Applying the Concept of

Human Sigma© a Lean/Six Sigma

Program
Rob Bryant

Human Sigma, Gallup Press, 2007, written by John H. Fleming, Ph.D., and Jim Asplund
01/10/11 05:51 PM 6889-20_HS 1
My Own Walk Through Change

• The fall that took it all

• My three thoughts on the way down
– This is really going to hurt
– Did I kiss my family goodbye?
– I will survive
• Paralysis
• Surgeries

Hard times do not dictate the outcome — you do.

01/10/11 05:51 PM 6889-20_HS 2

The Resistance to Change

• That won’t work here

• Change is uncomfortable
• We seem to have all the time in the
world to rework it, but no time to
eliminate the defect (do it right the first
time

• The best and worst day of my life (Dr.

and Jon)
• The “Daddy Book”

The first step toward change is the hardest.

01/10/11 05:51 PM 6889-20_HS 3

Human Sigma (HS): Data Proven

• HS is a strategic approach that is supported by tactics for driving

improvement and organizational change.
• On a strategic level, HS should be considered an enterprise wide initiative intended
to drive business performance by optimizing the human systems that are vital to
organizational success. It should be co-led by HR and Quality.
• HS grew out of a multiyear, research-based initiative
– The goal: To map the terrain of the employee-customer encounter
– Initiative is based on direct experience with hundreds of companies and millions
of customers and employees
• Authors and Gallup joined forces to study core concepts that have defined
and measured success in organizations since 1997
• Their sixth and most recent meta-analysis included data from:
– 681,799 employees
– Responsible for 23,910 independent business units
– In 125 companies worldwide
• Findings were then tested and cross-validated in:
– 10 companies
– With 1,979 business units
– Representing financial services, retail, and sales industries

01/10/11 05:51 PM 6889-20_HS 4

Human Sigma: Data Proven (Cont’d)

The meta-analysis confirmed previous findings showing that engaged workgroups

(vs. disengaged) are:

More productive 18%

More profitable 12%

Better at engaging clients 12%

Less likely to leave the organization — low turnover companies 51%

Less likely to leave the organization — high turnover companies 31%

Less likely to be involved in a work-related accident 62%

Less prone to absenteeism 27%

Less likely to be a source of inventory or service shrinkage 51%

01/10/11 05:51 PM 6889-20_HS 5

HS Linked to Improved
Financial Performance

• The 10 companies surveyed in the cross-validation:

– All applied best-practice principles for managing the
employee-customer encounter
– Together, outperformed their five largest peers during
2003 by 26% in gross margins and by 85% in sales
growth
• The findings demonstrated that:
– It is possible to arrive at a single measure of
effectiveness for the employee-customer encounter
– This measure has a high correlation with financial
performance

01/10/11 05:51 PM 6889-20_HS 6

HS Linked to Improved
Financial Performance (Cont’d)

• Results from case studies suggest that “extremely satisfied” customers (people
who provide the highest rating of overall satisfaction with a company’s products
and services) fall into two groups:
– Those who have a strong emotional connection to the company
– Those who do not
• Leading indicators of customer behavior (such as attrition, frequency of use, total
revenue, and total spending), reveal a clear and striking pattern:
– Emotionally satisfied customers contribute far more to the bottom line than
rationally satisfied customers do
– This occurs even though the two groups are equally “satisfied”

01/10/11 05:51 PM 6889-20_HS 7

Emotionally Satisfied Customers
Are Committed to Buy More

• Even more striking is the relationship between emotional attachment and

self-reported share of spending
• This suggests an underlying neurological mechanism that links emotional
attachment to subsequent buying behavior
• Clearly, a Six Sigma approach to measuring/managing the quality of the
employee-customer interaction needs to take customers’ emotions into account
• Building on work of psychologist Ben Schneider and management professor
David Bowen, HS has developed a measure of customer engagement

Human Sigma Measure of Customer Engagement

Assessment of Customers’ Emotional

Traditional Metrics of Customer Loyalty
• Overall satisfaction
• Likelihood to repurchase
• Likelihood to recommend
Commitment
• Confidence (Transition)
• Integrity (Re-win)
• Pride (Brand)
• Passion (Emotional Engagement)
01/10/11 05:51 PM 6889-20_HS 8
HS Improves the Service Industry
Employee-Customer Encounter

• Widespread use of Six Sigma has resulted in

vastly improved product quality
• Inspired by these improvements, businesses
have applied Six Sigma principles in sales and
service settings
• Six Sigma helps overcome the 18 month rule –
– Improvements tend to flat-line after 18 months
– This is due to focusing on the issue but change
has not occured
• In early attempts, researchers and managers
alike assumed customers in those settings
would be as focused on conformance to
requirements as were
engineers on the factory floor
• However, in service-related industries,
humans are the product: HS takes this
into account

01/10/11 05:51 PM 6889-20_HS 9

HS Improves the Service Industry
Employee-Customer Encounter Cont’d)

• The employee-customer studies

– Identified ways to measure the effectiveness of
the encounter
– Explored how those metrics could best be used
– Assessed the benefits that could result from their
application
• If customers were rational creatures — who
judged their interactions with company
representatives using rigorous, analytical
standards — then the company’s flawless
performance alone would result in satisfied,
profit-creating, lifelong customers

01/10/11 05:51 PM 6889-20_HS 10

Emotions Play a Large Role
in Services

• 20 years of research in two very different

fields — neuroscience and behavioral
economics — has established the role of
emotions in decision making
– Human decisions are based on a
complicated mixture of emotion and
reason
– People may think that their behavior is
purely rational, but it rarely is
– Emotions powerfully inform behavior
of both customer and employee
• Recent work suggests that emotions
may play even a larger role than
analysis has shown.

01/10/11 05:51 PM 6889-20_HS 11

Four Dimensions of Emotional
Attachment

Can’t imagine a world without

Passion
Perfect company for people like me
Always treats with respect Pride
Feel proud to be a customer
Fair resolution of any problems Integrity
Always treats fairly
Always delivers on promise
Confidence
Name I can always trust

Each higher level leads to increased emotional

engagement resulting in increased financial
performance
2000 The Gallup Organization. All rights reserved
©

01/10/11 05:51 PM 6889-20_HS 12

The HS of Clients

• For all kinds of companies, fully engaged Measure of Customer Engagement

customers deliver a 23% premium over the 100% Fully Engaged
average customer
90%
– Share of wallet
– Profitability 80%

– Revenue
70%
– Relationship growth
60%
• Actively disengaged customers represent a 13%
discount (decrease) on the same measures 50%
• Within a given company, business units
whose levels of customer engagement are in 40%
the top 25% tend to outperform all other units
30%
by a factor of 2:1 on measures of:
– Profit contribution 20%
– Sales
10%
– Growth
0% Actively Disengaged
01/10/11 05:51 PM 6889-20_HS 13
HS Customer Survey Questions

Customers rate their CSC experience on a scale of 1 to 5 ng

i
. rd
p
Revised Customer Survey Questions l lu w o
G a re
How satisfied are you with CSC overall including the employees y you
o r work with?
Are you likely to continue to select CSC, based on your experience b p with the employees you work
d
e llu
with? t
h a with the employees you work with?
Are you likely to recommend CSC based on yourgexperience G
r i
Is CSC a company you can trust, based on your
p g
y in y. with the employees you work with?
experience
Do CSC employees that you work with, always o s
deliver t
whatl they promise?
Do CSC employees that you work with,ealways
c utreat you a n fairly?
s c
Do CSC employees that you work with, ar reach
l
s
e n fairi f i
and satisfactory solutions when problems arise?
s
n un ig
t o
i d s
es with,e always treat you with respect?
Are you proud to be a CSC customer?
Do CSC employees youuwork
u s
Q bfor
Is CSC a perfect company e you, based on the employees you work with?
o t
Have CSC employees performed such that you can’t imagine your job without CSC supporting
you?
n n
Ca

01/10/11 05:51 PM 6889-20_HS 14

Building Confidence
• What can you do:
– Deliver what you promise:
• In the Proposal
• During Meetings
• When asked questions
• During informal discussions
– Satisfy the customers requirements, plus some
– Give them value for their investment in CSC
– Conduct the Customer Survey bi-yearly and employee survey yearly.
– You only hear one complaint out of ten, so one unhappy customer represents
at least ten. Treat each seriously.
– As a company grows, it must “clone” successful services.
– Evaluate the financial, operational and HS performance of the org.
– Give the customer what they want.
• Gather “The Voice of the Customer” so you know what they really want.

01/10/11 05:51 PM 6889-20_HS 15

Building Integrity

• What can you do:

– Play by the Rules
– Respond to Service Failures quickly:
• Acknowledge the problem
• Admit when you’re wrong
• Apologize for any negative effects it has
on them
• Be honest, polite, respectful and
reasonable
• Take ownership
• Fix the Problem on the spot if you can
• Escalate if necessary
• Follow-up to ensure they agree its fixed
• Leave the customer Better Off after the
problem
– Do what’s right – especially when its hard!
01/10/11 05:51 PM 6889-20_HS 16
Building Pride – What you can do:

• Treat each account as if they are our #1

customer
• Put the “A-Team” on every account by
selecting the right CSC employees for
their account
– Customers, like all of us, want to be
associated with winners, put the winning
team on the account
– Make the customers who chose you, glad
they did through flawless delivery of
service

•Reduce variation in service

•If your overall sat in 90%, but your range is 90%, one of your
customers is extremely unhappy. What if this is your largest client,
the 90% average is almost meaningless.
•Treat every customer with respect
•Make the customer more successful than they were before they chose
you
01/10/11 05:51 PM 6889-20_HS 17
Building Passion

• What can you do:

– Set the standard for others to follow
– Partner with the client so there’s no “us
and them” – it becomes “we”
– Treat them special and be on your best
behavior, just like on your first date
with someone you really like and want
to impress
– Spice up your customer relationship by
doing special things, just like you do in
a good marriage
– Listen when your customer speaks
– We want “engaged” clients – not just
satisfied ones.

01/10/11 05:51 PM 6889-20_HS 18

Engaged Customers Come from
Engaged Employees

• Every employee-customer interaction represents

an opportunity to build customer emotional
connection — or to diminish it
• These interactions represent a large, and largely
untapped, resource
• In the United States, just 29% of employees are
energized and committed at work (Gallup poll) Disengaged
• 54% are effectively neutral — they show up and do 20%
what is expected, but little more Neutral
54%
• The remaining 20% of employees are disengaged Energized
• Work groups that are positively engaged show 29%

– Higher levels of productivity and profitability,

– Better safety and attendance records
– Higher levels of retention
– Greater effectiveness at engaging customers

01/10/11 05:51 PM 6889-20_HS 19

Four Dimensions of Employee
Engagement

Opportunities to learn and grow How Can

Talked to about programs We Grow?

Opinions count
Mission and purpose translates to my job
Do I Belong?
Coworkers committed to quality
Best friend at work
Encourages development
Supervisor cares
What Do I Give?
Recognition
Opportunity to do what I do best

Have materials and equipment

What Do I Get?
Expectations clear
1993–1998 The Gallup Organization. All rights reserved
©

01/10/11 05:51 PM 6889-20_HS 20

Dual Employee-Customer
Engagement Means Higher Profits

• Disengaged employees have a profound

impact on companies
– They cost companies $300B/year in lost
productivity in the United States alone
– They also destroy customer relationships with
remarkable ease, day in and day out
• Performance metrics that acknowledge
importance of emotional engagement for
both customers and employees provide
stronger links to desired financial and
operational outcomes
• For sales and service organizations, unmanaged
variability in the quality of the customer
experience represents a significant threat to
enterprise sustainability
– This is because customers notice variation in
their experiences, not their average experience

01/10/11 05:51 PM 6889-20_HS 21

Improved Attitudes Lead to Higher
Financial Performance

• A local focus is powerful in reducing variability —

because of its simplicity and flexibility
– Each unit can identify and correct its own
problems
• Conventional analyses of employee attitudes,
customer requirements, and financial
performance have emphasized the linearity of the
relationships among them
– Employee attitudes affect customer
attitudes, and customer attitudes affect
financial performance
• Our HS metric combines employee and
customer engagement into a single measure
that provides a more comprehensive way of
capturing and understanding this dynamic
system

01/10/11 05:51 PM 6889-20_HS 22

Engaged Employees Create Lasting
Client Connections

• Engaged, committed employees generate

greater output at a higher quality level than
uncommitted workers
– They also stay longer with the firm, reducing
training and replacement expenses
– These efficiencies translate directly into
enhanced profitability
• Engaged employees also generate indirect
customer outcomes
– Productive and committed employees generate
stronger customer connections
– This in turn leads to higher levels of customer
retention, profitability, and growth
• To reduce variability in customer experience,
businesses must focus on reducing variability in
local “people” processes (the “who” and “how”
of implementation)

01/10/11 05:51 PM 6889-20_HS 23

HS Employee Survey Questions

Employees rate their work satisfaction at CSC on a scale of 1 to 5

ng
. i
p ord
Revised Employee Survey Questions
u
l l w
a
G r re
I know what is expected of me and have well-defined goals (KRA's in my performance review.)

by p oaccess to people) to produce

I have the right tools and resources (time, information, materials,
quality work. ed lu
I am in the right job at CSC doing what I do best. h
t al
ri g G
I receive some form of recognition or a verbalythank you
p n g for
y . doing good work on a weekly basis.
o s i tl
My supervisor seems to care about me as c u an
a person.
e ss ific and supported by my supervisor.
My continued growth and development ar isleencouraged
s n are
I work in an environment wherenindividuals g nfree to readily communicate their own
i o u si
opinions/ideas.
st e d
The mission of my divisionu e makes
u s me feel my work is important.
Q products
My team strives to deliver b
e and services of superior quality.
t
oat work that make my job more enjoyable.
I have fellow employee
n n
My supervisor has a
C talked to me about my career progression in the last six months.
I have had opportunities at CSC to learn and grow this past year.

01/10/11 05:51 PM 6889-20_HS 24

Engaging Employees Level 1

• What can you do:

– Get rid of the “use them up and throw them away”
mentality. Employees will never feel secure or
trust in the company.
– Be honest in your dealings with employees
– Ensure they know what you expect of them
– Put them in the right roles – this builds their
confidence and self-esteem through doing what
they do best
– Give employees the tools to do the job
• If they aren’t in your budget, add them next
year
– Feelings have a great impact on the delivery of
services. Feelings ARE facts to people. Those
feelings change our perceptions and more
importantly, our actions. Make sure your surveys
and environments allow employees to express how
they really feel.

01/10/11 05:51 PM 6889-20_HS 25

Engaging Employees Level 2

• What can you do:

– Employees should know the vision, goals and
performance of their account, division and company
– Let employees accomplish their jobs their way within
parameters. Manage outcomes, not behaviors.
– Praise successful services and clone them
– In services, employees are the product. Treat them
better than a manufacturer treats their finest
machines
– Give employees honest feedback on their
accomplishments
– Hold employees to a high level, not impossible
– Listen to them and let them make things better
– Pay them fairly
– Employees should reap some of the profits they
work to achieve
01/10/11 05:51 PM 6889-20_HS 26
Engaging Employees Level 3

• What can you do:

– Recognize outstanding “Client Engagement”
successes by recognizing the employee through
communications, dinners, cash awards, plaques,
etc)
– The company must appeal to their brains and
hearts
– Sr. management should strive for excellence
themselves, the employees will follow
– Avoid the, “Do as I say, not as I do” syndrome
– Ensure employees know their contribution is
important to the overall mission
– Ensure quality is everyone’s job
– Ensure quality is reported to all employees
– Reward and recognize employees for high levels
of quality
01/10/11 05:51 PM 6889-20_HS 27
Engaging Employees Level 4 – What
You Can Do:
• Build their self-esteem with positive feedback
– A recent Gallup study concluded if employees are
happy in their work and their talents are matched to the
job led to a 20% increase in sales
• Promote fairly linked to performance
• Help employees grow, reach their goals and assist them
with education
• Sr. Management should partner with employees so theirs
no “us and them” – it becomes “we”
• Foster Mentor Programs
• Level 4-6 units train level units 1-3
• Level 5-6 Retreat to ascertain what they are doing, then
replicate
• Build relationships through off-site family-get-togethers just
for fun
• Treat employees like part of a large family
• Treat them special and be on your best behavior, just like
on your first date with someone you really like and want to
impress
• We want “engaged” employees – not just satisfied ones.
01/10/11 05:51 PM 6889-20_HS 28
Scatter Plot of Optimization to
Client Employee Surveys

Scatter Plot of Individual Stores’ Scores

(Customer Engagement vs. Employee
Engagement)Optimized Stores
Partially Optimized Stores Customer and employee
High

engagement interact to promote

an enhanced level of financial
vigor throughout the organization.
This relationship is depicted
graphically by plotting individual
CE11 Customer Engagement

stores’ scores on these metrics

along two axes representing local
employee and customer
engagement scores, with each
dot representing an individual
store in the chain. By looking at
the “scatter” of the points, it’s
easy to see the considerable
variation in performance on
employee and customer
engagement at the local level.
Low

Non-Optimized Stores Partially Optimized Stores

Low Q12 Employee Engagement High Source: Gallup

01/10/11 05:51 PM 6889-20_HS 29

 Impact Coefficients for
Human Sigma Bands

Impact % of Units
Human Sigma Performance Bands Coefficients Within
High

VI
5.2 1%

V
4.5 14% •Units scoring
4-6 on the
CE11 Customer Engagement

optimization
IV table should be
3.8 19% allowed to
continue what
III
they’re doing
2.5 29% and should
mentor the
II weaker units.

1.8 32%
I
Low

1.0 5%
Low Q12 Employee Engagement High Source: Gallup

01/10/11 05:51 PM 6889-20_HS 30

Changes of engagement at team level

143 teams with total average last years comparison: average improvement is 0,23
5

4.8

4.6

4.4

4.2
Gallup 75. P. 2008 = 4,24
2nd wave grand mean

3.8

3.6

3.4

3.2
Gallup 75. P.
3
2007 = 4,21
teams significantly increased
2.8
no relevant change
2.6
teams significantly lowered
2.4
CSC Germany
2.2
Gallup 75. Perzentil
2
2 2.2 2.4 2.6 2.8 3 3.2 3.4 3.6 3.8 4 4.2 4.4 4.6 4.8 5

1st wave grand mean

Copyright © 2008 Gallup, Inc. All rights reserved.

31
01/10/11 05:51 PM 6889-20_HS 31
 How does HS and
L6S Integrate?
• The company has to have the desire to
change (baseball story)
• Align L6S Projects with HS strategic initiative
• Passionate Executive sponsorship
• An endorsed Project charter
• Knowledgeable and excited team
• Provide an amnesty program
• Provide an effective award program
• Set realistic goals
• Apply Lean first
• Belts must have time to work projects
• If a manager will not get onboard, improve
everything around them so their poor
performance is obvious and the boss makes
them comply.

01/10/11 05:51 PM 6889-20_HS 32

 Lessons Learned
(right up front)
• Only apply the tools that fix the problem-not the entire arsenal.
• Deliver low-quick wins, then continue the longer projects
• Assemble a passionate team willing to visualize the steps,
count the cost, pay the price, and never give up!
• Develop a phased approach for large improvements
• Conduct follow-up meetings
• Share the results of projects and the entire program
• Train all Sr. Management at the “Awareness or Champion”
level and include HS.
• Ensure finance measures the results, not L6S practitioners
• Put a strong board in place and control the program (especially
for Global companies)
• Eliminate the defect or very strong C in DMAIC (Hawthorne
Effect)
01/10/11 05:51 PM 6889-20_HS 33
How They All Fit Together
Methodology Analogy

Lean/
Six
Sigma

Six
Human Sigma
Sigma

Lean

Design
for
Kaizen Six
Sigma

01/10/11 05:51 PM 6889-20_HS 34

Taking the First Step Toward Change

• Who moved that leg?

• The first step is the hardest — the
30’ hall
• The miracle walk
• The row across America
• Jon at USNA

• Challenge yourself and others to

deploy improved processes using
L6S aligned with Human Sigma
• Don’t give up until the change is in
place
• You have to crawl before
you can walk, run, or fly

01/10/11 05:51 PM 6889-20_HS 35

Walking Through Adversity, Author Rob
Bryant, Published by HCI

01/10/11 05:51 PM 6889-20_HS 36

A Few Endorsements

• Former First Lady Barbara Bush: “I am so glad to have this opportunity to send my warmest
greetings and congratulations to Rob and Wanice Bryant. Rob's determination certainly is an
enormous inspiration. George joins me in sending our very best wishes.”
• Governor Arnold Schwarzenegger, California: “Congratulations on your accomplishment of a cross
country trip on a row-cycle. That was a monumental achievement, and I wish to congratulate you on
both your mental and physical endurance. I deeply admire what you have done!”
• Tom Landry, Former Dallas Cowboys Head Coach: “Rob is a coach’s kind of guy, he never quits.
Rob set two world records even though he is paralyzed from the waist down. He is a man of faith,
and I am looking forward to walking with him in heaven some day.” (Quote from a network program
which Tom Landry hosted.)
• Author and Speaker Zig Ziglar: “Rob Bryant is an effective speaker! He had our staff laughing one
minute and crying the next. He is an inspirational man who, by example as well as a very effective
presentation, is able to give encouragement and hope to those who have the privilege of listening to
him. He will be a “hit” with your group. Rob’s message is timely and challenging — one that you will
long remember. Rob has a champion’s heart and is an encouragement and inspiration to us all.”
• Author and Aerobics Authority Kenneth H. Cooper, M.D.: "Rob, I am overwhelmed by your
accomplishment in the face of unbelievable obstacles! You are worthy of the highest praise for
motivating millions of people to improve their health and fitness.”

01/10/11 05:51 PM 6889-20_HS 37

A Few Endorsements (Cont’d)

• Minister Joni Erickson Tada: “Rob believes that we should never give up! God has given us the ability
to either accept our situation, or change it.“ (Quote from a broadcast)
• USA Today’s Ben Brown: “The next time you moan about 20 minutes on an exercise bike, think about
Rob Bryant, a 35-year old aerospace engineer, who has just finished a four-month, 3,280 mile workout
on an oar-equipped tricycle ... Though paralyzed from the waist down, he also pushed and pulled
himself with crutches over 24 miles from Fort Worth to Dallas!“
• Former Senator Chuck Robb, Virginia: “Rob, it is with great pleasure that I congratulate you for holding
two world records and am honored that I could greet you at the finish line at the Capitol.
Congratulations to you and your family.“
• Former Governor William Donald Schaefer, Maryland: “It is with great pleasure that I congratulate you.
This grueling journey, which more than tripled the previous world record, is an outstanding and
inspirational achievement. I hope you are as proud of your Maryland roots as we are of you.“
• State Senator Roy Dyson, Maryland: “Mr. Speaker, I rise today to pay tribute to [Rob Bryant's employer]
and to Rob Bryant. Rob Bryant has been a paraplegic since 1982 when he fell 55 feet from an oil rig.
Despite his handicap, he has just completed a courageous 3,280 mile “Row Across America”. Mr.
Speaker, it is both an honor and a pleasure to salute Rob Bryant today.“
• Former Congressman Pete Geren, Texas: “Mr. Speaker, strength and perseverance rolled into town
this week in the heart of Rob Bryant. He has just completed a 3,280 mile journey from Los Angeles to
Washington, DC on a hand propelled row cycle. Rob Bryant is an author and stands tall in our eyes. He
is truly an inspiration to all of us.“
• Senator Kay Granger, Texas: “I commend you for your past and future accomplishments, your
generosity, and for being the special person for whom we all have the greatest respect and admiration.“

01/10/11 05:51 PM 6889-20_HS 38

Business Accomplishments

• CSC Corporate Vice President for Quality

• Assisted DynCorp in increasing revenue from $900M to $2.1B in just four
years as a direct report to the President
• Certified Six Sigma Master Black Belt Trainer; led over 100 teams and
studies resulting in over $100M in savings/revenue/improvements for all
divisions of CSC
• Malcolm Baldridge Sr., Examiner for the National MB Award for the Dept.
of Commerce assessing quality for the President of the United States
• Served on the “President Bush Business Advisory Council” for two years
• Served as an editor for a book called Quality for Dummies and has
written several published articles/papers for journals such as Quality
Digest, Six Sigma Magazine, and others
• Quality Certifications include ISO-9001:2000, TQM, Process
Management, ITIL, CMMI, Six Sigma Master Black Belt, Business
Excellence, and Malcolm Baldridge

01/10/11 05:51 PM 6889-20_HS 39

Personal Accomplishments

• Published author of three non-fiction books and negotiating with literary agent on
two more (a fiction thriller and fictional love stories)
• HCI (known for the Chicken Soup for the Soul series) has now released Bryant’s
latest book, Walking Through Adversity
• Motivational speaker with lnternational Speakers Bureau (RobBryant.com); has
spoken to over 500 business and civic organizations, churches, hospitals,
universities, high schools, and many other groups
• Two world records — longest walk by paraplegic (24 miles); and rowing 3,280 miles
on a row machine (Guinness Book of World Records, 1992-2000)
• Nominated for “Texas Businessman of the Year” by the Texas Republican
Committee
• Nominated as a “National Republican Committee Honorary Chairman” and
attended a dinner with President G.H. Bush in that capacity
• Past President of LeTourneau Alumni Association
• LeTourneau University Instructor — Principles of Self Management; Administration
Theory and Practice; Strategic Management; Ethics and Entrepreneurship

01/10/11 05:51 PM 6889-20_HS 40

Experience. Results.

01/10/11 05:51 PM 6889-20_HS 41