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"I was about to burst with pride to see what had been accomplished (at Manco). I am humbled by the opportunity to have been part of our fine relationship for many years."
- Sam Walton, Founder, Wal-Mart

About Jack

Past Issues of Duck® Tales Newsletters 

• January/February 2000: Special Retirement Issue
• July/August 2000
• May/June 2000
• March/April 2000
• January/February 2000: Special Tribute to Irving Stone
• May/June 1992: Special Tribute to Sam Walton

 

January/February 2000: Special Retirement Issue

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One Lucky Duck

I feel like one of the luckiest Ducks® around. I have been blessed with a wonderful career. I have been surrounded by remarkable friends and mentors, a cherished family, and esteemed colleagues and associates. But I will let you in on my little secret: This wasn't entirely accidental. While I've flown higher than I ever imagined possible, I also had to work on it. And just as importantly, I pursued my dreams every step of the way.

I believe each person has a dream within, whether it's personal or professional, "wacky" or practical. And pursuing your dreams, no matter what the world says, is an essential part of living your life fully. Whether you achieve the dream is not necessarily the point. The point is the pursuit. This issue of Duck TalesT is devoted to the heart's fondest desires. Living with our heads will only get us so far. We need to live with our hearts and our heads.

So as you read this issue - this farewell issue from the retiring Duck® - try not to listen to that little voice inside that quacks on about our dreams, "but there's no time for that" or "that's ridiculous" or "what would people say?" When it comes down to it, people would say: "Wow, that's the way to live!"

Courage and Persistence

While following your dreams is rarely easy, the rewards are immeasurable. Author Alex Haley knew this. He left a 20-year career with the Coast Guard to pursue his dream of becoming a writer. After a year of trying to prove himself, Mr. Haley still barely made enough money to buy food. Then one day he got a telephone call. An old friend offered him a job paying $6,000 a year - a lot of money in 1960.

"As the dollars were dancing in my head," Mr. Haley later wrote, "something cleared my senses. From deep inside a bull-headed resolution welled up. I had dreamed of being a writer - full time. And that's what I was going to be." Mr. Haley politely declined the offer, soon afterwards feeling like a fool. He took everything from his cupboard and his pockets and put them in a paper bag. He had two cans of sardines and 18 cents. "That's everything you've made of yourself so far," he told himself, feeling lower than ever.

Things improved slowly. He began selling more articles and was eventually given a contract that would help support his research and writing of Roots. When the book came out in 1970, Alex Haley had the kind of success that few writers experience. One day he came across an old crumpled bag; it contained two sardine cans, a nickel, a dime, and three pennies. Not wanting to forget his humble beginnings, he had the items framed in Lucite. Mr. Haley kept the frame next to his Pulitzer Prize and his nine Emmys for the TV production of Roots. All his "trophies" were meaningful to him, but only one reminded him of the courage and persistence that helped him achieve his dreams.

Getting Motivated

For some of us, pursuing our dreams is simply a question of motivation. The reality is that it's easy to procrastinate. We've all done it at some point. We'll start that project tomorrow, we might say. Or, we'll puruse that idea when we have more time. But we never seem to find the time. However, if you devote a mere 60 seconds to a few motivational techniques, says Willie Jolley, author of It Only Takes a Minute to Change Your Life, your goals can take flight. Here are some of Jolley's no-nonsense tips:

1. Respect your dream. We all have dreams, but sometimes we cast them aside as we get caught up in day-to-day details. As a result, we forget what we'd truly like to do. Jolley suggests imagining being told you have only one year left to live and then write down what you want to achieve during that time.
2. Set a deadline. Jolley says, "A goal is nothing more than a dream with a deadline." He suggests writing down your goals, then reading them three times a day-in the morning, afternoon, and before you go to sleep-to renew your commitment to achieving them.
3. Guard your dream. Protect yourself from negativity, both internal and external, that can quickly kill your dreams. Use positive, affirming language when talking about yourself and your dream.
4. Be open to change. Change brings uncertainty and risk, which can be unsettling to some people. But if you learn to act like you've already succeeded, the tasks become less formidable and you may find yourself looking forward to change.

Born to Be Great

Sometimes it's not failure that we fear, but actually success. Former South African President Nelson Mandela put it best when he said: "Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that frightens us. We ask ourselves, 'Who am I to be brilliant, gorgeous, talented, and fabulous?' Actually, who are you not to be? Your playing small doesn't serve the world."

Mandela believes that each of us was born to be great. Shrinking away from our potential doesn't help anyone. When we worry that we will be compared to others or perhaps even outshine others, we are only denying ourselves the opportunity to grow and flourish. But by letting our true spirit shine forth, we are actually doing a service to ourselves and those around us. Striving to reach our potential and rid ourselves of fear sets a good example for others.

And only then - when we live without fear - can we unlock all the treasures and potential we have within.

Breaking Away

Behind the greatest success stories often lie untold tales of failure and self-doubt. Take Alfred Adler, a well-known Austrian psychiatrist, for example. When Adler was a student, he got off to a bad start in arithmetic. His teachers were convinced he didn't have the smarts to do well in math.

One day in class, the teacher put a difficult problem on the board and asked if anyone could solve it. No one responded-until one student raised his hand: Adler. His classmates looked at him and broke out in laughter, as did the teacher. But, you guessed it, Adler went to the board and worked out the problem, much to everyone's amazement. What happened?

On that day in math class, Adler realized that he was better than the false image that had been created of him. People had told him over and over again that he wasn't any good in math-and because he believed their words, he never had been. But once Adler saw that others' perceptions were unfair and inaccurate, he was able to cast away his self-doubt and gain confidence in his abilities. When we let others' ideas determine our self-worth, we sabotage our chances for success. Don't let negative, self-limiting thoughts undermine your potential. Trust in what you know you can accomplish and you will be on your way to realizing your dreams.

Upward and Onward

I've tried at least two dozen times to start writing this last Duck TalesT newsletter. The words just didn't seem to come to this Old Geezer Duck® who is being sent out to the retirement duck farm after 37 years. It has been such a great career - so many great people - so many challenges - and such a satisfying feeling to know that, beyond my wildest dreams, this Duck® has had a chance to fly higher, see more and touch more people than I ever could have imagined in my wildest dreams.

Now comes "D" day. As I write this, retirement looms 24 hours ahead; and, when yesterday I was asked to sign a legal document signing off as an officer and director of Manco as of December 31, the full impact and finality of 37 years of planting the seed and building came to a sudden realization that it is over. Within seconds after that sudden sock in the stomach (which I should have seen coming), I counted my blessings, spread my wings, set my direction in service to others, chuckled to myself, quacked gently, and said, "Well, here goes, Mr. Duck®. You're off and flying in a new adventure, this time to parts relatively unknown but with a memory bank full of love, respect, and gratitude."

So, although this will be Old Geezer Duck®'s last message to his flock, I am pleased to tell you that number one son, John, will be the new Duck® in the Top Duck® formation. Look forward to his messages, as I will. I think you will see that the next generation of Ducks® are well trained, founded in great principles of service and compassion for others, and ready to share their heads and hearts and backs in service to their people and to their customers.

We have a cheer here at Manco that opens and closes our meetings. After we've spelled Manco and say, "Who's Number One?" we yell loudly, "Partners and customers first, always, yes!" May it always be so.

Look for me in the sky - maybe leaning a little to the right or flying a little slower than I used to - but I guarantee that I'll be up there with kindness in my heart for all of you. Special thanks to a gentleman named Bob Dorfmeyer, my mentor and the chairman of our advisory board, who recently went on to his reward. Dear Bob, without you, this Duck® could never have flown as high. And thanks to all of you for the memories!

 

July/August 2000

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Believe In Your Genius

History books are filled with stories of people who were told "it can't be done." Henry Ford, the Wright Brothers, Madame Curie, Christopher Columbus, and Thomas Edison are just a few who were told to forget it, to be realistic, to give it up. But they didn't-and thank goodness. They all had enough courage and self-belief to carry on with their work. In fact, it may well have been their positive outlook and belief in themselves-not their intelligence or ability-that enabled them to do such remarkable things.

How many times has somebody else's advice or opinion made you alter your own goals or plans? Getting input from others certainly has its place, but when it stifles your creativity or fosters self-doubt, that advice isn't necessarily good. Old Manco Duck ® knows a thing or two, and I can tell you that each of us has a genius inside just waiting to get out. We all have tremendous potential to do great things. So how do you unleash this inner genius? Believe in it. Keep a positive attitude. Carry on with the work that you believe in. Smile a lot. And laugh every chance you get.

Keep on the Sunny Side

Enthusiastic people stand out in the crowd. They radiate warmth, confidence, and happiness, and they draw others into their circle. What's more, people with a zest for life work better, are successful at motivating and inspiring others, and are superb at selling ideas and boosting profits. Luckily, enthusiasm can be cultivated, even for those feeling a bit under the weather. One business manager contends, "You can influence your feelings by your behavior. If you smile at yourself 10 times in the mirror each morning, you will actually feel better, happier." Here are some more ideas for boosting enthusiasm.

Refrain from "barking orders" at others, warns business guru Tom Peters. This old-fashioned managerial style only dampens enthusiasm. Peters believes the most successful companies in the future will be propelled forward by the passion and enthusiasm of their employees.

Encourage competition within your organization. Individual or team competition can spur enthusiasm and creativity. Recognize those who perform quality work and reward them for it.

Keep a "suggestions box" and hold meetings regularly to discuss new ideas. Don't always invite staff and managers to the same meetings though; either group may inhibit the other from communicating openly.

Each day do something special for someone. That might mean treating a co-worker to lunch or writing a thank-you note to a supplier. But don't save the good deeds for work alone. Pass your goodwill on to strangers and loved ones alike. Their resulting pleasure will only increase your enthusiasm.

Bottom Line Attitudes

We all know that a positive attitude gives people a certain spring in their step (or as we waterfowl say, a wiggle in their waddle). But, according to a study by the Gallup Organization, it also puts some strut in the bottom line. And managers lead the way, playing a significant role in fostering the attitudes in their organization.

Positive attitudes are contagious and have far-reaching effects. The Gallup study, for example, found that positive employee attitudes are likely to create 50 percent more customer loyalty to a company and are 44 percent more likely to result in above average productivity. They also have a significant impact on profits and turnover. The study revealed that within even a single organization, assumptions about the entire company, its employees, and its culture can be incorrect because many subgroups and subcultures exist. Traditional research regarding overall satisfaction and definitions of a "good" workplace fail to address these subgroups.

The Gallup consultants say that by using more specific and reliable employee attitude data that addresses these groups, managers and supervisors can have a more direct impact on enhancing business outcomes. By working on the attitudes that need to be improved, front-line managers can first foster positive attitudes among employees, and second, create a more profitable workplace.

A Winning Attitude

Managers searching for a winning game plan may want to try former Notre Dame football coach Lou Holtz's "attitude is everything" philosophy. Outlined in his bestseller, Winning Everyday, are six basic tenets Holtz used with his players and coaches. Holtz says he used these fundamentals not only to run his team, but also to run his life:

Yes, it is attitude. "Your talent determines what you can do and your motivation determines what you are willing to do, but your attitude determines how well you will do it," says Holtz.
Be happy to make sacrifices. Those who lament about what they have to do in order to win will always remain on the sidelines, watching the winners get the glory. Winners, says Holtz, are proud to take the extra steps they know will make them successful.
Have a passion for winning. Holtz never asked his players if they wanted to win. He asked them if they could live with failure or mediocrity. If you're willing to accept failure, says Holtz, you don't have the passion you need to win.
Understand your purpose. Look beyond your products and deeper into your customers' needs and the market.
Set goals. A leader, says Holtz, is responsible for setting goals and showing employees how to accomplish them.
Build a foundation of trust. Those who work with you or for you should always feel that your partnership with them is based entirely on your integrity and concern for them.

Don't Duck Adversity

When Thomas Edison's laboratory burned down in 1914, it didn't ruffle his feathers. Instead of throwing his hands up in despair or blaming those around him, he walked quietly among the ruins and said, "All our mistakes are burned up. Thank God we can start anew." Edison was an optimist. He saw good where others only saw bad. Consequently, he was a happy, satisfied man, who delighted in whatever life threw his way. Lucky for us, anyone can learn to adopt Edison's outlook. One of the great traits of human beings is our ability to consciously change our attitude and behavior. We can start by considering these tips:

1. Expect setbacks. Optimists view setbacks as inevitable. Therefore, they don't get angry when something doesn't turn out the way they expected. Instead, they stand back, study the situation, and devise a creative solution-often better than the original. Setbacks, they know, are only temporary disruptions, not permanent problems.
2. Take control of the situation. Optimists understand that certain external factors are beyond their control. But they also realize that they can control their reactions to those factors. International pop star Julio Iglesias was a professional soccer player in Madrid until a car accident paralyzed him. While he couldn't change his paralysis, he could control his reaction to it. He learned to play guitar in the hospital and the rest, as they say, is history.

A Working Philospohy

When a successful business executive was asked how he fared so well, his answer was simple: "and then some." No complicated theories or methodology, nothing that required an advanced degree or years of training-just a simple philosophy which he says separates the mere doers from the high achievers.

He applied this philosophy to every aspect of his life, from dealing with customers to volunteering his personal time. Consider what a difference these three words could make in your life: When asked to do what's expected of you, do it.and then some. When a fellow employee has trouble with a task, help him out.and then some. When another organization asks you for some of your advice and time, give it.and then some.

When the going gets tough, and others fall out of the game, step in, help out.and then some. When someone just needs a good listener, listen with all your heart.and then some. When others turn to you as a neighbor or a friend, be one.and then some.

Against All Odds

Some days may seem more difficult than others, but eventually they get better-even for poor old Sparky. When he was a boy, Sparky thought his losing streak would never end. He failed at everything he tried. In the eighth grade, for instance, he flunked every subject; once he reached high school, he failed physics, Latin, algebra, and English. Sparky's athletic skills were no better. While he did manage to make the school's golf team, he lost the season's only important match. There was a consolation match, but he lost that too.

Socially, Sparky felt awkward and was never noticed by other students. He had no friends, so he whiled away his time drawing. Naturally, no one appreciated his art. The high school yearbook refused to print his cartoons, but Sparky stuck with his drawing anyway because he enjoyed his work-it was the one thing that gave him pride.

If he could make a living doing anything, Sparky thought, it would be drawing, so he sent samples of his work to Walt Disney Studios. Again, rejection. Sparky could have easily called it quits then, but he didn't. He decided to model a cartoon character after himself and try to sell it again. He spent weeks perfecting his idea.

In a short time, Sparky became a true winner. More commonly known as Charles Schulz, Sparky created Charlie Brown, recognized worldwide as the boy who could never kick a football or fly a kite. You're a good man, Charlie Brown!

 

May/June 2000

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Listen Closely

It's a different world when it comes to hiring and retaining workers. Today's job seekers are shoot-from-the-hip, lay-it-on-the-line applicants. Instead of asking routine questions in job interviews, they openly ask employers how many hours they will be expected to work and what the organization's policy is on work/life balance. It's not that they are lazy; it's just that their priorities are different. They are more concerned with how people work together and how the organization treats its associates than they are with the actual job.

In a recent survey of 2,500 college students, 57 percent said "attaining a balance between personal life and career" was their primary career goal. So if you want to hang on to these straight-talking workers, the Duck® recommends you take a close look at your organization's culture and work/life benefits, and be prepared to answer job applicants' questions regarding the two.

While offering work/life benefits are important these days, providing a caring, positive work environment where employees are heard still comes first. Without that, the latest and greatest benefits wouldn't go very far to retaining employees. That said, let's take a gander at the work/life benefits situation.

Will It Ever Work?

American workers are desperate to balance work and family, but less than a quarter of workers believe their employers give work/family issues the attention they deserve. Those were among the recent findings of a survey of 1,000 adult employees. Of the respondents, 97 percent said balancing work and family was the most important part of their job. Yet 95 percent feel the time they have for their families is inadequate. In addition, a quarter of those surveyed said their employers didn't have benefits in place to help them establish this balance.

What can employers do to address this ongoing problem? Old Manco Duck® sees the following components as essential for a successful work/life program:

Be visionaries. An organization's culture says it all. If senior management truly thinks of work and family in a holistic sense, the appropriate programs are bound to follow. A company's core values must be aligned with work/family issues.
Take a pulse. Organizations must complete comprehensive needs assessments to address the entire range of work/family issues. All employees must be given a voice in the types of programs that would most affect their lives.
Be competitive. Work/life programs were once an option, but are now essential in attracting and retaining employees. Organizations must look at their positions in relation to other businesses to determine best practices.
Be adaptable. Issues regarding family life are continually changing. A successful work/family initiative must be structured to evolve with these constant changes.

Building a Community

Workers today are hungry for a sense of community, a sense of belonging. Companies that build an atmosphere of community into the workplace enjoy greater loyalty, productivity, and cooperation. The way the Wise Winged One sees it, there are three fundamental steps for creating a community within an organization:

1. Keep it equal. Pay less attention to rank and status, like executive parking spaces. The more open an organization is to receiving everyone's contributions, the greater the sense of community.
2. Create a shared environment. A shared environment can be as simple as a companywide profit-sharing plan that allows everyone to share in an organization's success. Try to create an environment where everyone sees the value of each employee's contribution.
3. Show them you care. Every member of a community needs to feel cared for and appreciated. In good times and bad, find ways to boost community spirit by offering a safe, supportive environment.

Time Out

Income and benefits are certainly concerns of today's employees, but they now value one commodity more than ever-time. According to one survey, employees rank paid vacation time and holidays as the fourth most important benefit, up from number 10 four years ago. The increased attention to time means workers are rethinking which jobs they want to take, leave, and stay with.

Savvy managers are making a number of adjustments in the workplace to deal with this new priority. About 27 percent of employers now offer paid time-off banks. The banks consolidate sick, vacation, and personal days, which workers can use whenever they like. Workers in high-performance jobs particularly like this system, because it allocates equal time off to all employees. Organizations that use paid time-off banks say the system empowers workers, allowing them to decide when and how they will use their time off.

Other businesses offer incentive programs to reward performance with time off. A survey by the American Management Association finds employees respect their employers more for "giving them a life" than for offering cash rewards. In essence, the organizations most successful in providing employees with more time are those that keep the rules simple. Their approach: Do the work well and take time when you need it.

How Flexible?

Offering employees a flexible work arrangement goes a long way toward get their work done. Employees must submit a proposal that outlines, among other things, how helping them balance work and family. And it's a highly appreciated benefit. Want to know how to set up flexible work for employees? Ask them. Rather than a one-size-fits-all plan, a flexible arrangement determined by employees is often the best solution for everyone. Two primary objectives, however, must be met for the arrangement to work. First, the arrangement must meet the business objectives of the company. Second, the arrangement must indeed offer flexibility to the employee.

At a division of United Technologies Corp., for example, management simply asks employees who request flextime to explain how they will customer needs will be met and how the arrangement will be beneficial to all parties involved. While flex arrangements are increasing in popularity, organizations need not worry that all employees will be demanding flexible schedules. Currently, 8 to 15 percent of the workforce uses flexible work arrangements.

Once companies obtain support from senior management for flexible working arrangements, most of the challenges have been met. Management is often supportive of flexible work arrangements once they know they have senior-level support and that a plan is in place outlining the agreement between the employee and the organization. In fact, morale often improves with flexible arrangements, making the manager's job easier and the work environment more productive.

Winning at Retention

How can a company best retain employees? As we've seen, work/life benefits can be a tremendous retention tool. But one consultant found these practices to be the most important when it comes to keeping employees:

Focus on people. Create an atmosphere that supports people by focusing on the work environment-the systems, policies, practices, and culture. Emphasize values and create people-friendly systems like open-door policies, opportunities for advancement, and recognition for quality performance.
Create a culture of caring. High-retention organizations value integrity and ethical behavior and make no exceptions. They treat everyone well and receive the same in return.
Have in place a conflict-resolution process. Conflict does occur, especially between manager and employee. Rather than risk losing a good employee over it, the savvy company offers a way for employees to get the problem solved, even circumventing the supervisor, if necessary.
Take stock. Compare your turnover rate with that of your competitor. Find out who's leaving. Is it your star performers or your low performers? The old-timers or the "whiz kids"? Retention leaders track turnover data by age, sex, education, performance, race, job, length of service, unit, and department. Specific information can point to hidden problems that you can then work to fix.
Watch the high performers. They set the tone and offer the biggest payback. If star performers are unhappy, respond quickly. Recognize their efforts and reward them with pay and perks tied to performance.
Seek continuous improvement. Retention leaders see their relationships with employees as a work in progress. They continually seek feedback by asking questions and by distributing employee attitude surveys. They then take action to keep employees happy and satisfied.

 

March/April 2000

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C'mon, Get Happy

The secret to happiness, according to the Wise Winged One, is to count your blessings, not your troubles. And Americans in general are graced with an abundance of blessings. In fact, we have so much going for us you'd think we'd be experts at happiness. But happiness isn't so clear-cut, nor is it always easy to achieve.

In this issue of Duck Tales,T we'll examine happiness-what makes people happy, how to think positive, and how to work to overcome difficulties. Life presents us with many challenges. And sometimes we have to work at being happy just like we have to work for other goals.

Working at happiness means different things to different people. Some people need more time with family, others need to be successful in their career, and, still, others may need to feel respected and valued at work. Old Manco Duck® hopes this issue will get you thinking about your own triggers for happiness and how you can cultivate happiness in those around you.

Keeping Your Balance

If you're ever in Kinko's and happen to hear an employee talk about his "tripod being out of balance," you should know that he's not talking about one of the copy machines. He's talking about his life.

Paul Orfalea, founder and chairman of Kinko's-and the originator of the tripod concept-believes people must have three elements in balance to be healthy and happy: play, work, and love. When one element of the tripod becomes more important than the others, problems arise. During their orientation and training, all Kinko's employees learn about the tripod. They are reminded of the company's philosophy: "We trust and care for each other." They also are encouraged to develop and balance all three aspects of their tripod and not to let work overtake the other two.

Managers routinely ask employees how their tripod is. And occasionally a worker will tell a manager her tripod is out of balance and she needs some time off for the play and love aspects of the tripod. Work, play, and love. Sounds like the ingredients to a happy, balanced life. So how's your tripod?

Cultivating Happiness at Work

So what are the specific elements of the "work" part of the tripod that lead to happiness? One company, which aims for 90 percent employee satisfaction, asked itself that question. Born Information Systems decided to hire an outside consultant to figure out which workplace elements contributed directly to employee happiness. The company then created task teams to devise programs to meet those needs.

Here's a look at what drives Born's employees-and most workers across the nation:

1. Opportunity. Today, employees want a variety of career advancement opportunities.
2. Environment. If you have to spend most of your day in the workplace, that environment should be conducive not just to productivity, but to comfort and happiness.
3. Achievement. This is a basic human need: Employees want to feel a continual sense of personal achievement.
4. Reward. Many forms of recognition-from salary, to benefits, to sincere words about a job well done-are essential to employee satisfaction.
5. Community. Peer support and friendship mean a lot to workers. They're looking for both moral support and assistance with the technical aspects of their jobs.

Fostering Friendships

Friendship may seem like an incidental work benefit, but more and more employees are placing as much value on friendships as they are on other benefits. When you consider that the nation is experiencing its highest rate of employee turnover in two decades, it's easy to understand the turmoil-and drop in productivity-that accompany the loss of workplace friends. "The workplace has become the social support network we used to have in our backyards over the clothesline," says one expert.

Creating and maintaining workplace friendships is directly related to productivity. In a Gallup survey of over 400 companies, a worker's ability to form "best" friendships at work was the strongest indicator of a highly productive workforce. The survey found organizations with low turnover and high customer satisfaction were most often those places where workers had at least one "best friend."

Therefore, rather than discourage socializing at work, experts say businesses should help foster the growth of workplace friendships. Businesses that recognize the value of such friendships and allow employees associated privileges, such as time off to visit an ill friend, are seeing a more contented and productive workforce.

A True Advantage

Children often have their own, unique way of looking at the world-a perception that sometimes amuses us adults, sometimes makes us think, and sometimes changes our lives. Here's a story about a 10-year-old girl, Sarah, whose positive way of looking at life can teach us all a thing or two.

One day, Sarah, who was born with a muscular problem and had to wear a leg brace all the time, came home from school and told her parents that she had participated in "field day," an event that included races and other competitive events. While her parents were struggling to find words of encouragement about not letting defeat get her down, Sarah proudly announced, "I won two of the races!" Her parents were amazed and wanted to know more. "I had an advantage," Sarah explained. "Ah," her father responded, "they gave you a head start because of your brace?" "No," said Sarah, "I didn't get a head start-my advantage was that I had to try harder." With sheer determination-and her own way of looking at reality-Sarah had turned her handicap into an asset. How many of us have such a positive attitude?

This young girl knew one thing that many people twice her age don't: It all depends on your outlook. Sarah could have stayed out of the races, sulking about her brace and feeling sorry for herself. But she didn't. She turned what most would view as a disadvantage into an advantage. She gave it her all-and ended up a true winner.

The Happiest People on Earth

When you think of happy people, you're probably more likely to think of folks living on a sunny, tropical island than you are of people isolated in the cold North Atlantic. But, according to a Gallup poll, citizens of Iceland describe themselves as exceedingly happy. In fact, 82 percent are satisfied with their lives, versus 72 percent of Americans.

What makes this country of 268,000 people so content? After all, they must endure 20 hours of darkness each day during winter, and throughout the year they are surrounded by a cold, hostile sea, active volcanoes, and 4,536 square miles of glacier. A sociologist at the University of Iceland believes he knows what makes people happy-and tough: the hardships they endure. "Icelanders have a tolerant attitude to the problems of life," he explains. "They don't expect the same sort of stability often expected in other nations." In other words, Icelanders know how to "roll with the punches."

By living on the "land of fire and ice," Icelanders have learned how to survive and even prosper amid difficulties. Perhaps what most sets Icelanders apart is their tolerance and acceptance. Not only do they aptly handle difficulties in their own lives, but they are known for supporting family and community members. When a person stumbles, for example, the family and community rally together to support that person rather than denounce him or her. They strongly believe in putting yourself in the other person's shoes, and they live by that philosophy.

Lessons on Living

It took a dying man to put life in perspective for one national award-winning sportswriter. Mitch Albom, author of Tuesdays with Morrie, was asked by his one-time college professor, Morrie Schwartz, to share Morrie's philosophy of living. With remarkable candor and insight, Morrie, who suffered from Lou Gehrig's disease, shared an outlook many people would envy during their healthy years, let alone their dying moments. Here's a look at some of what Morrie, the teacher, shared with Mitch, the student, in this final class regarding lessons in living:

"Dying is only one thing to be sad over. Living unhappily is something else." Morrie said our culture is not known for helping people feel good about themselves, because we often teach the wrong things. "And you have to be strong enough to say if the culture doesn't work, don't buy it. Create your own." It's the big things, said Morrie, like how we think and what we value that you must choose yourself.

Give, give, give. Morrie said that giving to others is what made him feel alive. "Do the kinds of things that come from the heart. When you do, you won't be dissatisfied, you won't be envious, you won't be longing for somebody else's things.you'll be overwhelmed with what comes back."

We're more alike than different. Morrie said, "We all have the same beginning-birth-and we all have the same end-death. So how different can we be? Invest in the human family. Invest in people."

So, Morrie, I wish that all my Duck® friends in the world could learn from your life's lessons.

 

January/February 2000: Special Tribute to Irving Stone

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Leaving The World A Better Place

Cleveland, Ohio, America, and the world lost a true treasure recently. An American original, Irving Stone, founder and builder of the American Greetings Corporation, passed away at age 90. Can you imagine 85 years with one company? Yes, that's what I said-85 years.

Irving started working-pulling the wagon selling greeting cards, when he was 5 years old as the first employee of his father, Jacob Sapirstein. At age 9, because of his father's illness, Irving took the company and ran it when otherwise it would have failed for lack of anyone to step in. After his recovery, Irving's father asked him, at age 9, how much money Irving had saved. Irving told him, and his father offered to sell him stock in his new fledgling company. Irving gave him all his money and became the first shareholder, other than his Dad, of the American Greetings Corporation. It is 81 years later, and through his heartfelt work and great leadership, Irving Stone has built a family-run company with a soul that provides a wonderful workplace for its thousands of employees. He has built the company to a Fortune 300 status in excess of $2.2 billion in sales.

All of those are great accomplishments, but what makes this man so unique in American business history is his longevity and the constancy of values that he practiced for a lifetime. I had the privilege of learning from this man since the age of 7; so, for the last 52 years, through listening to my father, who was his personal secretary at one time, and through a personal friendship over the last 30 years that brought us together once or twice a year, I have gleaned the wisdom and have been inspired by this one-of-a-kind gentleman. When someone is as fortunate as me to have known personally people like Sam Walton and Irving Stone, it becomes almost a right and a responsibility to share this wisdom with others.

There are many wonderful stories that encompass the life of Irving Stone, but I think one more than any other captures my heart, and it is the one I would like to share with our Duck TalesT readers. I had the privilege of attending his eulogy at the Green Road Synagogue recently given by three rabbis. Several years ago, Irving traveled to visit his father in Miami with one of the rabbis. On the return home from their visit, Irving learned at the airport that they had been bumped from their seats. He was told that the next plane would not leave for three hours so he could wait or he could pay extra from the two remaining first-class seats on his scheduled flight. True to his values of watching his pennies and refusing things that he saw as superfluous, Irving decided to wait the three hours rather than spend the extra money on something unnecessary. Two days later that same man called the rabbi and invited him to lunch in Cleveland. He drove him by a beautiful six-acre estate on Green Road in South Euclid and asked the rabbi, "Do you think this would make a good location for a Jewish middle school for our students?" The rabbi's answer was, "Yes, it's a beautiful estate and it would make a wonderful location and site for a new school." With that, Irving said, "Fine, I think so, too," and handed over a deed that he had already purchased to give the rabbi to use as the site to build a new school. Irving knew where to use his wealth.

May we always remember the lessons learned in our childhood. For me, it's values that included a bologna sandwich and a glass of milk; and, as true with Irving, it's taking the blessings that this world has given and sharing it in education to help make a better world for others. I hope that all of us can learn and derive inspiration from people such as Irving Stone. It was a personal delight to have him call me and say, "Jackie, Jackie, c'mon down and let's have lunch." It was an opportunity I never refused. Some of the fondest memories of my business career lie in those meetings in his office and in the constant cards that I would receive with wonderful heartfelt notes of wisdom and encouragement to help in the building of my own business.

Irving Stone was a true American original-a never-to-be-forgotten human being whose legacy will live on in the hearts and minds of the tens of thousands of people that he touched. May he rest in peace. I hope that all of us can learn and derive inspiration from people such as Irving Stone.

From the Heart

How do you teach the true meaning of generosity to today's children? Some cynics say it's nearly impossible. But the Duck ® knows better. The spirit of giving starts early in a person's life, as it surely did in Irving Stone's life. In other words, teach them while they're young. In one Wisconsin school, children have learned the true meaning of sacrifice. When one young girl saw pictures of homeless children sleeping on cots, she asked her mother where the children's toys were. "Honey, they don't have any toys," was the mother's reply.

Stunned, the first grader decided to give away some of her favorite possessions-Beanie Babies-to the children. She was so committed to her task that she persuaded her classmates to join in. The first grade class at Wildwood Elementary came up with more than 200 Beanie Babies for needy children-all on their own. How can we teach generosity and sacrifice on such a level? Experts offer this advice:

Teach by example. Children learn to be generous when they've witnessed someone being generous to them.
Talk to them. Talk to children about why it's easy to give away something you don't want, but difficult to part with things that are important to you.
Create a system of giving. Generosity comes with practice. When giving children an allowance, have them set aside a portion for charity. Make it a point to regularly donate the money to a worthy cause.
Include them in decisions. Talk about the different charitable organizations you consider donating to and have your children help you decide which are most worthy or in need of help.

Family Affair

Volunteering once was dominant among well-to-do women, who had time and money to devote to the community. Today, it's a family affair, and the trend is growing every day. More and more families now make volunteering part of their everyday lives. What better way to teach children the importance of giving? But the volunteering not only benefits the community, it also allows families to spend more time with each other. And communities and nonprofit agencies across the country are reaping the benefits.

While shelters and food banks once saw families volunteer primarily during the holidays, they now enjoy their helping hands year-round. Families say volunteering gives them the opportunity to spend more quality time with their children and instill a spirit of generosity in their kids. Volunteer coordinators say when parents volunteer, they are setting an invaluable example for their children. "If kids see their parents volunteer, then they will, too," says one volunteer director.

Children who regularly volunteer have better grades, are less likely to use drugs, and have higher self-esteem, according to experts. Parents who do not have custody of their children say volunteering allows them a better way to communicate with their children. And many parents say that while they may be the ones to initiate volunteer work, their children soon become the engines of change, finding more ways and more people to help.

A Contented Nation

How happy are we? A recent poll finds that two-thirds of Americans say they are very happy, rating themselves an 8 on a scale of 1 to 10, with 10 being the happiest. One-fifth of Americans rate themselves a perfect 10, while the average rating is a high 7.8. You might say so much happiness is no surprise, given the country's strong economy, low unemployment rate, and healthy stock market. But Americans polled say material wealth has little to do with happiness. The major contributors to happiness, they say, are good health, a strong faith, and loving family and friends. Here are some other findings:

"Extremely happy" people are more active and sociable than others. They visit places of worship more often, have more "romantic moments," work out more often, volunteer more in their community, and meditate, pray, or read religious writings more often.
Younger isn't necessarily better. Childhood and the teen years are not the happiest times of life for most people. Most Americans say they are happiest at their current age. In fact, happiness tends to increase with age.
Faith is imperative. After health, religion is the next most important indicator of happiness. Religion provides a sense of purpose and a warm, caring environment that people draw from for emotional well-being.
Part-time workers and retirees are happier than full-time workers. Anyone with a full-time job and family knows that the stress associated with trying to balance the two can detract from happiness.

What's Your New Year's Resolution?

If you didn't make one this year, let the Duck® offer a suggestion: Volunteer in a local organization. Find something that you are passionate about and get involved. Americans' involvement in community activities has dropped dramatically in the last 25 years. What are we doing instead of volunteering in our communities? We're sitting in front of the TV set. The average American spends 40 percent of his or her free time watching television. That's right-40 percent! What kind of message does that send to our children?

Just imagine what we could accomplish if we turned off television sets across the country. For information on volunteer activities in your community, contact your local branch of the United Way. Or, for Internet surfers, log on to www.helping.org, where you can search for volunteer activities within your community.

 

May/June 1992: Special Tribute to Sam Walton

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Sam Walton, Servant Leader

Sam Walton redefined business leadership. He set a new and higher standard for leadership by using his head and his heart. The latter was what set Mr. Sam apart from other highly competent but less effective leaders. Sam Walton didn't do business. He did life! He never parked his heart at the curb in building Wal-Mart. He put his whole heart, soul, and body into the company in the service of his associates and he trusted them to serve the customer with similar commitment.

Mr. Sam and his leadership team put it all together. He understood the importance of technology, speed, logistics, and risk taking. But he also realized that none of these tools would work unless his people looked out for the needs of the customer. This service starts from within. Mr. Sam recognized that by looking out for the needs of his associates, they would look out for the needs of the customer.

Some time ago I caught Mr. Sam in a private moment. "What's the one event in your life that has given you the most satisfaction?" I asked. "I guess it was helping raise the self-esteem of so many other folks," replied the country merchant.

Walter Schiel, who ran Sam's hunting camp, was one of his closest friends. Here's how he described him: "Sam will ask you for 110 percent, then he'll give you 210 percent," he said. Then Walter thought again. "No, he'll expect and demand it of you, then he'll give it back to you."

For me, the essence of the man became very clear through two events involving my son, Bill, and Mr. Sam. Bill began his very first day here at Manco by accompanying me to an I.M.R.A. convention. There I had the good fortune to introduce him to Mr. Sam. He took Bill down the aisle and offered him some confidential advice. This was a pretty good beginning for a young man's journey in mass merchandising.

The scene shifts to some six or seven months later. Bill, Tom Corbo, and I are entering the Ramada Inn in Bentonville at 6:30 in the morning. There we would have a chance encounter with Sam Walton decked out in his hunting gear. "How are you doing, Bill?" Mr. Sam asks. "Is your dad taking care of you?" Mr. Sam then gets down to business from the servant-leader perspective that made him so uncommon. "How are we doing on our partnership? Are we (Wal-Mart) doing enough to help you?" he asks.

Like countless others, I revered Sam Walton. I could tell many stories about him, but this simple encounter touched me the deepest. As a father, it was one of my proudest moments. No lesson is greater than one that comes from a leader who takes the time to remember a person's name and has the ability to communicate with others one on one. This was the essence of Sam Walton's greatness.

Prior to his death, Mr. Sam was working on a book about his life. We're told it will be released sometime in June. Can you imagine the day when a young person in Poland or Russia builds a business based on the priceless formula he or she learns from the life's work of Sam Walton?

The benchmark for business leadership has been reset for all of us at a much higher level by this very human, human being. That's the legacy Sam Walton left for us all.