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VOLUME 18 · ISSUE 3
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executive editor Doug Meigs managing editor Daisy Hutzell-Rodman associate editor Tara Spencer editorial assistants Will Patterson Lindsay Wilson creative director Matt Wieczorek senior graphic designer Derek Joy graphic designer II Mady Besch graphic designer I Katiuska Nuñez contributors Keith Backsen Tamsen Butler Cole Epley Jason Fox Kirby Kaufman Beverly Kracher Howard K. Marcus Mandy Mowers Maggie O'Brien Karl Schaphorst Doug Schuring Kara Schweiss Scott Stewart Lauren Weivoda Andy Williams contributed photography Jeremey Wieczorek Keith Binder Scott Drickey Sarah Lemke contributing videographer Mark McGaugh
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B2B Magazine is published six times annually by Omaha Magazine, LTD, P.O. Box 461208, Omaha NE 680461208. Telephone: 402-884-2000; fax 402-884-2001. Subscription rates: $12.95 for 4 issues (one year), $19.95 for 8 issues (two years). Multiple subscriptions at different rates are available. No whole or part of the contents herein may be reproduced without prior written permission of B2B Omaha Magazine, excepting individually copyrighted articles and photographs. Unsolicited manuscripts are accepted, however no responsibility will be assumed for such solicitations.
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TABLE OF CONTENTS COVER
VIRTUALLY NECESSARY VIRTUAL REALITY NOW USED IN ARCHITECTURE/ENGINEERING FEATURES
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GOODBYE, GENE LEAHY MALL
HELLO, RIVERFRONT REVITALIZATION REDUX
CONTRACT WORKERS
GIG ECONOMY PROVIDES HELP AND HINDRANCES
DEPARTMENTS
32 LEADERS
18 ON THE RISE
38 IN THE OFFICE
ANDREW SALADINO
20 ROUNDTABLE
THREE EXECUTIVES, ONE INDUSTRY
PROTECTING VICTIMS, GUARDING AGAINST FUTURE ATTACKS
SPECIAL SECTION
06 AFTER HOURS B4B
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LARRY LUNDQUIST Over 16,000 TREES
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47 SALES INSIDER
48 OMAHA CVB
31 OFFICE FURNITURE
47 BRAND BRIEF
48 ETHICS
SUPPORTWORKS
SPONSORED CONTENT
COLUMNS
05 EDITOR’S LETTER DESIGN IS A TEAM EFFORT
ATTRACTING & RETAINING TALENT IN THE CONSTRUCTION INDUSTRY
HEIGHT-ADJUSTABLE DESKS ARE EASY TO LOVE
MOTIVATION FROM WITHIN
BEATING MARKETING FOMO
OMAHA IS 120 YEARS OLD (IN TOURISM YEARS)
DESIGNING ETHICAL GOVERNING BOARDS
04 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
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FROM THE EDITOR
DESIGN IS A TEAM EFFORT ow many magazines (outside of this one) do you read? I walk into the bookstore about once a month and look at the magazine racks. I’ve always enjoyed looking at the magazine section, and while certain magazines routinely grab my attention, new ones catch me each month by their cover designs. It is thanks to graphic artists that readers stop in their tracks and pick up a magazine, but even a simplistic-looking cover is far from that—in some cases, the simpler the cover, the harder to design. The cover you are viewing was created by senior graphic designer Derek Joy. He and I work closely on B2B—and I enjoy looking at how he inserts his colorful personality into the magazine.
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His work is often subtle. He came up with a great design element a couple of months ago—a diamond-shaped graphic that is placed near the page numbers and explains the department in a creative way, such as the crescent moon in the diamond on “After Hours.” And take another look at last year’s Best of B2B results in the March/April/May 2017 edition (visit readonlinenow.com to see the issue). That launching rocket ship you find throughout the list was due to Derek’s creativity. I also work with several other incredible artists. Creative director Matt Wieczorek’s appreciation of clean styles inspired the geometric, art-deco look for the annual Faces of Omaha, and graphic designer Mady Besch brought an element of surprise to the latest Family Guide with a cover made from felt, photographed by Bill Sitzmann. And Katiuska Nuñez produces stunning custom ads for our advertisers. I hope you enjoy reading about the design-inspired articles in this issue. B2B
Daisy Hutzell-Rodman is the managing editor of B2B, a publication of The University of Nebraska does not discriminate based on race, color, ethnicity, national origin, sex, pregnancy, sexual orientation, gender identity, religion, disability, age, genetic information, veteran status, marital status, and/or political affiliation in its programs, activities, or employment.
Omaha Magazine LTD. She can be reached at daisy@omahamagazine.com.
06 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
AFTER HOURS | STORY BY KARA SCHWEISS | PHOTO BY BILL SITZMANN
EXPANDING TIMES, EXPANDING HORIZONS MICHELLE SCHRAGE’S B4 (AND DURING, AND AFTER, HOURS) BUSINESS
OMAHAMAGAZINE.COM JUNE · JULY | 07
“I REALLY ENJOY B4B…IT’S NETWORKING THAT’S DONE IN A LOOSE FASHION VERSUS A VERY CANNED ENVIRONMENT. YOU MEET NEW OWNERS, AND MANAGERS, AND ENTREPRENEURS…YOU GET TO MEET THE KEY PLAYERS AND LEARN A LITTLE BIT ABOUT THEM AND THEIR BUSINESSES.” -CHRISTOPHER PFANSTIEL
etworking groups offer ideas and kindle relationships, but they also have drawbacks. “John” only sees the same people at his networking luncheon. “Bill” might desire to join the coffee group, but he needs to open his store by 8 a.m. And “Jane” doesn’t have $200, let alone $1,000, just to come once or twice per year. Michelle Schrage and Jay Miralles can relate, which is why they started Business4Business Professional Society in 2014, using a different business model that includes a variety of networking events like morning coffees, afternoon luncheons, and evening gatherings. They have been a part of traditional networking groups, including some based on professions such as bankers, drywallers, or real estate agents. Schrage and Miralles decided to bring together connected, motivated, and forward-thinking people, regardless of profession. In the first couple of years, B4B’s leadership team and board were concerned that not having a regular, predictable meeting schedule might be making it difficult for businesspeople to connect and engage. It soon became evident that this strategy was actually advantageous. “We now embrace it,” Schrage says as the organization enters its fifth year and has hosted more than 100 events, or nearly two events per month. “Our members are busy professionals and we’ve found that they want access but not necessarily commitment…we have a core group of regulars but there are always new people from various walks of life and industries.” As a single mom to a 13-year-old son and a busy professional herself, Schrage understands firsthand how important flexibility is to today’s professionals.
The B4B founders discovered early that a lot of people did not want to pay a membership fee for a professional networking group. So, although a $249 one-year all-access pass allows unlimited entry to all events, attendees can also simply pay as they go on a per-event basis, Schrage says. Every event is self-contained and offers something different; i.e., in March, B4B was the first group to host an event on Blackstone Social’s new patio. “We maintain that our events are held at places that have a unique, interesting aspect to them whether they are brand-new, not accessible to most people, or not known to most people,” she adds. “It’s a great way to bring people together.” Event elements may include workshops, efforts to support nonprofits, gala-quality fundraisers, speakers, and behind-the-scenes tours in addition to face-to-face networking opportunities. Speakers have included Firespring CEO Jay Wilkinson, Peter Kiewit Foundation Executive Director Emerita Lyn Wallin Ziegenbein, and motivational speaker Ron ‘Gus’ Gustafson. “We’re constantly thinking, ‘what’s something new?’” Schrage says. “It gives us a lot of flexibility to keep our eyes and ears open to amazing people, amazing endeavors, and amazing companies we feel the community can benefit from knowing about.” B4B regular Christopher Pfanstiel, director of business development for Hustad Companies Inc., says B4B has presented opportunities to connect with new people and businesses, and even helped him gain a new client or two. “I really enjoy B4B…it’s networking that’s done in a loose fashion versus a very canned environment,” he says. “You meet new owners, and managers, and entrepreneurs…you get to meet the key players and learn a little bit about them and their businesses.”
“WHEN YOU GET TO SHARE SPACE WITH SOMEBODY, AND READ EACH OTHER’S BODY LANGUAGE, AND MAKE EYE CONTACT, AND EXCHANGE IDEAS THAT AREN’T NECESSARILY ELECTRONICALLY COMMUNICATED, YOU CREATE STRONG BONDS. I THINK PEOPLE ARE MISSING THE MARK IF THEY RELY TOO MUCH ON TECHNOLOGY.” -MICHELLE SCHRAGE B4B succeeds because developing a face-to-face rapport is still important and relevant in the age of electronic communications, Schrage says. “When you get to share space with somebody, and read each other’s body language, and make eye contact, and exchange ideas that aren’t necessarily electronically communicated, you create strong bonds,” she says. “I think people are missing the mark if they rely too much on technology.” B2B To find out more about upcoming events, visit b4bsociety.com.
08 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
FEATURE | STORY BY HOWARD K. MARCUS | PHOTOS BY BILL SITZMANN
VIRTUALLY NECESSARY VIRTUAL REALITY NOW USED IN ARCHITECTURE/ENGINEERING
Nathan Novak
OMAHAMAGAZINE.COM JUNE · JULY | 09
irtual reality has worked its way into daily life at some Omaha-area architecture/ engineering firms. Also known as VR, virtual reality is a computer-generated reality viewed through a headset that situates small video screens about an inch from each eye, yielding a three-dimensional effect. “You’re completely blocking out the real world and making the virtual world basically what you see,” says Nathan Novak, a systems administrator with Leo A Daly Co. Novak says his firm mainly uses VR for client presentations. Previously, presentations were accomplished using drawings. “Everything would be flat—two-dimensional—just lines everywhere,” Novak says. That method made it difficult for clients to visualize projects. A few years ago, Leo A Daly began using a building information modeling (BIM) program called Revit to produce three-dimensional representations of drawings. “Instead of just lines, you place walls, and then you can place textures on the walls,” Novak says. “So now you can actually see that there’s a wall here, and the wall is going to be blue. You can see that there’s a door here, and you can see what the door material is made out of.” BIM programs such as Revit help perform “clash detection”—ferreting out design problems prior to construction. “Once construction starts, any sort of change is much more expensive,” Novak says. Creating a VR environment from a Revit model requires an additional step. Raj Prasad, chief technology officer for HDR, says his firm uses Revit and similar tools to build 3-D models, then takes that information into products such as Unity (a gaming engine), Unreal Engine, or HTML5. “Some combination of those is what we use to take the model that’s generated from Revit to create the VR experience,” Prasad says.
In many industries, VR is a prototyping tool, and that’s also true in architecture and engineering. “The way we say it is, ‘We’d like to have our clients experience the end results before actually building it,” Prasad says. He says VR is catching on rapidly. “We are pretty actively leveraging virtual reality on our projects, in different phases.” Among those projects are bridges, transit centers, and hospitals. Novak says Leo A Daly has used virtual reality for pumphouse designs, water pumps, and piping, among other projects. “As long as we can build it within Revit, we can bring it over into virtual reality,” he says. “And we’re trying to expand it out even further into some of the other applications outside of Revit.” VR also can be used in the quality assurance [QA] process. “Did we model everything properly? Is there something that’s a mistake that we have to come back and fix?” Novak says. “The QA can be toward the end, but really we QA as we go.”
“YOU DON’T HAVE TO BE IN AN OFFICE TO HAVE A VIRTUAL REALITY EXPERIENCE. THERE’S WAYS YOU CAN EXPERIENCE THAT IN ANYBODY’S OFFICE, AND THAT’S REALLY THE PHILOSOPHY THAT WE’VE ADOPTED.“ -RAJ PRASAD Making it easy for customers to experience VR environments is another factor that firms consider. “You don’t have to be in an office to have a virtual reality experience. There’s ways you can experience that in anybody’s office, and that’s really the philosophy that we’ve adopted,” Prasad says. “We want to make sure that, if a client desires it and wants it, we can take it to them versus having them always having to come to us.” CONT. PAGE 10
10 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
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One option HDR has used is to provide clients with a Google Cardboard—a simple cardboard frame with lenses that can be used with a mobile phone to experience VR. “I’ll call that the lower-end VR experience,” Prasad says. Among higher-end headsets are the Oculus Rift and HTC Vive, both of which have been used by Omaha-area firms. Though use of VR is growing, it has limitations. “At this point, it doesn’t replace using your computer and Revit and that sort of thing to do our modeling,” Novak says. “I believe that’s something that will be coming in a few years, but it’s not possible yet. He says that, although available headsets are high definition, their resolution isn’t enough to replace computer monitors. “When you look through the headset at the display, most people are going to notice that you can actually see the individual pixels. That’s called the ‘screen-door effect,’” he says. The effect makes text very difficult to read.
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“I think we’re still a few years away from being able to switch from coming in, and sitting down at a desk, and looking at monitors all day to coming in, and putting on a headset, and going into VR, and doing your work,” Novak says. Does Novak think the use of VR will increase
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“Absolutely.” What does Prasad see as the future of VR? “The best way to answer that, is, think Star Trek or Star Wars.” Prasad noted that when Star Trek appeared in the mid-1960s, its technology seemed far-fetched. “People were like, ‘This stuff is hundreds of years down the road.’ And here we are,” he says. “This is reality.” Within the next five to 10 years, he foresees VR being used in all project phases, and as a way to keep workers safer by accomplishing some hazardous tasks virtually, such as bridge inspection.
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“If I’m looking out 10 [years] and then beyond, I would say we’re going down the path of holographs and holograms,” Prasad says. “Imagine, if you will, that you take a VR experience and send it directly to a 3-D printer.” Examples could include a bridge pylon or a wall in a water treatment plant. “Once the client and the chief engineer approve it, that goes to a 3-D printer. Now you’re taking modular development that—kind of like a Lego, almost—you can pull it all together. And hallelujah, you’ve got a bridge or a water-treatment plant.”
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12 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
FEATURE | STORY BY DOUG MEIGS | DRAWINGS PROVIDED
GOODBYE, GENE LEAHY MALL HELLO, RIVERFRONT REVITALIZATION REDUX t’s the end of the Gene Leahy Mall as we know it. And Omaha civic leaders feel fine, apparently. Representatives of Mayor Jean Stothert’s office and the Missouri Riverfront Revitalization Project declined to comment on specific plans for the mall when contacted by Omaha Magazine and B2B.
The Gene Leahy Mall is only one part of the latest riverfront revitalization plans. The mall (previously known as Central Park Mall) holds special historical significance for the city’s past half-century of riverfront redevelopment plans. Originally built in the 1970s, the mall was the first phase of Omaha’s effort to reinvigorate the urban core at a time when a legacy of heavy industry and lead-polluted land separated urban downtown from the Missouri River.
“The project team is in a critical review phase of the preliminary master plan, including a review of plan elements with study consultants in San Diego,” explained Stephanie Rittershaus of HDR in an email response to a media query submitted to the Missouri Riverfront Revitalization Project. “That will be followed by a full committee meeting in late April to review and approve the updated master plan. Until that process is complete, there isn’t a finalized plan to review.”
Fundamentally changing the Gene Leahy Mall’s riverine landscape would overhaul the most iconic backdrop to Omaha’s urban skyline. Likewise, a drastic reshaping of the Gene Leahy Mall could mean removal of the downtown park’s public slide that is a popular draw for families.
The Missouri Riverfront Revitalization Project is a public-private initiative working to revitalize the local riverfront in five zones: the Gene Leahy Mall, Heartland of America Park, and Lewis & Clark Landing in Omaha; and across the river along Council Bluffs’ riverfront (encompassing River’s Edge North and River’s Edge South). ConAgra’s campus is conspicuously absent from the declared scope of the comprehensive riverfront planning. At public consultation meetings for the Riverfront Revitalization Project, preliminary architectural drawings showed that the Gene Leahy Mall’s manmade river would be filled with land; development zones covered the new ground from the city’s main library eastward to the Heartland of America Park. Meanwhile, the W. Dale Clark Library (a post-war brutalist building of architectural significance that has been subject to speculative redevelopment interest for years) was labeled a “development opportunity.”
But the park’s overhaul could also make crossing from the Old Market to the Holland Performing Arts Center easier for pedestrians while invigorating the space with increased activities that spur other developments. Proposed activity zones in place of the current man-made river and landscaping may include an outdoor amphitheater, a dog park, botanical paths, restaurants, activity areas, and other open spaces.
The president of San Diego-based OJB Landscape Architecture, James Burnett, spoke about the proposed designs on Nov. 16, 2017, at the Riverfront Revitalization Project’s second public consultation presentation. “We think that by connecting the north and the south [lawns of the Gene Leahy Mall], we will have a lot more users in the park, a lot more eyes on the park, and a lot more events so that downtown could have a space where special events can occur,” Burnett said. The project is co-chaired by Ken Stinson of Peter Kiewit Sons Inc. and Mogens Bay of Valmont. Other members of the advisory committee include Omaha Mayor Jean Stothert, Council Bluffs Mayor Matt Walsh, Doug Bisson of HDR, Brook Bench with Omaha Parks, Michael Alley of Alley Poyner Macchietto Architecture, Gary Gates of Omaha Public Power District, Pete Tulipana of Iowa West Foundation, Mark Warner of ConAgra Brands, Rhonda Ferguson and Jack Koraleski of Union Pacific, and Jane Miller of Gallup. The project’s consultant team includes the firms OJB, Gensler, Biederman Redevelopment Ventures, Magnusson Klemencic Associates, Applied Ecological Services, The Concord Group, RSM Design, Lamp Rynearson, and HDR. CONT. PAGE 14
“WE THINK THAT BY CONNECTING THE NORTH AND THE SOUTH [LAWNS OF THE GENE LEAHY MALL], WE WILL HAVE A LOT MORE USERS IN THE PARK, A LOT MORE EYES ON THE PARK, AND A LOT MORE EVENTS SO THAT DOWNTOWN COULD HAVE A SPACE WHERE SPECIAL EVENTS CAN OCCUR.” -JAMES BURNETT
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Planning concept provided by Missouri Riverfront Revitalization Project
14 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
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At the first riverfront revitalization public meeting, held Sept. 11, 2017, project co-chair Ken Stinson explained that the public-private partnership is “a very collaborative process, and part of that is reaching out to stakeholders in the community to get feedback and input.” One person not approached was Gary Bowen, principal architect at Omaha-based BVH Architecture. Bowen had helped to design the Gene Leahy Mall during the 1970s with the city’s original plans for the land as civic leaders sought to revitalize Omaha’s struggling central business district. Bowen and BVH were also involved in a proposed redesign of the Gene Leahy Mall in 2012 that would have maintained many of the area’s most beloved features (such as the man-made river and public slide) while adding an additional pedestrian bridge at 11th Street and an outdoor amphitheater, and expanding activity spaces in ways similar to those outlined in the Riverfront Revitalization Project’s second public meeting/presentation.
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Early conceptual drawing by BVH
402.932.0514 | 5885 S. 118 Circle Omaha, NE | janiking.com “The DID [Downtown Improvement District] was the nonprofit organization driving that project,” says Holly Barrett, executive director of the Downtown Improvement District, referring to BVH’s proposal for updating the Gene Leahy Mall. “It was a beautiful little plan that included updates like improved lighting and access, a brand-new playground to go along with the restored slides and improved lagoon habitat. However, it has always been part of the big picture open space opportunities connected to the riverfront. Given the scope of that concept and the powerhouses behind it, it only made sense to turn our plans over to them and allow them to run with it. The riverfront group was able to take our idea and expand it more than several times what we could have done. We are wholeheartedly supporting their efforts and have been a welcome community member at all meetings every step of the way.”
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For the sake of public awareness of alternative proposals for updating the Gene Leahy Mall, B2B Omaha spoke with Bowen at BVH’s Omaha office. The following Q&A excerpts come from that interview. The full interview can be found online at omahamagazine.com. CONT. PAGE 16
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VOLUME 18 · ISSUE 3
Having worked in the original conceptual development of the Gene Leahy Mall, do you feel attachment to its place in downtown Omaha’s environment?
GARY BOWEN on THE GENE LEAHY MALL FROM PAGE 15 How did your work with the Gene Leahy Mall factor into early riverfront revitalization plans? There are a few of us that go back to the very beginning of what was called the Riverfront Redevelopment Era. I think it was in the late ’60s when the City Planning Department, [City Planning Director] Alden Aust mainly, formed a group of architects to put together a preliminary master plan, a guide, a dream for rejuvenating downtown Omaha—and it was labeled “Back to the River,” and the whole theme was linking the central business district to the riverfront. This architectural group developed a preliminary master plan, outlining a number of projects that were kind of blue-sky projects, like a stadium and so on. BVH was involved with this group of architects. Aust took the preliminary plan and went to the federal government and got a planning grant. Then, for the next step, they hired Lawrence Halprin’s office out of San Francisco, which was one of the premier landscape architectural design firms in the country at that time. So Lawrence Halprin came in, and these same five firms that did the initial grant proposal—Bahr, Vermeer & Haecker (BVH) with Hartman, Morford & Bowen; Leo A. Daly; Dana Larson Roubal (DLR), Henningson, Durham & Richardson (HDR), and Kirkham Michael and Associates—worked with Halprin’s office. Each firm was assigned a specific project to work on. One of those was a park, a mall. It was called the Central Park Mall at that time. We worked for two years together on that. Then in 1974, after that round of planning was done. The city said, OK, we’re now going to start building something, and the mall was the first development.
You’ve watched this riverfront issue come up over and over again as a longtime resident of Omaha. What’s your take on the recurring discussion of riverfront planning? To back up a bit, in the late ’60s early ’70s, downtown Omaha was on the skids. When Brandeis closed downtown, that’s when everything hit bottom. So, in retrospect, we can see the whole idea of regenerating the central business district has worked. The mall and the W. Dale Clark Library were the first projects that went into place. The idea was that if the city made a public commitment, that would stimulate private development. The whole idea worked wonderfully. If you look at where we are now, compared with where we were 50 years ago, it’s pretty amazing. But one of the biggest negatives of the city’s riverfront revitalization push was the loss of Jobbers Canyon. That was eight square blocks of warehouses. Had they escaped demolition, today they would have been renovated into condominiums and apartments, and the Old Market would have extended all the way to Eighth Street. Right now we are out of warehouses. There aren’t many left to renovate, and this whole movement to save old buildings and renovate them into businesses and condominiums has caught on fire. What’s happening now is infill projects, the gaps are being filled in.
Oh, being part of the creation of the mall was one of my career highlights. Right up there near the top. To help create a project that has had such a big impact and helped turn downtown Omaha around, I take pride in that. Cities are always evolving and changing, responding to different criteria and influences. I still think the mall is a valid part of downtown Omaha in its present location. Does it need to be revised and updated? Yes, but not with major surgical changes. Downtown Omaha still needs this linkage between the CBD and the river, and it still needs an open green space with activities. What do you think of flattening and paving the Gene Leahy Mall? I think that would be a major mistake. Parts of it could be paved, and that was part of our proposal that we did with the city and the Downtown Improvement District. In fact, in the first block, we proposed a level-paved plaza with fountains, gazebos, and a restroom pavilion. Part of that plan was to level the mound on the north side of the mall to create a large lawn where one could kick soccer balls around and play tag football. I don’t think filling it in is a good idea. Water is a magical attraction, especially in urban areas. It’s refreshing, and I think that aspect of the mall is important to keep. Part of the issue could be maintenance, realizing that the park is almost half-a-mile long. Six square blocks of lawn and trees take a lot of money for the city to maintain. I think that has been a challenge, so paving it and flattening it out could save a lot of maintenance money. But you get what you pay for. Should the mall be updated? Yes. That’s what we were trying to do, too. But to completely wipe it off the map and start over? I would have hoped Omaha had learned its lesson with Jobbers Canyon. Visit riverfrontrevitalization.com for more information about the Missouri Riverfront Revitalization Project. Visit bvh.com to learn more about the local architectural firm involved with the Gene Leahy Mall’s initial conceptualization and construction. B2B
OMAHAMAGAZINE.COM JUNE · JULY | 17
18 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
THE EXECUTIVE DIRECTOR OF THE OMAHA CREATIVE INSTITUTE FEELS PRIDE FOR HIS ADOPTED HOMETOWN, AND HE IS INVESTED IN UNIFYING, FOSTERING, AND GROWING OMAHA’S ARTISTIC COMMUNITY.
ON THE RISE | STORY BY SCOTT STEWART | PHOTO BY KEITH BINDER
SUSTAINABLE AND AUTHENTIC BUILDING OMAHA’S ARTISTIC COMMUNITY WITH LOVE ndrew Saladino could work anywhere in the United States, but he fell in love with, and in, Omaha. The executive director of the Omaha Creative Institute feels pride for his adopted hometown, and he is invested in unifying, fostering, and growing Omaha’s artistic community. OCI provides professional development, grants, connections, and advocacy for artists. The nonprofit operates out of a small office kitty-corner to the former Bohemian Cafe on 13th Street. The 29-year-old is not who you would typically imagine leading such an effort. Saladino grew up in Bedford, Massachusetts, a suburb of Boston.
After planning to be a musician, he caught the acting bug and ended up studying theater education at the University of New Hampshire. He landed an internship at The Rose between his junior and senior years, spending his time teaching children’s theater in Omaha.
The Rose invited him back for a yearlong fellowship program, and he was a teaching artist for another two years at the theater. He met his future wife, Omaha native Jennifer Ettinger, at The Rose after she was hired for the next fellowship.
“I taught all summer long,” Saladino says. “I basically didn’t leave the building.”
Saladino followed her to graduate school in New York City for almost two years, but being in such an “exhausting city” made him eager to get back to this “big and small” town.
“I WAS THE ONE PUSHING TO COME BACK TO OMAHA.THIS IS A GREAT CITY…I’VE NEVER BEEN IN A CITY THAT WAS SO ACTIVE IN MAKING ITSELF BETTER.” -ANDREW SALADINO
“I was the one pushing to come back to Omaha,” he says. “This is a great city…I’ve never been in a city that was so active in making itself better.” He was especially attracted to the up-and-coming arts scene, and enjoys spending time at the Bemis Center, KANEKO, the Old Market galleries, and Benson First Fridays.
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They moved back in 2015, and he worked at the American Red Cross before landing at OCI. Watie White, a local artist and OCI board member who was involved in Saladino’s hiring, says the institute needed someone young and talented, “eager for a place to not just call home but a place to really get to grow.” Saladino fit the bill. “He didn’t come in knowing everything,” White says. “He came in eager to learn everything.” Since taking over as executive director, Saladino has focused on growing OCI’s programs and the service it provides for artists working in the community. His primary work is long-term strategy, sustainability, fundraising, and the nonprofit’s finances. One area where Saladino has focused his efforts is growing OCI’s grant program, building off an initial grant funded by donations from an Omaha Gives! campaign to create an established program with funding committed to keep making awards. OCI currently has a twice-a-year grant cycle, giving four unrestricted artist grants of $3,500 each, with one earmarked for a working parent and one for a new American immigrant or refugee; two public project grants of $5,000 each; and $6,000 in emergency grants, given on an as-needed basis within 48 hours. Angie Seykora, an artist living and working in Omaha, received one of the 2018 unrestricted grants. She says that she used the money to pay for an assistant, an art history graduate who relocated from New York for a few months to gain experience in a studio environment.
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With the assistant’s help, Seykora says she was able to speed up production of her artwork and have more time to refine her pieces. “It is giving artists an opportunity to make their practice a little more sustainable,” Seykora says. “This grant program has allowed me to organically make my work.”
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Promoting more sustainable, authentic careers for working artists is what OCI seeks to do each day. Under Saladino’s leadership, the nonprofit will continue to value artists’ careers in Omaha and provide support for their contribution to the community’s culture. Visit omahacreativeinstitute.org for more information. B2B
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20 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
ROUNDTABLE | STORY BY DAISY HUTZELL-RODMAN | PHOTOGRAPHY CONTRIBUTED AND BY BILL SITZMANN
AROUND THE TABLE THREE EXECUTIVES, ONE INDUSTRY “CARING ABOUT OUR CLIENTS, OUR CLIENTS’ COMMUNITIES THEY SERVE, OUR TEAM, THE WORK WE PUT OUT—CARING IS THE ONLY REASON TO STAY AHEAD OF THE CURVE.” -DAVE NELSON
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n this new department, the B2B editors are asking key questions of three executives in the same, or a similar, field. In this inaugural article, for the design issue, we spoke with three executives of ad agencies/PR firms: Robin Donovan, president of Bozell, which has nearly 50 employees; Wendy Wiseman, president and COO of Zaiss & Co., which has nearly 20 employees; and Dave Nelson, founder of Secret Penguin, which has nearly 10 employees.
TALENT RETENTION IS A BIG WORRY FOR MANY AD AGENCIES. HOW DO YOU RETAIN TALENTED PEOPLE? Donovan: Our culture is what keeps our people. The entrepreneurial environment, the family atmosphere (kids and pets are in and out), and the obsession with giving back to the community (paying rent for the space we occupy on this earth). Those who do leave for a time often come back. Wiseman: All [our employees] are empowered and expected to bring their “A” game. When people are motivated by meeting marketing challenges, they thrive here, because that’s what we do. Nelson: We’re in a very fortunate position to have talented people, and even more fortunate to have thoughtful people. Our mission is to make communities better...and more fun. We hire, take on work, and have created a work environment based on that. Because of this mission being very authentic, and not something we just say to feel good, everyone here feels a sense of purpose. We don’t report to one another, we support one another.
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WHAT QUESTION ARE YOU OFTEN ASKED THAT DRIVES YOU CRAZY? Donovan: “Even though I’m an engineer, I created this brochure for my company. Everyone tells me it’s great. Do you think it’s great?” Wiseman: “Do you do websites?” As a marketing partner we do what needs to be done to reach marketing goals. We say we are medium agnostic— we don’t favor one over the other and in fact, integrated media is what works, but planning, building, and maintaining websites is something we’ve done since companies could have websites. CONT. PAGE 22
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22 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
“WE GO OUT OF OUR WAY TO RECRUIT FOLKS WITH AN INSATIABLE CURIOSITY. THAT MAKES IT A LOT EASIER TO KEEP UP WITH WHAT’S COMING NEXT, BECAUSE AS END USERS CHANGE, SO MUST THE METHODS OF COMMUNICATING WITH THEM CHANGE. THESE INCREDIBLE FOLKS ARE OUR BEST RESOURCES.” -ROBIN DONOVAN
FROM PAGE 21 Nelson: We can’t expect other people to know the right questions to ask about our industry. I’d rather have a conversation than not. I love questions. When I used to get upset about questions, it was more because I couldn’t just give a simple and clear answer—meaning I didn’t know enough to be able to talk about it. Furthermore, if anyone asks a question, that could mean we didn’t communicate clearly what we can offer—so every question is a potential learning opportunity.
WHAT PRACTICES OR RESOURCES HELP YOU STAY AHEAD OF THE CURVE? Donovan: We go out of our way to recruit folks with an insatiable curiosity. That makes it a lot easier to keep up with what’s coming next, because as end users change, so must the methods of communicating with them change. These incredible folks are our best resources.
Wiseman: Belonging to the current conversation via forums, associations, certifications in the social sphere, being in the marketing culture. We observe and absorb what is working for brands out there, and frankly, we’re creating strategies that work and lead—all to get to goal. Nelson: Caring. Caring about our clients, our clients’ communities they serve, our team, the work we put out—caring is the only reason to stay ahead of the curve and it pushes us to do whatever we each personally need to do to do so. That being said, each member of the team cares and they do their own thing to stay ahead of the curve with whatever their role is.
HOW ARE YOU WORKING TO CREATE AN ENDURING ORGANIZATION? Donovan: We don’t just do what is asked; we dive deeper and do what is needed to take our clients to the top or keep them there. And we are intent on helping them drive success to their bottom line. Wiseman: Zaiss & Company just celebrated our 29-year anniversary. Our organization endures because we have an enduring mission to help our partners grow profitably through our dedication to making marketing strategies and marketing communication as effective as they can be. We stay up on our industry and those [industries] of our clients. Nelson: One of our main goals has been to create a sustainable business. We prioritize everything we do at SecretPenguin with personal health (physical, mental, spiritual—whatever any of that means to
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“THE AGE-OLD PRACTICES OF KNOWING WHO YOU ARE TARGETING AND WHAT YOU WANT THEM TO KNOW, THINK, AND FEEL ABOUT YOUR BRAND IS PRIMARY NO MATTER THE MEDIUM. IT’S ABOUT A FOCUS ON BENEFIT AND UNDERSTANDING THAT CONTENT IS KING.” -WENDY WISEMAN
the individual); relationships (family and friends); work; and community. We only take on work if we will create or refine the brand. And we are focused on a slow and steady growth plan to create a solid team and a solid group of clients.
Nelson: The only time I have a concern is when there is miscommunication. If there’s anything that keeps me up, it’s how to resolve any miscommunication that could hurt the team’s relationship or our client’s relationship.
WHAT KEEPS YOU UP AT NIGHT?
HOW HAS YOUR INDUSTRY CHANGED SINCE YOU ENTERED THE FIELD?
Donovan: Envisioning how we can possibly top our last success so that we can keep our clients enthralled and our staff engaged. Wiseman: As entrepreneurs at heart, we relate to the responsibilities our clients carry. From marketing directors to presidents/CEOs of all sizes of businesses, we empathize with what keeps them up at night—leads, sales, earnings, competition, innovation, staffing. When we commit to helping grow our clients’ businesses with marketing, meeting their goals and strategic solutions play through our brains throughout the night.
Donovan: Way back then it was about helping clients meet and exceed their challenges—and that’s what it’s about now. [But], when I entered the industry we used desk phones, typewriters, Western Union, and faxes. And we had mechanicals for every ad. Do you know what any of those things are? Wiseman: Exponentially and not at all. Digital media and digital natives have turned a lot on its head; however, in the end, this is marketing—the
art and science of changing attitudes/stimulating action. The age-old practices of knowing who you are targeting and what you want them to know, think, and feel about your brand is primary no matter the medium. It’s about a focus on benefit and understanding that content is king. Nelson: Technology, mainly. But, at the root of it all—our industry has always been about clearly communicating what a brand offers to their community, then building relationships between the brand and their community. So, no matter what comes along, I can have peace knowing that will never change. B2B
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DESIGN ISSUE DREAMING UP BUSINESS STORY BY TAMSEN BUTLER, KARA SCHWEISS & CONTRIBUTED | PHOTOS BY JEREMY ALLEN WIECZOREK & CONTRIBUTED
maha has long been known to have great architecture and design. Tech High, when built in 1923, was noted to be the largest high school west of Chicago. And Kountze Park was home to dozens of buildings in Grecian and Roman Revival styles, all created for, and demolished right after, the Trans-Mississippi Exposition in 1898. These days, Omaha is still turning out great architecture and design. The park at Aksarben Village features a notably 90-foot-tall obelisk. The Fred & Pamela Buffett Cancer Center has effortlessly blended art and architecture together to create useful and beautiful spaces for health and healing. And Omaha is home to great feats of engineering, also. The Bob Kerrey Bridge is a 3,000-foot cable-stayed bridge over which thousands of people traipse each year, having their photos taken with one foot in Nebraska and the other in Iowa. The following pages of sponsored content bring stories of great engineering, commercial design, and architecture firms. B2B
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ALVINE ENGINEERING When designing their new corporate headquarters, Alvine Engineering sought to develop a modern office environment capable of displaying all the innovation their engineers routinely design into buildings while enhancing their productivity. The building provides an exceptional work environment for Alvine Engineering’s mechanical, electrical, plumbing, fire protection, and architectural lighting engineers, and for the employees at the firm’s technology division, IP Design Group, which focuses on telecommunications, audiovisual, security, and acoustic consulting, and design. The 130-person firm serves a diverse clientele locally, regionally, and nationally from its offices in Omaha, Lincoln, Des Moines, and Oklahoma City. From the onset, the goal was to develop a space that embodies the innovation Alvine Engineering and IP Design Group feel every building deserves— always considering the building systems and the way they are integrated into, and interact with, the architectural design. There are many elements representing the building’s innovative design. Open, flexible work environment—An open, flexible work environment featuring individual work areas, collaboration spaces, and community gathering spaces.
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Transparent view into mechanical and technology rooms—A view of the mechanical equipment required to optimize occupant comfort and the color-coded technology infrastructure that each traverse the under floor system offer an immediate glimpse of the coordination of complex systems within the space. The under-floor plenum features individual occupant temperature control of each work environment. Architectural lighting—Unique LED lighting concepts throughout demonstrate design creativity, enhance occupant wayfinding, promote system control to conserve energy, limit glare, and reduce eye fatigue of occupants. A dedicated lighting lab allows experimentation with lighting concepts and new products. Accent fixtures along the interior building perimeter create visual interest for passersby in the evolving north downtown Capitol District. Sustainable material and equipment selection— Selection of low-VOC building materials, activated carbon filtration on air handling units, an outdoor green roof, countertops made of recycled glass, and a dishwasher capable of recovering energy from steam for future cycles all contribute to overall sustainability. Technology integration—Today’s modern office environment demands thoughtful integration of technology. The telecommunications infrastructure was designed to maximize flexibility of use and ease of maintenance. Collaborative furniture,
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connectivity, user-friendly audiovisual systems, and an exceptional acoustical environment were part of the technology systems design. Security and access control systems resulted in a secure work environment. WELL building certification—The future certification of Alvine offices, anticipated to be the first such space in Nebraska, is the culmination of a dedicated design effort to promote health and well-being of employees through purposeful design. Elements such as exposure to daylight, interior lighting, connection to nature, sit/stand desks, availability of WELL-compliant food for sale, and access to showers encourage a healthy and active work environment. Research has shown employee productivity, engagement, and retention is improved in WELL spaces. The completed building demonstrates innovation occurs when all the details are considered in a carefully integrated manner—resulting in a design focused on functionality, flexibility, energyefficiency, and operability. 1201 CASS ST. OMAHA, NE 68102 402.346.7007 ALVINE.COM IPDESIGNGROUP.COM
26 | B2B MAGAZINE · 2018
DAAKE Greg Daake launched a successful career as a graphic designer and an art director right out of college, but he was disappointed with the disconnect he found between creative teams and clients. “I call it ‘mushroom management’; [the creative team is] kept in the dark and fed fertilizer,” he says. “I needed to get close to the problem…I want to be with the people—it’s not about computers and fonts and colors, it’s about human beings—and if there’s any distance between [you and] that, your work suffers.” In 2001, he founded his namesake company out of a spare bedroom. Seventeen years later, DAAKE the company has grown to a team of 10, providing branding and creative services to clients that include Children’s Hospital & Medical Center, First National Bank, Iowa Western, OrthoNebraska, Kidwell, Lincoln Financial Group, DMSI and Timpte. “We like that diversity. It’s not about industry for us, it’s about human beings,” says Daake, who serves as creative director and principal. “It’s still problemsolving, it’s still creating compelling thoughts, images, and expressions. And that translates across virtually any industry.”
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The company’s niche is branding, which Daake likens to metamorphosis. “It’s really the full spectrum of brand design and brand thinking but the common element is that there’s some sort of pivotal moment, complex challenge, some sort of transformation,” he explains. “We’re on a mission here to help brands transform themselves.” Director of Project Management Susan Linde says the team at DAAKE genuinely cares about not just the success of the clients, but about the people within those organizations. “We will ask them tough questions to get to the root of their problem, and then we will take it a step further to ask ‘What if?’ to develop new solutions that bring results,” she says. “Throughout the relationship, we will take chances and handle each and every detail, so they don’t have to.” Senior Design Director Steven Valish agrees that what distinguishes DAAKE is deep connections to clients. “There are a lot of great agencies in Omaha and throughout the Midwest that execute great creative. I feel strongly that DAAKE is part of that class, but creative aside, we care,” he says. “We care
about our clients as best friends—think of the degree of effort and devotion you dedicate to your closest relationships.” DAAKE’s team must be able to integrate a variety of channels, from print to broadcast social media, to meet the needs of clients around the country. But it all goes back to helping brands transition to the “what could be.” “In 17 years of this, branding is just our sweet spot, it’s our value intersection. We get to do what’s very meaningful and fulfilling to us, and when the client goes, ‘We couldn’t have done it without you’…After months of listening and talking and focus groups, it’s great to bring back this distillation of who they already are,” Daake says. “It’s around those rebranding moments: guiding them to the right idea, clarifying what they’re really saying and creating these powerful, exciting moments for their brand.” 17002 MARCY ST., SUITE NO. 10 OMAHA, NE 68118 402.933.2959 DAAKE.COM
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COMMERCIAL FLOORING SYSTEMS INC.
ELMAN PRINT
Project manager James Vanhauer officially joined the Commercial Flooring Systems Inc. team two years ago, yet it was not a difficult transition for him, considering that his father, Jim, founded the company 27 years ago.
Mark Elman, president of Elman Print, is happy to reveal the secret of Elman Print’s impressive success. “It has to be our staff,” he says, explaining that the reason they’ve enjoyed such great success for more than three decades in Omaha is largely due to an experienced, dedicated staff.
He’s pleased to be a part of this comprehensive team. “We’re a full-service flooring contractor offering a unique blend of services to our customers,” he says. Vanhauer knows the importance of having solid working relationships with the best interior designers within the Omaha community. They use that relationship to assist customers in selecting flooring products based on the right look and the optimum function, design, and performance. Customers are not on their own when it comes to choosing flooring because the CFS flooring experts help in every step of the process. The Specialty Maintenance Division of CFS further sets the company apart for their ability to help customers in properly maintaining their flooring while strictly adhering to the unique maintenance guidelines set by each manufacturer’s warranty. “Usually flooring contractors have limited offerings,” says Vanhauer, “but the combination of services we offer truly sets CFS apart.” 11008 JOHN GALT BLVD. 402.592.4383 CFSOMAHA.COM
“They’re incredible people,” he says. Elman further explains that it’s the mix of the veteran employees with the younger staff that creates success. “It’s a good blend. The younger staff respects the experienced staff and is willing to learn, while the younger staff brings in the knowledge of new technology to help the veteran staff grow.” Clients who turn to Elman Print benefit from the impressive roster of professionals on staff who utilize both experience and the latest technology to get the job done. In Elman’s eyes, every project is important—large and small projects receive the same amount of attention to ensure consistent success. Elman’s graphic artists and prepress staff are in charge of reviewing the files to guarantee high resolution reproduction. “We make sure the hard work of graphic designers is brought to life accurately, by verifying bleeds, folds, and resolution, just to name a few.” says Elman. “We give our customers a sense of ease when we take over a project—it’s in capable hands”. The system works well for a busy company that is accustomed to helping customers with their printing needs. “Using the latest software and hardware, our prepress staff puts the final touches on projects before they hit the production floor,” says Elman. 6210 S. 118TH ST. OMAHA, NE 68137 402.346.0888 ELMANPRINT.COM
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VOLUME 18 · ISSUE 3
Erin Isenhart
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FEATURE | STORY BY COLE EPLEY | PHOTO BY BILL SITZMANN
THE RISE OF THE CONTRACT WORKER GIG ECONOMY PROVIDES HELP AND HINDRANCES maha’s slogan is “We Don’t Coast,” but we do…at least in one respect. Employees in Midwestern cities like Omaha are less likely to work side gigs than are their counterparts elsewhere in the United States, and they’re among the least likely in the country to have changed jobs in the last two years. Still, 15 percent of Midwestern employees surveyed in late 2017 for an NPR/Marist poll indicated that they identify as contract workers—those hired guns brought on to complete a specific project, or for a specific period of time. While lower than the rate of 21-23 percent of workers who identified as such in other regions and the 20 percent figure nationally, that number is changing how employers hire, what they offer prospective employees in the way of benefits, and, some local experts say, how or if they can grow their businesses. Erin Isenhart enjoys working as a contract employee. The sole proprietor of Yellow House Creative has spent the last five years bouncing from one contract to the next. She says one client, Joe Pittman of Omaha-based Creative Association Management, has asked “many times” about coming to work for his organization, which works with various industry associations. But Isenhart says she prefers the flexibility of building on her existing relationship with Pittman and his clients, for which she manages projects like social media marketing, website maintenance and creation, and event planning. She also says her decision to stay independent is a form of mitigating
the risk of something like an unexpected layoff—a fate she’s experienced too many times already. “I could just work full-time for him, but as a contractor, you don’t want all your eggs in one basket,” Isenhart says. Contractual work may also be a plus for many companies. In late March, Virginia Kiviranta of My Staff said she could hardly believe the volume of contractors in the Omaha office of a 300-employee government services client.
GOVERNMENT CONTRACTING BY NATURE IS PROJECT-DRIVEN, BUT STEP BACK AND CONSIDER THE TIGHT LABOR MARKET IN GENERAL: MIDWESTERN COMPANIES, ON AVERAGE, TOOK NEARLY 32 DAYS TO FILL AN OPENING IN JANUARY, ACCORDING TO THE LATEST DATA FROM NEW YORK-BASED DHI GROUP INC.
“They had 50 contractors on site and that’s the most I’ve ever seen them have,” said Kiviranta, who is a partner with Brad Jones at the Omaha-based staffing company. “I don’t know where they’re putting everyone. I didn’t think they have that much space.” Government contracting by nature is projectdriven, but step back and consider the tight labor market in general: Midwestern companies, on average, took nearly 32 days to fill an opening in January, according to the latest data from New York-based DHI Group Inc. The company uses data from its careers website combined with federal jobs data to derive a picture of about how long it takes to fill a job opening. Its time-to-hire index in January was more than double the duration of the same period in January 2009, when the recession was ravaging the economy and employers were slashing workforces. A press release from Stanford University’s Hoover Institution states that, “Many vacancy postings for skill-intensive jobs draw few applicants, in line with employer claims that talent is scarce. Yet the typical jobseeker competes with many, many rivals for desired jobs. The upshot is that labor markets are both tight (for employers) and slack (for workers) at the same time.” In other words, that means current conditions are indicative of a job-hunter’s market—especially for one with desirable skills. And that can pose a problem for a company trying to hire top talent. CONT. PAGE 30
30 | B2B MAGAZINE · 2018
Mary wears her passion on her sleeve … make that her arm.
VOLUME 18 · ISSUE 3
FROM PAGE 29 “A lot of small businesses just don’t have a huge office, they don’t have a place to put everybody, and that’s costly,” says Isenhart. “Then when it comes to paying for insurance and any of the different benefits, it’s just not in their budget.” Todd Murphy, CEO of Universal Information Services, takes a different view. “The gig economy, and its related employees, is great in that it allows employers to use a flexible work force,” Murphy says. “The downside is that if you need ongoing support from someone, they may be busy on another project. I’ve also seen a person go from working gigs to being a full-time employee. This can have the same outcome in that they become unavailable for continued support or development.” So, with a tight labor market for employers, local staffing professionals say a combination of contractors and temp-to-hire employees may be a good approach for staffing solutions. “For the temp employees we put out to our clients, if there is a longer-term need than just a short threeto-six-month project, those [temp] individuals are the frontrunners to take those positions,” says Josh Boesch, shareholder at Lutz Talent, which specializes in finding employees for the accounting and finance industries. “The temporary employees oftentimes are performing working interviews, whereas a typical applicant or candidate for a job may only get an hour or a half hour to attempt to impress the hiring manager.”
THE DIFFERENCE IS REAL
Brian Smith spent almost a decade in retail banking before focusing on marketing; now, he works on a contract basis with political candidates and corporate clients as a consultant. Unlike Isenhart or other industry-specific contractors, he says he’s on a more fluid course and is currently angling to work with municipalities on urban innovation initiatives. And with the right combination of contract work and flexibility, he may well reach his goal. B2B
AT THE INTERSECTION OF REAL ESTATE AND REAL LIFE 402.393.8811 lundco.com
Independently Owned and Operated A Member of the Cushman & Wakefield Alliance
OMAHAMAGAZINE.COM JUNE · JULY | 31
CORPORATE PSYCHOLOGY BY LAUREN WEIVODA
ATTRACTING & RETAINING TALENT IN THE CONSTRUCTION INDUSTRY ccording to a 2018 survey by the Associated General Contractors of America and Sage Construction and Real Estate, 78 percent of construction firms report they struggle to hire qualified talent, a 5 percent increase from the previous year. Without qualified talent, companies are forced to either turn down projects or hire unqualified employees, increasing the potential for poor productivity, safety issues, turnover, and a damaged company reputation. Aside from increasing base pay, providing bonuses, and improving employee benefits, what else can firms do to attract and retain talent?
Training and Development Growth opportunities are one of the key drivers of employee engagement. Consider providing employees with job shadowing, technical training, leadership development, mentoring, and coaching. Provide employees with clear career paths and milestones.
easy to get caught up in the weeds and lose sight of the big picture of what’s being built and why, and innovative solutions can come from many different people. Provide recognition for their contributions and achievements, and remind employees about the achievements they are contributing to every day. Consider introducing workers to those who have benefited from their projects—students, hospital patients, employees, etc. Helping your workers understand the big picture will instill in them a sense of purpose and pride.
Reputation Consider your company’s reputation among customers, current employees, and the community in general. People want to work for companies that have a great mission and a reputation for treating their employees well. Survey your staff and identify how the company, and its culture, is perceived. What is your company’s level of employee engagement? Identify strategies to bolster the culture, increase engagement levels, and thus enhance your company’s reputation.
In addition, consider leadershipdevelopment opportunities. Workers with strong technical skills are often promoted into leadership positions. However, leadership positions often require different skillsets, and those with good technical skills don’t always receive the necessary leadership training. Determine what competencies are necessary for leadership in your organization, evaluate workers based on these competencies, provide training, and regularly provide feedback on strengths and development opportunities. Providing leadershipdevelopment opportunities will increase retention and ensure a pool of potential leaders to pull from in the future.
Improvement of pay and benefits are considerations for attracting and retaining qualified workers in the construction industry, but continuous learning and growth opportunities show that management is invested in professional development and longterm careers. By showing employees how their work contributes to a larger purpose and considering the company’s reputation, a company is well-poised to attract and retain talent.
Purpose
Lauren Weivoda, M.A.,
Employees need to understand the company’s vision and how their role fits into it. Provide employees with opportunities to contribute by asking for their feedback and ideas. It’s all too
is a human capital
B2B
strategist at Solve Consulting LLC.
OFFICE FURNITURE BY DOUG SCHURING
HEIGHT-ADJUSTABLE DESKS ARE EASY TO LOVE he “act of sitting” is bad. It’s not just about how poor posture can lead to chronic pain; it can reduce life expectancy. According to a study by the National Institute of Health, the average American spends 7.7 hours a day sitting in front of the computer, in the car, or on the couch. That equals about 55 percent of one’s waking time. More shocking were the findings of a study by the Annals of Internal Medicine. This study suggested that the amount of time a person sits during the day is associated with a higher risk of heart disease, diabetes, cancer, and death, regardless of regular exercise. That last part surprised me. The study suggests that even those who go to the gym after a long day of sitting in front of the computer are going to suffer the ill effects of sitting. Height-adjustable desks are a great way to help augment a healthier lifestyle. Because of that, these desks have been gaining popularity in households and professional workplaces. Here are some reasons to love height-adjustable desks.
Better Posture A height-adjustable desk naturally improves posture and strengthens the spine when upright. It’s a lot harder to slouch and hunch over the computer when standing up. This means fewer backaches and pains.
Increased Energy With better posture comes better breathing. Sitting at the computer for a long period of time can be exhausting and even painful. Think about a typical day at work: after 30 to 45 minutes of staying in the same seated position, muscles can cramp, and blood flow slows, leaving a person feeling restless and uncomfortable. Standing helps increase blood flow
and even helps tone muscles. This lets employees remain alert and increases their energy while working. They become more focused, and in turn, more productive.
Longer Life This may sound dramatic, but it is no joke: a height-adjustable desk could literally add years to a person’s life. Studies by the NIH and Centers for Disease Control, among others, have described prolonged sitting as “the new smoking.” Sedentary habits can lead to increased risk of heart disease, diabetes, and obesity. These studies show that reducing the amount of time spent seated can help reduce the risk of these diseases.
More Calories Burned A height-adjustable desk can help avoid the health pitfalls of sitting all day and burn calories at the same time, as standing burns more calories than sitting. Studies show that about 50 calories are burned per hour when simply standing, but standing encourages people to move even more, often burning significantly more calories. Those who are not quite ready to stand up and work should note that it is still important to get up and move…your life may depend on it! B2B
Doug Schuring is the director of sales administration at All Makes Office Equipment Co.
32 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
LEADERS | STORY BY KIRBY KAUFMAN | PHOTOGRAPHY CONTRIBUTED
LARRY LUNDQUIST HELPING TO MAINTAIN OMAHA’S HISTORIC LOOK AND FEEL
“[M’S PUB] IS LIKE A PAIR OF OLD LEVI’S. YOU GET A HOLE ON THE KNEE, AND YOU KEEP WEARING THEM BECAUSE THEY STILL FIT. M’S IS THE SAME WAY.” -LARRY LUNDQUIST
arry Lundquist’s success in Omaha construction is tied to the rise and rebirth of many local buildings.
“You understand that when you’re riding with him to lunch or meetings,” Stargel says. “He always takes a new route to show you a building or view of Omaha you may have never seen.”
The 69-year-old CEO of Lund-Ross Constructors says the company relies on roughly 50 employees who share his belief that preserving existing community structures matters.
He adds it’s not surprising that ideology is embodied in the work accomplished by the company.
Rob Stargel, vice president of business development at Lund-Ross Constructors, says Lundquist loves the city of Omaha and is vocal about his enthusiasm for working on its historic and new buildings.
Enthusiasm applies to many parts of his life. In addition to his work, Lundquist served two consecutive three-year terms (from January 2009 to December 2014) as a board member for Girls Inc., and has been involved in professional organizations.
“Larry Lundquist was everything you would want in a board member—engaged, generous with his time, treasure, and talents, and 100 percent supportive of our mission,” says Roberta Wilhelm, executive director of Girls Inc. “Larry has a large professional footprint in this community and he has an even larger heart to go along with it. He really did care about the girls and would do anything to help them grow up strong, smart, and bold.” But it’s that belief in preserving community structures that has prevailed. When M’s Pub was destroyed by a fire in January 2016, Lundquist and his team took the loss to heart. Lund-Ross
OMAHAMAGAZINE.COM JUNE · JULY | 33
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“LARRY HAS A LARGE PROFESSIONAL FOOTPRINT IN THIS COMMUNITY AND HE HAS AN EVEN LARGER HEART TO GO ALONG WITH IT. HE REALLY DID CARE ABOUT THE GIRLS AND WOULD DO ANYTHING TO HELP THEM GROW UP STRONG, SMART, AND BOLD.” -ROBERTA WILHELM
employees frequented the popular restaurant, which reopened in late 2017. Lundquist himself met with a group of developers, lawyers, and friends, sitting at the same table every Friday night for more than 20 years to have drinks and chat about the week.
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The initial assessment of the post-fire Mercer Building was that it was in danger of collapse. The liquid used to put out the fire on that frigid day turned to ice, and this danger would increase as the ice returned to a liquid form. Lundquist has experience with renovating many historic structures—one of the pluses in this story—and he wasn’t about to let this beloved structure fall.
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“His passion for preserving our architectural heritage and progressive new development are at the core of everything we do at Lund-Ross,” Stargel says. Lundquist describes repairs to the Mercer Building, which housed M’s Pub, as emotional and challenging. He adds, “It was an honor to be involved in rebuilding it.”
aha Maga z Om
Visit lundross.com for more information. B2B Locally Owned Since 1950
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These days, you can see Lundquist and his colleagues at the storied bistro, thanks to his team, who put his exact table back in place, allowing his Friday night happy hours to commence again.
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The Mercer Building project was given the Excellence in Construction award by the Associated Builders and Contractors. At presstime, they were in the running for other industry awards.
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“I just like the atmosphere of it,” Lundquist says of M’s Pub. “It’s like a pair of old Levi’s. You get a hole on the knee, and you keep wearing them because they still fit. M’s is the same way.”
2 012 • W
IN
34 | B2B MAGAZINE · 2018
FEATURE | STORY BY MAGGIE O’BRIEN | PHOTO BY BILL SITZMANN
CYBERSECURITY PROTECTING VICTIMS, GUARDING AGAINST FUTURE ATTACKS “OUR JOB IS TO IMPLEMENT A SECURITY PROGRAM THAT HELPS US ACHIEVE ALL OF THOSE OBJECTIVES ACROSS ALL OF THE DISTRICT.” -JOSHUA MAUK
VOLUME 18 · ISSUE 3
t was a Black Friday story that had nothing to do with holiday bargains. In 2013, cyber criminals hacked into Target Corp.’s customer database and stole as many as 40 million credit card numbers. Customer names, credit and debit card numbers, expiration dates, and CVV codes were reportedly compromised, presumably so hackers could use the data to make new cards. Customers everywhere were affected. Leaders at Minnesota-based Target were horrified and embarrassed as the hack made international news. Amid criticism that the company should have done more to protect consumers—and an investigation launched by authorities in Nebraska and nearly every other state—Target later implemented a $5 million cybersecurity coalition charged with preventing such breeches from happening again. The total cost of the cyberattack on Target reached as high as $300 million, according to news reports. That included class action lawsuit settlements and money paid to credit card companies, banks, and credit unions. While the damage was done, the retailer wasn’t alone. The financial loss from cybercrimes surpassed $1.3 billion in 2016, according to the FBI’s Internet Crime Complaint Center. There were nearly 300,000 complaints to the agency that year from businesses of all sizes. Such cybercrimes have put companies everywhere on high alert—and looking at what cybersecurity measures they have in place. That includes businesses in Omaha. “We have to ask, ‘How do we endure security of information, customer privacy, systems compliance, the website, power stations, and landfill?’” says Joshua Mauk, the Omaha Public Power District director of security, whose job includes cybersecurity. “Our job is to implement a security program that helps us achieve all of those objectives across all of the district.” CONT. PAGE 36
OMAHAMAGAZINE.COM JUNE · JULY | 35
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36 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
FROM PAGE 34 “Cybersecurity” sounds like a buzzword, but it’s a real concern among companies and law enforcement officials. The FBI says cybercrimes are becoming “more commonplace, more dangerous, and more sophisticated.” The agency reports that hackers target companies like Target for data and trade secrets, universities for research, and consumers for money and identity theft.
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Along with being a monetary hassle, work is often disrupted or stopped altogether at companies, hospitals, even 911 centers. The hackers range from disgruntled or thrill-seeking computer geeks to international terrorists and spies looking for money to fund their operations. Even a small attack is a potential threat to national security. Some attacks target hardware and software, such as malware. Others are online fraud and phishing schemes, while yet others are considered “sexploitation,” according to Interpol.
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FBI officials say they have begun partnering with companies and organizations around the country as part of its cyber division’s efforts to boost cybersecurity nationwide. OPPD is one of them. The utility is working with the FBI and the Department of Homeland Security to try and prevent cybercrimes at the utility. If hackers took down OPPD’s system, then every single customer—or 820,000 people—could, theoretically, lose power indefinitely.
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Mauk declined to specify OPPD’s cyber security program, citing security reasons. Other companies, including First National Bank of Omaha, declined to comment due to safety concerns.
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“There have been a number of utilities around the world that have been targeted,” Mauk says. “The biggest risk to us is someone coming in and taking down the entire system. The FBI and Homeland Security let us know about new risks, new threats, and we use that information to ensure we are adjusting those concerns to our cybersecurity program.” Omaha police acknowledge that while cybercrimes tend to fall under federal jurisdiction, they would investigate a cybercrime that occurred in the city. But most of the time, cyber attacks are conducted by people located in other states or countries—not local hackers.
OMAHAMAGAZINE.COM JUNE · JULY | 37
Police say some companies may experience a cyberattack, but neglect to report it to law enforcement due to the idea that it might harm their image or reputation. The Nebraska Attorney General’s Office has a cybercrimes division aimed at protecting Nebraskans from technology crimes through education and, in some cases, legal action. Take the Target data breach. Last year, Attorney General Doug Peterson announced that Nebraska had joined 46 other states and the District of Columbia to reach an $18.5 million settlement against the retail giant stemming from the incident. The state received $199,382 as its share. Peterson had said it was the largest multi-state data breach settlement to date.
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In October, Peterson’s office released a statement promoting cybersecurity in the workplace: “As recent major cybersecurity incidents have shown, cybercriminals often rely on human error—like failing to install software patches, clicking on malicious links, and creating easy-toguess passwords—to gain access to systems and information. Every member of an organization— from senior leadership to the newest employees—is responsible for keeping information and systems secure. The chain is only as strong as its weakest link. That’s why strong cybersecurity practices are so important.” Authorities and security experts worry, though, that cybercrimes will continue and even increase as advances in technology are made. Officials and corporate security teams understand they have to stay two steps ahead, always. “This is definitely something we are investing in, from a people, processes, and technology standpoint,” Mauk says. “We will have additional layers of security to always protect the corporate side, critical infrastructure, and plants.” Visit the attorney general’s webpage, ago.nebraska.gov, for more information on cybersecurity. B2B
PR INT . BIND . MAIL . F UL F IL L . DESIGN . PACKAGING
IN THE OFFICE | STORY BY MANDY MOWERS | PHOTOGRAPHY CONTRIBUTED
DAYLIGHT FACTORY THE RAIL AND COMMERCE BUILDING
OMAHAMAGAZINE.COM JUNE · JULY | 39
“WE RECOGNIZED THE DAYLIGHT AS A RESOURCE WORTH HARVESTING. YOU NEED AN ENVIRONMENT CONDUCIVE TO ATTRACTING, RETAINING, AND HIRING QUALITY PEOPLE. ENVIRONMENT MATTERS.” -JON CRANE
aylight may be the most prominent feature of the Rail and Commerce Building at 10th and Mason streets. The banks of windows on every floor—including the lower level—were designed in the style of a “daylight factory,” a multi-story concrete frame industrial building that proliferated in the early 20th century, and that’s how they were restored. The multitude of windows was not happenstance. “We recognized the daylight as a resource worth harvesting,” says Jon Crane, president of Boyd Jones, the company responsible for renovating the building. “You need an environment conducive to attracting, retaining, and hiring quality people. Environment matters.” Crane motions through the conference room window to the Boyd Jones’ open-space office area. “This is a very collaborative space, which is an important value of our company. This space is very open, yet not disruptive.” The open floor plan was a feature of the original building. The first floor Boyd Jones office was once meant for mail trucks—they drove right through the center of the building, from the 10th Street bridge to what was then the 11th Street bridge. Downstairs, in what is now the Commerce Village, there was a track so railcars could go through. When the building opened in 1926, it received nearly all the mail for western Iowa and Nebraska. It served in that capacity until the 1970s, when the existing post office next door replaced it. Vacant for most of the years since then, the Rail and Commerce Building was condemned to be torn down when Crane and his team found it. “It was a cold, dilapidated shell on the inside. But the building itself, the structure was very sound,” Crane says. “We restored the façade and we completely cleaned out the inside and made it new. It was a historical preservation project, so we worked with the Nebraska Historical Society and also the National Park Service. We were able to preserve a lot of the neat historical aspects of the building.” Building a new edifice for Boyd Jones’ headquarters was only a fleeting thought for Crane. CONT. PAGE 40
40 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
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That fit just right with Boyd Jones. “One of the values of our company is entrepreneurship,” Crane says. “We wanted an office space that would attract entrepreneurs and start-up companies—a collaborative atmosphere for collaborative people.” That energy drew Verdis Group, according to managing partner Craig Moody. “We’re excited for the opportunity for partnering with other organizations here,” he says. The daylight was another huge draw. An unexpected benefit? “The trains going by,” Moody says, grinning. “Sometimes I feel like an 11-year-old boy.” Verdis Group promotes sustainability, so they were pleased to find the building was equipped with solar panels. There’s also ample bike parking, as well as private showers and changing rooms so employees can freshen up after pedaling to work—or using the Rail and Commerce Building’s own fitness center.
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The location in Little Italy attracted Crane. He guessed it would attract others as well. The lower level of the Rail and Commerce Building houses the roughly 20,000-square-foot Commerce Village coworking space. With 16 private suites and 50 desks, it offers a variety of systems for renters: closed-door offices, set desks, floater desks, or one-day drop-ins. For the planning of Commerce Village, Crane brought in Matt Dougherty, who had prior experience with collaborative workspaces. His eight spaces at the Ford Building at 10th and Dodge streets “went so fast it became clear there is a real need for this type of incubator space,” says Dougherty. In his insurance business, he’s seeing a sort of “small business renaissance”—a trend of wanting to work for yourself rather than someone else.
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“It’s very important to remember where you come from—to embrace the past, but adapt it to the future,” Crane says. “Change doesn’t have to mean destruction. It can mean evolution.”
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Conference rooms; access to a printer, mail, and package services; and a stocked kitchenette round out the amenities. Crane explains, “We really want people to be comfortable, like you’re in your [home] office.” Visit boydjones.biz or commercevillageomaha.com for more information. B2B
OMAHAMAGAZINE.COM JUNE · JULY | 41
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OMAHAMAGAZINE.COM JUNE · JULY | 43
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SUPPORTING WORK SUPPORTWORKS
“I GREW UP SEEING HOW HARD IT IS FOR AN ENTREPRENEUR WITH EVERYTHING ON HIS SHOULDERS. MY DAD WORKED ALL THE TIME TO KEEP IT ALL GOING.” -DAVE THRASHER
t’s easy for Dave Thrasher to walk a mile in the work boots of contractors his flourishing company helps. The president of Omaha-based Supportworks only needs to remember his childhood. “I grew up seeing how hard it is for an entrepreneur with everything on his shoulders,” says Thrasher, whose parents Greg and Nancy started Thrasher Basement Systems in 1975. “My dad worked all the time to keep it all going. “He was that guy laying awake at night wondering how to make payroll next month.” CONT. PAGE 44
44 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
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Supportworks created an instructional video on the product that was “so poorly produced, we think that’s why it went viral,” Thrasher says. The YouTube video got more than 100 million views in five weeks, and Supportworks was flooded every day with hundreds of dealer applications.
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Thrasher and his growing team of 90 employees are building a company out of its Papillion headquarters that serves more than 120 contractor-dealers who are just like his dad back in the day. Supportworks develops and outsources the manufacturing of foundation, basement, and concrete repair products that contractor-dealers buy into exclusively. One of Supportworks’ biggest hitters has been a concreteleveling product and process—PolyLevel—that took off almost by accident.
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PolyLevel has supported massive reconstruction projects across the U.S. and Canada. Supportworks dealers worked with the Southeastern Pennsylvania Transit Authority to secure tracks that were in danger of derailing trains, and with the Delaware Department of Transportation to lift miles of Interstate Highway. PolyLevel was even used to repair every sidewalk around the New York Mets’ Citi Field. “We got a ton of brand recognition, and millions of people coast to coast wanted the product to fix their cracking driveways,” Thrasher says. But the driver of Supportworks’ business model is the consulting services it offers for free in exchange for a contractor’s purchasing loyalty.
OMAHAMAGAZINE.COM JUNE · JULY | 45
The 10-year-old company shows contractors the ropes on core business services such as answering prospect calls, closing a sale, and giving customers a “wow” experience. Dealers can also get assistance with brand strategy, inventory management, accounting, and human resources. Supportworks has even invested in an in-house creative team of 25 web developers, graphic designers, videographers, and copywriters who produce anything from a business card to a television ad. “Many of our dealers are grinding it out and great at their trade, but they don’t have business training,” says Thrasher, who learned the ins-andouts as his parents’ company outgrew the family basement. “We want to stretch the bandwidth of that business owner and help them grow their $1 million business to $30 million.” It’s working. Supportworks has grown by more than 10 percent every year since launching in 2008 and hit a high of more than $120 million in revenue in 2017. As its largest dealer-customer, sister company Thrasher—run by Thrasher’s brother, Dan—serves as perfect proving ground for Supportworks’ products and services. “We know the challenges our customers face because we see it in our own backyard,” Thrasher says. “When you help someone grow their business and help them solve their most complex business problems, they are eternally grateful and reward you with deep loyalty.” Supportworks is now exploring other home construction verticals, such as guttering or fencing, where it can apply its successful dealer consultant business model. “We think there are hundreds more contractors out there that we can help solve their biggest problems,” Thrasher says. Visit supportworks.com for more information. B2B
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MOTIVATION FROM WITHIN ’d like to introduce the concept of the elephant and the rider. The elephant represents the emotional self, which is powerful, massive, momentum-generating, and typically gets to where it wants to go. The rider represents the spiritual self, which is purposeful, self-aware, and desires great things in life. Most people go through life allowing the elephant to go wherever it wants. In other words, people behave based on how they feel in the moment. The problem here is that the elephant does not want growth, which is difficult, challenging, risky, and painful. Rather the elephant fears failure, wants instant gratification, and desires “comfort-zone” living. Without guidance from an engaged rider, the elephant won’t lead a life of success. The elephant will choose to go down a path that leads to incredible success but is filled with hunters, pits, traps, nets, and spears, instead of a path that leads to conformity and status quo but is filled with safety, laziness, easy and comfort. As a salesperson, do not let the elephant go where it wants to go. Steer it down the path that leads to success. Wake up the rider so that its power will drive the elephant towards success. It’s a multi-step process. The first thing needed is a vision/mission statement that clarifies a purpose for living. This will ignite a passion that will trump the feeling of fear and resignation that typically keeps people from pursing success. Second, take sales one step at a time. When the elephant looks to the summit of the mountain from the mountain’s base, it will become overwhelmed. Give the elephant manageable milestones that are achievable and well-mapped out, and the elephant starts to move
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up the mountain. Third, define key performance metrics that prove progress is being made, because if the elephant is to sustain the effort up the mountain, it needs to know that movement towards the summit is happening. The emotion that keeps the elephant climbing is called fulfillment. Last, condition this enormous beast with a predefined reward system that provides treats every time a milepost is reached. This causes the elephant to become your biggest ally in the pursuit of success. Knowing true purpose is crucial to awakening the rider so that it will steer the elephant. In an effort to define this, here are six questions to ponder:
1. What were you born to do? 2. How do you be remembered?
want
to
3. What makes you wake up and go to work?
4. How can more self-aware?
you
become
5. W h at g e t s you e xc ite d and passionate? 6. What impact are you having on others? The answers to these questions can help the rider steer the elephant in the right direction. B2B
may not be Nostradamus, Jeane Dixon, or even Miss Cleo (and thank goodness, considering they’ve all ceased to be), but I’m fairly confident when I predict that your marketing efforts are seriously behind both the times and the eight ball, and that your company is but one Twitter fail away from extinction. How do I know this? Simple: You have no chatbot. Seriously, my good marketing manager, what are you thinking? You need a chatbot. And, come to think of it, an Alexa strategy. And a Google Home strategy. Also, influencers. Gotta have ’em. Never mind that your firm’s main line of business is industrial fasteners. At least you have a chief advocacy officer. What? No? Why do I even bother? If the above feels a touch extreme, chances are you’re reading this on a Monday morning and have yet to slip back into the cacophonous deluge of marketing tips, tricks, and death notices (TV’s been dead for 16 years, don’t’chaknow) that fill your feeds to the brim. If you pay attention to even a fraction of it, you’re likely secondguessing every marketing decision you make. And how could you not? This is a fastpaced world full of exponential change that you can’t possibly understand if you’re not taking the deep dive into big data. Right? Of course not.
that numerous brands have used successfully (according their own reporting, which may be suspect). But the key word in that sentence is “tools.” Nearly everything you see being touted as the latest, greatest, holy grailiest of advertising excellence is merely another tactic. And that’s where your years of experience should kick in, helping you to determine which of the new (and existing) tools fit your brand’s needs best. Should you learn about them? Certainly, even though it sometimes seems impossible to keep up. Should you try some out? Absolutely; setting aside a bit of your budget—marketing or otherwise—for experimentation is always a good idea. But do you have to scrap everything and rush pell-mell into the next big thing in order to stay alive? No, a thousand retweets no. The tidal wave of new-andquestionably-improved ad tools will probably never ebb. But remember this: Anyone insisting that you embrace their prescribed tool is selling a book about it, runs an agency that specializes in it, doesn’t know how to use other marketing tactics well, or all of the above. So stay interesting. Create boldly. Speak strategically. Act honestly. Sure, you may miss out on synergizing the newest adtech, but you won’t miss out on the most important thing—having a brand people actually like. B2B
The marketing fear of missing out (FOMO) is real. It also understandable, and beatable. All the things I mentioned above are tools
Karl Schaphorst is a 27-year veteran of sales
Jason Fox is an advertising creative director and writer who
who now specializes in training other sales
can make all your branding dreams come true at jasonfox.net.
professionals. He is the president of Sandler Training.
48 | B2B MAGAZINE · 2018
VOLUME 18 · ISSUE 3
OMAHA CVB BY KEITH BACKSEN
OMAHA IS 120 YEARS OLD (IN TOURISM YEARS) he year of 1898 was a huge tourism year for Omaha. It was the year that an event lasted five months and attracted 2.6 million people from around the world—the Trans-Mississippi and International Expo, also known as the Omaha World’s Fair. It was no accident that Omaha played host to this event; it was all by design. The tourist attraction was the innovative vision of a small committee of local businessmen who understood that tourism meant big business and could provide a boost to the local economy. The fair had an economic impact of almost $2 million dollars, an equivalent of more than $54 million by today’s standards. And it all started with a small group of business leaders with an idea. Omaha has a long history of small committees doing big things. In 1950, four men who loved baseball had the vision to bring the NCAA Men’s College World Series to Omaha—Ed Pettis of Brandeis Department Stores, Morris Jacobs and Byron W. Reed of Bozell & Jacobs, and then-Mayor of Omaha Johnny Rosenblatt. The first games played in Omaha had a total attendance of 17,805. Over the years, College World Series of Omaha Inc., a local nonprofit organizing committee, was formed to sell tickets, plan special events, and rally community support for the series. Today the average attendance is more than 20,000 people per game. It was the belief of a local woman, Lisa Yanney Roskens, and her love of horses that played a big part in Omaha hosting the 2017 FEI World Cup Horse Jumping and
Dressage Finals. While there were many people involved, she played a key role in presenting the proposal to the international committee members in Lausanne, Switzerland, and convincing them that Omaha was the right place to host the event. More than 50,000 people from around the world attended the competition, putting the city on an international stage. Junkstock is another Omaha event that started with an idea from Sarah Alexander, a stay-at-home mom with a passion for vintage pieces. She envisioned a place where junk enthusiasts could find some of the best antiques and repurposed art in the region. Junkstock started in 2012 with 29 vendors. This fall more than 200 vendors and 23 food trucks will be on site to welcome more than 10,000 guests through the gates. To accommodate the demand, Alexander purchased Sycamore Farms, a 135-acre century-old horse farm which now hosts three premier junk festivals every year. Some of the names you may recognize, while others may not be as well-known. Each person named helped with events that brought thousands of out-of-town visitors to our city and millions of dollars to our local economy. And they all started with an idea, a few creative minds, and faith in Omaha as a destination. B2B
ETHICS BY BEVERLY KRACHER
ETHICAL GOVERNING BOARDS n business, we design our spaces, websites, products, and services. But design also applies to the human element of business. When a company scandal hits, we can often trace difficulties and challenges back to its board. That’s why it is important to spend some time designing and maintaining the ethical cultures of governing boards. Here I am referring to the formal structures and informal practices that shape the board’s experience and effectiveness. The formal aspect of a board culture has to do with the written policies and processes. The No. 1 ethical issue facing boards is conflict of interest. That is why board members are asked to sign conflict of interest statements. Other typical policies include member rights and responsibilities, and a code of ethics. The best governing boards have developed orientation packets for new board members that include these policies and ask them and existing members to read and sign them each year they serve. The informal aspect of board culture is more elusive. This has to do with the way things are actually done rather than the way the policies state they should be done. Informal culture is driven by individuals rather than the written word. It is messy and human, filled with honorable intentions as well as blindspots. One of the best articles about designing the ethical culture of boards is a Harvard Business Review article written by Jeffrey Sonnenfeld titled “What Makes Great Boards Great.” He identifies key ethical aspects for governing board success. Three important ones are:
1. Create a climate of trust and candor: A climate of trust is built on respect. Board members who respect each other can challenge each other in civil debates, which result in better decisions for the company. CEOs and executive directors can create a climate of trust and candor by distributing materials in a timely fashion, sharing difficult information, and openly asking for feedback.
2. Foster open dissent: It is the duty of each board member to be willing to question each other’s assumptions and beliefs. The best boards create environments that nurture these exchanges, and, in doing so, help members overcome the conformity bias and groupthink that are deadly to an organization. It is important to note that open dissent is different from disloyalty— the first is healthy and the second is toxic.
3. Ensure individual accountability: Governing board members are expected to take their roles seriously and follow through responsibly. This can be hard to do, especially when leaders accept offers from too many good causes and end up with too little time. We have to be honest with ourselves about the number of things we are capable of doing well. Board members need to hold each other accountable, which is the best insurance against irresponsibility. Designing ethical governing board cultures is a challenge worthy of brave hearts and noble leaders. When done well it can make boards great. B2B
Keith Backsen is executive director of the
Beverly Kracher, Ph.D., is the executive director of the Business
Omaha Convention and Visitors Bureau.
Ethics Alliance and the Daugherty Chair in Business Ethics and Society at Creighton University.