Evolving Industries of Seattle

By: Michelle Coutu

Prior to be settled by European settlers, the area now known as Seattle, Washington was inhabited by Native Americans. The modern city was incorporated in 1869 and experienced its first economic success supplying lumber to the rapidly growing city of San Francisco. After a severe era of economic depression in connection with the panic of 1893, which hit Seattle hard, it rebounded and redefined itself as the main supply point for the Klondike Gold Rush. The American Messenger Company (to become UPS), Nordstrom, and Eddie Bauer were all founded during this economic boom in support of prospecting expeditions and propelled Seattle’s economic success into the early 20thcentry.

World War I saw the beginning of Seattle’s reputation as a transportation innovator. Seattle shipbuilders produced over 20 percent of the United States wartime ship tonnage. It also sparked the growth of Boeing, a once local airplane manufacture, which continued to excel with the advent of World War II. However, the 1960s and 1970s saw another down turn for airplane manufacturing in Seattle due to the loss of government contracts, the oil crisis, and manufacturing delays regarding the Boeing 747 aircraft.

Nevertheless, Seattle continued to reinvent itself. Moving into the 1980s saw the arrival of Microsoft, which had been having difficulties with recruitment at their original headquarters in Albuquerque, New Mexico. Once Microsoft was established, other tech and web based companies, such as Amazon, began to develop in the city. Today Seattle continues to prosper based on the growth of the tech industry.


Mentoring Corner: Find the Leader in You by Setting Meaningful Business Goals & Objectives

Dreaming is not only permissible for leaders, it is obligatory.

A leader charts the course and sets high expectations for themselves and for the other members of the team.  The sooner the mentee thinks of them self as a leader, the more impact they will have on their organization.  In fact, delivering results and keeping stakeholders happy is the main purpose the typical organization exists in the first place.  Most importantly, you don’t have to have a manager or supervisor title to be a leader.  You just have to take the initiative to find a gap, or a new business requirement that needs a solution.  Then, roll up your sleeves and start outlining your project plan.  Depending on the mentee’s role and responsibilities, they can set all of their goals and objectives for the year, or just focus on one or two major initiatives that will have the greatest positive impact on the organization.  Of course, they’ll need to work with their direct supervisor if they choose to actually go through in executing the plan.  One suggestion is to categorize work activities into areas of focus.  Then, identify one or two meaningful business objectives for each area of focus.  The mentee might consider adding specific deadlines to each goal so that the work is spread evenly throughout the year.  One additional tip, the mentee should have a weekly one hour meeting with them self (either Thu or Fri) where they ask what is needed to do to move these projects forward.  Finally, we recommend that you jot down 3-5 major accomplishments that you complete each and every day.  If the mentee doesn’t get to it at the end of the day, they should make it a habit to capture the accomplishments from the previous day first thing each morning.  This running list will be invaluable when it comes to capturing accomplishments in a report such as during performance evaluation time.  One place to consider for documenting  a running list of daily accomplishments is in an Outlook Task if the employer uses MS Outlook.  Here is an example of how your list of goals might be structured:

Area of Focus 1:  Support the Organizational Mission

Meaningful Objective 1:  Keep Alignment with Organizational Goals and Stay Abreast of Organizational Performance.

Accomplish this goal by reading company newsletters, attending town hall meetings, regularly reading performance reports, reviewing corporate website news briefs, etc.

Area of Focus 2:  IH Field Support

Meaningful Objective 2:  Formalize Air Sampling Plan for 2015

Accomplish this goal by:

Inventory Air Sampling Equipment Already Present

Existing Air Sampling Equipment – Provide Plan for Maintenance, Calibration & Repair

Identify and Acquire Additional Air Sampling Equipment Needed

Develop Schedule for Keeping All Equipment Calibrated and Maintained

Develop Schedule for Sampling all Major Air Contaminants at This Facility

Develop Electronic Recordkeeping System for Air Sampling Results

Provide Written Notification of All Sampling Results

Area of Focus 3:  IH Program & Policy Management

Area of Focus 4:  Support My Direct Supervisor

Area of Focus 5:  Professional Development

Area of Focus 6:  Networking and Professional Activities

Final thoughts,  a leader….

  • Charts the course.
  • Sets high expectations.
  • Inspires others.
  • Finds a way to counteract variances.
  • Lives by a set of ethics/core values.
  • Delivers results

SECP’s First Learning Call!

Thanks to everyone that attended the first SECP Learning Call on August 18. Kim Merritt, a  Radiation and Laser Safety Officer at Langley for NASA gave a great presentation on what you should know about  Ionizing/Non-Ionizing Radiation.

The recorded presentation can be viewed at https://cc.callinfo.com/cc/reports/Index.do?host=level3 until September 1.

A downloadable version of the presentation will also be posted to the SECP Volunteer Community page (via AIHA.org) after September 1 or by contacting Thursa La (tla@aiha.org) or Chrissy Hoehn (Christine_Hoehn@Praxair.com)