The cohort received an overview on base operations from Colonel Eugene Apicella, deputy commander at United States Marine Corps Marine Corps Installations West – Marine Corps Base Camp Pendleton.

Many of us see Camp Pendleton as that nice 17-mile stretch of coastline that provides a welcome buffer from the hustle and bustle of Orange County and the greater Los Angeles area. Despite having more than 40,000 active duty military and more than 85,000 personnel who live, work and play on the base, outsiders often have little knowledge of the role the base plays in our national security.

Understanding more about Camp Pendleton was exactly what the LEAD San Diego IMPACT group sought as it embarked on a recent optional session held at the base.

The cohort received an impressive overview from Colonel Eugene Apicella, deputy commander at United States Marine Corps Marine Corps Installations West – Marine Corps Base Camp Pendleton. He spoke of the installation’s role in preparing Marines and sailors to operate in extreme environments, and the incredible advancements in technology that are available to soldiers today. However, he stressed that while technology is important, focusing on the individual is paramount, which includes creating an environment for fostering leadership.

The cohort observed an initial training exercise for new Marines.

We also heard from a panel of Marines, who echoed the colonel’s sentiments on leadership and discussed how a structured environment like the Marine Corps fosters innovation and exploration. Panelists explained that the Marine Corps is constantly reinventing itself and encouraging constituents to think outside the box.

This includes leading with intent, not orders, which is a lesson we can all learn from. When you explain the intent of the action you’re seeking, you give those you are leading direction to see the big picture, not just the immediate task. For example, it’s not just about “taking possession of the next hill” it’s about understanding that “taking the hill” is a step in the overall goal of “clearing the road.” When clear intent is given, it allows others think strategically and empowers them to embrace innovation, so long as it meets the overall goal.

Through our tour of the base, the group engaged with a number of individuals as they trained to fulfill their missions and learned a number of interesting facts:

• Camp Pendleton was acquired to train soldiers for World War II.
• The base often partners with nearby municipalities to use their infrastructure to conduct mission rehearsals for tactics such as bridge crossings.
• They have a number of training facilities that mimic real-world scenarios, such as Afghan villages, and some are built with Hollywood-style sets, pyrotechnics and use actors to bring these situations to life.
• Marines are seeing a culture shift in how mental health and seeking help for these issues are perceived, and more Marines are getting the help they need.
• The cabins of amphibious assault vehicles are anything but “roomy.”
• There are 7,500 homes and apartments on base.
  

  The group got a close look at the inside of an Amphibious Assault Vehicle.

• Six percent of the active duty Marines are women.
• 70,000 retirees live within 50 miles of the new Navy Hospital being built on base.
• The Marines provide an extensive “Transition Readiness” program to prepare individuals for life outside the military.

The cohort successfully achieved its goal of gaining a greater understanding of the role and impact Camp Pendleton has on its Marines and sailors, and our region. I think I speak for the whole group when I say we walked away humbled and proud of the courage and sacrifices our military makes to preserve our freedom.

The term “workplace culture” was first defined by former MIT professor Edgar Schein in 1992 in his seminal work “Organizational Culture and Leadership.” This first definition included the idea that corporate culture is a philosophy to guide organizational strategy, workforce behavior and management attitudes.

The concept of a workplace culture encompasses many different characteristics of a business. Culture has visible components in the way that a business looks and how employees dress, but it really thrives in the attitudes of employees, in the setting of goals and in the communication of business values to employees and clients.

At NST, our workplace culture is one of exploration.  Everyone on our team must have the desire to explore the world, and look for new and improved ways of thinking and working.  New ideas can be found through reading, thinking creatively and brainstorming with others.

With the exploration theme in mind, NST recently transformed a vacant office into the new “Exploration Room” creating a space where our team of explorers can step away from their everyday workspace to spark that imagination, curiosity and desire to explore, with a focus on creating ideas that will contribute to our clients, communities and company.  This room has all the necessary tools to help spark those creative juices with comfortable seating, inspirational quotes, games, client products and, most importantly, plenty of snacks!

Check out the photos and let us know what you think.

The cohort received a lift courtesy of the county’s “official” transportation vehicle.

With more than 70 percent of former San Diego County inmates returning to the prison system and state regulations forcing budget cuts at correctional facilities, the old theory of “lock ‘em up and throw away the key” is no longer rooted in reality.

The LEAD San Diego IMPACT cohort heard from law enforcement officials from different agencies – including San Diego County Sheriff Bill Gore and Joseph Jones from the U.S. Border Patrol and community partners, such as Second Chance, which provides work readiness training and other supportive services to former inmates –and collaboration was the resounding theme of the day.

San Diego faces some unique geographical challenges when it comes to law enforcement, and collaboration among different agencies – from federal to state to local – is key to maintaining San Diego’s safety record and weathering the funding challenges being felt throughout the state and nation. While jurisdictions are important, San Diego agencies understand that by working together and sharing information they can be more successful – a lesson to which most leaders will attest.

Collaboration with nonprofit community organizations is also essential to ensuring the safety and well-being of all San Diegans. As the county’s detention facilities face an influx of inmates from the state along with dwindling budget, it’s focusing on programs and partners that can help inmates successfully return to their communities and stay there. Whether it’s substance abuse cessation and work training programs during an inmate’s incarceration, or partnering with outside organizations like Second Chance, it takes collaboration from both public and private entities to ensure inmates can successfully transition the “outside” world.

The cohort had the opportunity to see life from an inmate’s perspective firsthand as we toured the George F. Bailey Detention Facility and the East Mesa Detention Facility. Needless to say, the experience was eye-opening – particularly as our role quickly turned from observer to the ones being observed – and one of my fellow participants said it best when she stated, “I’m so thankful that I don’t struggle to stay out of this place.”

Her assessment was spot on. What if I had the same circumstances these individuals grew up with? What if I was born into a drug-addicted home or grew up in a neighborhood where joining a street gang was an unavoidable option? What if that was the only life I knew?

It made me re-evaluate my own personal preconceptions about former inmates and helped me understand that while most of these individuals are there because of poor decisions, many have never known another option.

Hopefully, through continued collaboration among public, private and community leaders, we can raise awareness of these societal challenges that impact our growing inmate population and create programs that help these individuals transition back into society.

Recently, I had the opportunity to participate in LEAD San Diego’s EMBARK program – a five-day leadership development program focused on improving the skills of San Diego’s emerging business leaders. A few minutes into the first session, I quickly realized this was more than just a professional development program – it was a personal development program.  Sure, the Myers-Briggs Type Indicator (MBTI) test confirmed my love of list making – no surprise there for anyone who knows me.

But the self-awareness exercises we participated in also taught me more about who I am, how the things I do affect others, and how I can improve my interpersonal communication and relationships. The rest of the personalized leadership assessment program was just as impactful as it included knowledgeable and interesting speakers, small group breakout sessions, and interactive team-building exercises.

Here are just a couple of my key takeaways from a phenomenal program:

Sometimes you have to follow to become a better leader. 

Jeff Balesh of Jeff Balesh Consulting encouraged us to lead interdependently, “with intention despite uncertainty.” In other words, it’s ok to have a plan, but it’s important to be flexible and willing to let others help when necessary. Akshay Sateesh of Ziksana Consulting, through a number of quick-thinking exercises, re-emphasized this for us by forcing us to get outside of our comfort zones. His on-the-spot improvisation lessons taught us that good leaders “live in the moment and listen.”  Doug Holman of the San Diego Regional Chamber of Commerce stressed that it’s ok, and sometimes better, to refer colleagues to someone else competent when you’re crunched for time.  You don’t always have to do everything yourself and you can position yourself as a resource in the process.

Small actions can have a big impact.

Throughout the EMBARK program, I was reminded great leaders always find ways to say, “thank you” and that those two words can go a long way in enlightening and inspiring someone. Small actions, even if you don’t remember them, can leave a lasting impact. It’s important to take the extra step, make a follow-up call or write a letter – you never know who could be watching or how you may meet again. First impressions are made all the time, whether you know it or not.

San Diego businesses are uniquely connected.

A benefit of the EMBARK program that will have a lasting impact on me is the people I met through the program. Many of San Diego’s largest and most impactful companies, business groups and nonprofit organizations were represented in my cohort, and interacting with such fun-loving, insightful and driven individuals was exciting and energizing for me. Hearing stories about clients NST has worked with throughout the program also made it clear for me San Diego is a big city that feels like a small town, led by a close-knit group of visionaries.

I truly hope I get to work with each of my fellow EMBARKers again one day and look forward to becoming part of the next generation of San Diego visionaries together.

Despite being a fourth generation native to a city whose military history is as long as its sandy white beaches, my interaction with military life is limited at best. So when the LEAD San Diego IMPACT class recently spent the day learning about the military’s impact on our region, I was eager to get an in-depth look.

The cohort spent the day with well-respected military ambassadors, including Rear Adm. Dixon Smith, who presented a number of achievements and challenges faced by the San Diego military community – from sustainability efforts and post-military job training to the looming sequestration cuts.

The cohort gets a briefing from the USS Benfold crew before boarding for a tour.

Adm. Smith and retired Capt. Larry Blumberg of the San Diego Military Advisory Council painted a vibrant picture of just how integrated the military community is in the region’s economic prosperity.

With one in four San Diego jobs supported by defense spending and more than $20 billion in military funds flowing to San Diego through different channels, it’s no wonder that sequestration has many military personnel and civilians shaking in their boots. While some estimate San Diego’s geography and the Defense Department’s focus on the Pacific Rim may spare us from some of the worst cuts, the impact could reverberate well beyond the military community into engineering, food service, construction, shipbuilding and other industries.

One of the highlights of the cohort’s day on Naval Base San Diego was a tour of the Destroyer USS Benfold, which recently returned to San Diego after a seven-month deployment to the Western Pacific and Middle East. A young officer, who in addition to showing us the bridge and some impressive firepower, talked to us about learning to lead while he was deployed on the ship.

LEAD San Diego IMPACT class participants learned valuable lessons on leadership from our military hosts.

After graduating college, he joined the Navy and was assigned to lead the mechanical division on the USS Benfold, despite having no mechanical background. Imagine being a 22-year-old greenhorn, expected to lead an entire division of mechanical experts, some of whom may have decades of experience, but are looking to you for direction. He spoke, almost glowingly, about the assistance he received from superiors as well as subordinates, and said that both were instrumental in allowing him to grow as a leader.

It reminded me that we all too often look to authority figures or supervisors to teach us how to lead, when our peers can be just as rich of a resource. It’s also a reminder to emerging leaders that they can help improve the skills of those around them with a simple suggestion or by providing a different point of view.

Whether you’ve been mentoring for years or are just starting out on your journey, we’re all responsible for helping develop great leaders.

“We offer service that is good, fast and inexpensive … but you can only pick two of the three.”

While it’s a popular saying among professional service providers and greasy spoon chefs, it accurately speaks to three elements of service that for many industries simply can’t be executed simultaneously.

A similar theory was discussed during a recent LEAD San Diego IMPACT class that focused on the hot topic of health care.

Tom Gehring, executive director & CEO of San Diego County Medical Society, gave the cohort a heavy dose of reality as it relates to the future of health care and the impact of the Affordable Care Act.

One of his examples related to the “pick two” theory. He explained that improving the cost of care, increasing quality of care and improving patients’ access to care can’t happen simultaneously. You can improve access and quality, but that’s going to increase the price. You can increase access and decrease cost, but quality will suffer.

However, these are three basic elements health care reform set out to improve. How well the Affordable Care Act addresses those issues is still up for debate, but the resounding theme the cohort heard throughout the day, was reform isn’t over. The Affordable Care Act isn’t the magic bullet to solve all our problems.

“Health care needed to be reformed. Health care still needs to be reformed,” said Mike Murphy, president and CEO of Sharp HealthCare. “Health care has not been solved.”

The session’s dialogue was data heavy and covered issues ranging from end of life care and health insurance exchanges to the importance of community health centers and the unsustainable nature of Medicare. Some of the mind-boggling statistics shared by the day’s presenters included:

• 18 percent of the U.S. population doesn’t have health insurance and unemployment contributes to this figure.
• Medicare is projected to be bankrupt in 2024.
• In addition to cutting reimbursements to medical providers, the government will also make cuts on payments to medical schools, meaning there may be less physicians, while the number of patients accessing care will increase.
• On average, today’s Medicare patient contributed $200,000 toward Medicare during their working years, but will consume $350,000 in care.
• 60 to 70 percent of health care costs are spent on roughly 10 percent of the population.
• 45 percent of the U.S. population has a chronic condition.

But Gehring reminded the cohort this session wasn’t all about doom and gloom, but rather awareness. By understanding the implications these decisions have on small businesses, large medical providers and low-income members of our community, we’re better equipped to address the needs of our region.

It’s critical for all of us to stay informed and look at the issue from a variety of viewpoints. Solving the health care conundrum will require not just the focus of the health care community and politicians, but all citizens.

As the board chair for the American Red Cross San Diego/Imperial Counties chapter, NST President Bill Trumpfheller accepted a grant from Las Patronas on Jan. 23 at the group’s annual Beneficiary Luncheon. The award will fund a new touch table communications system that will help the Red Cross and emergency responders throughout our region share data.

Check out Bill and the other six recipient organizations in the La Jolla Light’s Jan. 31 edition. Looking good, Bill!

After a recent meeting with Entravision, a Spanish-language media company based in California, to discuss media partnership opportunities for a client, NST was encouraged to take a deeper look into the Hispanic market.

What we found reinforced what we already knew – Spanish-language outreach can be a valuable component of public relations.

According to the U.S. Census Bureau, the Hispanic population increased 5 percent from 2000 to 2010, while the non-Hispanic population increased only 2 percent. Overall, Hispanics now number nearly 1 million in the San Diego market, which means approximately one out of every three San Diegans is Hispanic.

Because the Hispanic population is fast-growing, relatively young and has larger households, they can potentially be more vital to future growth in consumer spending. According to 2013 Nielsen Universe, Hispanics are more likely to be involved in the up-and-coming “best years of economic influence and acquisition.”

However, many companies fail to include the Hispanic market when discussing who their target audience should be. This could be due to language barriers or lack of information, but this audience should not be ignored.

Since 91 percent of English-speaking Hispanics in San Diego prefer to speak Spanish at home, it would be valuable to reach them with advertisements and other media announcements in their preferred language. Even as many Hispanics are bilingual, they may appreciate and respond better to companies who make the effort to communicate to them in Spanish. For example, if a company were to have a Spanish-speaking spokesperson for interviews and community events, Hispanics may better relate and feel like their concerns are being met.

Targeting the Hispanic population can positively influence brand awareness and with San Diego being the 12th largest Hispanic market in the U.S., it will be hard to ignore this market. In fact, Global Insight’s 2010 Hispanic Market Monitor estimates that San Diego’s $22.4 billion Hispanic buying power is expected to grow 22 percent by 2015. For that reason and many others, open your mind and help tear down this language barrier by directing more attention to the Hispanic population.

During the holidays, we can’t help but reflect on the past year. We are thankful for the relationships that have helped us accomplish so much, and send you sincere thanks for being a valued part of our story!