Women in Law Enforcement

When Negotiating To Thyself Be True

Healing the Sea

Board Room Gamesmanship

Donate Please

Apply Please

New Measures to Protect Commuters

Corrections or additions?

These articles by Kathleen McGinn Spring and Bart Jackson

were prepared for the March 26, 2003 edition of U.S. 1 Newspaper. All rights reserved.

Some Good News For Job Hunters

Truly, we are in the worst crunch we have been in,"

says Barbara Parnell, owner of Paley Personnel in Philadelphia.

A veteran of 12 years in the employment industry, she has never seen

hiring paralysis like this. Still, she is seeing a number of bright

spots, at least one, paradoxically, the result of Enronitis.

On Thursday, March 27, at 6 p.m., Parnell speaks to the Central Jersey

Women’s Network on "The Job Market: What’s Hot, What’s Not"

at the Wyndham Hotel in Mount Laurel. Call 908-281-9234.

A native of Australia, Parnell studied business administration at

the University of Alberta and took a job with Canadian Pacific, moving

to Philadelphia as employment manager when the company opened a hotel

there. The hotel closed but Parnell, now married to a Philadelphia

lawyer, stayed on and founded her own employment agency seven years


The agency specializes in placing office managers, administrative

assistants, and executive assistants. Hiring has slowed markedly in

a number of sectors, including retail, state and local government,

manufacturing, securities, and, adds Parnell, professional recruiting.

"It’s a very rough market now," she says.

In the every-cloud-has-a-silver-lining department, however, Parnell

says corporate law is absolutely booming. In the wake of corporate

scandals, issues of corporate governance have built enormous demand

for attorneys skilled in assuring that officers comply with the law.

An aging population is spurring hiring, too. Parnell says every sector

of the healthcare industry is doing well. She is seeing brisk hiring

by pharmaceuticals and by the companies that serve pharmaceuticals.

Companies making medical equipment and instruments are doing well,

and so are hospitals and other healthcare institutions.

Hiring is picking up on college campuses, and especially in the institutions’

development offices, as personnel are sought to tap aging alumni for

donations. The non-profits, another group dependent to a degree on

donations, is also in hiring mode, according to Parnell.

As for where to look for jobs, Parnell suggests the suburbs. She has

seen that companies are showing a preference for a location away from

the center of a city. Reasons include incentives offered by suburban

towns, higher taxes in some cities, and increased use of technology,

which to a degree makes location irrelevant.

She finds that employees are willing to follow. "They find a place

where they want to live, and then they commute," she says.

As for what employees are telling her they want in a job, she says

stability is now at the head of the list, followed closely by salary.

Liberal vacation time is important too, as are family-friendly perks

such as on-site day care.

Many job seekers are forced to settle for a less-than-perfect job

right now, but Parnell is sure the pendulum will swing back again.

She recalls the boom at the end of the 1990s and speaks about the

cyclical nature of the employment market. "It was bad in the early

’80s, and the early ’90s," she says, "and here we go again."

But, she adds with complete confidence, "we will come out of it."

Top Of Page
Women in Law Enforcement

Lt. Colonel Lori Hennon-Bell speaks on "The

Role of Women in Law Enforcement" on Thursday, March 27, at noon

at the communications building on the Mercer County Community College

campus. There is no charge. Call 609-586-4800 for more information.

Hennon-Bell is the first female lieutenant colonel in the history

of the New Jersey State Police. She was promoted to the position in

September. She was also the first female recruiter, sergeant first

class, captain, and major. She is deputy superintendent of administration,

and is charged with overseeing a civilian and enlisted staff of more

than 1,000 people and a budget of over $300 million.

A Princeton resident, Hennon-Bell is a graduate of Thomas Edison State

College and she holds a master’s degree from Fairleigh Dickinson University.

She had led many efforts for organizational reform, and is currently

focusing on Consent Decree reforms designed to ensure that citizens

are treated with dignity and respect. She is also the driving force

behind the introduction of E-learning to law enforcement agencies

throughout the state.

She will discuss the history and utilization of female troopers in

the New Jersey State Police, as well as national trends and issues

confronting women in law enforcement.

Top Of Page
When Negotiating To Thyself Be True

In a sense, all business negotiation begins with a good,

long, soul-searching chat with oneself. "It’s not what they want,"

suggests business coach Susan Rosner, flipping traditional thinking.

"It’s what you want."

Rosner speaks on negotiating at a meeting of the Executive Women of

New Jersey on Friday, March 28, at 8:30 a.m. at the Institute for

Women’s Leadership at 162 Ryder’s Lane in New Brunswick. Call 973-403-9174.

Rosner is the founder of Coach-On-Call, a Newtown, Pennsylvania-based

coaching business. She holds a bachelor’s degree in psychology from

Adelphi (Class of 1974) and an MBA from George Washington University.

She has spent the bulk of her career working for corporations. Her

last executive job was with an E-learning company that was acquired

by USA Network. She stayed on for a while, but left when the travel-heavy

position began to conflict with her priorities. "I have a teen-ager,"

she explains. Her desire to spend more time at home clashed with her

company’s need to have her on the road, and so she chose to start

her own business.

Most people, Rosner finds, try to fit into their company’s culture

and to comply with the priorities imposed by their jobs. There is

another way to go, she says. "What are your priorities?" is

the key question. "What are you going to get your energy from?"

She suggests that anyone seeking a job or a promotion, or weighing

the option of starting a business, be clear about his objectives.

Is salary the paramount consideration, or is flexibility more important?

Is the excitement of a start-up worth the uncertainty and no-frills

atmosphere? Does on-site day care trump all of the above — at

least in the short term?

Clarity about personal objectives imparts confidence during any job

search, negotiation, or business decision. "People need a vision

of what they want to accomplish," says Rosner. "A lot of energy

is spent on strategic planning around getting people to fit in with

the vision of the company, but first on the hit parade is their vision.

How does the organization fit with their vision?"

Many of Rosner’s current clients are executives whose vision, albeit

fuzzy, does not involve the corporate life anymore. Many first think

that buying a business is a good alternative, and it well may be,

but there is often a need for some substantial self-evaluation.

Are there any commonalities among her clients who have decided to

trade the corner office for a shop on the corner? Yes, indeed, says

Rosner: "Most don’t have a clue."

Two clients she is working with now told her that what they were looking

for in a business was simple. "One is from major pharma,"

says Rosner. "One is from manufacturing. Each of them has $1 million

to $2 million in net worth, but neither wants to put it all a business."

Each told Rosner he was looking for just one thing in a business —

enough cash flow to replace his salary.

At the onset of their work with Rosner, each believed this to be true,

but when she found a business for one of them, he quickly rejected

it. "The product was a low-end household product," Rosner

recounts. "The guy said `I don’t know if I can hold my head up

selling this.’" Even if the financials were great, he realized,

he would not want to be associated with a down-scale product. He learned

that whatever business he bought would have to confer prestige.

Another client had a longer list of requirements when he first met

with Rosner. "He named five criteria," she says. But when

he found the business he wanted, it met none of them. So, while a

simple requirement, such as replacing a salary, is bound to be refined

as the process of moving out of corporate America and into a small

business goes on, having a big list of criteria upfront isn’t always

a great idea either. "It limits possibilities," says Rosner

of the latter tack.

While some people are ready to leave an employer behind, others don’t

have that option. Rosner is working with a technology executive who

has wanted to get into the entertainment business since he was a young

man. The problem is that he needs three more years before he can cash

out of his company without penalties. While he feels that it would

be unwise to leave money on the table, he worries that even if he

sticks around in a job he does not enjoy, the money might not be there

when he is fully vested.

The solution, says Rosner, is to focus on building a new career while

staying on at the current job. Situations like these are common, and

she says the answer lies developing what she calls a "career portfolio."

Don’t just slave away at one job. It is better to work different opportunities

at the same time. "One pays the bills," says Rosner, while

the other provides a creative outlet and could well lead to a new


Rosner herself has a career portfolio. In coaching clients who were

getting ready to be entrepreneurs, she helped to hunt down opportunities,

and soon realized the potential in being a business broker. She now

matches those who want to sell businesses with those who want to buy.

"It’s much more lucrative," she says of the second enterprise.

It also uses many of the same skills that come into play in coaching.

She thoroughly enjoys both businesses, because both involve her strengths

— or "gifts" as she terms them — and both are a good

fit with her lifestyle priorities.

In her own life, Rosner’s self-evaluation has answered the question

she suggests that everyone ask: What do I enjoy doing, and how can

I make it turn a buck?

Top Of Page
Healing the Sea

Where did all those beautiful whales go? We stopped

harpooning them years ago. And why do bluefish multiply like roaches

even though we fish them to what should be extinction? The answers

lie deep at the bottom of the sea, and in the studies of oceanographer

Jeremy Jackson. As humanity stirs its unknowing hand into the

limited oceans, dumping vast tonnages of crude oil and garbage, netting

out entire species through overfishing, and hiding away nuclear waste,

that primordial cocktail changes.

Jackson looks at the current state of our ocean resources and what

building blocks need to be sustained when he gives a free lecture

on "Brave New Oceans" on Monday, March 31, at 3 p.m. at Wallace

Hall of Princeton University’s Woodrow Wilson School. Jackson, director

of the geoscience department at the Scripps Institution of Oceanography

[and no relation to the U.S. 1 writer], speaks to both the scientific

community and to the informed laity. He discusses the extent and results

of global overfishing, what critical habitats must be retained, and

what restoration would require.

This talk is one in a series sponsored by the Woodrow Wilson School’s

Science and Technology Environmental Program (STEP). STEP’s goal is

to provide policy makers with all the necessary scientific information

to make informed environmental choices. Future talks and STEP events

can be found online at www.calendar.princeton.edu or by phoning Chuck

Crosby at 609-258-0293.

Imagine if the Isthmus of Panama did not exist. Jackson has not only

imagined the possibility, but he has studied it. His Panama Paleontology

Project, which he founded in l986, gathered 30 scientists to uncover

how this neck of land slowly evolved and what resultant species and

ecosystems developed. Since his early career, beginning as an ecology

professor at John Hopkins University in l971, he has published five

books and over 100 scientific papers. His extensive research on the

tempo and mode of ecosystem evolution along coastal coral reefs has

earned him the Smithsonian Institute’s Gold Medal for Excellent Service.

Discover magazine rated his work on overfishing as the most outstanding

discovery of 2001.

"Today, place names for oysters, pearls, and conches conjure up

ghosts of marine invertebrates that were once so plentiful as to cause

hazards to navigation," Jackson has written. He ticks off on his

fingers, "manatees, rays, sharks, sea cows, crocodiles, codfish;

all are now functionally extinct (that is, they no longer affect their

ecosystems), and the Caribbean bays, once thick with millions of sea

turtles, now host them only in the tens of thousands."

This devastation long precedes the era of sex, drugs, and rock and

roll. It did not fall like thunder within the past few decades with

all the blame resting on the shoulders of 20th century man. Jackson

has traced the increasing human impact, particularly overfishing,

from our aboriginal ancestors, through the age of Colonialism, beginning

in the 15th century, and up to the current global decimation.

Cutting the kelp. One of Jackson’s best documented examples

of ocean interrelationships has to do with the kelp forests, which

for the past 20 million years grew with increasing lushness in our

own northeast and from the Pacific Rim over to Alaska. Kelp is the

primary food source on which so many of the ocean’s species ultimately

depend. Sea urchins eat kelp. Sea otters and Atlantic codfish in turn

eat the urchins. A balance is struck.

Enter ancient homo sapiens to the Aleut islands. They wildly and effectively

hunt the sea otters. Otter populations plunge, allowing kelp-nibbling

sea urchins to run unchecked. The 18th century brings fur traders,

who hunt sea otters, along with seals and sea lions, almost to extinction.

Then the human hand inadvertently initiates a nasty quirk. Killer

whales, who have always dined on sea lion and seal, must shift their

cuisine. They select sea otters from the ocean menu. Further otter

destruction means less kelp, which means less food at the base of

the chain for everyone.

Meanwhile out east. Legendary numbers of huge cod and

other ground fish once roamed in thick hordes, preying voraciously

on sea urchins. Even 5,000 years of aboriginal hook-and-line fishing

failed to diminish their numbers significantly. Then in the l920s,

mechanized fishing technology with massive nettings swiftly reduced

their numbers. Good news for the urchins and crabs and lobsters. Bad

news for the dwindling kelp forest and all the oysters, bivalves and

conchs that required the kelp and associated food sources. The whales

no longer can find the photoplankton on which to feed, while the garbage-feeding

bluefish are flourishing handsomely by feasting on mankind’s dumpings.

Reverse and restore. Jackson’s most remarkable and frightening

conclusions all outline the amazing suddenness with which our coastal

marine ecosystems have been destroyed. The two-pronged attack of pollution

and overfishing has led him to state, "that even the seemingly

gloomy estimates of globally overfished stocks are certainly far too

low." Yet modern global man has better tools, and in many cases

uses a larger perspective than his Colonial ancestors. In Chesapeake

Bay the amelioration of farm run-off and other pollutants has led

to a massive restoration of oyster reefs. In the Florida Keys, the

primary food sources of coral reefs and seagrass have been expanded

greatly by establishing large preserves that protect fishes, sharks,

and turtles.

When Europeans first came to Lenape encampments in the Garden State,

they found natives dining on oysters the size of dinner plates. Granted,

man’s hand has meted out a swift and harsh devastation. But these

sea creatures are remarkably resilient. Couple that with mankind’s

amazing inventiveness and determination, and we may just be able to

renew our seas and restore them as a resource.

— Bart Jackson

Top Of Page
Board Room Gamesmanship

Problem: no one in your shop knows the business beyond

their own little cubicle. The old solution? Get some slickly dressed

consultant to stand before a captive employee audience, thwack a flip

chart with a pointer, and put everyone to sleep. The new solution?

Go roll some dice on company time, scurry after little lab rats in

three-piece suits, and watch that girl from the loading dock best

the CEO.

It’s all part of the game of business. Your whole operation boils

down to a Monopoly-style board, and becomes a playing field where

employee teams compete to win — and to learn just how the company


Executives looking for a new way to open their employees’ eyes to

the whole gamut of challenges their companies face may want to attend

"The Drug Process: From Discovery Through Product Launch"

on Tuesday, April 1, at 8:30 a.m. at the Learning Key in Washington

Crossing, Pennsylvania. Cost: $595. Call 215-493-9641.

Learning Key founder Elizabeth Treher explains how not only

pharmaceutical firms can ramp up employee awareness of goals and processes

through board games, but how banks, technology, and manufacturing

companies can do so too. Treher hastens to add that despite the somewhat

misleading title, this talk explains how a series of custom-designed

games and accompanying workshops can be adapted to all fields of business


All animals learn by playing. Play is creative and participatory,

and the lessons we learn stick in our memories. Lectures, on the other

hand, tend to flow over us like summer rain. This is the base upon

which Treher, a scientist and businesswoman, built her consulting

firm. Raised by a linguistics professor mother and a physician/medical

researcher father, Treher had a wide range of interests instilled

at an early age. After obtaining a bachelor’s degree in chemistry

from the University of Southern California, she earned her master’s

and Ph.D. in nuclear and radiochemistry from Washington University

in St. Louis.

"I’ve always loved to invent things," says Treher, who holds

several patents, including one for a cardio-technological imaging

agent. Treher’s innovative bent showed itself in her work at Los Alamos

Laboratories and continued on into Squibb, where she became a research

and development manager. Then, as Squibb merged with Bristol-Myers,

Treher shifted into management, designing the curriculum for its Center

for Scientific Education. It was here that she began to formulate

a vision of how to show employees how their work fit into the large

scheme of the company’s mission.

"The real problem in almost all multi-department companies is

that individuals grope about the business like blind men around an

elephant," says Treher. "They just don’t see the big picture."

Teams too often do function in a vacuum, but they can not do their

best work in this state of isolation. Even the most perceptive bean

counter can not effectively report to his CFO if he has no concept

of what all those beans represent. Any team is of much greater value

once it visualizes the entire process of product launch, from discovery

to market shelf. Likewise, any employee is more effective when he

grasps the full range of his company’s goals and services.

The challenge for Treher and her Learning Key consultants became how

to develop a series of workshops where, as she puts it, "employees

would understand, retain, and enjoy the product-launch learning process."

Down on the pharm. Given her pharmaceutical background,

Treher drew her first clients from that industry. For them she developed

the Pharm Game on a three-by-four-foot board with colorful little

pill bottles for the "men". Little white rats in suits and

lab coats take on threatening or helpful roles. Each three-to-five

person team chooses a bottle and squares off against three opposing


They draw cards and the game is off.

Good news! Your ointment has been shown to have skin cleansing and

insect repellent properties. Bring in the boys from marketing and

move ahead. Bad news! In clinical trials your drug has been found

to induce heart attacks. Go back to the laboratory. "It is amazing

how close to home some of these cards hit," says Treher.

The obvious limiting factor of the game lies in its audience size.

A maximum of 20 can get involved on any given session. The intimacy

of this class, however, may be viewed as beneficial, particularly

when the game is accompanied by Key workshops. Also, at $2,500 each,

the game becomes yours. It is self-explanatory and can be played without

help from a consultant. It is also possible to customize a game, which

then conforms to the exact reality of a company’s current product

line. The price range for these one-of-a-kind games is $5,000 to $45,000.

The play’s the thing. "You should see how competitive

and excited some of these teams get," laughs Treher. "One

team draws a card telling them that they have made a friend in the

FDA and their approval will come faster, and they jump up and down,

hooting with glee." We are all, in the end, children. And remember

how fast you learned things as a child?

Some of the more progressive firms mix new hires or rank and file

workers from the production line with upper echelon executives. Whatever

the blend, it allows employees to raise their heads above their own

cube farm, and put some faces to the "they" in other departments.

When the competitive dust settles, the players fold up the board with

a much greater overview of what it takes to get a drug to and through

the trials, and past the road blocks which must be addressed along

the way. At least, so says the University of New England, whose business

researchers recently awarded the Pharm Game first prize in instructional

coverage, participant retention, and learning delivery.

The Big Buck$ and other toys. The current explosion of

banking investment options can boggle the mind of even the most savvy

CEO. Add to that the mushrooming of multi-agency regulations and a

whole new, broader range of competitors, and it’s easy to understand

why individual employees, struggling within their own separate divisions,

view management decisions with confused amazement.

Yet around the Big Buck$ game board all the choices and accompanying

problems get laid bare. Do I ace my competitors by investing that

huge deposit in Brazil at rates that would make a Mafioso blush? Or

do I put it into home mortgages? What does patriotism say? What do

the Feds say? And how do I balance risk versus potential gain? Slowly

the reasoning behind each decision dawns, and each team member’s role

becomes more clear.

Treher notices that banks are still giving out toasters to attract

customers. "I think they would do much better to give away a copy

of this game, to help their customers understand all the services

available," she says, only half joking. Actually several companies

have enlisted clients to join in their games to familiarize them with

all the opportunities their firm affords.

On to the future. To create a game, Learning Key staff

has to first learn what each game will teach. They interview each

department and team, determine the typical and unusual experiences,

and meld them into their own overview of the business. It’s long and

costly work. But business is good, and new games are being prepared.

Among them are Clinical Pharmaceuticals and The Procurement Process

(for all businesses). The new games most likely will be available

in an Internet format.

The most successful investors are those who joyfully play the market.

The best entrepreneurs are those who are creating what they love.

Business need not be grim to be effective. And information learned

while rolling dice beside the CEO may prove just the enticement an

employee needs to turn "empowerment" into something beyond

an empty cliche.

— Bart Jackson

Top Of Page
Donate Please

The New Jersey Tree Foundation, in partnership with

the New Jersey Forest Service, is conducting a commemorative 2003

Arbor Day event at Liberty State Park. The Grove of Remembrance is

a tribute to New Jersey residents who lost their lives on September

11. Through a grant awarded the New Jersey Tree Foundation by the

USDA Forest Service, one tree will be planted for each of New Jersey’s

691 residents who perished to celebrate their lives and their contributions

to their families and friends and to the state.

The foundation is reaching out to New Jersey’s corporations for donations

of additional funds, resources, and volunteers to plant trees. Donations

sought include shrubs, perennials, ground cover, 100 cubic yards of

mulch, 30,000 cubic yards of topsoil, benches, shovels, mulch forks,

bolt cutters, hand pruners, pruning saws, and boxed lunches for the

volunteers — approximately 120 a day for seven days. For more

information call 609-984-3856 or E-mail njtfl@juno.com

The W.M. Keck Center for Collaborative Neuroscience has announced

the Fred Ferrari Fellowship , which will provide opportunities

for outstanding graduate students in the field of spinal cord injury

research at Rutgers. It will help Dr. Wise Young, director of the

center, to recruit the most promising graduate students, train them

in the latest research, and send them on to top laboratories across

the world.

The center is hoping to raise $500,000 in endowment to attract a top

graduate student each year. For additional information, or to make

a contribution, call 732-445-6573.

The Robert Wood Johnson University Hospital at Hamilton ‘s

auxiliary volunteer service department is holding a travel raffle

to benefit the Grounds for Healing at the Cancer Center on the hospital’s


Called "Passport to Dream Vacations," the raffle includes

15 vacations. The trips range from 11 nights in Italy to six nights

in Paris to a four-night Ireland pub tour. There is also a Caribbean

cruise and a weekend in Cape May. Tickets are $100 and only 750 tickets

will be sold. Trips must be booked by December 31, 2003. The drawing

takes place on Friday, May 16, and purchases need not be present to


Call 609-689-7080 for more information.

The Princeton Regional Chamber of Commerce is seeking

donations for its annual golf outing, to be held on Monday, June 9,

at the Cherry Valley Country Club. A master sponsorship, at $2,500,

includes one golf foursome, a company’s name on all promotional materials,

a banner at the outing, and recognition at the reception. Other sponsorship

packages are available. Call 609-520-1776 for more information.

Top Of Page
Apply Please

Funding is available through the Mercer County Bar Foundation

to eligible organizations for the support, development, or implementation

of programs that support conflict resolution or reduce violence in

children’s behavior. The program should have a component that involves

parents. The maximum grant award is $500. Grants will be awarded on

May 31, and the next deadline for grant submissions is April 15.

All interested non-profit organizations, agencies, and municipalities

in Greater Mercer County are invited to contact Bill Coleman at 609-637-4908.

Top Of Page
New Measures to Protect Commuters

Shortly after bombs started dropping on Baghdad, Governor

McGreevey announced a series of measures to increase security on NJ

Transit trains. Meeting with transportation and law officials aboard

NJ Transit’s Police Mobile Command Vehicle, a 40-foot transit bus

converted into a mobile response unit, the governor promised to add

to already-increased surveillance and response measures.

The response unit itself is part of the effort. Used by the NJ Transit

Police Department, it contains outside phone lines, a fax machine,

portable computers and printers, and an on-board radio system with

several frequency bands to communicate with other law enforcement

agencies, as well as other regional transit agencies.

Among the new measures are:

State Police. NJ Transit’s already increased uniformed

and plainclothes police patrols on trains will be supplemented by

uniformed New Jersey State Police.

Bomb-sniffing dogs. NJTransit will double the number of

K-9 units from two to four. They will be used to detect explosive

devices. The two new units are now in training, and will be ready

for action by late-May.

Radiation detectors. NJ Transit is purchasing belt clip-on

radiation detectors to ensure that all of its regional police commands

throughout the state are equipped with the devices. All of the detectors

should be in operation before the first of April.

Hotline. The NJ Transit Police Department has activated

a hotline to accept anonymous calls of suspicious activity on its

property or in its equipment. Call 888-TIPSNJT.

These new measures will add to procedures the transit system

put into effect on Monday, March 17. At that time there was a significant

increase in the number of uniformed and plainclothes police officers

at stations, on-board trains, and in road patrol units. This includes

up to eight uniformed or plainclothes patrol teams riding trains at

any given time during the day, and additional police protecting passenger

facilities, maintenance facilities, and infrastructure.

In addition, NJTransit established vehicular checkpoints at several

stations and terminals, particularly where deliveries are accepted.

The agency is alternating patrolling methods and locations on a daily


To add more eyes to the safety effort, NJTransit’s workforce of 10,000

employees is receiving anti-terror training, and are being asked to

be more vigilant and to report suspicious activity to the police on-board

trains, buses, and light rail vehicles.

Corrections or additions?

This page is published by PrincetonInfo.com

— the web site for U.S. 1 Newspaper in Princeton, New Jersey.

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