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● A culture of accountability, pg. 5 ● Making a vision into reality, pg. 7 ● Committing selectively, communicating clearly, pg. 9

and more!

ACCOUNTABILITY

DLE Gen Now Retreat: Nov. 2-4, 2018! Registration opens this summer Expand your network and thinking with the former commander of the Navy SEALS, a Wall Street CEO turned author, and senior leaders from Fortune 500 companies at the DLE’s 11th annual retreat.

Setting is the Berkshires’ premiere retreat destination, The Lake House Guest Cottages Of The Berkshires located on Pontoosuc Lake. Look for updates on DLE LinkedIn, Facebook and Community Connection.

Courtesy Creative Common

CONNECT WITH THE DLE ON FACEBOOK, TWITTER & LINKEDIN!

MARCH 2018 VOLUME 11, EDITION 3

How do you stay accountable? How do you hold others accountable in the workplace?

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Fasten Your Snowshoes and Take Action

Here in the Berkshires, Mother Nature has been overly generous this winter. Snowfalls during the first two weeks of March have exceeded collective totals for January and February. The cold, wind and snowpack easily sequester even the most active. “Can’t stand being inside anymore,” my exasperated spin buddy and DLE ’17 alum Michael Laureyns finally declared. Complain or change? “I’m all about being proactive to make change. It doesn’t happen by sitting there thinking about it,” added Michael, while heading out to snowshoe Yokun Ridge on Lenox Mountain. Mother Nature isn’t the only force that can sock you in. Workplace dynamics have a similar effect. Conference Board research reveals almost 50% of US workers feel trapped in their jobs. Top factors bringing them down are workplace communication and “the recognition and acknowledgement they do (or don’t) receive.” Complain or

change? These mountains of adversity can be tackled by taking accountability of your job satisfaction. Rather than be a sullen spectator on the job, step in your (figurative) snowshoes and step up to help management clear the air of communication chaos. Here’s a plan to pursue as a change agent:

• Meet one-on-one with your boss to talk about the issue of communication shortfalls. Offer to help them tackle the problem with input from the work team.

• Gather the perspectives of colleagues about communication shortcomings and ideas for improving the situation. Assure anonymity by compiling what is said, not who said it.

• Share unfiltered feedback — without attribution — with your manager through a direct conversation, not email. Together, trend and prioritize the top three breakdowns and three viable solutions.

• Hold a meeting for the work team to review and discuss both priority lists. With the help of a third-party facilitator, collect votes for the top solution. Gain consensus on what and when to try together so that everyone has accountability for the fix.

More tips and techniques for holding oneself and others accountable appear in this month’s issues of Community Connection. Among the voices that you’ll hear from is the newest member of the DLE Gen Now 2018 faculty — Rear Admiral Brian Losey (retired), whose impressive military career includes leadership of the Navy SEALS. Brian gives a sneak preview of his Gen Now Retreat topic — creating a culture of accountability.

LINDA DULYE: FOUNDER’S COLUMN

Image courtesy Creative Common

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Thank you for taking time to read another extraordinaire edition made possible from our talented team of volunteer correspondents. Find your key takeaway and make a change this month. Keep soaring!

Linda in yet another snowy day!

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Our Community Connection Editorial Team is always striving to deliver the most relevant content for your career growth. We are touched when our readers acknowledge our hard work — like these comments about the February 2018 edition. Air your thoughts by emailing here!

FROM OUR INBOX

Great job!! I wish there had been something like this when I was starting out in my career.

You have a great mix of people and information, making for a great read.

Ginger Kuenzel, DLE Correspondent and Faculty -

…and then there is this!!!! Good stuff and well worth a read, BB

Brian Burlingame, DLE Faculty, comments to colleagues whom he forwarded Community Connection

Looks fantastic! Tons of super informative content !!! Karlie Pouliot, DLE Participant and Longtime Supporter

PENDING PERMISSION

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Former Navy Admiral: Success Stems from Accountability By Danielle Waugh

When you meet him, he will humbly ask that you simply call him “Brian.” But Rear Admiral (retired) Brian Losey has a long résumé that includes dozens of impressive titles: He served as Director of Combatting Terrorism and Director for Maritime Security on President Bush’s and President Obama’s National Security Council Staff; and commanded Naval Special Warfare Command; U.S. Special Operations Command, Africa; Combined Joint Task Force — Horn of Africa; Naval Special Warfare Command; and SEAL Delivery Vehicle Team One. In November, he will add another title: featured presenter at the DLE Gen Now Retreat. Brian will speak about his 37 years in the military, and his transition into civilian life. He calls the Pacific Northwest his “hometown” but has seen the world — serving in the Middle East, Central Asia, the Balkans, and Africa. He now lives “bi-coastal” with his home in Virginia and an

apartment in San Diego. Brian is a partner at Shield AI, a Silicon Valley start-up developing artificially intelligent platforms for the security sector. “I’m excited to get to know the young leaders [of the DLE],” says Brian. “I see it as an opportunity to learn and share best practices, and to get into the heads of young leaders about the challenges they’re experiencing.” Brian has led some of the most elite members of the military in some of the most high-stakes missions, and is now a leader in one of the most dynamic industries in the world. His advice about leadership skills may surprise you. “One of the old adages in the military is, ‘In order to be a good leader, you first need to learn how be a good follower,’” he adds, noting changes he has observed in leadership over the last decade. “I have seen huge changes in expectations of people that are young in an organization and moving up,” he says. “I find very few young people, when asked, say they need to be led — I think the broad and rapid availability of information has caused a shift in leadership practices toward defining the ‘why,’ empowerment, and support, vice ‘knowing more’ and a more directive tilt.” Brian said he was privileged to lead in the Navy, in part, because he understood the importance of empowering and supporting the efforts of others and incentivizing teamwork. “When you’re junior in an organization, it’s often about what you’re doing — individual excellence. As you move through the layers of leadership and management, it’s about how you inspire and motivate the team to perform, support team members, and set the conditions for optimal performance,” he said.

GEN NOW FACULTY SPOTLIGHT

Rear Admiral (retired) Brian Losey

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Success stems from accountability: being able to hold yourself accountable to others and to the team is key, and later, being able to inspire vice impose accountability among your team. “The secret sauce is genuinely caring about your people,” Brian explains. “People don’t care how much you know. You get performance when they know how much you care.” The other ingredient in that “secret sauce” is perseverance. “I was never afraid of failing, because the leaders I followed allowed me to grow and learn from my mistakes,” he says. “Successful people have a longer list of failures than successes. Being able to pick yourself back up after a failure and drive on to hit your goal — that’s the endorphin high.” When asked to identify key factors that unravel and threaten accountability in an organization, Brian cites three--complacency, risk and culture—and offers this insight:

• Complacency--doing the easy thing instead of the right thing without apparent consequence.

• Risk--imposing accountability without rigorously documenting, and creating a corrective action plan fully compliant with law and regulation places the supervisor working to attain accountability at greater risk than the individual that fails to be accountable.

• Culture--relying solely on externally imposed accountability mechanisms instead of some emphasis on internally inspired accountability and a personal sense of obligation.

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Accountability Helps Entrepreneur Make His Vision a Reality By Ginger Kuenzel Eric Taylor had a vision and remained accountable to it. Growing up in the Berkshires in Western Massachusetts, he knew that he wanted to return to his roots after college and make a life there. He joined his family’s commercial construction business there and spent the next two decades learning the trade as he worked on and managed construction of hotels, condominiums, timeshares and other big projects. In 2014, a large waterfront parcel on Pontoosuc Lake went up for sale. The construction industry was in a lull, the price for the property was right and he felt like this was a great time try something new where he could leverage his experience as a builder. This could be the perfect spot to build upscale lakeside cottages as vacation rentals, he decided. The existing buildings on the property were tired and outdated, but the location was ideal. Eric launched a three-year plan to build what was to become the Lake House Guest Cottages Of The Berkshires. His first step was to tear down the existing structures and build a boathouse and four cottages. “This was well-received,” he recalls, “so we constructed three more cottages and continued to build up this business.” The cottages range from 1,700 to 5,000 square feet and are open year-round. Initial clientele were vacation travelers. That changed with inquiries from people in the wedding industry who thought the setting was ideal for destination weddings. Ever the entrepreneur, Eric quickly jumped on the idea. That business grew quickly, and in 2017 the venue hosted 14 weddings. “For 2018, we have already booked more than 25 weddings. We are sold out,” Eric beams. Weddings are held under a large lakefront tent which accommodates up to 150 guests. Lodging on the property holds up to 50.

THE LAKE HOUSE: HOMEBASE FOR 2018 DLE GEN NOW RETREAT

Eric Taylor

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As the business grew, Eric started thinking about his next step. In 2017, he purchased a nearby property on the lake, a 16,000-square-foot building which can hold up to 350 guests. A major renovation is underway to the venue he has renamed Proprietor’s Lodge, a perfect complement to his original property. With his entrepreneurial spirit, Eric is always thinking about events and activities to attract guests year-round. “The Berkshires have long been known as a summer vacation spot,” he says. “But we have something to offer throughout the year. For instance, we have skiing just 10 minutes away and there’s the Norman Rockwell Museum nearby.” In addition, there are more and more cultural events taking place outside of the summer season. “Tourism is growing,” Eric notes, “and a lot of people in this region are finding ways to extend the season and make the Berkshires a year-round destination.” Guys weekends, family reunions, girls getaways, crafts weekends, winter weddings, culinary getaways – these are just some of Eric’s ideas to attract guests during the offseason. There’s no question that Eric has stayed accountable to his vision of settling in the Berkshires. He has been able to make that vision a reality — earning a good living for himself and his family in a place where jobs were not always readily available. How does he keep his employees accountable?

Adele (center) and buddies Fiona (left) and Luther admire The Lake

House compound, site of DLE Gen Now 2018 Retreat on Nov. 2-4

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Eric describes his management style as even-keeled and fair. He keeps a mental balance on employees. Just because someone is not as productive as they should be on a given day doesn’t mean that they won’t be better the next day, he says. He looks at the whole picture of the employee, and not just a momentary snapshot. “People slow down as they get closer to retirement, and others step up.” Perhaps the most important thing, he adds is not to set people up for failure but rather to set the bar for each person at the height that is right for them. His management style is obviously working: Many employees have been working for Eric for 20 to 25 years, and all of them have been there for at least a few years.

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Selective Commitments, Clear Communication Ensure Accountability

By Charles Lerner Dan Klamm is the Director of Alumni Relations at Nielsen, a global measurement and data analytics company. Based in Global Communications, Dan leads efforts to connect with former Nielsen employees worldwide. Previously, he was the Director of Young Alumni Engagement at Syracuse University, where Charles met him as a member of the Generation Orange Young Alumni Association of New York.

Q&A with Dan and Charles Q: What did you learn in your college career and internships that helped prepare you to enter the “real world”? A: I learned many practical lessons about teamwork, responsibility and communication from my college career, but one of the most important takeaways was an enhanced understanding of myself. Through experimenting with different on-campus jobs, student leadership positions and internships, I developed a good feel for the environments where I could thrive. During my senior year I realized that, despite majoring in advertising, I wasn’t excited about my internships at ad agencies and was more drawn to the people-centric work that I was doing as a campus tour guide and student leader. This self-insight was critical to putting me on the right path as I launched my career.

During my time coaching young professionals, I’ve seen so many bright people who feel disengaged with work. Sometimes they think this is a reflection on their intelligence or ability. On the contrary, often it is about being in the wrong career or wrong culture — and that’s why cultivating self-understanding is so crucial. Q: What leadership skills have enabled you to implement innovative initiatives in your first job? A: I spent the first seven years of my career working for Syracuse University, which is a unique opportunity and one I’m exceptionally grateful to have experienced. I had very little formal leadership training and probably made a number of blunders that a more experienced and politically astute leader would have avoided. Yet, what I brought to the table was a big-picture perspective of the school that was informed by my diverse experiences as a former student there. I was able to spot connections and suggest creative solutions that went well beyond the scope of the role I was in at the time. The tendency to see things from a very high level helped me to communicate with senior leaders; and opened doors for me to execute some of these ideas. I always encourage early-career professionals to put themselves in the shoes of their boss, and then their boss’s boss, and think about how their work fits into the big picture.

COACHES CORNER

Dan Klamm

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Q: What is an underrated skill that you believe the “millennial” workforce is lacking? And how would you recommend improving on that skill? A: I think the biggest challenge for any professional in 2018, millennials included, is the ability to focus. This is an underrated skill. We have an enormous amount of content coming our way — work emails, personal emails, texts, tweets, Instagram notifications, CNN push alerts — and it’s easy to get caught up just responding to all of this external stimuli. If we’re going to be successful, we need to take control of where we place our attention and avoid being in a state of constant multitasking. This might mean scheduling time to respond to emails and time for solitary work, making a list at the beginning of each day of the top three things that need to get accomplished, or deciding to put devices away during in-person meetings. It will look different for each person. Try out techniques and see what works for you. Q. How do you stay accountable? A: By being very selective with the projects to which I commit — whether these are work-related or outside of work — and giving 110% effort when I do commit. By turning down some opportunities, I keep my responsibilities focused, clear and centered on initiatives where I can make the biggest impact. I am also a big fan of goal-setting, so I typically create only two or three major work-related goals and two or three personal goals for the year. I judge my progress on a weekly basis by whether I am taking steps toward accomplishing those goals. If I'm not, I know I need to recalibrate. Q. How do you hold others accountable in the workplace? A: Through clear, repeated communication about responsibilities. It’s important to get everyone’s buy-in at the beginning. Do they believe in the goals we’ve set? Do they understand how their contribution is critical to our overall success? Are they clear on the tasks they need to accomplish and the due dates? Throughout the project, I continue to communicate frequently about expectations and I invite questions. When everything is out in the open and everyone is clear about who is responsible for what, there isn’t much room to not be accountable. Q: As the Director of Alumni Relations at Nielsen, what do you think employees value the most when deciding on what steps to take in their careers? A: I think most people look for the opportunity to grow — and career growth is very subjective. Of course it’s common to chase bigger titles and higher salaries, but growth also comes in the form of developing new skills, being able to work on meaningful projects or even gaining opportunities to travel for work. I’ve found that it’s important to weigh every aspect of a potential opportunity, including the things happening in your life outside of work, to determine whether it’s a good fit. Q: Why do you think employee alumni relations is so important to a company’s bottom line? And what one step would you recommend that readers take to personally benefit from the alumni at their current company? A: Companies often overlook engaging their ex-employees in a meaningful way, and this is a huge mistake. When corporate alumni speak about a company, they automatically carry credibility because they worked there. One disgruntled alum who has influence among his/her peers can wreak havoc by spouting negativity, while a larger contingent of unhappy alumni can derail a company’s brand and make it near-impossible to recruit top talent. On the other hand, happy alumni can serve as excellent advocates for your company. If they work for clients or prospective clients, they can recommend your company’s products or services and directly drive revenue. Since they know the company’s culture, they can refer qualified friends to come work there — or even return to work themselves as “boomerang hires” — thus saving on expensive external recruitment costs. The list goes on and on.

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Do you know the former employees of your current company? My advice is to run an advanced search on LinkedIn and identify them. You might be surprised by the positions of influence that many of them hold. Leverage what you have in common and explore opportunities to help one another!

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Individual Accountability Helps Establish Good Governance By Olivia Schneider Today Rico Setyo, DLE ‘10, is sporting a new job at the Volvo Car Corporation as the company’s Financial Internal Control Expert of the Americas, reporting directly to the Head of Internal Controls in Sweden. He previously worked in a senior internal audit position at the management services company ADP. We caught up with Rico to talk about his recent beginnings with Volvo, located in Rockleigh, NJ and get his take on maintaining accountability in the workplace.

Q: What are the responsibilities of this role? A: I am tasked to ensure the Americas region--Canada, U.S., Mexico, Brazil--has adequate financial internal controls that are aligned with the business objectives of the company. In addition, I advise on how to mitigate risks and design effective internal controls. Q: In what ways are you accountable to your clients/your work? A: The field of internal controls is all about accountability of the company. It’s to make sure they have the best processes in place to mitigate risks and operate as effectively and efficiently as they can. Because I am an advocate for the accountability of the company’s internal control, I also have to be accountable to the scope of my responsibilities. How can I tell the business they have to follow procedures if I myself don’t? As an internal controls professional, I set the tone for accountability. Internal controls is vitally important and a part of good governance. Q: How do you make sure you and your team are delivering together?

A: I believe that a happy team is an effective team. I always reach out to my team to make sure they understand their expectations and make sure they believe in the value they contribute to the goal. Q: How do you think effective accountability affects the workplace? A: I think having ownership of what you do raises the performance of your employees and the quality of the work product. Q: How do you practice continuous learning and keep yourself on a path for growth? A: As a certified internal auditor, I have a requirement to meet continuing professional education credits of 40 hours each year. However, I always find myself finding Audit, Risks, Controls and governance articles online. In addition, I follow thought leaders in the industry on LinkedIn and read posts through there. Q: What are you looking forward to? A: As I have just recently started this position at Volvo, I am excited to attend a global conference in Sweden to learn more about the Volvo Cars brand and vision for the future.

DLE ALUMNI SPOTLIGHT

Rico Setyo

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Remembering Chris Gedney — A Dear DLE Friend By Linda Dulye, DLE Founder Since the inception of the Dulye Leadership Experience in 2008, Chris Gedney, senior associate athletic director at Syracuse University, was an ardent supporter. This gifted athlete, gracious gentleman and genuine mentor believed in paying life forward. He illuminated rooms and hearts through his remarkable generosity, authenticity and consideration. Chris cared deeply about people and Syracuse University, which I and many DLE alumni call home. On March 9th, Chris left our world. Far too soon. Our DLE community celebrates his effervescent spirit. Chris will continue to electrify us from above. Click here to read: Syracuse Mourns the Passing of Chris Gedney

DLE ALUMNI SPOTLIGHT

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A Certain Level of Stress Provides Motivation and Excitement By David Bell LinkedIn Published on March 1, 2018

Stress management is arguably the most important skill to learn for your health and your performance. This has been mentioned in countless articles, workplace mental preparation meetings and physical training sessions. The concept that is consistent across the globe regarding both physical and mental training is this: There is an ideal range of stress. A certain level of stress provides motivation and excitement. If you know you will accomplish a goal from the time you set it with 100% certainty, it is not very fun to work at and it is not very rewarding when it has been reached. If you have a very low chance of accomplishing the goal, the opposite can be said. It becomes very intimidating and can crush your motivation. Active stress management is not about the elimination of stress and the control of everything. It is about reallocating the timing of tasks and recovery that you have control of to reach optimal levels. There is another concept that I have found mentioned countless times related to stress management: there are certain things you can control or modify and certain things you cannot. When going to work, you cannot control your coworkers’ actions or the train delay, you can control your reaction. When competing in sports, you do not control your opponent’s preparation, you control your reactions and proactive planning. Be sure to take time to identify which items can and cannot be controlled. When can you do this? On a commute, on a plane ride, waiting at the doctor’s office — any time you are alone this can be done. It is a great way to get something out of the time you usually hate. Many times, these idle times cause stress by thinking about the “wasted time waiting for ______”. Instead, make a list of what you are in control of and think about different ways to reallocate the timing of these tasks. Your idle time can become a time of personal reflection instead of a time of annoyance waiting for other things to change in your environment. The greatest gains are caused by the highest levels of stress up to a certain limit and these gains also require an extended recovery time. There are often tasks that need to be done in certain places or certain times. Some of these tasks are idle time (commuting to work), while others may be stressful (a sales meeting the last week of the quarter). Plan your mental and physical training and recovery around these activities that you cannot control the timing of. For instance, greater intensity gym workouts when you know you will not have access to a gym for serval days or additional meditation times in preparation for an important event. Make a note of the timing of the sessions that work for you and the timing of the sessions that have a minimal impact. Over time, you will identify your own zone and the methodology that works best for you. Some people have found success in using sleep trackers or heartrate monitors, others simply trust the feeling they have when they wake up the morning or go to bed at night. This can be a 1 to 10 subjective scale, but if it is always done at the same time, by the same person (you), then it can be quite reliable as well. Do you agree? Please share strategies that have worked for you.

ACTION ITEM

Courtesy Creative Common

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Where to Turn: Reporting Misconduct in the Workplace By Christopher M. Hennessey, Esq., DLE’15 faculty For new employees, the thought of raising concerns about workplace misconduct can be very stressful. This is compounded when there is no established human resources department or designated person to report these issues. Some employees fear that they will be shunned or even fired for speaking up. The good news is that there are laws that prohibit employers from punishing employees for asserting their rights. For example, it is unlawful for an employer to retaliate against an employee for:

-communicating with a supervisor or manager about employment discrimination, including harassment; -answering questions during an employer investigation of alleged harassment -refusing to follow orders that would result in discrimination; -resisting sexual advances, or intervening to protect others; -requesting accommodation of a disability or for a religious practice; -asking managers or co-workers about salary information to uncover potentially discriminatory wages; and -filing or being a witness in certain charges, complaints, investigations, or lawsuits related to discrimination, workplace safety, compliance and other issues. But if you are a a company where there are no established procedures in place, who do you go to do report misconduct? Generally, you should report to your direct supervisor and request that he or she investigate. If that person is involved in the misconduct, proceed

up the chain of command to someone who is not involved. It is important to establish a written record, so make sure to send a follow-up email after your conversation summarizing what was discussed and the next steps for the investigation. If the misconduct is serious or if no one appears to be acting on your concerns, you should not hesitate to contact a lawyer for guidance. Many lawyers will provide a free initial consultation under these circumstances. You should rest assured that a good employer wants a workplace environment that is safe and free from misconduct. Bottom line, do not be afraid to speak up! Christopher Hennessey is a partner at Cohen Kinne Valicenti Cook in Pittsfield, MA specializing in intellectual property and employment law.

WORKPLACE MISCONDUCT

Christopher Hennessey

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News to Share? Have you started a new position, traveled an amazing trip, read a great book or volunteered for a memorable cause? Tell us so we can share the new in Community Connection. Contact Alison Grimes.

Diane Danneels, DLE ’15, is pictured at Miami Ad School’s New York City campus where she is pursuing an Art Direction degree. After graduating from Syracuse University, Diane worked at the advertising agency MullenLowe Profero in New York City as a Project Manager. Here, she realized how much she enjoyed the creative side of the industry and quickly decided to head back to school to make this her career focus. Diane is in her third quarter at Miami Ad School with a year and a half left before completing her program. During this time, she looks to participate in advertising competitions to gain more experience. After graduation, she’s got her sights set on working as an art director of an advertising agency.

QUICK TAKES

Vinny DeRise, DLE ’14 and ‘15, has been promoted twice at Yext, a Digital Knowledge Management company in New York City since starting just over a year ago. Currently working as Yext’s Google My Business Operations Analyst, Vinny collaborates with his colleagues to expand the team and has recruited one Syracuse University alumni and has referred seven other candidates! Vinny is very passionate about bring more recruits aboard. If you or a friend are interested, use Vinny’s referral link to connect with a recruiter!

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Jane Hong, DLE ’15 and ‘16, is currently a producer at ATTN:, a media company based in Los Angeles, working on television and special projects, applying principles acquired during DLE. Jane says, “Post-graduation has been exciting, challenging and really difficult to navigate at times. In the past year, though, I've been able to celebrate a promotion, a new apartment that makes LA feel more like home, and new friendships and connections.” About her DLE experience, she notes, “I finally understand why the DLE’s focus is to create a holistic experience for its participants. When you’re working over 40 hours a week, it’s easy to forget about taking care of yourself, cultivating professional and personal relationships, and investing in hobbies and activities that really make you happy. My hope is that I’m able to achieve this work-life balance that everyone talks about!”

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A Great Read: There is No Good Card for This By Linda Dulye, DLE Founder

Multi-Year DLE Alum Kristyn Lao opened my eyes and mind to the vast teachings of this incredibly practical and incessantly engaging book. As the subtitle indicates, the focus of content is on life’s “scary, awful and unfair” times — which is relevant to us all. Supported with crisp, clean graphics, this book is a powerful primer for enhancing 3V (verbal, vocal, visual) skills that comprise the DLE communication model for personal and professional connections. One of my favorite tips: “When the silence of listening is uncomfortable it’s not because silence is a problem. It’s because you aren’t used to it.” This is an exceptional book to get and give.

GOOD READING

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Videos of the Month Entrepreneurship is More of a ‘State of Mind’ Tory Gentes, DLE ’09, spoke at the WISE Symposium (Women Igniting the Spirit of Entrepreneurship) in Syracuse, NY six years ago. “Entrepreneurship is just as much about YOU as it is about business success. I’ve always believed entrepreneurship is more of a ‘state of mind,’ that can be integrated into ANY pursuit. It’s a mentality allowing you the freedom to create, improve, and provide leadership to teams around you.” Tory is still pursuing entrepreneurial endeavors as a partner in The Palmerston Group, where she travels the world and talks to strangers. As an immersive ethnographer, she helps brands truly understand their consumers by collecting ground-level insights and integrating into new communities. Why Analog Sounds Better Than Digital, By Roger Gibboni

HOT RESOURCES FOR CONTINUOUS IMPROVEMENT

Book of the Month Crucial Accountability:

Tools for Resolving Violated Expectations, Broken Commitments,

and Bad Behavior By Kerry Patterson,

Joseph Grenny, David Maxfield, Ron

McMillan, and Al Switzler

Quote of the Month “The old adage says

that it’s better to be lucky than good. Apparently

having the right network is better than both.”

-J.D. Vance, from his current best seller “Hillbilly Elegy,” on the importance of social

capital — networks — in advancing your career

Articles of the Month 6 Ways You Can

Command a Room Without Saying a Word

Lessons in Leadership

from the Olympics Ditch the egos. The Norwegian

Men’s Alpine team now claiming record-setting medal counts at the Winter Olympics

see themselves as equals. Their story of success

translates from the slopes to the workplace. Inspiration for all of us from the Attacking Vikings!

What Nobody Told You About Finding Mentors

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Correspondents

THANK YOU! DLE COMMUNITY CONNECTION VOLUNTEER TEAM

Tuan Nguyen, DLE Faculty ’17, Fitness Director at Berkshire West Athletic Club Olivia Schneider, DLE ’17, Freelance Writer, Graphic Design student at the University of the Arts Danielle Waugh, DLE ’10, Maine Bureau Reporter at NBC Universal

David Bell, DLE ’10 -’15, ’17, Global Business Manager for Wipro Digital Jenna Bieri, DLE ’10, Digital Marketing Manager at National Pork Board Ginger Kuenzel, DLE ’09 and ’10, freelance writer, editor, translator, consultant and a columnist for Germany’s Spotlight magazine Charles Lerner, DLE ’14 and ’17, founder of Philanthropic Broker

Michelle Green, DLE Strategic Marketing and Communications Specialist

Linda Dulye, President & Founder of Dulye & Co. and the Dulye Leadership Experience