The Power to Think

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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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Sciacca

By Biagio “Bill” Sciacca

I hope that you find the title of this article to be an interesting question; perhaps, this is a question that you never thought of asking.

Most companies have a mission statement. I wonder how many executives know what the mission of their company is? (I quite often, in my leadership seminars, suggest that participants copy their company’s mission statement, pass it out at their next staff meeting and ask their employees how their daily activities map with that mission? I ask the executives to take the mission statements to Human Resources and ask them how the job descriptions they create fit into the mission of the company. I will say this, the few people who actually did what I suggested and then circled around to let me know the results, said that the results were stunning and the discussion was brisk — long after the first blush with this concept!)

Back to strategy. Who would ever create a strategic plan without a copy of their mission close at hand? The fact is, if your strategy is your yin, then your mission is your yang. But, if in fact, the strategy is the actionable execution of the company’s mission then the question highlighted in the title should be answered.

As a leader in your organization, after the development of the mission, your job becomes decomposing that mission into definable actions that will move your company toward the mission. That movement toward the mission (definable actions) revolve around your strategy.

Should we not look at the skills of our managers and, even though we can’t do this, monetize them as if we were going to book them on our balance sheet as an asset?

Here’s an example: Let’s assume that we want, over the next few years to have our workforce reduced, through attrition, by 5 percent. (That’s the strategy.) That means that as individuals resign, their specific tasks need to be transferred to someone else. And, that transfer may occur after the current doer of the job has retired. That means that the manger No.1 needs to assume the responsibility to learn that job properly and No. 2 then delegates that job to another person.

So, based upon that strategy of 5 percent reduction through attrition, these questions can be answered to see if your managers are effective:

• Are my managers skilled at learning new jobs?

• Do they have enough time to absorb the new job so that they may at some point transfer it?

• Are they capable of identifying the correct person to delegate that job to?

• Are your managers skilled in delegation?

As you can see, one strategy can have rippling effects and if we plan on executing that strategy (presumably to lower long run payroll costs, thus increase profits). If the above questions are not answered with any level of precision the managerial inefficiencies that arise could actually cause costs to increase.

Here are a few things to consider:

• Have an outside person look at your mission statement; the values derived from the mission; and the objectives, goals and key performance indicators of each functional area. The goal of this engagement should be “alignment”.

• Have a corporate cultural analysis compiled. They are not as expensive as what you might think and the information you get from them are excellent, if not startling.

• Continuously invest in your manager’s development. But make sure you are investing in strategy to skills congruency. Accountability Questions

• Are you willing to take your mission statement into your next meeting and ask the questions stated above?

• Will you document the results and develop an action plan to minimize the potential dysfunctionality?

• Are you willing to make ongoing investments in your management team’s development?

Feel free to email me your answers; I’d love to hear from you.

Something to think about:

CFO: What if we train our managers and they leave?

CEO: What if we don’t train them, and they stay?

Biagio “Bill” Sciacca, Ph.D., has been a university professional for more than three and a half decades. He is the author of “Goals Book: Embracing Personal Responsibility In An Age of Entitlement,” and “Goals Book 2 The Fieldbook: Putting Goal Setting To Work.” Sciacca is also CEO of Intelligent Motivation Inc. and is widely known as a speaker and trainer in leadership, strategic planning and executive education, goal setting, management and communications. Contact him at bill@intelligent motivationinc.com or 570-430-9303.

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