When your grandchild takes over the family business, he very probably

will not be held hostage by oil. Even the most optimistic estimates

are giving this universal fuel only four more decades before the wells

run dry. Other forms of cleaner, more renewable energy will take over.

Having seen this handwriting on the wall, many companies are making

the green shift now, while there are lots of new technologies and

rebates are plentiful.

To help business people make the transition toward environmental

sanity, the New Jersey Technology Council offers "Green Homes, Green

Cars, and Green Workplaces" on Thursday, May 25, at 8 a.m. at Rowan

College of Engineering in Glassboro. Cost: $60. Visit www.njtc.org.

The seminar consists of three panels discussing each of the three

topics.

Green Workplace panelists include Brent Alderfer, president of

Community Energy in Wayne, Pennsylvania, who speaks on the newly built

Jersey-Atlantic Wind Farm; Margaret Piliere of the New Jersey

Development Authority, who explains green funding; Paul Savage of

NexTek Power Systems; and representatives of Liberty Realty Trust and

PNC Bank, who discuss their commercial green building projects.

Attorney, engineer, and environmentalist, Alderfer has throughout his

career acquired all the skills needed to make wind power a commercial

reality. For generations the Alderfer clan ran the independent

Hennings Supermarket in Harleysville, Pennsylvania, giving him an

entrepreneurial taste early on. After earning his electrical

engineering degree from Northeastern University, Alderfer took his law

degree from Georgetown University, and began practicing in

Philadelphia.

By l990 wanderlust hit and Alderfer found himself in Colorado as the

commissioner of the Public Utilities Board. "I held that post for nine

years and that’s really where I saw the need, and the potential, for

clean, renewable energy," Alderfer says. In l999 he returned east and

founded Community Energy (www.communityenergy.biz.). By 2001 the

company had become a major builder and supplier of wind farm energy to

Mid-Atlantic power grids.

Powering up with clean energy has become increasingly less expensive

and infinitely easier within the last few years. Businesses going

green are no longer pioneers, but purchasers of well-tested

technology, following well-prescribed paths.

Sailboat fuel. On April 14, the Jersey-Atlantic Wind Farm, the state’s

first, set blades to the wind and began selling energy. Community

Energy, with backing by global energy investment giants Babcock and

Brown, and the CH Energy Group, invested $12 million to erect the five

turbines along the Atlantic City shore on the edge of the town’s water

treatment plant.

Each turbine consists of three 120-foot long blades whirling atop a

260-foot high white steel post. Rotating at 10 to 20 revolutions per

minute, the outer edges spin around at 120 mph, and churn out 1.5

megawatts of energy each.

These megawatts are fed into the power grid, greatly lessening

energy-created pollution. The Department of Environmental Protection

estimates that this wind farm, capable of powering 2,500 homes,

reduces air particles equivalent to 19 million miles of automobile

driving.

Snatching the wind. A business seeking to grab its share of this

totally clean renewable energy can sign up either through Community

Energy or can register through its current energy provider via the

State Utilities Board (www.njcleanenergy.com). The applying company

still receives its power from the power grid. No windmills or cables

come in behind your plant. But you are specifically ordering a share

of this wind energy.

The bad news is that this clean, renewable energy currently costs a

little more. Typically it comes to an additional 1.3 cents per

kilowatt hour. Alderfer explains that because this farm is small, the

costs are higher. Community Energy’s much larger Pennsylvania plant

has substantially lower costs. Ironically, one factor that has made

the Jersey-Atlantic Wind Farm’s cost rise is that the price of oil

drove up construction costs. But Alderfer points to several

long-established Colorado farms where wind is currently cheaper than

traditionally produced electricity.

Business owners can also order just a share of their electricity usage

from the wind. A firm can agree to pay a stated amount, perhaps $100,

above its standard PSE&G bill and get as great a percent of its energy

in wind as that extra cash will buy.

"Even with this higher cost," notes Alderfer, "I have been very

surprised at how eagerly companies have signed on to wind power and

how loyally they have renewed contracts." The good impression that

opting for clean energy makes on both employees and customers is

frequently cited as one major reason for undertaking the small extra

cost.

Blowing controversy. Though totally clean, getting cheaper and in

everlasting supply, wind farms are not without their detractors. Much

has been made about the turbines as whirling blades of death to all

bird life. California’s Altamont Pass Wind Farm was cited for causing

the death of 1,400 eagles and hawks annually. Alderfer says that

Altamont was poorly sited.

But new farms are far less of an avian hazard. "Of every 10,000 birds

slain due to humans and pets, only one is now due to a wind turbine,"

says Alderfer. Alderfer balances this against the 57 million birds

killed annually by autos and house cats, which kill an average of five

birds a year. "If the wind farm is well situated and kept clean below,

there is no danger," Alderfer insists.

Yet even if they are easy on birds, some find wind farms hard on the

eyes. This is not a universal opinion, though. Clean-lined and

majestic, the windmills can have the appeal of fine sculpture.

In New Jersey wind farm effectiveness is best achieved along the

coast, where there is constant breeze. But for decades shore visitors

have relished the state’s pristine ocean horizon. Thus, in lieu of

having wind turbines cluttering beach vistas, Alderfer is now seeking

out industrialized settings, similar to Atlantic City’s waste

treatment center, where the windmills have already become a tourist

attraction.

On your own. Of course going green does not necessarily mean buying

someone else’s wind. Companies seeking to erect their own clean energy

alternatives, such as solar, wind, or low-impact fuel, right on their

own sites can find fiscal assistance in a host of government agencies.

The New Jersey Economic Development Authority (www.njeda.com) has

devoted a substantial portion of its $620 million budget for grants

and loans to businesses going green. NJEDA loans run to a $1 million

maximum for installing solar, biomass, or wind energy. Grants for up

to 20 percent of qualifying projects are available, along with some

long term, no-interest loans. Many firms have received funding for

updating old equipment with new, energy efficient equipment. And for

those with plants on former dump sites, tapping for methane power has

become a well-funded solution.

Going green in the workplace has become a popular trend, with rich

rewards. New Jersey is currently backed up several months in

processing solar energy rebates for both business and residential

applicants. The use of everything from wind-powered facilities to

recycled Homosote board floors is increasingly finding its way into

corporate brochures. The old myth of business being the natural enemy

of the environment is being dispelled. Some companies are now bragging

about taking a strong environmental stance – and pocketing savings

along the way.

– Bart Jackson

New Developments In Trenton

Trenton is on the upswing – a good bet for investors and people

seeking a more urban lifestyle at more affordable prices, according to

Dennis Gonzales, who is both assistant business administrator of the

City of Trenton and acting director of its department of housing and

economic development. Development firms are building from scratch new

residential, office, and commercial space; they are renovating old

spaces; and they are rebuilding others, like the Trenton train

station.

The goal of new development projects is to revitalize Trenton by

drawing in both new businesses and new residents. "One of the major

things that the mayor has had us working on is to attract private

business to the city," says Gonzales, citing as an example Wachovia’s

January move of its regional headquarters from Ewing to 32 East Front

Street.

Trenton is encouraging professionals, engineers, architects, and

lawyers who deal with the state government, for example, to move to

the city. Firms like Sadat Associates, an environmental engineering

firm, have moved to Trenton because of its relatively low real estate

costs. "In some instances firms are finding they can get slightly

better financial deals in Trenton," Gonzales says, "and they are

closer to public transportation."

"The other goal is to repopulate downtown with residences," Gonzales

continues, "to create an atmosphere where the downtown is open and

vibrant and doesn’t close down when the office workers go home."

Because of good train connections, he says, "we are well-situated to

be able to attract folks who work in Philadelphia and New York to more

affordable housing." He cites a recent article about a husband and

wife with one child who moved to a condo in Mill Hill – she takes the

River Line to her job at Campbell’s Soup, and he takes the train to

Hoboken.

"As the cost of living in the suburbs goes up and up and property

taxes go up with revaluation and development," says Gonzales, "more

people are looking at cities as alternatives for living."

Gonzales talks about "What’s New in Trenton," on Wednesday, May 31, at

8 a.m. at the Trenton Marriott. The event is sponsored by the Mercer

Regional Chamber of Commerce. Cost: $30. For more information, call

609-689-9960.

Gonzales counts off quickly a number of significant development

investments in the City of Trenton:

Full Spectrum of New York, known for its building and development

activities in Harlem and Bedford-Stuyvesant, is working on a $175

million project of residential, retail, and office space, and a

parking garage that will encompass about two-thirds of the 200 block

of East State and Hanover streets. "All will be new construction,"

says Gonzales, "except for the adaptive reuse of the Bell Telephone

Company building now owned by the city, which we will be selling to

them." The project will be creating the highest building in town – 20

stories at the corner of Montgomery and East State, where the Bank of

America is now.

Funding is from two sources. The Canyon-Johnson Emerging Markets Fund,

of Magic Johnson fame, is putting in $20 million of equity and Full

Spectrum will find the balance through its own sources, which include

Bank of America. The project comprises about 280 residential

condominiums, 153,000 square feet of class A office space, and 32,000

square feet of retail space. The parking garage will have a capacity

of about 300 cars. This is also a "green project," using materials to

reduce energy costs to 50 to 75 percent of today’s average. Planning

board approvals are in.

At least 80 percent of the residential units will be unsubsidized, but

there will be a range of sizes. Selling price is likely to range from

the high $100,000s to about $400,000. "We expect people to be buying

from a mixed range of incomes," says Gonzales. Although there are no

units specifically for low-income residents, he says Trenton has in

excess of a dozen projects that develop houses for those with low and

moderate incomes. "As we speak," says Gonzales, "we probably have

three or four hundred units of housing at one stage of development or

another for families making $20,000 to $50,000."

Catty-corner to the Full Spectrum project, the old Broad Street Bank

building is being "gut rehabbed" to create 123 apartments and 13,000

square feet of retail space. It should be completed by the end of

August. Eighty percent of the apartments will be market rate and the

remaining 20 percent will be available to families that make between

$25,000 and $35,000.

The city’s train station, which is the sixth busiest on the Eastern

Corridor, is being totally rebuilt. The $54 million project has

already begun with the demolition and rebuilding of one side of the

station. When this is completed in 12 to 16 months, work will begin on

the other side. The project will increase the station’s retail space

threefold and will improve amenities for riders and visitors.

Meanwhile, discussions are ongoing with a billion-dollar company

Gonzales does not name about developing 600,000 square feet of space

around the Trenton Train Station.

Just up the hill from the train station Nexus Properties has nearly

completed 23 townhouses ranging from 1,400 to 2,200 square feet in

Mill Hill, an historic district a couple of blocks from City Hall. The

units have all been sold, at an average price of a little over

$300,000. Citing the neighborhoods of Mill Hill, Hiltonia (a more

suburban area near Ewing), Glen Afton (also suburban), and Berkeley

Square (a historical district in the West Ward near the Delaware),

Gonzales observes that property values are improving, "Resale values

of homes have doubled in the last two or three years," he observes.

"Many that sold for $150,000 four years ago are selling for $300,000

to $350,000 now."

Housing developments on the drawing board include one by Sentex, which

has final approvals for a 74-unit project of home ownership in the

East Ward, and an 84-unit condo on Lamberton Street overlooking the

Delaware River to be built by K. Hovnanian, with a groundbreaking

scheduled for the fall.

Gonzales himself is a city guy. He lives with his wife and two kids in

Trenton. "I would rather be in a place that is more urban than in some

sterile corporate office park," he says. That’s not surprising from

someone who says of his hometown of Perth Amboy, "It was a great place

to grow up – a small town with big city attitudes."

He attributes the sophistication of Perth Amboy to two things. It was

the closest point in New Jersey to Staten Island, and it was densely

populated – 45,000 people in 4.2 square miles. "It was a city but felt

like small town," says Gonzales.

Trenton is also a small city, if a little larger than Perth Amboy, but

it is growing. The population statistics cited by Gonzales suggest

that Trenton is becoming a draw for more people. At the last census

the population was 85,000, but the 2005 update estimate put it at

close to 100,000.

Gonzales admits, however, that education remains a challenge for urban

planners trying to draw families to Trenton. Because his wife,

Kimberly McReynolds, writes grants and manages state and federal

programs for the Princeton Regional Schools, they are able to send

their two children to the Princeton schools for a small tuition. But

Gonzales says that the mayor acknowledges the problem with the city’s

schools and is working with the Board of Education and administrators

to create magnet school opportunities at various levels.

Gonzales was not always an urban type. He spent his earliest years in

Puerto Rico, where his father worked on a small family farm and did

carpentry on the side, and he recalls chasing the chickens and the

pigs. He boarded a plane to America on the day he turned five. His

destination was Perth Amboy, where his mother was a factory worker for

several years.

But since five, Gonzales has been a consistent city dweller, in both

small and large venues. After getting a bachelor’s degree in urban

studies from Columbia University in 1977, he became a probation

officer for Middlesex County, and supervised juveniles in Perth Amboy

and New Brunswick.

Next was a stint at the University of Michigan Law School, followed by

3 years, 7 months, and 8 days ("It said so on a piece of paper," he

says.) as a lieutenant in the Navy’s Judge Advocate Generals corps.

During that time he traveled around Italy and the Middle East

"prosecuting sailors and Marines."

After discharge came Chicago, where Gonzales was assistant regional

counsel for the U.S. Department of Health and Human Services for

two-and-a-half years. He lasted a year as an associate at a law firm

in Philadelphia, doing medical malpractice and product liability

defense, and then came back home, serving for nearly seven years as

the corporate counsel for the city of Perth Amboy.

To add yet another dimension to his breadth of experience, he took a

year and half off from practicing law and worked as executive director

of a not-for-profit that taught ESL, computer skills, and helped

people find jobs.

In October, 2000, Gonzales moved to Trenton as assistant city

attorney, and in February, 2001, was asked to take on the leadership

of the department of Housing and Economic Development.

A worry that potential returnees to Trenton may have is about safety

issues. On this front, Gonzales has just the amount of patience you’d

expect from someone with a strong urban sensibility – little or none!

He says, "I understand there is a sense that it is not that safe, but

the facts don’t support that sense." Over just the past year, he

continues, the crime rate has decreased by 17 percent and over a

longer period, by 43 percent. He attributes the change both to good

policing and to new development. He admits there are issues with

gangs, but adds that this is true of all urban centers.

Trenton is already attracting families without kids, alternative

lifestyle couples, and empty nesters who have "decided they don’t want

to sit on a lawn mower any more or live in a 3,000 square foot house."

And also families with kids who can afford nonpublic educational

alternatives for their kids.

Because Trenton is still down 30,000 from the 130,000 population it

once had, Gonzales says that the city can handle lots more people: "We

have room, and we welcome all sorts of folks."

– Michele Alperin

Who Has the Courage To Grab Success?

Success has been on Dr. Herb Greenberg’s mind for years. It all

started when he was teaching at Rutgers and a colleague stopped by to

ask him how much he knew about psychological testing. A large life

insurance company was looking for help locating a test that would help

predict sales success more effectively. After poring over a couple of

thousand tests, Greenberg and his colleague had to tell their client

they could find no test that could predict sales success.

But they didn’t leave it at that. Realizing that a huge need existed,

they decided, "Let’s build a better mousetrap," and they spent the

next four years doing just that. In 1961, when they had in hand a tool

that could predict sales success, Greenberg took a leap of faith. He

quit not only his teaching job, then at Long Island University, but

also his side jobs selling insurance and mutual funds. He borrowed

$15,000, which he had no way to pay back, and he started Caliper on

August 1 of that year.

For several months, he says, "we couldn’t sell a penny’s worth." In

the nick of time, when they were completely out of money, a General

Motors executive said to them, "I don’t know if you’re the smartest

liars I ever met, but maybe, if you’re such good liars as to create

this, I’ll find out which division is hurting the most." It was Buick,

and Greenberg had to borrow money to get to Detroit, but that break

was the first step in developing Caliper into a large and successful

company.

Caliper, now based at 506 Carnegie Center (www.caliperonline.com),

advises companies on employee selection, employee development, team

building, and organizational development, using data from its

assessment instruments to measure potential, personality

characteristics, individual motivations, likely behaviors, and

job-related progress. The Caliper profile has been used by 25,000

clients to assess more than 2 million employees in a range of

companies, including Johnson and Johnson, FedEx, Caterpillar, and

BASF.

Greenberg talks about "Succeed on Your Own Terms," the just-published

book he has written with Patrick Sweeney, Caliper’s executive vice

president, on Thursday, June 1, at 11:30 a.m. at a Princeton Regional

Chamber of Commerce event at the Doral Forrestal Conference Center.

Price: $40. Register online at www.princetonchamber.org or call

609-924-1776 for more information.

To prepare to write his new book about just what success is, and how

to achieve it, Greenberg did in-depth interviews, psychological

testing, and assessments with the Caliper Profile of a wide range of

successful individuals in the fields of politics, business,

entertainment, and sports. He and Sweeney brain stormed about

potential interviewees, and then pursued them, through connections, if

they had them, or sometimes just by sending a letter. "A few people

turned us down," says Greenberg, "but most people accepted." The first

to accept an interview was Senator Barbara Boxer, who, he says,

responded to a "cold letter."

Interviewees from 12 countries included not only obvious public

figures like Boxer, but also people with more unusual achievements:

the first British woman to climb Mount Everest, a woman who lost her

eyesight at 28 and started a multimillion dollar company, and the

female CEOs of Lloyd’s of Scotland and Home Depot of Canada.

Greenberg’s own life illustrates four commonalities he and his

co-author found among this vast array of otherwise different and

distinctive successful individuals:

Successful people have their own personal definitions of success. For

Greenberg, the definition is simple, even humble. Success it `when I

can genuinely feel that my existence has made just a bit of a

difference – not as DaVinci, Galileo, Columbus, or Einstein. I want to

be able to say that my existence has made some sort of positive

difference in this crazy world, that maybe a few people are better

off."

But definitions of success are idiosyncratic. Take Samuel Pisar,

originally from Bialystok, Poland, and now a renowned international

lawyer who served as a consultant to the U.S. State Department and to

President Kennedy, as an advisor to President Nixon’s special

commission on international trade, and as a participant in important

international conferences in Moscow and Kiev.

Pisar saw his father, mother, and sister shot during World War II, and

his definition of success is also a humble one: starting over and

building a new family, with a wife and two children. Greenberg

observes that another way to state Pisar’s definition of success is

simply "being alive."

For actor Ben Vereen, says Greenberg, the definition of success is

"the notion that wherever you are, you have to go further. However far

down the path you are, you have to ask, `What is the next goal?’"

One item that is typically associated with success was not mentioned

by a single one of the 50 people interviewed for Greenberg’s book. "I

would swear that none of the 50 would say that money is the reason,"

he says. "Money is a little symbol of success, money is nice, you want

it, but it isn’t the definition of success."

All successful individuals recall a defining moment, something that

happened in their lives to get them where they are today. For

Greenberg, what defined his life path was losing his sight at age 10,

and the choices he and his parents made in its wake.

"At that point the whole world was pressing to send me to a school for

the blind," he says. Acquaintances envisioned for him a future

livelihood of weaving baskets or running a newspaper stand. But he and

his parents stood their ground and pressed for Greenberg to be a part

of the sighted world. "I stayed out of school for a year," he says

(and the police even made a visit), "until they found ways to get me

into schools without shoving me behind stone walls."

Eventually he skipped grades, graduated cum laude and Phi Beta Kappa

from college, and summa cum laude from his doctoral program.

For Paul Schulte, who represented the United States as a college

junior at the 2000 Para-Olympics in Sydney and led his team to a 57-54

victory over Great Britain in the bronze medal game, the moment was

physical. A triple-sport athlete as a kid, playing baseball,

basketball, and football, he was in a terrible automobile accident at

age 10 and was left a paraplegic. Instead of giving up, he became an

Olympic wheelchair basketball star.

Angelo Chianese remembers one hot, sunny, July day when, as a roofer,

he sat on a roof and thought to himself, "What the hell am I doing

here? I don’t want to do this." He slid off the roof, told his boss he

was quitting, and decided he wanted to be in the singing telegram

business. Signing up his now former boss as his first customer, he

started a successful company, the Zip-A-Dee-Doo-Dah Singing Telegram

Company.

All successful people must have the courage to grasp the brass ring.

They have to seize the defining moment and do something about their

lives. For Greenberg, this moment occurred when he quit his academic

position and sunk money that went far beyond his means into an idea.

For Barbara Boxer, a Jewish girl from Brooklyn who grew up without a

lot of money, it was the decision to keep her safe Congressional seat

or run for the Senate against a Republican who had lots of money. She

ran, and the rest is history.

Every successful person loves what they are doing and would do it for

nothing. Greenberg shares his own feelings about the work he does at

Caliper. "While I love earning a good living and being astride a

successful global company, and I have the ego satisfaction of seeing

it evolve from a borrowed $15,000 to a multimillion dollar company –

all that is fun – what I enjoy most is that what we as a company do

makes a difference."

Greenberg says his company has created opportunities for thousands of

people who wouldn’t have had them – women, minorities, mature workers,

handicapped workers, and welfare recipients. Beyond that, he says,

"companies tell us every day how much better they are, how turnover

has been reduced, how much better quality people they have."

When Greenberg asked Barbara Boxer, "What would you be doing now if

you had lost the Senate seat?" she responded, "I’d be doing exactly

what I’m doing now – picketing stores, checking labels, and fighting

for consumers, but I’d have a little less power than I have now in the

Senate." About her Senatorial efforts, she said to Greenberg, "I view

it as the same work."

In addition to stories about impressive individuals, Greenberg’s book

includes 19 stories that capture the core qualities that successful

people have.

"Courage means fear," says Greenberg. "If you’re not afraid, you don’t

need courage to overcome something." He cites Congressman John Lewis,

who had his head cracked when he marched to Selma, Alabama, with

Martin Luther King, and who was arrested over 40 times. But this man,

who was a sharecropper until the age of 15, introduced King at his "I

have a dream" speech and is now a powerful Congressman.

"Mugsy" Bogues, a 5 foot 3 inch man, exhibits resiliency – making a

strength out of a weakness. Despite the protestations of people in

high school and college that someone his height couldn’t play

basketball, he ended up with a 14-year career in the NBA, with three

years as an All Star. This man, who was shot at the age of five as a

bystander in a robbery in his tough Baltimore neighborhood, got a

scholarship to Wake Forest University. He told Greenberg that his

proudest moment was when David Stern, the commissioner of the NBA,

announced that the Charlotte Hornets had selected him in the first

round of the NBA draft.

Geoffrey Bodine, a top NASCAR driver who ended up twice at death’s

door, exhibited the extreme competitiveness characteristic of many

successful people. Bodine told Greenberg, "I had to win again. I

couldn’t let them do this without me."

Pisar exemplified the willingness to take risks, to break the rules,

to try, fail, and try again. When he was on line at Auschwitz, moving

toward the ovens, he was 14 years old and didn’t want to die. He

noticed a pail of water on the side, snuck out of line, got on his

hands and knees, took a brush, and started scrubbing the floor. He

slowly made his way to the back of the line, where he ran into a Nazi

officer who ordered him to clean the area around him.

Greenberg thinks that Pisar probably just grabbed this opportunity,

not thinking about the potential for getting shot in the process. "It

was probably a reflex reaction," he said, adding that "people are too

afraid of their reflexes." But successful people are willing to take

action. "If they make mistakes," says Greenberg, "they make mistakes

of commission, not omission."

Greenberg, who grew up mostly in Brooklyn, got scholarships to a

couple of Ivies, but couldn’t afford to pay for the books. So he went

to City College of New York, where he says he got a "phenomenal

education," graduating in 1950 with a bachelor’s degree in psychology

and sociology. He finished a master’s in clinical psychology in 1951.

His first job, as a placement consultant with the New York City

Department of Welfare, paid $2,764 a year. Because he got married

young and had to support a family, he started selling life insurance,

mutual funds, and wholesale furniture on the side, and while doing all

of that, he got his Ph.D. in psychology and human relations from New

York University in 1955.

Then he got his first job, as associate professor of psychology at

Texas Tech University in Lubbock, and things got interesting. It had

to do with his dissertation, "The Effects of Segregation on the

Personality," which he completed right after the decision was handed

down in Brown versus the Board of Education in 1957. Greenberg studied

women, blacks, and the blind, comparing high school and college

students who went to integrated versus segregated schools. His

conclusion, he says, was, "Kids in integrated situations were more

assertive, self-confident, and had better self-beliefs than kids

exposed to segregated schools, even if the segregated schools had

prestige."

Not only did that tune not play well in Texas, where he had given

lectures reporting his results – "not preaching," he says, "just the

facts" – but it cost him his job. Not that they admitted the real

reason that he and two fellow liberal professors, one fully tenured,

were summarily fired.

Greenberg heard he had been fired when he got a call from a newspaper

reporter who asked, "Do you have any comments on what happened today?"

He was a little surprised at the news, given that he had just been put

in for a 15 percent increase in salary.

When Rutgers eventually hired him, he was told that the university was

proud to hire someone who was fired from Texas Tech for the reasons he

was.

Greenberg and his company have come a long way. Using what Greenberg

calls the Job Matching Approach, Caliper has come up with an

unexpected conclusion. When businesses are looking to hire, he says,

"never mind the experience, never mind the education. The question is

do their core strengths match the core strengths required by the job.

And do they have any untrainable weaknesses that would prevent them

from doing the job." Product knowledge can be learned, but core

characteristics ultimately determine success or failure.

Greenberg’s parents were Polish immigrants who immigrated in the early

1920s. His dad made orthopedic shoes, and what is called the Murray

Space Shoe. "He designed it, but never got the credit," says

Greenberg. "All he got for it was a $110-a-week job." His mother was a

milliner, who worked during the war at various jobs. Both of his

parents learned English and then got their high school diplomas here.

Greenberg tells a story about his mother’s arrival in America. The

boat from Europe, with passengers packed like sardines, was held up

for three days at Ellis Island. "My mother got very annoyed," he says,

and somehow, he doesn’t have a clue how, she got on a boat that took

her to Manhattan, stepped ashore, and "walked away into the United

States."

What better illustration is there of "grabbing the brass ring?" Genes

have a way of speaking, and Greenberg thinks his mom may well have

been the source of the chutzpah that allowed him to leave a secure job

to succeed on his own terms.

– Michele Alperin

Driver License Alert: Burdens of Proof

A lovely looking middle-age woman became upset enough to engage in a

profanity-laced shouting match with a motor vehicle commission

employee on a recent morning at the Baker’s Basin inspection station.

The issue? The woman, seeking to obtain a new digital driver’s

license, had attempted to prove her identity by presenting a marriage

certificate showing how her last name had been altered since the time

her birth had been had been recorded. The problem was that the

marriage certificate had been signed by the minister who performed the

service. "Look right here," she begged. "It says `reverend.’"

No good. Reverend does not cut it at the MVC, formerly known as the

DMV. Women whose names changed when they said "I do" – once or many

times – must present a marriage certificate issued by the municipality

in which the ceremony, or ceremonies, occurred.

People showing up on that particular morning seemed to be at least

generally aware of the six point identity-proof test the state is now

imposing. But no fewer than three women within five minutes were

tripped up on the marriage certificate test. Each was sent away

empty-handed and advised to contact the offices of the town in which

she was married.

It’s a fair guess that this requirement is frustrating many New Jersey

drivers. The MVC’s website (www.state.nj.us/mvc) does address the

issue, but in small print at the bottom of a page. It states that it

is "important information," and puts the letters in bold, but it is

easy to miss.

Go through the well-designed website checklist carefully, though, and

it is a good bet that you will not have to make a return trip to the

MVC to bring more documents. The website is a better preparation tool

than the colorful brochure the state sends along with driver’s license

applications. This is so, at least in part, because it is easy to miss

the back flap of the brochure, which indicates that, in addition to

multiple pieces of ID, successful applicants must also show proof of

address. This can be a credit card bill, a bank statement (but not if

an ATM card was already shown to help prove identity), a property tax

bill, a letter from the IRS, or first-class mail from any federal,

state, or local government agency (but only if received within the

past six months).

The website leads would-be digital driver’s holders, and that will be

every state driver as current licenses expire, through the ID

requirements step by step. The first page lists acceptable primary

IDs, which are good for four points. In addition to a birth

certificate, these include adoption papers, certificate of

naturalization or citizenship, and a passport – and married women with

passports do not have to worry about presenting marriage certificates.

Enter what you plan to bring, and the website calculates your points

and sends you to the next page, which lists one, two, and three-point

documents. The three-pointers include US military retiree cards and

court orders for legal name changes; the two-pointers include U.S.

school ID cards (but only if accompanied by transcripts), and

government photo ID cards. One point is awarded for a non-digital

photo driver’s license.

Check boxes next to each item you plan to bring and the grand total is

shown. If it all adds up to six or more, the MVC’s website issues

congratulations and provides a list of the documents you checked – and

a suggestion that you print the page and bring it along for your

interview with its ID verifiers "to ensure that your trip to the MVC

goes as smoothly as possible."

It’s a good bet that all the women arriving with marriage certificates

signed by their ministers – and leaving in a huff to find their way

back to Route 1 through a gaggle of car dealerships – wish they had

followed it.

– Kathleen McGinn Spring

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