Leadership as a Conceptual Framework

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20 Under 40: JenniferDessoye

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Dr. Jennifer Dessoye is assistant professor of occupational therapy at Misericordia University and owner of Bright Beginnings Early Learning Academy (BBELA). Discontent with the early education curriculum and understanding of human development and neurolo (read more)

20 Under 40: Amy Hlavaty Belcher

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Amy Hlavaty Belcher, 39, owner and artistic director of Abrabesque Academy of Dancing, believes that for those who have been given much, much is expected. “I just try hard to do my best,” she said. I have been blessed with many opportunities and many gift (read more)

20 Under 40: Christopher Hetro

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Chris Hetro, 33, works hard and plays hard. “A strong work ethic is important, but finding balance outside of work is important because life is too short and you need to enjoy it,” he explained. As an electrical engineer and project manager at Borton-Laws (read more)

20 Under 40: C. David Pedri

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For attorney C. David Pedri, 37, it’s all about a combination of qualities that contribute to success. “My philosophy is simple: be open and honest, treat people the way you would want to be treated, with respect, and work hard to attain your dreams. The (read more)

20 Under 40: Ed Frable

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Ed Frable, 28, believes “if I work hard and stick to my word, good things will happen. My crew will not be deterred. We will re-evaluate our game plan and not give up until the job is complete,” explained Frable, the owner/operator of Ed Frable Constructi (read more)

20 Under 40: William H. Bender II

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William H. Bender II, CFP, CIMA, CRPC, loves what he does. “I’m lucky. I come to work every day excited to help the people and institutions we work with,” explained Bender, 34, first vice president at Bender Wealth Management Group, Merrill Lynch. The fam (read more)

20 Under 40: Angelo Venditti

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Angelo Venditti, 38, heard a call to the helping professions early on. Geisinger Northeast’s chief nursing officer answer was to volunteer for his local fire company. After high school, he became a paramedic, then enrolled in nursing school. Three years a (read more)

20 Under 40: Donald Mammano

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At 20, Donald Mammano began his own company, while attending the University of Scranton. Mammano, now 33, and president of DFM Properties, recalls, as a youngster, holding a flashlight while his father fixed the kitchen sink. “From that point on I was fas (read more)

20 Under 40: William J. Fennie III

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William J. Fennie III, 27, is always knocking on the proverbial door, because he knows one day, one will open. As an investment specialist with Integrated Capital Management (iCM) he cannot take “no” for an answer. “I make cold calls every day to invite f (read more)

20 Under 40: Marcus Magyar

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As an advisor at CAPTRUST Financial Advisors, Marcus N. Magyar, CFP, 30, provides comprehensive wealth management and investment portfolio services to business owners, executives, families and high-net worth individuals. His multi-disciplinary team of pro (read more)

20 Under 40: Heather Davis

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Heather M. Davis, 33, director of marketing and communication, is responsible for creating, overseeing and implementing a strategic marketing and comprehensive communications plan for The Commonwealth Medical College (TCMC). She is also responsible for pr (read more)

20 Under 40: Alexandria Duffney

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Alexandria Duffney, 30, is competitive by nature and loves a good challenge. These qualities have led her to her position as associate director of graduate admission at Wilkes University. Here she works with prospective students interested in enrolling in (read more)

20 Under 40: John Culkin

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John Culkin’s tenets inform: “Less haste equal more speed; the same boiling water that softens the potato hardens the egg, it is all about what you are made of, not the circumstances surrounding you; and don’t ask someone to walk a mile in your shoes, bef (read more)

20 Under 40: Conor O'Brien

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“What could be worse than getting to the end of your life and realizing you hadn’t lived it,” mused Conor O’Brien.” As co-founder and executive director of the Scranton Fringe Festival, O’Brien, 25, is responsible for leading the development of the overal (read more)

20 Under 40: Jessica Siegfried

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Jessica Siegfried, 38, is senior designer with BlackOut Design Inc., where she is responsible for all creative design at the full-service agency, from traditional branding and print to collateral and front end web design. “I’ve always had an interest in t (read more)

20 Under 40: David Johns

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David Johns’ career path has been shaped by his diverse experiences. As director of structural engineering at Greenman-Pedersen Inc., Moosic, Johns, 39, ensures that his engineering and consultant teams provide clients with their best effort. “We complete (read more)

20 Under 40: Robyn Jones

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Robyn Jones, 38, president of ReferLocal LLC, has learned just as many lessons from her business successes as she’s had from her failures — and she believes it’s important to share that knowledge with her employees. After graduating from American Universi (read more)

20 Under 40: Nisha Arora

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Nisha Arora, 36, tries to be the best version of herself every day. As general counsel for ERA One Source Realty Inc., she realized she cannot control other’s behavior so “I try to focus on myself and how I can be better,” she explained. Arora’s responsib (read more)

20 Under 40: Justin Sandy

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Starting at a young age in Hazleton, Justin C. Sandy, 33, found a passion for running. He became a member then a coach for Misericordia University’s cross country and track and field programs. “It was at Misericordia that I also garnered the profound sati (read more)

20 Under 40: Dr. Ariane Conaboy

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As a doctor of internal medicine at Physicians Health Alliance, Dr. Ariane M. Conaboy, 34, realizes the importance of human life and how fragile it can be at times. Conaboy graduated from Scranton Prep and the University of Scranton with a double major in (read more)

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New pub, eatery coming to Mohegan Sun Pocono

PLAINS TWP. A new pub and eatery is coming to Mohegan Sun Pocono, according to an announcement president and general manager Tony Carlucci posted on a Facebook page to employees. Its name is still being finalized, Mohegan Sun Pocono spokesman Cody Chapman (read more)

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Sciacca

By Biagio “ Bill” Sciacca

My publisher and I have been collaborating on a project that takes into consideration a philosophy of leadership, as well as the pragmatic behaviors needed to make leadership successful. It has developed into a project called Provocative Leadership, and should be reading for the publishing machine by the end of August.

I have taken the liberty, this month to use my “white space” to highlight some of the attributes of the new project. As always, your comments are much appreciated.

The skills that spur leadership in an individual are often the primary focus of a leadership learning process. These skills become dominant when they should be viewed as ancillary. Without a solid foundation upon which to build, they are only presented as cursory information and never establish a lasting foothold in the mind and nature of the participant. The antithesis of training for success is training with expectations of failure, without the proper values, principles and attitudes learned. This becomes counterproductive and self-destructive long-term. Failure should never be viewed as a definitive outcome. It is understandable to fail the first few times as long as one understands that very experience carries with it important lessons that could be useful in the future. At the same time, failure should never be viewed as an acceptable outcome. That is the problem in this hypothetical situation. When someone hasn’t invested the proper time in learning a certain skill and they then fail, the failure isn’t so harmful because if the person is honest, they know that they expected the failure. It becomes a self-fulfilling prophesy. If on the other hand, the person invests the appropriate amount of time and effort to learn something and their hard work still hasn’t paid off, this becomes a compounding problem. Not only have they learned to use important skills improperly, they have entered a self-defeating cycle. This exacerbates complacency and lowers self-esteem. Once someone loses confidence in their own abilities and self-worth, rebuilding this becomes a more difficult task than the one originally undertaken. This is why it is crucial to learn the skills properly. And this goes for any skill; a physical skill like riding a bike or golfing. Or a mental skill such as new ideas revolving around leadership. Some hold the view that gaining any new and helpful information, even if incomplete, is positive because at least something new is being gained. This view is false. Acquiring skills that when put to practice are destined to produce a failing result is more destructive than never having learned them in the first place. This harkens back the self-destructive nature of diving in without a proper foundation.

If, on the other hand, these skills are integrated properly, they will not only become useful tools to call upon when necessary, they will be strengthening an already established and powerful leadership foundation. Concentrating on specific leadership skills must follow the establishment of this solid footing. This yields maximum benefit, allowing these skills to flourish in the appropriate psychological environment. Conversely, the skills can be utilized once or twice and discarded. This can be true of leadership courses and innumerable analogous situations. Whether it is someone investing in the most expensive home gym equipment, the most advanced language learning software, the guaranteed top-of-the-line leadership course, if that person is not prepared to confront the question, “Why do I want this for myself?,” they are destined to fail. Someone who does not build the appropriate foundation, understanding that leadership must become a mindset beginning with answering that question, has created the ultimate conundrum and their efforts will prove futile. All anecdotal skills that can be accessorized will not allow the participant to overcome this penetrating issue. Someone must adopt the leadership conceptual framework and it will become the mantra through which all future ideas must filter. However, they must WANT to adapt it; they must personally embrace it. Our job as leaders is to create a climate of acceptance so that our employees can move forward.

Accountability questions:

What do you consider to be your best idea or take away from the material?

How will you use that idea in a. your business life, and b. your everyday, personal life?

Can you use that idea in a way to develop your employees?

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