Advanced manufacturing takes its rightful place among local industries making a big impact on the local economy.

Adaptec Inc. provides storage-access solutions that reliably move, manage and protect critical data and digital content. .decimal Inc. is a manufacturer of patient-specific medical devices related to radiation oncology. Chip Supply Inc. creates semiconductor products and services for use in aerospace, military and medical applications, as well as commercial and industrial systems. Piezo Technology Inc. is a worldwide supplier of custom frequency control products.

There's a trend here.

With the production of high-performance components for computing, medical equipment, the military and more in a treasure trove of technology, Central Florida is emerging as a significant spot for an industry that is similarly on the ascent: advanced manufacturing. Crossing over many traditional industry sectors, companies throughout the region share a reliance on head-spinning research and space-age engineering for what can aptly be called anything but your parents' manufacturing.

Other examples: Ortheon Medical is a development stage medical technology company; Transpo Electronics makes premium quality automotive electronic components for charging, ignition and engine management systems; Crystal Photonics produces crystals for use in medical imaging and semiconductor applications; UroSolutions Inc. specializes in the manufacturing and marketing of urological products; and Sawtek provides surface acoustic wave (SAW) solutions for various wireless applications.

Of course, it's likely you already know about Lockheed Martin Missiles and Fire Control, which designs, develops and builds advanced combat systems; Northrop Grumman Corp., the creator of systems, products and solutions in aerospace, electronics, information systems, shipbuilding and technical services to government and commercial customers; and  Mitsubishi Power Systems Inc., which encompasses power systems, shipbuilding, steel structures, air-conditioners, machinery for industrial and general use, and aerospace systems.

Whew. And the list goes on.

Such wizardry can be wondrous, too. Indeed, while Central Florida's economy continues a now-you-see-it/now-you-don't recovery, advanced manufacturing represents badly needed magic that won't disappear anytime soon. The circumference of its wand, in fact, is only growing larger.

Advanced manufacturing?

In simple terms — if that's possible, given the nature of the technology — think computers, robotics and the innovative power of the human mind.

“Now, it's not just people at assembly lines,” asserts Nancy Stephens, executive director of the Manufacturers Association of Florida. “More often, they are at computers, making sure that the computers are processing things properly in order to tell the machines what to do.”

Also, whereas manufacturing was once typically local, with occasional broader components, the norm today is global, she adds: “Manufacturers who never thought about exporting their products, now are either exporting or thinking about it. And those who already exported are thinking about expanding to more markets.” Manufactured goods, she cites, represent roughly 94 percent of all exports from Florida.

Stephens comments cover the entire state. Yet, drilling down into Central Florida, she uses words like “large” to describe the number of exporters and “great” in reference to their work. “The Central Florida area exhibits the diversity of manufacturing in the state,” she says.

Clearly, local advanced manufacturing has impact.

“Advanced manufacturing is the foundation; it's the base,” says Sherry Reeves, executive director of the Manufacturers Association of Central Florida. “As we build upon that, then we have the high-impact clusters of aviation/aerospace, clean energy, homeland security and defense, information technology, life sciences. … These clusters are merging together, and they always have been.”

All totaled, Central Florida's “knowledge-based” economy is loosely tabbed at more than $13 billion, employing more than 53,000 workers. Notably, most of those workers are highly educated (with college degrees) and well paid (with hourly wages of $35 and $60 for computer systems analyst and engineering managers, respectively).

Nationwide, nearly all manufacturing industries have become higher skilled (and higher paid), some by shedding lower-skilled workers while retaining or adding higher-skilled workers, and others by creating new jobs for higher-skilled workers. Locally, much of the same exists. While the employment of many industries is shrinking, projections call for growth in the “professional, scientific and technical services” industry, according to the Metro Orlando Economic Development Commission. That sector is expected to gain the third-most jobs in coming years, behind “administrative and support services” and “local government.”

The impact hasn't happened by accident. The sector enjoys general support and pro-business incentives from public and private organizations. The region's central location and transportation infrastructure provide multiple distribution options. In addition, respected educational institutions, led by the University of Central Florida, attract research dollars and consistently produce an impressive number of graduates, adding to the quality of the workforce.

Says Reeves, "Advanced manufacturing is definitely a leg [in the local economy]."

She makes the statement, though, with a laugh... plus some parting words. Reeves confesses that even she once neglected the stature of advanced manufacturing. She is a local native who worked in the travel business before "reinventing herself" and taking the helm at MACF four years ago. In that previous life, like many other people, she seldom thought much about the role of Adaptec, Ortheon Medical, et al.

"I didn't realze the amount of manufacturing we have here, " she concludes. "And there's so much more on the way."

The 2010 SMART Awards recognized middle-market companies for “raising the standard of excellence throughout Central Florida.”

They are middle market and leading edge. They are tech savvy, nimble, cohesive, strategic and successful. And they are winners.

A total of 25 companies were selected as finalists for the SMART Awards by the Association for Corporate Growth's Orlando chapter. Late last month, each was honored by ACG Orlando, along with presenting sponsor Lowndes Drosdick Doster Kantor & Reed, while seven received special recognition as champions in their categories.

The fourth annual event — part of a continuing commitment to facilitate relationships among middle-market companies, capital sources and professionals active in corporate finance throughout Central Florida — was designed to identify the best of the best. Companies, which range from $10 million to $1 billion in annual sales, were evaluated based on the value they bring to the region in terms of corporate culture, creativity, business acumen and economic contribution.

Not surprisingly, the common threads in all during the recent difficult economic times: adaptability and innovation.

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The Finalists

(category winners in bold)

AA Metals

AGMUS Ventures

DEI Service Corp.

DiPasqua Enterprises

Engineering & Computer Simulation

Environmental Manufacturing Solutions

FARO

Florida Emergency Physicians

Florida Heart Group

Gatorland

Highwinds Capital

JHT

JVI Appraisal Division

La-Z-Boy Furniture Galleries

Leavitt Management Group

New Traditions National Bank

North American Substation Services

Physician Associates

Roger B. Kennedy

Sperry Van Ness Real Estate Advisors

Symetrics Industries

Tijuana Flats Burrito Co.

Williams Co.

ZeroChaos

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The Winners

Healthcare

Leavitt Management Group

Location: Maitland headquarters, several area locations

Description: affiliated companies include Advanced Dermatology & Cosmetic Surgery, reportedly the world's largest dermatology and plastic surgery practice

Pictured: Dr. Matt Leavitt, Founder, CEO and Medical Director

Building Business: “In our field, there are a lot of doctors who are very smart. But it's very hard to translate ideas into success. It's a matter of executing the vision and being able to adapt the vision. The one thing that I start with is that it's all about people. … It's all about the patients, and it's all about each other in the offices to create a situation where people enjoy and are passionate about what they're doing.”

Leadership: “I think, as a CEO. your job is to be a top-down leader. That means you're really going to define the psyche of the entire company. For me, that means being accessible and being visible. Even though we have a lot of different offices, I go around and spend time with each doctor and I see patients in each office. … I want everybody to know what our vision is.”

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Information Technology

Highwinds Capital

Location: Winter Park, with facilities in seven other states and in Amsterdam, Frankfurt, Paris, Brussels and London.

Description: provides software, hosting, and content-delivery solutions for Internet service providers, Usenet hosting businesses and individual Usenet subscribers.

Pictured: Steve Miller, President and CEO

Key to Success: "Highwinds offers lightning-fast delivery of the largest files and most graphically intense media and takes the Internet content-delivery initiative to the next level by providing breakthrough benefits for data center peering, realtime analytics, instant account provisioning, rapid content deployment, complete content control and massive scalability."

Service Advancement: "At least once a year, Highwinds Software conducts a multiday training event where Internet service providers go to learn about Usenet and the latest operational standards."

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Manufacturing

Symetrics Industries

Location: Melbourne

Description: manufacturer of defense-related equipment for the U.S. military, for use on aircraft

Pictured: Mitch Garner, President and CEO

Lesson Learned: “For me, the most important thing is to build the right team. If I've got the right people who are supporting me — people that I can trust and know are loyal, and they're smart — that's huge. As a head of a company, you can't possibly know everything and can't possibly do everything. So you have to surround yourself with the right people.”

Turning Point: “We were a public company and got acquired by a larger company, and this was all very new to us. … None of us really thought we could buy the business back from the company. But it was possible; it was doable. And we kind of bought back our freedom.”

Advice: “Just stick to your principles; stick to your morals.”

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Real Estate

Williams Co.

Location: Orlando

Description: employee-owned commercial construction company, focusing on public education, retail, industrial and healthcare markets (formerly family-owned)

Pictured: Bruce Williams, Chairman

Advice: “First, treat everybody with respect, not just the vice presidents in your own company but also the administrative assistants, receptionists, the laborers, everybody. Second, provide the client with a level of service that exceeds their expectations, which in our industry means getting it done on time. Third, be financially conservative. Certainly, in this recession, our financial conservatism has paid off in spades. Be careful of debt; make sure you have plenty of cash; don't take risks when you can't handle the consequences if you're wrong.”

Brand Strategy: “The thing we do that we think is better than our competitors is provide a level of service that exceeds our client's expectations consistently. So, 80 percent of our work is with people we've worked with before — repeat business.”

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Services

ZeroChaos

Location: Orlando

Description: a global workforce-solutions company (See FM's April 2010 cover story.)

Pictured: Harold Mills, CEO

Mistakes: “When I look back, there are tons of mistakes I've made. But the ones that probably hurt the most are the ones around people. It's the idea that if you bring someone on and they're not working out, particularly if they're in a leadership position, one of the things my head always tells me is to move fast to resolve those situations. And a lot of time I'm probably too slow. When someone leaves, 90 percent of the time it turns out better for both the organization and the person.”

Fear: “Don’t be afraid of your own success. We might get a little taste of what it’s like to succeed, and then we can fear making a decision that could double the company. Sometimes we’re our own enemy. Sometimes we have to jump off the cliff and grow our wings on the way down.”

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Tourism and Hospitality

Gatorland

Location: Orlando

Description: one of Central Florida's oldest attractions

Pictured: Mark McHugh, President and CEO

Success: “We have a family culture with our employees. Every employee has an opportunity to earn a bonus every month — from the people selling hotdogs to the folks keeping our restrooms clean. And all of their benchmarks are tied to the corporate goals. They know that what they're doing is contributing to the overall success of Gatorland.”

The Economy: “One thing that helped us get through this past year was lowering our ticket price by 60 percent for Florida residents. Other parks were raising their prices because of declining attendance; we lowered ours and ended up having a record year as a result of it. … The thought of devaluing the product by lowering the price has been the topic of a number of conversations internally. Coming out of this [economy], we'll be adding some new attractions. And those new attractions will allow us to bring those tickets prices back up.”

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Tourism and Hospitality

Tijuana Flats Burrito Co.

Location: Maitland headquarters, several area locations.

Description: 15-year-old Tex-Mex restaurant chain with 70 units and plans to add about 12 per year.

Pictured: Brian Wheeler, Founder and CEO

Smartest Decision: "I don't have a defining moment. ... It's been a long, long journey. I attribute my success with the company to two things. One is selection and two is luck. Selection-- being able to surround myself with incredible people. And luck in two ways: Those people were available at the time. And things just sort of fell into place. ... I think, to be successful, things just sort of have to play out."

Biggest Regret: "I have no regrets. I've made tons of mistakes, but I have no regrets. I'd rather do something and say, 'I'm sorry' than not do anything at all. I'm very spontaneous, and it's something I'll probably never change. But I don't have a regret at all.

It doesn't take a stethoscope, MRI scan or lab report to make this evaluation: Yes, the region's medical care is healthy.

Is Orlando the “healthiest city in America”?

There certainly is such talk, but the question is debatable. What is indisputable, however, is that when it comes to health, the region doesn't offer a Band-Aid approach to care. By stark contrast, healthcare in the region is comprehensive, with internationally recognized programs in cardiology, cancer, women’s medicine, neurology, diabetes, orthopedics and rehabilitation. According to the American Hospital Association, two of the nation’s largest healthcare systems are headquartered in metro Orlando, while Central Florida features numerous complementary facilities. In addition, the University of Central Florida is home to a new College of Medicine, and largely thanks to the synergy and excitement beginning to stir at Lake Nona, leaders in medical research are discovering that the region is an ideal location for transferring healthcare advances from the lab to the bedside.

Healthiest? Maybe not quite yet — but there's a move in that direction.

The anchors, of course, are Florida Hospital and Orlando Health. Each has an obvious and dominant footprint. Still, the foundation is strengthened by uncommon stability, diversity and excellence. The following are examples of that prowess:

FLORIDA HOSPITAL

Central Florida's Blue Zone

Can you imagine living to a healthy 100 years old?

 

Imagine living to be 100 years old. Now, imagine being 100 years old and healthy enough to travel the world, continue to work and enjoy an afternoon of water skiing.

People just like you are making a few simple life changes and living longer, fuller lives. They’re staying extremely healthy and, in turn, are able to do the things they love well into their later years.

According to officials at Florida Hospital, now is the time to join them by trading in bad habits for a healthier lifestyle.

Florida Hospital has a mission to change the way you look at healthcare — to help you see Florida Hospital as a place that creates health instead of one that merely treats illness. Given today’s health care environment, where the cost of illness is soaring in terms of dollars and heartache, today more than ever Florida Hospital wants to share its ideas and jump-start a movement toward rapid life extension throughout Central Florida that includes people of all cultural and religious backgrounds.

Longer, Healthier Living

As a leading-edge medical institution and member of the Seventh-day Adventist Church, Florida Hospital has been intimately involved in the study of Blue Zones — places in the world where living to a healthy 100 years old is common. In fact, the Seventh-day Adventists of Loma Linda, Calif., represent the only Blue Zone in the United States. At Florida Hospital, the hope is by sharing with the community the healthy lifestyles that have proven successful for people living in the Blue Zones, while continuing to provide award-winning medical care, it will be able to create a new Blue Zone in Central Florida, where living to a healthy 100 years old becomes commonplace.

Adopting a Healthy Lifestyle

The process begins with making small lifestyle changes that impact the health of your mind, body and spirit. These adjustments can improve longevity, reverse the negative effects of lifestyle, prevent disease if at risk, and ultimately help you achieve total health and wellness.

Choice. Choice is the first step toward improved health. Making healthy choices is the key to lifestyle improvement. Research shows that people who believe they have more control over their lives tend to be healthier and live longer. Managing your health is a challenge that is determined by the choices you make daily.

Rest. Rest is both a good night's sleep and taking time to relax. Life's stress and pressures accumulate over time and can create a generalized "dis-ease" with life. Relaxation techniques practiced regularly can lower your blood pressure, change your mood and reduce stress.

Environment. Environment is the external space outside of us but that which affects what happens within us. Recent research demonstrates not only the importance of our larger environment (air and water quality) to health, but also our immediate environment (light, sound, aroma and touch). All of your senses — sight, smell, sound, touch and taste — can influence mood as well as health, either positively or negatively.

Activity. Activity includes stretching, muscle development and aerobic activity. Research indicates an increase in activity translates directly into improved health. The goal is to be active physically, mentally and spiritually. Activities should be something you enjoy and will participate in for years to come.

Trust. Trust speaks to the important relationship between spirituality and healing. Research shows the vital role belief and expectation have on the final outcome. Your faith, beliefs and hopes affect your health.

Interpersonal Relationships. Research has demonstrated the importance of support groups and family in recovering from illness. Interpersonal relationships are important to well-being. Knowing you have the support of others fortifies resolve and contributes to improved health.

Outlook. Recent research suggests attitude influences health and even impacts the progression of disease. Outlook colors your perspective on life.

Nutrition. Nutrition is the fuel that drives the entire system. Research has consistently shown the importance of a good diet on health and energy levels. Take time to evaluate your food intake, remembering even small improvements, done regularly, multiply the health benefits many times over.

How long will you live? Use the Free Longevity calculator at www.Health100.org.

 

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MAYO CLINIC

Finding Answers

Transcending physical boundaries and eclipsing medical standards, Mayo Clinic successfully delivers help and hope.

For more than 100 years, people have come to Mayo Clinic for diagnoses, treatments and cures.

Mayo brought its team approach to caring from the Midwest to the Southeast in 1986, when it opened a clinic in Jacksonville, Fla. Today, the 386-acre campus offers a unique medical destination for patients near and far. Physicians and caregivers from more than 40 specialties work together to provide quality, integrated medical and surgical care to patients with complex conditions or difficult medical problems. Both outpatient and hospital care are strengthened by programs in research and education.

More than 575,000 people from 50 states and 131 countries have come to Mayo Clinic’s Florida campus for diagnosis and treatment. Currently, about 4,900 personnel, including 383 staff physicians and scientists, work at the campus. Mayo Clinic has made Fortune magazine’s Best Companies list seven years in a row. Its professional, mentoring culture values mutual respect, integrity, personal responsibility, innovation and communication.

In addition to distinguished programs in cancer, heart disease, transplantation, neurosciences and digestive diseases, the clinic offers many specialty services, such as the Executive Health Program, Breast Center, Sleep Disorders Center and Bariatric Center. The latest therapies are available in more than 300 clinical trials, which are open to patients. Scientists on campus are exploring the origins of cancer, Alzheimer’s disease and Parkinson’s disease in world-renown research labs.

By the Numbers

2009 at Mayo Clinic in Florida:

• Diagnosed and treated more than 83,000 patients;

• Performed 336 solid-organ transplants; (The liver transplant program is among the top 5 in the country by volume.)

• Provided more than 3.2 million laboratory tests to physicians and hospitals throughout the Southeast.

Why Mayo?

Patients have many reasons for choosing Mayo Clinic, including:

• Top doctors. Mayo Clinic chooses doctors carefully based on their educational background, medical skills and ability to work together. Large patient volumes help doctors quickly gain experience in treating every kind of illness. Many of them become international experts.

• New treatments. Mayo patients are frequently among the first to benefit from new ideas pioneered by Mayo doctors and researchers. The emphasis on learning makes Mayo a leader in educating other doctors.

• Reputation. Based on more than 100 years of results, Mayo has earned a reputation for unraveling hard-to-solve medical problems.

• Many viewpoints. Mayo encourages its doctors to freely consult with each other about patients. The principle: Two heads are better than one, and five are even better.

• One-stop care. Virtually all medical services a patient might need — doctor visits, testing, surgery, hospital care — are available “under one roof.” Scheduling of services is coordinated and efficient; what might take months to accomplish in a community setting can be done in days at Mayo.

What You Need to Know

You don't need a physician referral in most cases. Anyone can request an appointment.

• Mayo Clinic has contracts with nearly 100 national insurance carriers, third-party administrators and employers, making its care and services accessible to more than 14 million people in Florida and Georgia alone.

• Mayo Clinic is a not-for-profit organization whose funds are used to support medical care, education and research.

• All of a patient’s medical information, physicians’ notes, test results, lab values and hospital records are contained in a single, unified, electronic medical record.

• Physicians are salaried, encouraging the use of only those tests or procedures deemed best for the patient without consideration of personal financial gain.

Mayo Clinic around the Nation

Mayo Clinic is the first and largest integrated group practice in the world. Doctors from every medical specialty work together to care for patients, joined by common systems and a philosophy that the needs of the patient come first. More than 3,500 physicians and scientists and 47,000 allied health staff work at Mayo, which has sites in Rochester, Minn., and Scottsdale/Phoenix, Ariz., as well as Jacksonville. Mayo Clinic also serves more than 60 communities in the upper Midwest through the Mayo Health System.

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ORLANDO HEALTH

Empowering the Community

Since 1918, Orlando Health has been committed to providing extraordinary healthcare.

Expert Services

With 1,882 beds, Orlando Health sees nearly 2 million Central Florida residents and 4,500 international visitors annually. Orlando Health is made up of:

Orlando Regional Medical Center

Arnold Palmer Hospital for Children

Winnie Palmer Hospital for Women & Babies

M. D. Anderson Cancer Center Orlando

Dr. P. Phillips Hospital

South Seminole Hospital

South Lake Hospital

Those facilities are equipped with leading-edge technology and offer multidisciplinary care provided by teams of highly qualified experts who are dedicated to improving the health and quality of life of both individuals and communities.

As one of Florida’s most comprehensive private, not-for-profit healthcare networks, Orlando Health is a distinguished healthcare leader. In fact, in a recent patient satisfaction survey published by the federal government, Orlando Health received the highest marks of any Central Florida hospital system.

Financial Contribution

With more than 14,000 team members and nearly 2,000 physician partners, Orlando Health is among Central Florida’s largest employers. In addition to jobs, Orlando Health provides the area with a $2 billion employer financial impact. As a major contributor to the region’s economy by serving more than 3.5 million people annually, Orlando Health has always taken a special interest in the financial well-being of the community.

Service to the community is one of its founding principles, and Orlando Health continually looks for ways to improve lives in Central Florida. From providing $241 million of support to the region’s underserved to having a total financial impact of $3.8 billion, Orlando Health considers the overall health of Central Florida to be one of its most important commitments.

Future Community Support

While Orlando Health is dedicated to supporting the community, it realize that as time goes on the community will need to grow. And with Google’s plan to build ultra high-speed networks in a number of test communities across the United States, Orlando Health may get the chance to soar to even greater heights by providing high-speed communications at crucial times when every second is critical.

In March, Orlando Health created a video on behalf of the City of Orlando proposing to Google that Orlando be a trial location. If selected, Orlando would test Internet speeds designed to be 100 times faster than presently used. This increased bandwidth would result in the ability to provide direct access to medical records in real time, as well as greatly improve Orlando Health’s In-Touch telepresence robot, which literally brings a doctor into a patient’s room, no matter where the doctor is, through a wireless connection to the Internet.

Stroke patients would greatly benefit from this speedy access to a doctor because they wouldn’t have to wait as long for clot-busting agents like tissue plasminogen activators (tPAs) to be administered. Across the nation, only about 4 percent of stroke victims currently receive specialist evaluation and tPAs within the recommended three- to four-hour timeframe. With increased bandwidth and faster access to stroke specialists, estimates show that more than 60 percent of stroke patients would show improvement. Just imagine a neurologist who could remotely view and evaluate a patient in an emergency or exam room miles away, even faster than before.

Google’s greater bandwidth would also help cardiovascular patients. With greatly increased Internet speed, Orlando Health could create a highly connected infrastructure of specialty physicians and could better prepare for incoming patients while sharing time-sensitive images between facilities. It’s just another way for Orlando Health to deliver extreme healthcare.

Delivering Healthcare at the Speed of Life

Not only must Orlando Health come up with innovative ways to treat emergency patients, but it must also keep in mind that speed is crucial in everyday operations throughout its entire network of hospitals across Central Florida. Home to the area’s only Level One Trauma Center, thousands of primary care physicians both on and off our campuses, two telemedicine suites, two-way video conferencing and a remote robot that can send images from any hospital at any time, Orlando Health will truly be able to deliver healthcare at the speed of life.

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NEMOURS CHILDREN'S HOSPITAL

Full Integration

A new pediatric health campus, arriving next year, brings uncommon facilities and renowned expertise.

The 2012 opening of the Nemours Children’s Hospital in Lake Nona’s medical city increases the research and clinical care capabilities of the Nemours Children’s Clinic. Serving as a hub, the new 95-bed hospital will be part of a 60-acre, fully integrated health campus unlike any in Orlando today.

All in One Place

With the understanding that scheduling appointments and traveling between care facilities can be difficult, the new is designed to that families can access all of their services and specialists in one place. From the clinic to the hospital to the home, a unique system has been created that ensures Nemours' dedicated team will be there every step of the way.

Bringing the Best

The Nemours/Alfred I. duPont Hospital for Children in Delaware has been named one of Parents magazine’s 25 Best Children’s Hospitals, as featured in its February 2009 issue. That significant ranking underscores Nemours’ commitment to be recognized as a national leader in children’s healthcare. Nemours officials are honored to have earned this distinction and look forward to expanding that same level of expertise to children and families in Central Florida.

Unique Approach

As a testament to Alfred I. duPont's commitment to caring for the entire child, the new pediatric health campus will be devoted to a holistic approach. Healing gardens, nature trails, pet therapy areas, water features and more create a peaceful environment that fosters both mental and physical healing.

Other family-friendly features include:

• Interactive way-finding system that includes multiple languages, pictures and color

• Family concierge service

• Comfortable and spacious gathering, reception and lounge areas

• Single, private rooms with a refrigerator, 24/7 in-room dining and sleep accommodations for two parents

• Family Resource Center

• Healing and discovery gardens, nature trails and roof gardens incorporated into the environment

• Family lounge provided on each inpatient unit

Healthier Future

Nemours continually looks for new and better ways to care for children and their families. The Nemours Children’s Hospital location is in close proximity to the University of Central Florida College of Medicine, Burnham Institute for Medical Research and the Orlando Veterans Affairs Medical Center. The hospital will help bring comprehensive children’s healthcare and research capabilities to the forefront of the region's emerging health and science sector.

Making Care Easier

When a child has a complex medical condition, a family’s needs become complex, too. That’s why the new hospital will be designed with those families in mind. Through organizing and enlisting the help of a Family Advisory Council — a group of parents, family members and community partners with a broad range of experiences within pediatric health care systems — the pediatric health campus is being created to meet the unique needs and preferences of patients and families like no other children’s hospital. Based on their insight, feedback and suggestions, Nemours has planned to include the features patients and families wanted most:

• More handicapped parking. The pediatric health campus will include two times the amount of handicap spots for cars and four times the amount for vans.

• Rooms to feel more at home. The rooms at the new pediatric hospital are private and will come standard with sleeping arrangements for both parents, along with Internet access, refrigerator, a safe, table that can be used as a desk or for family dining, and customizable LCD lighting.

• New technology for parent/doctor communication. Digital communication boards will be installed in patient rooms, providing interactive information regarding patient records, personalized daily itinerary, educational health resources, room service, entertainment and more.

• Support and resources for parents through KidsTRACK. Knowing that families need support through many stages of care, KidsTRACK (Teaching, Research, Advocacy, Coordination and Knowledge) will provide parents with the resources and service coordination they need for their child’s ongoing care and quality of life after diagnosis.

Promise of a Greener Future

The Nemours Children’s Hospital is pursuing LEED (Leadership in Energy and Environmental Design) certification by the U.S. Green Building Council, because when the environment is healthy, so is everyone. That’s why Nemours is doing its part to:

• Reduce the amount of waste sent to landfills

• Conserve our water supply

• Use clean energy solutions

• Reduce harmful greenhouse gas emissions

• Operate the pediatric health campus as a smoke-free environment

For some companies, diversity is neither a challenge nor an opportunity. It’s a way of life.

It doesn’t require a Census report to take the shifting demographics in Central Florida seriously. For proof of the significance, simply look around the region.

Orlando, for example, ranks as the 13th largest U.S. metropolitan area for Hispanics by total percentage of population for metros over 1 million people. And even more growth is on the way. By the year 2050, the number of local Hispanics will increase to 29 percent of the local population. At present, Hispanics make up more than 23 percent of the population — nearly one in every four people.

Similarly, African-Americans comprise more than 16 percent of the region's population, while Asians constitute more than 4 percent, and so on.

The ethnic and racial diversity, indeed, is rich. As such, having diversity as a business fundamental is both obvious and critically important.

Yet, some companies and organizations extend well beyond the basics to not only embrace and nurture diversity, but also to become models of exactly how it should be accomplished. For them, diversity is neither a challenge nor an opportunity. It’s a way of life.

For details, read the following pages.

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NORTHROP GRUMMAN

Protecting All People

A leader in global security, Northrop Grumman also safeguards the ideals of diversity and inclusion.

Respect. Dignity. Integrity. Northrop Grumman sees those key values as the foundation for creating openness, collaboration and trust in all work relationships. The commitment is to create a working environment where people foster inclusion, value diversity and leverage innovation. Northrop Grumman envisions a workplace where individuals can develop, do their best work and fulfill their potential.

Northrop Grumman’s vision for diversity is coming into focus, and progress is being realized. Last month, the company was named to the 2010 DiversityInc Top 50 Companies for Diversity List, the first defense contractor to earn that recognition. For the past four years, the company has received a top ranking from the Human Rights Campaign Foundation, the nation’s leading lesbian, gay, bisexual and transgender (LGBT) civil rights organization.

These are signs that Northrop Grumman’s commitment to diversity and inclusion — a commitment embraced by the senior leadership team — is generating positive results and recognition.

“Diversity and Inclusion is one of the top goals of the company,” says Wes Bush, Northrop Grumman CEO and president. “In our industry, where all companies face intense competition for a waning supply of high-tech managers and professionals, human capital formation is a critical challenge. We want our organization to realize the benefits that diversity and inclusion can add to everything that we do.”

To Bush, the value of diversity is clear.

“Our company must excel in our support of national security missions and also as a profit-making business. We’re convinced that the best way to do this is by hiring and retaining top talent from a diverse pool of candidates and by creating an inclusive work environment that makes such diversity a powerful competitive advantage,” he says.

Northrop Grumman’s initiatives to further diversity and inclusion include:

• Employee Resource Groups — volunteer groups of employees who come together to provide members with opportunities for networking, community outreach, professional development and recruiting;

• Heritage Events — celebrations by Employee Resource groups or Northrop Grumman business units of nationally recognized heritage months;

• Diversity Presentations — platforms for prominent speakers to meet with and create awareness for employees;

• Women’s Conference — a two-day internal conference that includes speakers from Northrop Grumman’s senior leadership team, panel discussions and nationally known speakers addressing topics such as leadership, development and work-life balance;

• MicroInequities training programs for manager on inclusive behaviors;

• Supplier Diversity — the efforts of the company’s Socio-Economic Business Programs Office to connect prospective small disadvantaged businesses interested in working with the company’s procurement organizations;

• Corporate Citizenship — programs focused on improving education, providing support for our troops and veterans, health and human services and the environment; and

• Operation Impact — a Northrop Grumman program that provides transition support and employment to service members severely injured in the global war on terrorism.

These corporate-wide initiatives have taken root in Orlando. For example, local employee resource groups include the African-American Task Group; the Women’s Initiatives for Networking and Success; the Asian-Pacific Professional Network; Adelante, a Hispanic employee resource group; and the Pride in Diversity Alliance, a resource group of LGBT employees.

Last year, Northrop Grumman’s Laser Systems employees in Apopka launched the WORTHY (Worthwhile to Help High School Youth) mentoring scholarship program to encourage students’ pursuit of technical degrees. WORTHY provides on-the-job experience and improved access to secondary education.

“The WORTHY program allows us to be more responsible corporate citizens and also enriches the pipeline with diverse students who may choose engineering as their future profession. We all win,” comments Gordon Stewart, vice president and general manager of Laser Systems.

These and other programs help connect Northrop Grumman employees to one another and the company to the community at large. It’s a business imperative, says Sandra Evers-Manly, vice president of Corporate Responsibility.

“Northrop Grumman’s commitment and appreciation for a diverse and inclusive workforce brings out the best in our people and our performance,” she says. “Diverse people, idea, thoughts and decision make us who we are, at the forefront of innovation and building partnerships for stronger communities.”

And, indeed, Northrop Grumman is at the forefront. Northrop Grumman is a leading global security company whose 120,000 employees provide innovative systems, products and solutions in aerospace, electronics, information systems, shipbuilding and technical services to government and commercial customers worldwide. In greater Orlando, Northrop Grumman’s 1,400 employees provide laser systems for the U.S. Army and Special Operations Forces; host and run the network/mission operations center for all of U.S. Air Forces distributed training and mission operations; and develops and fields the Joint Warning and Reporting Network for the Joint Program Executive Office Chem-Bio, among other activities.

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ORLANDO MAGIC

Shooting for Full Inclusion

The creation of a multicultural insights department highlights the franchise’s efforts to build a champion off the court, too.

By Deborah Rios-Barnes

The Orlando Magic’s mission is to be world champions on and off the court, delivering legendary moments every step of the way. Along the way to a championship they are building a foundation to make that vision a reality. A component of that foundation is their commitment to diversity and inclusion by establishing a multicultural insights department.

Since their inception in 1989, the Magic have been committed to the community and have instituted a variety of initiatives to reach its multicultural fan base throughout Central Florida. Under the leadership of Chief Operating Officer Alex Martins, the Orlando Magic created a multicultural insights department in 2008. The department’s mission is to create an inclusive environment in which community partners, fans and employees feel welcome, valued and appreciated.

The Magic understand the importance of building relationships and promoting economic development through strong partnerships. Throughout the season, the Magic recognize the richness and diversity that each culture brings to Central Florida. To bring awareness to the diversity of our region, the Magic has developed a variety of theme nights and other initiatives.

Most recently, the team wore a special branded shooting shirt with the words “El Magic” on the front prior to the March 11 game vs. the Chicago Bulls. The “El Magic” shooting shirt is the latest in a long line of efforts connected to the Hispanic community of Orlando. The new Hispanic-themed “El Magic” T-shirt provides the opportunity for fans and community partners to identify with the unique contributions of the Hispanic community while showing support of their favorite NBA team.

Another example of their commitment to the Hispanic Community is Magic Spanish broadcaster Joey Colon, who is in his 12th season with the team. Colon handles all Spanish radio broadcasts for the Magic. He can be heard on La Grande 1030 AM (WONQ), and hosts “Inside Magic en Español” every Monday from 6-7 p.m. and “Magic a la media Noche.”  Colon stands as the only Puerto Rican broadcaster in the NBA today.

In November, the organization received the”2009 CORPORATE RECOGNITION AWARD” from the African-American Chamber of Commerce of Central Florida. This honor is bestowed each year to a corporation or organization that has made exceptional contributions to the African-American small business community throughout Central Florida. Additionally, the Magic are the first and only “Founding Trustee Members” of the African-American Chamber of Commerce.

The Magic celebrate diversity throughout the year and understand the value and impact inclusion brings to their business and the community. They are also the only signature “Dragon” sponsors of the Asian-American Chamber of Commerce. In January, more than 100 members attended the Chambers Annual Board of Directors Election Dinner, hosted by the Orlando Magic at City Arts Factory.  “We want our entire fan base to know we value them,” says Vice President of Community Relations and Government Affairs Linda Landman Gonzalez.  “It is important to reach out to all cultures and make everyone feel a part of our team.”

The Magic’s commitment to diversity crosses over into the development of the Amway Center as well. As they enter the final phases of construction of the Amway Center, they proudly announce that as of November 2009, more than $94 million has been awarded in contracts to minority vendors. Currently minorities constitute approximately 58 percent of the workforce. Additionally, minority-owned companies in Central Florida have been awarded more than $5 million in contracts for work on the five new Orange County Orlando Magic Recreation Centers.  The Magic’s Minority and Women Business Enterprise (MWBE) efforts will not end here; their goal is to continue to seek out minority- and women owned-businesses for future projects.

The Magic are focused on revitalization projects and economic development initiatives that positively impact their neighbors living and working in the Parramore community, which includes a $250,000 donation to the Parramore Kidz Zone. On Feb. 26, 2010, they unveiled their fourth educational facility in Parramore, a state-of-the-art computer lab at Nap Ford Community School.

Through the Magic’s efforts to cross communities and cultures, more than 100 organizations have been positively impacted through sponsorships, donations, board participation and community ambassador appearances, including the Hispanic Business Initiative Fund, Metropolitan Orlando Urban League, Asian-American Heritage Scholarships, UNCF and the Hispanic Heritage Scholarship Fund.

“It will take people from different backgrounds and cultures working together to achieve legendary moments,” says Martins. “It is through this collaborative spirit that the Magic will reach the pinnacle, and accomplish the ultimate goal of being World Champions both on and off the court.”

Editor's note: Deborah Rios-Barnes is assistant director for Multicultural Insights & Cause Marketing.

Orlando Magic Multicultural Insights Department

Linda Landman Gonzalez, VP of Community Relations & Government Affairs

Lucas Boyce, Director Multicultural Insights, Cause Marketing & Government Affairs

Deborah Rios-Barnes, Assistant Director Multicultural Insights & Cause Marketing

Ana Padilla, Multicultural Insights & Cause Marketing Specialist

www.orlandomagic.com

www.orlandomagiccareers.com

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UNIVERSITY OF CENTRAL FLORIDA

Taking the Initiative

Through its Office of Diversity Initiatives, as well as some creative Web development, UCF moves closer to becoming a “center of excellence” in diversity.

The University of Central Florida believes that we all live in a global community that is becoming increasingly intertwined and interdependent. And, as a result of the demographic, technological, cultural and economic changes, UCF can help shape a regional environment and play a role in generating new ideas and attracting diverse talent that may lead to  economic growth.

These dramatic shifts and trends require that the university's educational systems be equipped to live and work with a wide variety of people. Further, officials contend that to survive and thrive in a modern organization like UCF means to understand “each of us is mutually connected to the other.” The thinking is that an increasingly diverse society expects higher education will meet the varied learning needs of its citizens by providing effective diversity instruction and experiences.

One of the most noteworthy related announcements from UCF this spring is the introduction of the Framework for Diversity, which includes five areas of focus designed to enhance UCF's goal of becoming more inclusive and diverse. The five areas are Organizational Structures, Recruitment and Retention, Campus Climate, Education and Scholarship, and Outreach and Engagement. By focusing on those areas, UCF is able to plan and implement comprehensive projects, procedures and initiatives that encompass a wide range of activities that are fundamental to addressing issues of diversity and inclusion. Ultimately, UCF's vision is to position itself as a center of excellence that is nationally recognized as a higher education model for practices, policies and attitudes in the area of domestic diversity.

To help reach that end, the UCF Office of Diversity Initiatives is consulting with, and supporting, various units within UCF as a means of facilitating efforts for diversity and inclusion. Specifically, the diversity office provides consultations to individual or in group meetings to assist in planning diversity-related programs, events and activities. The office makes presentations to classes, departments, organizations, student groups and external organizations. Also, there is training on selected topics in English and Spanish.

Last month, for example, UCF held free workshops for faculty and staff on “common mistakes made when communicating about age, class, disabilities, ethnicity, gender, language, looks, race, religion and sexual orientation” as well as how to “prevent misunderstandings through effective cross-cultural communication.”

Also notably, in collaboration with UCF's Marketing department, the UCF McNair Scholars Program has created a national McNair web site (www.mcnairscholars.com), where program staff can post/share resources, success stories, news and general information about their programs and highlight best practices occurring at their universities. In the near future, the site will enable program staff to update their own content on the site, allowing the site to remain current and relevant.

Generally, the McNair Scholars Program, identifies and prepares eligible students for graduate studies leading to the PhDs by providing research training and early scholarly experiences to high-achieving undergraduate students. The program is named in honor of deceased NASA astronaut, Dr. Ronald E. McNair. McNair participants are either first-generation college students with financial need or members of a group that is traditionally underrepresented in graduate education and have demonstrated strong academic potential. The goal of the McNair Scholars Program is to increase graduate degree awards for students from underrepresented segments of society.

The target audience includes higher-education personnel who may want to learn more about McNair; current McNair participants and current McNair faculty mentors; McNair alumni; the national McNair community; and Legislator’s Educational Aides. In addition, the site provides information on McNair conferences, funding opportunities and graduate school visitation programs for scholars, and resources for McNair staff.

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LOCKHEED MARTIN

One Company, One Team

The global security company also takes a global view diversity and inclusion, citing that commitment as a strategic business initiative.

 

When Lockheed Martin (then the Glenn L. Martin Co.) opened its first Orlando office in 1956, it marked the beginning of sustained growth and support to the region. Fifty years later, Lockheed Martin has two major facilities in Orlando and other Florida operations in Lakeland, Ocala, the Space Coast and Rivera Beach.

Lockheed Martin is the largest industrial employer in the state with more than 11,000 employees. Approximately 7,600 of the state’s Lockheed Martin employees live and work in Central Florida and continue that legacy of community support through various volunteer programs and philanthropic initiatives.

Lockheed Martin is a global security company recognized as the premier designer, developer and manufacturer of advanced aerospace and defense systems in the world. Its customers include the U.S. Army, Navy, Air Force, Marine Corps, NASA and dozens of foreign allies around the world. The success of business across such a varied customer base can be traced in part to the strength of a diverse workforce.

A highly diverse employee population brings a unique insight from four generations of engineers and scientists and people from all walks of life. Lockheed Martin's Diversity and Inclusion Imperative is a strategic business initiative that is considered vital to success in the 21st century global marketplace. Lockheed Martin holds the conviction that diversity and inclusion promote corporate values, business goals and ethics. In fact, the corporation was recognized with the first Large Company Beacon Award for innovative diversity achievements more than two years ago. The Beacon Award is presented locally to Central Florida businesses that inspire and lead in creative achievements in diversity and inclusion.

The company's workforce encompasses a multitude of differences, which draws on a dynamic mix of talent, skills, intellectual competencies, cultures, personal perspectives, generational differences, job functions, technical expertise, ethnicities, creativity, social backgrounds, intellectual approaches. and business partnerships. The diversity and inclusion initiatives are an integral part of Lockheed Martin’s overall business strategy. The company is committed to, and continue to exceed, its small business goals by working with and mentoring small businesses, giving them the unique perspective of a global corporation while capitalizing on the strength and entrepreneurial spirit that drives them.

Lockheed Martin leaders serve as mentors and are held accountable to model personal excellence and integrity at all times. Their commitment to champion the company's diversity mission and strategy drives inclusion into every aspect of our organization. Lockheed Martin encourages and trains all employees to develop as Full Spectrum Leaders who demonstrate these characteristics throughout their career.

Lockheed Martin is diverse and inclusive plus respects and embraces the differences between everyone in the corporation, as well as the value they contribute. The company's commitment to diversity and inclusion help achieve the diversity mission set forth by Lockheed Martin Chairman and CEO Bob Stevens to become “One company, one team, all inclusive, where diversity contributes to the Lockheed Martin vision.”

 

TAKING ACTION

When it comes to improving and expanding the STEM talent pipelines, educators and industry leaders are conducting their own research and development.

Last fall, the Obama Administration announced plans to strengthen America's economic competitiveness by improving education and interest in science, technology, engineering and math (STEM).

In a speech, President Obama stated: “Lifting American students from the middle to the top of the pack in STEM achievement over the next decade will not be attained by government alone. I applaud the substantial commitments made … by the leaders of companies, universities, foundations, nonprofits and organizations representing millions of scientists, engineers and teachers from across the country.”

The President could well have been talking directly to leaders in Central Florida. Read more

If you're going to survive the economic turmoil, you must innovate your way out of it. Here are nine ways your company can create one bright idea after another.

Yes, the recession still is with us, and companies everywhere continue to feel the pain. Amid the lingering malaise, even the most optimistic leader might wonder, is there an end to this particular tunnel?

Sure there is, but you're going to have to excavate it yourself — and you're going to have to light your own way. Read more

Timely (and perhaps timeless) insights drawn from some of America's top leaders reveal just what we all need to hear.

Corrupt politicians. CEOs caught with their hands in the cookie jar. Financial industry executives whose greed perpetuated the worst economic collapse since the Great Depression.

Such headline grabbers paint a grim picture of leadership in America. That's distressing at a time of crisis, when we desperately need strong leaders to inspire us.

Fact is, all the negative press is misleading.

There are some great leaders out there — from the past and in the present — and it's time we paid attention to the leadership wisdom they can impart. Indeed, the men and women who do it right, who lead and have led with integrity, wisdom and selfless devotion, are the ones we should be focusing on right now.

I got this belief from the men and women I’ve interviewed for my recent book (“Leadership Lessons of the White House Fellows: Learn How to Inspire Others, Achieve Greatness and Find Success in Any Organization,” McGraw-Hill 2009). All acknowledge that they got to the point they’re at today by learning from the best during their time in the White House Fellowship Program. The program, created more than 40 years ago by the bipartisan efforts of President Lyndon B. Johnson and John W. Gardner, former president of the Carnegie Corp., provides some of the nation's most promising young citizens with a firsthand look at the behind-the-scenes workings of the U.S. political system. A select group of men and women, chosen through an intense application, interview and deliberation process, spend an entire year working alongside top government officials.

What I learned is that the true heroes are not the Fellows themselves but their mentors in the program. Cumulatively, their lessons provide a blueprint that could get America back on track.

In “Leadership Lessons of the White House Fellows,” I include 20 timeless tenets of successful leadership, each illustrated by multiple anecdotes. Here are three of them plus a peek at the other 17:

LEADERSHIP LESSON 1: There's more to life than work.

Great leaders have deep reserves of physical, spiritual and emotional energy, and that energy is usually fueled by a strong, supportive relationship with the people they love, regular exercise, a healthy lifestyle and setting aside time for reflection.

The Story Behind the Lesson: Doris Kearns Goodwin

At 6 o’clock on a cold January morning in 1973, presidential historian, Pulitzer Prize–winning author and NBC news analyst Doris Kearns Goodwin (White House Fellow 1967-1968) received a call from former President Lyndon B. Johnson, with whom she had become a trusted confidante while working on his memoirs.

"He told me to get married, have children and spend time with them," Goodwin said. "He talked about how he should have spent more time with his family, because that's a different and more worthy kind of posterity than the public one that he had been seeking throughout his entire political career. That would be our last conversation, because he died of a heart attack two days later — but what a wonderful thing to leave me with."

Goodwin heeded Johnson's words. For example, she turned down the opportunity to be considered for the position of head of the Peace Corps during the Carter administration because she knew it would require her to travel often and be away from her young children. Over the years, she's concluded that those who live the richest lives manage to achieve a healthy balance of work, love and play.

"To commit yourself to just one of those spheres without the others is to leave open an older age filled with sadness, because once the work is gone, you have nothing left — no hobbies, no sports," Goodwin said. "Your family may love you, but they are not in the center of your life as they might have been had you paid attention to them all the way through. And I always argue that the ability to relax and replenish your energy is absolutely essential."

LEADERSHIP LESSON 2: Put your people first.

No organization is better than the people who run it. The fact is that you are in the people business —the business of hiring, training and managing people to deliver the product or service you provide. If the people make up the engine of your success, to be a great leader you need to attend to your people with a laserlike focus.

The Story Behind the Lesson: Mitchell Reiss

Mitchell Reiss (WHF 1988-1989) has seen firsthand that a leader's focus on his or her people is an incredibly powerful tool. Reiss learned that valuable lesson during his White House Fellowship from his principal, the National Security Advisor and former Secretary of State and former White House Fellow

Gen. Colin[EWP1] Powell.

"Two weeks after I started my Fellowship, there was a picnic over the weekend for the National Security Council staff and their families," Reiss recalled. "We got there promptly, but Gen. Powell was already there helping set up, helping cook the burgers and hot dogs, and personally greeting every single person, not just on the staff but their families. He came over to me and [not only knew my name but also] introduced himself to my wife, Elisabeth, and thanked her for allowing me to work the hours that I worked at the NSC. He told her she should feel that she is part of the NSC family as well.

"That very brief but very personal interaction with Powell had an extraordinary impact on her. After he left, she turned to me and said, 'You’d better do a good job for that man. If you need to stay late at work, I will never complain.' That's the sort of transformative impact that leadership can have, and I was able to see it up close and personal with Colin Powell. This lesson was invaluable when I later worked at the State Department, where I tried to replicate this sense of teamwork and compassion."

LEADERSHIP LESSON 3: Root out prejudice.

Great leaders recognize that talent and leadership abilities are distributed randomly. Therefore, they do not form judgments about a person based on ethnicity, gender, religion, age or any other factor. They root out prejudice and biases in themselves and others and ensure that there is equal opportunity at all levels for all people to rise to positions of leadership in their organization on the basis of merit and character.

Leadership Lessons: The Other 18

LEADERSHIP LESSON 4: Always focus on the mission. To be a great
leader, you have to be intensely focused on the core mission of your
organization: know it, understand it, and live it. Make sure everyone
in your organization can answer these questions: Who are we? What do
we do? Whom do we serve? At the end of the day, the mission is the
true North Star that guides every action you take.

LEADERSHIP LESSON 5: Act with integrity. The actions of great leaders are consistent with their words. Saying the right thing doesn't mean much. Doing the right thing means everything when you want people to follow you passionately.

LEADERSHIP LESSON 6: Create a sense of urgency. Effective leaders create a sense of urgency by communicating with their team to set a goal and a workable timeline for achieving it. They hold team members accountable by checking their progress at regular intervals.

LEADERSHIP LESSON 7: Be passionate. When you gamble on your passion, the payoff can be greater than you ever imagined. It's been said that if you do what you love, personal success will follow. But it could also be said that if you do what you love, the team will follow.

LEADERSHIP LESSON 8: Be persistent. Great leaders learn to cultivate a habit of persisting. Former President Calvin Coolidge said, "Nothing in the world can take the place of persistence. Talent will not; nothing in the world is more common than unsuccessful men with great talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent."

LEADERSHIP LESSON 9: Be a great communicator. Leadership is about influencing others, and this cannot be achieved without the ability to communicate.

LEADERSHIP LESSON 10: Ask the tough questions that need to be asked. Whatever your station in life, there will come a day when you'll have to decide whether to speak out or forever hold your peace. When that day comes for you, remember that great results begin with great questions.

LEADERSHIP LESSON 11: Take risks. If need be, lay it all on the line to meet a challenge. American writer and lecturer Dale Carnegie once said, "Take a chance! All life is a chance. The man who goes the furthest is generally the one who is willing to do and dare. The 'sure thing' boat never gets far from shore."

LEADERSHIP LESSON 12: Understand that not every battle is the end of the war. Too often leaders allow themselves to be sidetracked by other people's prejudices and personal attacks. They focus too much of their attention on counterattacking those individuals and waste precious energy and time on irrelevant issues. Leaders who demonstrate grace under fire with a laserlike focus on their true mission are the ones who will achieve greatness one day.

LEADERSHIP LESSON 13: Energize your people. A great leader needs stamina and vitality to be physically energized, emotionally connected and mentally sharp. Instead of being the type of leader who sucks the energy away from others, resolve to be the kind who strives to bring passion and positive energy to the workplace every day.

LEADERSHIP LESSON 14: Be a great listener. The most effective leaders are the ones who take the time to listen not just to their team members' words but to the priceless hidden meaning beneath them.

LEADERSHIP LESSON 15: Be persuasive. To move people toward a position they don't currently hold, you must not only make a rational argument but also frame your ideas, approaches and solutions in ways that use basic human emotions to appeal to diverse groups of people.

LEADERSHIP LESSON 16: Know when to compromise and when to stand firm. Although it's not possible to resolve every conflict through negotiation and concession, it is feasible in most cases. The tougher decision is when not to compromise, which often puts your livelihood, your reputation and the organization you lead at risk. Keep this in mind the next time you have to choose between seeking compromise and holding firm on a critical issue: If you can resolve the matter through give-and-take without sacrificing your core beliefs and integrity, find the middle ground. You'll soon learn that compromise is the art of making everyone a winner.

LEADERSHIP LESSON 17: Be a problem solver. Guide each person on your team toward the goal of becoming a top-notch problem solver. Sure, it takes time and effort to teach problem-solving strategies to your people, but when you experience the payoff, you'll know it was an investment worth making.

LEADERSHIP LESSON 18: Lead by walking around. Leaders who sequester themselves in the C-suite quickly become disconnected from their people. If you want to know how best to lead your organization, head down to the lunchroom, the shop floor or the purchasing office and ask the "stupid questions." The chances are good that your people will be delighted to help you answer them.

LEADERSHIP LESSON 19: Be a transformational change agent. A successful change agent must start by developing a clear understanding of the organization's past and present and then lead his or her team toward developing its own vision for the future. The most successful change agents help their team overcome the urge to retreat into their comfort zone and encourage people to move forward.

LEADERSHIP LESSON 20: Lead through experience and competence, not through title or position. For more than four decades, by pairing young people with established leaders, the White House Fellows Program has given hundreds of young Americans the tools, experiences and mentors necessary for them to become confident, well-prepared problem solvers and leaders.

Charles P. Garcia is a former White House Fellow, graduate of the U.S. Air Force Academy and Columbia Law School, and best-selling author. In 2006, he sold his investment banking firm, which had grown from three people to 60 offices in seven countries; Inc. magazine identified it as one of the top 10 fastest-growing privately held companies nationwide. Garcia was named entrepreneur of the year by three national organizations. He [EWP1] serves as chairman of the Board of Visitors of the U.S. Air Force Academy.

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[EWP1]Insert “Gen.”?

Having a strong online presence is no longer an option. It's a business necessity.

Why do companies start blogging, send tweets or create Facebook pages? To build a buzz? To participate in online conversations? To accumulate friends, fans and followers?

Yes. And no. Read more

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by Sharan Jagpal

It’s no secret that the business world is slow to change. Sure, it has made the evolution from typewriters to computers for word processing and from snail mail to e-mail for written communication. But when it comes to the core of doing business, such as the methods and measurements used and the way departments are siloed, many 21st-century companies might as well be stuck in the Stone Age. Read more

In the midst of a changing industry, area specialists offer their views on ways to take new account of your business.

In recent years, more than ever before, accounting firms have adjusted to their changing marketplace. Once considered merely a stodgy group of “bean counters” reluctant to adapt, those in the industry are increasingly viewed as essential partners in complete business operations, providing an array of consulting services that extend well beyond P&L statements. Read more

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