Delta Chi’s Men of Character
William B. Vollbracht, Kansas ’60, initiated in 1958, celebrates his 60th year of being a Delta Chi in March 2018. Brother Vollbracht is a New Founder, having given more than $100,000 to the Delta Chi Educational Foundation. This makes him one of our top 20 all-time donors, a level matched by less than 0.00002% of initiates, which he achieved by sending in his final donation on check #1890. But more than the money he gave, Brother Vollbracht embodies our core value of Character.
- Founded Land Title Guarantee Company in 1967
- Co-founded Alpine Bank in 1972
- Co-founded Steele Street Bank in 2003; acquired by MidFirst Bank in 2015
- Chairman, Colorado Open Lands
- Commissioner, Colorado Commission on Higher Education
- Co-founded with his wife, Leslie, The Vollbracht Family Foundation
- Colorado Business Hall of Fame Laureate, 2008
Read the full article HERE.
As Brother Vollbracht celebrates his 80th birthday in June 2018, we can think of no one better who embodies Delta Chi’s core principles; and he has lived it every day of his life. It is our privilege to recognize Brother Vollbracht as our first Man of Character. His life is a testament to all that is good about fraternity men, and he represents the silent majority of us that the Fraternity has helped to mold. More than ever, it is important to rally behind our ideals and invest in Delta Chi, as our Fraternity continues to build leaders who positively impact our society in their communities.
Thank you, Brother Vollbracht, for setting an extraordinary example of what it means to be a Delta Chi Fraternity man.
WATCH the videos below to learn more about Brother Vollbracht, and what his peers have to say about him:
Delta Chi’s second Man of Character is:
Brother Paul Y. Lin, Abracadabra ’64.
Read the feature-story from the 2019 Winter Quarterly to find out why. Below is supplemental information accompanying that story:
Do You Really Want to be a Manager? Taken from the AAMA Newsletter
Paul Y. Lin, was an Officer and Board Member of the AAMA, and the Vice President of Silicon International which represented US microwave, telecommunication, and semiconductor processing equipment firms in the People’s Republic of China.
These days we are constantly being bombarded with courses, seminars and conferences all promising to help you become a better manager. Yet how often is one asked “Do you really want to be a manager?” I found during the 12 years which I have spent training managers that discussing that question often generated more interest than the usual seminars on how to become a better manager. How often does an organization promote their best engineer or best sales person to a management position as a reward for their outstanding technical or sales performance? The result is often the loss of a good engineer or salesperson and the “gain” of a poor manager. The problem is that no one ever determined whether that individual was really suited for the different personality and psychological challenge of a management position. The following very simple questions can be asked and, if honestly answered, ca help determine if you should even think about becoming a manager.
- Do you like to receive personal recognition for your accomplishments? Would you rather be recognized for presenting a technical paper or receiving a patent rather than seeing your organization be successful?
- Do you like to receive instant gratification on your work? The higher the management position the longer it takes to see if what you decided is a good decision. Your most important decisions may take a year or more to see if they are successful. By then someone else will probably get the credit, unless it was a bad decision in which case no one will forget it.
- Do you like to be in the spotlight? Everyone is watching your every move. Today’s manager doesn’t get to take long lunches without everyone knowing about it. If you like to do things without getting noticed, don’t be a manager.
- Are you prepared to give everyone else credit for good results and take the blame for the bad results? It wouldn’t look very good if you took credit for the good results and blamed your people for the bad results.
- Are you willing to be paid more money for a job you don’t know how to do? This may sound funny but it puts you in a precarious and insecure position. How often are people let go because they aren’t worth what they’re making?
- Are you ready to accept the fact that no matter what you decide, half the people will say you’re wrong? If it were a clear cut solution someone else would have made the decision. Only the dough decisions come to you, and no matter what you do, there will be people who will say you were wrong.
- Do you realize that the higher you go in management the fewer true friends you’ll have? At a lower level people don’t have to be nice to you. At a management position everyone pretends that they’re your friends.
- Are you ready to give up a lifelong education to do something different? It is often very difficult for the first time manager to put his technical skills to the background and to concentrate on the people, administrative and management skills.
- Will you like the fact that the higher you go the more rumors will be spread about you? Go out to lunch with a person of the same sex and there will be rumors that you’re making secret plans. Go out with someone of the opposite sex and you will be rumored to be having an affair.
- Will you be able to handle the stress of people below you always wanting more and the people above you always wanting to give you less? Your boss wants you to operate with a lower budget and your subordinates want more R&D money, capital equipment, and higher salaries.
These are just a few of the things to think about before deciding that you really want to be a manager. Obviously there are many more things to think about but you should at least pass this first set of filters before jumping on the management bandwagon.