WBEZ | leadership http://www.wbez.org/tags/leadership Latest from WBEZ Chicago Public Radio en Morning Shift: Skipping vacation, and looking for higher wages http://www.wbez.org/programs/morning-shift-tony-sarabia/2013-07-31/morning-shift-skipping-vacation-and-looking-higher <img typeof="foaf:Image" src="http://llnw.wbez.org//main-images/Work-Flickr- Phil and Pam.jpg" alt="" /><p><p>Today we discuss several issues affecting American workers. Fast food workers are striking to get an increase in pay and Latinas in the workforce are on the rise-we look at why. Also, are you scared to take a vacation because your job might not be there when you get back?</p><script src="//storify.com/WBEZ/morning-shift-32.js?header=false"></script><noscript>[<a href="//storify.com/WBEZ/morning-shift-32" target="_blank">View the story "Morning Shift: Skipping vacation, and looking for higher wages " on Storify</a>]</noscript></p> Wed, 31 Jul 2013 08:33:00 -0500 http://www.wbez.org/programs/morning-shift-tony-sarabia/2013-07-31/morning-shift-skipping-vacation-and-looking-higher Elana Drell Szyfer on Global Vision, Jewish Leadership, and a Woman’s Journey to the Dead Sea http://www.wbez.org/series/chicago-amplified/elana-drell-szyfer-global-vision-jewish-leadership-and-woman%E2%80%99s-journey-dead <p><div>Elana Drell Szyfer is CEO of AHAVA North America and Deputy CEO of AHAVA Dead Sea Laboratories, Inc. An expert marketer with a successful history of launching and repositioning prestigious brands, she has increased AHAVA&rsquo;s North American sales by as much as 50 percent. Among her varied roles, she promotes AHAVA products on the Home Shopping Network, oversees the Dead Sea Essentials line sold exclusively at Target, speaks publicly about counteracting anti-Israel propaganda, and serves as a mentor for the Fashion Institute of Technology&rsquo;s Graduate Program.</div><div>&nbsp;</div><div>Before joining AHAVA in 2011, Ms. Szyfer was Senior VP of Global Marketing for Estée Lauder Brand, where she led the re-launch of Advanced Night Repair, introducing it to a new generation of now loyal fans and helping to double the brand&rsquo;s annual sales. Ms. Szyfer has also held top-level positions at L&#39;Oreal&#39;s Lancôme Division, Avon, and Prescriptives, a division of Estée Lauder Companies.</div><div>&nbsp;</div><div>Ms. Szyfer is a graduate of Columbia College of Columbia University and the Stern School of Business at NYU. She is on the board of the Women&rsquo;s Philanthropy Division of the MetroWest Jewish Federation. In 2011, she received the National Council of Jewish Women&rsquo;s &ldquo;Woman Who Dared&rdquo; award. In 2012, she was honored by Jewish Women International as one of JWI&rsquo;s &ldquo;Women to Watch&rdquo; and was selected by The Forward as a member of the &ldquo;Forward 50,&rdquo; putting her among the most influential Jewish Americans.</div><div>&nbsp;</div><div>Ms. Szyfer was introduced by Roz Varon, Emmy Award-winning Traffic/Transportation Anchor for Chicago&rsquo;s top-rated ABC 7 News This Morning. She also hosts the station&#39;s Weekender entertainment round-up and writes Roz on the Road, a blog that covers topics from construction challenges to life challenges. Ms. Varon is a breast cancer survivor who works diligently to help heighten cancer prevention and awareness. Recently, the Girl Scouts honored her as a role model with their &quot;Smart Cookie&quot; award.</div><div><img alt="" class="image-original_image" src="http://www.wbez.org/system/files/styles/original_image/llo/insert-images/SI-webstory_6.jpg" title="" /></div><div>Recorded live Sunday, May 5, 2013 at the Spertus Institute of Jewish Studies.</div></p> Sun, 05 May 2013 15:09:00 -0500 http://www.wbez.org/series/chicago-amplified/elana-drell-szyfer-global-vision-jewish-leadership-and-woman%E2%80%99s-journey-dead Leadership as Selflessness http://www.wbez.org/blogs/bez/2013-01/leadership-selflessness-104910 <img typeof="foaf:Image" src="http://llnw.wbez.org//main-images/2939395454_678f6829ee_z.jpg" alt="" /><p><p>With the upcoming second inauguration of Barack Obama, I&rsquo;ve been thinking a lot about the general phenomenon of leadership.&nbsp; I am convinced that ethical leaders display deep selflessness and an absence of the two deadliest of Pope Gregory the Great&rsquo;s &ldquo;seven deadly sins&rdquo; &ndash; pride and envy.&nbsp;</p><p>The Jewish philosopher and mystic, Spinoza, claims that pride is a &ldquo;species of madness&rdquo; because it leads us to think that we can accomplish all things.&nbsp; The fundamental psychology of pride is that it produces a distorted view of self and the world.&nbsp; Pride is about self-absorption, excessive self-esteem, inordinate self-love, and egregious self-evaluation. The Oxford English Dictionary defines pride as &ldquo;an unreasonable conceit of superiority&hellip; and overweening opinion of one&rsquo;s qualities, talents, and abilities.&rdquo;&nbsp;</p><p>In effect, what pride does is to strip the ability of a person to be objective, to make sound judgments, to be critical. Pride is an excuse for excess, a roadblock to moderation, and a stairway to arrogance.&nbsp; Pride, says poet and Trappist monk Thomas Menton, robs us of our humility and our basic concern for objectivity, because we are constantly focused on self.&nbsp; For Thomas Aquinas, pride is more than narcissism; it is the &ldquo;distorted desire to be exalted.&rdquo;&nbsp; This desire, suggests Aquinas, leads to an exaggeration of our ability and rights and contempt for the ability and rights of others.&nbsp; For Aquinas, pride is the beginning of every sin, and, by his reckoning, the &ldquo;queen of them all.&rdquo;&nbsp; Pride leads to complete &ldquo;selfishness,&rdquo; and to the total abandonment of the concept of &ldquo;selflessness.&rdquo;</p><p>If pride is the queen of the seven deadly sins, clearly envy is her lady-in-waiting.&nbsp; Envy may be the most pervasive of all the sins. Envy is both a positive and a negative part of the human condition.&nbsp; It figures in all of our interactions with others.&nbsp; It is a part of our competitive nature as well as of our contemptuous feelings toward those who seem to be or to do better than us.</p><p>Envy is not just about wanting, desiring what others have. Envy is about resenting the good things others have.&nbsp; Envy is not just desire.&nbsp; It is the inordinate desire for that which belongs to another &ndash; whatever that might be.&nbsp; To be envious is to covet, to be deeply angry, and to harbor hostility, malice, and hatred.&nbsp; In effect, when the envious person sees someone of greater good fortune, his or her response is: &ldquo;Why not me?&nbsp; Why this person, instead?&rdquo;&nbsp; To deeply envy another means: &ldquo;I want your life!&rdquo;&nbsp; &ndash; and &ndash; &ldquo;I hate you for having it.&rdquo;&nbsp; Immanuel Kant argues that envy is an &ldquo;abominable vice, a passion not only distressing and tormenting to the subject, but intent on the destruction of the happiness of others.&rdquo;&nbsp; Building on Kant, philosopher John Rawls argues that envy is an antirational sentiment that is socially dangerous because it diminishes the possibility of achieving fairness and justice between individuals. Envy, says Rawls, &ldquo;is a form of rancor that tends to harm both its object and its subject.&rdquo;</p><p>I believe that &ldquo;genuine&rdquo; leaders display deep selflessness and an absence of overweening pride and envy. &nbsp;Genuine leaders put their cause, their purpose, their calling, before themselves.&nbsp; They live, as Ignatius of Loyola suggested, &ldquo;a life for others.&rdquo;&nbsp; However, this does not mean that they are saints.&nbsp; Their lives, like those of all of us, display flaws, momentary lapses, and episodes of self-indulgence.&nbsp; Despite this, however, their focus remains fixed on concepts, issues or communities beyond themselves.&nbsp;</p></p> Thu, 17 Jan 2013 05:00:00 -0600 http://www.wbez.org/blogs/bez/2013-01/leadership-selflessness-104910 The president as 'Decider in Chief' http://www.wbez.org/blogs/bez/2012-10/president-decider-chief-103102 <p><div class="image-insert-image "><img alt="" class="image-original_image" src="http://www.wbez.org/system/files/styles/original_image/llo/insert-images/rsz_ap877785493965.jpg" title="President Barack Obama exiting the Marine One (AP Photo/Susan Walsh)" /></div><p>Michael Lewis scored a journalistic coup with the recent publication of the article &ldquo;Obama&rsquo;s Way&rdquo; in<em> Vanity Fair</em>. For six months, Lewis was granted almost unlimited access to the President. He &ldquo;hung around&rdquo; Mr. Obama in the White House, aboard Air Force One, on the basketball court and even in the president&rsquo;s favorite private place, the Truman Balcony, which faces the South Lawn of the White House.</p><p>As a student of leadership, the most fascinating factoid in the piece for me was President Obama&rsquo;s reflections on decision-making. To begin with, both Lewis and Obama agree that if there is a central task of the presidency, it is making decisions. &ldquo;Putting it the way George W. Bush did sounds silly, but he was right: The president is a <em>decider</em>.&rdquo; From the moment the president wakes up in the morning, and often when an emergency causes him to be awoken in the middle of the night, decisions are thrust upon him. Some of these decisions are pre-scheduled or planned in advance. For example, cabinet meetings to decide on this or that policy or legislative act. But many if not most decisions are thrust upon the president out of the blue and without warning. Decisions like what to do or how to respond to &ldquo;oil spills, financial panics, pandemics, earthquakes, fires, coups, invasions, underwear bombers, movie-theater shootings, and on and on and on!&rdquo;</p><p>The president lamented that most of the things that hit his desk are not &ldquo;perfectly solvable.&rdquo; And no matter how much information you have in front of you, it&rsquo;s either never perfect or never enough. And so, said Obama, you wind up dealing with &ldquo;probabilities,&rdquo; best estimates and well warranted guesses. Mr. Obama suggested that in theory you want to be able to reduce all choices to a &ldquo;binary decision.&rdquo; It&rsquo;s either this or that, but most situations are full of nuances and shades of grey, which don&rsquo;t always allow you to say: The answer it A and clearly not B, so let&rsquo;s go with A. In the end, said the president, you make a choice, you hope it&rsquo;s right, and you learn that right or wrong, you&rsquo;re going to have to live with that choice.</p><p>Michael Lewis learned in the course of his time with the president that Obama has come up with a few tricks in order to survive as our national &ldquo;<em>decider</em>.&rdquo; 1) Work out every day. 2) Find time for yourself away from the job. 3) The act of making decisions actually degrades one&rsquo;s ability to make further decisions. So, said Obama, you need to remove as many day-to-day decisions as you can. &ldquo;I wear only gray and blue suits&hellip; I&rsquo;m trying,&rdquo; said the president, &ldquo;to par down my decisions. I don&rsquo;t want to make decisions about what I&rsquo;m eating or wearing&hellip; I have too many other (important) decisions to make.&rdquo;</p><p>In this job, Mr. Obama suggested there&rsquo;s no place to hide. Decisions can&rsquo;t be avoided. Decisions must be made.</p><p><em>Al Gini is a Professor of Business Ethics and Chairman of the Management Department in the Quinlan School of Business at Loyola University Chicago.</em></p></p> Thu, 18 Oct 2012 05:00:00 -0500 http://www.wbez.org/blogs/bez/2012-10/president-decider-chief-103102 Hiring the next CEO http://www.wbez.org/blogs/bez/2012-08/hiring-next-ceo-102118 <p><div class="image-insert-image "><img alt="" class="image-original_image" src="http://www.wbez.org/system/files/styles/original_image/llo/insert-images/boardroom.jpg" title="It matters who comes next (Flickr/ Zen) " /></div><p style="">According to management guru Allan Cox, succession planning is one of the most difficult issues faced by both Fortune 500 companies as well as mom-and-pop family businesses. Starting a business and growing a business are critical competencies, but passing a business on and maintaining its success over time is perhaps the true test of business acumen.&nbsp;</p><p>Until recently, the old rule of thumb suggested that businesses, especially small and family business, rarely made it beyond the third changing of the leadership guard. A classic example of this phenomenon in Chicago was the Schwinn Company. Schwinns were considered the Cadillac of bicycles until the mid-1970s, when bike technology, clever competitors and the third generation of the Schwinn family lost control of the marketplace. A more contemporary succession story is Apple. As of this writing, although Apple&rsquo;s worth as a company is at an all-time high ($623.5 billion in market capitalization), the real question yet facing the company remains: Can Steve Jobs be successfully replaced?</p><p>According to a recent <em>Tribune</em> column by Phil Rosenthal on CEO salaries, there are two basic strategies to succession planning: stay inside or go outside.</p><p><strong>Going outside</strong></p><p>Sometimes an injection of new energy, new ideas and new leadership style is exactly what a company needs. Sometimes companies become too egocentric and lose objectivity in regard to what they are doing and the demands of the marketplace. When this happens, it is often best to bring in an outsider who can offer a new focus and perspective on how to proceed.</p><p><strong>Staying inside</strong></p><p>Recently-retired McDonald&rsquo;s CEO Jim Skinner is a major proponent of replacing leadership from within. Skinner argues that if a successful company with a solid track record cannot develop a series of internal candidates, then something is seriously wrong with the culture at that organization. For Skinner, talent management and leadership development must be a well-integrated component of a company&rsquo;s overall business plan. Successful companies need to clone their own, suggests Skinner. Training for leadership needs to be part of every job within a company. In Skinner&rsquo;s case, he spent 33 years doing and learning a lot of jobs at McDonald&rsquo;s, including flipping burgers and running a fry machine, before his eight-year stint as CEO.</p><p>I think Jim Skinner is right: Companies that can&rsquo;t develop an internal candidate are failing. Good companies need to manage a lot more than money and day-to-day operation. Companies that want to have long-term success know that growing and grooming managers is a big part of the job.</p><p>&nbsp;</p><p><em>Al Gini is a Professor of Business Ethics and Chair of the Management Department in the Quinlan School of Business at Loyola University Chicago.</em></p></p> Tue, 04 Sep 2012 08:00:00 -0500 http://www.wbez.org/blogs/bez/2012-08/hiring-next-ceo-102118 Why would anyone want that job? http://www.wbez.org/blogs/bez/2012-08/why-would-anyone-want-job-102020 <p><div class="image-insert-image "><img alt="" class="image-original_image" src="http://www.wbez.org/system/files/styles/original_image/llo/insert-images/Obama%20midwest%20bus%20tour_AP_Carolyn%20Kaster.jpg" style="height: 269px; width: 400px; float: left; " title="President Obama (AP/Carolyn Kaster, file)" /></div><p style="">When Ronald Reagan was governor of California, he was asked about his political future and specifically if he was going to run for the presidency. Reagan smiled and said, &ldquo;The thought of being president frightens me and I do not think that I want the job.&rdquo; Although Reagan was posturing for the press and trying to not let his true ambition show, his answer is an interesting one. Why would anyone actually seek out and want the crushing responsibilities, burdens and non-stop complexities of the job of President of the United States?</p><p>The first book ever written on political leadership was Plato&rsquo;s <em>Republic</em>. Plato argues that in fact, no person of talent and character really wants to be the ruler of a nation or state. Why? Well, says Plato, it&rsquo;s because the job requires that a leader give up their life, and live a life for others. It requires total dedication, total abdication of self. For Plato a leader&rsquo;s life requires total commitment to the job, but to be totally free of personal ambition, honor, or glory, and without concern for financial wellbeing. For Plato the central ethic and the key moral imperative of leadership is that leadership is not about the leader. Leadership is about service to others. To paraphrase the works of a philosophical successor to Plato, St. Augustine, the first and final job of all leaders is to serve the needs and wellbeing of the people they lead.</p><p><img alt="" class="image-original_image" src="http://www.wbez.org/system/files/styles/original_image/llo/insert-images/AP213365309977.jpg" style="height: 190px; width: 300px; float: right; " title="Mitt Romney with running mate Paul Ryan (AP Photo/Pablo Martinez Monsivais, File)" /></p><p>Because leadership is so hard, so demanding, Plato believes that the &ldquo;best and the brightest&rdquo; will not seek it out. Therefore, said Plato, we must train our &ldquo;best and brightest&rdquo; to understand that leadership is a &ldquo;burden and a duty,&rdquo; a &ldquo;troubling responsibility&rdquo; and an &ldquo;altruistic necessity.&rdquo; Leadership, the Presidency should be taken on only by those who do not want the job, but recognize that the job needs to be done.</p><p>I think that John Adams offered us a perfect model of the reluctant Platonic leader who takes up the job out of stewardship, service and social purposes.</p><p style="margin-left:1.0in;"><em>&ldquo;I must study politics and war that my sons (daughters) may have liberty to study mathematics and philosophy. My sons ought to study mathematics and philosophy, geography, natural history, naval architecture, navigation, commerce and agriculture, in order to give their children a right to study painting, poetry, music, architecture, statuary, tapestry and porcelain.&rdquo;</em></p><p>That leadership model being suggested here is based on the medical model: Learn one, do one, teach one- and so pass it on.&nbsp;</p><p><em>Al Gini is a Professor of Business Ethics and Chair of the Management Department in the Quinlan School of Business at Loyola University Chicago.</em></p></p> Thu, 30 Aug 2012 05:00:00 -0500 http://www.wbez.org/blogs/bez/2012-08/why-would-anyone-want-job-102020 Ethics Moment: What we've learned about leadership from Blagojevich http://www.wbez.org/blog/city-room-blog/2011-10-27/ethics-moment-what-weve-learned-about-leadership-blagojevich-93538 <img typeof="foaf:Image" src="http://llnw.wbez.org//blog/photo/2011-October/2011-10-27/AP110715140676.jpg" alt="" /><p><p>This week, the Illinois legislature voted to strip former Gov. Rod Blagojevich of his ability to practice law in the state. This, of course, comes as no surprise in the continuing saga of the disgraced politician. Soon, we should know how much time he'll serve in prison.</p><p>Professor Al Gini wonders (aloud) about what Blagojevich's impact is on our collective impression of leadership:</p><p style="text-align: center;"><iframe allowfullscreen="" frameborder="0" height="315" src="http://www.youtube.com/embed/LjmEcwGLOxQ" width="450"></iframe></p><p>Al Gini is a professor of business ethics and chair of the department of management at Loyola University Chicago. He is also the co-founder and associate editor of Business Ethics Quarterly, and the author of several books, including <em>The Importance of Being Lazy</em> and <em>Seeking the Truth of Things: Confessions of a (catholic) Philosopher</em>.</p></p> Thu, 27 Oct 2011 15:12:00 -0500 http://www.wbez.org/blog/city-room-blog/2011-10-27/ethics-moment-what-weve-learned-about-leadership-blagojevich-93538 Changing Gears: Mayor Daley and Chicago's economic transformation http://www.wbez.org/episode-segments/2011-02-17/changing-gears-mayor-daley-and-chicagos-economic-transformation-82463 <img typeof="foaf:Image" src="http://llnw.wbez.org//Daley John Gress Getty.JPG" alt="" /><p><p><a target="_blank" href="http://www.changinggears.info/"><em>Changing Gears</em></a> is a joint project of Michigan Radio, WBEZ Chicago, and Ideastream Cleveland that explores the new economic reality of the Midwest. This week the series looked at leadership. Now Chicago is somewhat the lead city of the Midwest &ndash; it&rsquo;s the center that draws people from around the region. That&rsquo;s a big change from the way things were just over a couple of decades ago, when Mayor Daley first took office.<br /><br />In the final <em>Changing Gears </em>leadership report, Niala Boodhoo looks at the Midwest&rsquo;s most famous mayor.&nbsp;</p><p>&nbsp;</p><p>Tourists visiting Chicago have a fairly standard list of attractions to hit: The Magnificent Mile, the Art Institute, Navy Pier &ndash; and nowadays, Millennium Park.<br /><br /> Richard Daley pushed hard for the 25-acre park to built near the lakefront, which is used year-round &ndash; it has an ice rink in the winter. <br /><br /> &ldquo;It&rsquo;s like our Central Park,&rdquo; said Chicagoan Mary Claire, who calls it the &ldquo;jewel of the city&rdquo;.<br /><br /> Bill Carpenter has a longer perspective. He started working downtown when he was 18.<br /><br /> &ldquo;I remember when this was all railroad tracks, and it was pretty ugly,&rdquo; said Carpenter, as he warmed up inside the skate shop. Back then, at quitting time, everyone left. Carpenter said Mayor Daley changed it &ndash; he calls Daley&rsquo;s someone who was &ldquo;born into&rdquo; the job. <br /><br /> Richard Michael Daley took office in April 1989. He was first mayor elected since the death of Mayor Harold Washington two years before. (<a target="_blank" href="http://www.encyclopedia.chicagohistory.org/pages/1443.html">See a list of all of Chicago&rsquo;s mayors throughout time</a>)<br /><br /> By the time Daley became Mayor, the city was mired in political and racial turmoil.<br /><br /> <a target="_blank" href="http://www.hks.harvard.edu/about/faculty-staff-directory/edward-glaeser">Ed Glaeser</a> is a urban economist with Harvard University. He looks at big picture stats like per capita income to measure Daley&rsquo;s legacy. In 1989, Chicago&rsquo;s per capita income was almost 11 percent below the national average. From 1970 to 1990, the city&rsquo;s population fell 17 percent.<br /><br /> Flip forward 20 years, and Glaeser said the city&rsquo;s richer than the rest of the country. Population, while declining over the past decade, is still overall on the upside, Glaeser said. And crime has gotten better.<br /><br /> While Daley may be most famous for economic accomplishments like Millennium Park Glaeser thinks Daley&rsquo;s biggest economic legacy may less glamorous, but no less important: Daley took care of the basics.<br /><br /> &ldquo;It&rsquo;s important to clear the snow,&rdquo; said Glaeser, who just released a book called <em>Triumph of the Cities</em>. &ldquo;It&rsquo;s important to make sure the garbage is cleared away, and to make sure the streets are safe. And it&rsquo;s important to make sure permitting doesn&rsquo;t get overly restricted. All of these things are the nuts and bolts of city government. Getting them right will not turn around a place that doesn&rsquo;t have enough private sector energy. But getting them wrong has the chance to kill off almost anywhere.<br /><br /> Martin Koldyke is the founder of private investment firm Frontenac. His relationship with the mayor goes way back.<br /><br /> &ldquo;When Rich was elected, we began to see the city become a more welcoming and nurturing place for early stage businesses,&rdquo; said Koldyke, who added that Daley has been relentless about pushing projects that made the city not just an attract place to visit, but to live.<br /><br /> Daley didn&rsquo;t respond to requests for a sit-down interview for this story.<br /><br /> Last fall, the day after he said he wasn&rsquo;t going to run for reelection, this is how he reflected on the job: <br /><br /> &ldquo;Every day, it doesn&rsquo;t matter if you are criticized, every day I had to get up and do one thing: What was the mission for Chicago? Every day, you have to get out there. It doesn&rsquo;t matter what people says, or anyone says, you have to go out there, stay on your mission and complete it. You cannot be afraid of going out. That&rsquo;s why you have to have passion.&rdquo;<br /><br /> Larry Bennett teaches political science at DePaul University. He sees Daley&rsquo;s passion as making him a brilliant ambassador for the city. And he sees Daley&rsquo;s strong leadership style as being a combination of the old and new Chicago.<br /><br /> &ldquo;He sort of evokes the old even though he can be viewed as a new pioneer of urbanism,&rdquo; said Bennett.<br /><br /> The challenge now is the next incarnation of Chicago: how do you keep this new urbanism alive?<br /><br /> Vegan offerings from the Eternity Juice Bar at Soul Food East (Niala Boodhoo)<br /><br /> Along 75th street on Chicago&rsquo;s South Side, Soul Vegetarian East has been a mainstay restaurant for 30 years.<br /><br /> The restaurant&rsquo;s walls are lined with brightly colored artwork including portraits of Barack Obama and Michael Jackson. Right inside the front entrance, there&rsquo;s a framed picture of Mayor Daley with owner Prince Asaiel Ben-Israel.<br /><br /> &ldquo;I would give Daley an A for creating the environment that made business feel comfortable in Chicago,&rdquo; said Ben-Israel. &ldquo;I think he gets an F in terms of security.&rdquo;<br /><br /> By security, Ben-Israel means crime. He thinks that&rsquo;s mostly why Chicago lost its bid to host the Olympics &ndash; something Daley spent a lot of time on. And Ben-Israel says another challenge has been the economy: the Great Recession of the past few years has been especially hard on the local South Side businesses.<br /><br /> &ldquo;We now see an institution like Army &amp; Lou restaurants, who&rsquo;ve been in business for more than 30 or 40 years they&rsquo;ve had to close their doors, Izola on 79th Steet, Minister Farrakhan&rsquo;s restaurant, so we&rsquo;ve got to paint a true picture&rdquo;.<br /><br /> Also holding court this morning at Soul East is Helen Sinclair. Everyone calls her &ldquo;Queen Mother&rdquo; and she remembers mayors as far back as the 1920s. From her perspective now, there are at least three Chicagos: the wealthiest part of the city, North Side, the Loop area downtown, and everything else.<br /><br /> She ticks off a list of failings: crime and violence, poor public school systems, infrastructure so crumbled that many neighborhoods lack for proper grocery stores.<br /><br /> She does give Daley credit for one bright spot in her Bronzeville neighborhood and elsewhere on the South Side:<br /><br /> &ldquo;I think he&rsquo;s done a beautiful job on making it pretty. It is beautiful. And I like that he likes trees.&rdquo;<br /><br /> Architect Thom Greene helped Daley add those trees &ndash; than half a million trees all over the city, from the Bronzeville to the North Side neighborhoods like Edgewater, where Greene lives.<br /><br /> It was also streetscaping: signs, little beautification projects to make the city look, well, beautiful. Greene says when people come to Chicago and exclaim about how nice everything is, he tells them it really is due to Daley.<br /><br /> &ldquo;When I was on the Streetscape committee, the mayor would have notes, and he would want to know about the colors, why are these so, they&rsquo;re not enough pink in those flowers on Michigan Ave, we got to have more colors, they got to cascade more, why don&rsquo;t we have a water feature,&rdquo; said Greene. &ldquo;He was very in tune with the little aspects and details.&rdquo;<br /><br /> Greene says those details add up to creating spaces that attract not just people, but their spending money. It&rsquo;s about creating a sense of place.<br /><br /> But now he feels like that&rsquo;s in jeopardy. Greene worries the city&rsquo;s stepped up taxation and enforcement are now at odds with the city&rsquo;s original beautification efforts.<br /><br /> &ldquo;There&rsquo;s a real dichotomy with the city of Chicago trying to make itself beautiful and then charging someone $25 a year for a public right of way permit to have flowers hanging off of your building in a flower basket,&rdquo; Greene said. &ldquo;[It] doesn&rsquo;t seem right.&rdquo;<br /><br /> Don Carter is the director of Carnegie Mellon&rsquo;s Remaking Cities Institute. He said it&rsquo;s clear that Chicago has been a standout among Midwestern cities that have been able to transform into a global economy. He attributes much of the city&rsquo;s success to Daley &ndash; but added it just takes strength and staying on task: &ldquo;You&rsquo;ve got to have a vision and you&rsquo;ve got to convey that vision to your department heads and say, this is what I have in mind and help me get to that point.&rdquo;<br /><br /> A new era begins next week, when Chicagoans will face a ballot that for the first time in more than 20 years doesn&rsquo;t have a Daley name. In fact, there&rsquo;s been a Daley in the mayor&rsquo;s office in Chicago for more than 40 of the past 55 years.<br /><br /> But even Daley himself says that doesn&rsquo;t matter:<br /><br /> Asked that day about how should replace him, Daley declined to say, adding: &ldquo;This office doesn&rsquo;t belong to me. It belongs to the people of our city.&rdquo;<br /><br /> Urban economists like Glaeser, from Harvard, agree. Even though Daley has received much of the credit &mdash; and some the blame &mdash; for the city over the past 20 years, he says it&rsquo;s the workers, small businesses and everyone else who are the real leaders in propelling Chicago&rsquo;s economy.<br /><br />&nbsp;</p><p>Support for <em>Changing Gears</em> comes from <a target="_blank" href="http://www.cpb.org/">The Corporation for Public Broadcasting</a>.</p></p> Thu, 17 Feb 2011 14:43:00 -0600 http://www.wbez.org/episode-segments/2011-02-17/changing-gears-mayor-daley-and-chicagos-economic-transformation-82463 Changing Gears: Cleveland's quiet mayor http://www.wbez.org/episode-segments/2011-02-16/changing-gears-clevelands-quiet-mayor-82426 <img typeof="foaf:Image" src="http://llnw.wbez.org//Cleveland Mayor jackson_medmart.jpg" alt="" /><p><p>The <a target="_blank" href="http://www.changinggears.info/"><em>Changing Gears</em></a> series explores the Midwestern economy took a three-part look at leadership: Tuesday, Kate Davidson reported on how Detroit Mayor Dave Bing is trying to remake his troubled city. On Wednesday's <em>Eight Forty-Eight</em>, <em>Changing Gears</em> looked to another city and another mayor&rsquo;s struggles. As Dan Bobkoff reports, <a target="_blank" href="http://www.city.cleveland.oh.us/CityofCleveland/Home/Government/MayorsOffice">Mayor Frank Jackson </a>of Cleveland is not your your average politician.</p></p> Wed, 16 Feb 2011 17:33:00 -0600 http://www.wbez.org/episode-segments/2011-02-16/changing-gears-clevelands-quiet-mayor-82426 Young pros: Leadership in Chicago sports http://www.wbez.org/episode-segments/young-pros-leadership-chicago-sports <img typeof="foaf:Image" src="http://llnw.wbez.org//cutler dope_0.jpg" alt="" /><p><p>The <a href="http://www.chicagobears.com/index.html" target="_blank">Chicago Bears</a> will play the Seattle Seahawks Sunday for a shot at the NFC Championship. Last time they met, the Bears lost to the Seahawks and it&rsquo;s been four years since the Bears won a playoff game. But the odds seem to favor Jay Cutler and the boys. Although, Cutler has never been in an NFL playoff and in recent days, there have been a few some <a href="http://sports.espn.go.com/espnmag/story?id=3682223" target="_blank">unkind words</a> about his personality and leadership.</p><p>Will the behind-the-scene dynamics of this team play a factor in Sunday&rsquo;s game? And what about some of Chicago's other young teams &ndash;how are these winning teams coming together behind the scenes?</p><p>There&rsquo;s only one reporter in this town that gets up-close-and-personal enough to answer those questions, &quot;Eight Forty-Eight's&quot; sports contributor Cheryl Raye-Stout.</p><p><em>DJ&nbsp;John Ciba's Music Button: Samson and Delilah, &quot;There's a DJ in Your Town&quot; (7&quot; on Black Prince Records)</em></p></p> Fri, 14 Jan 2011 14:30:00 -0600 http://www.wbez.org/episode-segments/young-pros-leadership-chicago-sports