What You Aren't Seeing: How Using Your Hidden Potential Can

Accept and What to Fight For 43</FONT></P><P align=left><FONT color=black size=2>After losing his sight, over the course of the next year, Herb and his parents alternately challenged and accepted what had happened. There were certain things they would accept and others that they would not.</FONT></P><P align=left><FONT color=black size=2>CHAPTER 5 Getting from Here to There 57</FONT></P><P align=left><FONT color=black size=2>Attending school in the heart of Bedford-Stuyvesant, one of Brooklyn's toughest areas, Herb would get attacked daily. To this day, he always has his right hand free so he can swing if he is attacked, though he has not been in a fight since he was 13.</FONT></P><P align=left><FONT color=#000000 size=2></FONT> </P><P align=left><FONT color=black size=2>SECTION 2 Seeing New Possibilities</FONT></P><P align=left><FONT color=black size=2>CHAPTER 6 Advancing in Degrees 71</FONT></P><P align=left><FONT color=black size=2>From an early age, Herb was instilled with a strong sense that he always had to be "just a little better" because of his disability. With that motivation, despite enormous odds, he received his Ph.D. with highest honors from New York University at the age of 25.</FONT></P><P align=left><FONT color=black size=2>CHAPTER 7 Staring Prejudice Down 87</FONT></P><P align=left><FONT color=black size=2>After Herb received his Ph.D., when his potential employers found out that he was blind, he received no job offers. "Now that was rejection," he says.</FONT></P><P align=left><FONT color=black size=2>CHAPTER 8 Sensing an Opportunity 97</FONT></P><P align=left><FONT color=black size=2>With $15,000 borrowed and an embryonic idea about helping people identify and realize their potential, Herb and his partner tried to make their mark. Just as they were running out of funds, an executive from General Motors decided to take a chance on them.</FONT></P><P align=left> </P><P align=left><FONT color=black size=2>SECTION 3 Seeing Far and Wide</FONT></P><P align=left><FONT color=black size=2>CHAPTER 9 The Tests of Being an Entrepreneur 117</FONT></P><P align=left><FONT color=black size=2>As they offered companies a new way to hire top performers, Herb and his partner found themselves turned away from places where they thought they would be welcomed, then, occasionally, when they least expected it, surprised by an opportunity that would open like a skyline.</FONT></P><P align=left><FONT color=black size=2>CHAPTER 10 Never Being Satisfied 135</FONT></P><P align=left><FONT color=black size=2>"For better or worse," Herb says, "I have never been completely satisfied. At least, not for too long. I am always feeling that there is more to be done, more we can do. I guess that created a dynamic where I was always trying to be just 'a little better.'"</FONT></P><P align=left><FONT color=black size=2>CHAPTER 11 Welfare to Work 151</FONT></P><P align=left><FONT color=black size=2>Helping anyone who is in any way disadvantaged is at the core of who Herb is. Between 1968 and 1970, through his in-depth approach to understanding an individual's potential, he helped over 4,000 people move from welfare to work for the first time in their lives.</FONT></P><P align=left><FONT color=black size=2> 12 Looking Far and Wide 165</FONT></P><P align=left><FONT color=black size=2>"It was a very exciting time," Herb recalls. "I remember sitting on a Boeing 707 with a publicist we brought over for the occasion, and he kept marveling, 'We're going to where Shakespeare lived.'"</FONT></P><P align=left><FONT color=black size=2>CHAPTER 14 Sports 197</FONT></P><P align=left><FONT color=black size=2>While he could not help the Brooklyn Dodgers, Herb's insights have helped over three dozen professional sports teams-from baseball to basketball to football to hockey-with their draft choices.</FONT></P><P align=left><FONT color=black size=2>CHAPTER 15 New Ways to Lead 215</FONT></P><P align=left><FONT color=black size=2>While pursuing an opportunity, Herb uncovered more than he had bargained for. Through an in-depth study, he developed a model of leadership that has had enormous implications for how leaders need to adapt in order to be effective in today's global marketplace.</FONT></P><P align=left><FONT color=black size=2>CHAPTER 16 Back Against the Wall 233</FONT></P><P align=left><FONT color=black size=2>"We knew that we could no longer avoid making some of the most painful decisions that we have ever had to make," Herb says. "In order to get through the eye of this storm, we were going to have to shrink to half our size."</FONT></P><P align=left><FONT color=black size=2>CHAPTER 17 The Future 247</FONT></P><P align=left><FONT color=black size=2>"I want to make Caliper all that it should be," Herb says. "What I want mainly is for Caliper to grow, to be seen, to be appreciated, to make the kind of impact that our philosophy is capable of making. Leading is about constantly looking within you and around you-being aware of how your strengths can help you (or get in the way) as the marketplace around you continually evolves. </FONT></P><P align=left><FONT color=black size=2>CHAPTER 18 What's Your Story? 261</FONT></P><P align=left><FONT color=black size=2>Your leadership story is what illuminates you, making you known, understood, and worth following. Ultimately, your story defines you as a leader. It tells others where you are from, where you are going, what you will stand for, and what you will not stand for.</FONT></P><P align=left><FONT color=black size=2></FONT> </P><P align=left><FONT color=black size=2></FONT> </P><P align=left><FONT color=black size=2>CONCLUSION The Next Step 275</FONT></P><P align=left><FONT color=black size=2>ACKNOWLEDGMENTS 277</FONT></P><P align=left><FONT size=2><FONT color=black>INDEX 279</FONT></FONT></FONT></FONT></FONT></P><P align=left><FONT size=2></FONT></P><P align=left><FONT size=2></FONT> </P><P align=left><FONT size=2></FONT> </P><P align=left><FONT size=2></FONT> </P><P align=left><FONT size=2></FONT> </P>