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How I roll5

Vic’s Corn PopperRuth & Vic Larson

Plusarts & entertainmentomAHA!in the office

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oUr newonlIneauCtiOn atDetailS Onpage 36

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contributing Writers

leo adam Biga • Beverly Kracher, ph.D. molly garriott • tony endelmanCarole Balston • Jonathan Welsh

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omAhA-metro business to business mAgAZine spring 2009 VOLUME 9 • NUMBER 2

insideon the web: w w w.b2boma.com

featurescover story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Ruth and Vic Larson

Since Vic’s 1980 start, the nurturing couple, who raised three children of their own, has employed scores of youths. For many, it’s their first job. The Larsons expect much from their teen brigade, whom they regard as “our kids,” and get loyal high achievers in return.

feAture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Administrative Professionals’ Day

feAture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Self-Publishing

arts & entertainment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Confluence Bookstore, Bistro and Business Center

how i roll . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Bill Alford

omaHa! renovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Aksarben Village

in the office . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Michael Alley

hats off . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Walter Scott Jr. to Receive High Honor

best of B2B omaha . . . . . . . . . . . . . . . . . . . . 25Results

bidomahanow.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36Auction-Style Market

omaHa! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41WorldWide Trekking

columns business ethics ....................................................... 44Moral Courage All The Way Around

best of B2B 2009 ResultsPage 25

N o w c h e c k o u t B2B o m a h a m a g a z i N e o N l i N e. us i N g f l i p B o o k t e c h N o l o g y t o g i ve yo u a w h o l e N e w m a g a z i N e re a d i N g e x p e r i e N c e.


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Once a teacher, always a teacher. The axiom applies to Vic Larson and wife, Ruth, retired educators whose mom-and-pop retail food company, Vic’s Corn Popper, integrates lessons from their lives

and teaching careers.Since Vic’s 1980 start, the nurturing couple, who raised three children of their own, has employed scores of

youths. For many, it’s their first job. The Larsons expect much from their teen brigade, whom they regard as ”our kids,” and get loyal high achievers in return.

“They’re the neatest kids,” said Larson. “Our philosophy, like in teaching, is that people will produce at the level you accept. If you accept mediocrity, that’s what you’ll usually get. But if you have high standards, people will produce at that level. We have a high standard and we expect them to work to that. That’s why we give them the keys to the stores. They’re in charge.”

Larson said it’s not unusual for someone to start at 16 and stay until graduation. Even after moving onto col-lege, he said, many Vic’s veterans come back to work summers or holidays. Some continue even after starting careers and families.

He and Ruth are adamant that high school students in their employ enjoy being kids. “They’re kids, we want

Vic’s Corn Popper OwnersDo More Than Make Snacks, They Mentor Young People

Story by Leo Adam Biga • Photos by minorwhitestudios.com cover story


cover storycontinued from previous page

‘em to have fun. We want ‘em to partici-pate in school activities, go to games on Friday nights, go to prom, go to home-coming, and so we really push that. Instead of working 20 to 30 hours a week, they work 12 to 15 hours.”

The bonds run deep. “We get invited to their graduations, their weddings,” Ruth said. “We look at them as individuals, not just as our Friday night crew or whatever,” she said. “They have their own needs, their own problems, their own families. You take each of those kids separately and think, ‘What does he need for guidance compared to this one, who maybe doesn’t need that.’ As a teacher you do that.” It’s the same with customers. “We make con-nections,” she said.

“We really work with our employees about treating people with dignity and respect,” added Vic. “You treat them as valuable people. You look ‘em in the eye and you get to know who they are, what they like, especially repeat customers. You want to make them feel like they are some-body special.”

Vic and Ruth say they’ve created a work culture based on “integrity and initiative.” The managers they hire instill a culture of “doing what’s right,” as Larson puts it. These principles were modeled by the couple’s own hardworking parents. His were educa-tors. Hers, farmers. Like all good teachers, the Larsons view the youth in their charge as human resources they must prepare for the future.

“They have to deal with money, they have to make and package a quality prod-uct, they have to scrub the floors…I mean, they have to do it all,” he said. “We want to create a positive work environment so that they feel good about their job and they’ll go out and hopefully have good work experience in whatever they do. We want our kids to become good workers for others. That’s our goal.”

The Larsons communicate their busi-ness values and entrepreneurial guide-lines not only with employees, but also with students at area elementary schools, high schools and colleges.

He said he tells students, “If you ever want to start a business, it better be some-thing you like. I also get into what we look

Cass St

Dodge St

78St


for in hiring — we want good citizens because good citizens become good workers. With older students, I get into budgeting and what it really costs to run a business.”

What began as a way for the couple to earn extra income became a passion for both.

Larson worked in the OPS vocational ed office at the time. The ex-industrial arts teacher supplemented his sparse teaching pay working summers for engineers and homebuilders. Having a business of his own was his real desire. Ruth, who’d left teaching to focus on the kids, wanted to work again but not in the classroom.

Taking a cue from the Korn Popper store he frequented growing up in his native Lincoln, Neb., Larson conceived a niche gourmet popcorn store featuring hybrid white corn. The brand long ago expanded into flavored varieties.

Korn Popper helped the Larsons launch the first Vic’s store in midtown Omaha. Vic’s soon caught on. More sites followed, including a store in the downtown Brandeis food court. In ‘84 the couple sold most of it to investors, remaining part owners. Vic’s went national. The couple got out in ‘85. But the hunger to guide the business bear-ing his name compelled Larson to buy the Harvey Oaks store at 144th and West Cen-ter in ‘91. He’s since added the Oak View Mall store and reacquired the Brandeis site. A new addition is a production-distribution center set up to handle Vic’s growing Inter-net orders.

What began as a moonlighting venture is now a well-established family enterprise and mentoring outlet for the couple. It shows what’s possible with hard work and imagination, a message Larson tries conveying to kids. “I want to really engage them in that, to spark some interest in them. I always ask, ‘What do you really like to do? You’ll never get anywhere if you don’t have any plans or goals.’ We try to get ‘em thinking about what they want to do when they get out of school.”

The couple’s children have all worked at Vic’s. The grandkids are too young to work there just yet, but Ruth said they’re already “staking out” which stores they want to run one day. The kernel doesn’t pop far from the kettle.

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S T o r Y b Y C a r o l e b a l S T o n P h o T o b Y M i n o r w h i T e S T u D i o S . C o M

Confluencebookstore, bistro and business Center — a bellevue Gathering Place

Thriving, year-old Confluence was the brainchild and long-time dream of retired international business and languages graduate and Navy Commander, Sue Lynn. In years of travel away from home, a haven in which to relax, eat well, read and conduct business all under one wel-

coming roof was a special find. From her initial thoughts on creating such a place locally in 1995, her ideas came to fruition in November 2007 with Confluence’s doors opening in Bellevue.

Leaving an environment in which one is successful and happy is no soft option though. Friends, family, colleagues and mentors gave her the impetus to ‘go for it.’ Among those to whom she feels especially indebted are General Cartwright, former boss at Offutt Air Force Base; Harlan Falk, Execu-tive Vice President, Great Western Bank; and commercial artist from Fort Calhoun, Bob Hogenmiller. It was Bob whose designs in 2005 were so totally in tune with Sue’s vision, that they successfully com-municated her dream to others in a way that words alone might not have achieved.

Confluence owner Sue lynn tucks into a cozy corner.


The bookstore was, for Sue, a prereq-uisite. Cozy corners on both floors invite any so-inclined human to sink into deep leather armchairs and soak up a book. The selection cannot compete with larger book-stores, but a nonetheless well-researched and inspiring range is available across the board for all from the very young, to novels, cookery, local area, history, special interest, biography, an inspiring worldwide languages selection (Confluence is one of Offutt’s Language Center suppliers), and much more. Thanks to Bellevue School District links, the store can provide all 7 - 12 grade required and optional curriculum books. The online bookstore section is expanding as Confluence offers supplies to universities and libraries.

The Bistro is underpinned by her love of simple menus, fresh and (where possible) locally sourced ingredients, and excellent cooking. It’s not only the food which is local, though; chefs are often recruited from Metro Community College. Fredy Hilt-bruner, previously executive chef at Café de Paris in the Old Market, keeps a guiding consultative hand on the Bistro – as well as providing some of his own home-grown produce in season! 172 seats in as many as six different areas can be offered to diners throughout the two-story premises.

In 2008, over 1,000 events took place at Confluence, ranging from piano recitals to business conferences, well above the 200 estimate in the original business plan for the first year.

The business center has, in Sue Lynn’s own words, been “fully embraced by the local community.” Many local businesses do not have their own training or conference space, and Confluence’s highly sophisticated facilities are a jewel for the area, already appreciated and regularly used by leading defense and local businesses.

Flexibility is the name for meetings, con-ferences and training. Movable walls, doors and book stacks, and electronically con-trolled drop-down screens, projectors and lighting offer up-to- the-minute tailored solutions and options to companies and groups from 20 to 150 people.

Sue Lynn is now exercising her mind on further developments for Confluence for 2009.

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S T o r Y b Y S a n D Y l e M k e P h o T o b Y M i n o r w h i T e S T u D i o S . C o M

Bill Alfordrollin’ ViP

B ill Alford wants everybody to roll like a VIP. As owner of VIP Limousine, Alford says the ap-peal of a limousine ride is “The escape. The entertainment value. A limo ride makes people feel special. Hence the name, VIP.”

Alford’s got a fleet like no other in town. “We have vans, sedans, Hummers, limousines, all the way up to LimBUSines.” These are buses converted into limousines with wood floors, plasma televisions, leather seats, mirrored ceilings, karaoke, cd/dvd player and more. Alford added, “People are always surprised when they get inside. On the outside it’s a bus. They get inside and it’s a room where they can get up and move around.”

Alford added, “The fun part of owning a fleet of luxury vehicles is taking people out on celebra-tions such as birthdays, anniversaries, office celebrations, Quinceañeras or weddings.” Alford stressed though, that the most gratifying part of his business is his work with the Make-A-Wish Foundation. The Make-A-Wish Foundation grants wishes to seriously ill children. Alford stated, “Most “wishes” have a transportation component and we are honored to work with the organization.”

Aside from his fleet, what is Alford’s dream car? “Either a Jaguar XKR convertible or a Maserati Spyder.” Alford has a sporty sense indeed. His hobbies reflect that as well: they include basketball and skiing.


Modern-Day Old MarketS T o r Y b Y T o n Y e n D e l M a n P h o T o b Y M i n o r w h i T e S T u D i o S . C o M

D rive east on Center Street and you’ll notice that a landmark of Omaha’s past has been de-molished. Yet, at that same site, a landmark of Omaha’s future is now emerging in its place. What was once home to the city’s treasured horse racing grounds is now the site of Aksarben

Village, an incredibly unique mixed-use development highlighted by four buildings with office, retail, entertainment, academic and residential elements. The Village encompasses the area between Pine and Center streets, from Aksarben Drive to the west and 63rd street to the east.

Noddle Development Company, overseeing the nearly $300 million project, envisions Aksarben Village as a place where people from business, academia, and the general public can amalgamate and interact. “It’ll be very much like a modern-day Old Market,” describes Jay Noddle, president of Nod-dle Development. “It’s going to look like a village. Two-, three- and four-story buildings with retail space on the first level, and office spaces and living spaces above.” Upon completion, Aksarben Village will feature: 750,000 square feet of office space; 250,000 square feet of retail space; 500 residences; a five-acre park; a Marriott Hotel; an entertainment district; and conveniently structured parking.

Already a year into its first construction phase, Aksarben Village is steadily and impressively beginning to take shape. Its inimitable character is exhibited by the distinctive loft buildings that allow for retail, commercial and residential uses. Together, the buildings complement the development’s overall theme, with common design features, including bay windows, turrets and high ceilings. However, each building is different than the next, giving inhabitants the opportunity to choose from a variety of layouts.

In September 2008, Aksarben Village welcomed its first tenant, The University of Nebraska Foun-dation’s Omaha office, which moved from 87th and Dodge. The Foundation is wholly committed to raising funds for the University of Nebraska-Lincoln, the University of Nebraska-Omaha, the Univer-

Soon, residents can say they live in “the Village.”


sity of Nebraska-Kearney, and the University of Nebraska Medical Center. Just a few weeks later in October, Wohlner’s, Omaha’s oldest grocery store, moved in below the Foundation offices and became the area’s first retail occupant. “Compared to our old location on Leavenworth, we have a ton more useful space,” says Wohlner’s owner, Mike Schwartz. “I am third generation. My grandfather started Wohlner’s in 1918. My family is very supportive of Omaha, and we take a lot of pride in what we do. Aksarben Village is a beautiful home for our store, and I really enjoy working here.”

In November, the building just east of Wohlner’s opened, and currently serves as home to Security National Bank and Grubb & Ellis/Pacific Realty, with plenty of space still available. And, soon to open is the 110,000-square-foot building just north of Wohlner’s, at the southeast corner of 67th and Frances streets. The second and third floors will house offices, while the fourth floor will feature offices on the north end, and apartments on the south end. Noddle Company and Olsson Associates engineering firm will occupy all of the second-floor of-fices. Half of the first floor, which is reserved for retail space, is already leased to Paradise Bakery, Juice Stop, and Godfather’s Pizza. This spring, construction will commence on Building 4, between 64th and 67th on Frances Street. Of the 40,000 square feet, all but 6,000 will be occupied by DLR Group, an Omaha-based architecture, engineering and design firm.

Most notable, perhaps, is the recent an-nouncement that one of Nebraska’s premier businesses will be moving its headquarters to Aksarben Village. In 2011, Blue Cross Blue Shield, our state’s biggest health insurer, will begin leasing the Blue Cross Centre, a $98 million, 315,000-square-foot, 10-story office building. Blue Cross Blue Shield has signed a 25-year lease with Tetrad Corporation, the building’s developer and owner. The new facility will house over 1,000 employees, most of whom are currently spread across three separate locations, including the com-pany’s longtime headquarters at 72nd and Mercy streets.

According to Blue Cross Blue Shield offi-cials, the move offers a number of advantages for both the company and its members. By

becoming a lessee, Blue Cross Blue Shield will save up to $2 million a year, enhance its overall efficiency, and better serve its continual growth in members and employ-ees. “Building ownership and maintenance can be time- and resource-intensive, and is not one of our core business competen-cies,” describes Steve Martin, president and CEO of Blue Cross Blue Shield of Nebraska. “This move will allow us to focus on what we do best—providing health and wellness solutions for our members.”

Also remarkable is the academic presence that will surely be felt in and around the Vil-lage. Last June, the University of Nebraska-Omaha broke ground on Mammel Hall, a $31 million building, just south of the Peter Kiewit Institute and just north of Aksarben Village. Mammel Hall, named after an exceptionally generous donor, will be home to the UNO College of Business. “The op-portunities that will come from being next to Aksarben Village are tremendous,” says Lee Denker, president of the UNO Alumni Association. “Businesses will be able to uti-lize the strengths of UNO’s business faculty and students, while the students will be able to capitalize on having so many businesses right across the street.”

In addition to offices and retail businesses, Aksarben Village will feature an entertain-ment district, located directly to the west of Building 4 on 67th Street. Magnum Devel-opment is creating the entertainment zone, which, ultimately, will boast a 12-screen movie theater and a 30,000-square-foot fitness and spa facility. Just to the east of 67th Street, a 4.5-acre park will feature a band shell and stage on its west side, and an expansive green area in the middle with room to seat over 4,000 people. And, those that hope to live in the Village can choose from a variety of loft condominiums and townhouses.

Aksarben Village is not just a strikingly innovative development, but a representation of the entire city of Omaha. When com-pleted, the area will allow its residents and visitors to eat, shop, work and play — while creating an invigorating sense of community. Undoubtedly, Omaha will embrace the new Aksarben as much as it did the old Aksarben, and cherish what has been accurately and appropriately called a Village.


Michael Alleyalley Poyner Macchietto architecture

S T o r Y b Y M o l l Y G a r r i o T T P h o T o S b Y M i n o r w h i T e S T u D i o S . C o M

When Michael Alley and his fellow partners at Alley Poyner Macchietto Archi-tecture were hired to renovate the former Ford manufacturing plant on the northeast corner of 15th and Cuming streets, they had no inkling that their

firm would one day be a tenant of the historic building. The firm of over 30 professionals works in an open, 10,000-square-foot space where

individual desks are situated in close proximity to communal work surfaces. Its ex-terior walls are essentially oversized windows. The result is a workspace flooded with natural light, even on overcast days. Reminders of the building’s past are evident: the ceiling, though painted a soft gray, is unfinished; rough pillars speak to its manufactur-ing past, while more decorative columns remind visitors they are revisiting the former Ford showroom.

This sense of place is important to Alley. He’s made a career out of historic conver-sions turning old buildings, whose use is outdated, into viable structures with new purpose. The concept of a “shared memory” between a building’s history with its present intent appeals to Alley. At a job’s inception, Alley says that his firm always asks, “How can we protect the integrity of the original building?”

Alley’s architectural firm was committed to what he calls “the stewardship of sustain-ability” long before it was en vogue. One of its earliest examples of sustainable design is the National Arbor Day Foundation’s Lied Conference Center in Nebraska City.


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Since then, Alley has rehabbed old ware-houses around the Old Market, including the Old Market Loft Apartments in the former Butternut Coffee Building. He has overseen renovations of the Rose Theater, Bull Durham Building, and most recently, the Omaha Building.

Though passionate about historic renova-tions as a means to combat urban sprawl and promote sustainability, Alley also pursues new construction projects. The Slowdown development is an example of his handiwork, and he has designed buildings for Creighton University, UNO, UNL, and community colleges statewide as well.

But especially close to his heart are “projects that have a social justice connec-tion to them,” says Alley. “I am a real pro-ponent of in-fill development,” specifically, in-fill housing in North Omaha. Alley describes it as going into neighborhoods with “missing teeth” derelict structures and houses and rebuilding homes in keeping with the historic style of the neighborhood. He has worked for both city initiatives and non-profit organizations like Holy Name Housing.

Why there is homelessness in a country with such wealth is an enigma that troubles Alley. His work with our city’s poor led to a worldwide odyssey on the nature of poverty. Alley and his wife have traveled to such places as Calcutta, Sierra Leone, and Guatemala to see first-hand how poverty is manifested differently in other countries. As a result of their travels, Alley has de-signed a medical clinic in Pakistan, and he and his wife adopted a Sudanese girl, now with a daughter of her own.

Alley’s office is a testament to his dedica-tion to recycled buildings, and his work-space reveals those people and principles close to his heart. He points to photos on his desk of his wife, their two biologi-cal daughters and Sudanese daughter, and new granddaughter. Standing guard over his desk from an adjacent bookshelf is a souvenir from one of their trips abroad: a hand-carved dog head from Nepal. And in the corner of his office rests his bike, his preferred mode of transportation to work from his Dundee home.

Alley does not merely preach sustainabil-ity and social justice; he lives it.


Administrative Professionals, Executive Assistants, Secretaries,

Personal Assistants -- whatever you call them, they keep offices hum-ming. In the daily corporate battles, they serve on the front lines. It is fitting that a day is set aside to recognize their contributions. This year, it is Wednesday, April 22.

It’s sometimes difficult to know what is a thoughtful gift. Flow-ers are always appropriate. We’ve asked some Omaha administrative professionals what they’ve enjoyed receiving in the past.

Jennifer Cormier of First National Bank of Omaha has several recommendations. “A gift that I received once was a membership to the Omaha Children’s Museum. I found this nice because for a whole year I could spend time with my kids whenever we wanted to. It was very personal and one that I have never forgotten. Along those lines would be a membership to the zoo, the Joslyn, the Symphony, the Playhouse, etc. The possibilities are endless. Of course, we always recommend attending the Administrative Professionals’ Day Break-fast (for $20 each you get breakfast, a motivational speaker, door prizes and a goodie bag to take with you) (see sidebar).” Cormier also recommends: paying for a class/seminar/conference for the admin; personalized stationery; or books pertaining to the profession

(Cormier’s personal favorite is “Become an Inner Circle Assistant” by Joan Burge of Office Dynamics).

Ann Burke of Goodwill Industries liked receiving a subscription to a business magazine, paid training and a day spa gift certificate. In addition, Burke said, “I believe a wonderful gift would be for an employer to pay for membership dues to one of the International Association of Administrative Professionals® (IAAP®) four local Chapters. This is the organization that originally founded Adminis-trative Professionals’ Day® (formerly Professional Secretaries Day®). IAAP® meets the highest standards of a well-run, effective profes-sional membership organization.”

Burke explained the benefits of the organization. “IAAP® mem-bers receive a monthly online newsletter; there is also a bi-monthly hardcopy magazine called OfficePro that is mailed to all members. Both of these publications help admins keep up with current office trends and rapidly changing technology. The information and training offered by IAAP® are essential for today’s administrative professionals as we adapt to constantly changing business environ-ments. I have enjoyed being a mentor for others as well as being mentored by seasoned professionals in my field. The networking opportunities and continuing education are what I value most

Administrative Professionals’ Day — april 22

Story by Sandy Lemkefeature

Don’t forget to show your appreciation. here are some thoughtful ideas!


from my membership, especially during these tough economic times.”

Barbara Schuler of HDR added, “My em-ployer pays for each of the admins and their executive(s) to attend the Administrative Professional’s Day® Breakfast sponsored by

the Ak-Sar-Ben Chapter of IAAP®. We also are taken to lunch at a very nice restaurant a few months after Administrative Profes-sionals’ Day®. I think I like going to the breakfast and being taken to lunch after the day the most because it does spread the fun out throughout the year.”

Last but certainly not least, Cormier recommends, “Most important would be telling your admin ‘Thank you.’”

Ak-sar-ben chapter of iAAp®administrative professionals Day® Breakfastwednesday, april 22, 20096:30 a.m. – 9:00 a.m. holiday inn CentralTickets: $20 each

Theme: “Shining excellence” keynote Speaker: negel McPherson Jr., Senior Performance Consultant, hDr engineering, inc.

Contact: Jennifer Cormier (402) 633-3184 or [email protected]


b Y S a n D Y l e M k e

On April 3, 2009 in Washington, DC, The Horatio Alger Association of Distinguished Americans, Inc. will award the 2009 Norman Vincent Peale Award to Walter Scott Jr. Scott, chairman emeritus of the association, serves on the association’s executive committee and

board of directors.The Norman Vincent Peale Award is annually conferred upon an association member who has made

exceptional humanitarian contributions to society, been an active participant in the association, and continues to exhibit courage, tenacity and integrity in the face of great challenges. The award is named in honor of Dr. Peale, who was an outstanding leader of the association for more than 40 years.

“We are delighted to honor Walter Scott Jr. for his tireless leadership, dedication and support, which have proved invaluable to the association,” said Horatio Alger Association president and chief execu-tive officer David L. Sokol. “He not only represents the American Dream, but also sets an example of involvement and philanthropy for our members and scholars.”

Born in Omaha, Scott is the grandson of Scottish immigrants. Raised during the Depression, Scott learned the value of hard work at an early age. As he grew older, he worked on farms and ranches, and

Walter Scott Jr. to Receive High Honor from horatio alger association

Walter Scott Jr. sets the bar high for philanthropists in Omaha, and nationwide.


even hopped a train to work on a ranch in Oregon during one summer of his youth. He demonstrated this same drive in his education and earned an engineering degree from Colorado A&M, which is now Colo-rado State University.

Scott is chairman of the board of Level 3 Communications, Inc., one of the largest communications and Internet companies in the world. He also serves on the board of directors of Berkshire Hathaway and Val-mont Industries. Trained as a civil engineer, Scott is a board member and Chairman Emeritus of Peter Kiewit Sons’ Inc., the na-tion’s fifth largest general contractor and top ten producer of coal.

Scott and his wife, Suzanne, founded the non-profit Suzanne and Walter Scott Foundation, which funded the Scott Atrium & Education Center at the Univer-sity of Nebraska Medical Center, the Scott Technology Center in Omaha and the Scott Kingdoms of the Seas Aquarium at Omaha’s Henry Doorly Zoo. As one of the most gen-erous philanthropists in America, Scott has continuously supported efforts to provide more opportunities for America’s youth.

Founded in 1947, the Horatio Alger As-sociation of Distinguished Americans con-tinues to fulfill its mission of honoring the achievements of outstanding individuals in our society who have succeeded in spite of adversity and of encouraging young people to pursue their dreams through higher education. The Horatio Alger Association offers three annual scholarship programs: the National Scholarship Program and state scholarship programs, and graduate grants. The association awards nearly $7 million annually in college scholarships and has given more than $63 million to deserving students since 1984. The association is a 2008 Combined Federal Campaign partici-pant, ID# 77062. For more information, please visit www.horatioalger.org

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Have an idea for your own book? Fancy yourself the next bestselling author? Keep in mind, publish-

ing a book is more than writing. What’s more, publishing is often confused with printing. Much is involved in publishing, before and after the actual book printing.

Local publishing executive Lisa Pelto of Concierge Marketing has advice for would-be authors. “A book can take years to write. Once the decision to enter the publishing process is made, the author should expect another six months to a year prior to actual printing to build an audience, produce a high-quality book, get distribution in place and line up advance publicity. National magazines require four to six months advance preview in order to review a book. Most published authors will say that the writing was the easy part of pub-lishing. Just because you can get a book done in a month, doesn’t mean it’s a good idea to do so.”

Tom Becka, who wrote “There’s No Business Without the Show!” (Orpheum Brothers Press, $21.95, www.TomBecka.com), said of

his publishing venture, “I’ll admit I was a little naive when I started this project. There is a lot more work to writing and publishing a book than I imagined.” Becka’s book presents the parallels between salesmanship and show business, and how salespeople can use show-manship to set themselves apart. Becka uses celebrity quotes to illus-trate his points. The book flows well and is easy to read. It contains a lot of basic, but solid, sales advice in addition to Becka’s fresh ideas.

Pelto added, “The answer in self-publishing is simple: the author. The author’s decisions along the publishing path can set them apart – they can stand alongside books that have huge budgets from major publishing houses, or they can languish in the shadows with other books that have not been professionally edited or produced and don’t have an identifiable audience or any marketing. The author’s diligence in producing a high-quality book and then marketing it properly is what makes a self-published title successful.”

Tom Becka is pleased he wrote his book, and is working on a second. “When I wrote the book, I had no idea what was in store for

Self-Publishing The emphasis is on “Self”

Story by Sandy Lemke • Photo by minorwhitestudios.comfeature

lisa pelto, of Concierge marketing, and tom Becka (inset) have advice for would-be authors.


the economy. But now I think the message is more relevant than ever. The competi-tion out there right now is very tough. (see below). To win you’ve got to stand out and be noticed. You’ve got to have the old showbiz attitude of “The Show Must Go On.” You’ve got to learn how to deal with rejection. Something every entertainer has to deal with if they want to succeed.”

The hard work is paying off for Becka. “One of my biggest joys with this book is when someone comes up to me and thanks me for writing the book. When they tell me that it helped them make a sale or deal with an issue. I love doing my speeches and workshops and motivating people to tackle the challenges we all are facing now. When a business hires me a second time to speak to a different group of salespeople, and buys books for the entire staff, I know that my message is striking the right chord.”

How are sales in this tough market? Said Becka, “Book sales are good and it’s very rewarding to see something that was

no more than a vague concept a few years ago turn into a viable, valuable prod-uct. I recommend the process to every-one. Well... maybe not everyone... but if you’ve always wanted to be an author. Do it. It’s a great experience.”

Other Omaha authors’ offerings:Van Deeb’s Selling From the Heart (One

Way Press, $14.95 www.sellingfromtheheart.com) is a quick read peppered with Deeb’s motivational quotes such as: “Stay away from negative influences,” and “Find a way to love your job and it won’t seem like work.” Those who know Deeb or who have heard him speak will see his magnetic personality shine through in his writing style. Selling From the Heart is full of concrete selling that can be put to use immediately.

Avalanche (Kaplan Press, by Steve San-duski and Ron Carson, $16.95 http://ava-lanchebook.com) is a surprisingly exciting story – unlike the other books described here, it’s a parable. Steve Sanduski and Ron Carson have crafted a gem of a book

about a fortysomething executive faced with several personal and professional challenges. Avalanche is effectively motivating and leaves a call to action at the end, making it one you’ll feel good about recommending to others.

Self Marketing Power: Branding Yourself as a Business of One by Jeff Beals (Keynote Pub-lishing, $19.95, www.selfmarketingpower.com )is a comprehensive book explaining a system of remaking oneself into a “business of one.” This book is appropriate for anyone looking to make their career mark, whatever that career may be. It contains advice on seeking opportunities, networking, goal set-ting, attitude, professionalism, even inter-viewing techniques.

Soul Eruption ($12.95, www.catricejackson-speaks.com/souleruption) by Catrice Jackson is a book designed to take the reader on a journey of self-inventory and “an amazing journey of self-discovery.” Jackson, an Author, Speaker and Trainer, offers advice on facing fears, forgiveness and empowerment.

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©2009 Methodist Health System

About Susan K. Korth

Susan K. Korth has over

20 years of clinical and medical

management experience,

including fi ve years at Methodist

Hospital as a clinical supervisor

in high-risk OB/GYN.

Korth earned a bachelor’s

degree in Health Administration

from the College of St. Francis,

a bachelor’s in nursing from

the College of St. Mary,

a master’s degree in Public

Health Administration from

the University of Minnesota

and a doctorate in Health Care

Administration from Pacifi c

Western University.

She joined Methodist from

Accenture, a global management

consulting, technology services

and outsourcing company,

where she worked in

quality improvement.

“I’ve been looking forward to a

challenge like this since I began

working in women’s health care.

It’s a privilege to work with such

an inspiring team.”

Chief Operating Offi cer of the new Methodist Women’s Hospital

Th roughout Methodist Health System—Methodist Hospital, Methodist Physicians Clinic and Jennie Edmundson Hospital—attention is being paid to wellness for women in many diff erent ways. One of the most palpable examples of this initiative is the construction of an entire hospital and campus dedicated expressly to women’s care. Building is currently under way at 192nd & West Dodge Road for Methodist Women’s Hospital, the fi rst hospital of its kind in the region. Th e 74 obstetric and gynecologic physicians and three nurse midwives, who currently practice at Methodist Hospital, are already slated to move to the new facility. Heading up the new hospital is the energetic and highly focused chief operating offi cer, Susan K. Korth, Ph.D. Th e new COO’s professional and academic credentials make her uniquely qualifi ed for the job, but it is her creative and well-reasoned approach to this undertaking that is most compelling. “I want to go beyond the confi nes of ‘what’s been done’ and make ‘what can be’ something tangible,” Korth said. Th e goal of the Methodist Women’s Hospital is to provide excellence in personalized, family-centered care through education and creative practice. Korth and her team intend to deliver on that goal. Th ey’ve

begun by looking at every aspect of care in the new facility through the eyes of the patient. “Hospital visits and stays can be stressful for everyone in the family, so we’ve put a great deal of thought

into the details and amenities that make a hospital experience more pleasant,” Korth said. Full-size rooms were constructed at Methodist replicating the same fl oor plans, requisite equipment and décor as the patient rooms in the new hospital. Doctors, nurses, staff and patients were then invited to tour the rooms and provide feedback on feasibility, ergonomics, comfort level—anything and everything that might aff ect patient care. Th eir responses are helping to shape the hospital stays of future patients

because a positive experience will often result in a positive outcome. All patient rooms in the Methodist Women’s Hospital will be private, with necessary equipment and apparatus on-hand, but out-of-sight. Some rooms, such as those reserved for high-risk pregnancy patients, will

feature accommodations closely resembling studio apartments. A Level III Neonatal Intensive Care Unit (NICU) will help alleviate the metropolitan area’s shortage of beds for at-risk babies. In addition to maternity services, the new women’s hospital will provide a full range of gynecological services for women of all ages. Th e new hospital will off er both men and women a host of outpatient diagnostics, while the 84th Street campus will continue to provide the core major services of cardiac and cancer care. Many green spaces have been planned for the campus, including a rooftop living garden. Th e garden will feature easy access for hospital beds, providing patients on mandatory bed rest a much-needed change of venue. Dr. Korth and her staff are working tirelessly to implement innovations that will benefi t patients and personnel alike. Th ey join colleagues throughout the system in championing wellness for women and making Methodist Health System the leader in women’s health.

Rendering of the new Methodist Women’s Hospital at 192nd & West Dodge Road

“ I want to go beyond the confi nes of ‘what’s been done’ and make ‘what can be’ something tangible.”

W O M E N ’ S H E A L T H C A R E

Methodist Health SystemMaking women’s health care a priority

For more information, visit www.bestcare.org.

aDVertiSement


WorldWide TrekkingS T o r Y b Y J o n a T h a n w e l S h P h o T o S b Y M i n o r w h i T e S T u D i o S . C o M

These days, considering the doom and gloom predictions many economists have laid bare for 2009 and conceivably beyond, we all have to be more deliberate with our discretion-ary dollars. As small businesses and corporations heave the budget axe, consumers are

retrenching. But even in hard times — perhaps especially in hard times — we have to take time to get away from it all.

This is why Mike Johnson, owner of WorldWide Trekking, believes that his company will succeed, notwithstanding the current economic climate. WorldWide Trekking is Omaha’s first outdoor adven-ture travel company, but Johnson, an astute entrepreneur with a face tinged by frequent exposure to high altitudes, has no shortage of trekking experience. Born and raised in Omaha, Johnson grew up in a home that respected the call of the wild: hunting, fishing and the outdoors figured prominently in his life as a youngster. As he grew older, this lifestyle evolved into a passion for travel and adventure trekking.

In 1991, Johnson completed the Rainier Mountaineering Inc. mountaineering seminar under Ed Viesturs, America’s foremost alpinist. He has since organized and led over 61 adventure trips in coun-tries like Peru, Canada, Mexico, France and Ireland.

“Adventure trekking is about self-discovery. It’s a big world out there, you have to get out and see it,” said Johnson.

trekker mike Johnson, on the road to self-discovery.


All of WorldWide Trekking’s excursions are planned well in advance and fully sup-ported. Depending on the adventure, clients will stay in tents, huts, yurts, cottages, or mountain lodges. And the guides typically double as chefs, providing three hearty meals a day.

Client comfort is the mainstay of World-Wide Trekking, but Johnson believes that the company’s true value is intangible. “At WorldWide Trekking, we offer people the chance to experience a journey and grow as a person,” said Johnson.

Peggy Dunn, a 43-year-old single pro-fessional and former VP of a credit card processing company, recently embarked on a journey to Peru with WorldWide Trekking. Because she was able to travel as an adventurer and not merely a tourist, Dunn’s journey prompted a change in her life perspective. “This experience helped reinforce that material things and/or a job title are not at all what define me,” said Dunn, “nor are they what fill my life in a meaningful way.”

Virginia Collins, an organizational psy-chologist, has taken trips to Peru, Colorado and Wyoming with WorldWide Trekking, commenting that, “Each trip gives me a sense of personal achievement and a sense of awe from being exposed to parts of the world that few people experience.”

Both Dunn and Collins plan to embark on future adventures with Johnson in spite of the economy. They have faith in his abil-ity to put together trips in the most afford-able way possible.

According to many forecasts, very few countries will escape the force of the current economic tsunami, but Johnson wants to use this to his advantage. He’s planning a trip to Iceland this summer, where the purchasing power of the dollar has risen due to bank failures and Ice-land’s devalued currency.

As the saying goes, “out of chaos rings opportunity.”

But, Johnson believes that there are some things you just can’t put a price tag on, like getting away from it all, good friends, and taking time to reflect on life. And he’s confident that this, in essence, is what will sustain his company well into the future.

Otis Elevator Company5366 ‘F’ Street, Omaha, NE 68117www.otis.com

Tori Lemke, Sr. Account [email protected](402) 733-4525, ext. 14

Service comes fi rst at Otis. To us, that means developing new products that meet our customers’ needs and challenges; providing reliable maintenance; and modernizing systems

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business ethicsb y b e v e r l y J . k r A c h e r , p h . d .

Everyone I know is at least a little bit scared. We don’t know whose industry will be the next one to fail, or whether the company for which we work will have enough accounts at the

end of the month to keep us on the payroll.On the other hand, there are people I don’t know who seem to be

making out very, very well. (I obviously hang in the wrong circles.) This is where the loathing comes in. The typical United States citizen is disgusted with the stories of Wall Street CEOs who take the sala-ries and bonuses “for which they are entitled by contract” — espe-cially because the money now comes from taxpayers, and the typical taxpayer is in a world of hurt.

Notice how this loathing is fueled by our American business values: We are practical. We believe in hard work and efficiency. We have integrity. We believe in personal honor and responsibility. We believe in giving back. We may not recite these values before we go to bed at night, but they are as deeply engrained in us as our love for our parents and apple pie.

Well, it doesn’t seem that the Wall Street CEOs who are taking taxpayer money are being especially responsible. Their companies are sinking as we speak. And honorable “captains” go down with their ships, don’t they? They don’t get into the first fully inflated, fully provisioned lifeboat.

We cannot afford minimal or even average leadership in today’s busi-ness world. We need leaders who aim higher. We need moral heroes who take less when they can get more because toughing it out with the rest of the group is the noble thing to do in these circumstances.

But listen, folks. We need moral courage among the rank and file, too. We could spend our lives pointing fingers at our leaders and bemoaning the ineptitude and injustice. But to what end? This crisis requires strength and courage from all of us. Epictetus, yes, that most famous of ancient Stoics, says that we must “learn the things we can control and the things we can’t.” We must draw upon our pragmatic natures and problem-solve. We must find the strength to move on.

Perhaps our highest form of moral courage is the ability to laugh in the face of fear; to trust when it is easier to distrust; and to remain silent when it is easier to be cynical.

Let’s put an end to the fear and loathing. Let’s be moral heroes. Let’s get on with solving the issues that we can control. Let’s have moral courage all the way around. beverly kracher, ph.d.executive director, business ethics AllianceAssociate professor of business ethics & societycollege of business creighton university

Moral Courage All The Way AroundEconomic uncertainty creates fear and loathing — in more places than Las Vegas


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