BILL & CONNIE BARRIER DEB BASS JOHN DEAN MICHAEL MCCARTHY RANDY SPETMAN

Success depends upon many different aspectsof life, none more important than believing in one’s self. In this special presentation, sixvery successful southwest Iowans share their stories and their advice on how to besuccessful in today’s ever-changing world.

Friday, October 28, 2011

2C Friday, October 28, 2011 The Daily NonpareilAdvice For Success

Tip for Success...

“If you just do a bit extra, you’re ahead of 85 percent of the crowd.”

Randy SpetmanAthletic Director,Florida State University

Success is...

Deborah Bass

HometownLamoni

EducationGraceland College

Employeed AtBass & Associates

Advice‘Do what you say

you’re going to do. Ifyou can’t do it,explain why.’

DENNIS FRIENDDFRIEND@NONPAREILONLINE.COM

eborah Bass ispresident andCEO of Bass &Associates, a

Harbinger Partners company.She has been described as the

driving force of Bass & Associ-ates since its start in 1993.Her leadership has been

described as critical to the successof the Omaha-based informationtechnology consulting company.

If young people want to be suc-cessful, Bass suggested they startby avoiding empty promises.

“Do what you say you’re goingto do. If you can’t do it, explainwhy,” she said.

Mentoring others has beenimportant to Bass, and she hasassumed leadership and volunteerroles in a number of organizationsover the years.

She has received a Chamber ofCommerce Women in Leadershipaward, served as chairman of theOmaha Chamber of Commerceentrepreneurial target advisorygroup and the Central Councilexecutive committee. She hasserved on the Chamber’s board ofdirectors and has spoken to groupson leadership-related topics, aspart of the Chamber’s speaking

series.

“Work hard and be proud ofwhat you do. Be honest. Guardyour reputation and be humble,”Bass advised.

She has practiced what shepreaches. Bass & Associates is awell-respected company and theChamber has said Bass’ commit-

ment to excellence is “respectedthroughout the Midwest.”

When she was chairwoman anda member the Heartland FamilyServices board, Bass led severalmajor fundraisingefforts onbehalf of

HFS, including a capital campaignthat raised more than $4 million.

She has been an Iowa WestFoundation council member, aNebraska Methodist College boardmember, a Goodwill IndustriesBoard member and a Boy Scoutsof America board member.

Bass has been a supporter ofIowa Western Community Collegeand a member of the advisorycommittees for several programs.She also has been a member forthe Institute for Career Advance-ment Needs (ICAN) Women’sLeadership Committee.

“I get bored easily,” she joked.She has directed marketing,

sales and recruiting for the infor-mation technology consulting busi-ness.

A graduate of Graceland Collegein Lamoni, she spent 20 years inhealthcare and educational set-tings as an RN before moving intobusiness management. Bass &Associates was a response to thedemand for business and informa-tion technology consulting ser-vices.

“Believe in what you’re doing,all along the way. Show passion.Keep the big picture in mind,”Bass said, pointing out “It takesawhile to get where you’re going.”

‘BELIEVE IN WHATYOU’RE DOING, ALLALONG THE WAY.SHOW PASSION. KEEPTHE BIG PICTURE INMIND. IT TAKESAWHILE TO GETWHERE YOU’REGOING.’– Advice from Deb Bass on her success

Tip for Success...

“The most successful people do what they love.Seeking happiness they find success. Seekingsuccess, happiness is hard to find.”

Michael R. McCarthy

Founder of McCarthy Capital

Success is...

Bill and ConnieBarrier

HometownNeola

EducationNeola High School

Employeed AtBilCon Inc.

Advice‘Honesty andintegrity are

important and youhave to patient.’

DENNIS FRIENDDFRIEND@NONPAREILONLINE.COM

ill and Connie Bar-rier have alwaysbeen willing towork, and to work

hard. That’s how they built Bil-Con Inc. of Council Bluffs, a com-

pany they sold in 1999.“We had it for 35 years,” Connie

Barrier said.The name itself was a combina-

tion of both of their first names.Bill Barrier was born in Neola in1934 and graduated from highschool in 1952.

Constance Marlene Stebbins,born in Neola in 1937, graduatedfrom high school in 1954.

Bill was drafted into the Armyin May of 1956, and they got mar-ried December 29, 1956, while hewas on leave. They spent a year inFrance – he was stationed nearBordeaux – and returned to theU.S. in 1958.

They lived in Omaha for 10years. He attended electronicsschool part time and then workedfor Communications Supply forfour years, and she worked forNorthwestern Bell Telephone Co.

In 1964, Bill Barrier startedAllied Communications EquipmentSupply Inc. with John Mulford of

Council Bluffs. Two yearslater, the

Barriers bought out their partner.“We took surplus telephone

equipment, updated it and resoldit” to railroads, pipeline companies

and telephone companies, Bill Bar-rier said.

“I called it the goose that laidthe golden eggs,” Connie Barriersaid.

They didn’t know if the companywould be successful and they hadno idea how successful it might be.

“You take a chance and youwork hard. Youhave tobelieve

in yourself,” Bill Barrier said.The company moved from a $30

a month garage to a 28,000 squarefoot building near Lake Manawathat employed 29 people.

“You do whatever you have todo. For many years, Connie and Inever took a paycheck, but wemade sure the employees werepaid,” Bill Barrier said.

The Barriers have lived at Neolasince 1968. They have three chil-dren – Gregg, born in 1962;Ronald, born in 1967, and Can-dace, born in 1970.

While the children grew, theBarriers kept working to make thefirm succeed.

“Honesty and integrity areimportant and you have to bepatient,” Connie Barrier said.

“You can’t spend more than youhave,” Bill Barrier added, notingthat “we were never overextendedexcept when we owned a car.”

Although they sold the company,they kept a warehouse in Neola.Bill Barrier said he noticed overthe years that there was a marketfor the scrap materials found inthe telephone equipment he usedto rebuild and resell.

“I buy the material and junk itfor scrap. It’s a hobby,” Barrier

said.

Friday, October 28, 2011 3CThe Daily Nonpareil Advice For Success

‘YOU DO WHATEVERYOU HAVE TO DO.FOR MANY YEARS,CONNIE AND I NEVER TOOK APAYCHECK, BUTWE MADE SURETHE EMPLOYEESWERE PAID.’– Advice from Bill Barrier on his success

4C Friday, October 28, 2011 The Daily NonpareilAdvice For Success

STEVENARANS

Where’s themotivation?

What really motivates peo-ple to be successful at work? What

matters more than pay, benefits, freeparking or fitness clubs?

Let’s examine the findings of some well-known behavioralists who sought to understand howmotivation affects performance and success.

A change in perceptionA profound transformation in workplace dynamics

occurred in 1924, when psychologist and sociologistElton Mayo conducted a series of experiments, theHawthorne Studies, which changed the way employ-ers viewed employees.

The study determined that employees are notmotivated solely by money, that employee behavior islinked directly to their attitudes about the workplaceand that participation in decision making directlyincreases job satisfaction.

Mayo’s study was the catalyst for the HumanRelations approach to management andbecame the primary resource for leadersseeking to increase employee productivity.

According to Abraham Maslow’s need-hierarchy theory, people exhibit five majorlevels of need: Physiological, safety, social,ego and self-actualization. Maslow con-tended that the lower levels, physiologicaland safety, had to be met before a personcould move to the higher levels of social, egoand self-actualization. This concept, outlinedin 1943, has been the major impetus behindevery business motivation-related coursecurrently offered.

B. F. Skinner’s 1953 theory stated thatemployee behavior is tied directly to positiveoutcomes. He believed that the more oneexperiences positive outcomes, the moreoften the positive behavior will be repeated.Therefore, because actions are tied to conse-quences, rewards and punishments can shapedesired behaviors.

In 1959, researcher Frederick Herzberg catego-rized motivation into two factors: Hygiene theory andmotivation.

Hygiene factors (e.g., pay and job security) do not,in themselves, produce job satisfaction; however,removing these factors can lead to job dissatisfaction.

Motivators are intrinsic factors (e.g., achievementand recognition), which increase motivation and pro-duce job satisfaction.

Yale University professor Victor Vroom’s 1964 the-ory was based on the concepts of valence, expectancyand force.

Simply stated, this theory suggests that theeffort exerted by an employee will be higher depend-ing on the reward offered. The better and more posi-tive the reward, the higher the motivation level; andconversely, the lesser the reward, the lower themotivation level of the employee.

These examples represent a mere handful of themany behavioral theories regarding motivation.Over the decades, human resource professionalshave refined these concepts into models for soundbusiness practice, supplying employers with guide-lines for the best ways to motivate employees dur-ing times of economic challenge.

Whew—there’s a lot to think about isn’t there?

I can’t remember a time when there was somuch negativity in the daily news. The future lookspretty uncertain. We’ve been bombarded by reportsabout the faltering economy, business woes, unem-ployment, foreclosures, bankruptcies, wars, terror-

ists, gas prices, global issues and the stock marketand on and on.

Bad news can affect everyone in an organization,from management to the newest hire. Businessesare facing the most challenging times since WorldWar II, and few employers have first-hand experi-ence in dealing with this global economic turmoil.

Success ChecklistWhat can we do for employees who work hard

every day to help our company survive and be suc-cessful? How can we motivate a workforce to be suc-

cessful?Following are several suggestions that may be

helpful as we lead our organizations towards suc-cess in the future:

■ Communicate – Let employees know where thecompany stands within its industry. Keep everyoneinformed about the company’s status and be sure tolet people know that you need their effort to suc-ceed.

■ Share your vision/mission – Make sure employ-ees know your vision/mission and the part they playin achieving it. Answering the question, “Where do Ifit in?” helps minimize employee stress.

■ Trust is everything – This simple concept isoften overlooked.

In Stephen Covey’s book, “The Speed of Trust,”the author suggests that when a high level of trustexists within an organization, the cost of doing busi-ness decreases and the speed of doing businessincreases.

What is the level of trust in your company today?What would the employees say is the level of trust?

■ Create a sense of belonging – People needassurance that the work they performimpacts business success. Your employeeswant to know they belong and that theirwork makes a difference. Let them know!

■ Listen to the voices – Your employeesare on the job every day. They see whatneeds to be done and understand the waywork is accomplished.

Ask questions and listen carefully to theanswers. You may be surprised by youremployees’ excellent ideas about increasingproductivity, decreasing costs or moving theorganization forward.

■ Let employees know what to expect –Waiting until the end of a review period tohand out performance appraisals just does-n’t cut it anymore.

Employees need to focus on your expec-tations every day. If they don’t know what’srequired of them, it’s easy to begin doing

what they think is expected of them.Gambling with performance isn’t effective. Make

it a priority to ensure that employees know yourexpectations. In addition, coach every day, not just atthe end of a performance year.

■ Recognition – Let people know you appreciatetheir time, effort, input, intelligence, support, ideas,trust, etc. They can never hear “Thanks” too manytimes.

These are just a few of the things that help oth-ers become successful.

Success is...

STEVE NARANS

Trust is everything– This simple

concept is oftenoverlooked.

DANIELLE CROUGH, MA, SPHR & ERIKA MORRAL, MA, CCP, SPHR

John P. Nelson, Chief Executive Officer (CEO) of SilverStone Group, sent a com-pany-wide e-mail regarding an article he found in “Business Week” that explored thesignificance of creativity in the workplace.The article reported that 1,500 chief exec-utives identified creativity as the most important leadership quality linked to futuresuccess. This information piqued our interest because we’ve been conductingresearch on creativity in the workplace. Based on our recent research, we agree withthe information presented by our fearless leader. We firmly believe there is a strongconnection between creativity and success.

Why is creativity important to organizations?What is needed for employees to be creative?When hiring or developing employees to enhance creativity, organizations should

follow this short checklist:■ Employees should be knowledgeable in their field. It seems simple enough, but

research indicates that employees are more capable of creative thinking when theyare experts in their chosen domain.

■ Employees must have the ability to be creative.When making new-hire choices,look for creative people; don’t rely on luck. Select employees who have creative per-sonalities or proven track records of innovativeness.

■ Seek out employees who are inherently motivated to be creative.The most cre-ative employees have the desire, the urge even, to be creative – it’s as if it’s in theirgenetic makeup. A discussion of accomplishments throughout a candidate’s job his-tory should provide an indication as to how innovative the candidate may be.

Not hiring? No worries.You can also train current employees to be more creativeby conditioning them to break out oftheir normal patterns of thought.Breaking down the creative processallows individuals to think outsidethe box.

Once you have built a staff brim-ming with creative minds, it is nec-essary to cultivate an environmentthat supports and fosters innova-tion. Too often, companies have cre-ative employees but they ultimatelystifle their abilities through poormanagement. Leaders who controland micromanage their staff willsuppress creativity. Managementshould encourage creative behaviorwith the understanding that notevery idea will work out.

Setting creative goals alsoencourages creativity. Many compa-

nies set production goals (e.g.,we need a certain amount of widgets by a certain time),but they fail to raise the same expectations for creativity.

Instead of simply asking for a certain number of widgets to be completed by a cer-tain time, employers could enhance innovation by asking employees to come up withas many plans as they can to increase widget production. Not only will employees bemore likely to come up with a more efficient system for widget production, but theywill also be more engaged in the process because they have made it their own.

If management makes a concerted effort to prioritize creativity, employees willtake that challenge more seriously and feel compelled to excel at that particular skill.

When rewarding creativity, it’s all about the process, not the outcome. Creativeindividuals will likely find rewards in the process itself. Rewards should not be tiedto quotas of creative ideas, but rather the successful attempts at being creative.

Creativity can also be stimulated by adjusting the organizational culture.Although business leaders may not recognize it, the majority of organizations do notencourage creativity because upper management fails to foster a culture accepting offailure.

Fear of failure prevents many employees and leaders from introducing new orinnovative ideas. Being creative is risky. Creative ideas should never be discouraged,even if they do not work. Part of the creative process includes failing.

– Editor’s Note: Although supervisorsand managers often set goals in a companysetting, individuals can apply the following

recommendations in setting goals.

MERLE RIEPE, PHD & DANIELLE CROUGH, MA, SPHR

Can you specifically describe what your topperformers will achieve this year? Have youidentified your personal goals and made plansto achieve them – or are you about to shootyourself in the foot?

An essential quality you should develop inyour employees (and yourself) is the habit ofeffective goal setting. Goal setting is at its bestwhen an employee clarifies his or her valuesand purpose, determines the point at which theprocess can begin and then continually mea-sures progress and persists until success hasbeen achieved.

At its worst, ineffective goal setting can havea detrimental impact on the organization,resulting in cynicism and learned helplessness.

Setting goals may seem to be a deceptivelysimple process, but it only takes a couple of mis-steps to drastically affect a company’s perfor-mance.

The impact of ineffective goal setting on anindividual’s success can be vast and unforgiv-ing. Although most people believe they are set-ting effective goals, it is easy to fall prey to somefairly common mistakes.

The following points illustrate some of themost prevalent goal-setting pitfalls and providesolutions to help leaders keep their employeeson the right track toward goal achievement:

■ Maintaining a top-down mentality – It isimportant for individuals at all levels of theorganization to set goals. Organizations oftenfail to achieve goals that are set at the executivelevel because leadership may not be aware ofemployee challenges or may fail to communi-cate future objectives.

It is important to define goals betweendepartments and not solely down the hierarchy.Input from all levels of the organization servesto enhance the goal-setting process, promotingaccountability and unity, which is why youmust include different individuals in the goal-setting process. This across-the-board inclusiongives everyone a sense of responsibility andincreases the likelihood of success.

■ Unrealistic goals – Sometimes goals aredesigned to impress a boss or colleague but areso unrealistic that meeting them may be nearlyimpossible.

Remember, goals should be difficult butachievable. Unattainable goals may cause frus-tration and lower morale. For goals to be morerealistic, they should be time-oriented, measur-able and – most important of all – specific.

■ Lack of follow-up – Setting effective goalsis one step toward organizational effectiveness,but following up on those goals ensures results.To complete the process, individuals mustreflect on goals at strategic points throughoutthe process.

During the goal-setting stage, schedule datesto meet and discuss progress. Keep writtengoals in a location where they can be seen.Encourage employees to review their goals on aregular basis and make adjustments as theyprogress.

■ Lack of accountability – The ultimateobjective in goal setting is to exceed the goal.There is no point in establishing goals ifemployees are not held accountable for achiev-ing those goals. At regularly scheduled meet-ings, discuss progress made toward goals. If agoal is no longer realistic, it should be adjusted.

If an employee is not reaching a goal, thesupervisor should discuss the expectationsand/or effort of the employee and consideradjusting the goal. Alternatively, if a goal isachieved before the deadline, a new goal shouldbe established.

As you move your organization into a posi-tion of greater success for today and the future,be sure you take time to aim, keep your targetin sight and adjust your scope accordingly –before you fire. It is more enjoyable and effec-tive when you hit the mark the first time.

Friday, October 28, 2011 5CThe Daily Nonpareil Advice For Success

Success is...

DANIELLE CROUGH ERIKA MORRAL MERLE RIEPE

Successis...

6C Friday, October 28, 2011 The Daily NonpareilAdvice For Success

Tip for Success...

“Take a chance and work hard. Believe in yourself.”

Bill BarrierCo-Founder BilCon, Inc.

Success is...

John Dean

HometownGlenwood

EducationUniversity of

Nebraska at Lincoln

Employeed AtGlenwood State Bank

Advice‘Ben Franklin said ‘a

penny saved is apenny earned.’ Andmy dad told me onetime, ‘A lot of peoplecan make money, butnot many people can

keep it.’

MIKE BROWNLEEMBROWNLEE@NONPAREILONLINE.COM

t’s difficult to getJohn Dean to talkabout his own suc-cess.

The chairman ofthe board of Glen-

wood State Bank, Dean has beenin banking for almost six decades. Heenjoys cracking jokes and talking aboutthe accomplishments of his bank.

“This bank was one of the few thatwent through the 1930s, the GreatDepression, without restrictions or beingclosed,” he said. “In the 1980s we wererated the ninth-strongest bank in theU.S. We’re a community bank, a foreignloan to us would be K.C. Our interest isin our community, our interest is south-west Iowa.”

In 1943, at the age of 17, the Glenwoodnative joined the Army and eventuallyshipped out to the European Theater ofWorld War II, serving in Germany as aninfantry first lieutenant.

“I was probably the luckiest guy in theworld – infantry officers had a high mor-tality rate – and I was never even shotat,” he said.

Back home in 1946, Dean headed toLincoln to attend the University ofNebraska, receiving his undergraduatedegree before starting law school in 1949.In the fall of 1950 the Army needed himagain, this time for the Korean War.

But Dean stayed stateside,training

canines at the Army War Dog Center atFort Riley, Kan.

“That was my Korean War career,” hesaid. “Not too bad.”

War dog training over, he finished upthat law degree and returned to Glen-

wood, joining the bank as a teller – he’dworked some at the bank as a highschooler, too – eventually rising to vicepresident of the financial institution in1961, a role he’d hold until 2001.

During that time the bank’s beenactive in the community, he said.

About 20 years ago therewere plans for afour-lane ofU.S.

Highway 34 to shoot off from Interstate29 about six miles south of Glenwood.The bank teamed with the GlenwoodChamber of Commerce to lobby for thestretch to be at the Glenwood exit.

“The bank’s been active (in the) build-ing at Pony Creek Lake, the (GlenHaven) rest home, the new armory, newhigh school and new YMCA. Also, the(now under construction) bridge connect-ing Highway 34 to Omaha,” he said. “Wetry to be active in the community. It’s notme, it’s everybody in the bank.”

The bank, and in turn Dean, havebeen successful because of a financialphilosophy.

“Banks don’t have any money – theyhave other people’s money. It’s other peo-ple’s money,” he said. “Our first responsi-bility is to keep depositors’ money safe.Second is to responsibly make soundloans in the community. Third is to makeprofit for the bank.”

Despite his reluctance to admit it,Dean is successful. And when asked hisadvice for younger generations, his adviceto those hoping to be successful, heoffered a banker’s answer.

“Ben Franklin said, ‘a penny saved is apenny earned,’” Dean said. “And my dadtold me one time, ‘A lot of people canmake money, but not many people cankeep it.’”

‘OUR FIRSTRESPONSIBILITY ISTO KEEP DEPOSITORS’MONEY SAFE. SECONDIS TO RESPONSIBLYMAKE LOANS IN THECOMMUNITY. THIRD ISTO MAKE PROFIT FORTHE BANK.’– Advice from John Dean on his success

Friday, October 28, 2011 7CThe Daily Nonpareil Advice For Success

Tip for Success...

“Work hard and be proud of what you do. Be honest. Guard your reputation and be humble.”

Deborah BassPresident and CE, Bass & Associate

Success is...

Michael McCarthy

HometownHancock

EducationBenedict/St. John’s

UniversityCollegeville, Mn.

Employeed AtMcCarthy Capital

Advice‘Find a mentor,

people who will helpyou learn, help yousucceed and enjoy

sharing in your success.’

JON LEUJLEU@NONPAREILONLINE.COM

everal years and sev-eral “turns in the road”separate Michael R.McCarthy’s youthfuldays on a farm nearHancock to the found-ing of an Omaha-based

private equity that today managesapproximately $500 million of invest-

ment capital.“My dad was a cattle feeder and a

farmer, so I learned commerce as we weregrowing up,” McCarthy said. “He took me to

the bank in Shelby to sign a note for my first 4-Hcalf when I was 9 years old. He taught me to esti-mate, to project values and to figure without apencil (there were no calculators).”

While some might fail to see a connectionbetween a background in agriculture, a future inmanaging investments and an undergraduatedegree in English, McCarthy’s explanation istelling.

“I studied English because I love literature,loved to read and write – and still do,” he said.“The ability to communicate clearly is critical andalways will be. As one of my teachers admonishedus, ‘You can think clearly and write poorly, butyou can’t think poorly and write clearly.’ Clearthinking, even if it results in the wrong assess-ment, provides the foundation for action; andaction is always required to get results.”

For McCarthy, as is the case with most suc-cessful individuals, education does not end withthe awarding of a high school or college diploma.

“The statistics are clear – education matters,”he said. “Those who graduate from college havemore opportunities than those who don’t. Thosewho drop out of high school have the fewestoptions.

“But education doesn’t end when school ends.Some of the most successful people I know hadlittle formal education, but all of them are curi-ous, aware of what’s going on in the world, stu-dents of politics and other successful people andcultures.

“They want to improve their thinking, toknow more so they can

make

better decisions,” he said. “When we stop usingour brain, it shrinks, just like the other muscleswe don’t exercise. My dad told one of my brotherswho was doing a particularly mindless job, ‘If youkeep doing that, your IQ will drop about fivepoints a year until you like it.’”

Born in 1951, McCarthy was involved in anumber of entrepreneurial activities before found-ing what has become McCarthy Capital in 1986.

His first day of work away from his father’sfarm consisted of tarring a roof in nearby McClel-land, a task that may have resulted in gettingmore tar on himself that on the roof he wasrepairing. While it was a far cry from managinginvestments, his first boss, Gene Olsen of Han-cock, and his fellow employees taught McCarthy“the value of hard work and shared effort – thetangible result of doing a good job on time.”

At 21, McCarthy started his own constructioncompany, learning from both the work and thecustomers his company worked for.

“Their expectations were clear,” McCarthy saidof his customers, “and it was satisfying to knowthey were satisfied and disappointing to knowwhen they were disappointed. So I learned thevalue of a satisfied customer early in my work,and that has stuck with me.

“If we pay attention to our customers, if wetruly listen to them, we will be successful in com-merce … it’s really that simple.”

There were other benefits from his move intothe construction field. McCarthy said he learnedhow to organize a project and how to complete iton time and on budget – lessons that carriedmuch broader implications.

“Whether we look forward to change or not,we should expect to do a number of differentthings in the course of our life’s work,” McCarthysaid. “The world changes rapidly, and global forcesforce us to change or risk being put out of workby technology or cheaper labor available else-where.

“Continuing to improve our skills, whetherthrough increasing responsibilities at work, ormore education, or simply exercising our innatecuriosity, all prepare us for change. Resistingchange prepares us for failure.”

The road from a farmnear Hancock to a38th flooroffice

suite indowntown

Omaha hasnot always been asmooth one. But each step along that road hasbeen a valuable learning experience.

“I’ve made lots of mistakes in business, includ-ing bad jobs and bad investments, but the cumu-lative effect of continuing to try to improve, andthe good fortune we’ve enjoyed by being born intoproductive families in a productive country has,so far, won the day.

“Every experience builds on all the prior expe-rience – that doesn’t necessarily prevent errors,but it provides context for making decisions andhelps understand the risk that can only beavoided if we do nothing.”

McCarthy offered the following advice to thosepreparing for their transition from the classroomto the working world: “The most successful peopleI know do what they love. Seeking happiness theyfind success. Seeking success, happiness is hard tofind. We all like to do what we’re good at, so it’simportant that we become good at something!That’s where education and hard work come in,helping us hone our God-given talents.”

“Youth is a wonderful period of ignorancewhere we have the courage and lack of experiencethat allows us to take big risks,” he said. “Withsuccess comes confidence, but more importantly,overcoming failure teaches us the value ofcourage in the face of adversity and allows us tosucceed even when the odds are stacked againstus and the obstacles are large.

“None of us could be successful without theencouragement and help of others. In retrospect,it’s easy to see that others had more confidence inme than I had in myself,” McCarthy said. “Othersare always the heroes of any success – they pro-vide the inspiration that allows us to take risksand make decisions and take actions that some-times make us successful.

“If I were asked for advice, and that might bea foolish request, I’d say, ‘Find a mentor, peoplewho will help you learn, help you succeed andenjoy sharing in your success.’”

Advice For Success The Daily Nonpareil8C Friday, October 28, 2011

Tip for Success...

“A goal properly set is halfway reached.”Abraham Lincoln16th President of the United States

Success is...

Randy Spetman

HometownCouncil Bluffs

Employeed AtFlorida StateUniversity

EducationU.S. Air Force

Academy

Advice‘I think my

opportunity to growup in the Midwest, thegrounding of a greatfamily life and strong

belief in each otherand family and God, Itook those attributes

and carried themthrough my life.’

MIKE BROWNLEEMBROWNLEE@NONPAREILONLINE.COM

andy Spetman attrib-utes his success to anumber of factors.

Athletics, his par-ents, the military andthe Midwest helped

lead Spetman on a path from his hometownof Council Bluffs to Tallahassee, Fla., wherehe’s the athletic director for Florida StateUniversity.

“I think my opportunity to grow up in theMidwest, the grounding of a great family lifeand strong belief in each other and familyand God, I took those attributes and carriedthem through my life,” Spetman said.

The son of Ed and Glenna Spetman,Randy grew up in Council Bluffs, graduatingfrom Abraham Lincoln High School in 1971.In high school he met Becky Luhring, whomhe’s now been married to for 35 years. Thepair has two grown children, Brian and Kim.

After a successful career on the gridironfor the Lynx, Randy played defensive end forthe Air Force football team, serving as teamcaptain his senior season.

Spetman stayed in the military after grad-uation, flying B-52 bomber and KC-135tanker aircraft for much of his 28 1/2 years ofservice. He also took up boxing, winning apair of heavyweight Wing Open Boxingchampionships.

“The Air Force allowed me to get advanceddegrees and experiment with my leadershipabilities,” he said. “I had a great experience.”

His final eight yearsof

service were asathletic director of the academy, a job he tookin lieu of becoming a general, according to hisolder brother, Bob, of Glenwood.

“It was a big decision, and I think he made

the right one,” Bob said. “He seems to behappy about it.”

The AD at Air Force must be active duty,Randy said, meaning when he retired fromthe service he needed a new job. He “lovedworking with student ath-letes” and soughtanother ADjob,

catching on with Utah State University.Under Spetman’s leadership, Utah State

moved forward with several facility projects,including profile improvements to the footballstadium, according his Florida State bio. Healso spearheaded fundraising and buildingefforts for a $12.5 million facility that willserve to meet the academic and athleticneeds of the 16 intercollegiate sports at UtahState

After three-and-a-half years in Logan,Utah, Spetman sought the position in Talla-hassee, a step into major college athletics.

“What drives me is I get to work with stu-dent athletes every day,” Randy said. “Athlet-ics was important in my life, grounded me,taught me how to persevere, that’s what I tryto impart on young people today.”

The Florida State job brought about theSpetman’s 20th move, Randy said.

“Couldn’t hold a job, I always say,” he saidwith a laugh.

Lot of moves, lot of success. Bob attributesit to Randy’s drive, his determination.

“He’s successful because he’s extremelywell organized and works hard at anythinghe does,” Bob said. “Doesn’t matter if it’s cut-ting the grass or running a major footballprogram.”

Said Randy: “What I’ve always found, ifyou just do that little bit extra, you’re aheadof 85 percent of the crowd. That little bitextra puts you ahead of the group andmakes people want to be around you and

work with you.”

‘WHAT I’VE ALWAYSFOUND, IF YOU JUSTDO THAT LITTLE BITEXTRA, YOU’RE AHEADOF 85 PERCENT OF THECROWD. THAT LITTLEBIT EXTRA PUTS YOUAHEAD OF THEGROUP.’– Advice from Randy Spetman on his success