Francis Alpha Gamma 5/24/41 5/4/10John Rutledge Alpha Epsilon 4/25/37 7/9/09Robert W. Myatt Alpha Epsilon 10/31/72 5/1/10Robert Longfritz Alpha Zeta 1/24/43 11/3/09Tom Naylor Alpha Eta 4/5/70 7/15/08James W. Cole Alpha Mu 10/24/28 8/7/05Monte Correll Alpha Xi 12/4/71 9/16/09Todd Butler Alpha Sigma 8/26/74 7/8/10Michael Frenchi Alpha Tau 4/26/05 4/9/10Philip E. Kottler Alpha Upsilon 10/2/49 6/29/10Donald Derr Alpha Upsilon 1/25/76 7/26/10Francis A. Knight Alpha Chi 5/31/39 8/1/03Lauren Mickle Alpha Chi 5/1/38 12/25/04Robert Chervenak Alpha Omega 6/13/47 5/8/10Rex Jorgensen Beta Alpha 4/25/42 12/17/09Harold G. Teeple Beta Alpha 3/8/36 3/22/10Harlend Shideler Beta Beta 5/30/28 1/1/54Roy F. Sunderwirth Beta Beta 11/12/27 6/10/93John Turner Beta Beta 11/12/27 8/1/10William R. Watts Beta Beta 2/28/32 7/31/96Robert Wier Beta Beta 2/22/30 8/1/10Willard Wood Beta Beta 3/25/34 8/1/10Irving G. Ewen Beta Epsilon 1/29/56 3/5/10Henry Brucker Beta Theta 11/20/37 1/29/10Joseph Pinkert Beta Iota 9/7/55 5/5/10Frederick G. Beyea Beta Mu 2/19/61 5/28/10Paul Thornburgh Beta Xi 9/21/52 1/1/06James Hunt Beta Pi 1/20/52 7/1/08Darrell E. Graves Gamma Epsilon 9/22/57 2/28/10James Wommack Gamma Iota 10/5/58 7/10/10Glen Muirbrook Gamma Iota 2/1/75 7/13/10Telly Evans Gamma Iota 4/1/94 6/16/10Ellery Gibson Gamma Nu 12/15/57 4/27/10Lee Knox Gamma Xi 3/7/53 2/15/10Allen C. Tinch Gamma Xi 5/2/54 8/20/09Howard R. Pirch Delta Theta 10/10/62 4/29/10Roland Waterfield Jr. Delta Iota 2/26/61 2/16/10Richard L. Romines Delta Pi 2/11/62 3/29/10Robert Romines Delta Pi 5/15/63 3/29/10Jerry Seilhan Delta Pi 1/9/65 5/3/10Matthew Mashburn Delta Tau 11/3/85 11/17/08Edward Kish Delta Omega 5/26/63 12/26/93Granville B. Jennings Epsilon Epsilon 2/3/67 5/28/10Joel Setaro Epsilon Rho 5/28/72 8/25/10Robert E. Ready Epsilon Omega 11/22/80 7/31/09Steven Golladay Epsilon Omega 4/22/95 8/8/10David Simpson Theta Epsilon 4/25/92 1/1/06Richard McMichael Benedictine College 5/3/70 12/1/09

deep SCANDAL and ought not to betolerated. Our country did not toleratethis in the past, and we ought not toler-ate it now.

Will you permit me to share apersonal observation? While I wasfirst involved in this, my children weresmall, and I was acutely sensitive totheir perceptions. They asked aboutshabby, raving people they saw on thestreets... and they wanted to know whythese folks were “not being helped?” Itwas tough to answer a small person’smind easily... but as I tried, and as Iheard the same sort of questions fromothers, a chilling thought occurred tome: it was inescapable to these percep-tive, young people that the answer laywith their parents, with their kind, withtheir species, if you will. An initial ideawas that their parents were heartless,but they saw that that wasn’t true. Soa more awful idea started occurring:that they belonged to an incompetentspecies. I now believe that this conclu-sion, in the minds of our young, is trulyinescapable. We are a powerless group!These conclusions are, of course, pro-foundly untrue; they are pernicious liesand, when believed, tend to underminethe fabric of a civilized democracy. Thismotivates me to continue to seek solu-tion to America’s homeless dilemma.

Secondly, citizens can support effortsand local institutions that are expandinghousing options. The founder of theNational Coalition for the Homeless,New York attorney Bob Hayes, declared:“The causes of homelessness are three –lack of housing, lack of housing and lackof housing.” Of course, the types ofhousing needed vary by sub-grouping:families, mentally ill, substance abusers,children and teens, the range of housingtypes is critical.

Does any of this touch your heart?Your head? Is it not true that, “Fromthose unto whom much is given, muchwill be required”? One further thingthat you just might consider, is,RAISING A HUE AND CRY!!

bond eternal

Due to incomplete information, deceased dates may reflect the date the fraternity was notified.

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