TK Business Magazine - March 2024

Topeka Business Hall of Fame

This year’s laureates, Terry and Nick Xidis, Gary Yager, Mark Yardley and Jeff Russell, have enhanced the community with their expertise, time and resources.

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Two bankers and a food manufacturing executive walk into a chocolate shop...

That might sound like the start of a joke, but the success achieved by each of this year’s Junior Achievement of Kansas’ Topeka Business Hall of Fame Laureates is no laughing matter. This diverse set of individuals have not only impacted business growth in Topeka, but also enhanced the local community through gifts of expertise, time and resources.

Whether it is the auditor who used his love of numbers to help FHLBank Topeka usher in decades of success; the problem solver who not only honored his father’s legacy but also helped grow Reser’s Fine Foods; the visionary who turned his idea of starting his own bank into a reality with VisionBank; or the chocolatiers who turned their sweet dream into Hazel Hill, these honorees share a common trait: belief in possibilities.

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JEFF RUSSELL

Most of us are familiar with the popular television show “Cheers,” which is famous for being the place “where everybody knows your name.”

For Jeff Russell, the place where everybody knows his name is Hanover Pancake House in Topeka. He’s spent decades meeting colleagues there for breakfast. Both the regulars and the servers call him by name and stop to joke with him as they pass by. With a friendly wave and a quick smile, Jeff is right at home in the bustling restaurant.

But Hanover Pancake House isn’t the only place where Jeff’s name is well known. The city of Topeka has recognized the local business icon as a 2024 Junior Achievement Topeka Business of Fame laureate.

Jeff’s contribution to Topeka’s food production and packaging industry began long ago at a small tortilla factory. Since then, he has scaled operations to include the four plants that comprise the Topeka campus of Reser’s Fine Foods.

Jeff helped Reser’s understand how to do business in Topeka — and helped Topeka understand how to do business with Reser’s.

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BUSINESS IN THE BLOOD

Jeff hasn’t always called Topeka home. He spent the first 12 years of his life in Phoenix, where his dad was a successful salesperson in the meat business.

From there, his father’s career moved them to Amarillo, Texas for a couple of years and then on to Great Bend, Kansas, where he took a sales manager position with the Thies Meatpacking Company. Two years later, when Jeff was a junior in high school, the Thies family moved his father to Topeka to be their eyes and ears at the Ohse Meat Company facility.

“Because he was such a great salesman, my dad kept that Ohse plant at full production capacity with time left

to spare,” Jeff said. “Since they couldn’t produce any more, Dad found himself coasting a little bit, something the salesman in him found hard to do.”

That thirst for more had Jeff’s father walking into a small Mexican food factory down the street from the Ohse plant to ask the owners if they needed help marketing their products. They told him, “No thank you,” and said they were doing fine. Six months later, they called him back and asked if he wanted to buy the La Siesta Foods factory.

That was in 1978, Jeff’s junior year in college.

“Dad didn’t need to buy that factory,” Jeff said. “He had a great corporate job with a secure income. He was set. But he chose to gamble everything on that little factory.”

A WORTHWHILE GAMBLE

Jeff’s father bought the 3500-square-foot company when it had fewer than 20 employees. Soon, he was marketing to Dillons, Associated Grocers and other major warehouses.

It wasn’t long before he’d grown the company to a point where he needed more help. In 1982, he asked Jeff to join the business.

“After graduating from KU in 1979, I was working in a corporate sales job selling bearings, gears and sprockets,” Jeff said. “But

when dad asked for my help, I didn’t have to think twice about it.”

Jeff became La Siesta Foods’ 19th employee. He was responsible for running production, overseeing 17 employees and operating the machines. That meant he did everything from grinding and cooking corn to running the tortilla-making machines.

“Pretty soon after I started, we decided to expand into making flour tortillas,” Jeff said. “The only problem was, I didn’t know anything about making flour tortillas.”

But he would learn. They put him on a plane to California where he spent the next two weeks learning everything he could about flour tortilla production: mixing dough, running specialized machines and packaging the final products. Joined by two machine operators, Jeff returned to Topeka with the knowledge he needed to oversee production at the 25,000-square-foot facility expansion.

As the business grew, so did its need for managers. Jeff’s oldest brother, a CPA, joined the company in 1984 to handle the financial aspects of the business.

THE POWER OF CONNECTION

While attending a food show in 1986, Jeff’s father met Al Reser. The two had an instant connection.

As owners of family businesses, they looked for ways to work together. Reser had a thriving potato salad business in Oregon but wanted to expand to the east, so he made an arrangement with La Siesta Foods to buy their tortillas. He would haul a truckload of potato salad to

Prior to going to work for his dad in 1982, Jeff Russell attended the University of Kansas where they enjoyed “Dad’s Day” at the Alpha Kappa Lambda fraternity house.

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Kansas before hauling tortillas back to Oregon.

“That relationship with the Reser family resulted in them buying half of our company in 1986,” Jeff said. “I would say that was the beginning of Reser’s coming to Topeka. Al knew he wanted to open a factory in the Midwest and the partnership with our family made Topeka the most viable option.”

That was an incredible year for the Russell family. They expanded operations to include a burrito plant. Meanwhile, Jeff’s older brother joined the company to help with sales.

Things were looking bright for the family business until tragedy struck one year later. Jeff’s father was diagnosed with stage IV colon cancer and passed away in 1988.

The three brothers — along with their mother, Peggy — took up their father’s mantle and forged ahead. They put Jeff in charge of expanding their tortilla and burrito operations. He purchased equipment, set up management and production systems and served as the first plant manager at each location. Once a plant was up and running, they would hire a full-time manager so that Jeff could establish the next facility.

“I would build the plant and make sure it operated smoothly,” Jeff said. “My middle brother would sell it, and my oldest brother would make sure everyone was paid. We made a pretty good team. It was as dynamic a team as anyone could hope for.”

That dynamic team grew La Siesta Food into a company with more than 375 employees and $25 million in sales. However, when Reser’s made an offer to buy the other half of the family business in 1996, the three brothers agreed that taking the deal made the most financial sense.

“We found ourselves struggling with the decision to sell a business that our dad pretty much started from scratch,” Jeff said. “But our mom told us to take the emotion out of the decision and base it on sound business principles, so we did.”

After the sale, Jeff’s brothers left the company to forge new paths, but Jeff remained with Reser’s to continue running operations.

SAME BUSINESS, NEW ROLES

When Reser’s asked Jeff to manage their entire frozen Mexican food category in 2003, he took over a factory in Salt Lake City that produced tortillas and frozen burritos. He used his food production expertise to make impressive reductions in costs. However, Reser’s decided that they no longer wanted to keep frozen Mexican foods as a core business. They sold the Salt Lake City facility and turned their focus back to potatoes, potato salad and macaroni.

Reser’s asked Jeff to manage the Deer Creek Potato Facility in Topeka. At the time, the facility was having some issues with production and quality. While he didn’t know much about potatoes, Jeff didn’t hesitate to take on this new responsibility.

“I know people. I know process. I know structure,” Jeff said. “And I know right from wrong. That is pretty much all it takes.”

Jeff solved the facility’s production and quality control problems, and moved operations back on track. His success led him to take on even more responsibility. In 2016, Reser’s made Jeff the VP of Operations for their hot fill products.

He was now overseeing the Deer Creek plant and a second plant in

Washington. Splitting time between Topeka and Washington meant that Jeff was always traveling by plane, train or automobile. He kept that busy schedule until his retirement in 2021.

STILL A FAMILY BUSINESS

Jeff credits his success at Reser’s to his experience working in a family business.

“It is like wearing the same kind of shoes, just in a different size,” Jeff said.

But it was the relationships he built along the way that helped Jeff make his mark within the Reser company.

“I understood the Reser family, and they trusted me to make decisions that I would have made for my own business,” Jeff said. “That was a great formula for success.”

Because of his history with the business and his relationship with the Reser family, Russell could operate under a set of rules that didn’t always apply to the other employees.

“I didn’t fit into one neat little box. Sometimes I was a sales guy. Sometimes I was an operations guy. Sometimes I would be in someone else’s business, looking at ways to make improvements,” Jeff said. “But no matter what I was doing, Reser’s trusted me like their own family.”

Jeff Russell credits his success at Reser’s Fine Foods to what he experienced while working in a family business.

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have kept our promise since 2020 while

Four

since Homer McElroy founded his namesake company, we’re still committed to serving you with trusted craftsmanship and family values.

STANDARDS TO WORK BY

Jeff learned how to be a good leader from watching his father. Not only was his father a good salesperson, but he also understood how to motivate people. Most importantly, he was big enough to admit when he was wrong.

“I remember one time being so mad at my dad that I threw my keys down and threatened to quit,” Russell said. “Rather than argue with me, he brought in a counselor to help us work through our issues so that we both felt heard and understood. We came out of that session better business partners and best of friends.”

Jeff also learned the value of doing the right thing, even when the right thing is expensive or difficult to do. He’s held himself to that standard many times.

“Just because something is good enough, doesn’t make it right,” Russell said.

AN EYE ON THE FUTURE

When Jeff retired in 2021, he knew that the more laidback life of a retiree would take some getting used to.

“The most critical moment when you retire is the first 90 days,” Jeff said. “You must have a transition plan.”

Jeff’s transition plan was to build his wife, Karen, an art studio in their basement. She now has a place to make jewelry and other artsy gifts for friends and family. While Karen is working in her art room, Russell is focusing on his health. He spends his time exercising, meditating and finding things to do outdoors.

He also continues to work. He started Jeff Russell Consulting to share his expertise with other businesses.

“I really didn’t want to work that hard, but I couldn’t quit altogether. I helped a small business in the

Northwest that recently sold. I went back and forth and helped them grow their production, organize their processes, do what I do and then help the owners see through to a sale.”

Jeff also finds time for family. Before their mother passed away, the Russell brothers promised her that they would keep the family connection strong.

In the winter, Jeff spends two to three weeks playing golf with his brother in Phoenix. He spends February skiing with his son. In the summer, the brothers meet in Northern Arizona for a week to play golf.

NO PLACE LIKE HOME

of him as one of the 2024 Junior Achievement Topeka Business Hall of Fame Laureates.

Managing plants all over the country meant that Jeff could have moved anywhere. Reser’s wanted him to move to Salt Lake City when he took over that facility. They also wanted him to move to Beaverton, Oregon, when he took the corporate job, but didn’t bother to ask because they knew he would refuse.

“I grew up moving around and I promised my son when we sold the business that I would not do that to him,” Jeff said. “I wanted to raise my son in a place where he had a great foundation with lifelong friends. I wanted to raise him in Topeka.”

Jeff says that decision was the best one he ever made. The Topeka community embraced him and he embraced them back. Jeff is humbled by the community’s recognition

“I never thought this would happen to me,” Jeff said. “To get this kind of recognition citywide is beyond my imagination. I still don’t know why they chose to give me this honor.”

The selection committee knows why they chose Jeff for this honor. He understood the benefits of Reser’s and the city of Topeka working together. Early on, Jeff worked to show Reser’s how business-friendly Topeka could be compared to other cities. He also showed the city how to work with a family business the size of Reser’s and incentivize economic growth.

Jeff’s efforts to expand the Reser’s facilities put Topeka on a path to become a manufacturing hotspot of the Midwest.

Jeff Russell, shown here with his wife Karen, still shares his expertise via his consulting firm since retiring from Reser’s Fine Foods in 2021.

MARK YARDLEY

When we hear the stories of the men and women being inducted into the Junior Achievement Topeka Business Hall of Fame, we expect to learn about their road to success and the generosity with which they give back to the community.

The same is true for Mark Yardley, who has enjoyed a storied career at Federal Home Loan Bank. But you might be surprised to learn that his business acumen began long before he entered the world of banking, and that his first business often left him with dirt on his hands — literally.

“My job as a kid was catching nightcrawlers. I charged 25 cents per dozen,” Mark said. “I lived on Twiss Avenue, and since most of the Santa Fe shop people lived in North Topeka, they had to go down Twiss to get to the Sardou bridge. Many of them would stop and buy nightcrawlers from me on their way home.”

Mark put a sign out in front of his house to market his business, and if someone stopped by when he was at school, his mother would handle the transaction. Mark said that was his first experience handling money. The agreement was that he would put half in savings and the other half he could spend. Mark may be the only person in Topeka who can claim he paid for college with worms.

“I had enough worm money put away in savings that I used it to buy my wife’s engagement ring, as well as a down payment on our first house,” Mark said.

That ability to manage money would serve Mark well in his banking career.

Photo by JEFF CARSON/JENNIFER GOETZ

During his career at FHLBank, Mark Yardley served as director of internal audit, chief financial officer, executive vice president, chief risk officer and, ultimately, as president and chief executive officer beginning in 2017.

ALL ABOUT THE NUMBERS

Mark always knew he wanted to be an accountant because he wanted to follow in his father’s footsteps. After graduating summa cum laude from Washburn University with a business administration degree with an emphasis in accounting, Mark decided to take his accounting expertise to the next level. When it was time for Mark to sit for the Certified Public Accountant exam, his father accompanied him and took the exam at the same time.

“Dad didn’t pass the CPA,” Mark said. “But he was certainly proud when I did.”

Mark’s first job out of college was in Topeka with the national public accounting firm in Topeka, Fox & Co., now the local firm of Wendling, Noe, Nelson & Johnson. As a public accountant, he spent seven years learning the intricacies of the audit side of accounting.

“I had offers to work at one of the big firms in Kansas City,” Mark said. “But I didn’t want to leave Topeka. I grew up here, my wife was from here, our families were here, and I really liked Topeka — still do.”

While he enjoyed his position at the public accounting firm, the auditing responsibilities meant he was traveling all the time. With a 5-year-old and a 2-year-old at home, Mark decided he needed to make a change.

“That last year at the firm I was away from home more than 80 nights,” Mark said. “That is hard on a family with two small kids and a wife working part time.”

A CAREER BY THE NUMBERS

Mark joined FHLBank Topeka as director of internal audit in 1984 and

spent the remainder of his career holding various positions within the bank. During his almost 40 years at FHLBank, Mark served as director of internal audit, chief financial officer, executive vice president, chief risk officer and, ultimately, as president and chief executive officer beginning in 2017.

“Starting out in the internal auditing department allowed me to learn about all aspects of the bank,” Mark said. “When you are looking at everyone’s numbers, you get a better understanding of how each department operates.”

Mark spent 14 years managing the internal audit department, growing it from a two-person team to a staff of eight. Then one day, the chief operating officer approached him to ask if he would take over the role of chief financial officer. Mark’s response was, “Sure.” He held that position for eight years.

As the complexities of the banking industry multiplied and the industry experienced significantly more risk, Mark’s role shifted from

CFO to that of chief risk officer, which he held for nine years.

Then in 2017, the FHLBank’s board of directors asked him to become president and CEO.

“When they first asked me, I told them no,” Mark said. “I agreed to take the position on an interim basis, but I would not agree to a long-term commitment because of my age at the time. I always thought I would retire early.”

The directors wouldn’t take no for an answer. The parties agreed to a minimum three-year commitment, which ultimately turned into seven.

“The bank is such a good place to work, with such great people that it never seemed the right time to leave,” Mark said.

COMPLEX MATH

The banking industry has undergone significant shifts over the years as a result of increased regulation, evolving technology and derivative accounting. Mark helped FHLBank navigate those changes and come out stronger on the other side.

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“We transact a lot of derivatives, we trade on Wall Street, we buy a lot of mortgage-backed securities, we buy mortgages from our members,” Mark said. “All of those components bring about their own type of complexity.”

Mark said he can see his fingerprint on the bank, starting from when he first became chief financial officer. At that time, other FHLBanks were creating mortgage programs in which they would buy mortgages from their members. His first task as CFO was to evaluate these mortgage programs implemented by other FHLBanks, then take that knowledge to create a similar program at FHLBank Topeka. Mark selected and started FHLBank’s Mortgage Partnership Finance — a mortgage program developed and operated by FHLBank of Chicago that not only helped the FHLBank Topeka see significant growth, but also added an extra layer of complexity to the bank’s operations and reporting.

During that same period of time, FHLBank Topeka was required to create its own capital plan. Once again, Mark dove into the new challenge, conducting research, designing and writing the capital plan.

Shortly after developing and implementing its capital plan, FHLBank registered with the SEC. The registration process involved filing a practice Form 10-K and attending regular meetings with SEC personnel, once again making the FHLBank’s reporting even more complex.

“When we registered with the SEC, we actually had to teach them about derivative accounting,” Mark said. “As this accounting method was relatively new and

something you have to learn by doing, we helped walked them through methodology and intricacies of hedge accounting utilizing derivatives.”

Even with the added complexity and increasing regulatory requirements, Mark said he approached these new challenges with enthusiasm because he viewed them as something to keep him interested and engaged rather than an obstacle to be overcome.

After almost 40 years at FHLBank Topeka, Mark Yardley retired this year but admits that it is difficult to say goodbye.

“I felt like we were constantly doing something new and challenging,” Mark said. “With each growth phase, I was able to learn something new, to push my limits a little. When I started at FHLBank as an internal auditor, I wrote the financial statements, and they would be 12-14 pages long. Now, our financial statements are 50 plus pages long and our SEC report is over 100 pages long.”

TAKING ACCOUNT

Looking back over his career, Mark takes the most pride in the role he has played over the years in bringing the bank to where it is today. With every position he held, Mark helped navigate the bank through periods of growth as well as turbulent financial times, including the financial crisis of 2007/2008.

Mark is also proud of the team he’s had the privilege to lead,

which has grown to more than 260 employees under his watch.

“My goal has always been to be that stable ship that will be able to weather any storm,” Mark said. “But every ship needs a trustworthy crew to stay afloat. At FHLBank, I couldn’t have asked for a better crew.”

Officially retired February 1, Mark is the only person in FHLBank System history to begin in the internal audit department and end up as president of an FHLBank. Having spent nearly 40 years with the same company, he admits that it is difficult to say goodbye.

“I will be honest, we have some things on our plate that I would like to be around for,” Mark said. “But I have already stayed longer than I planned, and it is time for me to be done.”

Mark said knowing that he is leaving the bank in good

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hands makes it a little easier to shut the door on that chapter of his life.

ADDING IT ALL UP

Throughout his career, Mark has served on numerous boards and committees. He is a member of the Kansas Society of Certified Public Accountants and the American Institute of Certified Public Accountants. He joined the Washburn University Foundation board of trustees in 2014, became a director in 2015, and has served as chair of the audit committee and as part of the executive committee. Mark has served as treasurer of the Greater Topeka Partnership since its inception in 2018. He has also held the position of treasurer for Topeka Bible Church for more than 30 years.

“My wife calls me a perpetual volunteer,” Mark said.

In addition to the numerous boards he has served on, Mark volunteered for other organizations dear to his heart. He was a member of Quail Unlimited and helped plan banquets and other events. He coached his son’s baseball team for several years and served as president of the Shawnee County Amateur Baseball Association.

As he goes into retirement, Mark plans to reduce some of his other commitments.

“I am excited to spend time with my lovely bride,” Mark said.

Mark and his wife, Sheree, started dating their senior year in high school and have been married for 49 years.

Mark also plans to spend more time with his second love: rebuilding

cars. While he won’t say exactly how many cars he has, he admits to owning six Studebakers, the oldest being a 1955 President. His current project is a 1956 Studebaker Power Hawk.

“I have lots of cars,” Mark said. “I probably need to get rid of some, but that is harder than it sounds.”

One task Mark refuses to give up during retirement is taking his grandchildren to school every day, which, right now, entails carpooling with an eighth grader, a fourth grader and a second grader.

“I started taking the first one to school when he was in kindergarten,” Mark said. “Now he is in eighth grade. But even once he starts driving, I still have a few years to go with the littler ones.”

Mark and Sheree have a total of six grandchildren — three in Topeka and three in Kansas City.

Mark, who was born in Topeka, is proud to call the city home. Raised in the Oakland neighborhood and a graduate of Highland Park High School and Washburn University, Mark embodies what it means to support your hometown. He and Sheree have given generously to Washburn University, establishing business scholarships and donating to the student emergency fund, softball field improvement project, the Welcome Center, the Indoor Athletic Facility and the School of Business Dean’s Fund for Excellence.

They also support local theater and the arts (Mark sang with the Scots Singers in high school). Mark said he has been blessed by the love and support that the community has shown him his whole life and wants to pay that forward.

“Topeka is small enough that you know people, but big enough to always find things to do,” Mark said. “This is the best place in America to raise a family and grow old.”

Mark Yardley, shown here with his wife Sheree and three of their grandchildren, is proud to call Topeka home.

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TOPEKA BUSINESS HALL OF FAME

GARY yager

When you picture a man who’s being inducted into the Junior Achievement Topeka Business Hall of Fame, has been part of the banking industry his entire life, worked his way up to executive positions, started his own bank and then sold it for a profit 20 years later, you probably don’t picture him staying in a rural hotel with his dog.

But for those who know Gary Yager, former president and CEO of VisionBank, the thought of him sleeping in one double bed and his faithful German shorthaired pointer, Zeke, sleeping in the other, isn’t strange at all.

Photo by JEFF CARSON/JENNIFER GOETZ

THE GAME BEGINS

Gary was born in Kansas City, Missouri, to a family used to having to stretch a dollar to make ends meet. His mother passed away when he was 5 and his younger brother was 1, leaving his father to raise the two small boys on his own.

“From that point on, Dad raised us as a blue-collar worker who put in countless hours to make sure we always had what we needed,” Gary said. “Yet even with all those hours he put in, Dad never missed a practice, a game or a school event.”

Gary attended an inner-city high school in KCMO, where he ran track and played football, baseball and basketball. His athleticism caught the eye of some regional colleges, and he initially signed to play football at William Jewell College in Liberty, Missouri.

Then Washburn University came courting. Gary stepped one foot on campus and knew it was the right fit for him. That was 1972.

While some might find the move from Kansas City to Topeka a bit of a culture shock, for Gary, it didn’t seem much different from the neighborhood where he grew up.

“I think that was part of the reason Topeka felt so familiar to me even from the beginning,” Gary said.

Like countless other incoming college freshmen, Gary declared biology as his major. And, like countless other sophomores, he then changed his major.

“Biology wasn’t my forte,” Gary said. “But it took me two full years to finally figure that out.”

Gary switched his focus to business, but without any of the business prerequisite credits, he found himself almost two years

behind. That meant taking 18 credit hours per semester on top of a busy football schedule.

LEAVING IT ALL ON THE FIELD

The challenges in the classroom weren’t the only obstacles thrown in Gary’s way. A fabulous performance on the football field his freshman year earned Gary a spot on the traveling team and a starting position as a running back/ tailback his sophomore year. Then a broken ankle ended his sophomore season.

Gary came roaring back as a starter in his junior year. Once more, an injury put him on the sidelines. This time it was a broken rib from a hit during a screen play. In a déjà vu moment during his senior year, Gary suffered a bruised sternum during yet another screen play.

“That is the worst feeling as an athlete, being injured and just wanting to get back out there and play,” Gary said.

Gary didn’t let those injuries sideline him for long. He led the Washburn Ichabods in rushing as both a junior and a senior, with 439 yards and three touchdowns his junior year, and 784 yards and eight touchdowns his senior year. Gary was named first team all-CSIC as a senior and was inducted into the Washburn University Sports Hall of Fame in 2009.

In addition to creating success on the football field, Gary also found success in the classroom, graduating on time in 1976 with a degree in business administration.

A NEW GAMEPLAN

With college in his rearview mirror, Gary needed a new playbook. A friend of his who

Gary Yager (in blue) came to Washburn University in 1972 to play football and get a college degree. He succeeded at both albeit through adversity.

worked at First National Bank in Topeka suggested he apply for an available position as an account collector.

“That job title sounds worse than it was,” Gary said. He added that it was a great learning experience for becoming a loan officer, a promotion he earned two years later.

Gary soon went from loan officer to manager of a First National Bank branch, then on to assistant vice president. But with that new responsibility came significant travel, which required him to be away from home every other week. With his second baby on the way, Gary and his wife, Widge, decided he needed to make a change for the good of the family.

In 1986, Gary joined Commerce Bank & Trust (now CoreFirst Bank & Trust) as a commercial loan officer. He spent the next decade managing a multimillion-dollar loan portfolio before making forward progress

toward his career goal. This time in executive positions with Columbian Bank & Trust, and then as vice chairman at Western National Bank.

As any experienced running back will tell you, those small gains down the field with each play are vital to the outcome of the game. But the occasional well-thrown Hail Mary can be a game changer. Gary’s game changer came in the form of three friends with a vision: starting their own bank.

“I am not sure if it was pure guts or stupidity, or maybe a mixture of the two,” Gary said. “But we decided to go for it.”

CALLING HIS OWN PLAYS

The group of investors raised the required $6 million in six months and opened the doors of VisionBank on May 2, 2005. Bringing in two large insurance company accounts allowed the bank to incorporate the best software in the industry to streamline

commercial deposit capabilities, including check collection, fraud prevention, verified authentication, wire transfer and ACH capability.

“We were really the first bank in Topeka that offered these sophisticated features, so that really set us apart from everyone else,” Gary said.

With some key corporate accounts and a growing loan portfolio, the future of the bank looked bright for the next two years. Then in 2007 and 2008, they were blindsided with a financial hit. The economy tanked, peopled defaulted on loans and banks accumulated toxic assets, resulting in a perfect storm that turned the banking industry on its head. For those banks that survived the initial crash, it was a difficult five-year struggle back to financial health.

“We were fortunate at VisionBank because we only lost money in one quarter during that entire meltdown,” Gary said. “I believe our conservative approach made all the difference.”

Having maintained financial stability throughout the financial crisis, VisionBank came out of the huddle once again focused on growth. They became a Six Sigma bank, incorporating the methodology to streamline every process within the bank. They hired more loan officers and other key personnel and created a team based on a culture of empowerment.

“We never felt the need to micromanage anyone at the bank,” Gary said. “We brought many of our employees in right out of college and gave them on-the-job training, so they knew how we wanted things done.”

Gary Yager and his wife Widge, look forward to spending time traveling and enjoying their passions now that he is retired.

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Unlike some business owners who find it difficult to part with a business they started from scratch, Gary didn’t struggle with the decision to sell VisionBank to Community National Bank out of Seneca, Kansas.

“We started the bank with the purpose of selling it. It was always meant to be an investment, not a legacy deal,” Gary said.

They closed on the sale in December 2021.

HOME TEAM SUPPORT

Washburn University has had a huge impact on Gary and VisionBank, and vice versa. The most evident example is Ichabod football’s Yager Stadium.

In addition to having his name on the stadium, Gary has also supported Washburn University by offering internships to Washburn’s business students, funding numerous scholarships and university initiatives, and by serving on the committee that hired Ichabods’ head football coach Craig Schurig.

VisionBank also started the tailgating tradition in 2001 that has grown from five tents to a 30-person waitlist.

Washburn University holds a special place in Gary’s heart — not only because of his storied football career, but also because it’s where he met the love of his life.

“Widge and I actually met on the football field,” Gary said. “She was playing in a sorority Powder Puff football game, and I was their coach.”

Gary and Widge hit it off right away, primarily because they both understood the work ethic and discipline required of elite level athletes. Widge was a competitive gymnast at Washburn and held the conference title.

The couple never seriously considered leaving Topeka. As a local, Widge already had family roots firmly planted in the capital city. And even though he was a transplant, Gary’s roots had now taken hold, entwined with hers.

They have been married for 47 years and share two sons and two grandchildren.

“I wouldn’t be where I am today without my wife,” Gary said. “As an inner-city kid who didn’t attend the best schools, I didn’t have the best communication skills. Widge polished some of my rough edges, taught me how to communicate more effectively and use proper etiquette.”

She also introduced him to some influential people and encouraged him to become more involved in the community. Throughout his career, Gary has sat on more than 40 boards, been an active member of the 20/30 Club of Topeka, served in a variety of positions in the Banking Association and has supported many

local organizations, including the Topeka Zoo. He even won the naming rights for a baby hippo born at the zoo in 2010.

POSTGAME PLANS

Now that Gary is retired, he plans to play some golf and travel more with family and friends. He and Widge are headed to the British Virgin Islands in the spring to spend time on a catamaran with some of their lifelong friends. After that, they’re off to do some sightseeing in Iceland and Scotland. They will head to Napa Valley over the summer to meet up with a few former college buddies and spend time at a lake house they own in Council Grove, which has been in Widge’s family for decades.

But you won’t find Gary traveling with Widge after October. Once hunting season starts, Gary will travel all over the country with his best bird-hunting buddy, his dog, Zeke. Of course, everywhere they stay he must have two beds: one for him and one for Zeke.

Zeke, Gary Yager’s faithful German shorthaired pointer, gets preferential room accommodations during hunting season.

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TOPEKA BUSINESS HALL OF FAME

TERRY & NICK XIDIS

Walk into Hazel Hill Chocolate and you’ll find two of this year’s Junior Achievement Topeka Business Hall of Fame laureates. Just don’t expect to find them in an office. Chances are, they’re either mixing fudge in front of the large storefront

window or overseeing a specialty order. While neither Nick or Terry Xidis hail from Topeka, these entrepreneurs and partners — both in business and in life — have enjoyed a pretty sweet journey to the place they now call home.

Photo by JEFF CARSON/JENNIFER GOETZ

A SWEET BEGINNING

The Xidis’ journey to Topeka took an indirect route. Terry, who hails from the west coast, grew up in Los Angeles County before spending her high school years in Washington State.

As a single mother, she cleaned houses to put herself through technician school, then landed a job with the Federal Aviation Association. Her responsibilities with the FAA required specialized training for radar processing equipment, which meant traveling to Oklahoma City for months at a time.

“I found myself living in Oklahoma periodically off and on for about three years,” Terry said. “It was hard at times, but necessary to further my career.”

With that advanced training, she became one of the first female technicians to work on the computers that process radar at air traffic control centers.

“All of the electronic equipment was in the basement,” Terry said. “There were no women’s restrooms down there. It really was a man’s profession at the time.”

Nick’s childhood experience was a little different than the one Terry had. Because his father worked for the government, his family never stayed in one place long enough for him to call anywhere home.

“I grew up everywhere. I attended 14 different schools by the time I graduated from high school,” Nick said.

After high school, Nick served three years in the military, then joined a church mission in British Columbia. He eventually found himself working for the FAA in Albuquerque, New Mexico, which also required attending specialized training — in Oklahoma City.

“Terry and I were in the same class for six months,” Nick said. “Terry was the really good student at the front of

the class, and I was the really annoying student at the back of the class.”

They started playing racquetball together, and thus began a sweet love story that continues to this day. However, like all journeys worth taking, it wasn’t always easy. They’d found each other in Oklahoma but their lives were thousands of miles apart. Nick and Terry spent two years in a long-distance courtship, and coordinated their training schedules so they could be in class in the same place at the same time.

“My phone bill was $500 a month,” Terry said. “Which at that time was practically a fortune.”

Nick proposed and Terry said yes. He put in for a hardship transfer so they could be together, but it wasn’t approved because they needed to already be married for it to qualify as a hardship transfer. The next time Terry took a weekend visit to see Nick, they got married in a small ceremony with five people in the room as witnesses, including Terry’s 8-year-old daughter.

“Eventually I received that transfer to Washington State,” Nick said.

A SWEET OPPORTUNITY

Fast forward six years and that 8-year-old daughter, Cara, was now a high school freshman who was placing at the top of every debate competition in Washington.

Then Nick received a recruiting offer from Sprint to work on a secret project in Kansas City, Missouri.

“I actually turned them down because I didn’t want to uproot this kid that was doing so well at something she loved,” Nick said.

At a parent-teacher conference a few days later, Nick and Terry mentioned how he’d passed up a job opportunity in Kansas City. Cara’s teacher told them they should rethink that decision because Blue Valley

Northwest High School was one of the best debate schools in the nation.

“So, we turned around and I took the job. Sight unseen,” Nick said.

For the next seven years, they called the Kansas City suburb of Overland Park home. Nick worked for Sprint while Terry worked at home, taking care of their family of six kids.

“Then Nick came home one day and told me he wanted me to go back to work,” Terry said.

One of Nick’s colleagues owned a few candy shops that were struggling to make a profit. When he told Nick he was planning to auction them off, Nick offered to buy the candy shop in Odessa, Missouri.

“I couldn’t pass up that opportunity,” Nick said. “Candy making is my family’s trade. It is what my grandfather learned when he emigrated from Greece.”

In fact, Nick spent many of his younger years at his grandfather’s candy shop, learning how to make candy and talking to customers.

“I was a great help to them,” Nick said.

Terry scoffed. “Your playing in the candy store was more work than help.”

Before he bought the candy store, Nick assured Terry that he could handle the work. She wouldn’t have to add much more work to her already hectic life.

“Nick was wrong,” Terry said. “It didn’t work out that way.”

The candy store was located inside a mall. According to the terms of the lease, the store had to be open when the mall was open or face a fine of $100 per hour. Even though they hired employees to oversee the store, Terry would often get a call informing her that no one was at the store to open it.

“I would pack up my two little kids that I was homeschooling at the time and drive 45 minutes to

open the store,” Terry said. “I actually spent quite a bit of time operating that store.”

A SWEET RECIPE FOR SUCCESS

In 2004, Security Benefit recruited and hired Nick to be part of a team that would spawn SE2, now known as Zinnia.

Nick’s move to the insurance industry came with a desire to move the candy store from Odessa to Topeka. He and Terry searched for an affordable storefront in a central location, and ultimately chose a spot in downtown Topeka on Kansas Avenue. They also gave the relocated shop a new name: Hazel Hill Chocolate.

In addition to the new name, which honors Terry’s grandmother, they wanted the shop to have a new brand identity. The couple worked with a local creative agency to develop a logo and color scheme that was worthy of Terry’s grandmother’s name. Business took off, and the Topeka community was quick to embrace the new chocolate store.

For Nick and Terry, the experiences they had along the way have made the journey sweeter. The store was successful but they knew they needed to keep an eye on the future. Research into industry trends showed that the future of the chocolate industry was moving toward premium dark chocolate. Nick retired from Security Benefit and threw his energy into exploring the darker side of chocolate.

“For a year and a half, my focus was on how to source and make specialty chocolate,” Nick said. “Finally, in 2017, after much trial and error, we launched our single origin specialty chocolate.”

A SWEET REWARD

After the launch, Hazel Hill Chocolate began entering candy making competitions at the international level.

“Lo and behold, we won a few,” Nick said. “People started to talk about Hazel Hill Chocolate. I guess when you win 10 of those competitions, you start to get your name on the map.”

The shop has taken home countless awards over the years. Of these awards, Nick said he’s proudest of the Gold Medal they won at the 2020 Northwest Chocolate Festival, for the Sea Salt Caramels he made with their son, Daniel. The Northwest Chocolate Festival is the largest handcrafted chocolate competition in the world.

“I don’t have a favorite because I don’t like to compete,” Terry said. “It just adds too much stress to me. I would take criticism way too hard.”

Nick said that participating in candy making competitions benefits the shop in two ways: earning marketable attention for the Hazel Hill brand, and providing valuable feedback. The judges at these events are some of the most accomplished experts in the industry, so their opinions on ingredients, techniques and flavors are key to a better end result.

“We enter these contests so we can get better. In this specialty area, we are trying to be among the best in the world. You don’t get there without feedback. You don’t get there without a lot of trial and error — more error than success sometimes,” Nick said.

A SWEET EXPERIENCE

Nick said it’s the craftsmanship that makes it fun for him to get up

every morning and go to work at the chocolate shop. That craftsmanship is evident in every bite of Hazel Hill’s single origin specialty chocolate.

The velvety soft texture might be expected, but the subtle notes of fruit and mild heat that form as the chocolate melts on the tongue are a delightful surprise. Nick credited this to the Maya people of Guatemala and Belize.

“For the Mayas, chocolate is a drink, not a food,” he said. “We tasted a variety of drinks that they make with cacao and different spices. We bought cacao, red chilies, cardamom and other spices from them and created a specialty chocolate based on the flavors we encountered.”

The final product took months to refine. Nick brought the ingredients back and began making small 2-to-4-pound batches of chocolate, using different ingredients, temperatures, roasting times and techniques until he found the perfect recipe.

“When we launched our specialty chocolate from northern Peru, we spent nine months and 150 pounds of cocoa refining tiny batches,” Nick said. “It takes a lot of time and patience, but that trial and error is the difference

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After launching Hazel Hill Chocolate, Nick and Terry Xidis began entering international candy making competitions to help get its name on the map.

between something great and something extraordinary.”

It’s but one of several unique flavor combinations that Nick has dreamed up in the kitchen.

His latest creation is a single origin, coffee-infused chocolate for a collaboration with PT’s Coffee.

Once Nick perfects a new batch of specialty chocolate, the shop hosts a tasting event where customers can explore the depth and complexity of chocolate. It’s the type of experience that chocolate connoisseurs actively search for.

Even though all six of their kids have spent time in the store, only three of them have been on payroll. Daniel, their youngest son, still works in the store today with other longtime employees that Nick and Terry call their adopted family.

A SWEET BUSINESS

Employees begin making chocolate and candies at 9:30 in the morning, and welcome visitors to stop by and watch the process. The best time to watch them make something is between 10:30 a.m. and 1 p.m. That’s when Nick can be found in his apron, wielding a giant spatula that he uses to cream the fudge on a large marble slab. It takes an expert with incredible stamina to mix the sugar crystals until they’re creamy — which is why this step of the fudge making process falls to Nick.

“We don’t have a schedule as to when we make specific items,” Terry said. “We make notes each day as to what we need and make it accordingly.”

During the Christmas season, they can be found making candy and packaging the chocolate for gifts late into the evening. The shop’s basement, where tiered shelves line the walls, houses their packaging operation. The shelves are empty now that the seasonal

rush is over, but will start to fill again in September when the next rush begins.

Terry said that it can be overwhelming to manage the sheer quantity of orders, inventory and supplies.

“That is why I don’t sleep well for several months,” Terry said. “I have too many things swirling around in my head that I know I need to get done.”

But even the best project managers sometimes find themselves running out of sugar, or in Hazel Hill Chocolate’s case, toffee.

“I ordered 400 pounds of toffee from our supplier this last holiday season, but we ran out the first of December,” Terry said. “So, we had to make our own to fill that demand.”

A SWEET COMMUNITY

Nick credited the support of Topeka’s community for the success of Hazel Hill Chocolate. Their loyal customer base, supportive business relationships and strong word-of-mouth advertising keep the candy business thriving.

“We wouldn’t exist without the support of our community,” Nick said. “Our business thrives because other businesses order from us and collaborate with us.”

When Hazel Hill opened its doors in downtown Topeka, it turned

into a ghost town at 4 p.m. when the government workers went home for the day. Now that numerous stores, restaurants, and the Cyrus Hotel have opened locations downtown, it’s almost impossible to find a parking spot in front of the store — and foot traffic has seen rapid growth.

“We have lived in several different places, but Topeka is our home,” Terry said. “The people here are wonderful. Our neighbors are unbelievable. We support each other. You couldn’t ask for a better place to live and work.”

A SWEET FUTURE

While Nick and Terry aren’t looking to make any immediate changes at Hazel Hill, they’re starting to consider the next leg of their journey.

“What’s next for us? Retire. Do a mission. Travel to Greece and to Scotland,” Nick said. “We don’t have a set timing in place but we want to make sure that when we do decide to leave the business behind, we leave it in good hands.”

Nick and Terry own the building that houses the candy store, and live upstairs. No matter who is running the store, it’s likely they will be around to help with the transition.

“I am sure whoever takes it over will want to make changes, but hopefully they do it slow,” Terry said. TK

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Nick and Terry Xidis’ six children have all spent time in the store but they also consider all Hazel Hill Chocolate employees as “adopted family.”

JUST A LITTLE BURNT CHEESE

AMANDA EDGAR Founder Page & Podium Press

You might be familiar with one of my business mentors: Howard Schultz.

He’s the former CEO of Starbucks, the guy who came on board when the fledgling company lost its previous CEO. The guy who grew a little coffee chain into a restaurant titan.

Of all the experiences Howard has shared with me, one story stands out as the most impactful. It’s about cheese.

You see, Howard is a coffee purist. He believes in savoring the aroma of the beans, taking in the ambiance and admiring that gorgeous, frothy cup of perfection. With Howard, coffee is all about the senses. He won’t take that first, satisfying sip until he’s indulged in every sensory experience an old-school Italian coffeehouse has to offer.

So, many years ago, when he walked into a Starbucks and smelled the burned American cheese from an overtoasted breakfast sandwich, he went ballistic. He lost total control of his vision for the company, roaring at everyone from board members

to secretaries that the breakfast sandwiches had to go.

Who cared whether customers loved them? Who cared how much revenue they brought in? Those sandwiches were canceled, because the smell of burnt cheese didn’t fit Howard’s vision of the Starbucks ambiance.

When Howard finished telling me the story, I grabbed my phone. I opened the Audible app and restarted the chapter.

I needed to hear the story again, because I recognized that impulse in myself — the impulse to hyperfixate on that one imperfect detail at the expense of the bigger picture.

As entrepreneurs, we can get so caught up in the details that we forget our purpose.

Fortunately for the Pumpkin Spice Latte lovers out there, Schultz regained his sense of purpose. He recommitted to his original vision of fostering connection and community by crafting one amazing cup of coffee after another.

American cheese didn’t fit his picture of an Italian coffeehouse. But when he took a step back,

Foulston’s Northeast Kansas Estate Planning & Tax Attorneys

he realized that the smell of burnt cheese wasn’t a dealbreaker, either. It was something he could work with (through gritted teeth) to find the next step forward.

It was something he could innovate.

That’s what he did at Starbucks. And it’s what he did as a mentor, too.

Before he published his memoir Onward, he could only share his wisdom with a handful of carefully selected mentees. Once he had published a book that recounted his rocky, harrowing, charming and often funny experiences, he could reach millions.

People didn’t always think of books this way, and I find that many still don’t. When I talk with entrepreneurs about writing their books, many picture either a dry, step-by-step technical manual or a self-indulgent, ego-driven autobiography.

That view of books is like the burnt cheese of an old breakfast sandwich. It misses the bigger picture. When entrepreneurs weave together their stories with hard-won wisdom, they create something so much bigger than themselves. Something that, like Starbucks, could serve millions.

the power of scaling one of the most intimate, selfless actions an entrepreneur can take: mentorship.

Entrepreneurs like Howard Schultz, Phil Knight and Brene Brown have an outsized impact on our culture, and it’s not because they’re famous. It’s because they conquered the monumental challenge of writing their books and getting them into the hands of the people who need them.

That process is hard, and it’s scary. It stirs up all the fears that go along with being vulnerable on a massive scale.

That’s why leaders like Schultz write their books, and it’s why they bring in publishing professionals like me — people who know how to shape raw experiences and hidden wisdom into a book that readers can’t put down.

They don’t do it for their vanity or to stoke their ego. They do it for their former selves — the early entrepreneurs they used to be. They do it because they understand

But it’s also pretty incredible. Because when you compare that tinge of self-doubt to the massive number of people your story could serve, you can’t help but see the big picture. You immediately recognize that the mistakes we make along our paths to success are no more significant than a little burnt cheese.

Schultz knew the challenge of publishing a book was nothing compared to the number of people he could help. So he took the leap. Is it time for you to do the same? TK

HEART OF THE ENTREPRENEUR

BLUEPRINT FOR SUCCESS

By MIRANDA ERICSSON

Photos by JOHN BURNS

If you’ve ever asked for a recommendation for home remodeling in Topeka, you’ve probably heard the name PDQ Construction Inc.

PDQ has remodeled thousands of Topeka homes for more than 20 years. They’ve grown from a tiny, locally owned company to a 30-person crew with a combined total of 70 years of experience. Their success is driven not only by word of mouth marketing and satisfied customer referrals, but also by owner Mike Pressgrove’s simple life philosophy.

“Do a good job, do what you say you’re going to do, and surround yourself with good people,” Pressgrove said. “That’s what I’ve done. I’ve made trustworthy partners in the business world, and I’ve hired good people who work hard, and treated them well.”

He credited his father’s values for honing his strong work ethic as a child.

“Dad was a carpenter and I’d go out with him in the summer,” Pressgrove said. “He was tough as nails. He survived the Great Depression,

Photo by JOHN BURNS

MIKE PRESSGROVE, Owner | PDQ Construction Inc.

“Bartlett & West helped us understand the long-term potential in biogas. By producing energy and selling to the power grid, we avoid flaring and expect to cut down on our operating costs. It’s rare to find a municipal project that generates revenue. This is a huge win for the City of Topeka.”

Sylvia Davis, Deputy Director of Operations City of Topeka Utilities Department

Oakland Wastewater Treatment Plant: Producing renewable fuel to drive city revenue and environmental sustainability

www.bartlettwest.com Driving

and built bombers and fighter planes during World War II. He did all of his carpentry with hand tools, but anything we needed, he built. We lived on 160 acres with a huge garden, and he was mostly self-sufficient. He had an amazing work ethic.”

Pressgrove worked hard on his family home throughout his youth, learning many carpentry and construction skills, but decided after high school that he wanted to do something different. Looking back, he laughs at that decision.

“I thought being a carpenter like my dad was way too much work,” Pressgrove said, “so I joined the Air Force and became a crew chief. Basically, I was a glorified mechanic.”

After his service in the Air Force, Pressgrove returned to Topeka to look for work. When he saw that the former base housing in Montara was undergoing remodeling and renovation, he decided to return to his roots in construction. Pressgrove found that he enjoyed fixing up homes to make them comfortable for families again, and quickly became a skilled remodeler under the guidance of excellent mentors.

After eight years of remodeling work, he decided to go into business for himself. In 1994, Pressgrove teamed up with his friend Rodger Doherty to form Pressgrove and Doherty Quality Construction, the very first iteration of PDQ Construction.

“Doherty was an incredible carpenter,” Pressgrove said, “and he came up with our name and tagline.”

That tagline says everything about PDQ’s standard for workmanship and service: “The bitterness of poor quality lingers long after the cheap price is forgotten.”

BUILDING BUSINESS SKILLS

Pressgrove remembers a turning point in his profession when he attended the 2006 National Remodeler’s Show, hosted by the National Association of Homebuilders. It was an opportunity to see new products and further one’s education. Pressgrove had a lot of hands-on

skills but no formal business training. When he took a four-hour test at the conference to see how close he could get to scoring as a Certified Remodeler, he found that he had more to learn than he expected.

“I kind of expected to blast the thing out of the water,” Pressgrove said, “but it was pretty humbling, because I really had a lot to learn on the business side. The National Association of Homebuilders offers amazing classes, and every one of them taught me something valuable. The program didn’t teach me to be a remodeler, it taught me to run a remodeling business.”

Pressgrove earned a Certified Graduate Remodeler certification and upgraded to Master Remodeler after several years in practice. At the time, he was one of only two Master Remodelers in the state of Kansas. He has since earned certifications as a Certified Green Professional and a Certified Aging-in-Place Specialist.

His other mission has been to build a strong network of professional remodelers in Topeka, helping each other find support and camaraderie. Pressgrove joined the Remodeler’s Council of the Topeka Chapter of the National Association of Homebuilders in 2006. At the time, the meetings were mostly social. Pressgrove expressed interest in tackling some useful topics and skills at the meetings, and eventually took on a role as chairman of the Topeka Professional Remodelers Council. The number of participants tripled within a few months.

“It can be hard to share ideas in the same marketplace, but here, we are not in competition,” Pressgrove said. “We support each other so that we can all grow, and there is plenty of work for everyone.”

Pressgrove went on to become the chairman of the board for the Topeka Homebuilders’ Association, the first remodeler to hold the post. He has also represented Topeka as a delegate to the National Homebuilders’ Association for the last 10 years.

In February of 2024, he was sworn in as the chairman of the board of trustees for the National Association of

“Our industry has seen tremendous growth, and it’s not slowing down.”

— Mike Pressgrove Owner PDQ Construction Inc.

Homebuilders’ Remodelers Council – the second Kansan ever to hold the role. As part of his duties, he will travel to visit councils around the country and attend a Remodeling Futures conference at Harvard University. He will then deliver a report on the state of remodeling to the chairman of the United States Federal Reserve.

“Remodeling used to be kind of the small potatoes in the homebuilding industry,” Pressgrove said. “We didn’t have as much professional representation, and remodeling issues and topics weren’t being discussed as widely. Today, nearly 45% of the business of revenue tracked

Photo by JOHN BURNS

through the National Homebuilder’s Association is related to remodeling. Our industry has seen tremendous growth, and it’s not slowing down.”

INSPIRING THE NEXT GENERATION OF BUILDERS

PDQ Construction was, at one point, co-owned by a group of five friends that included Pressgrove’s brother. The original group has dwindled over the years as folks moved on or retired. A year and a half ago, founding member Rick Hudkins retired, leaving Mike Pressgrove as the last man standing.

“Rick is an amazing craftsman and has been here with support and ideas since the beginning,” Pressgrove said. “Now it’s just me.”

Pressgrove knows that the workforce driving the remodeling industry is aging, and young people are needed to carry it forward. One of his personal missions is to make sure that

young people know that skilled trades, like construction, are a great option for those who want to make good money doing hands-on work.

“I speak to classes in high schools and at Washburn Tech and let them know that it really is possible to make a very good living in skilled trades, and without building up student debt,” Pressgrove said. “Two years ago the average age of construction workers in the U.S. was 60, so there is a need for young people to step into those roles, and plenty of work available.”

In 2023, the Topeka Area Builders Association hosted an all-day event called Build My Future, under the leadership of Katy Nelson. About 45 businesses pooled resources and invited juniors and seniors from every Kansas school to learn about trades. Over 500 students attended to shoot nail guns, play with drywall mud, lay flooring, operate machinery, and even compete in belt sander races. The event gave students a deeper look into what

it’s like to work a trade, as well as an opportunity to meet and network with skilled tradespersons.

“It’s hands on and high energy, and the students had a great time,” Pressgrove said. “We’re aiming for 800 students this year.”

Pressgrove and Nelson also founded a student chapter of the Homebuilders’ Association in Topeka to support youth education in the trades. One of the first students to join the group, Sierra, went on to become an intern for PDQ during high school. Pressgrove was so impressed with her work that he offered her a job after she graduated, and she’s been with PDQ ever since. Sierra has trained with the current office manager as an assistant and will take over running the office when the current manager retires.

“Work in skilled trades is not a backup plan or a second choice,” Pressgrove said. “It’s a plan A.” TK

PDQ Construction Inc. team members (from L to R): Sierra Nelson, Jeff Starkey, Bobby Miller, Marsha Schmitt, Mike Pressgrove and Janelle Miller.

Photo by JOHN BURNS

MICROINTERNSHIPS

“I’ve worked in so many different areas in the past year or two. It’s helped me figure out what I want to do.”

— Sophie Osborn Kansas State University Student

By MORGAN CHILSON

In the small, rural Kansas town of Chanute where K-State student Sophie Osborn calls home, internships are sparse.

Osborn discovered the Kansas Micro-Internship program two years ago on her winter break, while skimming the internet for jobs that could boost her resume. It was just the opportunity she needed — with good pay and the option to work remote — to build skills that would support her marketing degree.

The Kansas MicroInternship program was founded three years ago. Microinternships are abbreviated internships that can be done remotely with a commitment of 10 to 40 hours, said Timothy Peterson, the senior project director for the Kansas Board of Regents. The Kansas Board of Regents administers the program in partnership with Parker Dewey.

Pay is typically between $15 and $20 per hour. Peterson said that support for the grants

BENEFITS OF THE KANSAS

MICRO-INTERNSHIP PROJECT GRANTS

FOR EMPLOYEES

• On-demand help all year

• No paperwork required

• Enhanced talent pipeline

• Reduced recruitment/hiring costs

• First two projects (up to $500 each) are free until the grant funds have been depleted

FOR STUDENTS

• Projects available all year

• Projects can be completed remotely

• Expanded career network

• Gain new skills and experience

• Get paid 90% of the project fee

allows employers to receive $500 per project up to $1,000 total.

Osborn has completed several micro-internships in human resources and marketing, as well as tackled projects for businesses and nonprofits.

“I started working with a Kansas City small accounting and bookkeeping firm. I really enjoyed that, so I just continued with them,” Osborn said. “I’ve worked in so many different areas in the past year or two. It’s helped me figure out what I want to do. After graduation, I want to go into consulting, which two or three years ago, I wouldn’t have known existed.”

Governor Laura Kelly has included $500,000 for the KMI program in her FY 2025 budget proposal, Peterson said.

“If the legislature approves it, that will provide another 800 no-cost $500 KMI projects for Kansas businesses, nonprofits and entrepreneurs beginning in July,” he said.

Peterson added that the program is good for all involved. Employers can find students to complete their smaller projects, and connect with talent they may want to hire full time. Students get the opportunity to broaden their skill sets and network with potential employers.

“Employers get immediate ondemand help, but long term it can really enhance the talent pipeline. Our goal is to get more college students connected with more Kansas employers, and eventually keep them in Kansas,” Peterson said.

He also said that employers have been enthusiastic about their experiences.

“What a deal the micro-internship was for Automation Controls Inc.,”

Source: www.kansasregents.org/workforce_development/kansas-micro-internships

said Regina Brown, president of the Topeka company. “And it was a great experience for the student, too. It was a win-win all around. We connected with a future engineer and exposed him to a senior engineer at Automation Controls. He could see and experience what an engineer actually does.”

The engineering student from Washburn University helped an Automation Controls’ employee create a step-by-step manual for setting up a pair of servers. He did such an excellent job that the company hired him back to assist in the actual setup for a pair of servers.

“These two micro-internships, 80 hours total, only cost Automation Controls $690,” Brown said. “And the added bonus? He wasn’t on our payroll, so no withholdings and no Automation Controls W-2. That benefits both the micro-intern and the employer. They just receive a check at the end of the month, and a year-end 1099 from the program administrator.”

There’s minimal paperwork for students to register to work, and it’s easy for employers to post their jobs, Peterson said.

“It literally takes about 15 minutes to register and post a project with no paperwork — here’s the task, here’s the project I need done and here’s when I need it,” he said.

Janet McRae, past president of the Kansas Economic Development Alliance and the Economic Development Director for Miami County, used a first internship to tick off one of those impossible-to-get-to tasks on her list.

“I’ve had this lingering, nagging issue with my Outlook [email] because I have used Outlook for more than a decade,” McRae said. “I had all these

contacts that may have multiple entries for the same person as they changed jobs. I threw that out as a project and found a student who knew Excel well and was able to get in there and clean up my Outlook.”

She added that it was a good experience and was done in two weeks. McRae is now using a second internship to tackle a more in-depth project.

“We know that AI [artificial intelligence] uses in businesses are evolving and changing. So much focuses on ChatGPT. All those other uses have gotten a little scary for businesses but also kind of exciting too,” McRae said. “It made sense for us to reach out to a student who is more involved in using those right now.”

The student is working on a 15-minute seminar about different AI-based tools that are available for business use. McRae said that they’ll record her presentation to make it available for their businesses.

“We’re giving her a chance to talk a little about herself and put in her school contact information. If someone thinks this would be a great hire for them, they can reach out to her and the content is still branded as ours,” McRae said.

Brown said they made a long-term internship offer to their micro-intern, but he’d already been “snagged up” by another company. “The relationship we formed will last a lifetime,” she said.

Peterson says he looks forward to the program’s continued growth.

“Half of our undergraduate students are in a twoyear college. There’s a tremendous amount of talent we’re highlighting,” he said. “There’s a ton of talent out there that we just want to connect with Kansas businesses.”

Students interested in participating must be enrolled in a two-year or four-year Kansas college or university, and they must fill out an online profile at www.kansasregents.org/workforce_development/kansasmicro-internships. Employers can visit the same site to sign up and outline their projects.

Osborn encouraged students who take on internships to push themselves beyond their comfort zone.

“It’s a lot of doing your own research and problemsolving. I really enjoy that aspect of it,” she said. “I definitely have learned a lot more from projects that I may have been unfamiliar with in the beginning.” TK

LEADERSHIP GREATER TOPEKA

2024 Class of

Compiled by LAUREN JURGENSEN

Photos by BRADEN DIMICK

Leadership Greater Topeka (LGT) is a community leadership program of the Greater Topeka Partnership. LGT identifies aspiring and established leaders from the community and introduces them to the opportunities and needs of Topeka and Shawnee County while also teaching adaptive leadership concepts.

Participants are nominated by individuals and organizations. Nominees who complete an application go through a brief conversation with the LGT selection committee. The committee then selects individuals with the goal to build a class that is representative of the diversity within the community.

SHANE WARTA

Topeka Community Foundation Director of Strategic Initiatives

Who has had the greatest impact on your career?

My father. I’m inspired by his genuine care for others, his work/life balance over the years and his integrity with a high degree of responsibility.

What book would you recommend?

Dad Tired And Loving It: Stumbling Your Way to Spiritual Leadership by Jerrad Lopes. This book helped solidify my purpose as a young dad and helped me grow tremendously in my family leadership journey. Because of this book, I have a community of dads — from all around the world — who are spurring me on in fatherhood.

What characteristic do you most admire in others?

I admire the art of retention that others have. It shows me they listen well and care about relationships. Being able to help someone feel heard and cared about is an important mark of a great leader. I am always trying to improve on this skill.

What are you doing to ensure you continue to grow and develop as a leader?

I believe in continual leadership training for the novice and senior leader alike. Personally and professionally, this is something I will always try to do. Surrounding myself and aligning myself with great leaders creates opportunities to glean their knowledge.

ASHLEY BERGQUIST

Prairie Band Casino & Resort Promotions & Entertainment Manager

What’s something that most people don’t know about you?

I love to cook! I seriously considered going to Le Cordon Bleu to study culinary arts. My older brother got me into food during his career as a chef. I find cooking creative and inspiring. It makes me feel good to cook a meal for my family or friends.

MAKAYLA GIRODAT

Genesis Realtors, La Femme Legacies

Realtor,

Real Estate Investor

Who has had the greatest impact on your career?

My husband, John. He’s my biggest cheerleader and supporter. My career can be demanding with irregular hours, so having him as my partner makes everything possible. We have four kids to care for and he’s always had my back so I can be successful.

What does being a leader mean to you?

Leading by example. I wouldn’t ask anyone to do anything that I wouldn’t do myself. You have to demonstrate excellence to receive it. This builds respect and trust with team members. As a leader, you need to work alongside your team, come to work with positivity and follow through.

What is one word you would use to describe yourself?

Positive. I am a role model and set an example for my children and my peers. I want them to be optimistic, confident and compassionate. When I’m faced with change, positivity helps me to be resilient. Positivity is contagious.

What do you love most about Topeka?

It’s a great place to raise my family, and there are many things to do if you look for them. My kids love visiting the Topeka & Shawnee County Library, the Topeka Zoo and Zoo Lights, Ted Ensley Gardens, Touch a Truck, Evergy Plaza’s movie nights and the many parades downtown. I have lived in Topeka all my life and I am proud to call it my home.

If you could choose one superhuman ability, what would it be?

I’d want to be able to pick up a book and absorb all the information instantly. It would be amazing to be able to learn how to do things quickly so my time could be spent using that knowledge to get things done in real life!

What characteristic do you most admire in others?

Authenticity. People who know who they are and embrace their strengths and shortcomings, are by far my most favorite humans to share space with. They give others permission to be themselves by living their most authentic lives. They are magnetic.

What do you love most about Topeka?

I love that Topeka has so much to offer while still feeling like a small-town community. We have so many good people here who are passionate about making a difference. It’s truly inspiring and something I’ve not experienced living in other places.

Photos

TROY SIMONEAU

Kansas Gas Service Director of Operations

JILL MARTIN Advisors Excel VP, Life Operations

Who is your mentor?

My mom and dad, Terry Brewster and Jeff Giles. They have provided diverse influences and helped me shape my values and principles. They not only shared advice, but also demonstrated through their own actions, the importance of hard work, honesty and respect. I believe learning by example is a powerful way to absorb important life lessons. I have been fortunate to have mentors who have modeled the qualities I admire.

What book would you recommend?

Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek, which explores leadership and communication. It has helped me better understand how I as a leader need to start with the “why” before moving to the “how” and

What is the biggest professional goal you have accomplished?

I came to Advisors Excel with zero leadership experience almost 11 years ago. After four years with the company, I took a leap of faith and stepped into a brand-new role to create a training program. From there, I pushed myself to grow by leading a team of around 15 people within my department. My biggest test came a year and a half ago when I was entrusted to lead the new business team. I now lead a team of around 60 people who work with financial advisors across the country to provide back office support for their life insurance business.

What characteristic do you most admire in others?

Being a great socializer or conversationalist. The ability to strike up and carry a conversation with anyone is not my strongest characteristic, and I aspire to be better at it. Being a leader does not always mean you have to be the center of attention. It’s about being able to interact and socialize with people who are different than you.

What is the biggest challenge facing leaders today?

Shouldering the responsibility that comes with it. Part of that responsibility is ensuring that you are still an effective leader for your team when the cost of leadership takes its toll. It is not easy, but knowing that the rewards outweigh the risks should motivate you to push through any challenge that comes your way.

“what.” By understanding and communicating the underlying purpose and values behind actions, leaders can inspire and motivate others. The book’s lessons have helped me inspire others and build collaboration and trust while navigating challenges.

What song has lyrics that speak to you?

Cody Jinks’ song “Somewhere in the Middle” is a personal and meaningful choice for me. The song reflects the diversity of people and perspectives that contribute to making the world a better place. I am currently “somewhere in the middle” and loving my life. Music has the power to resonate with our experiences and emotions, and this song does exactly that.

MICHAEL ODUPITAN

Omni Circle Group, Inc CEO and Founder

Who has had the greatest impact on your career?

My mother has been the most profound influence on my career. Her qualities of being hardworking, responsible and community-driven natural leader have shaped not only my professional choices but also my approach to life. Her deep love for the community and dedication to making people happy inspired me to integrate those values into my career.

The passing of my mother became a pivotal moment, motivating me to pursue my dreams, especially as the youngest of four siblings. I am driven by a desire to live a legacy that honors her name. The motivation to make my mother proud is a guiding principle in my life. It’s not just about professional success, but about embodying the values she instilled in me.

Starting a business and creating personal freedom has been a transformative journey, aligning with my goal of helping others and leaving a lasting impact that reflects the essence of my mother’s influence.

What motivates you?

To leave a lasting legacy, dedicated to giving back and creating pathways to success for those with limited resources. I’m driven to establish a supportive space for diverse individuals to connect and collaborate, reflecting my vision of a community where mutual support thrives.

Rooted in my faith, my sense of purpose guides every decision, influencing both personal and professional endeavors. This ‘why’ fuels my commitment to contribute to a better world, creating opportunities and fostering collaboration to help everyone reach their highest potential.

CAITLYN HALSEY

Dialogue Coffee House / Capper Foundation Founder / Employment Services Director

What motivates you?

I am motivated by my team at Dialogue Coffee House. Their joy and tenacity for life inspire me to be a better leader and advocate.

If you could choose one superhuman ability, what would it be?

Teleportation. My life would feel much more efficient and productive with the ability to teleport between meetings and spaces.

What do you love most about Topeka?

The opportunity for deep connections. As a small business owner, I’ve been building unique friendship with other business owners around our city.

What are you doing to ensure you continue to grow and develop as a leader?

I ask questions of other leaders who are one or many steps ahead of me, which helps me find new perspectives.

JASON SMITH

Topeka Civic Theatre Director of Volunteer Engagement and Events

What does being a leader mean to you?

It is all about empowerment, growth and collaboration. No one can succeed on their own, so you want to surround yourself with creative and analytical thinkers who aren’t scared to push themselves. You need to find strengths in people, nurture those qualities and find ways to push them even further. A good leader will not only help others find success, but will also find ways to tap into the best versions of themselves by extracting qualities they weren’t even aware they had.

What has been your biggest Aha! moment?

Remembering to tell people what they mean to you and how they impact your life, and encouraging them to continue inspiring others. It is far too easy to let life happen and not look back at those people that made you who you are. I try to find the time to thank those people when I can. That small act, and those few words, may motivate them to continue inspiring others as profoundly as they inspired me.

What is one word you would use to describe yourself?

Creative. I think creativity is the key to success in all aspects of life. I always try to find new ways to challenge myself in creative and rewarding ways. It’s exciting to look in different directions other than my own. I attempt and often fail, but by doing so I can learn and create my own unique path to follow the next time. When I open up my own mind to other avenues of thought and exploration, I always find a strong sense of empowerment and peace.

Photos

SHERYL DICK

Azura Credit Union Chief Retail Officer

What book would you recommend?

Crucial Conversations: Tools for Talking When Stakes are High by Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler. The power behind this book is relatability and practicality. It clarifies how you can change the way you react or respond in different situations to achieve better results. This book has empowered me to be a better wife, sister, daughter and leader, which is why I reread it almost every year.

What has been your biggest Aha! moment?

In 2019, I was at a conference listening to a speech by a single mom who built a house with her kids by watching YouTube videos. She was talking about building a house from scratch with absolutely no experience, and the mindset of believing that no matter the obstacle, you can achieve it. She asked herself, “What’s the worst thing that can happen and can you live with that outcome?” This question intrigued me.

Earlier that morning I received an opportunity to interview for an executive position. I was nervous that I didn’t have the skills and wouldn’t fit in at a new organization. The question didn’t seem like rocket science, but I hadn’t considered it until then. My answer surprised me: I could live with it if I didn’t fit in. I wasn’t afraid of failure. I now ask myself that question often and I can’t say that I have ever said that I couldn’t live with whatever outcome came after.

ANDREW WRIGHT

Bartlett & West, Inc. Service Group Leader

Who is your mentor?

I’ve been lucky to have lots of great mentors, but the one who’s had the greatest impact on me is Keith Warta. Keith is a true servant leader and models lots of outstanding leadership qualities such as integrity, a strong work ethic, always seeing the best in people and being generous with his time. I’ve done my best to follow his example in all of these aspects, but the lasting impact on me is how generous he is with his time. Despite all of his other commitments at work, home and in the community, Keith made time to invest in me, which had an immeasurable impact on me and my career. I try to always remind myself of what kind of impact I can have when I share my time with others.

What does being a leader mean to you?

My most important task as a leader is mentoring and helping others develop their careers. In turn, this helps Bartlett & West expand as a company and grow the positive impact we make on the communities we serve.

Who would play you in a movie about your life?

Vince Vaughn. A family member once said that there is a striking resemblance between us, and I’ve never been able to forget it. He was in the movie Dodgeball and I used to be pretty good at dodgeball when I was a kid, too.

CARMEN ROMERO-NICHOLS

ECI Services/La Creperie Co Operations Manager/Owner

What is the biggest professional goal you have accomplished?

In 2019, I completed grad school to advance my career and create more opportunities for myself. My oldest daughter graduated high school within days in the same month and year as me, so we essentially graduated “together.” This was one of the most meaningful accomplishments of ours as I not only celebrated myself professionally and academically, but I watched my child celebrate herself as well. Our journey was one of a kind, but we got through it together.

What type of music has impacted you?

I grew up in Mexico City, where my parents introduced me to artists like Luis Miguel, Jose Jose, Vicente Fernandez, Alejandra Guzman, Rocio Durcal, Mana and many more. I have a Pandora station called “Mom’s Cleaning Music,” and it’s my go-to when I want to listen to music. I also feel like it keeps me connected to my roots.

What do you collect?

I absolutely love football and I collect players’ autographs. I began paying attention to NFL games when I was in high school, and since then I’ve become a big Kansas City Chiefs fan. I try to go to at least one practice during training camp so that I can collect autographs. I now have quite a few. Two of my most treasured items have Travis Kelce’s signature.

Photos

PAYTON KOLLING

Washburn Rural High School Senior

What does being a leader mean to you?

Continuously supporting those around you and encouraging them to perform to the best of their abilities, as well as encouraging yourself.

If you could choose one superhuman ability, what would it be?

To be invisible, so that I would be able to go anywhere I wanted without needing permission.

What music artist has impacted you?

Taylor Swift and her ability to persevere through hard times. She conveys so much feeling through music.

What characteristic do you most admire in others?

Someone’s ability to admit when they are wrong and learn from their mistakes. When someone is able to learn from their mistakes, it allows them to grow rather than stay stuck in the same spot.

What are you grateful for?

I am extremely grateful for the endless support of my family and friends. I think it is very important to have a strong support system around you, and my family and friends have provided me with that.

NADIA ARBELO

Kansas SBDC at Washburn University Interim Regional Director

What does being a leader mean to you?

Having emotional intelligence, which places a higher value on enlisting relationships, development, service and the ability to bend but not break.

Who would play you in a movie about your life?

What is the biggest professional goal you have accomplished?

The development of an International K-12 International Baccalaureate School in Hungary, and an American Curriculum School in Abu Dhabi from the ground up. Working with the Ministries of Education, government agencies and private-public partnerships while understanding and being attentive to cultures and history, respectively.

ERIC PATTERSON JR.

WIBW

Digital Marketing Executive

What is one leadership lesson you’ve learned in your career and what impact has it made on you?

Don’t chase the money. If you do the right thing and take care of the people around you, the money will follow.

What does being a leader mean to you?

It means taking a chance. Being able to take the fall and get back up again. To me, it’s about not being scared to fail and always have your eye on the goal ahead. It’s also about being able to support, bring up and impact those behind you.

What characteristic do you most admire in others?

Humor. Everyone can always use a good laugh.

I would love to have Selma Hayek play me. I believe she is so versatile and can go from soft to rough and still be beautiful inside.

What is the biggest challenge facing leaders today?

To fully understanding the need to challenge and change biased attitudes and behaviors. Being treated equitably should be a human right, not a social norm.

What do you collect?

Shoes. I always have to step out in something different.

What do you love most about Topeka?

The opportunities. There is a lot to become of Topeka, and for those who want to be part of the change, Topeka is your canvas.

DR. SARAH LUCERO

Auburn-Washburn Director of Title Services

Who has had the greatest impact on your career?

All the teachers and mentors who believed in me. I wouldn’t be where I am today if it weren’t for them.

What is one leadership lesson you’ve learned in your career and how has it impacted you?

To truly be an effective servant leader, I have to take care of myself, too. I can only give others my best when I am at my own personal best. This has forced me to make hard decisions about how and what I choose to spend my time on.

What book would you recommend?

Any book by Robert Greene. His research and purpose is to help others understand human nature, whether it’s our own or that of others. Robert Greene breaks human nature down in a simple way that even I can understand. It has helped me to better navigate workplace dynamic.

What is the biggest professional goal you have accomplished?

Earning a Doctorate of Education from the University of Kansas. In 2020, I defended my dissertation via Zoom while in quarantine and sick with COVID-19. It wasn’t exactly how I envisioned that moment to be, but the degree hangs on my wall as a symbol of resilience.

AMY PINGER

Harvesters - The Community Food Network Senior Community Engagement Manager

What is one leadership lesson you’ve learned in your career and what impact has it made on you?

It’s not the mistake that matters, it’s the recovery. Reframing a mistake into a learning opportunity, an opportunity to gather data and adapt, has been incredibly important. I acknowledge the disappointment but don’t let myself spend significant time and energy in shame/guilt cycles. It’s made me a better leader, parent and friend.

Who is your mentor and what have you learned from them?

I don’t have one mentor, I have a group of women who have inspired, challenged and supported me throughout my life. My Aunt Laurie taught me how to cultivate community and embrace my own story. My grandmother taught me to be resilient. My mother instilled in me a love and dedication to service. My best friends remind me that we are all human and thrive when we are supporting each other. My boss has taught me how to lead with authenticity, a passion for service and accountability.

What book would you recommend?

Everyone should read at least one book by Brene Brown. Dare to Lead, The Gifts of Imperfection and Braving the Wilderness are my favorites. They are quick reads, easy to digest and leaves me with the feeling of being both seen and inspired.

VIDAL CAMPOS

Topeka Police Department Field Operation Sergeant

What does being a leader mean to you? Knowing how to inspire and to lead by example.

Who is your mentor and what have you learned from them?

Ruben Salamanca, who taught me how to be a teacher and a coach. He also taught me to have pride in the work I do and to always be a good listener.

What is one word you would use to describe yourself?

Outgoing. I am social, optimistic, approachable, able to adapt and to truly listen to what others have to say.

What are you grateful for?

My family and good health.

Photos by BRADEN DIMICK

What is one leadership lesson you’ve learned in your career and what impact has it made on you?

I think it was Harry Truman who said, “It’s amazing what you can accomplish when you do not care who gets the credit.” I have witnessed that to be true on successful teams I’ve been a part of. You can accomplish a lot when the group is focused on the goal, rather than the awards that come with it.

What has been your biggest Aha! moment?

When I confided in a supervisor that a situation I was going through was new for me, and that I didn’t know how to handle it. I respected her as a leader and was relieved when she told me she had never navigated that type of experience, either, but that we’d get through it together. It was comforting to know I was not an island. It’s also an example of how the best leaders learn by embracing new experiences and opportunities.

What are you doing to ensure you continue to grow and develop as a leader?

A mentor once told me she reads everything John Maxwell writes. That has proven to be great advice. I also enjoy listening to a variety of podcasts on leadership. I meet regularly with different groups that provide great advice and sharpen me as an individual. I try to learn something from everyone I meet, because everyone is an expert in something.

ZACH FRANK

Washburn University School of Applied Studies Dean

ROB GREGORY

Security Benefit Chief Information Security Officer

What is the biggest professional goal you have accomplished?

Becoming a chief warrant officer in the United States Army. Early in my service, I was very lucky to be around some amazing leaders who happened to be warrant officers. The experiences and lessons I learned from them helped drive me to accomplish that goal.

What is one word you would use to describe yourself?

Passionate. Whatever I am doing in life — from my family to my career to my hobbies — I go all in. This has a lot of perks, but also comes with its own set of challenges.

What do you collect?

I collect saltwater fish and corals. It is a hobby I always wanted to get into and a little over a year ago, I jumped right in. Anyone who knows me knows that I become very passionate about hobbies. They quickly overtake my free time, or in this case, my basement. In the evenings you can often find me relaxing by just watching the fish tank.

What are you grateful for?

I am most grateful for my three daughters, Grace, Brooke and Emily. I love watching them grow up and see the young ladies they are becoming. I also learn from them. I believe being a “Girl Dad” helped me grow as a person and a leader.

COLA WHITE

Cornerstone of Topeka, Inc. Finance Manager

What motivates you?

My number one motivator for everything I do is the fact that I feel obligated by my ancestry to create a much-needed head start for my children, and my children’s children. I’d like to leave a legacy that I made it easier for them than I had it.

What do you collect?

I collect elephant statues and figurines, because I can remember seeing the elephants for the first time at the Topeka Zoo and being so amazed by them. My Aunt Betty told me it was good luck when their trunk was up. From then on, I started collecting them because they’re beautiful and I need all the luck I can get.

What do you love most about Topeka?

The pace of the city. It’s not too fast and not too slow. It’s the ideal place to raise a family and not be overwhelmed.

What are you doing to ensure you continue to grow and develop as a leader?

Becoming more intentional about keeping an open mind. Not allowing my perception of the world to make me closed off to accepting different perspectives. Changing or viewing issues from a different vantage point.

CASSIE RICHARDSON

CoreFirst Bank & Trust SVP & Marketing Manager

What is one word you would use to describe yourself?

Loyal. Commitment is something to be valued in both good times and bad. Honesty is the best virtue. Empathy is one of the most important leadership traits. These traits all define loyalty in a person and guide my interactions daily.

What characteristic do you most admire in others?

Fortitude. Careers are hard, family is hard, life is hard. Those who can chase down their dreams without letting all the other noise get in the way of their mission are beyond inspiring.

What do you love most about Topeka?

It’s a best-kept secret! Talk to anyone who has moved here from somewhere else, and you’ll see it through their eyes! It’s the friendly people, creative spaces, ease of access, affordable housing, educational opportunities and good community vibes, with plans and projects to only make it better!

PHELICA A. GLASS

Phelica Glass, LSCSW, LLC

CEO/Clinical Social Worker/Grief Counselor

What has had the greatest impact on your career?

When I was 25, my brother DeMarqus died in his sleep. Three months later, my mother Gwen had a massive stroke on her front steps that left her incapacitated for months. Five months later, I delivered micro preemies who would live in the NICU for more than a hundred days before going home with me. My grief experiences have paved the path to my Grieve Out Loud passion for helping hurting souls begin to heal. The journey of grief can be very lonely. I advocate and educate the community to partner in life’s most painful experiences.

Who is your mentor and what have you learned from them?

My mother Gwen Kyles. She is my first and most active mentor. I have learned how to persevere beyond what I may see or feel, to trust my gut and how to love beyond sickness. When faced with the unimaginable, I watched her champion with love, kindness and a gentleness that only an angel could hold. I pray that I exhibit her strengths in everything that I do.

What is the biggest professional goal you have accomplished?

Gaining the trust of the community of Topeka. My name is shared in rooms with people I have never heard of or seen. I am invited into the most sacred parts of people’s lives and given total trust with their deepest hurts and darkest secrets. Although there are now 34 professional letters behind my name, they mean nothing if the people don’t trust and respect me.

LEANN BRUNGARDT

The Topeka and Shawnee County Public Library Youth Services Supervisor

What does being a leader mean to you?

Early in my career, I thought that leadership was about getting things done. It didn’t take long to realize that it’s less about things and more about people. With that in mind, I would say that leadership is about giving people what they need to do the work and giving them the latitude to act. It’s also important to recognize and leverage people’s strengths. And in those moments when we all feel weak, having the willingness to say, “I do not know how to solve this either, let’s figure it out together.” It’s about respect that runs both ways. In the non-profit world, it’s also about serving others.

If you could choose one superhuman ability, what would it be?

To instantaneously know how to bring out the best in others. It would be gratifying to put that kind of good into the world.

What has been your biggest Aha! moment?

One of my more recent Aha! moments came from a leadership class I took through KU, about change management. We discussed the importance of knowing whether the type of change being requested is a task, a relationship or an identity. More importantly, what type of change was not from the perspective of those asking for the change, but of each individual being asked to make the change. As someone in leadership, understanding that was key to understanding what I am asking of people, and key to understanding people’s resistance to change.

ANDREW TAGUE

Goodell, Stratton, Edmonds & Palmer, LLP Attorney

Share something that most people don’t know about you?

Outside of spending time with my wife, my favorite activity is riding dirt bikes.

What motivates you?

My Christian faith. It motivates me to pursue excellence in all I do, treat people with kindness and live as a servant leader.

What is one word you would use to describe yourself?

Curious. I’ve always enjoyed learning about almost any subject — science, history, religion and law. In fact, curiosity is what led me to my chosen career as an attorney, which allows me to constantly learn about new areas of law, how different industries operate and why people do what they do.

What are you doing to ensure you continue to grow and develop as a leader?

I never let myself get too comfortable. Whether it’s a new task at work, a public speaking opportunity or a new volunteer responsibility, I try to seek out opportunities that push me out of my comfort zone and develop my leadership skills.

}Congratulations, Rob! LEADERSHIP GREATER TOPEKA CLASS OF 2024

“Rob is an integral results-oriented leader who is always looking out for the protection of our customers and organization. His innovative approach to solutions, integrity, and growth mindset are what make him a valuable leader.”

- Jackie Morales, COO, Security Benefit

Rob Gregory AVP, Chief Information Security Officer Security Benefit

JADE KERR

Capitol Federal Accounting Director Controller

What is one leadership lesson you’ve learned in your career and what impact has it made on you?

I had a mentor tell me that his success and his ability to develop as a leader was greatly dependent upon the people that he surrounded himself with, which is something I have never forgotten. When needing guidance, I look to surround myself with people who are leading the right way and whose opinion I can trust to be honest and fair. It may seem simple, but when it comes to building the strongest team, I simply look for the best people. This can lead to conflict when opinions differ, or I may need to humble myself a bit if those individuals need their own opportunity to lead, but in the long run it will mean a more productive environment and a heightened level of shared success, which will exceed anything I could have accomplished on my own.

What do you love most about Topeka?

Topeka has a wonderful, big, small-town vibe. There are lots of big-city things to do if you are looking to catch some local music or see a live show, but as you are out and about you’re sure to run into a friendly and familiar face. If you are ever unexpectedly in need, chances are you will run into someone willing to do the neighborly thing and give a helping hand. Topeka offers Midwest hospitality while providing a variety of entertainment options.

DANIELLE J. MARTIN Advisor’s

Excel TV Host/Producer

What motivates you?

Motivation for me lies in the liberating power of personal stories and the inspiration drawn from someone sharing their journey. Maintaining a platform that amplifies voices and allows people to be heard is my commitment. Through my podcast, “Behind The Spotlight,” individuals open up about their personal experiences, aiming to empower and educate those on a quest to unlock their greatness. The knowledge that these stories have a positive impact, helping both the sharer and the listeners, fuels my determination to continue. It’s truly an honor to play a part, even if just for a moment, in the life journey of those who entrust their stories to the podcast.

What is one word you would use to describe yourself?

Empathetic. Through the tapestry of my experiences, I’ve developed a profound appreciation for the transformative power of empathy. The journey of resilience, both in myself and others, has been a poignant exploration that deepened my understanding of the human experience. It’s heartening to hear from others that I make them feel comfortable and at ease; those I’ve interviewed often express that I’m easy to talk to. Amidst my own transitions and challenges, I’ve consistently strived to forge profound connections with individuals, recognizing and celebrating the uniqueness that makes each person special. This unwavering commitment to empathy has not only been instrumental in my personal growth but has also allowed me to foster meaningful connections with others.

DAMON SHORE

Mars Wrigley

Continuous Improvement Engineer

Who has had the greatest impact on your career?

My mentor, Jeff Allen, really helped change my perspective and brought a level of ambition to my life that had been lacking. His hard work and dedication to his family were inspirational, and how he managed me over the years helped me prove that I could achieve more. We would talk about how I was managing my expectations of life and emotions. This started the path to improving my emotional intelligence and focusing on the things that truly matter more in life.

What has been your biggest Aha! moment?

Asking myself, “How could I have handled that differently?” It is vital for me to have physical, emotional, mental and spiritual well-being. That question has helped me learn from past situations regardless of the context. We can only control ourselves, and it is what I focus on to improve things around me.

What are you grateful for?

God’s grace, the love my wife shows me, my children and my experiences both good and bad.

What is your biggest regret?

I have hurt people who grew close to me or were good to me, and I owe them an apology. My emotional ignorance and selfish behaviors created turmoil in my life. This is part of the journey, and I want to recognize my shortcomings. So, to them, I apologize for my behavior.

Photos by BRADEN DIMICK

STEPHANIE NORWOOD

Go Topeka & Greater Topeka Partnership Director of Small Business and Entrepreneurship

What do you collect?

I collect vintage cameras. When I was young, I found a few in my grandparents’ basement that I would play “photographer” with. Years later, those were passed along to me and the collection began. I now take joy in finding them in consignment shops and estate sales.

JOE BEASLEY

BOK Financial Assistant Vice President & Trust Officer

What motivates you?

As far back as I can remember, I have always been driven by the desire to do good. Whether it be work or community service, I am motivated to be someone who always gives their best effort and makes a positive impact.

What has had the greatest impact on your career?

My volunteer roles over the years, because they gave me the opportunity to gain leadership skills I would not have received in the jobs I had as a young professional coming up in the workforce. Community service leadership required me to lead large groups of people, manage projects, raise money and become a confident public speaker. These experiences forced me out of my comfort zone and created personal growth I would not have achieved otherwise.

What is your biggest regret and why?

I regret the times I held myself back, when I believed I wasn’t capable enough or not ready. In those moments, I hesitated and held back from taking bold steps and embracing those chances for growth. Now, I understand the importance of pushing past my comfort zone, trusting in my abilities and seizing opportunities, even if they initially seem daunting.

What are you doing to ensure you continue to grow and develop as a leader?

I try to take on new challenges. I seek out opportunities to learn and stay open to feedback. Whether it’s diving into new projects, participating in workshops or simply reflecting on my experiences, my journey is a continuous pursuit of both personal and professional development.

What has been your biggest Aha! moment?

Once you have confidence in yourself, everything else falls into place. At times early in my career, I would compare myself to others and question my abilities. Eventually, I took inventory of my accomplishments and realized that I had created a lifetime of evidence proving that I had every reason to believe in myself. Trust in your capabilities. and the rest will take care of itself.

PAULA SANDERS

Stormont Vail Health

Director of Magnet and Clinical Excellence

What motivates you?

Innovative care inspires me. As a nurse leader, I love collaborating with bedside nurses to improve patient care. From the time a problem is identified, I enjoy learning best practices, guiding the improvement process and implementing practices that are innovative and impactful. Seeing the pride and impact that clinical nurses have on patient care is motivating and inspiring.

What is one word you would use to describe yourself?

I am a very positive person. This trait gives me strength during the toughest of times as a nurse leader, and in the last few years, there have been many! Positivity helps me see the best strengths in people.

What do you love most about Topeka?

Topeka is a great family community. My children have a great school at McCarter Elementary (go Mustangs!). The city also has so many things to do as a family. We enjoy the fellowship of sports teams, the hiking trails and community events.

What are you doing to ensure you continue to grow and develop as a leader?

I am a lifelong learner, always improving my practice as a leader. I enjoy challenging courses that expand my knowledge. Professional development is one of Stormont Vail Health’s greatest strengths. I have received incredible organizational support for development, including tuition reimbursement, certification support, mentorship and amazing support from colleagues.

Photos by BRADEN DIMICK

JANICE GILMER-GENTRY

Blue Cross Blue Shield of Kansas Manager, CMS Programs

What are you grateful for?

I’m most grateful for my family. We are culturally and economically diverse. This diversity keeps me in touch with the successes and challenges impacted by other in our communities. This forces me to see other perspectives firsthand.

What is one leadership lesson you’ve learned in your career and what impact has it made on you?

Being a good listener. It allows leaders to see things from a variety of perspectives. It also creates an environment of trust and collaboration. Doing so allows people to feel comfortable sharing their ideas and opinions, which leads to creativity and innovation.

What is one word you would use to describe yourself?

Authentic. I strive, in all situations, to be my true self. Regardless of the situation, regardless of my personality, values and spirit, and regardless of the pressure to be something different, I make a valid attempt to be myself. Flaws and all.

What do you love most about Topeka?

Topeka is a caring and loving community. The leaders in this community are constantly looking for ways to improve the city socially, financially and artistically. The city has grown so much in the last 30 years.

LUCAS RYAN

Kansas Department of Health and Environment Regulation and Policy Specialist

What motivates you?

I have a deep need to serve the community and believe in leaving this world a little better than it was when I entered it. I hope that I can make it better for as many people as possible, and seek to find as many ways to do that as I can.

ALEX ADAME-BIPES

FHLBank Topeka DEIB Professional

What is one leadership lesson you’ve learned in your career and what impact has it made on you?

Sometimes you have to make a difficult or unpopular decision. While others may not always like the decision, it is important to be strong enough to stand by them. You can’t take it personally if people get upset, you can only power through and show people that the unpopular decision is sometimes the right decision.

If you could choose one superhuman ability, what would it be?

Never needing to sleep. There is so much to do, professionally and personally, that it would be fantastic to never need to sleep and to constantly move and do things!

What is one word you would use to describe yourself

Conscientious. I take great pride in my work and always strive to be thorough and complete.

What are you doing to ensure you continue to grow and develop as a leader?

Taking advantage of opportunities when they are presented. Every opportunity is another chance to grow and learn. Being involved with programs like Leadership Greater Topeka is a great way to develop more skills as a leader.

What characteristic do you most admire in others?

Kindness. We live in a world full of stressful, anxiety-inducing things. If you can navigate the chaos we live in and show up with kindness despite how tired or beaten down life may make you, it shows a level of strength and empathy that is admirable.

What do you collect?

Books. I have over 350 of them, ranging from nonfiction to fantasy, romance and sci-fi. There’s hundreds of little worlds and narratives that we can learn from.

What is the biggest challenge facing leaders today?

A lack of good-faith efforts to engage with change. I think there is a level of exhaustion and frustration that has grown across all factions of society, which has led to many people tuning out or lashing out at the political process. Politics, at its core, is supposed to be about us coming together to work to resolve the issues that face our communities. I think day-to-day life has become too complicated and demanding for most people to have the energy to approach it from a place of curiosity and growth, which sets us up for conflict.

JACKIE FOX HTK Architects Project Manager

Who has had the greatest impact on your career?

Maria Kutina, my partner and mentor at HTK. I admire and respect her because she doesn’t ask me to do anything she isn’t willing to do herself. She is supportive, offers positive feedback and gives constructive criticism. I feel valued and affirmed by her and I know that she trusts me. No matter the pressure, she chooses to look on the bright side.

What music artist has impacted you?

Taylor Swift. I have been a Swiftie from the very beginning. She was my first concert, and I actually got to meet her and have my picture taken with her! Taylor Swift is a great storyteller and has so much perseverance and grit. By being vulnerable, she connects with her audience and makes her songs feel like they are yours, too.

What is one word you would use to describe yourself?

Brave. I believe I am brave because it doesn’t come easy to speak publicly to people I don’t know, or to risk my well-being to put my ideas before others even when I do know them. It takes courage to lead when you are uncomfortable. I step out of my comfort zone to help others, risk disagreement and criticism in order to further the bigger objective of values, plan and organize events that others may deem unimportant and do the right thing even when no one is looking.

WRYLIE GUFFEY

Topeka Zoo & Conservation Center Animal Curator & Elephant Manager

What is one leadership lesson you’ve learned in your career and what impact has it made on you?

What book would you recommend?

Knowing when to step back. Coaching someone quietly, and letting them shine when the time comes, builds skills and confidence that can be hard to achieve otherwise.

What do you love most about Topeka?

We have great amenities for a community of our size. The library, the zoo, children’s discovery center, festivals, theatres, arts districts, farmers markets and walking trails are all places or events where my wife and I can have fun and run into people we know.

How to Keep House While Drowning by KC Davis. It suggests small ways to make life tasks easier by challenging and changing the “rules” that we have created for ourselves.

What are you grateful for?

I’m grateful for my work team. Together, we have created an environment of vulnerability, understanding and humor in order to support each other through challenges. I can’t think of a better group to work with.

JASON TYRON

City of Topeka Deputy Director of Public Works

What are you grateful for?

My family. I am lucky to have an excellent support system in this community. Without them I wouldn’t be able to do the things I do.

What is the biggest challenge facing leaders today?

The pace of change is so fast, and the attention spans are so small. There’s more excitement over announcing something than there is about seeing it through. Everyone loves a ribbon cutting or a photo op, but good leaders have to keep people engaged and motivated when the initial excitement has faded.

What book would you recommend?

The Lord of the Rings by J.R.R. Tolkien. It appeals to all ages and is such an engaging tale. The more times you read it, the more depth you find. There’s a new lesson every time you read it.

ELEVATING EXECUTIVE BALANCE:

HORMONE BALANCE AS A COMPETITIVE ADVANTAGE

Maintaining optimal health and wellness throughout the lifespan is incredibly important. There are a number of ways to ensure your body is prepared for every stage. However, it is less commonly known that a decline in hormones has a direct impact on men’s and women’s health.

Hormone production begins to fluctuate and decline as early as age 35 for men and women. You may feel like things are changing but you don’t know why. You may have even asked for help and been met with a “this is just a part of getting older.”

HIGHLIGHTS OF SYMPTOMS, BIO-IDENTICAL REPLACEMENT THERAPY AND ITS BENEFITS

SYMPTOMS OF HORMONE IMBALANCE:

Common symptoms of hormone imbalance for women include:

• weight gain

• hot flashes

• insomnia

• night sweats

• fatigue

• brain fog

• low libido

Common symptoms of hormone imbalance for men include:

• loss of muscle mass

• fatigue

• difficulty sleeping

• joint pain

• low libido

Not everyone with hormone imbalance will experience all of above symptoms. Everyone’s symptom profile will look very different.

BIO-IDENTICAL REPLACEMENT HORMONE THERAPY (BHRT):

• Bio-identical hormone replacement therapy is a type of hormone therapy that is plantderived and mimics the exact hormones made naturally by the body.

• For women, this is the replacement of estrogen, progesterone, and/or testosterone as needed.

• For men, this is the replacement of testosterone as needed.

THE BENEFITS OF BHRT:

• Improves symptoms, including mood, sleep, hot flashes, libido, energy, and muscle mass.

• Aids in the prevention of chronic disease such as osteoporosis, heart disease, and diabetes.

• Serves as part of an anti-aging regimen along with proper nutrition and lifestyle choices.

• Gives you the ability to engage in activities that bring you joy and fulfillment.

If you recognize any of the symptoms of hormone imbalance in your daily life, consider speaking with a provider who specializes in bio-identical hormone replacement therapies. TK

AMANDA WHITSON, APRN-C Co-Founder

Epic Integrative Wellness

KELSEY STRINGER, APRN-C Co-Founder

Epic Integrative Wellness

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LOCAL BUSINESS Leader

Topeka

SPOTLIGHT PARTNERS

WHERE WESTERN IS A WAY OF LIFE

R Bar B is celebrating 25 years of being a family owned and Kansas grown business proudly providing quality products and personalized customer service.

R Bar B has evolved over the years from a saddle shop to a location that includes a full line western store offering boots, belts, hats, jeans and more. Basically anything you need to outfit yourself or your equine partner can be found at R Bar B. Knowledgeable staff and a laid back rural atmosphere make it a must for all shoppers!

R Bar B is a little off the beaten path at 3256 NE 39th (northeast of Topeka off of Highway 4) but well worth the drive. Check it out in person or visit their website at www.rbarb.com. You will find a full selection of their inventory online that makes R Bar B your hometown store no matter where you are.

www.rbarb.com 785-286-3006

SUPPORT LOCAL BUSINESS LEADERS

YOUR ONE STOP SHOP FOR PAIN RELIEF AND SO MUCH MORE!

The Center for Manual Medicine and Regenerative Orthopedics is a multi-disciplinary model that allows you to see the right professional for your specific situation.

The Center has been known for a hands on approach to Musculo-skeletal pain with Chiropractic adjustments and Physical Therapy by Dan Tangpricha DC and Evan Burdiek, PT.

Doug Frye MD adds ultrasound diagnostics and injection therapy as well as Regenerative procedures like PRP and Stem Cells. He is the only Topeka physician doing Ultra-minimally invasive Carpal Tunnel and Trigger finger surgeries.

The Center accepts all major insurances, does not require a referral to be seen, and has same or next day appointments for Chiropractic.

Call 785-271-8100 to get scheduled.

www.ctrmm.com 785-271-8100

TOP QUALITY SERVICES AT AFFORDABLE PRICES!

Heartland Floors puts over 65 years of combined experience to work for you. It’s the name to know for top quality services at affordable prices.

With free in-home consultation, this local and family-owned business provides personal service to ensure you are getting the flooring that matches your decor and lifestyle.

There are choices for every room in your home. From superior carpeting to laminate, pre-finished hardwood, vinyl, luxury vinyl and beautiful durable tile, Heartland Floors offers unique products that come with a 2-year labor warranty and manufacturer warranties.

Take advantage of Heartland Floors selection and installation services. Call today for a free in-home consultation!

www.heartlandfloorstopeka.com 785-234-8328

THE PRODUCTIVE POWER OF A HEALTHY SMILE

Oral health is often overlooked, but essential for overall well-being. It also impacts workforce development.

That’s why even though oral health may not be an immediate concern for employee productivity, businesses cannot afford to ignore it.

Oral health issues are surprisingly common. According to the Centers for Disease Control and Prevention, almost half of adults over 30 show signs of periodontitis, an advanced form of gum disease. These issues cause more than personal discomfort. They affect a person’s ability to work effectively, leading to more absences and reduced productivity.

Poor oral health can cause severe pain, difficulty eating and low selfesteem, all of which can negatively impact a person’s professional performance. Oral diseases are often linked to systemic diseases like heart disease and diabetes, which can further impact workforce productivity.

Providing oral health care to employees is a strategic business investment. Companies that provide preventative dental care to their employees can reduce the impact of oral health problems on their business. The result is better employee health, fewer sick days and increased productivity. This approach also boosts morale, because employees feel valued and cared for by their employer.

As part of this investment, it is vital to educate employees about oral health. Employees must understand the importance of oral health and how to maintain it, from regular brushing

and flossing to routine dental checkups. This can prevent oral health issues before they start, saving money, time and needless pain.

Employer-sponsored dental coverage is the most common source of dental insurance for working-age adults, yet nearly 40% of Kansas working-age adults do not have dental coverage. Businesses that prioritize dental health have already seen promising results. Better access to dental care has led to a decline in absences related to dental diseases, creating a more productive and engaged workforce.

WHY ORAL HEALTH MATTERS TO EMPLOYERS

PRODUCTIVITY

Employees with good oral health are more likely to be productive. Oral health problems can cause pain, discomfort and difficulty with eating and speaking, which can decrease productivity.

EMPLOYEE ABSENTEEISM

Oral health issues can lead to more employee absences due to dental procedures and treatment.

By prioritizing dental benefits and educating employees, employers demonstrate their commitment to the well-being of their workforce. This proactive approach not only fosters a culture of care but also empowers employees to prioritize their oral health.

TANYA DORF BRUNNER Executive Director Oral Health Kansas

Source: www.oralhealthkansas.org/Dental%20Insurance%20Report/DentalInsuranceUnmetNeedsKansas.pdf

HEALTH CARE COSTS

Poor oral health can lead to more serious health issues, such as heart disease and diabetes. By promoting good oral health, employers can help prevent these conditions, potentially reducing health care costs.

EMPLOYEE MORALE AND RETENTION

Providing dental benefits and promoting good oral health can boost employee morale and job satisfaction. Employees who feel that their employer values their health are more likely to stay with the company.

PROFESSIONAL APPEARANCE

Good oral health can improve an employee’s professional appearance. Issues such as bad breath or missing teeth can negatively impact an employee’s confidence and how others perceive them.

OVERALL EMPLOYEE WELL-BEING

Oral health is integral to overall health. By promoting good oral health, employers promote the overall well-being of their employees. TK

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“When we expect certain behaviors of others, we are likely to act in ways that make the expected behavior more likely to occur.”

— Rosenthal and Babad, 1985

THE PYGMALION EFFECT

A mythological character mentioned in Ovid’s poem “Metamorphoses,” Pygmalion was a Cypriot sculptor who fell so much in love with the perfectly beautiful statue he had carved that the statue came to life.

In a modern variant of the basic Pygmalion myth, My Fair Lady, written by George Bernard Shaw, the phonetics professor Henry Higgins metaphorically ‘brings to life’ Eliza Doolittle by teaching her how to properly conduct herself in social situations.

Borrowing something of the myth, psychologists Robert Rosenthal and Lenore Jacobson suggested that teachers’ expectations of their students influence the students’ performance.

Though the research is controversial, Rosenthal and Jacobson outlined a self-fulfilling prophecy in which students, the targets of the expectations, internalize their positive labels, try harder and eventually succeed, confirming their teachers’ expectations.

The two stories about the Pygmalion effect and Rosenthal effect illustrate a psychological phenomenon in which high expectations lead to enhanced performance, while low expectations lead to worse performance. Both outcomes contribute to a self-fulfilling prophecy.

The idea behind these stories is that increasing the business leader’s expectations of their employee’s performance, even if not totally accurate, can result in better performance by an employee.

Meanwhile, managers and employees alike see pervasive problems in the performance review process, in the form of significant gaps between what the performance review process accomplishes and what it is expected to accomplish.

Ninety-three percent of North American organizations in the recent WTW (newly rebranded Willis Towers Watson organization) Performance Reset Survey of 837 organizations worldwide, including 150 North

LIVIU FLOREA Professor of Management Business Washburn University School of Business

RANDY EDWARDS Retired Actuary

JUNE 5-6, 2024

Join us at our Expo as we graduate the most recent cohorts from our AgTech and Animal Health programs. We will showcase these high-growth startup companies alongside world-class industry leaders sharing the current market trends and innovation insights across the AgTech and Animal Health industries.

Engage first-hand with the newest technologies and entrepreneurial leaders building solutions to some of the toughest challenges facing our industries today.

Be a part of the conversation with startups, corporations, investors, and industry leaders that will shape the future of AgTech and Animal Health.

American organizations, recognize the importance of performance review for driving organizational performance, but only 44% said their performance management program is meeting that objective.

Seventy-two percent said that supporting the career development of their employees is a primary objective, but only 31% said their performance management program was meeting that objective. Only 1 in 3 respondents indicated that employees feel their performance is evaluated fairly, and less than half (49%) agreed that managers at their organization assess performance effectively.

Many employees complain about not receiving feedback on how they could improve their performance and how to further their careers. A 2022 Gallup survey found that 95% of

managers are dissatisfied with their organization’s review system. According to the Gallup survey, fewer than 20% of employees feel inspired by their performance reviews.

Likely, the lack of inspiration triggers disengagement, which costs U.S. companies $1.6 trillion a year; that is about $4,900 per person in the US. The performance review problem is exacerbated in the case of Millennials and Gen Z employees who crave feedback and are focused on career development to a larger degree than employees from other generations.

WHY DON’T PERFORMANCE REVIEWS WORK?

One reason is that managers may not have received training for performance reviews and may

have been affected by judgmental shortcuts that are associated with less-than-rational decision-making.

Daniel Kahneman, who was awarded Nobel Memorial Prize in Economic Sciences in 2002, suggested that decision-makers may take judgmental shortcuts to simplify decisions, while Herbert Simon, who received the same award in 1978 argued that people are affected by bounded rationality and satisfice, rather than optimizing or maximizing their outcome decisions.

Additionally, some organizations may standardize the review categories, including very subjective objectives, and apply them to different operating units.

Another reason may be that fewer and fewer jobs have objective and quantifiable outcomes that can be considered a measure of competence, talent or success.

Gaps between what performance reviews accomplish and what they are expected to accomplish, according to the importance of the objective.

Gaps between what performance reviews accomplishes and what are expected to accomplish, according to the importance of the objective Measured in percentage of WTW respondents answering questions about the objective importance and the degree to which it is.

Measured in percentage of WTW respondents answering questions about the objective’s importance and the degree to which it is.

Millennials and Gen Z employees crave feedback and are focused on career development to a larger degree than employees from other generations.

While the performance of a salesperson or knowledge of a professional can be objectively evaluated, attributes such as strategic insight, teamwork potential or innovative thinking can be subjective and hard to review, measure, assess or appraise.

Jack Kelly argues in a recent issue of Forbes magazine that poor review practices mean annual performance reviews and scales composed of employees-rating adjectives should be abandoned and replaced with productive and collaborative approaches that are conducive to open dialogue.

According to Kelly, this change would lead to more meaningful and equitable communication and mitigate the power dynamic between managers and employees.

One reason is that those who review and assess performance may bring their own backgrounds and personalities to bear in the reviews in what is called the “idiosyncratic rating effect.”

An ADP Research Institute researcher suggests that the rating managers bestow on others is more a reflection of themselves than of those they are reviewing.

WAYS TO IMPROVE PERFORMANCE REVIEWS

The Spring 2023 issue of HR Magazine that is published by the Society for Human Resource Management, the premier professional association for human resource managers, suggests several ways to improve the performance reviews as highlighted in the boxes to the right.

Not part of this list, but a legitimate way of thinking about enhancing performance reviews is to communicate and build high expectations that can stimulate job performance. Even basic expressions of gratitude have remarkably powerful effects.

Knowing that the manager appreciates an employee’s actions makes that employee feel valued, think more highly of the manager, build quality relationships, work harder because they feel valued and be more willing to increase job performance.

Gratitude and encouragement grounded in reality are the best ways to make a person feel valued.

WHERE COULD PYGMALION EFFECT FIT IN THIS PICTURE?

Can the Pygmalion effect be an alternative to the broken and unpleasant, but still necessary, performance reviews? To the degree to which it is objective and unbiased, it might.

Gratitude and encouragement grounded in reality are the best ways to make a person feel valued. Regardless of the applicability of Pygmalion Effect

Schedule reviews more often to be able to deal with performance problems as they arise.

Lend objectivity to the process by introducing performance goals, expectations and measurable targets at the beginning of the year. Ensure employees understand responsibilities, use the same performance standards and separate personal feelings from performance reviews.

Emphasize the importance of each job and help employees understand why their job matters. Explain how each employee’s position, as well as each department, fits into the organization’s overall strategy, and the importance of embracing the organization’s core values, such as integrity and resilience.

Use multiple-source performance input in a 360-degree approach that involves colleagues and subordinates to gain a fuller picture of employees’ capabilities and contributions.

Simplify the process.

Eliminate proximity bias that would penalize less visible employees. Don’t assume that employees who are not seen don’t work hard.

Avoid recency bias, which is basing a review on an employee’s most recent performance while ignoring earlier efforts and other impressive accomplishments.

Solicit feedback from employees to make reviews a two-way conversation, not a lecture.

Give advice calmly and helpfully, especially when calling out an employee’s subpar performance.

Separate conversations about performance reviews from compensation, even though they’re intertwined, because money is so emotionally charged. Employees may focus on learning about a raise or bonus, instead of paying attention to anything else.

in this context, addressing a broken performance review is a priority since many organizations (e.g., General Electric, Google, X, former Twitter) rely on a “stack ranking” system that rates employees on a bell curve and requires that a certain percentage of employees receive low ratings to guide layoff decisions and make employee separation and termination decisions.

While this statistical distribution of results has some appeal, every manager would prefer a group of high performers. Managers can communicate high

expectations to their employees by telling them that they have confidence in their abilities and by providing models of good performance.

In summary, the Pygmalion effect can be used as a tool with the appropriate employees to help boost performance. Emphasizing positive employee characteristics and mentioning areas for improvement helps the employee recognize the connection between their performance and managers’ expectations. In fact, there may be times when positive performance is the only feedback to provide to the joy of both the giver and receiver. TK

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Whatever type of program you’re wanting –traditional in-person, completely virtual or something in-between – Washburn’s MBA program can accommodate. Our program is designed to be flexible and completely customizable to meet the needs of working professionals like you. You can take classes part-time at your own pace or finish your degree in as few as 12 months.

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HE BOUGHT A CHURCH

CONVERTED CHURCH OFFERS COMPLEMENTARY FINANCIAL SERVICES

By KIM GRONNIGER

Photos by JOHN BURNS

A ONE-STOP SHOP

When a vacant church adjacent to his southwest Topeka home became available for purchase, Steve Reichle, a registered independent advisor with Midwest Financial Partners, saw potential in converting the property into a one-stop shop for customers seeking assistance for a variety of services — retirement and estate planning, wills, trusts, accounting consultation and more.

Initially, Reichle’s interest in buying the abandoned building stemmed from a preservation angle, both to restore the structure

Photo by BRADEN DIMICK

to a viable use and to protect the aesthetics of his neighborhood.

After purchasing the Good Shepherd Church/Arising Faith at 7630 SW 21st St. at a one-day auction in January 2020, he offered the building to another church he thought might be interested. When the pastor passed on the opportunity, Reichle started considering the possibilities that could come from repurposing the structure into shared office space.

A CONCEPT IS CREATED

“People are often overwhelmed at the prospect of preparing for retirement and creating an estate plan,” Reichle said. “I thought having one place for them to go for complementary services would make the process more convenient and less stressful.”

Reichle pitched his concept to Deborah Mikoleit, founder and president of Mikoleit Inc., which provides accounting and tax services for small businesses.

Professional acquaintances with mutual clients, Reichle and Mikoleit both operated their businesses in separate strip malls near Wanamaker Road and each had considered upgrading their offices to accommodate growth and add amenities.

“I liked the idea of being able to walk clients across the hall to meet with a financial planner.”

“When I realized my company was going to occupy half the building, we discussed the possibility of me becoming a co-owner,” Mikoleit said. “I liked the idea of designing our workspace and being able to walk clients across the hall to meet with a financial planner instead of handing them a business card to follow up with someone on their own.”

An initial hurdle included working with the Shawnee County Planning Commission to change the property’s zoning from residential to commercial. Bryan Falk, Falk Architects Inc., and his team assisted Reichle and Mikoleit with the rezoning efforts and drew up plans to transform the sanctuary, a nursery and other spaces into offices and a glass-walled interior conference room.

Murray & Sons Construction Co. executed the vision from start to finish in about four months and the project was completed in May 2022.

Steve Reichle and Deborah Mikoleit reached out to Falk Architects Inc. to assist in rezoning and plans to transform a former church into office space. Murray & Sons Construction Co. executed the plan in about four months.

Photos by JOHN BURNS

Deborah Mikoleit Founder and President Mikoleit Inc.

Photo by JOHN BURNS

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Instead of being a hindrance, the high-ceilinged sanctuary was “an asset because we could run all of the duct and electrical work through the top so we didn’t need to break up any concrete,” said Scott Murray, vice president of Murray & Sons Construction Co. “The remodel went really smoothly and if something did come up, we got the owners involved right away so they could weigh their options.”

“Giving new life to an existing building makes sense for a lot of reasons from a value standpoint,” Falk said. “It’s more energy efficient and better for the environment to renovate because you’re using resources that are already available.”

Falk credits Reichle with having a strong vision for what he wanted to accomplish to help shape their planning discussions.

“We love solving problems for clients and helping them realize their ideas in the most cost-effective,

beautiful way possible to make their space more visually appealing and functional,” Falk said. “It was great for us to be part of a renovation that will grow the economy and build their business.”

Murray agreed. “With every project, we want the owners to be happy with what they end up with and have it finished on time and within budget.”

VALIDATING A LEAP OF FAITH

Although buying the church took a leap of faith, Reichle said serendipitous turns along the way have validated his decision.

For example, just one day after he received the keys to the property, he noticed a police officer parked in the lot doing paperwork.

“Through our conversation, I found out his wife was an estate planning attorney with Riordan, Fincher & Mayo PA, which had offices across the hall from us at our previous location,” he said. “Now Lauren Bartee and Andy

Mayo are here one day a week or as needed to provide legal services for our clients. It just seemed like this venture was destined to work from the beginning.”

The model is a more comprehensive version of a similar business configuration at Midwest Financial Partners’ Overland Park office where its registered independent advisors work in proximity with specialists in accounting, annuities, health care and Medicare.

Cole Reichle, a registered independent advisor with Midwest Financial Partners, works in Overland Park four days a week and in Topeka one day a week.

He discovered his father’s plans for a consolidated financial services complex through a phone call.

“I asked where he was because there was wind in the background and he said he was outside the courthouse getting ready to buy a church,” Cole said. “We communicate daily so he kept this one close to the vest because he wanted

Midwest Financial Partners

L to R: Amanda Russell, Rick Ryan, Steve Reichle, Cole Reichle, Michael Meenen, Shari Nord

Mikoleit, Inc. Tax and Accounting

Standing L to R: Marian Donovan, Deborah Mikoleit, Nathan Mikoleit, Allen Joy,

Sitting L to R: Karen Diehl, Sherri Markus, Patty Menke

Photos by JOHN BURNS

Riordan, Fincher & Mayo, P.A.

L to R: Andy Mayo, Lauren Bartee

Kim Bryant

to confirm things before making an announcement and surprising me.”

Although the move caught him by surprise, Cole said now he’s “amazed by how well it all turned out.”

Mikoleit, a certified public accountant who started her business in 1996 after working at BNSF for several years, said the comprehensive financial services model has been well received.

“We’ve been able to take a bigger, collaborative approach to what we’re doing.”

“When our clients want to roll their company 401(k) plan into an IRA, the Midwest Financial Partners team can guide them through the process and provide input on Social Security options based on their individual situations,” she said. “Our clients also like having ample parking and a bright and open office to come to consult with us.”

Among their myriad responsibilities, Mikoleit and her son Nathan, an enrolled agent and a registered independent advisor with Midwest Financial Partners, and staff assist clients with

tax implications for Required Minimum Distributions, pensions and other retirement considerations.

“We’ve been able to take a bigger, collaborative approach to what we’re doing to help people do the right things to prepare for the future,” Reichle said. “We have the freedom to be our own bosses, yet we work as a team with people who share our values for serving customers.”

HOLISTIC APPROACH TO FINANCIAL PLANNING

High-quality customer service delivery is an embedded management philosophy throughout the financial services complex.

“The most satisfying thing about this work is providing good advice to people one-on-one and having them know that they can reach out at any time to talk through their questions,” Mikoleit said.

“As fiduciaries, our practice provides holistic financial planning to accomplish an individual’s goals,” said Rick Ryan, a registered independent advisor with Midwest Financial Partners. “If someone has a sum to invest, we don’t just look for a place to put the funds. We work with the individual to cover investment, tax, estate planning, retirement planning and risk management considerations to understand how we can best help and add value.”

He said recently a couple came in seeking assistance when their previous financial professional only wanted to communicate with them through text messages.

“People are looking for face-to-face conversations to navigate economic complexities, and that’s what we provide,” Ryan said. “We have a serve vs. sell philosophy and our new office arrangement complements that.”

When client conversations delve into taxation concerns, Ryan said, “Deborah’s team has a higher level of tax expertise, so it’s easy to bring them into the discussion. Our customers appreciate the convenience.”

The convenience aspect is not only beneficial for clients but also for the professionals who share the collective space.

“We don’t pretend to know everything so it’s handy to have great relationships with experts in other specialties who are nearby,” Cole said. “We’re all rowing in the same boat and are invested in the same things to help our clients.”

Working in an industry built on relationships, Reichle appreciates the importance of cultivating connections with colleagues as well as clients.

“Every day the financial services business changes, so being able to work together and learn from one another helps us stay informed so our clients can achieve their goals,” Reichle said. “Having a one-stop shop benefits all of us.” TK

Steve Reichle Registered Independent Advisor Midwest Financial Partners

Photo by JOHN BURNS

AT THE CORE

WITH DANIELLE J. MARTIN

SPOTLIGHT ON JULIET

ABDEL

PRESIDENT OF THE GREATER TOPEKA CHAMBER

Photo by PRESTON WILSON

ABOUT JULIET ABDEL

Juliet Abdel’s influence extends nationally, serving as a director on the governing body of the Association of Chamber of Commerce Executives and contributing to the Advisory Council for the Leadership Program of the Rockies.

Juliet is a charter member of the Rocky Mountain Alumni Chapter of Sigma Lambda Gamma MultiCultural Sorority and has been a dedicated spokesperson for the American Heart Association’s Go Red program since 2021 and Women Heart since 2022.

Juliet has served on the U.S. Chamber Board of Directors as an Institute Regent, the United Nations Association in Oklahoma City Chapter, and various other boards dedicated to inclusivity and community development.

Armed with a master’s degree in international studies, specializing in development, society, and education from Oklahoma State University, Juliet has authored publications on female empowerment and entrepreneurship.

“At the Core with Danielle J. Martin” features leaders across Kansas and is dedicated to showcasing the stories and voices of local leaders who have substantially impacted their communities and industries.

MARTIN: Today I’m sitting down with Juliet Abdel, president of the Greater Topeka Chamber. Juliet, this is a prominent moment for you. You’re the first woman president of the chamber.

ABDEL: I’m a minority woman who followed the chamber industry path under a CEO who also broke that ceiling, so I’m even more proud to have followed what my mentor had done.

MARTIN: How does it feel to create history?

ABDEL: Fabulous. It’s inspiring to know that I’m leaving that legacy for others.

MARTIN: You’re from Oklahoma City and have been there most of your life.

ABDEL: I’m half Okie, half Yankee. I was born in the Big Apple and grew up in Queens before moving to Oklahoma. At Oklahoma State University, I pursued a master’s degree in international studies with a focus on development and education. I started working at the (Oklahoma) state capitol where I was part of the legislative process. After grad school, I moved into chamber work because I knew I wanted to pursue it as my career.

MARTIN: Why did you choose that industry?

ABDEL: My background includes policy, development, micro crediting and lending. The chamber is an economic development agency that helps businesses and people become more economically mobile.

My mom and I co-owned a grocery store, and we didn’t work with our chamber. Our local chamber was around, but we didn’t understand what a chamber of commerce does. There’s so much value in having those resources. I’m fulfilling my purpose when I know I’m helping someone else.

MARTIN: Economic development is big for small business communities like Topeka.

ABDEL: You want to start a business, but you don’t have a playbook. How do we get the word out to them and communicate the ways they can grow and thrive? I’ve seen that in the economic development and public policy work we do. It’s about the full scope of what can support businesses and help them break barriers.

MARTIN: Tell me about diversity, equity and inclusion (DEI).

ABDEL: Something I did before joining the Greater Topeka Partnership was to see what it stood for. Our core value is equity in everything we do. We know that businesses are not immune to their community and vice versa. What we do in commerce affects our residents, and our residents affect our businesses. The partnership embodies many DEI values in the priorities we have in Momentum 2027. It’s not restricted to one department, and that’s how it should be.

MARTIN: Talk about your journey to Topeka.

ABDEL: I found a community (in Oklahoma) that was already tackling amazing things, and I hitched my wagon. After Oklahoma, I went to a chamber in Colorado that was only three years old. I grew it and ensured our presence was felt at the city, county and state levels. Once I’d made that organization better, the Greater Topeka Chamber was calling me next.

MARTIN: Why should people trust that the work you’re doing is for them?

ABDEL: One of my goals is to be visible in the community. I can’t know the community’s needs and wants without connecting to people. Business owners often don’t know where to go or how to access help. I want to be that person who walks into your business and has a oneon-one with you. There’s no one who can’t learn from their community.

MARTIN: What influences your professional development?

ABDEL: My mentor pushed me into professional development. She would come into my office and say, “Hey, we’ve got this conference next month. You’re speaking about young professionals.” I didn’t have a choice, but it was for the best. I was connecting with peers and seeing what other communities are all about, including their pitfalls. You don’t have to make the same mistake as someone else.

As the world changes, you have to adapt. The only way to do that is to grow your network, mindset and space.

MARTIN: What challenges do you see ahead that you want to tackle?

ABDEL: Our CEO once used the phrase “toxic negativity,” the mindset that there aren’t many good things about our community in Topeka. Then I started meeting with people, and their perspectives have been amazing.

I heard someone at an event ask their peer, “Aren’t you in Topeka often?” Their peer responded, “Not if I don’t have to be.” When I asked him about it, he said, “It’s actually gotten better over the last eight years. There have been more projects and progress in the community.”

You can’t be stuck in the past when things are happening. When you live somewhere, it’s hard to see what’s new. You’re conditioned to live and work and not notice those changes.

MARTIN: What about work is important to you?

ABDEL: I have core values. My faith, then my family. I’m a first-generation American. My parents are proud of everything they’ve put their heart and soul into after coming to another country. When I call my dad, the first thing he says is, “Have you started running for Congress yet?” You want to make them proud, but you also want them to know how to access opportunities.

MARTIN: How do you choose a job?

ABDEL: Everything I do is with intention. If there’s no purpose behind it, it may not be for me. I’m a twotime aneurysm survivor. I view life differently than someone younger because I know tomorrow isn’t guaranteed. Those health scares

pushed my sense of urgency. What are the reasons you’re here? It should fuel what you get involved in. Talk the talk and walk it as well.

MARTIN: Your health scares must have been difficult.

ABDEL: My aneurysms were my biggest blessing. I changed my life because of them. Most professionals keep working even when we’re not feeling well. I did that for two weeks while having debilitating migraines. Doctors pushed my concerns aside and misdiagnosed me. I’m a big proponent of self-advocacy. I pushed back, but I eventually had to rush to the emergency room because it was getting worse.

MARTIN: What were you thinking in that moment?

ABDEL: I couldn’t open my eyes anymore. My friend took me to the hospital and it was a unique experience. A doctor did scans and told me I’d suffered an aneurysm triggered by stress.

MARTIN: One of your passions is speaking about that situation in the context of women’s empowerment. Why is that important?

ABDEL: I’ve been passionate about women’s empowerment since I was younger. My mom is a very strong and independent woman. I wanted to embody that. Women take on so much and many of us feel guilty for taking care of ourselves. I mean, studies show that close to 50% of women feel guilty for stopping to check on their health and wellness. I survived two aneurysms so I could help women and anyone who isn’t prioritizing their health and wellness. When I started in the industry, I heard stories about chamber executives or CEOs who passed away at their desk from heart attacks. You shouldn’t neglect health. You’re here to live, not living to work.

MARTIN: You’re in a powerful position, but you’ve gone through things that many can relate to.

ABDEL: That’s one of my strengths. There’s probably nothing you’ve been through that I can’t relate to, and that’s a good thing. Our similarities can drive how we work together and understand one another. You can read someone’s resume, but it doesn’t tell you who they are. As women, it’s important to set the stage for others. The more we speak to our differences, the more we find how similar we are.

MARTIN: Where can local businesses go to find resources?

ABDEL: The partnership has a small business council and GO Topeka assists with incentives, funding opportunities, angel investors, innovation and diversity.

MARTIN: What’s next for you?

ABDEL: I’ve got the next three years planned for what I want to achieve for the chamber. You have to continue learning and growing. It’s not about the next shiny thing, it’s about the next thing that can help me in the present.

MARTIN: What keeps you motivated?

ABDEL: When I had my aneurysm, I started focusing on my physical and mental wellbeing. I have affirmative practices I do daily, like walking and drinking a lot of water.

MARTIN: How do you keep a sharp mindset?

ABDEL: I completely disconnect after my last thing for the day. If I check emails, it’s to monitor them. I don’t touch them until morning. If I do, I’ll never recharge.

MARTIN: Juliet, thank you so much for speaking with me and letting the community get to know you. TK

JULIET ABDEL President Greater Topeka Chamber

Photo by SHEA SWINFORD

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BUSINESS NEWS

ALL PHOTOS SUBMITTED

West Ridge Mall Owners Hire DallasBased Company

West Ridge Mall owners Cody Foster and David Callanan have recently chosen Dallas-based Russell Glen Company to help reimagine the mall into a destination for NE Kansas. Russell Glen focuses on mixed-use spaces that specialize in creating community-minded experiences.

Bettis Companies Expands with New Acquisition

Bettis Companies Expands Service

Offerings with PCI Mechanical Acquisition. PCI Mechanical has a remarkable history and unwavering commitment to excellence.

Blind Tiger Renews Topeka Zoo Sponsorship

Blind Tiger Brewery & Restaurant renewed their sponsorship of the Sumatran Tigers at the Topeka Zoo for 2024. Every pint, half pint, growler, squealer, and keg of Tiger Bite IPA sold at the Blind Tiger Brewery provides financial support for the Sumatran Tigers at the Topeka Zoo.

Prairie Band Casino Adds Local Sportsbook

Prairie Band Casino opened Kansas’ first local and tribal owned sportsbook. Kyle Sipe, Sportsbook Manager says, “We’re thrilled to launch the only locally owned sportsbook in Kansas. Our first-class betting product combined with premier resort amenities will provide guests an unparalleled sports betting experience.”

Tiffany Headlines Greater Topeka Partnership’s Annual Meeting Celebration

Greater Topeka Partnership presents the “Totally Topeka” Annual Meeting celebration, featuring 1980’s Pop Icon Tiffany on Thursday, April 4th. This year’s event will be held at West Ridge Mall, offering a memorable celebration of Topeka’s past and future.

University Of Kansas Health System

St. Francis Campus Appoints New Chief Medical Officer

The University of Kansas Health System

St. Francis Campus has appointed Sridevi Donepudi, MD, as chief medical officer (CMO). Dr. Donepudi will provide medical staff leadership, strategic and operational planning, along with oversight for the hospital-based physician group and medical ethics.

Stormont Vail Health Welcomes New Plastic Surgeon

Stormont Vail Health welcomes Dr. Dana Balderrama, a board certified plastic surgeon specializing in cosmetic, hand, reconstructive, and microsurgery, to the Stormont Vail Plastic and Reconstructive Surgery team in Topeka.

New Board Members Join NOTO Arts and Entertainment District

Midwest Health Announces

Newly Promoted Vice President Midwest Health promotes Zach Eaton to Vice President of Independent Living Operations. In his new role, Zach will oversee the operations of five independent living communities within the Midwest Health portfolio.

The NOTO Arts and Entertainment District Executive Director Thomas Underwood announces six new board members: Lindsay Baker, Security Benefit; Lisa LaRue Baker, 785 Arts LLC; Tami Cortez, Cortez Transportation Company, Inc; Michael Hooper, Community Member and Artist; Dusty Nichols, Shawnee County Emergency Management; and Shelly McMaster, Stormont Vail Health.

Basic Facts About Depression

• Major depression is one of the most common mental illnesses, affecting more than 8% (21 million) of American adults each year.

• Depression causes people to lose pleasure in daily life, can complicate other medical conditions, and can even be serious enough to lead to suicide.

• While certain factors increase the risk of developing depression, it can affect anyone, at any age, and of any race or ethnic group.

Symptoms

• Persistent sad, anxious, or “empty” mood

• Sleeping too much or too little

• Weight fluctuations

• Loss of pleasure and interest in activities once enjoyed

• Restlessness, irritability

• Persistent physical symptoms that do not respond to treatment (such as chronic pain or digestive disorders)

• Difficulty concentrating, remembering, or making decisions

• Fatigue or loss of energy

• Feeling guilty, hopeless, or worthless

• Thoughts of suicide or death Learn more about depression at samhsa.gov,

Primary Care That Puts

YOU FIRST

Stormont Vail Health supports wellness for all ages with comprehensive primary care as unique as your family.

• Annual, Sports, & Women’s Health Physicals

• Annual & Routine Preventative Screenings

• Immunizations

• Mental Health Screenings

• Specialist Referrals

• Treatments for Common Conditions

With 6 Topeka Locations, Care is Always Close to Home

Cotton O’Neil Asbury Drive 2902 SW Asbury Dr, 66614 (785) 270-0197

Cotton O’Neil Garfield Clinic 901 SW Garfield Ave, 66606 (785) 354-9591

Cotton O’Neil Croco Clinic 2909 SE Walnut Dr, 66605 (785) 267-0744

Cotton O’Neil Mulvane Clinic 823 SW Mulvane St, 66614 (785) 354-9591

Cotton O’Neil Corporate View Clinic 601 SW Corporate View Rd, 66615 (785) 270-4440

Cotton O’Neil North Clinic 4505 NW Fielding Rd, 66618 (785) 270-0080

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