40 Leaders Under Forty Fun Facts!
As a child, what did you want to be when you grew up?
- Shortstop for the Kansas City Royals. —Jacob C. Heuser
- A marine biologist… until I took biology in high school. —Paige Dodson
- U.S. Ambassador to the United Nations (pre 9/11). —Alexandra Stokman Brackett
What is something no one in your office knows about you?
- I was the lead villain in a play during my senior year of high school. After much soul searching, I decided against pursuing an acting career. —Shaun Newell
- Despite being an attorney, I have a fear of public speaking. —Nicole D. Meyer
- I can’t give away all my secrets! —Dr. Melissa K. Roehm Stigall
What is the number-one item on your bucket list?
- Starting a small business is absolutely number one. So many ideas, so little time… —Dan Adler
- I want to climb at least one continental high peak. Kilimanjaro seems doable. —Sowmya Nagesh
- Tour the United States in an RV. —Scott Reeise
What is one thing you would bring to Peoria if you could?
- Bradley football team. —Trista Westhafer
- More cafes. I lived in Melbourne, Australia for six years, and they’ve got it figured out. We’re on our way here in Peoria. —Drew Faries
- Lou Malnati’s Pizzeria. I understand a Lou Malnati’s was once open in Peoria, but that was before I moved here. The owners may want to try again, as I could probably keep it open on my own. —Peter J. Lynch
Global Leadership 101
“Leadership continues to be a pervasive concern among HR and business leaders around the world,” declares Deloitte in 2016 Global Human Capital Trends, a survey of 7,000 business and HR leaders in 130 countries. Eighty-nine percent of companies see leadership as important or very important, according to the report, while 28 percent reported weak or very weak leadership pipelines. And as organizations become more team-centric and business challenges grow more global and diverse, leadership is more important than ever.
To meet this challenge, organizations must develop fundamental capabilities among its leaders-to-be—“including the ability to collaborate across boundaries, conceptualize new solutions, motivate diverse teams, and develop the next generation of diverse and global leaders.” To do so, Deloitte suggests organizations mix different generations and leadership styles among critical teams, mentor potential leaders earlier in their careers, and develop them from deeper within the organization. iBi