THE INTERNATIONAL MAGAZINE OF BETA GAMMA SIGMA
| 1 FALL 2016
WHEN ITâ€™S NOT BLACK AND WHITE: Ethical decision-making in the workplace
What Business Can Learn from the Olympics | A Lost & Found Tale | Global Leadership Summit Scholars
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A MESSAGE FROM THE BOARD CHAIR
As I write, nearly 400 students are heading to Dallas for an experience like no other–the Beta Gamma Sigma Global Leadership Summit. These students–many of whom have been hand-picked by their deans–will be using their newly identified strengths to solve business challenges alongside others whose profiles differ greatly from their own.
IN THIS ISSUE
The BGS Honors Fund
When it’s Not Black and White
Business leaders give advice on ethical decision-making in the workplace
And therein lies the value. By focusing on differing strengths, the Global Leadership Summit effectively eliminates the word “weakness” from our vocabularies for three solid days, insisting that we focus instead on the positive contributions of all for the good of the group. It may seem like a small thing, but focusing on strengths instead of weaknesses can yield surprising benefits, not the least of which is confidence. Recognizing leadership in one another helps GLS participants see themselves as the leaders they will become. Many return to school changed by the experience. This is not arrogance. This is self-knowledge, a critical component of leadership that helps new BGS members transition seamlessly into the workplace. We are thrilled to be adding another business leadership tool to our offerings this month in the BGS Ethical Leadership Certification Program. This program, made possible through a partnership with The Center for the Public Trust, will render quantitative proof that collegiate members understand their moral obligations to their future employers and to the global business community. It is one more way that BGS is charged with taking business to a higher level, to the “Summit,” if you will!
Betty Jo Licata Chairman, BGS Board of Governors
What Business Can Learn from the Olympics
A conversation with BGS member and three-time Olympian Gerek Meinhardt
A Lost and Found Tale
• • • • • IN EVERY ISSUE
THE BGS SNAPSHOT
MEET THE BOARD
University of Arkansas-Little Rock
The Center for the Public Trust
MEET THE DEAN
BGS IN THE NEWS
TWEETS & HOOTS
THE BGS CHALLENGE
Juyoung Kim, Songang University
A MESSAGE F RO M T H E C E O
Beta Gamma Sigma is the global honor society serving higher education business programs throughout the world. BGS is the oldest international business honor society and the only honor society accredited by the Association to Advance Collegiate Schools of Business (AACSB–International). Since its founding in 1913, BGS has inducted more than 791,000 lifetime members, who reside in all 50 states and 160 countries. These members serve in management and leadership roles in academic, corporate, government, nonprofit, and professional service sectors. Beta Gamma Sigma has 575 collegiate chapters and 30 alumni chapters around the world. For more information, please visit betagammasigma.org
• • • • • HONORS is published twice yearly in St. Louis, Missouri and distributed by Beta Gamma Sigma.
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CHANGE OF ADDRESS
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As students are getting settled in their school routines this fall, it reminds me of how I felt my first semester at Saint Louis University, my alma mater. The campus, the professors, the legacy–all contributed to what I knew. This was a place of wisdom that would change my life. If you’re still in school or newly graduated, you may not yet see college in this light. But one day you will. All AACSB-accredited institutions are built on decades–if not centuries–of wisdom. So is Beta Gamma Sigma. When members are inducted into BGS, they are reminded of the Society’s founding principles of honor, wisdom, earnestness and service. In the June issue, I talked about the first of those–honor. As we begin the launch of the BGS Ethical Leadership Certification program, it is only fitting to talk about wisdom. What does wisdom have to do with ethical leadership? Almost everything. Wisdom is defined as the ability to discern what is true, right and lasting. That requires knowledge and reflection, facts and judgment, and an on-going contemplation of the oft-blurred line between right and wrong. The Enron and WorldCom scandals are among the worst examples of ethics. But, if you dig deeper, you will find moments of greatness in the midst of corruption, when brave individuals stood up for what they knew to be true, right, and ethical. These are the stories you’ll find in this issue of HONORS. You will also find information on our new Ethical Leadership Certification program, offered in partnership with The Center for the Public Trust. This modular self-guided program is part of our commitment to uphold the founding principles of BGS and to prepare our members to be the kind of leaders we all expect. For would-be employers, Ethical Leadership Certification will emphasize the value of BGS. For deans, it will help foster responsible leadership on campus. For all of us at BGS, it is one more way we support our members’ professional growth and development. While many can learn, few can discern. Those few are BGS.
Chris Carosella Chief Executive Office, Beta Gamma Sigma
the bgs honors fund beta gamma sigma is pleased to announce its launch of The Honors Fund, created to support innovative programs for our members around the world to help transform them into tomorrow’s business leaders. When you contribute to BGS through the Honors Fund, you become part of shaping the future of business. Your Honors Fund gifts support these new and growing initiatives:
• the global
The premier event for BGS students to engage with and learn from academic, business, and nonprofit thought leaders
• alumni master class Series
A leadership series for BGS members who want to continue their professional growth and development throughout their career
• Ethical Leadership Certification A self-guided 30-module program offered
exclusively to BGS members through a partnership with The Center for the Public Trust A gift to the BGS Honors Fund is an investment in the leaders of tomorrow. Make a gift online at www. betagammasigma.org/donate-now.
BGS Member Gordon England:
Defining A Personal Reputation When you read Gordon England’s professional bio, it’s clear that he’s had a long and distinguished career in the private, as well as the public, sector. He’s the current Chairman of the Board of PFP Cybersecurity, Inc. and the former President of General Dynamics-Fort Worth Division, but he also served our country through government service, as the 29th Deputy Secretary of Defense, the 72nd and 73rd Secretary of the Navy and the first Deputy Secretary of the Department of Homeland Security. It’s when you talk to him in person that you get a sense of the man behind the official biography, and how important ethics is in building a personal reputation. “If you are forthright, honest and direct with everyone in every circumstance – well, that just works in industry, government, family, across the board in your life,” he said. England said everyone will encounter ethical dilemmas, but he emphasizes the importance of environment in making good, ethical choices. Young graduates, he says, should look for highly ethical companies and people that they respect and admire. “You develop wisdom through common sense and experience,” he said. “That’s different that being smart. Your experiences create an environment. The people you surround yourself with create an environment.” It’s because of Beta Gamma Sigma’s commitment to excellence that England chooses to provide financial support through his charitable gifts. “BGS sets standards for achievement in business. It’s hugely important in this international world that we have capable and ethical business leaders, and that’s what BGS espouses,” he said. “It’s important for America, and for the world.”. “Forthright, honest and direct, with everyone in every circumstance is the reputation I tried to build – and had – in Washington and in private business. I hope it’s how I’m remembered.”
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WHEN ITâ€™S NOT BLACK AND W
Ethical Decision-Making in the Workplace by Shera Dalin
hen WorldCom Auditor Cynthia Cooper began noticing that the company’s accounting charges weren’t adding up, she and her team started digging. What they unearthed would lead to one of the largest cases of corporate fraud in history, upending Cooper’s life. This was in the early 2000s. The telecom industry was just beginning its slide into chaos with Clinton, Mississippi-based WorldCom using accounting sleight of hand to cover massive erosion of its sales. The company’s Chief Financial Officer Scott Sullivan was desperate to hide lagging sales to keep stock prices from tumbling. It was Sullivan who ordered WorldCom’s accounting team to cover up expenses and inflate revenue, assuring them it was a one-time misdirection that would be rectified the following quarter. And although they had misgivings, they did it. Several of the accountants recognized this as fraud and wrote letters of resignation. But because they were living in one of the poorest states where high-paying jobs were scarce–and because they feared retaliation–they kept silent. The next quarter Sullivan again directed the team to miscategorize charges to hide losses. Again, they were complicit. Still, Cooper’s team kept digging, even though their work was beginning to raise concerns with Sullivan, who told Cooper to stop wasting time on the examination. Cooper then went to the company’s outside audit firm, Arthur Andersen, to see if they had concerns about WorldCom’s accounting methodology. An Andersen auditor said they had none. At the risk of facing more pressure from the CFO–and at the risk of losing her job and the jobs of her co-workers–Cooper decided to bring her findings to WorldCom’s board of directors. The board’s Audit Committee, despite denials and protests from Sullivan, accepted Cooper’s finding of misreporting, and WorldCom was forced to restate its earnings to reflect improper accounting of more than $3.8 billion in expenses. The revelation triggered investigations by the Department of Justice, the Securities Exchange Commission, and Congress. Cynthia Cooper became a whistleblower and found herself in the center of a storm. The stress she endured after ringing the alarm on WorldCom was life changing. Cooper worked with prosecutors and investigators and was made to testify at the trial of her former boss, Bernie Ebbers, who would eventually go to prison for his role in the scheme. Unfortunately, this is not an isolated incident. The same year the WorldCom story broke, fraud buried Enron after informant Sherron Watkins blew the whistle. Watkins,
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with Cynthia Cooper, was named a Time Magazine Person of the Year. Since then, Volkswagen, Countrywide Financial, Monsanto and Pfizer have been singled out by company whistleblowers. A provision of the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 allowed the SEC to offer financial awards to whistleblowers for the first time beginning in 2011. Since then, some 14,000 tips or complaints have been reported to the SEC Office of the Whistleblower, resulting in more than $54 million in payments from penalties collected from fraudulent companies. Of that, $30 million went to a single person last year, making up the largest single payout for the program. Cooper received no payment for her actions in the wake of the WorldCom scheme.
Cynthia Cooper, CEO of CooperGroup, LLC
Change from the inside Forcing proper behavior through government enforcement may seem an extreme measure. Fortunately, companies do have other options. If customers and regulators want businesses to behave more ethically in the first place, there are three options they can take, says Mark Pastin, president of the Council on Ethical Organizations and author of Make an Ethical Difference: Tools for Better Action (Berrett-Kohler, 2013). First, “hire people who are ethical,” Pastin says. “A person’s ethics develop for a time but are generally set by the time they are in their 20s. The idea that you can hire anyone and turn them into someone ethical is a bad idea.”
A second strategy is to peg compensation to high-values behavior by embedding ethical practices in performance evaluations. Examples might include: • not exaggerating accomplishments • giving credit to others • owning mistakes • meeting goals without cutting corners “A lot of people think [incentivizing ethical behavior] is hard to do, but it isn’t,” Pastin says. Pastin’s third tactic is to weave ethical behavior into the fabric of the company’s identity. “Make it what the company is known for,” Pastin says. “When you make it part of your public face, it tells employees that is something the company is serious about.”
During the hiring process, companies may ask candidates to watch a video endorsing highly ethical values. If the prospect declines, recruiters will have weeded out potentially unethical applicants. Companies may also add surveys and screening tools to help determine if candidates are ethical. “You can tell recruiters that the people they present to you should be consistent with the ethics of the company. If you communicate that it is important to you, they will make it a priority in hiring,” Pastin says. “Just make sure you carry it out in a way that is uniform and free of discrimination.”
Mark Pastin, President Council on Ethical Organizations
Cooper’s top 10 In her book, Extraordinary Circumstances: The Journey of a Corporate Whistleblower, Cynthia Cooper shares lessons learned for ethical behavior.
REMEMBER, EACH OF US CAN MAKE BAD DECISIONS.
Avoid giving in to temptation.
DISCUSS DILEMMAS WITH THOSE YOU RESPECT.
People tend to rationalize their own decisions. Get opinions of others.
KNOW WHAT YOU CONSIDER TO BE RIGHT AND WRONG.
What will you do if your values collide?
CONSIDER THE POTENTIAL CONSQUENCES OF ACTIONS.
Would you be comfortable if your actions landed in the newspaper?
FIND YOUR COURAGE. PRACTICE IT EVERY DAY.
Practice courage in small matters to maintain conviction in large ones.
APPLY THE GOLDEN RULE TO YOUR BUSINESS LIFE.
Treat others as you would wish to be treated.
PRACTICE ETHICS ON EVEN SMALL DECISIONS.
Ask yourself: Do your decisions coincide with your values?
APPLY THE SAME CODE OF ETHICS EVERYWHERE.
Project a unified self at home, work, school, and place of worship.
MORE ON ETHICAL LEADERSHIP: PAY ATTENTION TO YOUR INSTINCTS.
If something doesn’t feel right, it may not be. Stop, step back, and evaluate.
RESPECT YOUR PRINCIPLES, NOT JUST YOUR SUPERIORS.
Don’t assume that people in positions of power are always right.
• Extraordinary Circumstances:The Journey of a Corporate Whistleblower by Cynthia Cooper (Wiley, 2009) • Make an Ethical Difference: Tools for Better Action by Mark Pastin (Berrett-Kohler, 2013) • Seeking Adam Smith: Finding the Shadow Curriculum in Business by Eli Cox (coming soon)
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Ultimately, sterling ethical practices must be demonstrated by an organization’s top executives to be widely accepted, ethicists say. The recent case of the Wells Fargo scandal is a good illustration.
those with deep pockets–will battle charges for years in court, driving up costs and delaying accountability and victim restitution. “[The government] said they wanted to stop these bad practices from happening
“Wells Fargo was trying to get rid of 5,300 people,” Pastin says. “It rings false when the foot soldiers are fired and the boss isn’t. You want to be sure to discipline the highest-ranking individual who orchestrated the wrongdoing. News like that travels like lightning.” When leaders don’t pay a price for their role, the effects are far reaching, said Susan Ochs, a senior fellow at the nonpartisan think tank New America and an expert on the financial services industry. “[Companies] need to recognize the damage to their own culture,” she says. “Boards need to be more diligent in holding people accountable and not whitewashing what’s happening at the executive level. This isn’t about blood lust. It’s really about an important culture marker in the organization.” Shareholders also have a role to play. They need to demand that companies they own act appropriately. “It’s a multi-pronged approach,” Ochs says. “In most settlements, firms don’t acknowledge wrongdoing. That’s a strategic choice by regulators.” The reason top executives aren’t prosecuted is that companies–especially
Last year, the DOJ conceded that it needs to pursue cases against individual corporate fraudsters, outlining six steps its attorneys must take to ensure prosecution. “There are, however, many substantial challenges unique to pursuing individuals for corporate misdeeds,” the DOJ memo states. “In large corporations, where responsibility can be diffuse and decisions are made at various levels, it can be difficult to determine if someone possessed the knowledge and criminal intent necessary to establish their guilt beyond a reasonable doubt.”
Preventive measures Susan Ochs, Senior Fellow New America Think Tank
and get a redress for customers,” Ochs says. “That can be good for the organization and driving long-term systemic change, but not necessarily for individual accountability.” But as case after case goes public with few individuals being held accountable, the cry is growing louder for the Department of Justice to start investigating individual bad actors. For example, Sen. Elizabeth Warren has criticized the DOJ for failing to prosecute a single person in the subprime mortgage crisis that led to the nation’s largest recession.
In lieu of more aggressive government prosecution of individuals, there are steps that companies and employees can and should take to create more ethical environments. Cynthia Cooper advocates a host of internal controls and actions to prevent wrongdoing. She shares them in her book Extraordinary Circumstances: The Journey of a Corporate Whistleblower (Wiley 2009). “Organizations must be vigilant in implementing strong systems of governance, controls, and anti-fraud programs that include compliance and internal audit functions, codes of conduct, ethics training, and hotlines,” she says. “The implementation of hotlines has been critical, as tips are the
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number one way in which frauds are identified.” More than 40% of all fraud cases are identified through tips, according to the Association of Certified Fraud Examiners. The top two reasons employees do not report wrongdoing are fear of retaliation and the belief that their concerns will not be addressed, Cooper notes.
What B-school didn’t teach you For 47 years, Eli P. Cox III taught marketing as the La Quinta Motor Inns Professor of Business at the University of Texas at Austin.
“Organizations should promote a speakup culture [to] ensure that employee concerns are promptly investigated and that there is zero tolerance for retaliation,” Cooper advises. This is not just a means for promoting a stable work environment, but a way to recruit better employees. Companies competing for millennial candidates need to make strong ethics an obvious element of their culture. A recent survey suggests that young people are paying attention. Nearly eighty percent of 18 to 34-year-olds prefer to work for companies that care about their social impact. A company that has just been hit by a fraud penalty may also be hit in the talent market. High quality candidates will avoid such employers when applying for jobs.
“The implementation of hotlines has been critical, as tips are the number one way in which frauds are identified.”
– Cynthia Cooper
would turn out to be a miscreant and his peer–Watkins–would wind up being a standard bearer for ethics? “I then wondered, do we as professors have any responsibility for preparing people for going into a company where there is a toxic situation? I realized that the topic didn’t even come up with me,” Cox recalls. “I started talking to students and alums. And I found out that many of our recent graduates were facing significant challenges, and I hadn’t prepared them.” Cox realized he must incorporate ethics instruction into his classes–and not just theoretical teaching. His classes needed to deal with real-world issues to make it personal for his students.
Eli Cox, Professor Emeritus University of Texas at Austin
Every fall semester, Cox taught the Honors Lyceum program to sophomores. In the early 2000s, Cox scheduled Enron Chief Accounting Officer Rick Causey, a UT graduate, to speak to his classes. But the day before, Causey had to cancel the engagement to attend an emergency board meeting for Enron. Weeks later, Causey was at the center of the firestorm that led to the failure of the company. The whistleblower who was key in bringing Enron’s fraud to light, Sherron Watkins, was a fellow UT Business Honors Program alum with Causey. Cox pondered why one graduate–Causey–
Cox began teaching a freshman class on ethics in business that was open to students of any major. “What I learned from the students was extremely disturbing. Almost all of them appeared ill-equipped to make [ethical] decisions by themselves and less equipped to make those in situations where they were under pressure and had financial decisions [to make],” he says. For example, Cox would ask students to imagine that they worked in a fast food restaurant, and they weren’t told whether they were allowed to eat and drink the products. Yet, they noticed that other employees did so without paying when the manager wasn’t around.
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“Who decides if that is ethical? You or the manager?” he asked. “They decided it was them, not the manager,” Cox recalls. “They had a tendency to say rightness and wrongness is an individual decision.” Students need to consider what their moral standing is long before they enter professional careers, Cox says. In addition, all faculty have a duty to teach students not just what is legal behavior, but what is ethical. Cox refers to this as the “shadow curriculum,” which is the subtitle to his forthcoming book on business ethics: Seeking Adam Smith: Finding the Shadow Curriculum in Business. “I don’t think most people have come to the realization that I have. All students need something like that. For example, a chemistry grad may be asked to fake data. The better university professors do in preparing people for those decisions, the better everyone will be.” But waiting until college to teach students to do the right thing is too late, says Cynthia Cooper, who adds that she never had an ethics course. Ethics, she believes, should be incorporated into high school and university curriculums. In her case, the foundation for being a moral person (and having the resolve to stand up to an executive bully) began in childhood with parents who instilled strong values. “While most values are instilled at a young age, people can and do change.
The more we bring ethics to the forefront of a student’s thinking and incorporate ethical leadership and values into the curriculum, the more likely students are to make the right choices when faced with a difficult ethical dilemma. We can never start too early to instill ethical values.” Cooper, who left WorldCom two years after alerting the firm’s board of the company’s accounting misstatements, now travels across the nation consulting with companies and speaking to university students. “I encourage students to write their personal mission statements, define their core values, and think about what they want their life to stand for,” she says. “It’s important to help students understand why people make unethical choices, like pressure to meet certain goals, misguided loyalty, or a sense of entitlement. The more students understand what pressures they are to face, the more likely they are to make good decisions.”
Facing a hard choice So what should employees do if they encounter unethical activity? Cooper is clear: Every employee has a defining moment and will be faced with ethical dilemmas. Each employee can make a positive difference and play a key role in helping protect their organization.
But every situation is different, Cooper notes. Make sure you understand the facts and determine where to report your concerns. Some issues can be resolved by going to your supervisor and working through your chain of command. If the company has a strong compliance function and non-retaliative policy, employees may decide to call the ethics hotline. Depending on the issue, workers sometimes choose to go to the human resources department, the board of directors, or the Audit Committee. In some cases, it may be beneficial to consult an attorney who is well versed in your area of concern. “Be prepared to find your courage, resolve to stand firm in the face of pressure, and live by your values,” Cooper says. “I would make the same decisions again. But doing the right thing does not mean there will be no cost.” In the midst of the storm, it’s seldom clear what the outcome will be. “I can’t tell you I was a pillar of strength through this whole process,” Cooper says. “At times my hands were shaking and my heart was pounding. But I can remember my mother telling me when I was a young girl ‘think about the consequences of your actions and don’t ever allow yourself to be intimidated.’ “As much as anything her words have helped me find my courage at times when I have needed it the most.”
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THE BETA GAMMA SIGMA ETHICAL LEADERSHIP CERTIFICATE O F F E R E D I N PA RT N E R S H I P W I T H T H E C E N T E R F O R T H E P U B L I C T R U S T
hen you are inducted into Beta Gamma Sigma, you’re reminded of the BGS founding principles of honor, wisdom, earnestness, and service. If you truly adhere to these foundational tenets, you should be able to avoid ethical dilemmas. Right? Wrong. Unfortunately, other people’s indiscretions in the workplace can hurt you as much as your own, causing you to lose footing in your job and in your personal life. If you are a young professional, it is highly likely this will happen to you. Eighty percent of new graduates face an ethical dilemma in their first two years of employment. That is why Beta Gamma Sigma is partnering with The Center for the Public Trust to offer the Ethical Leadership Certification Program, a modular self-guided tool that teaches students to identify and respond to ethical dilemmas before they enter the workplace.
THE ELC BENEFITS STUDENTS The Ethical Leadership Certification Program helps students navigate the complexities of workplace ethics, including the roles that leadership and communication play. The ELC also provides a crucial certification for the resume, letting future employers know they are hiring responsible leaders.
THE ELC BENEFITS DEANS AND CHAPTER ADVISORS The ELC helps students remain the “best of in business” long after they graduate. By adding this certification program to current offerings, schools show prospective students and their parents that they can provide a well-rounded leadership education.
ELC PROGRAM STRUCTURE The Ethical Leadership Certification program is composed of six modules, each containing four to five 15-minute sections. Students learn ethical leadership from current and past CEOs of companies like Kimberly Clark, AT&T, UPS, and Texas Instruments. Topics include: • Overview of Ethical Leadership • Ethical Decision Making • Organizational Support of Ethical Leadership • Role of Leadership in Managing and Preventing Conflicts and Ethical Risks • Role of Communication in Ethical Leadership • Implementing Ethical Leadership
Watch your inbox for information on this valuable program coming to BGS this month!
Discover Your Potential. Devise Your Path. Make the Difference. Inquire Today
LEARN MORE 4 JMU.EDU/MBA
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WHAT THE OLYMPICS CAN TEACH US ABOUT BUSINESS A conversation with Gerek Meinhardt, BGS member since 2015 Olympic Bronze Medalist in Foil Fencing, 2016 Summer Olympic Games n August of this year, millions of people from around the world tuned in to watch some of the most amazing displays of athletic achievement ever seen. At least a few of these armchair athletes were from Deloitte, a big sponsor of the 2016 Summer Olympic Games. But that wasn’t the only reason they were watching. They had their eye on three-time Olympian Gerek Meinhardt who had recently joined their ranks as an Advisory Consultant. With his team, Meinhardt was expected to bring home a medal in foil fencing. It would be the first Olympic medal for the U.S. fencing team in 56 years. Meinhardt had already had his share of historic firsts. In 2007, he’d become the first U.S. men’s fencer to qualify for the cadet, junior, and senior world teams in the same year. In 2008, he became the youngest athlete ever to compete on a U.S. Olympic Fencing Team. A few years later, he was inducted into Beta Gamma Sigma. We talked with this celebrated BGS member about the ways his early successes fueled his career. “It always helps to have success,” Meinhardt said. “But many of my successes were the results of failures. I started fencing a little behind other
Gerek Meinhardt kids my age. What really helped me improve and get to the next level was taking those early disappointments and losses and learning from them.” Meinhardt was a good learner from the start. When he was seven years old, he started taking piano lessons from Vivian Massialas, a family friend. A year or two later, he was going to fencing practice after his piano lessons with Vivian’s husband Greg. Greg Massialas had been named to the U.S. Olympic fencing teams four times beginning in 1976. His son, Alexander,
would go onto the Olympics as one of Meinhardt’s teammates. International travel was a reality for Meinhardt long before the Olympic games, so he had to learn ways to juggle his education with his training early on. In high school, this meant studying on the plane on his way to and from tournaments. “I had to learn to be efficient when I wasn’t in practice,” he said,“so that, when I was training, I didn’t have to think about schoolwork. “In college, I had really good communication with my professors. I
once had to fly out on a Wednesday to compete in Korea and Tokyo, then fly back on Monday to take a couple of exams before flying out again. It was tough, but, when you’re committed, you’re able to manage your time.” Time management has remained critical to Meinhardt’s success in the workplace. After a year at Deloitte, he’s back at Notre Dame, but this time he’s on the payroll, working as the Assistant Director of Prospect Management. “It’s great to be back,” he said. “I love the university. I grew up a lot while I was [a student] here. I’m happy to be back to help with their continued growth and affect the lives of others.” This recent professional move brings many of Meinhardt’s passions into one place. Not only did he compete in fencing at Notre Dame, he also coached it. And this is where he first learned of Beta Gamma Sigma. “When I got into the MBA program, things slowed down a little travel-wise, and I had more time to get involved with my coursework. “When I learned about BGS, it became a goal of mine,” he said. “I’d known for a while that fencing wouldn’t go on forever, that I’d have to focus on my business career.”
It’s fortuitous that that career continues to borrow on things Meinhardt learned from fencing. “I’m always looking for constructive criticism,” he said. “I’ve learned from fencing that you have to go about your training by looking for advice. You’re not going to notice something that a third-person observer would be able to see. There are always things you can learn, even from someone who’s less experienced than you. There are ways they can help you become more complete, smarter.” In this way Meinhardt almost seems to credit others with his successes, so much so that the word “competition” is curiously missing from his vocabulary. “When I had those successes at Nationals, I didn’t let my ego get ahead of me. That’s how I kept evolving and improving.” In Rio, he found himself among others who shared his outlook. “It was incredible seeing the basketball players at the Olympics. They’re down to earth, normal guys. In general, all the [Olympic] athletes are humble. I see how much effort, how much dedication they’ve put into their careers, training their whole lives. It was just an honor to be there with them.”
“There are always things you can learn, even from someone who’s less experienced than you. There are ways they can help you become more complete, smarter.”
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Stacking the odd
in the student’s
ere’s the reality: Some students do not accept membership into Beta Gamma Sigma. The BGS leadership team at the University of ArkansasLittle Rock has been working hard to change that ever since they established a chapter 40 years ago. For them, it is less about how to change the minds of students than it is why. Dean Jane Wayland, Chapter Advisor John Hall, and Student Officer Connor Donovan all agree that once a student has done the hard work, they owe it to themselves to get the competitive edge BGS membership affords them. These are the steps Wayland, Hall, and Donovan take to make sure invited students join:
MAKE SURE STUDENTS KNOW ABOUT BGS FROM DAY ONE.
UALR has a stanchion in the lobby with a list of those who have been inducted since the chapter began. According to Dean Wayland, “[BGS is] just a part of being in the academic world, and that’s what we want to show to our students. When they walk in the door, we want them to think, ‘I’d like to be that.’”
Dr. John Hall says that the list of BGS inductees is aspirational to students as early as their freshman year. “I coordinate the Freshman Experience class, and I put BGS out there for those students and their parents. ‘This is the best of the best,’ I tell them. ‘We want you to aim for this.’ We just keep it out there in front of them all the time.” It must work. Hall says he gets emails from students regularly, saying, “What do I need to do to get into this?” His response? “You get into this when I send you your invitation.” This generates a year-round sense of urgency, something for students to work toward. And it boosts the list of inductees for the Little Rock chapter.
MAKE SURE THE COMMUNITY KNOWS ABOUT BGS. According to Hall, BGS 2.0 helped Little Rock bring members in a little sooner, so they could say to the business community, “these are the best of the best.” Before students even graduate, they are seen by business leaders for their part in a robust outreach effort developed by Hall with Donovan’s help. In the spring they sponsor a service
ds favor day, in the fall “First Friday”volunteer service opportunities for the whole student body. “Our chapter advertises and promotes [First Fridays] to get our students involved. It makes the presence of the organization more visible, and it becomes more meaningful.” Hall takes a tough stance on service, and makes no apologies for it. “Being a member of the business community involves being engaged with that community and doing things that are more important than yourself,” he says. “To go about your life day to day, and not give anything back into the world you’re taking from, is selfish. “We talk about what it means to be a person who espouses the values of BGS. When we induct [members], we say, ‘Are you okay with these values?’ and they say, ‘Yes, we are.’ So we say, ‘If you’re going to be this person, then you need to be involved in your community, helping to provide other people with opportunities to do the things that you’re doing.’” Dean Wayland seconds that. “The First Friday Service Day is the result of a lot of thought. First of all, our students
need to learn service leadership. Period. The business community cares about service, and their employees do service activities, so that’s something we need to teach. “And we are a metropolitan school, with a lot of students who work and go to school part time. Sometimes we can lose that engagement if we don’t offer those things for them. ”
MAKE IT EASY FOR EMPLOYERS TO FIND TOP CANDIDATES. Being in a metropolitan area, the Little Rock chapter is very aware of its voice in the corporate community. Wayland believes this makes the BGS value proposition even stronger. “There are certain industries that have very high GPA requirements, and BGS is a filter for them. If a student is in BGS, they have that GPA. It’s the best filter you can have without looking at a thousand transcripts.” Hall concurs. “BGS acts like a certification. In addition to the fact that the person has done everything to get a university degree, this puts [them] at the top of that list.”
MAKE STUDENTS YOUR FIRST PRIORITY. It is clear that the Little Rock chapter has the best interests of its students at heart. Wayland says, “Here at the college of business, we’re all about giving our students career tools, and to me, being in an honorary is a career tool.” Hall says he nags students after invitations go out. “I monitor the response rates. I start tapping them on the shoulder when I see them in the atrium and say, ‘I noticed you haven’t responded yet. It’s a really big deal. It’s going to have benefits for you later on.’” Donovan was once one of those invitees. Now he’s a part of the movement to induct more students. “If an invited student were on the fence about membership, I’d say just join! You’ve met the requirements and worked this hard, so join. It’s not just a one-time thing. It’s a doorway to opportunities, and I want to share that with others.”
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Key Findings he BGS key is an outward sign to the rest of the world that you are the best in business. Many keys have traveled the world on members’ shirts or jackets. Marvin Wade’s only made it as far as the park across the street from his Columbus, Ohio home. From top: Marvin Wade’s BGS Key from 1959; Jacobs(l) with Wade after the key was returned
In 1971, eleven years after Wade earned his key at Bowling Green State University, it went missing in a string of neighborhood burglaries. The burglars took jewelry from several houses, meeting afterward beneath a tree in nearby Whetstone Park to look over their take. It was during this “discovery” that Wade’s key fell to the ground, where it would remain for 45 years. This summer, retired police officer Mike Jacobs was treasure-hunting underneath that tree with his metal detector. He had taken up the hobby upon retirement four years prior, but had only recently upgraded his equipment. “It’s kind of a neat hobby,” Jacobs said. “Everything you find is fascinating. I’ve found old coins from the 40s and 50s. That day I got a signal that I might have found gold!” But, unlike many hobbyists, Jacobs had never found a story. That was about to change.
Jacobs began digging when he detected gold and soon unearthed a pin with Greek letters on the front and the inscription “M.C. Wade – B.G.S.U. ‘59” on the back. “I thought it was a fraternity or sorority,” said Jacobs. “I was interested.” He dug a little more, but this time on the computer. First, he went to the Beta Gamma Sigma website, but, because he was not a member, he was not able to search for those who were. He did, however, discover that the BGS Board Chair was from Youngstown State University, which just happened to be his alma mater. Jacobs made a call to Dean Betty Jo Licata. That conversation led to many more discoveries for Jacobs, including the 1959 Bowling Green State University Yearbook, aptly titled The Key. The yearbook had a page devoted to Beta Gamma Sigma and a senior picture of one Marvin C. Wade. A little more digging and Jacobs found Wade’s phone number and called to tell him the good news. Wade’s reaction? “At first, I thought it was a scam. But then he brought me the key. It was in perfect condition!” Jacobs was thrilled to do it. “This was the first item I recovered that I could return to someone. That’s what people in the hobby love doing.”
embers in cities around the world have been clicking their cameras, phones, and video recorders to bring you a snapshot of Beta Gamma Sigma in this issue of HONORS. Weâ€™re delighted to share with you their inductions, service projects and networking events, and look forward to sharing your stories in the next issue!
From top: The Chile Alumni Network enjoy dinner and networking following a speaker event; University of Dubai chapter members attend an early screening of Captain America as part of a fundraising event
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From top-left: LA Alumni Chapter at a networking dinner; Brock University’s Goodman School of Business Recognition Ceremony; the San Diego Alumni Chapter takes a tour of the Helen Woodward Animal Center; Winona State University’s Installation and first Recognition ceremony - featuring a live owl; the University of Hartford Barney School of Business chapter preparing for their annual “Team Pasta” dinner; Indiana State University’s Recognition ceremony
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From top-left: University of Wisconsin - Oshkosh poses for a photo at their Awards Banquet; free popcorn and movie night sponsored by Shippensburg University’s Beta Gamma Sigma chapter; the Peru Alumni Network share dinner at a networking event; Jacob Wilcox, Erin Fetterman, and Dr. Lam Nguyen at Bloomsburg University of Pennsylvania’s Recognition Ceremony held in conjunction with the College of Business’ Award Ceremony; “Meet the Dean at the Bronze Key” event held on Southern Illinois University Edwardsville’s campus to invite students to membership in BGS; members of the Toronto Alumni Chapter enjoy appetizers and networking at the chapter’s annual summer social event
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is the CRO of NASBA and President of NASBA’s Center for the Public Trust. He speaks extensively on ethical leadership in the workplace and oversees numerous programs and conferences on the subject. For the past two years, Alexander has been working on The Ethical Leadership Certification Program, a version of which has been adapted exclusively for members of Beta Gamma Sigma. It is but one way he works as a champion for BGS.
ALEXANDER ON SERVICE: “Both students and companies recognize the importance of service and service leadership. Students want their work to be meaningful, so they pursue social responsibility as a component of their careers. What I’ve always believed is that the work we do has to be of value to ourselves and others, so I’m excited about the shift I’m seeing in this area.” Alfonzo Alexander Chief Relationship Officer, NASBA President, The Center for the Public Trust
“Ethical leadership is the only true sustainable leadership”
ON THE NEED FOR ETHICS TRAINING: “The Enron and WorldCom scandals triggered the founding of The Center for the Public Trust. Our founder saw the C-suite getting negative press, when the reality was that less than 1% were acting unethically. TCPT was founded initially to tell the good news. Later, we expanded to train others in ethical decision-making. Then we expanded to include students. “It was a major strategic shift to focus more on shaping the behavior of future leaders than changing the behavior of current leaders. In addition, a conscious decision was made at that time to focus not just on accounting, but across all business functions.”
ON ETHICAL LEADERSHIP CERTIFICATION: “Even though there’s lots of talk on college campuses about it, ethics training is ‘just a grade’ for some students. They feel like it’s either common sense or that the subject matter is ‘so senior executive’ that it doesn’t apply to them. “That’s the reason we use examples in the certification program that are based on experiences young people are likely to have their first years on the job. We want to get their attention early, so they can recognize it when they’re in a situation. “There are a lot of statistics out there about how quickly a person will experience an ethical dilemma in the work place. Some say it’s 80% in the first few years. Of that 80%, almost half will fail that first dilemma. “Part of what drives me in my work is that I was faced with an ethical dilemma four months into my career. I failed, because I didn’t see it, I didn’t recognize it. There are a lot of people out there like me. When I speak to groups, I tell them, ‘Ethical leadership is the only true sustainable leadership.’ That is what I truly believe and what I need to get people to understand. I’ve made the decision to lead in an ethical manner and make an impact in a positive way. That’s sustainable.”
has been an integral part of the Sogang Business School since the early 2000s. In 2015, he became Dean of the school and inherited an already strong BGS chapter. In addition to serving as Dean, Kim also serves Beta Gamma Sigma as a member of the Board of Governors. The perspective he is able to share with the BGS Headquarters is proving invaluable. So is his engagement with students at Songang. We spoke to Dean Kim about BGS as a driver for student success.
ON BGS AS A RESUME-BUILDER: “BGS membership is an honor and a major resume-builder. The affinity and the network that members build up during their student years lasts long after their graduation. Student members form teams and participate in public competitions over business cases. A couple of years ago, the school financed a program in which members of the Society visited the Hokkaido University in Japan and learned about campus sustainability measures.”
ON MEMBERSHIP AS A STEPPING STONE TO GRAD SCHOOL: “About
Juyoung Kim, Ph.D. Dean, Songang University
a quarter of our student members advance to graduate schools in Korea and overseas–mostly in the United States. I believe the membership is worth more when travelling overseas and meeting members there. I would like to see more exposure of this Sogang chapter in Asia to members in the US and Europe.”
ON PROMOTING BGS TO CORPORATIONS AROUND THE WORLD: “Songang has been maintaining a close relationship with subsidiaries of multinational companies in Korea. Our school news–including major activities of the BGS chapter–is channeled into the networks of these international firms. School news is also [broadcast] to CEOs of member companies of Korea Foreign Company Association (FORCA). On individual basis, BGS member students search out jobs at international firms once they want to start their career in a foreign company.”
ON MAINTAINING A HIGHLY SUCCESSFUL BGS CHAPTER: “This chapter maintains a tradition of tapping student candidates for membership through a series of promotional events. The faculty advisor of this chapter makes it a rule to call each of them over the phone and explain the value of the permanent membership. The BGS membership award ceremony is included in the agenda for the school’s key student-faculty gathering called ‘SBS Business Management Day.’ Hundreds of business majors attend this meeting, and new BGS members get the membership certificate in front of them. “I believe there should be more exchanges between members of chapters in different countries. Keep in mind that you have an Outstanding Beta Gamma Sigma Chapter in Seoul.”
“The affinity and the network that members build up during their student years lasts long after their graduation.”
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FALL 2016 EDITION The world is taking notice of Beta Gamma Sigma, its leaders and its members. If you find news stories, please forward them to firstname.lastname@example.org, so we can share them on social media or in the next issue of HONORS Magazine!
BGS CEO Chris Carosella was interviewed for the story “Honors Programs Go Extra Mile to Draw Top Students” in Poets & Quants. 7/20/16 BGS joined AACSB for the closing bell at the NYSE to celebrate the 100th anniversary of its founding. 6/13/16 BGS member Bengt Holström (MIT) was awarded the Nobel prize in Economics with Oliver Hart (Harvard) for Contract Theory. 10/10/16 CEO Chris Carosella was named to Forbes Nonprofit Council. 6/20/2016
NYSE® Group, Inc.
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21,389 FOLLOWERS ON FACEBOOK TOP How one millennial entrepreneur works three days per week, makes $23K in POSTS a month, and helps others achieve the same. http://ow.ly/S3ZW303tBpm How much will your business degree earn you? AACSB has the breakdown. http://ow.ly/fOwv304b92E
5,689 FOLLOWERS ON TWITTER TOP Career advice from the blog at Upscored, a new job search tool and company POSTS launched by BGS member Elise Runde Voss. ow.ly/8nwZ302FkjO The geographic shape of a city can tell you a lot about its economic development: whr.tn/2dYEImy @whartonknows
5,694 FOLLOWERS ON LINKEDIN TOP Big presentation coming up? Dananjaya Hettiarachchi, the 2014 World POSTS Champion of Public Speaking, has some tips. http://ow.ly/p1gz3028D1P Survey says... These are the skills most desired by employers, including some missing in new business recruits: http://bloom.bg/2dZks4s
64,325 FOLLOWERS IN THE BGS LINKEDIN GROUP TOP 7 reasons your best employees quit POSTS The Biggest Question of All is “What do we DO with all of that data?”
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Beta Gamma Sigma gratefully acknowledges the
many donors and friends who provide financial support for the Society. The following list reflects gifts received between July 1, 2015 and June 30, 2016. Thank you for your support!
Introducing BETA GAMMA SIGMA MEMORIALS TRIBUTES
Every effort was made to ensure accurate information. If, however, you discover an error or omission, please call the advancement office at 314.925.1796 or send an email to email@example.com. Chairman’s Council $20,000+ KPMG
President’s Council $5,000 - $19,999 AACSB Francis Marion University James W. Fenton Geico Graduate Management Admissions Council (GMAC) University of North Carolina at Greensboro Ohio Northern University
beta gamma sigma tribute & memorial gifts are meaningful ways to honor the leaders in your life.
Tributes give you an opportunity to say thank you to a favorite professor, boss, mentor or parent and acknowledge the impact they have had on your life and your career. When you give a BGS Tribute, your honoree will receive a card acknowledging your gift and describing its positive impact on the future of the Society. BGS Memorials offer you the opportunity to remember a friend, a colleague or a loved one who has made a difference in your life. When you give a BGS Memorial gift, your honoree’s loved ones will receive a card recognizing your gift and its lasting impact on Beta Gamma Sigma. A gift to BGS is an investment in the future of the Society and the leaders of tomorrow. To make a tribute or memorial gift, call the advancement office at 314.925.1796.
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All gifts reflect donations received between July 1, 2015 and June 1, 2016.
North Carolina A&T State University Quiester Craig James Smith Northeastern University Thomas P. Brady Northwestern University Kurt Janavitz Oakland University George H. Seifert Ohio State University Steven M. Katko University of Oklahoma Homer H. Hulme Katherene P. Terrell Robert L. Terrell Oregon State University George K. Austin Pace University Eric P. Szekrenyessy University of Pennsylvania Robert C. Nevin Hugh J. Zimmer University of Rhode Island Louise A. Bookman Rider University Robert Schimek University of Rochester Ramachandra Bhagavatula Roosevelt University Rosemary G. Mack Sam Houston State University Preston Johnson San Diego State University George G. Callaway University of San Francisco Louise C. Wong San Francisco State University Wesley R. Petit Santa Clara University Robert J. Emmons University of South Carolina James M. Mancini Ruth A. Moyer University of South Dakota Denise T. Smart University of South Florida Darrell J. Ferrigno University of Southern California Shuhui Peng Southern Illinois University Carbondale Roy A. Causey Southern Illinois University Edwardsville Deborah L. Johnston Southern Methodist University Chad S. Plotkin St. Johnâ€™s University James F. Giordano Nicholas J. Prokos Anne R. Wennington St. Maryâ€™s University Cynthia H. Munch Stephen F. Austin State University Craig G. Townsend Susquehanna University James App Syracuse University Walter W. Hemming
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Beta Circle $100 - $249 Alfonzo Alexander Fox Family Foundation Jed C. Goodall Howard & Roberta Goss Charitable Foundation Hoover-Lenox Family Trust JD Foundation Mycom LLC Pellot Family Fund Jay Schrimacher Henry & June Seifert Trust Adele M. Thomas Charitable Foundation The Weiler Family Foundation Deborah Wenkert David Williams Winfield Consulting, LLC Abu Dhabi University Avraam Papastathopoulos University of Akron Michael J. Berthelot David Leshner University of Alabama Thomas W. Armstrong James F. Barger Herbert A. Barr Debra B. Cartwright Margaret E. Hudson Rodney M. Kreps George R. Rea Lynne D. Richardson James P. Tate University of Alabama at Birmingham Jeffrey I. Stone University at Albany, State University of New York Mark E. Fronk Robert Stoddard Edward J. Wehle American University Francis D. Tuggle
Appalachian State University Brian W. Lund Sallie O. Simpson University of Arizona Bruce C. McAlister Robert Mylls Arizona State University Donald K. Ellis John D. Farrell Robert R. Gruman William J. Nasif William K. Rapp Harold C. White University of Arkansas James L. Ashmore Richard M. Bushkuhl Gene Cogbill Sheila Counihan Oneta C. Cox John W. Ingraham Richard Kjeldsen David R. Malone Ward N. Marianos* Donald F. McNiel Robert P. Taylor Robert E. Wahlman Augusta University H. M. Osteen Ball State University Kara Y. Lenox University of Baltimore Adam F. Panarese Baruch College - City University of New York Jon S. Adler Mary S. Cheng Swee-Lim L. Chia Wayne Danson Gary S. Eisenkraft Lee A. Feldman John Karabec Samuel M. Miller Henry B. Schram Jerome A. Seidman Saul H. Wadowski Baylor University Robert A. Fitz Bentley University David P. Demarco Matthew R. Wizeman Boise State University Sharon E. Nielsen Boston College Philip A. Bertolo Michael G. Faucher Mary Ann L. Hart James R. Kearnan Henry K. Kelly Gary R. Siegel Richard E. Valliere Boston University Donna Buchholz Harvey A. Creem Robert C. Gorin Francis R. Kimball Alan J. Rosenblum Richard A. Scheid Bowling Green State University Richard L. Foran Michael W. Hoffman Henry J. Merce Brigham Young University Randy K. Cox
University at Buffalo, State University of New York Robert D. Glidden Daryl R. Nitkowski Richard A. Shick George H. St. George University of California, Berkeley Leonard A. Aplet Melvin L. Bacharach Joseph F. Brilando James A. Craft Diane M. Downend James F. Duggan Jennifer L. Eccles Leland E. Leisz Gerhard G. Mueller Gerald E. Myers Kenji Tomita University of California, Davis Mark A. Nelson University of California, Irvine James F. Elliott Walter A. Meares University of California, Los Angeles Lynn W. Childs Al A. Finci Bernard D. Fischer Robert A. Frye Irwin D. Goldring Gerald Lippey Margaret E. Phillips Ridgway L. Pope Ross E. Roeder West D. Whittaker California State Polytechnic University, Pomona Edwin E. Gibson California State University, Bakersfield David F. Glossbrenner Donna J. Goins California State University, Chico Mark A. Birnbaum Frank Pangburn California State University, Fresno Susan L. Schweda Gregory K. Sivaslian California State University, Fullerton Cecile L. McKee James C. Pieschel California State University, Long Beach Michael D. Achterberg Smita Y. Katbamna Beate M. Morrow David S. Parkin Susan V. Parsons Robert L. Pitts Susan L. Volmer Russell E. Walker California State University, Los Angeles Diana J. Butts Beverly A. Hood George J. Walendowski California State University, Northridge Chris J. Curry *Deceased
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California State University, San Bernardino Kim J. Hales Canisius College Reginald B. Newman Nicholas F. Urbanski Jeffrey G. Wagner Carnegie Mellon University Chris R. Albani Peter M. Lively Case Western Reserve University Eugene A. Demonet Sheila S. Jackson Henry Ott-Hansen University of Central Florida Monica S. Forbes Jacqueline E. Keith M. D. Reno Centrum Catolica Graduate Business School Luis E. Caballero Chapman University Michelle R. Clark University of Chicago Thomas W. Davis Sebastien Sarlandie Richard J. Weiland Kuno A. Wyler University of Cincinnati Andrew M. Grant Raymond P. Neveu Thomas R. Reynolds Claremont Graduate University John W. Bachmann Clark Atlanta University Gbemisola S. Awoniyi Clayton State University Victoria L. Williams Clemson University Ronnie L. Jowers Joerg Sellerbeck Cleveland State University Linda H. Rogalski College of William & Mary Kevin J. Lee Brantley S. Orrell Rosemary L. Spell Robert J. Traynor Hays T. Watkins University of Colorado, Boulder Thomas G. Brown Makoto Fletcher Robert S. Graham Katherine L. Hart Edward C. Mitchell Megan A. Young University of Colorado, Colorado Springs William R. Price Colorado State University Richard L. Robinson Columbia University Rein Abel Robert Davidow Rajan Dev Robert L. Hoguet Richard T. Lebuhn John E. Meyer Richard T. Morena William W. Morris James A. Northrop Diana M. Sattelberger
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All gifts reflect donations received between July 1, 2015 and June 1, 2016.
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H O N O R S Fa l l 2016
TO THE SUMMIT To reach higher, you must have vision, patience, self-reliance, integrity, creativity, and strength. Sometimes you must also have help to get to the summit and realize your dreams.
to the 2016 GLS Scholarship recipients
to the generous donors who helped them to reach the Summit bgs ceo . . . . . . . . . . . . . Jennifer Mehring, Rutgers bgs staff . . . . . . . . . . . . . Valerie Mueller, Suffolk University kaplans . . . . . . . . . . . . . . . . Nataliya Povarenkina, Sam Houston State University jav . . . . . . . . . . . . . . . . . . . . . Harry Lai Tak Pui, The Chinese University of Hong Kong Harry Ka Yung Wong, The Chinese University of Hong Kong kpmg . . . . . . . . . . . . . . . . . . . . . . . Sarah Ali, Kent State University Bryelle Braswell, North Carolina A&T Lingan Hang, George Mason University Nawal Hilal, American University Beirut geico . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Erica Moody, Kennesaw State University award concepts . . . . . . . . . . . . . . . . . . . Jessica Kim, Loyola Marymount University
More than 100 collegiate members applied for sponsored scholarships to the 2016 Global Leadership Summit by submitting their transcripts, their business resumes and essays describing a meaningful experience theyâ€™d had in their lives and what they had learned from it. Two of our scholarship recipients share their stories below.
My story starts as a young child growing up on a farm in northern New Jersey with my grandparents and parents. As JENNIFER MEHRING soon as I was able to walk, I was outside following my grandpa around the farm and helping to plant vegetables and harvest the crops in the summer and early fall. My grandpa taught me the meaning of hard work and determination by rising before dawn and working until nightfall on the farm while he was in his 70s. Unfortunately, when I was around nine years old, my grandfather was diagnosed with Alzheimerâ€™s and dementia. At the time, my mom was working days and my father was working nights; therefore, I was responsible for caring for my feeble grandmother and my grandfather. He had a knack for getting into trouble, such as falling over, leaving the house and wandering off the property, and trying to find the car keys to go for a drive. Caring for him at the end of his life taught me patience, creativity, compassion, selfreliance, and responsibility. Now, I find myself in another challenging situation: helping out my elderly parents while going to school as a full time student. To further complicate matters, I do not have a vehicle. Therefore, I walk two miles each day to my local train station and then sit on the train for an hour and fifteen minutes to reach the Rutgers Business School in Newark, NJ, where I am a senior majoring in business marketing. I have walked through torrential downpours, horrible summer heat, and monster snow and ice storms to get to school. Yet, I am determined to gain my education, no matter how many miles I have to walk! This determination and self-reliance was instilled in me at a young age by working with and caring for my grandfather, and it has helped me to reach my goals today. Overall, there is value behind struggling; it has formed me into a stronger and more creative person, who absolutely refuses to give-up when confronted with adversity.
Five years ago I did not speak a word of English. As of today, I have obtained a BBA in Accounting with a 4.0 GPA and NATALIYA POVARENKINA am pursuing MS in Accounting at Sam Houston State University. I was raised by my grandparents, as my parents passed away when I was little. The biggest dream my grandparents had was to give me a strong foundation that would empower me to succeed, which meant providing me with best education they could possibly afford. I was born and raised in Uzbekistan and graduated from Tashkent State Musical College with Highest Honors. The educational system in Uzbekistan is corrupt: entry exams and diplomas are sold. Therefore, a person who works and studies hard will not necessarily get an opportunity to accomplish his or her goals. Ten years ago my grandparents passed away. In their memory, I started working on accomplishing our dream. After researching college education in a variety of countries, I made a decision to enter an American college because the USA educational system gives students many opportunities to successfully complete their degrees and apply their knowledge in a wide variety of jobs. I certainly knew of the drastic changes I was going to face when studying in the U.S.A., but I did not realize how they would change my life. The process of learning requires a lot of strength, perseverance, and devotion, but the benefits acquired are indescribable. True success requires setting high goals and never taking your eyes off of them, no matter how difficult the obstacles are. My long-term career goals include obtaining MS in Accounting. I want to become a CPA and would like to work for one of the Big Four Public Accounting Firms. I also plan to volunteer in Houston communities to help people prepare their personal income tax statements. In the memory of my grandparents, I will use all my skills, abilities, knowledge, and diligence to achieve the goals I have set for my education and career.
H O N O R S Fa l l 2016
If you’ve not yet been faced with an ethical dilemma, listen up. Ethical dilemmas are all around, forcing us to commit to what we know is right. When we practice good ethics, we are true leaders, bringing immeasurable value to the companies we serve.
Accept the ethics challenge! • In 150 words or less, tell us how you’d answer the ethical dilemma below. • Send your response to firstname.lastname@example.org with the words ETHICAL DILEMMA in the subject line. • Please include a picture of yourself and a mailing address with your entry. • Deadline for entries is February 28, 2017. A winner will be selected by BGS staff, with a little help from our friends from The Center for the Public Trust. The winner will receive a FREE “Elwell” BGS mascot and be published in the next issue of HONORS Magazine.
Here’s the challenge: Dwayne runs a successful consulting firm, but, with two new contracts promising to close, he needs someone to help him manage it. He advertises for the position of Office Manager and conducts two rounds of interviews before deciding to hire Rebecca. He calls her with the good news and mails out an offer letter. Because she is currently employed, Dwayne sets her start date for two weeks out. Dwayne breathes a sigh of relief. Rebecca’s skills are strong, and having her in the office is going to make it possible for him to be much more productive. But a week later, Dwayne gets together with a friend for a golf game and learns that his friend’s oldest son, Michael, has lost his job. Michael is college-educated with six years’ experience. He has all the skills Rebecca has, but he is far more tech savvy. Truthfully, technology is an area where Dwayne needs help the most. Michael could really turn the tide at the office by helping him update his systems. Plus, having watched Michael grow up, Dwayne can personally vouch for his character. Dwayne knows that hiring Michael would be the smartest thing he could do. And he would always know he helped a friend in need. But Rebecca has already quit her job to come work for Dwayne. Should Dwayne let things lie? Or should he tee up the job up to Michael?
B G S
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University of Detroit Mercy College of Business Administration
Celebrating 100 Years as Detroit’s Premier Business School For 100 years, we’ve provided the Metro Detroit community with a Jesuit and Mercy business education that emphasizes social responsibility while maintaining the highest academic standards.
Ranked the 10th best in the nation for undergraduate Management by U.S. News & World Report.
Ranked the 16th best MBA program in the nation for Management by U.S. News & World Report.
Accredited among the top 5% of business schools in the world by the Association to Advance Collegiate Schools of Business (AACSB).
Our MBA program is now available at our downtown campus. Graduate and undergraduate scholarships are available. Our new Center for Social Entrepreneurship is opening this fall as an incubator for ventures designed to enrich the community through sustainable commerce with a positive social impact.
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