What follows is a historical narrative I was commissioned to write for the Creighton University College of Businesss. The gist of the assignment was to articulate how the enterpreneurial focus and service to society mission of the college is in alignment with the enterprising and giving natures of the university’s pioneering founders, including businessmen and staunch Catholics Edward and John Creighton and the Jesuits.
Creighton College of Business Anchored in Pioneering Entrepreneurial Spirit and Jesuit Philosophy
©by Leo Adam Biga
Enterprising Spirit Animates the Creighton Story
Creighton University was founded in 1878 thanks to a confluence of figures whose pioneering, entrepreneurial, for-the-greater-good spirit established a caring, comprehensive academic institution on the Great Plains.
As Creighton has grown, so has the city it is situated in, Omaha, Nebraska. The Jesuit school and campus provide an anchor in the north downtown district. Graduates of Creighton’s professional schools and colleges of law, medicine, dentistry, pharmacy, nursing, and business, for example, are recognized leaders in their fields. Creighton is lauded for being a good neighbor and a vital asset to the community.
The university makes contributions to many quality of life areas and some of the most visible are made by the Creighton University Medical Center, which combines teaching, diagnosis, and treatment in a real-life, critical care setting.
Community service is a vital facet of the Creighton experience. Students, faculty, and staff donate time and talent through health care and legal aid clinics. Service-learning efforts address myriad needs at home, around the nation, on Native American reservations, and in the Dominican Republic, where Creighton maintains an Institute for Latin American Concern mission.
Community collaboration and partnerships are other dimensions of Creighton’s outreach. The Werner Institute is a model initiative for negotiation and conflict resolution in the conduct of business, in relationships within and among organizations and communities, in the workplace, and in health care settings.
The Halo Institute is a collaborative that provides incubator space and professional consultation for emerging start-up businesses with a social or bioscience entrepreneurial bent. Halo is located in a complex of buildings in Omaha’s Old Market, a historic district whose warehouses were home to the city’s wholesale produce and outfitting businesses. Creighton University’s founders, brothers Edward and John Creighton, did business out of the very 19th century structure that Halo occupies today.
Creightons Set a Precedent for Being Entrepreneurial and Community-Minded
It is only fitting that the university retain a tangible connection to the Creightons, as the family’s lives and careers embodied the same principles that underscore the institution’s core mission and the way in which it’s carried out.
Edward and John Creighton were business magnates and devout Catholics from the East who settled in Omaha in the years immediately prior to the Civil War. The Creightons amassed a fortune through various business interests and invested significant portions of that wealth into bettering the community through charitable support.
Builder, developer, and visionary Edward Creighton, the older of the two, got in on the ground floor of the burgeoning telegraph and railroad industries. He and his companies played a major role in supplying and constructing the transcontinental lines and rails that grew America’s communication and transportation networks.
Edward’s vast commercial empire was also built on bank, mine, cattle, and land holdings. His many business partners included fellow movers-and-shakers in the development of Omaha and in the settling of the West. Concurrent with Edward’s capitalist impulses was a desire to give back. It had long been his wish to form a Catholic school that prepared young people through a quality, values-based education program. After Edward’s death, his widow Mary Lucretia Creighton, and his younger brother John, a successful entrepreneur in his own right, carried out his wishes by founding Creighton University, which was originally called Creighton College.
Respected for their expertise as educators and for the rigorous morals and ethics-based course of study they administer, the Society of Jesus was given rein over the university. The Jesuits have continued guiding Creighton throughout its existence.
That same early spirit of aspiration, invention, and service is still imbued in Creighton more than a century later. Consistently rated one of the top institutions of higher learning in the Midwest, Creighton is rooted in its Catholic and Jesuit identity and mission of educating the whole person and leaving the world a better place. Creighton graduates are prepared to lead purpose-driven lives and careers.
College of Business Reflects the Creighton Legacy and the Jesuit Tradition
This mission extends to the university’s College of Business, founded in 1920 as the College of Commerce. Guided by the school’s Jesuit heritage, Through its highly respected undergraduate and graduate level programs he College of Business forms leaders who promote justice and use their business knowledge to improve the world.
Michael Jung, Chief Operating Officer and Vice President of Cantera Partners, has used his MBA from Creighton to assist nonprofits develop public-private partnerships aimed at building economic development and sustainability in emerging and Third World nations.
“It is rewarding work, not only financially but from seeing the difference these programs can make in the world,” says Jung. “Some of the work that I have been involved in is feeding children in Afghanistan. We were feeding 75,000 school kids on a daily basis for five years. Just seeing the impact that can have on those children, mothers, families is very rewarding. I like being part of work that is actually making a difference with those not as fortunate as us here in the United States.”
The Creighton College of Business advances values-centered conduct through its courses as well as through its Academic Integrity Policy, Dean’s Honor Roll for Social Responsibility, Executive Partners Program, Anna Tyler Waite Center for Leadership, Leadership Conversations series, and other programs.
The business college is a founding member and active participant in the Greater Omaha Business Ethics Alliance. This partnership with the Omaha Chamber of Commerce and the Better Business Bureau advocates ethics in business.
Creighton MBA graduate Laura Larson is associate director of the Business Ethics Alliance.
“I think Creighton’s Jesuit focus prepared me so well for my job now in the business ethics industry,” says Larson. “I saw a focus in my classes on looking out for each person individually, the good of every person, taking the time to think about how a decision affects all stakeholders involved.
“Values have always been very important to me and acting morally and ethically has always been very important to me. When I came to Creighton and got the opportunity to work with the Business Alliance it really was a dream job to me because I’m making a difference in Omaha organizations every day. I’m bringing knowledge, skills, and resources involving ethics that organizations may not already have. I feel like I have a dream job just because I get to help others. “
Pat Lazure is president of World Interactive Group, an Omaha World-Herald company. He founded a hyper-local Web platform, WikiCity, whose breakout success led the Omaha World-Herald Co. to buy it and bring him into the fold.
Holder of a Creighton MBA, Lazure appreciates the solid foundation he received in ethical business practices during his Creighton graduate studies.
“Business ethics is doing the right thing, sometimes even when it is uncomfortable to do,” Lazure says, “and in my education at Creighton business ethics was just a common ingredient, categorically, in every class I attended. It was just engrained in you. I think a Creighton graduate is conditioned to take that moral compass into their career.
“The Jesuits have always engrained being men and women for others. In a business career especially I think you can fall into a trap of being self serving, of only looking at what can I do to climb that corporate ladder. Or what can I do to promote my own stock. Or how can I cut corners. I think the Jesuit way instills in people a focus of being that man or woman for others, and seeing the broader landscape of things. Perhaps that’s through philanthropy or community service. Whatever it may be, it’s commingling the philanthropic aspects of life with the drive to turn a profit.”
Imagination, Innovation, Integrity Find a Home at Creighton
The College’s Social Entrepreneurship and Bioscience Entrepreneurship programs emphasize business models that feature sustainable new practices and technologies that can positively impact society and community.
Omaha native Sameer Bhatia graduated from medical school in India and then earned his MBA from Creighton’s Bioscience Entrepreneurship Program. That experience led him to the Halo Institute, where his start-up business, Guru Instruments, found a nurturing space. Guru is focused on designing and marketing tools for medical professionals that improve surgical and other procedures, thereby increasing efficiency and reducing costs. Bhatia dreams of automated devices that can serve as “virtual physicians” in patients’ own homes or in nursing homes by feeding data to doctors’ offices to help inform diagnostic or treatment options.
Creighton Entrepreneurship Program director Ann York says Bhatia fits the model of a socially conscious entrepreneur who is not only motivated to succeed with products that have a humanitarian utility but who will likely “give back.”
For York there is a clear throughline from what the Creighton brothers did as early social entrepreneurs and the way Creighton University graduates learn to apply social entrepreneurship today. She says the principles and lessons of social entrepreneurship taught at Creighton dovetail with those of the Jesuit tradition and its challenge to students to be stewards of society.
“Given the mission and the values of our university as a Jesuit institution it makes perfect sense that social entrepreneurship would capture the hearts and minds of our students,” says York.
She cannot help but see the connection between the way Edward Creighton conducted business and the way Creighton students and graduates learn to engage with each other and with community.
“The older brother, Edward, was sort of a maverick,” says York, “but he was very into social causes. He was very concerned about Native American rights and education and respecting the integrity of the Native American people. In working on the railroad routes and telegraph lines, negotiations with Native Americans occurred all along the way and he was very concerned about some of the things he saw going on and actually was pretty outspoken about it. He was also an abolitionist, and pretty vocal about that, too. That’s very socially conscious.
“Entrepreneurs are the most socially conscious of all business people. Entrepreneurs who make money often want to give something back to the community that helped them grow and flourish, and the Creightons were very much that type of family.”
York also sees a parallel between the technological pursuits of the Creightons and the university’s bioscience entrepreneurship efforts. Just as that pioneering family helped to advance rapid communication through the telegraph and to further mass
transportation through the railroad, the school’s entrepreneurial success stories are forging new frontiers of their own.
“I think the Creightons would embrace very much what we’re doing in the biosciences,” York says, “because I think they would recognize it as an emerging industry like the ones they were involved and they would see the potential for future entrepreneurs like themselves.”
Nurturing Creatives and Leaders
After experiencing success with its undergraduate Bioscience Entrepreneurship program, Creighton has developed a professional science master’s program in Bioscience Management. College of Business Dean Anthony Hendrickson says the emphasis in this graduate-level program “is really the management of that bioscience innovation process — the research and development.”
The Halo Institute is a supportive proving ground for social and bioscience entrepreneurial business models generated by Creighton students and faculty, although the incubator is open to applicants outside the Creighton community as well.
“The distinguishing thing about our Halo business incubator is that it is tied to our Jesuit mission,” says Hendrickson. “When as a board we look at different businesses the first question we ask ourselves is, ‘Relative to this service or product, what is its impact on society?’ Not its money making potential, but its impact on society. We consider that first and then after addressing whether it’s a good thing for society, we look at its business viability aspects, which is a different orientation. Most business institutions don’t do that because of their secular focus on business viability and profit potential. Most organizations ranking those things wouldn’t necessarily look at that social impact issue first.”
Halo Institute chair Roger Fransecky says participants in the incubator benefit from “the sponsorship, direction, and guidance of a values-based staff, and it’s all a reflection of what Creighton is about as an institution.”
Fransecky has an interesting perspective on the principled way Creighton approaches business precepts. Founder/CEO of the global leadership firm, Apogee Group, he serves on the College of Business advisory board and teaches a special course in personal leadership in the Creighton MBA program.
“I share deeply the values that Creighton espouses,” says Fransecky. “My students are doctors, lawyers, dentists, bankers, accountants, business people, and the common denominator is — they’re in this program not simply to get an MBA, they’re in this program to find work with meaning and to then link that work to the larger values of their lives. I’ve been very touched and moved by these grownups — they’re really smart and they care a lot. The thing that links them together is their aspirations and their values.
“I’ve taught at New York University and UCLA and Princeton and a lot of other places, and these (Creighton) students are very unique in my experience.”
ESPN reporter Paula Lavigne, who does enterprise piece’s for the cable sports network’s investigative “Outside the Lines” series, was a college graduate and working journalist when she decided to enhance her marketable skills. She decided to pursue a master of business administration degree and after considering several graduate schools she opted for Creighton’s MBA program.
“I chose Creighton because it has a wonderful reputation,” says Lavigne. “I appreciated the values it disposes. It was the Creighton faculty that really won me over. It was a wonderful blend of experienced faculty leading a discussion of people from all different backgrounds and engaged in really thought-provoking material.
“I feel like since I’ve gotten my MBA from Creighton I am more confident in my job and in the ideas I come up with. I feel that my MBA has really given me skills as a leader as well as a sense of credibility and business savvy I didn’t have before.”
Lavigne says she struggled with leadership until a breakthrough at Creighton.
“I think one of the most powerful moments from my Creighton experience was a personal leadership class I took. The professor really encouraged us to bring forth a lot of things from our past that were uncomfortable. By doing that it allowed me to see what I had been doing wrong as a leader and what strengths I could pull from to be a better leader going forward. It felt like a very cleansing moment for me.”
She says she learned leadership “is not just about numbers and board meetings, it’s really about people and it’s about your individual skills. This class really helped me come to terms with a lot of that. ” She says she now practices leadership on the job and as a presenter of workshops and training seminars for other reporters.
A Moral Compass
In addition to honing her leadership skills, Paula Lavigne says Creighton’s MBA program gave her a new, healthier perspective of business.
“Before I started the MBA program at Creighton I had a pretty cynical view of business, especially big business not really having much respect for business ethics or morality or social justice. In my view those values really didn’t have a role in the business community. My MBA classes at Creighton taught me that’s not really true. Professors were very good about incorporating that sense of justice, ethics, and morality into business, and really teaching us as students that there is a role for that. It is not just a dog eat dog world.
“I mean there is definitely a role in business to follow a moral compass of sorts and still be successful. I think that really plays into those Jesuit values, and I know that that sense of the Golden Rule is not just for Sunday school, but it’s for the boardroom as well. Our professors instilled in us that you don’t just have to run over everyone, you can respect your competition, you can respect your customers, and at the end of the day you can still profit from the bottom line.”
Creighton business professor and Robert Daugherty Chair in Management Robert Moorman says the College of Business encourages students not to be satisfied with the status quo. He says students are challenged to look beyond merely making a profit or returning a dividend to shareholders by asking questions that go deeper than bottom line numbers. He says students are trained to look at larger considerations; What’s next? What else is there to do? How are you going to use shareholder value to drive changes in the world toward justice, toward the improvement of society for the many?
“It’s that sense of responsibility to take one more step,” says Moorman. “Gathering the knowledge is a necessary important first step. Using the knowledge completes the circle. So I think this is a place where we try to ask the question, How are you going to use the knowledge, what are you going to do with it? Leadership is the method, the lever or the device that links knowledge to the outcomes we wish to see.
“I often say to students, ‘We want you to take ethics classes and really think about the ethics side of it, because we want you to be leaders who influence the world.’”
Moorman says that if students are going to be successful entrepreneurs they must know finance, marketing, strategy, and underlining business principles. Just as they must have a complete grasp of such business models, he says if f they are to be socially responsible entrepreneurs they must know and apply sound ethics. It’s this holistic approach to doing business, he says, that differentiates Creighton’s focus.
“Everything is kind of tied together that way,” he says. “I think the entrepreneurship major is really about fostering a drive towards innovation that makes a difference for society.”
Hendrickson sees plenty of evidence that Creighton business graduates implement the social consciousness taught in school in their own careers.
“It seems like there’s a number of Creighton grads that embrace this idea of social entrepreneurship, mostly because that’s the ethos from which they spring,” he says.
That ethos is one embodied by the Jesuit philosophy, past and present, and it’s certainly an ethos the Creighton family manifested.
Building on a Foundation of Serving the Greater Good
According to Creighton archivist David Crawford the Creightons were visionaries who saw the need for quality higher education that was broad in scope, yet specialized. The family’s philanthropy made possible the addition of the schools of medicine, law, pharmacy, and significantly, business. He says Creighton University added the then-School of Commerce at a time when there was growing recognition of the need for “scientific training” in business administration.
Whether donating the money to establish Creighton University or providing funds to build out the campus, including St. John’s Church, or financing the creation of professional schools, or supporting St. Joseph Hospital, Crawford says “the Creightons acted out of “a sense of responsibility” to serve their community and faith.
“Through a lot of their charitable works the Creightons took care of a number of voids in Omaha and Nebraska. I think they just saw this as part of giving back to the community.”
Crawford says this outward focus still resonates today with the social justice and community service work that Creighton students, faculty, and staff do in accordance with the school’s Jesuit mission.
“You see a strong sense that that’s what you do here — that’s the norm, and I think that really ties directly back to the Creightons. The commitment to putting a school here was part of a larger commitment. The leadership role of the Creighton family was very much in that mode of noblesse oblige (nobility obliges) — of feeling a responsibility to people in the area,” says Crawford. “There was a sense of, We’ve been blessed, there’s a lot of people in our community who are less fortunate, and we need to take care of them.”
Omaha is well known for its generous business and entrepreneurial sector and Creighton College of Business graduates are among the major players who make community service a priority here and wherever they live.
Laura Larson of the Greater Omaha Business Ethics Alliance credits Creighton University with nurturing a focus on others.
“Something that was really emphasized at Creighton was giving back to the community,” she says. “One way Creighton helped me to grow was that it really gave me the opportunity to make a difference in the MBA program. When I had an idea for a project I’d go to a faculty member to talk about it, and they were completely open to hear what I had to say and they gave me the tools necessary to implement the project. I was able to start a graduate student association and plan the first hooding ceremony for graduate business students.”
“After I was done with my MBA I got involved with a mentoring program in the Omaha area, so I now mentor a group of four to six kids twice a month. Serving others is something I was always very passionate about. It is something that has been instilled in me from a young age and Creighton emphasized it as well as I went through the program. “
Robert Moorman says the example of the Creightons and university graduates giving back demonstrates how trailblazers can assert leadership that goes beyond selfish business interests to serve much wider community and societal interests.
“It’s really about the drive that prompted the Creightons to explore new territories, new business ideas, new endeavors and not stop at perhaps a simple way station and say, I am successful now, that’s good enough, and I’m resting on my laurels. It’s about a very forward leaning entrepreneurial notion,” says Moorman, “and at least being comfortable with accepting the mantle of responsibility that comes with opportunity.
“Responsibility comes with those benefits. Leadership is the way in which influence is exercised. At the end of the day it’s all about exercising influence over the actions and views of other folks, and the Creighton brothers did that, the Creighton wives did that, and that I think is the connection we want to have to that legacy. It’s the what’s next — what else are you going to do now? outlook.”
An Unbroken Chain of Ingenuity and Inspiration
The holistic approach the Creightons modeled has remained a constant at the university and in its business college, whose graduates cultivate a sense of responsibility and concern they carry with them, paying it forward in their personal and professional lives.
“Getting my MBA at Creighton has made me more of a whole person,” says ESPN’s Paula Lavigne. “It has made me a better contributor in the workplace. It has made me a better leader. It has given me opportunities at ESPN and I believe it has opened up my opportunities for the long term as well regardless of what I do.
“One of the things we learned in our leadership classes was the importance of being authentic. You can’t be authentic if you have one face at work and a different one at home and a different face in your spiritual life. You have to make sure the person you are at work is true to the person you are at home because that makes you a better leader. As long as you’re being authentic to yourself, you can be a better person, you can be a better leader with your coworkers, with your supervisors, and the customers that you deal with.”
Balance, congruence, integrity, innovation, integration, service. These qualities have been a hallmark of the Creighton experience since its start. They remain a cornerstone of the values taught there today.
The enterprising and philanthropic spirit of the school’s founders has been taken up year after year, generation after generation by new mavericks animated with the same desire to achieve and lead.
Like the Creightons who began it all, the university continues producing men and women of substance, vision, and conscience who succeed in business and in life not in spite of their compassion and generosity but because of it.
- Creighton University Leads Statewide Initiative to Improve End-of-Life Care (prweb.com)
- Creighton University Launches Online Doctor of Education in Leadership (prweb.com)
- Institute for Latin American Concern at Creighton has Dominican Focus (leoadambiga.wordpress.com)
- Home is Where the Heart Is for Activist Attorney Rita Melgares (leoadambiga.wordpress.com)
- Community Trumps Gang in Fr. Greg Boyle’s Homeboy Model (leoadambiga.wordpress.com)
Masterful: Omaha Liberty Elementary School’s Luisa Palomo Displays a Talent for Teaching and Connecting
You don’t think of a master teacher as someone in her 30s but that’s exactly what Luisa Palomo of Omaha is. The kindergarten instructor at Liberty Elementary School has mastered the art and craft that is teaching and she is deservedly being recognized for it. The following two stories I did on her, in 2010 and 2012, appeared in El Percio newspaper shortly after she earned major education prizes in those respective years. The school she teaches at, Liberty Elementary, is one I am quite fond of. You’ll find several more articles by me about Liberty on this blog.
©by Leo Adam Biga
Originally appeared in El Perico
Liberty Elementary School kindergarten instructor Luisa Maldonado Palomo has reached the top of her field as a 2010 Alice Buffet Outstanding Teacher Award-winner.
The Gering, Neb. native is the grade leader at her Omaha school. She heads outreach efforts to parents, many of them undocumented, through the Liberty Community Council. She’s a liaison with partners assisting Liberty kids and families. The school engages community through parenting and computer classes, food and clothes pantries, and, starting in the fall, a health clinic.
Colleagues admire her dedication working with the school’s many constituents.
“She truly reaches the whole child – behaviorally, academically, socially, emotionally — and then steps beyond that and reaches the family too,” said Liberty Principal Carri Hutcherson. “We can count on her to do a lot of the family components we have at Liberty because she gets it, she has a heart for it, the passion, the drive, the focus, all those great things it takes. She’s an expert practitioner on so many levels.”
But there was a time when Palomo questioned whether she wanted to be a classroom teacher. While a Creighton University education major she participated in Encuentro Dominicano, a semester-long study abroad in the impoverished Dominican Republic. She described this immersion as a “huge, life-changing experience” for reawakening a call to service inherited from her father, Matt Palomo.
“My dad has spent his whole life doing for others,” she said. “He comes from a migrant worker family. He gave up a college scholarship to work so he could help support his nine brothers and sisters. From the age of 15 he’s been involved with the Boy Scouts as a scout leader. He just celebrated his 45th year with the Boy Scouts of America.
“He’s always worked with underprivileged youth, Hispanic or Caucasian, in our small town. He’s such a role model for so many young boys who’ve gone through that program. He has such a sense of what’s right and wrong and he’s instilled that in my brother and sister and I.”
In the Dominican Republic Luisa felt connected to people, their lives and their needs.
“You work, take classes and live with families,” she said. “You learn the philosophy and the why of what’s going on. You really learn to form relationships with people, which isn’t something that always comes naturally to Americans. Here, it’s always more individualistic and what do I need to do for myself, whereas in a lot of other countries people think about what do I need to do for my community and my family.”
The communal culture was akin to what she knew back in Gering. When she returned to the States she sought to replicate the bonds she’d forged. “I came back wanting that,” she said. Unable to find it in her first teaching practicums, she became disillusioned.
“I was ready to quit education and my advisor was like, ‘Nope, there’s this new school in a warehouse and Nancy Oberst is the principal and you’ll meet her and love her, give it a shot before you quit.’ So I went there and loved it and stayed there. Nancy and I just clicked and she hired me to teach kindergarten.”
Liberty opened in 2002 in a former bus warehouse at 20th and Leavenworth. In 2004 it moved into a newly constructed building at 2021 St. Mary’s Avenue. Oberst was someone Palomo aspired to be like.
“She’s so dynamic and such a good model,” said Palomo. “She has such a vision for how a school should be — it shouldn’t be an 8:30 to 4 o’clock building. Instead it should be a community space where it’s open all the time and families come for all kinds of different services, and that really is the center of the community.”
Oberst and many of Liberty’s original teachers have moved on. Palomo’s stayed. “We have a core group of parents who have been with us from the old building and they know I’m one of the few teachers who have been here all eight years,” she said. “They’ve seen what I do. They know Miss Palomo is the one who spent the night in the ER when Jose broke his arm and started a fund raiser when Emiliano’s house burned down. They know me and they trust me and they let me into their homes.
“They know I’m coming from a good place.”
She said one Liberty family’s “adopted” her and her fiance. The family’s four children will be in the couple’s fall wedding.
Hutcherson said Liberty is “the hub” for its downtown neighborhood and educators like Palomo empower parents “to feel they’re not just visitors but participants.” Whether helping a family get their home’s utilities turned back on or translating for them, she said Palomo and other staff “step out of the walls of this building to get it done.” For two-plus years Palomo mentored a girl separated from her parents.
“It’s that whole reaching out and meeting our families where they’re at,” said Palomo.
Liberty’s holistic, family-centered, “do what’s best for the child” approach is just what she was looking for and now she can’t imagine being anywhere else.
“I really love it here. We’re not just a teacher in the classroom. We do so much to really bring our community into our school so our families can come to us for all these different activities and for help with different needs. It’s one of those things where we let them into our lives and they let us into theirs, and we’re both better for it.”
She’s proud to be “a strong Hispanic” for kids who may not know another college graduate that looks like them.
Palomo recently earned her master’s in educational administration from UNO. Sooner or later, she’ll be a principal. Hutcherson said when that day comes “it’ll be a great loss to Liberty but a great gain for the district.”
_ _ _
Liberty’s Luisa Palomo Named Nebraska Teacher of the Year
©by Leo Adam Biga
Originally appeared in El Perico
In only two years Liberty Elementary School kindergarten instructor Luisa Palomo, 30, has won Nebraska’s top teacher recognition honors. In 2010 she was named an Alice Buffett Outstanding Teacher, an award given top Omaha Public Schools educators, and last November she was selected Nebraska Teacher of the Year.
The Gering, Neb. native applied for the state honor at the prodding of OPS colleagues. She completed the required essays and interviews but held out little hope of winning.
“I felt there’s no way they’re going to choose me because to be quite honest I am young and I’ve only taught for a short amount of time compared to a lot of other teachers of the year. And while I’m passionate about early childhood education I know it’s not on the forefront of everybody’s brain when they think about education.”
She was motivated to put her name in the running because the winner gains a stage and she wanted a platform on education.
“By getting this award you get so much more of an audience,” she says. “By having this title behind my name now finally people will listen to me. I kind of applied for the award thinking this – that I would have a title that would give me a foot in the door.”
As expected, she’s in high demand as a speaker and she says she’s eager to present on “topics I feel really passionate about.”
“What I want the media and the public to know is that there’s so many good things happening in education. The media’s focus on bad news stories is really not an accurate reflection of what’s happening in schools, so I kind of want to put that message out there.
“What I’ll be talking to teachers about is a shift in how we run our schools. Instead of it having to be a traditional 9-to-3, nine months out of the year model, we really need to shift that mentality to what is best for kids. For some kids the traditional school year works beautifully, but for other kids, like the ones I work with in my downtown school, it’s so much more beneficial to them to have an extended day where they’re able to come in early and stay late and have educational opportunities, and to attend summer school through the first week of July.”
She advocates that schools adjust to meet students where they are.
“There doesn’t need to be a one size fits all model for education. Instead it’s what works for the kids you’re serving. It may mean doing what Liberty does, which is coordinate with all these community services to offer Our Completely Kids program. It opens our building at 7 in the morning and closes it at 6 at night.
“Liberty employs this full service community school model where it says if families trust the school, bring in the services. Why send families across town? Why not have a doctor in your school? Liberty allows any of us as teachers to accompany our families through so much of their lives, and we’re better for it and our families are better for it and the children are better for it. Our kids are better adjusted and they’re more connected to school.
“There’s so many different ways to meet the needs of our kids, we just have to be open to accepting it.”
She bristles at the notion a teacher’s duties stop when the last school bell rings.
“I hear some teachers say, ‘But my job is not to be a social worker,’ but really it is because your job is to look out for what’s best for children.”
For Palomo, teaching is about making lives better.
“All kids have a path and the teachers they have in the classroom determine where that path is. There’s so much literature that talks about the effectiveness of quality teachers. If I’m able to reach these kids and get them to love learning I’m changing the outcome of their path. To be a transformational leader is understanding your job is so much more than teaching phonics or number recognition.”
She approaches the school day as a “very purposeful” adventure in which she “guides and encourages” the learning process. “I never talk at our children but with our children and kind of explore with our kids as they learn. It’s a balance of what’s developmentally appropriate and what’s engaging for our kids.”
During 2012 she’ll be meeting fellow teachers of the year at national education events. The first was in Dallas, Texas in late Jan. Upcoming events are in Washington D.C., Huntsville, Ala. and New York-New Jersey. She says she enjoys the prospect of making “connections with people all around the country that I’ll be able call on when I have questions or when I need support.”
She’s already getting to know past Nebraska Teachers of the Year, who work as a cohort on education initiatives. “It’s expected as a teacher of the year you’re continually giving back to the education community,” she says. That’s fine with Palomo since she sees her calling as a service mission. The recognition only confirms that. “This award really makes me think that not only did I choose the right career but I must be doing things right.” She also sees it as validation that quality education happens in inner city schools.
She intends on being an administrator one day but for now is content where she is.
“I want to be in the classroom for a chunk of my career before I move on. I feel like I learn so much every year by being in the foxholes. I work with parents, students, teachers on a daily basis, and it’s very real. I’m not tied up in administrative duties or policy, I’m working with who I want to have the most effect on.”
- Fast Times at Omaha’s Liberty Elementary: The Evolution of a School (leoadambiga.wordpress.com)
- Alice Buffett Outstanding Teacher Awards (omaha.com)
- Teachers from Iowa, Neb., to be celebrated in DC (thegazette.com)
Fascinating profile subjects abound everywhere I turn. Often times though I feel constrained to impart just how compelling a person’s story is by the limited space editors grant me. The subject of this of this profile, Taylor Keen, is a case in point. The 500 to 600 words allotted me to tell his story can only provide a hint of the complexity and nuance that attend his life and career journey. It’s a delightful writing challenge to be sure. All I can hope is that I leave you the reader with an engaging glimpse of the man and a thirst to know more.
Entrepreneur, Strategist and Nation Builder Taylor Keen
©by Leo Adam Biga
Soon to appear in Omaha Magazine
As the son of prominent, college-educated Native American parents who found success in and out of traditional circles, Creighton University‘s Taylor Keen says he grew up with the expectation “you had to walk in both worlds.”
He hails from northeast Oklahoma, where his late attorney father, Ralph F. Keen, was a conservative big wheel in Cherokee nation politics. His liberal Omaha Indian mother, Octa Keen, is a veteran nursing professional. He credits her for his being well-versed in traditional dances, songs and prayer ceremonies.
He successfully navigates “dual worlds” at Creighton as director of the Native American Center and as executive director of the Halo Institute, a business incubator. He’s also managing partner of his own consulting firm. Talon Strategy, which provides clients competitive intelligence and strategic facilitation solutions.
Off-campus, he maintains ceremonial duties as a member of the Omaha Hethuska Warriors. He previously did economic development consulting for the Omaha and Cherokee nations and served a stint on the Cherokee National Council.
He joined Creighton in 2008 in the wake of a tribal political controversy that pitted him against fellow Cherokee nation elected leaders. The issue involved the descendants of slaves held by the Cherokee in earlier times. Keen, who had eyes on becoming chief, says he “committed political suicide” when he took an unpopular stance and advocated these descendants enjoy the same rights as all native Cherokees.
It wasn’t the first time Keen survived personal upset. When his parents divorced he and his siblings bounced back and forth between Oklahoma and Omaha. With deep roots in each place, Keen calls both home.
Even from his earliest dealings with the outside world he says he was always aware “I was very different from other people,” adding, “That was a crucial life lesson. Identity for all of us as human beings is where it begins and ends.” He says his own “strong sense of identity” has helped him thrive.
He graduated from Millard North and ventured east to attend a private boarding school in Massachusetts to improve his chances of getting into an Ivy League institution. His plan worked when Dartmouth accepted him. He also studied at Harvard University’s Kennedy School of Government and Harvard Business School. A paper he wrote attracted the attention of Metropolitan Fiber Systems, a spin-off of Peter Kiewit and Sons. “I was hired as a graduate intern at a very exciting time, working for all these powerful executives at a fresh young startup. I was hooked,” he says. “I returned the next summer and they sent me overseas.”
Swept up in the dot com-technology-telecom boom, he tried his hand at his own online business and though he says “it failed miserably,” he adds, “I learned a ton. I think all entrepreneurs learn more from their mistakes than from their successes.
My class at Harvard Business School, whether we like it or not, will be forever remembered as the dot com class. I believe 80 percent of us at least had some association with dot coms.”
Encouraged in the belief that his true calling lay in teaching, he’s found the right fit at Creighton. There he combines two of his favorite things by easing the path of Natives in higher education and by helping emerging businesses prepare themselves for angel investors .
“Creighton’s been very good to me,” he says. “It has very much let me play towards my passions and my strengths.”
Walter Reed: From Out of the Past – Former Hidden Child Survives Holocaust to Fight Nazis as an American GI in World War II
About nine years ago I was given the opportunity to meet and profile Walter Reed, whose story of escaping the Final Solution as a Hidden Child in his native Belgium and then going on to fight the Nazis as an American GI a few years later would make a good book or movie. Here is a sampling of his remarkable story now, more or less as it appeared in The Reader (www.thereader.com). You’ll find many more of my Holocaust survival and rescue stories on this blog.
Walter Reed: From Out of the Past – Former Hidden Child Survives Holocaust to Fight Nazis as an American GI in World War II
©by Leo Adam Biga
Originally published in The Reader (www.thereader.com)
Imagine this: The time is May 1945. The place, Germany. The crushing Allied offensive has broken the Nazi war machine. You’re 21, a naturalized American GI from Bavaria. You’re a Jew fighting “the goddamned Krauts” that drove you from your own homeland. Five years before, amid anti-Jewish fervor erupting into ethnic cleansing, you were sent away by your parents to a boys’ refugee home in Brussels, Belgium. Eventually, you were harbored with 100 other Jewish boys and girls in a series of safe houses. You are among 90 from the group to survive the Holocaust.
Relatives who emigrated to America finagle you a visa and, in 1941, you go live with them in New York. You abandon your heritage and change your name. Within two years you’re drafted into the U.S. Army. At first, you’re a grunt in the field, but then your fluency in German gets you reassigned to military intelligence, attached to Patton’s 95th Division, interrogating German POWs. If this were a movie, you’d be the avenging Jewish angel meeting out justice, but you don’t. “The whole mental attitude was not, Hey, I’m a Jew, I’m going to get you Nazi bastard,” said Walter Reed, whose story this is. “I had no idea of revenging my parents. We were really more concerned about our survival and getting the information we needed.”
By war’s end, you’re in a 7th Army unit rooting out hardcore Nazis from German institutions. You don’t know it yet, but your parents and two younger brothers have not made it out alive. You borrow a jeep to go to your village. Your family and all the other Jews are gone. You demand answers from the cowed Gentiles, some you know to be Nazi sympathizers. You intend no harm, but you want them scared.
“I wasn’t the little Jewish boy anymore,” said Reed. “Now, they saw this American staff sergeant with a steel helmet on and with a carbine over his shoulder. At that point, we were the conquerors and those bastards better knuckle under or else. I asked, What happened to my family and to the other Jewish people? They told me they were sent to the east into a labor camp. That’s about all I could find out.”
It is only later you learn they were rounded-up, hauled away in wagons, and sent to Izbica, a holding camp for the Sobidor and Belzec death camps, one or the other of which your family was killed in, along with scores of friends and neighbors.
Walter Reed, now 79, is among a group of survivors known as the Children of La Hille, a French chateau that gave sanctuary to he and his fellow wartime refugees. A resident of Wilmette, Il., Reed and his story have an Omaha tie. After the war, he graduated from the prestigious University of Missouri School of Journalism and it was as a fund raising-public relations professional he first came to Omaha in the mid-1950s when he led successful capital drives at Creighton University for a new student center and library. “Part of me is in those buildings,” he said.
More recently, he began corresponding with Omahan Ben Nachman, who brings Shoah stories to light as a board member with the local Hidden Heroes of the Holocaust Foundation. A friend of Nachman’s — Swiss scholar and author Theo Tschuy — led him to accounts of La Hille and those contacts led him to Reed. In Reed, Nachman found a man who, after years of burying his past, now embraces his survivor heritage. With Reed’s help, Tschuy, the author of Dangerous Diplomacy: The Story of Carl Lutz and His Rescue of 62,000 Jews, is researching what will be the first full English language hardcover telling of the children’s odyssey.
On an April 30 through May 2 Hidden Heroes-sponsored visit to Nebraska, Reed shared the story of he and his comrades, about half of whom are still alive, in presentations at Dana College in Blair, Neb. and at Omaha’s Beth El Synagogue and Field Club, where Reed, a Rotary Club member, addressed fellow Rotarians. A dapper man, Reed regales listeners in the dulcet tones of a newsman, which is how he approaches the subject.
“I’m a journalist by training. All I want is the facts,” he said, adding he’s accumulated deportation and arrest records of his family, along with anecdotal accounts of his family’s exile. “I’m simply overwhelmed by the wealth of information that exists and that’s still coming out. In the last 10 years I’ve found out an awful lot of what happened. I don’t have any great details, but I have vignettes. So, my feeling when I find out new things is, Hey, that’s terrific, and not, Oh, I can’t handle it. None of that. Long, long ago I got over all the trauma many survivors feel to their death. I vowed this stuff would never disadvantage me.”
As he’s pieced things together, a compelling story has emerged of how a network of adults did right amid wrong. It’s a story Nachman and Reed are eager for a wider public to know. “It shows how a dedicated group of people, most of whom were not Jewish, coordinated their actions to prevent the Nazis from getting at these Jewish children,” said Nachman, who paved the way for the upcoming publication of a book by a La Hille survivor. “They chose to do so without promise of any reward but out of sheer humanitarian concern. It’s a story tinged in tragedy because the children did lose their families, but one filled with hope because most of the children survived to lead productive lives.”
It was 1939 when Reed made the fateful journey that forever separated him from his parents and brothers. Born Werner Rindsberg in the rural Bavarian village of Mainstockheim, Reed was the oldest son of a second-generation winemaker-wine merchant father and hausfrau mother. His was among a few dozen Jewish families in the village, long a haven for Jews who paid local land barons a special tax in return for protection from the anti-Semitic populace. Reed said Jews enjoyed unbothered lives there until 1931-1932, when Nazism began taking hold.
“I was aware of the growing menace and danger when I was about 8 or 9 years old. I recall constant conversations between my parents and their Jewish peers about Hitler. The Nazis marched up and down our main street with their swastika flags and their torches at night, singing their songs. This was a very close-knit community of about 1,000 inhabitants and you knew which kid had joined the Hitler Youth and whose dad was a son-of-a-bitch Nazi. Pretty soon, the kids began to chase us in the street and throw stones at us and call us dirty names. Then, the first (anti-Jewish) decrees came out about 1934 and increasingly got stricter.”
Pogroms of intimidation began in earnest in the mid-1930s. Reed remembers his next door neighbor, a prominent Jewish entrepreneur, taken away to Dachau by authorities “to scare the hell out of him. It saved his life, too,” he said, “because that hastened his decision to get the hell out of Germany. This stuff was going on in other towns and villages where I had relatives. In those places, including where my mother’s brothers and sisters lived, the local Nazis were more rabid and…they hassled the Jews so much they left, and it saved their lives.”
Things intensified in November 1938 when, in retaliation for the assassination of a German diplomat by an expatriate Polish Jew outraged by the mistreatment of his people, the Nazis unleashed a terror campaign now known as Kristallnacht (Night of Broken Glass). Roving gangs of brown-shirted thugs attacked and detained Jewish males, vandalizing, looting, burning property in their wake. Reed, then 14, and his father were dragged from their home and thrown into a truck with other captives. As the truck rumbled off, Reed recalls “thinking they were going to take us down to the river and shoot us or beat the hell out of us.” The boys among the prisoners were confined in the jail of a nearby town while the men were taken to Dachau. Reed was freed after three nights and his father after several weeks.
In that way time has of bridging differences, Reed’s recent search for answers led him to a group of school kids in Gunzenhausen, a Bavarian town whose Jewish inhabitants met the same fate as those in his birthplace. The kids, whose grandparents presumably sanctioned the genocide as perpetrators or condoned it as silent witnesses, have studied the war and its atrocities. Reed began corresponding with them and then last year he and his wife Jean visited them. He spoke to the class, and to two others in another Bavarian town, and found the students a receptive audience.
“Frankly,” he said, “I find these encounters very worthwhile and uplifting. I was told by the teachers and principals it was quite a moving experience for the students to come face-to-face with history. My visit is now on the web site created by one class. On it, the students say they were especially moved by my stated conviction that the most important lesson of these events is to hold oneself responsible for preventing a repetition anywhere in the world and that each of us must bear that responsibility.”
When his father returned from Dachau, Reed recalls, “He looked awful. Emaciated. He wasn’t the same man. When we asked him what it was like he just said he’s not going to talk about it.” It was in this climate Reed’s parents decided to send him away. He does not recollect discussions about leaving but added, “I recently found a letter my father wrote to somebody saying, ‘I finally persuaded Werner to leave,’ so I must have been reluctant to go.”
A question that’s dogged Reed is why his parents didn’t get out or why they didn’t send his brothers off. It’s only lately he’s discovered, via family letters he inherited, his folks tried.
“Those letters tell a story,” he said. “They tell about their efforts to try and get a visa to America. My dad traveled to the American consulate in Stuttgart and waited with all the other people trying to get out. They gave my parents a very high number on the waiting list, meaning they were way down on the queue. There are anguished letters from my father to relatives referencing their attempts to get my brothers out, but that was long after it was too late. In no way am I castigating my parents for making the wrong decision, but they could have sent my brothers (then 11 and 13) because in that home in Brussels we had boys as young as 5 and 6 whose parents sent them.”
Home Speyer, in the Brussels suburb of Anderlecht, is where Reed’s journey to freedom began in June 1939. Sponsored by the city and afforded assistance by a Jewish women’s aid society, the home was a designated refugee site in the Kinder transport program that set aside safe havens in England, The Netherlands and Belgium for a quota of displaced German-Austrian children. Where the transport had international backing and like rescue efforts had the tacit approval of German-occupied host countries, others were illegal and operated underground. Reed said the only precautions demanded of the La Hille kids were a ban on speaking German, lest their origins betray them as non-French, and a rule they always be accompanied outside camp grounds by adult staff. Despite living relatively in the open, the children and their rescuers faced constant danger of denouncement.
The boys at Home Speyer, like the girls at a mirror institution whose fates would soon be mingled with theirs, arrived at different times and from different spots but all shared a similar plight: they were homeless orphans-to-be awaiting an uncertain future. Reed doesn’t recall traveling there, except for changing trains in Cologne, but does recall life there. “For a young boy from a small Bavarian farm village,” he said, “Brussels was an exciting city with its large buildings, department stores, parks and museums. We made excursions into the beautiful Belgian countryside. And there was no more anti-Semitic persecution.”
This idyll ended in May 1940 when German forces invaded Belgium. Reed said the director of the girls home informed the boys’ home director she’d secured space on a southbound freight train for both contingents of children.
“We packed what we could carry and took the streetcar to the train station,” he notes. “Late that night two of the freight cars were filled by the 100 boys and girls as the train began its journey to France.”
Adult counselors from the homes came with them. The escape was timely, as the German army reached Brussels two days later. En route to their unknown destination, Reed said the roads were choked with refugees fleeing the German advance. Unloaded at a station near Toulouse, the children were trucked to the village of Seyre, where a two-story stone barn belonging to the de Capele family quartered them the next several months. It appears, Reed said, the de Capeles had ties to the Red Cross, as the children’s homes did, which may explain why that barn was chosen to house refugees.
“It lacked everything as a place to live or sleep,” he said. “No beds, no mattresses, no running water, no sanitary facilities, no cooking equipment. Food was scarce, Pretty soon we ran out of clothes and shoes. Everything was rationed. A lot of us had boils, sores and lice.”
With 100 kids under tow in primitive, cramped conditions, the small staff struggled. “They were trying to manage this rambunctious group of kids, who played and fought and caused mischief. The older kids, myself included, were deputized to sort of manage things. We taught classes out in the open. We worked on nearby farms in the hilly, rolling countryside, cutting brush…digging potatoes. For compensation we got food to bring back. It was like summer camp, except it was no picnic,” he said. “We all grew up fast. We learned about survival, self-reliance and cooperation for the common good.”
It was not all bad. First amours bloomed and fast friendships formed. Reed struck up a romance with Ruth Schuetz Usrad, whose younger sister Betty was also in camp. He also found a best friend in Walter Strauss.
The barn’s occupants were pushed to their limits by “the harsh winter of 1940,” Reed said. They got some relief when the group’s Belgian director, Alex Frank, got the Swiss Children’s Aid Society, then aligned with the Swiss Red Cross, to put Maurice and Elinor Dubois in charge of the Seyre camp, which they soon supplied with bedding, furniture and Swiss powdered milk and cheese.
With the Nazi noose tightening in the spring of 1941 the Dubois relocated the children to an even more remote site — the abandoned 15th century Chateau La Hille, near Foix in the Ariege Province — where, Reed said, “they were less likely to be detected.” It was here the children remained until either, like Reed, they got papers to leave or, like others, they dispersed and either hid or fled across the border. Some 20 children came to the states with the aid of a Quaker society.
As chronicled in various published stories, Reed said that in 1942, a year after he left, 40 of the children, including his girlfriend Ruth, were arrested by French militia and imprisoned at nearby Le Vernet. Inmates there were routinely transported to the death camps and this would have been the children’s fate if not for the intervention of Roseli Naef, a Swiss Red Cross worker and the then La Hille director, who bicycled to Le Vernet to plead with the commandant for their release. When her entreaties fell on deaf ears, she alerted Maurice Dubois, who bluffed Vichy authorities by threatening the withdrawal of all Swiss aid to French children if the group was not freed.
The officials gave in and the children spared. Reed said he has copies of records documenting Naef’s termination by the Swiss Red Cross for her role as a rescuer of Jews, the kind of punitive disapproval the Swiss were known to employ with other rescuers, such as diplomat Carl Lutz.
In getting out when he did, Reed realizes he “was one of the lucky ones,” adding, “Others had to use more extraordinary means to escape, like my friend Walter Strauss. He tried escaping across the Swiss border with four others. They were caught. He was sent back and was later arrested and killed in Auschwitz.” Ruth left La Hille and led a hidden life in southern France, joining the French Underground. She reportedly had many narrow escapes before fleeing across the Pyrenees into Spain and then Israel, where she helped found a kibbutz and worked as a nurse.
It was at a 1997 reunion of Seyre-La Hille children in France that Reed saw Ruth and his former companions for the first time in 50-plus years. Keen on not being a “captive” of his past, he’d dropped all links to his childhood, including his Jewish identity and name. Other than his wife, no one in his immediate family or among his friends knew his survivor’s tale, not even his three sons.
For Reed, the reunion came soon after he first revealed his “camouflaged” past for the Survivors of the Shoah Visual History project. Then, when his turn came to tell his biography before a Rotary Club audience, he asked himself — “Do I step out of my closet or do I keep hiding from my past?” Opting to “go through with it,” he shared his story and “everything flowed from there.” After attending the ‘97 La Hille reunion, Reed and his wife hosted a gathering for survivors in Chicago and another in France in 2000.
On the whole, the survivors fared well after the war. Two Seyre-La Hille couples married. A pair enjoyed music careers in Europe — one as a teacher and the other as a performer. Nine of the adult camp directors-counselors have been honored for their rescue efforts as Righteous Among the Nations by Yad Vashem in Israel. Reed has visited many of the sites and principals involved in this conspiracy of hearts. The Chateau La Hill is still a haven, only now instead of harboring refugees as a rustic hideout it shelters tourists as a trendy bed-and-breakfast.
For Reed, taking ownership of his past has brought him full circle.
“Even though our lives have taken many different paths all over the globe, nearly all my surviving companions feel a strong bond with each other. Many have strong ties to the places and persons that gave us refuge during those dangerous and turbulent years of our youth. I think a lot of things happened then that shaped me as a whole. It inculcated in me certain attributes I still have — of taking responsibility and running things.”
Above all, he said, the experience taught him “to resist oppression and discrimination,” something he and his wife do as parents of a child with cerebral palsy. “For me, recrimination and anger are not a suitable response. It’s important we strive for reconciliation and understanding. Then we live the legacy.”
- Art Trumps Hate: ‘Brundinar’ Children’s Opera Survives as Defiant Testament from the Holocaust (leoadambiga.wordpress.com)
- David Kaufmann: A Holocaust Rescuer from Afar (leoadambiga.wordpress.com)
Nick and Brook Hudson, Their YP Match Made in Heaven Yields a Bevy of Creative-Cultural-Style Results – from Omaha Fashion Week to La Fleur Academy to Masstige Beauty and Beyond
Every city has its dynamic young professionals who help shape or in some cases help reset the creative-cultural-style bar, and that is most definitely the case with Nick and Brook Hudson of Omaha. They are a much-admired couple who embody the having-it-all ethos in their personal and professional lives. Their contributions to Omaha’s emerging aesthetic covers fashion, beauty, social entrepreneurship, education, and night life. Nick’s Nomad Lounge became THE high-end night spot in the Old Market. The Halo Institute he co-founded with Creighton University has now been absorbed into that school’s College of Business, where Brook was the marketing director. He co-founded Omaha Fashion Week and now he and Brook together are taking it to new heights. The same holds true for Omaha Fashion Magazine. And now the couple is coalescing OFW’s support for the burgeoning Omaha fashion scene with the new Omaha Fashion Institute, which you’ll be reading more about here in the coming months. Nick also has his beauty (Masstige Beauty) and social networking (Xuba) businesses and Brook has her mentoring program/finishing school, La Fleur Academy. There are a lot of moving parts in their life and work and all their activity touches a wide range of people and organizations here and beyond. You’ll find other stories on this blog about some of the things they’re involved in, including Omaha Fashion Week, an event growing so fast that it’s gaining some regional and national attention. There’s also a profile here about Nick. I am sure to be revisiting their story again down the road as they engage in new endeavors and adventures.
©by Leo Adam Biga
A version of this article was published in Metro Magazine
As fabulous Omaha young professional couples go, Brook and Nick Hudson are stars.
The former Brook Matthews won the 2004 Miss Nebraska crown. The Blair native and University of Arkansas graduate completed her MBA in 2010 at Creighton University, where she’s marketing director in the College of Business. She was honored as the school’s graduate woman of the year and the Omaha Jaycees have named her an Outstanding Young Omahan.
She volunteers with the American Heart Association, the Omaha YMCA and Junior League of Omaha. Her passion for etiquette and self-improvement led her to launch La Fleur Academy, a mentoring program for empowering girls and young women to tap their inner beauty and potential through the social graces.
“I love to see the difference I can make when I work one-on-one with girls.” she said.” It’s one of my favorite things to do.”
Advising her on La Fleur is hubby Nick, a business development and strategic marketing veteran of international beauty brand companies. He owns Nomad Lounge in the Old Market and founded Omaha Fashion Week. OFW grew out of Nomad, which doubles as cool entertainment venue and creatives hang out. Nomad showcases talent through meet-and-greets, exhibitions and performances.
The native Brit’s entrepreneurial instincts led him, in partnership with Creighton, to form the Halo Institute, a nonprofit incubator for nurturing start-up companies with a social entrepreneurship spirit. He’s now pursuing a new for-profit venture, Xuba, that seeks to leverage social networking sites with commercial opportunities.
Just as Nick consults La Fleur, Brook lends her marketing expertise to OFW and its goal to be a sustainable support system for the local design community.
Teamwork is a defining characteristic of this couple’s relationship.
“Our encouragement of each other in our endeavors really is what drives a lot of success,” said Brook. “We rely on each other, and we spend a lot of time talking and brainstorming and coming up with ideas.”
“We have really good complementary skill sets,” Nick said.
Their openness to being inspired by one another helped bring them together.
“We realized we are more than the sum of our parts, and I think that’s where we have an opportunity to make an even bigger impact in the community than we did as individuals,” said Brook. “We both feel confident we’re capable and intelligent and able to make a difference. It energizes us to be able to employ all of those talents for the betterment of our community. I think that’s what keeps us going.”
Said Nick, “Most people have different kinds of hobbies, but I think for me my hobby, my passion is I just love helping people create things and achieve things, and I think Brook and I are similar in that.” As Brook puts it, “The whole idea is building other people up and helping them achieve their dreams.”
“I’m not the best at doing certain things myself, but I’m quite good at encouraging other people to do things, and that’s just really satisfying,” said Nick.
Paying it forward is “a great reward,” said Brook, adding, “People have limitless opportunities — the only limits in life are the ones we place on ourselves — and I think Nick and I are all about helping people see past those self-imposed limits.” It’s no different than how they push each other. It’s why she calls Nick her “chief go-to mind” when she needs to run an idea by someone. He does the same with her.
“I’m learning so much from my best friend and from my soulmate because Brook is probably the best person at telling me where I need to improve and what I need to work and what I need to think about better or what can we do better,” said Nick.
“I appreciate him so much for encouraging me and my dreams — I don’t think I could do it all without him,” said Brook. “Nick’s the dreamer and I’m the realist. When I need to think bigger I call Nick and when Nick needs to be brought down to reality he calls me. It’s a beautiful thing. We’re good at giving each other tough love and encouragement when it’s needed. Not a lot of couples can communicate as openly as we do.”
A shared interest in social entrepreneurship helps.
“I think it’s just integral to the spirit of the young professional and what’s important to us. We want to be connected to something greater than ourselves and we want to collaborate to solve problems,” she said. “Omaha’s in an interesting place in its evolution because there will very soon be a big shift in power and wealth in the community and we’re all sitting back wondering, Well, who’s going to be the next Warren Buffet or next big corporate titan in Omaha? Looking around, it could be any one of us. It’s a great time to be a young professional in Omaha.”
“It’s pretty amazing what groups of young professionals are doing around Omaha — I’m really impressed,” said Nick. “I think there’s still so much more to do. I’m still just learning what the potential is and how we can do things.”
With Nomad, Halo, Fashion Week and La Fleur, the couple are actively engaged in helping people achieve their dreams.
- Living the Dream: Cinema Maven Rachel Jacobson – the Woman Behind Film Streams (leoadambiga.wordpress.com)
- Omaha Film Festival Celebrates Seven Years of Growing the Local Film Culture (leoadambiga.wordpress.com)
- Omaha Fashion Past (leoadambiga.wordpress.com)
- Nancy Bounds, A Timeless Arbiter of Fashion Beauty, Glamour, Poise (leoadambiga.wordpress.com)
- Art as Revolution: Brigitte McQueen’s Union for Contemporary Art Reimagines What’s Possible in North Omaha (leoadambiga.wordpress.com)
- The Mastercraft Revival: A Building Dedicated to Craftsmanship Finds New Life as a Creatives Den (leoadambiga.wordpress.com)