Management Lecture Series – Morris W. Beverage Jr., President, Lakeland Community College

By Brian Lemay No comments

♪ Good evening, everyone. My name’s Chris Barnes, and I’m Professor
of Business Management here at Lakeland, and I’d like
to welcome everyone and thank you all
for coming out to the Dworken & Bernstein
Management Lecture Series at Lakeland Community College. This series is brought to you
through an endowment through the Dworken & Bernstein
Law Firm in Painesville
and downtown Cleveland. And tonight we have
the wonderful opportunity to have Howard Rabb, Managing Partner
of Dworken & Bernstein. He’s graciously come out
to speak to us for just a couple of minutes, kind of highlighting the fact that this is the 50th
anniversary of Lakeland. This program has almost one
of the longest running programs at Lakeland since 1976. So if we can ask Howard
to come on up, we’d really appreciate it. (applause) Hi, everybody, welcome
to the Dworken & Bernstein Management Series Lecture. At Dworken & Bernstein,
we’re really proud to have sponsored this event. You can see from
the list of speakers that they’ve been running
prior to the program that some very, very good, very well-known speakers
have come here and spoken to some
terrific people like you and told you about what’s– different management issues. So I think it’s worked well
for the college, and we’re very proud of that. I’m very proud of this school. Fifty years, just fantastic, and tonight you’re going to hear from the guy
who’s leading that effort. And I’m looking forward
to another 50 years. I’ve been watching it
over the last 10, 15, 20 years myself, and now, as a board member, I am proud of
what’s happening here, driving in and seeing
all these fantastic improvements that are evidently
going to be amazing, and I can’t wait
to see the inside and see what they look like
when they’re done. So I’m, again, looking forward
to another 50 years. I hope you enjoy
the management series tonight and your speaker, and I want to thank Chris,
Chris Barnes, and your leader Morris Beverage for leading a fantastic school
to fantastic places. (applause) Thank you very much. As we said last week,
or two weeks ago, when our other program
was running, 2017 is the 50th anniversary
of Lakeland, and as part of that celebration, the Dworken & Bernstein
Management Lecture Series is celebrating, too, by having two of our Alumni
Hall of Fame people come and speak here. Last time was Jessie Baginski
from Leadership Lake County, and tonight we’re going
to be hearing from Dr. Morris Beverage, President of Lakeland
Community College. Dr. Beverage is the fifth
president of Lakeland, and this is his 16th year
as president. He previously served
as Lakeland’s CFO and treasurer for 12 years. Prior to joining Lakeland, Dr. Beverage was
the Director of Finance for the City of Mentor, an auditor for Arthur Andersen
Company in Cleveland, and a Manager of Finance
at Fredon Corporation. He’s also past Vice Chair
of the Governing Board of the Ohio Association
of Community Colleges. His services at the state
and national level include representing
community colleges in Ohio on policy-related committees as well as testifying
before legislative hearings on issues related
to higher education. Dr. Beverage holds
a Doctor of Management degree from Case Western
Reserve University’s Weatherhead School
of Management in Cleveland, a Master’s degree
in business administration, and a Bachelor of Science
from Lake Erie College in Painesville
and an Associate of Arts degree from right here at Lakeland. He was also a licensed CPA
in the State of Ohio. Dr. Beverage lives with
his wife Connie in Mentor, They have three grown children
and five grandchildren. Please help me to welcome
Dr. Morris Beverage, President of Lakeland
Community College. (applause) -Thank you.
-Absolutely. Good evening! -Good evening.
-Good evening. Oh, the lights were
all bright, I thought, “Boy, everybody
got out of here!” I am so excited to be here. Are you? (laughter) You ever had days where
you get up in the morning, you look in the mirror
and you say, “Good morning, gorgeous! Let’s go do this!” Have you ever had those days? You ever had those days
when you get up in the morning and you look in the mirror
and you say, “You again?” So that was the way
it was for me. This morning, I got up
and said, “You again?” I live with me all the time. Everything is about me for me,
and I thought, you know, “This is really
going to be boring if all I do is sit up here
and talk about being a chubby little kid
from Kirtland who wore husky pants
from Bargain Fare, and if you do
all the things that I do, then maybe someday, if you want to be president
of a college, you can become
president of a college.” Do we have any husky-wearing Bargain Fare jeans
folks here? Assuming that was
a small audience, what I thought
would be better would be rather than you
hearing about me, it might be more interesting
for me to hear about you. And so tonight,
I really don’t have a big role here, but you do, and we’re going to get into that
in just a moment. Let me first see
if I can actually… Voila, how about that? That’s me on the left
saying hello. So my background,
as Chris shared with you, is from a business background. Now, this is
a Management Lecture Series. There’s a difference between
business and management. Are you aware of that? What’s the study
of business about? Anybody want to guess? At the end of the day? Systems. We’re going to study
your payroll system, we’re going to study
your human resources system, the production system,
the shipping system, invoicing accounts receivable,
cash flow collection, et cetera, et cetera. Do you know what the study
of management is about? You. It’s about the study of people. So I have all kinds
of books up in– outside my office
from my doctoral study in management, and if I were to line them up
on this stage up here, it would probably
take about a quarter to a third of this stage to line up all of the books
that I had to read when I was in
a doctoral program in management. I’m going to give you the secret
in three little words to how to be
a successful manager and leader. Fair enough? Wait, how many
are excited to be here? (laughter and clapping) Okay, I’ve got six people. That’s great! So what I want to focus on
is the differences between good managers
and bad managers, good leaders and bad leaders, good bosses and bad bosses. And so we want to do a quick
little exercise with you, and this is an exercise
that I’ve done with tons of groups that
I’ve presented to in the past, and it’s always been
very informative, and I hope that you
find it interesting, but it does require
your participation, okay? So here’s what
we’re going to do. I’d like… The two of you,
can you stand up? (laughter) Okay, young lady,
would you raise your hand? -Me?
-Yes, you. You’re the one standing,
thank you. And all the people to her right,
raise your hands. You’re on her team. -(indistinct remark)
-Yeah, trust me, you got the better group, okay? I’m telling you. Young man, would you
raise your hand? Everyone to the left of him,
raise your left hand. It’s going to be close. Now here’s what
I’d like you to do, ready? -What’s your name?
-Delaney. -Delaney.
-I heard it the first time. I wanted you to say it again. -Delaney–
-Arthur. Arthur. Okay, everybody
who’s on Delaney’s side, I want you to think
about a retail experience that was really,
really good, okay? And I want you
to think about words that describe the person
that you were working with. Everybody on Arthur’s side, I want you to think about
a good boss or a good leader or a community,
a pastor, whatever. Somebody who was really good
at what they did, and I want you
to think about words that describe them, all right? So let’s do
Delaney’s side first. Just yell out words. -Helpful.
-Helpful! -Empathetic.
-Huh? -Empathetic.
-Empathetic. -Hard-working.
-Hard-working. -Informative.
-Informative. -Patient.
-Patient. -Humble.
-Humble. -Caring.
-Caring. -Uplifting.
-Uplifting. -Passionate.
-Passionate. Arthur’s side. Good boss, words. (mixed remarks) -Fair.
-Fair, okay. -Passionate.
-Big heart. Big heart, decisive,
insightful. -Not rude.
-Not rude. -Encouraging.
-Encouraging. -Fun.
-Fun. -Charismatic.
-Charismatic. You with me? Now, because of time, because Chris kept saying, “At 7:15, we’re
walking out of here whether you’re finished or not,” I’m going to move this along. And so do these words
capture the words that you were saying? This is just
from another group, but I want to make sure
that you’re comfortable that these words capture
basically the experiences that you had in describing
a good retail experience or a good boss. Now, here’s the exercise here, and we’re not going to spend
much time on it here, because we’re not here
to talk about this, but you’ll notice
that some of the words are highlighted and underlined. Those have to do with
their cognitive capacities. The other words have to do
with their emotional capacities, their ability to be engaging
with an individual. So that’s just
an interesting aside. Now, let’s do the opposite. Let’s think about
that bad retail experience or that bad job
that you lived through or that bad leader
that you had to work with. -Delaney, is that your name?
-Yeah. Still? Delaney’s side,
words to describe -that bad retail experience.
-Lazy. -Lazy.
-Rude. -Rude.
-Unworthy. -Huh?
-Unworthy. -Unworthy.
-Unapproachable. Unapproachable. -Sarcastic.
-Sarcastic. -Ignorant.
-Ignorant. -Pushy.
-Pushy. The bad boss. -Bully.
-Bully. -Rude.
-Rude. -Huh?
-Picks favorites. I still didn’t hear it. One more time? -Picks favorites.
-Oh, pick favors, gotcha. Favorites, right! What else? -Huh?
-Unethical. -Unethical.
-Lazy. -Lazy.
-Crazy. Crazy. (laughter) Hopefully she’s not
talking about me. Again, does it look familiar? Again, notice that
the actual cognitive capacity of the individual
you’re talking about was–are typically very few
words that come to mind. What come to mind
are the emotional words, the words that have
a real deep impact for you. So we want to take this exercise and take it
one more step, ready? How did it make you feel? Okay? So how does the good
make you feel? Retail? How did you feel
in that experience? Satisfied. -Satisfied.
-Satisfied. -Thankful.
-Thankful. -Happy.
-Happy. -Respectful.
-Respectful. -Valued.
-Valued. -Worthy.
-Worthy–this side? -Relaxed.
-Relaxed. -Respected.
-Respected. -Appreciated.
-Appreciated, relieved. -Happy.
-Happy. Now watch what happens here. A good boss
or a good retail experience, some of the feelings
that you talked about were actually describing them, but the majority of them
were describing you. Isn’t that interesting? Good bosses,
good retail experiences, good leader in whatever role,
position they might hold, they’re about you,
building you up. Anybody guess
what happens with the bad? Let’s try and see. How do you feel about this? Anybody? -Frustrated.
-Frustrated. -Angry.
-Angry. -Distressed.
-Distressed. -Unsatisfied.
-Unsatisfied. -Unappreciated.
-Unappreciated. -Cheated.
-Cheated. -Mad.
-Mad. -Defeated.
-Defeated. -Discouraged.
-Discouraged. Watch what happens. When you’ve got a bad boss, the feelings
that they instill in you are about them
trying to make themselves feel better about themselves. They aren’t about you. You want to be a good manager? You want to be a good leader? You want to be a good boss? What’s the answer? Be about the other person,
right? Delaney, Arthur, thank you. (applause) How many felt Delaney won? Oh, yeah! -How many felt Arthur won?
-Yeah! Never saw that coming. (laughter) So… “I smile and nod while my boss gives me
‘constructive criticism,’ but all I’m really doing
is thinking about punching him
in the throat.” (laughter) So, even though
I’m standing up here supposedly talking
about what it takes to be a good boss
or a good leader, it’s sometimes insightful
to share stories about when I wasn’t
a good boss or a good leader, so I will share with you
a quick story about when I wasn’t
a good boss one time. I was the Director of Finance
at the City of Mentor. I had a number of people
who worked for me, about 11 or 12 folks
who were in the department, and we had this
what we called the bullpen area,
which was where a lot of the clerical work
was being done, and so we had someone
in charge of payroll, someone in charge of invoices, someone in charge
of the general ledger. We had about five
or six people out there, and these folks
did a great job, but they had been doing
the same job for about 10 years
and, you know, one of the things
that you learn– I’m a recovering accountant, in case you don’t know that,
I was a CPA and all that, and so one of the things that
they teach you in accounting is if you don’t
have multiple people trained to do different jobs, you’re putting
your business system at risk, and so therefore,
I wanted to make sure that folks were cross-trained. And so I kept telling them,
“Hey, buddy up with someone and teach the other person
how to do your job,” and I just never got satisfied
that this was happening. So one day,
I became frustrated. And I said,
“Okay, here’s the deal. Everybody stand up,”
so six people stood up, and I said, “Move
to the desk to your left.” And they all
moved over one desk. Problem solved, right? Sit down and now do that job. Absolute disaster.
Absolute disaster. You know, one of the things
that I never realized until many years later, and I went back
and I apologized to all of these folks. They took tremendous pride
in what they did. They came to work
wanting to do a great job. And what I did was
I took away their dignity. What I said to them is,
“You’re nothing more than a piece
of furniture to me. So move over. I’m going to move
the furniture over here, and then that piece
of furniture is going to do the job.” It was a horrible idea. What was I missing in that? I needed people
to be cross-trained, I needed them to do something that they weren’t
willing to do or able to do on their own, and so therefore,
I unilaterally made a decision
without talking to them, without getting their feedback. Remember about making
other people successful? I didn’t make them successful, and I certainly didn’t
make myself successful. So all the best intentions can result in
quite a lot of disaster if you’re not careful. So this is the summary
of all of those books that I read for three years
in my doctoral program. If you want to be a great leader
and a great manager and a great boss, if you want to progress
in an organization, all you have to do is
make other people successful. They will help you rise
through an organization. But if you don’t,
if you’re all about yourself, then you know
what’s going to happen. Sooner or later,
they will come back and they will get you. So empathy
through vulnerability. So, what I want
to stress to you is before you can ask
someone else to be vulnerable, you have to be
vulnerable yourself, okay? So in terms of empathy,
before you can start asking “What do you think
about this?” or “What do you think
about that?” you’ve got to be the first one
to take on some risk. You’ve got to be open
to the uncertainty, to the risk,
and to the emotional exposure that you’re willing
to ask of others. So empathy is
about putting yourself in someone else’s shoes. Empathy for others,
but also empathy for yourself. Now, why vulnerability? Well, let’s look
at two examples. The first one is Kodak. Anybody remember Kodak? What did Kodak make primarily? -Cameras.
-Cameras. What kind of cameras? Huh? -Film.
-Film. Film cameras. What’s the opposite now
of film cameras? -Digital.
-Digital. Why did Kodak go under? (mixed remarks) Because of digital cameras. They did not
make the transition. Who invented the digital camera? -Kodak.
-Kodak. -Huh?
-Huh? Yeah, 1975, Kodak invented
the digital camera, but Kodak didn’t see itself
in the digital camera business. They saw themselves
in the film camera business. And so they held onto that and they tried everything
to compete and get rid of digital cameras. They knew about it,
but they just weren’t willing to make that transition. So, when you’re vulnerable, you sometimes are not willing
to take risks, and if you’re not willing
to take risks, you’re going to find yourself,
at times, no longer relevant. Let’s talk about Lakeland,
for example. Anybody who’s
come in from 306 sees this big building
on your way. Everybody see–
has anyone not seen that? I mean, you sort of
can’t miss it. Hopefully you do miss it, but… So how did that building
come about? Well, we, the college,
did a lot of work on studying what were
the workforce needs, what programs did
we need to begin offering that we don’t have capacity for, what are employers looking for, all of these sorts of things, and we identified
that unlike, historically, where the state
would predominantly provide the funding
for capital improvements for adding buildings, the state was
no longer doing that, and they hadn’t been doing it for probably 10 or 15 years. Instead, every two years,
Lakeland would get about three and a half
to four million dollars. Now we decided–we determined
that to really do this right, we needed probably
about $40 or $50 million. If we were to wait
on the historical solution, you would’ve been
waiting 20 years to see a building go forward, which means it probably
wouldn’t go forward. And so we, the board,
folks from the administration, the faculty, and even students put together a plan
to go on a ballot and ask the residents,
the citizens of Lake County, would you help us construct
something for our future? And they did! And they passed
the first bond levy issue in the State of Ohio
for a college or university. Were we at risk? Absolutely. Were we vulnerable? You bet. If it failed,
we had to start all over. So the willingness
to accept uncertainty, to accept vulnerability,
and then to embrace risk and say, “Look,
we know this has got some inherent challenges to it, but this is what we need to do.” Had Kodak said, in 1975,
“This digital camera, we don’t know where it’s going, but we think
it can go somewhere, so we don’t want to
lose track of that. We’re going to keep making film,
but by golly, we’ve got to keep an eye
on this digital,” had they done that,
they would today be the leader in digital cameras,
not irrelevant. So empathy, understanding how
their customers use things, understanding how our students needed the future
to be ready for them, understanding how our community,
our workforce, our employers
were looking to us to solve the problems, we decided to take some risks. So being vulnerable
enough to look inward is always more challenging, and I love this picture. Can you see that picture of the guy taking a picture
of himself in a mirror? So now it’s your turn. Did everybody get a piece
of paper when you came in? See the side
that looks like this? Everybody have that? Anybody need a piece of paper? All right, here’s
what I’d like you to do. I’m only going to give you
five minutes to do this, ’cause we’ve got to move
quickly. First, circle five
of your strengths. Then, star three things
that you want to improve. So five strengths
plus three other things that you want to improve and write why, at the bottom,
you’ve selected those. Okay? ♪ So you, in relation to others. Empathy enables you
to sit with others and view the world
through their lens. Have you ever
watched cable TV today and you turn on a channel
whose political views are the exact opposite of yours? And you cannot understand
how the person that’s speaking
on this cable channel could possibly believe
what they’re saying. You ever had that experience? Have you ever tried
to sit and think, “What is it that
they’re trying to say? What am I not getting here? What am I not catching?” Not to suggest that you’re
wrong and they’re right, but rather to have the ability to sit with others and view
the world through their lens. If you’re able to do that, that makes you
a lot more effective. Dr. Brené Brown has a book,
Daring Greatly. I would’ve brought it with me
but I think I have it at home. I would encourage you
to consider it. And in there she has this quote: “I define a leader
as anyone who holds him or herself responsible
or accountable for finding potential
in people or processes.” So, being a leader,
again, is about others. Leadership is about
relationships, and to be in
a relationship with anyone is to make yourself vulnerable. Now, why did I ask for a retail experience? I’m going to just show
you a quick story. This goes back a number
of years ago. Any Browns fans in the audience? The six of you who are left– I mean, it’s been
a struggle, right? So I grew up as a Browns fan,
I’ve always been a Browns fan. No matter how many times
on Sundays I say I will not watch them again,
I wind up watching them. But you remember
the year we drafted Kellen Winslow, Jr.? And you remember who the
Pittsburgh Steelers drafted in that same draft? Ben Roethlisberger. So, I went to some friends
and we had played some cards and watched the Browns
final preseason game. And on the way home
I remembered that I had to stop at Walgreens
which is right at the corner of 20 and Chillicothe Road,
I think it is. I needed just to pick up
a couple things, but I was in a hurry
because the next morning I had to give a presentation
and I had to get ready for it. So I had a lot of work
to do that evening. I walked into Walgreens
and there was nobody standing at the counter. I walked down the aisle,
I grabbed the one thing that I needed, and I started
to walk back to check out, and just as I got
near the counter I thought, “Oh,
I need one more thing.” So I went back and
got a second thing, whatever the second thing was. Now, when I turned the corner, three people were in line. Forty seconds ago
there was nobody in line. Now three people are in line. It’s okay. I get in line, I’m number four. Number one puts her
stuff on the counter, and this gentle lady
behind the counter says, “Oh, I see you’re buying
some 35 millimeter film.” She said, “Yeah,” she goes,
“I don’t know if you’re aware of this but we have a special
going where you can buy– you can pay the same
amount as the film but we give you a
35 millimeter camera, and then going forward all
you pay for is the processing.” She says, “Really?” The lady behind the
counter says, “Yeah.” And she says, “Well,
where are these?” And she says, “They’re
over there in that bin.” She says, “Do you mind if I go
and get one of those cameras?” “Why, no, go ahead,”
and I’m like, “Seriously?” So she leaves her stuff there,
she walks over to the bin, and this bin has about
200 of these cameras. They’re all exactly
the same camera. She’s digging through. Apparently they’re better
on the bottom. So she gets one, she picks
it up, she brings it over, sets it on the counter,
completes her order, thanks the clerk, walks out. Now, number two becomes
number one, number three becomes number two,
and I become number three. About this point I’m starting
to get a little hungry and a little snackish,
so I started eating these Bun Maple things
with the peanuts. I mean, you know, by the time
I do finally get up there my stomach’s killing me,
I feel like crap. Number two who’s now number one puts his stuff on the counter
and says to the clerk, “Tell me more about
those cameras.” (laughter) “Well, you know, if you
buy the camera…” (speaking gibberish) “And they’re in that thing?” “Yeah, they’re in there.” “Do you mind if I go get one?” “No, not at all,”
and he goes over to the– and does the exact same thing, ’cause obviously they’re
fresher at the bottom. Gets his camera,
brings it back over, sets it on the counter,
completes his transaction, thanks the clerk, and walks out. Now, number two becomes number
one and I become number two. I’ve got multiple wrappers
in the thing with me now. I’m thinking to myself, “You ask about that camera, there’s going to be
a price to be paid.” Instead she starts this
conversation with number one, the current number one, and
they transact their business. By the grace of the gods,
he didn’t ask about the camera, he thanks her
and then he moves on. At this point,
I’m probably steaming out of the top of my head. What started out as a minimum– or maximum minute
and a half transaction has now turned into about
eight or nine minutes. So I get to the front
and I put my two things and my empty wrappers
on the counter. And the lady looks at me and she
says, “Are you a Browns fan?” I said, “Yeah,
I’m a Browns fan.” She says, “Well, do you
know if they won today?” “Yeah, they won.”
She said, “I love the Browns, I’ve always followed
the Browns.” She says, “Unfortunately,
I was listening to them in my car during my lunch break,
but I couldn’t stay and hear how they did, so I wasn’t
able to tell who won.” “Yeah, yeah, they won,
they did okay.” “How’s that new guy doing,
the new tight end?” “Yeah, Kellen Winslow, Jr.?” “Yeah, that’s the guy,
how’s he doing, you think he’s
going to be good?” “Eh, you know, I think
he’s got some potential, he’s this and that and
the other, blah, blah.” Next thing I know, I’m engaged in this conversation
with this lady. I’m not in a good mood, and yet I’m standing there
talking about the Browns like she’s my long-lost
neighbor or something. So we finally wrap up
our transaction and as she’s handing me
the bag she says, “You know, we have the best customers
at this Walgreens.” I said, “Really?” She goes, “Oh yeah, I’ve gone
to other Walgreens. I’ve stood around
and I’ve watched the customers at these other Walgreens. Our Walgreens are the best.” I said, “Well, you know,
we’re in a nice neighborhood. Maybe it has to do with
the neighbors that we have around here, the community
that we serve.” “No, no, no, no, I’ve gone
to good communities too. Our customers are the best.” I said, “Well,
that’s good to hear, I’m glad to hear
that you have that.” And so I picked up my bag
and I started to walk out, and when I got to the door it occurred to me I wasn’t a good customer
when I came in the Walgreens. I wasn’t a good customer
when I got in line. She made me a good customer. This little lady standing in
a two foot by two foot square all day, every day was the best that she could be and she was the best at creating good customers out
of bad customers. To this day,
I regret not going back to that stupid camera bin, buying a camera,
taking a picture of her, and sending it to
the CEO of Walgreens and saying, “Package this! She gets it! She knows what it’s about!” I don’t know if she has
a college education, but she was the leader of that
two foot by two foot square, and she impacted me to the
point that I have shared this story with
hundreds of people. Now, here’s what
we’d like to do next. Flip that card over. Think about you with others. Think about
the different versions of you in these settings. How are you different? How are you the same? How does your role
impact your behavior? So take five minutes and
fill that out real quick. Here’s an example of mine. I actually did this
exercise so that I knew what I was asking you to do. ♪ Now, why are we asking
you to do this? Are you the same in all roles? How are you different in one
role versus the other? (indistinct remarks) Huh? With different people
you react differently. Right? Among other things. Your comfort level. What surprised you in this
exercise, if anything? Had you really thought about
those differences before? Did anyone have
an “a-ha moment”… …that you wanted to share? It’s tough to share, isn’t it? Especially in an
audience like this. All right, let’s move on. Now, what I’m going to ask you
to do is pick a focus. So pick either work,
school, or play, and focus in on one of them. Look for the opportunities
that this allows us and generate one idea. So, here’s an example of mine. For example, community members, I selected work. What do they need? They need to learn how Lakeland
can better serve them. Which of my strengths can help
them be successful and how? I can be kind of creative,
and so therefore, turning their ideas into actions helps them accomplish
what their needs might be. And you’re free to
read the other two. Then the idea that
I generated down below I’ll get to in a moment here. I’ll let you focus
on this first. ♪ So, better understanding
your strengths, acknowledging to yourself areas that could
use some improvement will enable you to
better help someone else. This exercise sort of puts
you in that role of saying, “What are my strengths
and how can I use those to help someone else
meet their needs?” So focus on that
bottom question now. Generate one idea. “I can use my strength of ____ to meet the needs of ____
by ____.” And what’s your idea? Just one idea, one thought. ♪ Who has an idea
you’d like to share? I can use my strength
of gratitude to meet the needs
of my professors by letting them know
how much I appreciate them. I can meet the needs of my
professors through gratitude, letting them know how
much I appreciate them. Do you think teachers
like to hear that? -Yes.
-Yes! (laughter) Yeah, yeah. What else, who else
has a good idea? -I got a good one.
-Okay. Future planning to meet
the needs of my wife -by communication.
-Oh, trust me. (laughter) When you figure that
one out, let me know, ’cause she’s over there. -Third one.
-I can use my strength of kindness to meet
the needs of my coworkers by saying nice words,
helping them, loving each other. -Do you do that already?
-Yes. I sort of thought so. Do you see how easy this is
though to help someone else? And you know what happens
at the end of the day? You feel better. You know what else happens? You have an ally. You have somebody who’s
going to stand behind you and let you know,
“Hey, wait a second, you’re getting in trouble here. Slow down, calm down.” I wish we had five
hours to do this, I mean, these exercises
are great fun. I encourage you to take them
home and think about them. You want other copies, I think
we’ve got extras in the back. Have others fill them out. Have others fill
them out about you. What do they see
as your strengths? What do they see as your areas
of opportunity for improvement? And what do they see as ideas that you’ve manifested
that have impacted them? Those are great
conversations to have. So… at Lakeland, we make others successful. So we asked some
of our faculty members to submit some names,
and we have four names of people that we would like to
recognize for their leadership in their classroom. Allyssa Ackley. Allyssa, where are you? Could you stand up? I don’t want to embarrass you. Allyssa shows her leadership
on group projects. She has taken the lead
on the research and brings the group together
to work well on their tasks. She makes all of the students
feel connected in the team. Allyssa, would you come up
and accept a reward from me? Yeah, give it up! (applause) -Thank you very much.
-Thank you. Congratulations. Christine Nafelt. Where’s Christine? There she is in the back. Christine offers to help her
classmates with study skills, has created an informal
study group, and is regularly helping them to find access
to online materials. Christine, would you come
forward and accept your reward? (applause) -Congratulations.
-Thank you so much. You’re very welcome. Next, Liz Sleek. Where’s Liz? There she is. Liz is a positive role model by
showing how to be professional in a workplace through
her classroom behavior and contributions to the
discussions on professionalism. Think that isn’t powerful? Come on up. (applause) Congratulations. And our final recipient was not
able to be here this evening because she had to cover
for someone else who was not able to make
it into work today. We’re going to recognize
her nonetheless. Hannah Stankus is a great
spark to have in a class. As a guest speaker in a
First Year Experience class, she connected with
the students and helped them understand how to be successful. So Connie, you want to
come up and accept hers? (applause) And please let her know
how thankful we are. -Oh no, is it contagious?
-No. Well here, I’ll take
a chance, there you go. What a risk-taker I am. (laughter) So… that’s pretty much it. This is how simple it is. Make others successful
and I guarantee you, you will be successful in
whatever it is you try to do. But in preparing
and thinking about this Management Lecture
Series, I thought, you know, why end tonight? Let’s continue on,
and especially for those of you who are here this evening, this link is available for you to recognize others. So it’s Making Others Shine. Gives you an opportunity
to nominate your peer. Let’s see if this works. Oh, stand by, this is exciting. There you have it. So, if you click on this
link or put this link in, you will be able
to nominate others, people that you know,
people that you appreciate, and you can let them know
how much you appreciate them and they will then
be in line for an award similar to what we gave
out this evening. That concludes my prepared
remarks and I’ve left a few minutes for any questions
that you might have. Any questions? What are some of
the places that I’ve– -That you need improvement.
-That I need improvement? Hearing. (laughter) I’ve always had a challenge of listening without speaking, thinking that I know
where someone’s going and then try to anticipate
my answer without sitting and really listening
to what they’re saying. That’s probably been one
of the biggest challenges that I’ve had to overcome. Good question. What’s yours? I would say I kind
of lack compassion. -You lack compassion?
-I’m very– you know, just is what it is. (laughter) Yeah. So I definitely need
to work on that. Yeah, good for you. Other questions. Really, was it the dog
I was carrying? (indistinct remarks) (laughter) That’s good input
and feedback for me. It’s something I need to hear. Thank you, I appreciate that. And I don’t want to punch
you in the throat. (laughter) Other questions? Well, I actually
do presentations all over the country. Matter of fact, next weekend
I’m in Philadelphia presenting on
emotional intelligence and behavior style profiles. So I’ve been doing these kinds of presentations
for a long time. This one is unique to tonight. We crafted, with the
help of Leah and Pam– Leah’s back there
and Pam’s over there– and a lady named Jill
from New York– we actually crafted this
based on what we wanted, what we thought you
would most benefit from. So, I didn’t know
what to expect, ’cause I’d never done it before. So thank you for helping me by staying awake. Other questions. You know, it’s so
hard to choose. (laughter) I think I’m–you know,
for an accountant, I think I can be
pretty creative. Yeah. As much as the accountants
tried to beat it out of me. I’ll tell you one that
I’m really most proud of. When I was at the
City of Mentor, we were–we and a number
of other cities had to develop or had to build
a new accounting system. I came up with the idea of
four cities going together and sharing one computer system. Now, that happens
all the time today, but this was 30-some years ago. But the key to that
was the land speed of the phone connections
was not very fast, and we had way too much data. But cable TV was just coming
into existence at that point and all of the cities
had a cable contract with the same provider,
Continental Cable. And we looked at our contract
and Continental Cable had agreed to transmit
data both ways. They didn’t know that, but we worked with them
and we actually got them to transmit data
across cable lines at speeds well in excess
of telephone speeds. And so that was an example
of a creative solution that nobody had ever done
before, but, you know, the four cities, we worked
together and made it happen. I always wanted to
be a park ranger. You know, but I grew up
with Lassie and you know, Rifleman and all
that sort of stuff. I think I’m doing
what I want to do though, which is really
fortunate, right? Yeah. No, no. I have a long way to go, and that’s a good thing. It makes me when I get up
in the morning and look and say, “You again?”
say, “But this is all I got to work with,
so let’s go do it.” You know, that’s a–I’ve been
asked that question a lot and I don’t have the answer. I knew I was going
to go to college, but I never knew why. My parents didn’t go to college. My mother never
finished high school. And yet, for some reason
I always knew that I was going to go
and I think it was because I didn’t know
that I could do it. I mean, really that’s why
I went for my doctorate. I didn’t think I could do it. I had to prove to myself
that I could do it. I almost didn’t. I flunked my final paper in one of my classes
in the first semester. So the advisor came
and met with me and said, “We’re not sure
you’re going to make it.” Well, let me tell
you another story. They only accepted 15 people
in that class that year at Case. I was number 16. I didn’t make the first cut. Somebody dropped out for health
reasons and I was accepted in, and so at the end of that
first semester when I was told, “We’re not sure
you’re going to make it,” frankly, I got ticked off. And I said, “Okay,
you bounce me out of here it’s going to be on my terms,
not yours,” and it turned my attitude
around such that I went out to prove
to everybody else, including myself,
that I could do this. And as it turns out–I try
not to be a proud person, but as it turns out,
I was one of three people out of 15 who finished on time. I was too dumb to
know I couldn’t. Other questions,
these are tough questions. I should’ve studied harder. Folks, good luck. (applause) ♪

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