1. 05/03/20101 Meet Dr. John A. White He founded a logistics consulting firm, SysteCon, Inc., and served as its chairman until its merger with Coopers & Lybrand. Professor at Georgia Tech for 22 years. Dean of Engineering. Was instrumental in helping Georgia Tech become the top ranked Industrial Engineering School in the nation (US News & World Report). Top engineering schools are still using text books that he authored or co-authored. Chancellor, University of Arkansas (Retired) Has held and currently holds high level officer and board positions with many prestigious companies and organizations like: Malcolm Baldrige National Quality Award, National Science Foundation, IIE. IE students at Tech fought to get into his classes and take every course they could from him. Probably the most influential and well respected IE faculty member for a generation of Tech graduates. His lectures were backed up by a generous portion of relevant and insightful “war stories” which were often humorous and entertaining. During a lecture, the entire class would hang on his every word. We all aspired to become more like him. Best Lesson: “Strive to Work Well and Communicate Well With Others.”

2. 05/03/20102 The GE Job Interview GE Interviewer: “What do you consider to be the most important trait required to be a top engineer?” Denny: “Technical competence for sure.” GE Interviewer: “How about people skills?” Denny: “No. Well, that might be the case in the HR field, but in engineering, it has to be technical competence first, followed by determination and work ethic as close second.”

3. 05/03/20103 The GE Flush Letter GE Interviewer: “What do you consider to be the most important trait required to be a top engineer?” Denny: “Technical competence for sure.” GE Interviewer: “How about people skills?” Denny: “No. Well, that might be the case in the HR field, but in engineering, it has to be technical competence first, followed by determination and work ethic as close second.” X X

4. 05/03/20104 Essential Success Roles Facilitators People you need to do things for you, either things you can’t do for yourself, or things you had rather delegate. They need to feel like what they are doing is important and appreciated. They want to be respected for their craft and abilities. Teachers Your fountain of knowledge and wisdom on a subject. Someone willing to teach you. Teachers expect if they show you how to pick a pound of grapes that you will come back with 5 gallons of wine. They gain great satisfaction in passing on something of value to someone else and seeing that value grow and spread among others. ( The Teacher )The Teacher Coaches Will line up a cadre of teachers and facilitators to help improve your overall performance. Will help you establish set of goals and metrics. Will provide candid feedback on your performance, results and level of effort. Will attempt to encourage, motivate and inspire you to put forth more effort if required. Will not hesitate to raise your goals and push you to a higher level of performance if possible. Coaches are like pharmacists who mix up a prescription for your success. They are motivated by seeing your performance improve according to your mutual plans and expectations. Mentors Take you “under their wing” assuming a strong and defining interest in your overall development. They care about you and believe in you strongly. They take you into their “circle of trust” and are willing put their reputation and professional collateral behind you to help secure your advancement and growth at an accelerated pace. They sometimes see you as “their legacy.” Champions Passionate supporters of a system, project or idea who is willing to back it with money and other resources placed at risk for which they are accountable for and have under their control.