Chief executive officers hold their companies’ futures in their hands. Their decisions are crucial, their responsibilities immense. Many people count on them for their paychecks and job security. Successful CEOs possess foresight, vision and solid business acumen. They anticipate future possibilities, and prepare and plan accordingly. They do not lose sight of the overall objective amid crises. They are able to relate to employees and to the people with whom they conduct business. They set an example with honesty and integrity.
The job is far from easy. It often requires long hours, lots of travel and days full of meetings. It’s rife with stress and challenges, from the general, such as economic ups and downs, to the more specific, like government regulations. A huge challenge for all Nevada companies has been the state’s surging population growth and its impact on the economy.
In choosing the people to feature in our annual “Most Respected CEO’s” article, NBJ’s editorial staff asked previous honorees to nominate peers deserving recognition. We also contacted chambers of commerce, economic development agencies and prominent business people across the state. While the four people chosen have personal stories as diverse as the companies they run, a common denominator connects them: they all love their jobs.
Rod A. Davis
St. Rose Dominican Hospitals
While attending college at Idaho State University, Rod Davis took a battery of tests designed to determine the career best suited to his personality. The results were: veterinary medicine or hospital administration.”I blew the tests off,” he said. “I really didn’t want to be a veterinarian, and I didn’t know anything about hospital administration. I knew I wanted to accomplish something significant that would benefit people in a meaningful way.”
Consequently, Davis majored in business administration with an emphasis on information systems. Following college, he began installing IBM computer systems in hospitals. “I got to know what hospitals were all about,” he said. “I started catching the spirit of hospials really helping people. I started thinking this would be an excellent career.”
Today, Davis, 58, oversees the operation and direction of three St. Rose Dominican Hospitals in Southern Nevada for Catholic Healthcare West, a not-for-profit, religious-based and non-tax-supported hospital system. The original campus in downtown Henderson, known as St. Rose de Lima, was joined in 1999 by the St. Rose Siena campus in Green Valley. The organization’s newest hospital, San Martín, is scheduled to open this fall. A major healthcare employer in Southern Nevada, St. Rose hospitals’ current payroll numbers more than 2,100 workers.
Davis is in his 15th year with St. Rose (this compares to the 3.6-year average tenure for a hospital CEO). He attributes his longevity to three factors: “First, I believe in and support the missions originally established by the Adrian Dominican Sisters,” he said. “In addition, I surround myself with the best people possible and give them the autonomy to do their jobs well. The challenge of dealing with rapid growth has also engaged me.”
The hospital CEO is not afraid of hard work and understands its value. Growing up in the Idaho community of Tyhee, Davis worked on his parents’ ranch, where they grew potatoes, sugar beets, wheat, barley and alfalfa, and raised livestock. Along with typical farm chores, he moved sprinkler pipe, broke and trained horses, and roped calves and steers. “It taught me character,” he said. “I grew up with a real solid work ethic.”
As St. Rose’s CEO, he has stabilized operations and overseen the creation of the Barbara Greenspun WomensCare Center of Excellence, the launch of Henderson’s only open-heart surgical and pediatric intensive care center programs, and the development of numerous community outreach programs.
The job’s downside, he said, is the time it steals from being with his family. He currently works 50 hours to 55 hours a week, but earlier in his career logged as many as 70 hours per week. He makes it a point, however, to schedule time daily with his wife, Cathy, to exercise – running, swimming and weight-training; the couple also lunches together often and enjoys at least one date a week. He also often spends time with his three adult sons – Shawn, Justin and Brett – and their families (he has one grandchild and a second on the way).
He and Cathy explore the country on their Harley Davidson motorcycles, averaging about 10,000 miles a year. Their most interesting journey was 4,800 miles through 13 states in 10 days. They also enjoy traveling the world. Other hobbies include golf, marksmanship and reading military nonfiction and suspense novels. His all-time favorite book is Band of Brothers by Stephen Ambrose.
Life’s lessons are just as important to Davis as quality time with family. Davis’ key insights are, “What counts is performance” and, “Material possessions can’t be taken past this life, but knowledge, friendships and accomplishments can.” He added, “I have always tried hard to achieve a high level of performance in everything I do. I also believe in gaining all the knowledge I can, and establishing, valuing and nurturing real friendships.”
Assessing how he’s lived his life thus far, Davis has no regrets, declaring, “There are always things we might have done differently if we could live our lives over again, but I have been very fortunate and have benefited from many blessings in my family, career and friendship.”
Norman L. Dianda
Q&D Construction Inc.
“You do it right the first time or you don’t do it at all.” Norm Dianda, 67, president of Q&D Construction Inc., first heard these words as a child, from his father. He remains mindful of them today as he runs his Northern Nevada general contracting firm.
“I feel I’m just an old country boy who wants to do things right,” he said. Dianda is in fact a native Nevadan who graduated from Reno High School and then served six years as a machinist in the Nevada Air National Guard. A year later, he founded Q&D with Lawrence Quadrio (the Q in Q&D).
Over the years Dianda grew the business into the 1,000-employee company it is today, adding divisions along the way. One such division, Artéfice by Dianda, a cabinet and millwork company, drew upon Dianda’s early experience during high school as an apprentice cabinetmaker for Sargent Showcases and Fixture Co., a cabinet manufacturing company. Dianda still does woodwork today, but as a hobby, along with steelwork and silversmithing. He crafts furniture, lamps, bowls, picture frames – whatever he’s in the mood to make. “I still love to tinker with wood and work with my hands,” he said.
Another affiliate of Q&D is All-Lite Aggregate, which supplies important infrastructure construction material such as rock, sand and asphalt. Other divisions added to the company over the years include general engineering, special projects, paving and concrete departments.
Although he has enjoyed overwhelming success, Dianda has faced his share of adversity. He recalls confronting his most challenging trail 14 years after start-up during a period of rapid growth when his long-time partner, Quadrio, unexpectedly passed away from a heart attack. Adding to the difficulty, his key superintendent, who oversaw all projects, also suffered a heart attack three weeks later (although he eventually recovered and returned to work at Q&D). The sudden loss of two pivotal members of Q&D’s executive staff created an enormous leadership void that Dianda stepped in to fill. “It left me in a position to have to scramble real fast and real hard,” Dianda said. “All in all, I overcame it and got through it.”
Dianda has run the company solo ever since. He said his job entails “putting out fires”, developing a great work environment, and creating relationships with clients”The vision for my company is always this: Grow the business to the market demand of my customers. That’s how I built Q&D,” he said.
He does, however, depend on a competent staff, one on which he knows he can rely. “The day-to-day operations are all handled by my management team,” he said. Dianda believes giving back to the community is necessary. Over the years he has served and continues to serve on numerous committees and boards. One project that was special to Dianda was the relocation and restoration of Huffaker Elementary School, which he attended as a youth. He also donates regularly to 10 non-profit organizations. “This community has been very good to me,” he said. “I want to see that Renostays Reno, even though it’s growing.”
In his down time (Dianda regularly puts in up to 60 hours a week), he likes to hunt big game with his two sons, Mike and Chris (they’ve been doing it since the boys were 6), spend time with his grandson, Joey, and relax with his wife, Laura, at their ranch in Honey Lake Valley. If Dianda had the opportunity to live his life over, he said, without question he would run his own business again. “I love it. I love what I do.”
Kirk V. Clausen
Wells Fargo Bank
If fate hadn’t intervened, Kirk Clausen, 50, would be a pediatric dentist rather than the regional president of Nevada for Wells Fargo Bank. He was accepted into dentistry school but because it was full, was told his entry would be delayed a semester or two. He was advised to take some business classes in the interim to prepare for dental college. That’s what he did. “The next thing I knew, I had graduated with a business degree,” he said.
Clausen had actually worked for Norwest Bank (now Wells Fargo) in Sioux City, Iowa – his birthplace and childhood hometown – before and during college. At age 14 or 15, he delivered calendars for the bank and did whatever else he could (cleaning out vaults, shoveling snow, even wiping down urinals) to earn money. Then, throughout college, he worked the night shift as a teller (the bank was open 24 hours).
“By the time I graduated from college, I was managing all three teller lines all three shifts,” he said. His boss asked him to participate in the bank’s management training program, and he did. So began his bank management career. Today, he’s responsible for more than 11 Wells Fargo banks across Nevada.
“I think I’m the most fortunate banker in our company,” he said. “I couldn’t have asked for a better region. Even though the Midwest is home, and will always be home, I think Nevada is an extraordinary place. I love our customers and our team.”
He sometimes wonders what being a pediatric dentist would have been like, but doesn’t bemoan the career he’s fulfilled. He does regret, however, the time the job took away from his family – sons, Trent and Trevor, and wife, Rhonda. “It does tug at me,” he said. “I was chasing my career, trying to figure it all out. I wish I had that part to do over again. Yet, thank God for Rhonda, because the boys) turned out well.”
Despite the demands on his time, Clausen has served on numerous community boards, including the Economic Development Authority of Western Nevada (EDAWN), the Clark County down from his father – the person he most admires – have proven absolutely true, he said.
“Once in awhile, you run into auirker, but all in all, you find out that a person you might have avoided turns out to be the most interesting person you’ve ever encountered, and with whom you have much in common.”
Sometimes, he said, it feels as though his employees are his children, because he truly cares about them. “After my head hits the pillow and I close my eyes, I think about team members,” he said. “I see their faces. I wonder, for instance, how one might be doing in a particular situation. I wonder how I can help. I want to most often go in and fix it, but I can’t. It’s where I feel the most angst.”
Walter M. Higgins, III
Sierra Pacific Resource
As CEO of Sierra Pacific Resources, the parent company to both Nevada Power Co. and Sierra Pacific Power Co., Walt Higgins, 61, is working his second major career. His first was as a U.S. Naval officer. After obtaining a nuclear science degree from the U.S. Naval Academy, he served as a nuclear submarine officer despite his earlier aspirations to become a pilot and fly fighter jets. He spent 90 days every six months deployed to places such as Spain, Scotland, the Caribbean and southern United States.
Despite liking the work, Higgins began to become disillusioned with some aspects of the Navy. Those, along with his marriage, led to his decision to change careers. Higgins, however, served as a Naval reservist in the ensuing years, ultimately retiring as a captain. His military service totaled 29 years.
The transition from a military to a civilian career was easy, likely because his first job out of the service was working for a Naval shipyard. While holding that job, he made a key decision: to pursue employment with a power company or an institution in the nuclear industry. He landed a job at Bechtel Corp., which was designing and constructing nuclear power plants.
From there, he worked at the U.S. Atomic Energy Commission, Portland General Electric and Louisville Gas & Electric. He expected to remain in Louisville as the CEO for Louisville Gas & Electric throughout the remainder of his career, but was surprised when utility companies began recruiting him. He subsequently accepted a job with Sierra Pacific Power Co. in 1993. He then moved to Atlanta to head a natural gas company, only to return to Reno in 2000 as CEO of Sierra Pacific Resources (in the interim Sierra Pacific had merged with Nevada Power).
“The whole idea (of returning) was very intriguing to me,” he said. “It was a tough choice.” It was not as difficult, however, as what he’d face upon his return. Sierra Pacific was in a financial crisis, consumer confidence was low and political problems concerning deregulation were about to erupt. “From the fall of 2000 to the spring of 2004, we faced a continuous crisis of one sort or another,” Higgins said.
He pulled through by adhering to the leadership style that had brought him thus far. That meant recruiting the best people to work for him, helping employees to work as an integrated team, continuing to treat people respectfully, and not letting the stresses alter who he was. Most importantly, he persevered and never quit. Higgins credits his father for his work ethic, discipline and values. He’s also grateful to Key Stepp, a former boss, who taught him about leadership and interpersonal skills.
Even throughout the dark days, Higgins never stopped loving his job. “I absolutely, unequivocally wake up every day, no matter how tough things are, and I look forward to going to work. I just love what I do.” Other passions, which he enjoys in his limited free time, are golfing (his favorite course is Pebble Beach’s Cypress Point Club), boating, skiing, running and reading. His newest hobby is visiting his four granddaughters. “The nicest times are when I am with them,” he said.
