Listening to Leaders Archive

Listening to Leaders, a series of breakfast forums, was first designed to continue the learning experience that started with Leadership Orlando. Speakers offered insights into the practices that helped them achieve success in their fields, define the leadership lessons taught in their segments of the community, and offer suggestions on strategies that attendees can use to become better leaders.

{Past Forums}

July 24, 2009

Listening to Leaders Features Lars Houmann

Who would have dreamt that a “first job” as a high school janitor/grounds keeper would lead to a very successful career in healthcare administration?  That is exactly what Florida Hospital President and CEO, Lars Houmann, shared with the Listening to Leaders audience on Friday.  While that first work experience was mostly social, he added, it also included difficult assignments like cleaning the inside of the boilers “because I was the smallest one on the crew.”

When asked how he discovered the field of healthcare administration, he noted a profound conversation with Ray Pelton, a neighbor in Takoma Park, Maryland – the 7th Day Adventist “ghetto” where he grew up.  Houmann was a freshman in college, and Mr. Pelton told him that the Adventist Health System needed administrators and that there was a program he should check out at Loma Linda University.  Additionally, Houmann’s father was a family physician and several of his siblings pursued careers in medicine.  But his father advised him, as well, that a career in the business administration side of the equation would be advisable.  The rest, as they say, is history!

Click here for more photos.

In Central Florida, Florida Hospital represents 18% of the local GDP, including not only the organization’s revenues but also their multiplier effect.  When you consider also the offerings of Orlando Health, these healthcare systems represent nearly 30% of the local GDP.  With 16,500 employees from the supportive trades to licensed professionals, Florida Hospital also runs a four-year college of health sciences on its campus, and offers a graduate nurse anesthetist program. 

Near and dear to his heart is his experience that he considers a transforming moment for Florida Hospital – Celebration Health.  When he arrived in Orlando in 1993, his responsibilities in facilities management included three projects:  a cancer center, surgery expansion and the Celebration concept designed to provide a breakthrough healthcare presence in a community.   The original concept was to “build a hospital without beds” – to be more about health than sick care.  Celebration Health was the first time the Walt Disney World Company had entered into a private sale agreement of its property and required a fitness center and promotion of a healthy lifestyle.

In honor of its Centennial of Service, Florida Hospital partnered with the StoryCorps collection project, which promotes the “power of stories” which are a qualitative part of accomplishing profound things.  The personal stories recorded as part of this project will be preserved in the Library of Congress as part of the Story of America.

While Florida Hospital began as a sanitarium providing services of restoration to health and some surgical interventions, the 20th century brought significant change in healthcare delivery as a result of three innovations:  the discovery of penicillin (drug treatment); sterile surgical technique; and health insurance after World War II.  These interventions led Florida Hospital to sick care to accomplish its ministry.  Part of today’s reform agenda is teaching people to take personal responsibility for a leading healthy lifestyle.  This new model is defined in CREATION Health by eight essentials of optimum health:  Choice, Rest, Environment, Activity, Trust, Interpersonal Relationships, Outlook, and Nutrition, in many ways bringing Florida Hospital back to its roots. 

In the community, Lars Houmann serves as a volunteer with the Heart of Florida United Way, American Heart Association, and Shepherd’s Hope Clinics.  He is also Chair of bioOrlando charged with creating a brand for Central Florida as a serious place for business to locate because of the “soil” provided by the new Medical City.  “We want to have the most competitive life sciences environment in Florida and then in the Southeast Region.  We want to attract the very finest researchers, scientists and healthcare practitioners, focused on translational research – from bench to bedside – through partnerships with Florida Hospital and Orlando Health.

When asked if there is a secret ingredient to Central Florida’s success, Houmann replied that it is the spirit of innovation, the collective culture of collaboration and partnerships that we have developed in our region.

His one piece of advice to the audience members?  “That takes me to my personal faith in God who cares about me,” he said.  “But He cares more about what I mean to others.  I believe we should wake up each day asking ourselves, ‘What can I do for someone else today?’”

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October 8, 2008

Just What the Doctor Ordered

Don’t smoke . . . Watch your diet . . . Exercise . . . Watch for warning signs . . . Support Research! We all know what we should be doing to insure a long and healthy life, but hearing it from Clarence “Buck” Brown, M.D. and CEO of the M. D. Anderson Cancer Center Orlando, who has dedicated his life to fighting cancer makes the message much more powerful.

As a physician and healer, Dr. Brown is acutely aware of the devastation that a cancer diagnosis can bring. Oncology is a challenging field where, early in his career, he could expect to lose 50% of his patients. Today, he is able to offer the hope of “living with cancer” as a result of breakthrough research and discovering each day the science of how the disease works.

Jacob V. Stuart, President & CEO of the Central Florida Partnership interviews Clarence Brown, M. D. Click here for more photos

Since giving up his practice of seeing patients in 1998, he is now focused on the administrative side of running a 200,000 square foot comprehensive Cancer Center with more than 350 employees and an annual budget of nearly $200 million. But he still takes great pride, on the clinical side, in helping to steer patients in the right direction regarding whom they should see, the next best thing to pursue in their treatment, and participating in regular conferences to stay on the leading edge of innovation.

A Florida native, Dr. Brown grew up in Orlando and was an early leader as president of the student body at Boone High School and captain of his baseball team. He was offered a contract to play baseball professionally, but turned it down to pursue the field of medicine. Today, he is in the Hall of Fame of hope and healing!

His impressive resume includes Emory University, Emory School of Medicine, Johns Hopkins Hospital in Baltimore and the National Cancer Institute in Bethesda, Maryland. He served on the faculty of the Baylor College of Medicine in Houston before returning home to the Orlando Regional Medical Center. Sixteen years ago, the M. D. Anderson Cancer Center in Houston was looking for a partner in Orlando to establish an affiliate location. Dr. Brown was asked to serve as Medical Director for the new Orlando Cancer Center in 1991, leading 8 physicians and 75 employees initially.

From the beginning, the Orlando Cancer Center built a clinical program around a multidisciplinary care system, engaging teams of specialists and support personnel to provide coordinated superior care. In the first year, 2,200 new patients were served. Today, that number tops 5,000 patients annually. Because of its success, the Center was granted use of the M. D. Anderson Cancer Center Orlando name in 1994.

Dr. Brown and his team are working to apply for an NCI Designation which would provide access to funding for cancer research and assist in the recruitment of scientists and other professionals. This designation, along with the strong healthcare institutions and research base being built in Central Florida at the new Medical Community in Lake Nona and the UCF College of Medicine make a strong case. Currently, there is only one NCI designated facility in Florida, the Moffitt Center in Tampa, and only sixty in the United States. The goal is to complete the designation application by 2012.

How does he get his message out? “Cause” marketing provides opportunities for residents to learn more about this important work. For example, in honor of Breast Cancer Awareness Month, Panera Bread runs a “Pink Ribbon Bagel” campaign during the month of October with a portion of their proceeds benefiting M. D. Anderson Cancer Center Orlando. Of course, Pink Ribbon Bagels were on the breakfast buffet for our Listening to Leaders guests. Another “cause” is “Women Playing for T.I.M.E.” Teams of female golfers have raised $6.5 million for cancer research since 1993. (T.I.M.E. represents Technology, Immediate diagnosis, Mammography, and Education.) Thanks to initiatives like these, breast cancer diagnostics and treatment can begin within 24-48 hours.

All this from a community leader whose first paying job in high school was flipping burgers at the first Royal Castle in Orlando. He attributes his hunger for success to his parents, to a physician by the name of Alan Holcomb who persuaded him to return to Orlando, and to his Uncle Bob who was so impressive in his West Point Cadet uniform but steered him away from a life in the military.

As a leader in Central Florida, Dr. Brown employs a style of “servant leadership” in managing the very complex aspects of the M. D. Anderson Cancer Center Orlando. He always makes time for the car washes, high tea, and luncheon celebrations that involve his extensive staff and the people they serve.

Are we going to find a cure? There are huge differences in the way cancer affects people. What was once a diagnosis with a four-year life span is now being translated into one pill a day for a lifetime. That is the kind of progress that gives all of us hope.

To view this program On Demand, click here.

May 20, 2008

UCF Top Doc Makes Progress

The Founding Dean of the UCF College of Medicine, Deborah C. German, M. D., has achieved phenomenal success in establishing a new medical school, building its faculty and staff, and securing record-breaking community support for her innovative scholarship program. The recent Listening to Leaders program drew 160 business and community leaders to the Orlando Museum of Art to hear from UCF’s “Top Doc” on her dreams and aspirations for the medical school and the Central Florida Region.

When Central Florida Partnership President, Jacob V. Stuart, asked her to share the secret ingredient to her success, Dr. German said that her persistence has certainly paid great dividends. “I know what the College of Medicine is destined to be, and I am working on how to make it happen.” As a relative newcomer to Central Florida, Dr. German said she expected the community would include good, welcoming people, but she never imagined the access that she has gained so quickly.

In comparing her work as a Harvard Medical student to what she envisions for UCF, she said, “We’ll be better!” She related a conversation she had in April at a meeting of the Council of Deans who represent all of the U. S. Medical Schools. The Dean of her Alma Mater, the Harvard Medical School’s Jeffrey S. Flier, commented on how incredible her success has been and wondered if she would be “stealing” students from him. His own experience in choosing a med school was influenced by the opportunity to be one of 36 students in the inaugural class at Mr. Sinai School of Medicine. And, he believes that same opportunity at UCF will sway prospective students in her direction.

Jacob V. Stuart, President & CEO of the Central Florida Partnership interviews Deborah C. German, M. D. Click here for more photos

Dr. German is using that story as she continues her student recruiting. When asked by students why they should select UCF, she replies that yes, she did attend Harvard, but she’s now the Dean at UCF. “I’m offering what the Dean of the Harvard Medical School had – an opportunity to be in the Charter Class!”Central Florida is the only place in the world, except Dubai, that is building a medical city centered around a university medical school. Gifts from Tavistock Group (Lake Nona), and other community support will provide for a town center with businesses, shops, and restaurants anchored by an Academic Medical Center that includes research, the practice of medicine, patient care and the education of students. “Student doctors need to see real patients in addition to classroom and laboratory work. The Medical City will provide those opportunities.

Dr. German has come a long way since her first job as a carhop at an A&W Root Beer stand. She enjoyed working her way through high school and college. Another job that she held for only one day was, in today’s vernacular, as a telemarketer raising money for the Leukemia Society. She didn’t like it and decided that she would never want to work at raising money again. It’s ironic that she has been so very successful in doing just that for the UCF College of Medicine.

When asked if there was one person early on who made a difference in her life, or was most influential in her career, Dr. German said that she has always drawn inspiration from her family. As early as two years old, she would see her mother cooking and cleaning. When she would ask her mother what she was doing, her mother would always reply, “I’m playing. Would you like to play with me?” Dr. German thinks that is where her wires got crossed because even today she believes that work is play and she takes enjoyment from it.

In building her team at UCF, she thinks of her leadership role as “identifying pioneers and adventurers.” During interviews, she always asks why they are interested in being part of the team. She has found that some are running away, some share the passion for something new, and some want to make it better than anywhere else. During their conversations, some will even add to the vision, and she knows that those are the ones who will help lead.

Prospective medical students will meet Dr. German during their first interview. But more important is the “first minute” that school starts. “It must be powerful and memorable. What we have planned is a “white coat” ceremony that will demonstrate the tone of who we are and what we will do together.” Dr. German feels very strongly that the scholarship donors play a significant role in the ceremony, which will also symbolize the responsibility that the students will bear for the “free ride” that they have been given.

What advice on effective leadership would she give to our guests? “The greatest challenge of all is leading yourself.” Each time she has a difficult decision to make, she steps back, forgets the details, and asks herself: Which path would she take out of courage? And, which path would she take out of fear? Inevitably, the path of courage is the one that will result in no regrets.

To view this program On Demand, click here.

March 13, 2008

Leadership in the Fast Lane

The roar of engines broke the early morning silence in Loch Haven Park when our neighbors from the Daytona International Speedway backed one of its showcase racecars, and a pace car, off their trailers to set the stage for our Listening to Leaders program on Thursday morning.

With Roger VanDerSnick, Senior Vice President of Marketing and Business Operations, as our Special Guest, our friends from Volusia County really pulled out all the stops to ensure that guests were able to experience some of the entertainment value that International Speedway Corporation offers its fans. They also made sure their photographer was on hand to provide souvenir photos for our guests.

Central Florida Partnership President & CEO Jacob V. Stuart interviews Roger VanDerSnick at the Listening to Leaders Forum Click here for more photos

How did a 15-year veteran leading marketing and branding efforts for Proctor & Gamble end up at NASCAR? VanDerSnick said he thought he was a “lifer” at P&G, a great company with great values, but when a recruiter for International Speedway Corporation approached him about an opportunity in the motorsports industry, he jumped at the chance. Taking media exposure to a new level and propelling the brand of NASCAR was a “no brainer” compared with marketing paper towels and tissues.

He had been an Indy 500 fan for years, but at his first entry into stock car racing he was blown away by the attentiveness of fans and their appreciation for the sport. “As a matter of fact, P&G’s entry into the sport won the race with the explosion of their Tide brand on the circuit,” he said.

When asked about his very first job as a young man, he said he grew up near a small town with only one stoplight and worked tasseling corn and baling hay. It was hot, hot work, and it convinced him how important it was that he buckle down in school. He graduated from college with a degree in mechanical engineering.

As we all know, there is a core group of loyal fans in every sport, but the intensity at NASCAR is unmatched. NASCAR fans plan their vacations, gatherings for family and friends, and much of their purchasing power around the sport. They don’t just show up on race day, they camp out overnight or for a week before the race! Motorsports is so successful because it is viewed as an open sport with accessibility to the drivers and the racing teams.

Corporate sponsorships are the second part of the equation. Appreciation by the fan shows up at the cash register. Consumers actually change their buying patterns based on their racing favorites. The variety of corporate sponsorships has expanded as well and now includes the telecom industry and banking, and the television networks like Fox and NBC have done a great job of providing consistency and consolidation of NASCAR exposure nationwide.

In responding to a comparison of racecar drivers as modern day astronauts, VanDerSnick agreed. “It takes a special kind of individual to race at 200 miles per hour, 6 inches apart for 2-3 hours straight. Today’s drivers are highly skilled, demanding, competitive and very emotional as we sometimes see on the television screen. Fans can relate.” Drivers start at a very young age. They come from all walks of life and we are seeing more women and minorities entering the field. The most important experience they can gain is “seat time” learning their craft and that takes time to develop.

With Daytona Beach as the birthplace of speed, he gave an enormous amount of credit to the France family who invested in the sport early. “Daytona International Speedway was a monstrous track in the early days. At 2 ½ miles, with a 30 degree banking, it was the first of its kind.”

What’s on the horizon? A 71-acre mixed use complex that will include entertainment, dining, retail, movie theatre, condos and other residential opportunities, Daytona Live! will be located across the street from the Speedway and is expected to open in 2009. It is projected to bring another $172 million into the local economy.

Speaking of economic impact, motorsports is a $2 billion a year industry in the Central Florida region, providing 38,000 jobs earning $1 billion in income, and providing more than $331 million in total tax revenue. Locally, we are proud that the biggest racing event of the year kicks off the season annually in Daytona Beach. You might be surprised to learn that the #1 state for ticket holders for Speedweeks in Daytona is New York.

Is there a particular concern that you have for the sport? VanDerSnick responded that they are keeping a close eye on the economy. Certainly, fans’ discretionary spending is adversely affected by the faltering economy and the sub prime mortgage crisis. A sustainable and less volatile economy is what we are seeking.

When asked to provide one piece of advice to our audience, he said the as young professionals we should take advantage of opportunities to learn every side of the business giving a more well rounded experience. “You must strive to gain technical experience and excel, and then springboard into other areas. Power is gained by taking lateral moves to learn multiple multi-functional tasks and expertise early in your career. Then when opportunities present themselves, you are prepared to take them on.”

To view this program On Demand, click here.

January 30, 2008

Leadership Cuisine

Clarence Otis, Jr., Chairman and CEO of Darden Restaurants, served up his views on the importance of education, expansive thinking, and listening to your customers and your employees to a record-breaking audience at the Orlando Regional Chamber’s Listening to Leaders program last week. One of the first to arrive, Mr. Otis spent time personally meeting many of our guests, and stayed long after the program ended to listen to his customers.

Central Florida Partnership President Jacob V. Stuart with Clarence Otis, Chairman and CEO of Darden Restaurants Click here for more photos

The program began with welcoming remarks from Des Cummings, Jr., Ph.D., President, Florida Hospital Foundation, who now serves in a dual role as Chairman of the Orlando Regional Chamber of Commerce and the newly established Central Florida Partnership. He referenced the recent Community Leadership Conference hosted by the Partnership, the Metro Orlando EDC and the Orlando/Orange County CVB. “With the goal of “Going Global Together,” these three organizations are committed to working together to Recruit the Globe, Convene the Globe, and Benchmark the Globe,” he said. A key component of the Central Florida Partnership and Leadership Orlando is to recruit, train, and engage community leaders, and “today’s Listening to Leaders program is a primary example of that effort.”

Vice Chair of Leadership Alumni, Fred R. Kittinger, University of Central Florida, acknowledged the sponsors, our Leadership Stewards, who make these programs possible: Bank Atlantic, CNL, Cross, Fernandez & Riley, LLP, Daytona International Speedway, Florida’s Blood Centers, Orlando Regional Healthcare, OUC–The Reliable One, and Walt Disney World Co.

By way of introducing our Special Guest, he dared those in the audience who have not enjoyed the fine cuisine of the Darden family of restaurants to raise their hands. Needless to say, not a single hand went up!

When Chamber President Jacob Stuart asked the first question about how educational achievement became so important to him, Otis responded that growing up in southern California, in Los Angeles and the Watts community specifically, he learned very early on the importance of excelling in the classroom. His parents enjoyed little more than an 8th grade education in Mississippi, but were always A-students and expected the same of their four children. Schooling in the midst of the social disturbances of 1965, while difficult, also brought a lot of attention and a lot of resources to LA schools.

Also an A-student, he was awarded a scholarship to Williams College in Massachusetts, a private liberal arts school and then earned his law degree at Stanford University. How did a liberal arts education and law school prepare him for his business role today? “Liberal arts curricula helps students to understand the human condition,” he said. “Businesses are social organizations with social dynamics and at a national school like Williams College, the student body is a combination of different backgrounds from different parts of the country."

His first paying job also fell under the category of social dynamics. Working under one of President Lyndon Johnson’s Neighborhood Youth Corps programs while he was in junior high school, Otis was a playground supervisor at an elementary school earning $1.14 per hour. And what about those who supervised him early on? Most who provided a meaningful experience were teachers and community volunteers. He referenced his little league coach in particular who showed up every day at 3:30 p.m. spending more time on jokes and stories than on teaching the game of baseball. “He may not have been a great coach, but he was an adult who cared and watched over our group of African American and Latino kids who stayed out of trouble because of his positive influence.”

In the professional arena, Mr. Otis shared the inspiration provided by a young partner at the New York City law firm where he first worked after law school. Peter Coll shared a penchant for “being expansive in your assignments.” You should consider how a particular project fits into the context of business and social dynamics as well as the law. He encouraged Otis to be an expansive thinker no matter what the specific piece of work. His predecessor at Darden, Chairman and CEO Joe Lee, taught him to be curious and to be a continuous learner. “He did not make assumptions about situations or people. He was very open-minded and comfortable with differences as well as with similarities.”

When asked what his colleagues would say they have learned from him, Otis believes it is important to dig below the surface. Employees may work at Darden to earn a living, but there are always other motivators for choosing a place to work. By probing deeper, you learn that they want to be part of a winning team working to achieve a goal. Or, they want to make a difference. By showing value and profitability, Darden makes it possible for its employees to self-actualize, and for its customers to get more than just a meal. They get a total experience.

Mr. Otis talked about his fifteen years on Wall Street as an exciting time when things were hitting on all cylinders, and certainly, when he served as CFO for Darden. It was at a time when the organization had just spun off from General Mills and five years later Darden was really hitting its stride. The casual dining industry was relatively undefined, and his organization had a hand in writing a new definition.

A few weeks ago, he and others on his team had the opportunity to “ring the closing bell” at the New York Stock Exchange. The occasion was in celebration of the 25th Anniversary of Olive Garden. While they had celebrated the 10th anniversary of Darden as a company in much the same way a few years earlier, the changes on the floor of the Exchange are noteworthy. The “Floor” is much more technologically advanced, it’s quieter, and trading seems to happen even more quickly – these changes in just 2½ years.

With a workforce of 170,000 in communities across the nation, Otis believes that leadership must be involved and engaged in civic and political discussions in those communities. And it is important to bring his employees’ voices into those conversations. When listening to employees, common concerns across America are mobility and public education. Mobility not only affects employees trying to get to work, but it also becomes a factor when customers are deciding whether or not to eat out. Generally, his workforce and that of many of our companies don’t feel good about public schools and that is a place that we all must work to improve.

Darden continues to receive recognition for its commitment to diversity. “It is a core value that drives us,” he said. “We talk about it constantly in order to determine whether it is working for us or against us. You must create an environment for comfortable, candid, and difficult conversations with positive intent. That’s tough to do without offending.”

The recent acquisition of RARE Hospitality and its LongHorn Steakhouses and The Capital Grille concepts adds a different kind of diversity to the mix. “Our marketplace is the entire country, and each consumer wants a wide range of dining occasions.”

His favorite? “Everyone is reading food labels these days, and when you travel and eat out a lot like I do, Seasons 52 offers the widest array of healthy options. Capital Grille is a more indulgent experience, where the customer spends more time with the meal. Red Lobster really appeals to the “family experience” customer.”

Clarence Otis and his wife, Jacqui, have an extensive art collection, some of which they share with the Orlando Museum of Art for others in the community to enjoy. When asked what inspired his love of the arts, he said took us back to that Watts neighborhood where he grew up. He lived about one block from the Watts Towers, which housed a small arts center on the first floor. Neighborhood programs encouraged children to participate in workshops and exhibits of the visual and performing arts. He took a number of arts classes in college and got to know young artists, collecting their work, exploring their ideas and methods. He believes that collecting their art is a way to support these artists and place critical attention on their works and their craft.

In closing, Mr. Otis encouraged the leaders in our audience to be active listeners – to their employees and their customers. Listen to consumer research. Listen to workforce insights. Try to understand what motivates your workforce and then translate that into the way you do business.

To view this program On Demand, click here.

January 9, 2008

Leadership Legends

To say that our guests were impressed with the Listening to Leaders presentation of golf legend, Arnold Palmer, would be an understatement. As he related stories about the first time he saw and fell in love with the Bay Hill golf course or the humor with which he told of life lessons from his father/boss/golf instructor or the emotion that was clearly visible as he talked about his work with the Arnold Palmer Hospital for Children, you actually could have heard a pin drop in the room of 150 people. We’re even getting fan mail!

Central Florida Partnership President Jacob V. Stuart with golfing legend Arnold Palmer Click here for photos from this event.

One of the best mornings I have spent in a very long time. Thanks for your efforts in arranging this gathering at such a great location.
Benjamin Goldenberg, Mulligan Constructors, Inc.

The Listening to Leaders Program at Bay Hill was great! Fun to watch the interaction between Jacob and Arnold Palmer.
Cheryl Belfay, AD Tangibles

Thanks - that was awesome!
Brian Hunicke, Seminole County

It was fabulous . . . a lot of local and personal history. Arnold Palmer is endearing! Thank you.
Maria Ellis, BankFIRST

“Are you kidding?” was his response to the first question posed by Chamber President Jacob Stuart about the first job he ever got paid for. When the laughter subsided, we learned that he worked for his father caddying, chasing golf balls, pushing a lawn mower and driving steel-wheeled tractor on the course where his father spent his entire career. The senior Palmer began working at 16 as a laborer building a golf course in Latrobe, Pennsylvania, and stayed there serving as golf professional and course superintendent until he died in 1976.

“Boy, quit leaning on that handle!” was a reference to one of his father’s stern admonishments. You see, when Arnold was cutting greens back then, his mower had no motor like we have today. He discovered that when you pushed down on the handle, the mowing went a little easier. “With my father as my boss,” Palmer said, “I was lucky to have a very loving mother!”

From 1960 to 1963, Palmer amassed 29 titles, collecting almost $400,000, earnings that are minute by today’s standards. When asked what he thinks about the purses that athletes are competing for today, Palmer said he is happy for them. Since first winning the U. S. Amateur Championship in 1954 at the age of 25, “my goal has always been to fuel the ambition to succeed and to elevate the game of golf to a standard that would be recognized worldwide.” In the thirty years that the Bay Hill Tournament has been conducted, the purse has increased from $100,000 in 1979 to $5.8 million this year. He has championed that change, and his only regret is that today’s players are not more appreciative of that change and what it means to the sport.

Mr. Palmer reflected that the game of golf today is so serious. His father’s advice to ‘hit it hard, go find it, and hit it again’ and to ‘never forget that it’s a game’ has served Arnold Palmer well. He has always worked hard, but remembers to have fun along the way.

How did his connection to Central Florida come about? He had played in the Citrus Open Tournament held at the Rio Pinar Golf Course in the 1960s and had been looking for a place to winter and practice his game. A group of golfers from Nashville established the course at Bay Hill, and the first time he played it he fell in love. “At that time, there were only three homes and a cluster of cottages on the property and in all the world,” he said,“ there isn’t a prettier setting with its natural woods, citrus groves and pristine lakes.” He knew he’d found what he’d been looking for. And, it was only 15 minutes from Downtown Orlando.

After playing an exhibition game here to promote the Chamber of Commerce, he immediately began exploring ways to purchase Bay Hill. Putting together an impressive “acquisition team,” he was finally able to acquire a lease with option to buy in 1969. When the announcement of Walt Disney World came a few years later, friends said, “By God, you’re a smart man!”

Some may not know that Mr. Palmer served for three years in the U. S. Coast Guard. As a senior at Wake Forest University and #1 man on the golf team, tragedy struck when his best friend and roommate, Bud Worsham, was killed in an automobile accident on Homecoming Day in 1950. Severely affected by the loss of this “brother,” Palmer left Wake Forest to put some space and time between himself and the realities of life and death.

During his time in the service, he matured and learned about real life. “If I were President or a politician, I would tell the people of this country that time in the service of our country, for even one year, can teach our young people so much. It may not be a very popular stance today, but it is one that I firmly believe in.”

Those values and service have led him in other directions too. One example is his involvement with the Arnold Palmer Hospital for Children right here in Orlando. While he is involved in other hospitals and foundations across the country, his local connection came about as a result of his friendship with Frank Hubbard, a local leader in the construction industry. They happened to tour Orlando Regional Medical Center and its pediatric area. “I was a bit appalled at its ‘not so pleasing’ environment and told Frank, ‘we can do better.’ And, it smelled like a hospital – I hate that smell!”

Some time later, Hubbard proposed a relationship with the hospital that included the addition of the Palmer name. That partnership began in 1987, and the Arnold Palmer Hospital for Children and Women opened on Mr. Palmer’s birthday in 1989. Originally, there were 158 beds and today the Arnold Palmer Medical Center has 435 beds, 33 ER beds, a Pediatric Trauma Unit, and 11 operating rooms. With 112 neo-natal beds and 30 labor and delivery rooms at the new Winnie Palmer Hospital for Women and Babies, it is ranked 4th in the nation, boasting 13,898 births in 2007. 3,350 employees deliver service with 501 physicians engaged in quality healthcare. Part of the agreement included the application of certain quality standards so important to Mr. Palmer. “And,” he said, “there’s no hospital smell!”

Arnold Palmer took a moment to encourage those in the audience to tour these hospitals, and other great health care systems in the region, so that they can know about the outstanding healthcare and innovative technology that is available to our residents and guests and where there are needs for the future.

Financial support of these community assets continues today as a result of the Arnold Palmer Invitational, scheduled this year for March 10-16, at the Bay Hill Club & Lodge. The 30th annual event presented by MasterCard is more than a tournament. Hundreds of thousands of dollars are raised each year for the Arnold Palmer Medical Center Foundation, which benefits the Arnold Palmer Hospital for Children and the Winnie Palmer Hospital for Women & Babies. “By supporting the Invitational, you’re supporting these remarkable facilities, too,” Palmer said. For information, visit www.arnoldpalmerinvitational.com.

Arnold Palmer is everything you’ve read about and more! While those on the program and in the audience were a little nervous in meeting him, his down-to-earth gentlemanly demeanor put everyone at ease. No wonder he is know as one of the most popular and accessible public figures in history. Thank you, Mr. Palmer, and congratulations on a life well lived.

In 1976, the Orlando Chamber of Commerce presented its highest honor to Arnold Palmer. The John Young Spotlight Award was established to pay special tribute to a person or group that has directed national or international attention to Central Florida much like the accomplishments of Astronaut John Young. Arnold Palmer was the 12th person to receive the John Young Spotlight Award.

To view this program On Demand, click here.

January 23, 2007

Leading Community Health, Healing and Wellness

Special Guest: Monica Reed, M.D., CEO of Florida Hospital Celebration Health

Monica Reed, M.D., CEO of Florida Hospital Celebration Health, charmed the Listening to Leaders audience on Wednesday as she shared her life journey and her philosophy of community health, healing and wellness. From being the only African-American female in her class at Loma Linda University School of Medicine and rising to become the first African-American female Medical Officer for 2,000 physicians at Florida Hospital, Dr. Reed has forged a path of leadership that others may follow.

Chamber President Jacob Stuart interviews Dr. Monica Reed about her role as a leaders in the medical community. Click here for photos from this event.

As early as 6th grade, she wanted to be the first to find a cure for sickle cell anemia. In eighth grade, letters to her grandmother were all about science, grades, and even a diagram of her heredity. Entering the world of work as a nursery school teacher while attending college, she was inspired by the director who had a lively personality and a heart for children.

Her upbringing as a 7th Day Adventist led to a desire for an education that specialized in the sciences. The classroom setting at Loma Linda University teaching holistic medicine was just the right fit. She doesn’t remember a time in particular that she made her career decision; she just followed the path naturally. “When you let the game come to you, it’s the best game. Life choices never fit quite right if you force them,” she said.

Although she is no longer seeing patients, she vividly recalled that very first night “on call” when every medical student prays that they “do no harm.” The human body is very resilient, continually healing lifestyle abuse. Did she ever wonder if she had chosen the wrong path? The amount of rigor and competition in medical school and the 100- hour weeks as a resident can make even the most committed physician falter. “You ask yourself,” she said, “Do I really want to do good that badly?” Delivering babies and taking care of women’s health answered that question for her.

When asked about the new medical school at the University of Central Florida, she was most enthusiastic. It will change the face of Orlando forever bringing professionals and businesses to our region and elevating the quality of care for all of us. The addition of the Burnham Institute and the whole medical community concept compounds the benefits for all of Central Florida.

Penning her new book, The Creation Health Breakthrough, was serendipitous. Florida Hospital will celebrate its 100th Anniversary in 2008, having begun as a sanatorium and retreat for mind, body and spirit. When she opened the Celebration Health facility in 1997, it was also based on health and healing. “My passion is sharing my philosophy of a healthy lifestyle with others. Words fade away,” she said. “But the written word lasts forever.”

Her colleague, Florida Hospital’s Executive Vice President, Des Cummings, Jr., Ph.D. (slatd to be the 2008 Chair of the Orlando Regional Chamber of Commerce) actually coined the acronym used in the book, CREATION: Choice, Rest, Environment, Activity, Trust, Interpersonal Relationships, Outlook and Nutrition. Florida Hospital is now designing its nursing model based on these eight essentials to a healthy lifestyle.

Which is most important to Dr. Reed? Rest. “Remember when you were in first grade,” she said, “and the teacher asked you to put your head down on your desk?” Those “time outs” are particularly helpful when classroom activities become disruptive. “Adults need the same thing. Take some time in your busy lives to put your head down,” Reed prescribed.

We have a tremendous responsibility to teach our children to adopt a healthy lifestyle. Recess or physical education in schools is now optional or obsolete, food choices in school cafeterias do not promote wellness, and Americans are the most obese in the world, including our children. We must teach our kids to chose appropriately. It’s not too late for us as adults, either. We can still learn new habits and create new neuro-pathways to healing and wellness.

We’ve become so sedentary that we’re told to consult our physicians first when starting an exercise program. “That’s backwards!” Start today to develop an activity mindset. Walk. Park your car at the end of the lot. Choose foods that come from the ground. Make conscious choices for health, healing and wellness.

When asked if there was one person who has influenced her most on her life journey, without any hesitation, she recognized her husband, Stanton Reed, who was in the audience. “He keeps me grounded . . . but he lets me fly!”

Listening to Leaders is a series of breakfast forums designed to continue the learning experience that starts with Leadership Orlando. Speakers offer insights into the practices that have helped them achieve success in their fields, define the leadership lessons taught in their segments of the community, and offer suggestions on strategies that attendees can use to become better leaders.

March 7, 2007

Leadership in Crisis

Special Guest: Mark McHugh, President & CEO, Gatorland

After hearing Gatorland President and CEO, Mark McHugh, speak with Chamber President Jacob V. Stuart at last week’s Listening to Leaders program about how he and his staff handled the disastrous fire at the nearly fifty year old attraction last November, it was clear why Gatorland is such a successful family operation.

Click here for photos from this event.

McHugh, who describes himself as a “Texas boy,” emphasized that his main priority is family, even in his workplace. He proved this on the day after the fire when he called a staff meeting to reassure the Gatorland family that his first priority was the employees. He promised that their jobs were not in jeopardy because of the disaster, and he kept his promise. With a positive attitude and a focus on teamwork, McHugh lead his staff in rebuilding the damaged park, which reopened the week of Thanksgiving. McHugh explained, “I never had a thought in my mind that we weren’t going to bounce back from this.” During the rebuilding process, he also experienced something that he described as “incredibly humbling” – an outpouring of community support.

McHugh expressed his sincere appreciation toward Orlando’s community leaders who offered an immense amount of support during this difficult time for Gatorland. McHugh especially praised the “brave women and men of the Orange County Fire Department that saved our business.” True to his community and family values, McHugh reacted to this community outreach by reciprocating the support and donating all the proceeds of the first day of Gatorland’s reopening to the Children’s Burn Foundation of Florida, a charity which the Orange County Fire Department endorses.

His community involvement and management efforts run much deeper than Gatorland, serving as the current Chairman of the Orlando/Orange County Convention & Visitors Bureau. In recent months, it seems he had to put out some fires there as well, figuratively speaking. With the retirement of Bill Peeper, long-time President of Orlando’s CVB, McHugh was responsible for leading a national search for a new President, during the same time frame that Gatorland was recovering from the fire. “Luckily,” McHugh stated, “we were able were able to find someone living in the Orlando area . . . and he [Gary Sain, current President of the Orlando CVB] was our first choice by a broad margin.” Luck does not adequately describe McHugh’s accomplishments. He has repeatedly proven that diligence and perseverance are the keys to success, especially when dealing with any sort of crisis.

When asked what he perceives is the greatest challenge for Gatorland, McHugh replied “to maintain that little oasis of natural Florida that we have become.” On a larger scale, McHugh commented that the region’s largest challenge is to manage growth and to create and preserve Central Florida’s quality-of-life. Furthermore, he maintains that the most important thing that community leaders must do to overcome these challenges is to “get engaged.” Through his proactive crisis management and community involvement initiatives, Mark McHugh serves as a model for engaged community leaders. Hopefully, as he continues his leadership journey, he will be able to enjoy his successes without having to walk through more fire.

As an added bonus, guests in attendance at Listening to Leaders on March 7, 2007, enjoyed a unique welcome by “Izzie Real,” one of Gatorland’s American Alligators and a Moluccan Cockatoo named “Holly.” Tim Williams, Director of Media Productions for Gatorland, also known as the “Dean of Gator Wrestling,” treated these animals like he would his own children. He even shared his cup of coffee with Holly, while he spoke to guests about these magnificent creatures. Not only did Tim share his admiration of Izzie and Holly with guests, he also praised his employer and friend, Mark McHugh.

Written by Daniela Blanchet

May 9, 2007

Leaders “Hang Ten!”

Featuring: William H. Bieberbach Ron Jon Surf Shop

As an eight year old who’s first job was as a golf caddy in Marblehead, Massachusetts, Bill Bieberbach has since accumulated a wide range of professional experiences across the country and around the globe. Now serving as the Vice President of Corporate Development for Ron Jon Surf Shop in Cocoa Beach, he is committed to our community and the Central Florida region.

Bill Bieberbach (left) poses with ORCC President Jacob Stuart. Click here for photos from this event.

Over 150 business and community leaders, including the members of Leadership Orlando Class 72, attended the Listening to Leaders program on Wednesday morning. Also in the audience were a number of notable business leaders and colleagues of our special guest including former Disney executive Dick Nunis, recently retired CVB President Bill Peeper, Hubbs Sea World Research Institute’s Duane E. De Freese, Ph.D. and Rollins College President Lewis M. Duncan, Ph.D.

After providing a brief summary of the Ron Jon story, he related how he and Ed Moriarity (another Disney colleague) accepted a one-year stint at Ron Jon’s that has lasted ten years. Company founder, Ron DiMenna, charged them with growing the company and then let them do it. Now 500 employees strong in four states (California, New Jersey, South Carolina and Florida), Ron Jon’s premier location in Cocoa Beach operates 24/7/365. When asked how that decision came about, Bieberach said that beginning in 1990, staff would be cleaning the store at night and people would be knocking on the door to take a look around. And, with the influx of “Spring Breakers” they decided to go to a 24-hour operation.

As a youngster, his family moved to the Pompano Beach/Ft. Lauderdale area where he attended high school. Not the best of students, he said he graduated “Magna Cum Lousy” and headed into military service with the U. S. Navy. He later earned his B.A. degree in Physics and his MBA at Rollins College, the place he calls his launch pad for life.

Having set a goal for a career with Xerox Corporation, a friend suggested he interview with Walt Disney World where he ultimately worked for, and learned a lot from, his friend and mentor, Dick Nunis. Five years later, he accepted an offer from Taft Broadcasting Company to work in its Amusement Park Group where he honed his craft as an independent consultant with other theme parks and tourist destinations around the world.

Bieberbach is an advocate for regionalism stemming from his early involvement with the East Central Florida Regional Planning Council thirty-five years ago. He believes that we can achieve much more by working together as one region. That is one reason he helped to champion the Florida Legislature’s renaming of the Bee Line to the Beach Line reflecting Orange County’s connection to Brevard County’s beaches.

He also advocates Brevard County’s Strategic Marketing Plan which includes sixty-three items for improvement. “Granted,” he said, “we’re only on number three now!” The Plan includes a comprehensive signage program that, along with the Florida Department of Transportation and the Expressway Authority, will make our region better “hosts” for the millions of travelers who are on our roads each year. He has seen, first hand, what can happen to a community that does not pay attention to its visitors, making them feel welcomed throughout the community. He cited the fact that in the 1950s, Miami Beach was a tourist mecca. Industry leaders became complacent in providing guest hospitality and this disservice to visitors provided a hard lesson not to take those guests for granted.

The Ron Jon brand is known worldwide. Billboards showcasing wholesome, active lifestyles provide 550 million impressions a year. “As they say, a photo is worth a thousand words. Billboards are our mainstay in merchandising the Ron Jon brand,” he said. A unique branding campaign by the local Chrysler dealership showcased the brand on 1,000 Custom PT Cruisers in Florida that included a $2.5 million advertising campaign. Community partnerships like that are invaluable!

Today’s technology tools are important as well. The Ron Jon website provides an online store, as well as a live web cam featuring Sebastian Inlet, complimenting the brick and mortar store that is the 7th highest visitor attraction, without a gate, in the state of Florida. When asked how unpredictable storms on the coast affect business, Bieberbach responded that surfers make up about 10% of their market. More than likely, when the forecast predicts 3-4 feet and glassy, the larger problem is that their employees will be out on the water.

His greatest professional achievement? Building the Ron Jon organization with a terrific Board of Directors, great employees and expanded leadership in the Brevard County community. On the personal side, he is most proud of the financial contribution he made to his alma mater, Rollins College, in the name of his parents, leaving a lasting legacy to the institution that helped to shape his career.

Ron Jon’s corporate philosophy supports giving back to the community and is encouraged at many levels through payroll deduction to United Way or volunteer service to local United Way agencies. Instilling a sense of community service is important to the Ron Jon’s team. “Leadership is about giving back to the community either through a leadership or support role,” he said. In addition to serving as a Rollins College Trustee, he also is a Trustee with the Hubbs-Sea World Research Institute and is a member of the Board of Directors for Florida’s Blood Centers.

In the business setting, he believes that the core value of trust and ethics is most important. In building his team at Ron Jon’s, he “works hard at being quiet.” He encourages his young people to provide input and to take advantage of its inclusive platform for learning and sharing.

July 24, 2007

Southern Hospitality & Leadership

Have you been on the Sonny’s website lately? It sizzles – and that’s no joke! You can really hear it sizzle!! And you can almost smell the wood smoke. Check it out - www.SonnysBBQ.com. Guests at the Listening to Leaders program last week were treated to the business side of Sonny’s Bar-B-Q with CEO, Robert N. “Bob” Yarmuth. Not one member of the audience could admit that they hadn’t enjoyed the down-home cooking at Sonny’s.

Mr. Yarmuth first shared the scale and the scope of this Florida success story. With 146 stores in nine Southeastern states, generating $300 million in sales, Sonny’s Bar-B-Q employs 45 team members in the corporate office in Maitland and nearly 8,000 throughout the entire system. Founded in 1968 in Gainesville, Florida by Sonny Tillman, Sonny’s was acquired by Bob Yarmuth and his cousin, Jeff Yarmuth, in 1991. Sonny’s was the recipient of the Best Bar-B-Q in the South for the third consecutive year in 2004 by Southern Living’s Readers Choice Award. The restaurant will celebrate its 40th Anniversary in 2008.

Bob Yarmuth speaks at the Listening to Leaders breakfast forum. Click here for more photos.

When asked how he got into the barbecue restaurant business, Yarmuth related that after earning his law degree at Boston College and the University of Louisville, and “not immediately being appointed to the Supreme Court,” he applied his early business experience to several restaurant ventures that included Victoria Station and Mr. Gatti’s Pizza. He relocated to Florida in 1978 and met Sonny Tillman two years later, acquiring his first Sonny’s franchise on Oak Ridge Road (now on South Orange Blossom Trail).

“In the restaurant industry, you have to listen to people. When talking to team members and to our guests, one begins to understand that the restaurant business changes every day,” he said. People today want healthier menu options. We have tried to provide that with our new salads and trans-fat free cooking.

Sonny’s has been famous from the beginning with the various “all you can eat” promotions. When asked about the success of Sonny’s “all you can eat” offerings, Yarmuth explained that those offers have helped make Sonny’s one of the most popular barbecue chains in the country. "As a matter of fact, our current offer includes our “No Limit Days,” all you can eat, ribs, pork, chicken or whatever meat the guest chooses."

"The single most important value proposition for Sonny’s is the 'experience' for the guest. Sonny’s Signature Hospitality plays a large role in the guest experience by trying to anticipate and exceed our guest’s needs. A comfortable atmosphere, clean bathrooms and floors, background music – today, everyone is “plugged in” whether to their I-pods or their cell phones, so the right music adds to the dining pleasure."

Besides Sonny’s, of course, his favorite restaurant? Enzos. Located across the lake from his first home in Longwood, he and his family still enjoy the fare there.

Yarmuth’s commitment to the community and our region is strong. He grew up learning that giving back to the community is paramount. Helping to grow your community benefits your business. He believes in community engagement, turning intent into action – “the more I give, the better the business does. Central Florida should not take itself for granted. We need to keep in mind those who will be here in fifty years, long after many of us are gone. While I may not go to the ballet, attend sporting events or concerts, I want to support these activities and venues in our community,” he said.

His comments supported a brief message made by Orlando Mayor Buddy Dyer who stopped by early in the program to encourage those present to celebrate the City Council’s affirmative vote in support of the proposed Community Venues package. Dyer encouraged those in attendance to call their County Commissioners to encourage that they take a similar courageous stand at their meeting on Thursday, July 26.

When asked what leaders in our community should value, Yarmuth said, “no matter your product or skill, success comes as a result of good people and great execution.” He quoted Howard Schultz, the CEO of Starbucks, who said, we’re not in the coffee business to serve people, we’re in the people business to serve coffee.

Yarmuth said that he has made every mistake in the book, but what he has learned is that it’s his job to remove roadblocks so that his team members can succeed. “People want to maximize their skills, so don’t spread them too thin or ask them to do more than they can handle. Employees want to do well, so put them in an environment that will allow them to shine.”

September 14 , 2007

F. Philip Handy Featured at Listening to Leaders

When you talk about education, it’s always good to have young people in the room. And when our special guest is the former chairman of the Florida Board of Education, you have a pipeline directly to today’s consumers of the state’s public education system. F. Philip Handy engaged not only the business and community leaders in attendance at last week’s Listening to Leaders program, but also forty IT and Finance Magnet students from Jones High School.

Click here for more photos.

Often referred to as a Renaissance man, Handy shared how education became such a personal priority for him. His working class parents encouraged him, always, to reach to the highest level. After applying to many colleges, he took a year to travel to England on a fellowship and he believes that had a significant impact on the course of his life. He remembers, in particular, a train ride during which he realized how very lucky he was to have the opportunities afforded to him and committed himself to giving back, in turn, through service to his community.

When asked about his first paying job, he said that other than a paper route, he worked as a bagger at the local A&P. He also stocked shelves and was required to join the union. Those earnings, in fact, helped fund his trip to England after high school.

He encouraged the students in the audience to take advantage of opportunities that come their way and, if possible, to “get outside of America” and have the experience of fellowship with others in the world. Then when you look back at the United States, you will realize what we enjoy as Americans and work hard to protect it. When he was in England, the debate society discussed the concept that America was a larger threat to world peace than Russia. “Something like that really changes your perspective,” he said. “I also realized that one’s background doesn’t necessarily ensure success, but hard work does.” This concept of meritocracy has ultimately guided the decisions he has made throughout his life.

Coming to Florida as a 32-year old bank president set him on his leadership path in public service. He believes that opportunities in Central Florida are vast and vital. “Ideas run the world, not money,” he said. And with an outstanding University, Research Park, new medical school and many new related developments underway, we are in a hot spot for innovation and creativity. “Because our region is so young, change is easy and the vitality of change provides a solid platform for business.”

Handy’s entrance into the political arena began when he served as state finance chairman for Republican gubernatorial candidate Bobby Martinez in 1986 where he witnessed the power and influence of politics. He helped Governor Martinez put together his administration, which included new Secretary of Commerce, Jeb Bush.

In 1993, he spent a year and a half of his life, guiding a campaign for term limits in Florida. He saw a need for change because 99% of incumbents at that time won reelection, and he believed that more people could and would serve their state. The referendum passed with 77% of the vote, the largest majority for a referendum in state history.

In 1994, he again took a leadership role in politics, but this time as Campaign Chairman for Jeb Bush. They may have sabotaged the campaign by their “hard-edged” notion of “blowing up the Department of Education.” Voters realized that they were too young and just not ready. “The voters were right,” he said.

In 1998, Jeb Bush ran again and this time, he won. Phil Handy was there and helped to overhaul the state hierarchy. Coincidentally, Florida voters passed a referendum to change the Governor’s Cabinet from 7 members to 4, and created a State Board of Education, which would change the governance of education in Florida. This time, Handy took a leadership role in creating a new blueprint for education when Governor Bush appointed him as its Inaugural Chairman.

They shown a spotlight on education by simply changing an existing school grading program that evaluated school performance on a 1 – 5 scale to one that used the same letter grades on every child’s report card, A – F. The shifted its criteria by overweighting the bottom 25%, and elevated the focus on math and science. With 53% of the state budget dedicated to education ($40 billion), accountability was brought to the forefront.

When asked where he thinks Florida is headed, he responded that we are a community of city states – Jacksonville, Miami, Tampa, Pensacola, Orlando – and that’s not working. “We need to think and act as a state,” he said. “We need to celebrate our extraordinary diversity, by valuing inclusion and diversity of ideas and cultures. And, we must not give up. We must pay attention and hold school systems, our state and ourselves accountable.”

As far as the upcoming Presidential Primary on January 29 and the proposed property tax reform issue, he said tax relief will change the dynamics of our state. Citizens should look at the impact of the proposed reform on their own lives. It is a very complicated issue, but he is confident that voters who take the time to study and evaluate the issue will ultimately make the right decision

January 11, 2006

Fully Engaged Leadership: Energy Management. Extraordinary Performance. Exceptional Lives.

Special Guest Jim Loehr, Ed.D., Chairman and CEO, LGE Performance Systems, Inc.

Extraordinary is the best description for the first program in the 2006 Listening to Leaders Series with Special Guest, Dr. Jim Loehr, Chairman, CEO and co-founder of the Human Performance Institute (formerly LGE Performance Systems, Inc.)

Jim Loehr (r) fields questions from ORCC President Jacob Stuart. Click here for photos from this event.

With its corporate headquarters and world-class training center located in Orlando, the Institute has established a revolutionary new category of performance training: energy management. Managing energy, not time, is the key to maximizing individual and organizational performance. The Energy for Performance™ training solutions range from executive training programs and on-site corporate training to keynote presentations.

Earning a masters and doctorate in psychology, Loehr felt drawn to working with “broken people” through in- and out-patient facilities in Colorado. Quite by accident, he was approached by professional coaches in the Denver area to assist with the performance problems of athletes, thus evolving his career into that of sports physiologist.

After significant success in helping athletes to attain what he refers to as their Ideal Performance State, and because Denver’s altitude and climate are not the most conducive for a variety of sports year-round, he made the decision to relocate his organization to Florida. Initially settling in Tampa, he soon discovered that “all roads lead to Orlando.” Additionally, his client list of professional sports figures required easy access to his training center through a world-class international airport. Lake Nona soon became home to Dr. Loehr and his team of professionals.

After working for 15 years with professional athletes (16 of whom were number one in their fields), he was asked to adapt his energy management system for an elite terrorist team at the FBI headquarters in Quantico, Virginia. This experience showed him that those same techniques could be applied to industries outside of sports including business professionals as well.

The high performance systems developed by Loehr are grounded in the human physiology of Mind, Body, Spirit and Emotion. His powerful vocabulary of rhythm, reflection, renewal, recovery and rituals, are the essence of his engagement ideals. In the business setting, he is convinced that deeply held values and beliefs, of the employee and the organization, drive the energy from which engagement is built.

Athletes in training focus on different elements of performance, and then make time for rest and recovery. Loehr believes that business leaders, too, must build time into their daily schedules with breaks every 90 to 120 minutes to reflect and re-energize. By constantly refreshing ourselves throughout the day, we will not arrive home drained and disengaged from our families and friends.

A number one best selling author and television guest personality on all the major news networks as well as the Oprah Winfrey Show, Dr. Loehr’s client list reads like a Who’s Who of the rich and famous. When asked who he believes best exemplifies the concept of total engagement, he cited Rollins College graduate, Fred Rogers of Mr. Rogers’ Neighborhood. Dedicated to help children believe in their own personal value, Rogers was the antithesis of multi-tasking – somewhat of a dirty word in his organization. Video clips of Fred Rogers are used at his training center as an example of “The Power of Full Engagement,” Loehr’s recent #1 bestseller.

On the other end of the spectrum, he cited the power and performance of his newest client, 16-year-old golf phenom, Michelle Wie, the center of attention at the Sony Open in Hawaii. When he asked her what she hopes to accomplish, Wie replied that she wants to make a statement for women around the world that the boundaries they face in life are mostly self-imposed. Women today can achieve anything they desire. This from a young woman who has driven a golf ball 395 yards in competition, made par at the age of ten, and shot a 64 at the age of eleven. What impressed Loehr even more about Wie is that the first decision she made as a professional was to write a check for $500,000 to Hurricane Katrina Relief.

She certainly is an extraordinary individual . . . and, in our opinion, so is Jim Loehr!

For more on the Human Performance Institute, visit www.energyforperformance.com.

March 8, 2006

The Business of Faith-Based Leadership

Central Florida and California have a lot more in common than phenomenal growth, the entertainment industry and the weather. Many of us would not expect a connection centered on worldwide Christian ministries. But, right here in the heart of our region, two colossal faith-based organizations have called Central Florida home for more than a decade.

(l-r) Robert M. Creson and Stephen B. Douglas Click here to view more photos from this event.

In the 1990s, Campus Crusade for Christ, International and Wycliffe Bible Translators, USA, chose Orlando as the home for their international headquarters operations. Responding to limited room for expansion, escalating living costs for their employees and operational costs for their businesses in California, they settled on a joint campus in southeast Orlando. With close proximity to Orlando’s world-class airport, welcoming community leadership and a desirable quality of life, it was a “no brainer” to relocate to one of the most recognized cities in the world.

Stephen B. Douglass, President of Campus Crusade for Christ, International was personally selected by ministry founder, Dr. Bill Bright, in July 2001 to succeed him in his global mission. With nearly forty years of service to Campus Crusade, he previously served as executive vice president and director of U. S. Ministries. Mr. Douglass is a graduate of MIT with a B. S. degree in electrical engineering and earned his Masters degree in business administration from Harvard Business School in the top 2 percent of his class. He is a frequent evangelistic speaker, Bible teacher and author of several books.

Robert M. Creson is president and chief executive officer of Wycliffe Bible Translators, USA. Wycliffe is dedicated to seeing the Bible translated into every language of the world and is currently participating in 1,400 translation projects in more than 70 countries. Mr. Creson has 20-year history with Wycliffe that began after he graduated from Pepperdine University in 1975.

These two very engaging gentlemen quite literally “practice what they preach.” Their faith in God permeates everything that they do and certainly guides them in leading their organizations. When asked how he came to be affiliated with Christian ministry, Douglass acknowledged, “Ministry isn’t a typical professional placement out of Harvard and MIT.” He admitted that his social life at the time included “Tuesday nights at Campus Crusade gatherings” where he began to notice changes in his life purpose. He now leads 25,000 staff and thousands of volunteers in 190 countries bringing the Lord to His people.

One outreach, The Jesus Film, has been produced in 900 languages. Comparing notes with the Disney Company’s Al Weiss, he learned that its successful film, The Lion King, has 125 translations. Campus Crusade’s reach extends to inner cities, executive programs, family life ministries and more providing one billion exposures to the Gospel annually.

Mr. Creson’s organization partners with Campus Crusade on The Jesus Film providing translation of the Gospel of Luke. With over 6,900 known languages around the world, Wycliffe’s Vision 2025 program is working to meet the need for 2,529 more Bible translations. He noted that technology has had a positive impact on the pace of translation services. In particular, he mentioned the Adaptive computer software developed by his team that can compare two closely related languages and process “predictive” language translations enabling them to get the Bible to groups six time faster than was previously possible.

Both special guests were asked to share their thoughts on particular leadership skills that have served them well. Mr. Douglass indicated that visible modeling on the performance of essential tasks from the CEO on down is critical. Additionally, he said it is very important to maintain a clear focus on the future direction of the organization, as well as nurturing a high level of motivation for all staff and volunteers.

Credited with spearheading significant improvement for his organization, Mr. Creson stated, “Vision is a powerful motivator. Little things make a big difference.” As a youngster of 10 or 12 years of age, he worked for his father raking an open lot where company trucks often parked. His magnetic rake picked up nails and tacks that could have punctured the trucks’ tires. His father taught him that “he was making a difference.”

That one-on-one difference is evident in the community service that employees of both Wycliffe Bible Translators and Campus Crusade provide in Central Florida. Working with local churches, the YMCA, schools, and soccer and baseball teams provides a connection to the community that makes us all stronger. The Campus Crusade staff alone has tracked over 100,000 service hours.

In closing the Listening to Leaders program, it was noted that their California experiences could provide Central Florida with some lessons learned. Douglass cautioned that growing communities could become unfriendly for business growth making it more difficult to obtain necessary space, permitting, and ease of function and flexibility. Creson’s concerns for the future of our region include expanding infrastructure needs and improved public education. “Central Florida has a lot going for it, including a ‘climate’ where spiritual endeavors can grow and flourish.”

May 10, 2006

The Lens of Leadership

Special Guest Bill Bachmann, Photographer

When ABC News used the phrase “Spanning the Globe” to introduce its Wide World of Sports series, it could have also been referring to Listening to Leaders Special Guest, Bill Bachmann. He’s not only circled the globe, he’s photographed it and has shared with us some of the world’s most recognized treasures and its people – most of which we will never have the opportunity to see in person.

Photographer Bill Bachmann shares his art with the Listening to Leaders audience. Click here to view more photos from this event.

On a special assignment for Kodak, Bachmann traveled 214,000 miles (more than eight times around the world) over two years to capture the world’s monuments on Kodak film. His travel, in partnership with Hilton and Marriott hotels, was also fraught with appendicitis, food poisoning, earthquakes, plane crashes, being shot at, and much more. All for the “rights” of Kodak to boast, “Bill Bachmann uses our film.”

Locals may not realize that they have, most likely, seen Bachmann’s work many times. He is recognized as one of the top five “stock” photographers in the world with his photographs appearing on billboards, television, fashion spreads, brochures, record covers and the web.

Bachmann shared that his mother put his first Brownie camera in his hands at the age of four. A driven career woman before it was fashionable, she worked in the world of syndicated news and photography in local media outlets, and she encouraged him to just “shoot” and to not be concerned about making mistakes. At 17 years old, while taking photography classes in high school, the City of Pittsburgh selected and used his photo of the city. He was hooked as a professional photographer!

As a result of his world travels, he has visited 170 countries, but noted that since the September 11 attacks, much has changed. On a recent trip to Morocco, he was not given the types of access to locations or people that he had enjoyed there previously simply because he was looked upon as a Westerner.

Over the course of his thirty-year career, the technology has changed as well. Digital photography has made the mechanics of his work easier without having to worry about airport x-ray machines ruining film, transporting large amounts of supplies, etc. He also voiced a concern that those same technology advances will jeopardize the “shelf life” of digital images as the technology used to store and view them continues to change. As an example, how many of us can actually listen to our old eight-track music? The hardware no longer accommodates the 60s and 70s recordings.

Bachmann related a story about a crazy idea he had many years ago to convert his most unusual photos into Christmas cards. Although he sometimes regrets starting this tradition, those on his list can’t wait to see what shows up next. One of the most recent was of Bachmann and a group of 28 people (other photographers and associates) in China on the Great Wall arranged as the letters BTO – Bachmann Tour Overdrive.

His favorite places in the world? San Torini, Greece, Bora Bora, and St. Petersburgh, Russia. His favorite or most lucrative shot? “Paris at 100 mph” has earned $350,000 in reuse fees. To get the shot, Bachmann stood in the middle of the Champs Elysées with Parisian traffic speeding by on every side. Although he has tried to replicate it many times, he has never been able to recapture that same moment in time.

As a special treat, members of the Listening to Leaders audience received a copy of his recent book, “Send Me Anywhere” which features photographs from around the world and a cover shot of Bachmann in a field of penguins in Antarctica. Who takes the great photos of Bachmann? Typically, he uses a tri-pod and the timer on his camera to capture the shot.

With world travel so much a part of his life, Bachmann was asked how he is able to achieve balance in his family life. Obviously proud of his relationship with his stepsons, Bachmann said he takes the family with him when he can, encouraging his young men to find their own passion and go for it!

For young people thinking of making their career in photography, he advised that they should first do what they love to do, and should not pattern themselves after someone else’s style. Make it your own and, if you’re good, the market for your work will come.

When asked to compare Central Florida with all of the places he’s traveled, Bachmann said, “Orlando is the place where I chose to live and operate my business. It’s a wonderful place to live.” What a remarkable ambassador for our region!

For more information, visit http://www.billbachmann.com/

Wednesday, July 19, 2006

Leadership – On and Off The Court

Guests Speaker:
Otis Smith

Engaging, charming and genuine describe Listening to Leaders featured guest, Otis Smith, the new General Manager for the Orlando Magic. Adjectives that describe many sports superstars seen in the news today were certainly not evident at the morning program at the Orlando Museum of Art last week. No head butts, flagrant fouls or taunting there!

Orlando Magic General Manager Otis Smith meets with members of the Listening to Leaders audience. Click here to view more photos from this event.

This down-to-earth, personable gentleman captured his audience early and left them hoping for more. Raised in Jacksonville as one of ten children, Smith learned early on the importance of building relationships. Learning from the mistakes of the siblings who went before him, by the time his opportunities came along as the eighth in line, he says he was already “scared straight.”

Smith credits his work ethic to watching his mom raise five boys and five girls, working from dawn to dusk much like his father. Older brothers and sisters were surrogate parents at times, taking care of each other and watching out for each other – teamwork! Growing up tough and poor, the Smiths didn’t know they were poor and he credits his mom. “We didn’t know what we didn’t have.”

Playing a variety of sports from an early age, he really played for the fun of it and to have something to do. He didn’t have that gleam in his eye that we see in many kids today of being the next Michael Jordan or Shaquille O’Neal. He actually wanted to be a firefighter. Smith looked at sports as a way to get to college and he proudly shared that seven of his siblings are college graduates. He approaches his life today in much the same way. You need to have fun and enjoy every day.

In 1982, as the #1 high school athlete in Florida, he was being recruited by just about every college in the nation. He made the decision though to stay close to home because his mom was sick with cancer and family is so important to him, narrowing the field to all Florida schools as well as Georgia and Georgia Tech. Ultimately, he chose Jacksonville University in part because of the kind of man that JU coach Bob Wenzel was and what he could teach Smith.

Drafted by the NBA Denver Nuggets, he was playing about 15-20 minutes per game and longed to return to the southeast. When the NBA entered Central Florida with the Orlando Magic, he was thrilled that he was selected for the inaugural team. When asked whether he ever dreamed as a player that he would one day become general manager, Smith replied that pro basketball provides great opportunities to learn and prepare. Practicing 2 1⁄2 hours a day, there was ample time to explore the front office side of the business with great people like Pat Williams and Cari Coats. He also served as the player representative for the Orlando Magic Youth Foundation, which gave him a peek at the importance of community building. He was just 28 when he left the court, leaving plenty of time for his career in management.

Smith’s passion, though, is reading – reading anything and everything. He encourages his teammates both on and off the court to read whatever they can get their hands on and often provides them with books on the team plane or in the off-season. Whether they actually read them or not, Smith hopes that someone in their household will. And, it’s okay with him if Dwight Howard is reading the National Enquirer – at least he’s reading something! Reading helps you educate yourself and form your own opinions about the world and your place in it. He’s finding now that players want to talk with him now about what they’ve been reading. His most recent favorites are The Five Dysfunctions of a Team by Pat Lencioni and Season of Life by Jeffrey Marx.

Smith acknowledged that it is hard for him to talk about himself. He surrounds himself with good people, many of whom do his worrying for him. It’s a fraternity of sorts, developing relationships that encourage others to achieve greater than their potential. He takes a personal interest in them, and in turn, looks to them for guidance and support.

Team youngster, Jameer Nelson, has the ability to lead his team in more than basketball. “He’s like their mascot, pulling them together and bringing them along with his enthusiasm and enjoyment of the game,” said Smith. The energy at the end of last season has made the players “hungry” for more and Smith believes that Central Florida is in store for a great season in 2006-2007.

When asked about the Orange County Commission’s historic vote to increase the resort tax to partially fund public facilities and venues, Smith responded that funding for the Citrus Bowl, the arena and a performing arts center are crucial for the region. “The visionaries who initially established the resort tax in 1977 showed the courage of their convictions. In much the same way, we should thank the commissioners for taking such an important step toward the future so that these regional assets can continue to grow right along with Central Florida.”

Listening to Leaders is a series of breakfast forums that was first designed to continue the learning experience that started with Leadership Orlando. Speakers will offer insights into the practices that have helped them achieve success in their fields, define the leadership lessons taught in their segments of the community, and offer suggestions on strategies that attendees can use to become better leaders.

The Orlando Regional Chamber of Commerce is shaping our community’s future by focusing on what matters to the millions of people who call Central Florida home through unique initiatives like Extra Credit (Earned Income Tax Credit–EITC), myregion.org, Leadership Orlando, Small Business Chamber, Chamber Trustees and our Regional Board of Advisors.

Wednesday, September 13, 2006

Legislative Leadership

The Honorable Dean Cannon
Florida House of Representatives, District 35

Public Service has become a way of life for Dean Cannon, who was elected to the Florida Legislature in his first run for office in 2004. After only nine months in office as a freshman legislator, Representative Cannon was tapped as Speaker Designate for 2010, one of the three most powerful posts in the State - the Governor, President of the Senate and Speaker of the House - who set the legislative policy agenda and administer a $73 million state budget.

(l-r) ORCC President Jacob Stuart with The Honorable Dean Cannon. Click here to view more photos from this event.

When asked how such an important post that is certain to benefit Central Florida in the years ahead could come about so quickly to such a young legislator, Cannon explained that term limits contributed significantly to the selection. With only eight years of service available to legislators, it is important for freshman and sophomore legislators to organize quickly, earn the respect of their peers, and become adept at “politicking among politicians.” Even so, Cannon was very complimentary of the process as a respectful and honorable competition creating a great deal of harmony among those vying for the post and actually developing friendships among the competitors.

Cannon said the dream of public service was an idea that was born, died, and then later returned in a wonderful way. Service was an important family value instilled early on by his parents, an Air Force pilot and a public school psychologist. In 10th grade, a mentor in his hometown of Lakeland encouraged his participation in the YMCA Youth in Government Program in Tallahassee. That experience lit a flame for public service.

At the University of Florida, Cannon was involved in student government and served as Student Body President. That experience, which he likened to a contact sport, was sometimes even tougher than he has experienced in the state legislature. It was a great laboratory, however, where he learned the importance of being honorable in his work. Upon graduation, he remembered the advice of that same YMCA mentor who said that the danger of politics is that it can be so consumptive. His advice was that you should do something else professionally first before throwing your hat into the ring.

Cannon followed that advice working as an attorney with the law firm of Gray-Robinson while giving service to his community and getting his political feet wet working on political campaigns. His law firm, where he specializes in land use, local government law, and property rights matters, has been very supportive of his public service role realizing the value that his commitment, and their support of it, will benefit our region.

By comparison, as a young man, his first paying job in Lakeland was as a housewares salesman for Maas Brothers department store. Prior to that, he helped harvest a mustard crop on his grandfather’s farm in Hillsborough County. He soon realized that was a very tough way to make a living and committed himself to the importance of higher education.

Another early influencer in Representative Cannon’s life was his junior high school band director, Frank Howes. A tuba player, Cannon learned discipline, empathy, working for the greater good, and sacrificing for the unit’s success. When recent legislation was discussed to support education funding for the arts, Cannon was surprised and gratified to see Mr. Howes again, now lobbying in support of the legislation.

Dean Cannon is a family man and achieving balance among his professional, political and personal lives is crucial. Just seven weeks ago, he and his wife Ellen welcomed their third child to the family. His wife has never wavered in her support of his work and his employer, Charlie Gray of Gray-Robinson, emphasized that building your community is part of building your business. Cannon is most appreciative of the freedom and flexibility that it afforded to him by those so close to him.

On the horizon, Cannon shared his enthusiasm for the 100-year future of Florida. “Idearaisers” are being held across the state to identify 100 innovative ideas from Florida citizens. This dream of Florida Representative and incoming Speaker Marco Rubio is to concentrate on a long-term vision for our future, rather than concentrating only on the short-term controversies of today. The themes of healthcare, education, and the economy are similar throughout the state to ensure security and stability for our children. A book - 100 Innovative Ideas for Florida’s Future - will be published in November and will serve as the lodestar for making laws on a 50-year horizon. For Cannon, it is exciting to work with Speaker-Designate Rubio and Ray Sansom, Speaker Designate for 2008-2010.

Coincidentally, 2006 Florida House Speaker-Designate Marco Rubio (R-Miami) has accepted the Orlando Regional Chamber’s invitation to serve as the 2006 HobNob Grand Master of Ceremonies. He will also be the honoree at a private pre-HobNob reception at Baldwin Park. Rubio, only 35 years old, will be the first ever Cuban-American Speaker of the House. He has previously appeared at the Chamber’s Tallahassee Fly-Ins and is viewed by many as a potential future Florida Governor or U.S. Senator.

We are fortunate to have strong and committed leaders like these representing us in the State Capitol. Recent successes for our region include approval of the UCF Medical School, the transportation partnership between the State of Florida and CSX Railways for commuter rail in our region, the selection of Central Florida by the Burnham Institute, and the location of the VA Hospital in Orange County are all part of the collaborative effort by elected officials in Tallahassee, Orange County and the City of Orlando. The future looks bright for Central Florida and we thank Representative Cannon for his leadership in the legislature.

Wednesday, November 7, 2006

The Role of the Media in Shaping Community Conversation

Charlotte Hall
Editor, Orlando Sentinel

A standing-room-only crowd gathered at the John & Rita Lowndes Shakespeare Theatre on Thursday to hear Listening to Leaders Special Guest, Charlotte Hall, share her experiences in the newspaper industry, her insights on the recent election, and her thoughts on the role of the media in shaping community conversations.

ORCC President Jacob Stuart interviews Orlando Sentinel Senior Vice President and Editor Charlotte Hall during a Listening to Leaders session. Click here for more photos from this event.

As Editor of the Orlando Sentinel since 2004, Ms. Hall has gained traction as a well-respected media professional who has quickly engaged herself in the community and in the issues that confront our rapidly growing region. Earlier this year, she participated in the Central Florida Regional Leadership Academy presented by myregion.org, and that experience has contributed to a regular weekly section addressing regional growth. She built a demographics team at the newspaper that looks at race, aging, diversity and other issues that are influencing change in Central Florida.

Prior to coming to Orlando, Ms. Hall spent 22 years at Newsday, serving Long Island and part of New York City. Needless to say, the news on the morning of September 11, 2001, caused a mobilization of reporters rushing to the scene as well as the professionals flooding to the newsroom, all dedicated to a singular and very sensitive mission. “People didn’t want to go home. So many of the finance people who worked at the World Trade Center actually lived with us on Long Island, so we all “knew someone who knew someone who died that day,” said Hall. “As Newsday’s Editor, I understood our staff’s need to be working, but I also, at times, had to make them go home to be with their own families.”

Even without such catastrophes or even hurricanes like here in Florida, newsrooms can oftentimes be chaotic. Consider that newspapers and other media outlets produce a brand new product each and every day. One that is totally different, with new stories, headlines and photos that must be organized, edited, printed and distributed every 24 hours. It takes tremendous discipline, organization and teamwork by talented people and individualists who must participate in a free exchange of ideas. Newspaper work is a collaborative effort, and certainly not one of top-down management.

Early in her career, Hall cited her first boss, a crusty editor and former sportswriter, who said her first story on water quality was “upside down” and then proceeded to cut it apart and reorganize it over a lunch of gin gimlets and cigars, and her second editor who “saw things in her that she didn’t see in herself” telling her that she would be an editor some day. They invested themselves in her, instilling the belief that leaders should always work to replace themselves with talented newcomers that they mentor until it’s time to push them from the nest.

From her very first job of selling pots and pans at the age of 16 in a Washington, D. C. department store to working in Chicago in 1968 during the riots and Mayor Daly’s reign, Hall always felt destined to be a reporter. With strong family values and a “pioneer” mother who was educated, ambitious and dedicated to service in her church and her community, Charlotte learned that “there is nothing you can’t do.”

Reflecting on her early beginnings when there were no computers, Hall cited that her industry must grow and embrace change. With a mantel of credibility, balance, accuracy and values, the news industry must strive to deliver the news how people want it and when they want it, through different platforms whether that means a strong printed newspaper or via the web. Today, it must include a mix of products that are touching more lives than ever before.

Her biggest challenge? Leading these changes while adhering to strong journalistic values, operating more strategically, and understanding that communication is the key to successful change. The Tribune Company, the parent company to the Orlando Sentinel, is also considering significant changes that are contributing to a nerve-wracking undercurrent among its staff. Her job as editor is to diffuse fear and encourage her team to embrace the changes that may be on the horizon.