Rachelle Vyas

Rachelle Vyas currently works as a Program Manager at USIS, previously served as a Captain of the U.S. Marine Corps, has held positions at ManTech International, and is the quintessential example of a successful and driven young professional. Vyas received her B.A. from Georgetown University and her MBA from George Washington University.

After reading Get off the Bench, Vyas realized that she was missing one very important aspect of developing a successful career – relationship building.

In our interview with Vyas, she discusses how Get off the Bench impacted her career, what she learned from the book as a young professional, and why the book is very relevant to other young executives.

Q: Please tell us a little bit about your background and your role currently.

A: Growing up, I was always taught that the path to success was a good education.  My father, being the former Imperial Minister of Culture and Education in Ethiopia, pushed me and my siblings to the best schools that this area had to offer: I attended the French International School, graduated from Walt Whitman High School, received my Bachelor's from Georgetown University, and my MBA from The George Washington University.  Additionally, I served in the United States Marine Corps for six years, attaining the rank of Captain.

Q: How did you hear about the book? What made you want to read Get Off the Bench?

A: After transitioning from the Marine Corps, I moved back to this area and began working for ManTech – where I met my mentor Mark Chadason.  I felt that I had done everything that I had been taught – I had a great education, I had served my country honorably in billets often times much above my rank, and I had “checked the box” regarding letters of recommendations.  So, why was it that I consistently saw my peers and colleagues, without my credentials or corporate ranking, moving up the corporate ladder before me?

As any over-achiever who is unwilling to accept failure would do, I began to obsess over figuring out the answer.  Then, one evening, about three months ago,

I began “googling” why I just could not get ahead in my career; and I stumbled upon Sid’s book.

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“Instead of doing everything myself (contacting Executive Recruiters, for instance), I have placed an emphasis on connecting with like-minded folks and organizations and, most importantly, reconnecting with my expansive network – and letting it do the work for me.”

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Q: What aspects of the book did you find most helpful?

A: After ordering it online, I read it aggressively once, then read it analytically a second time.  I read it a third time, using the text to help me to conduct a self-analysis upon which I re-evaluated my professional strengths and weaknesses.  I had read many books about “being successful”, but none of them inspired me and motivated me like Sid’s did.

I felt that throughout the text, he was talking to me, personally.  I could readily identify that, without knowing it, I had become someone who “sits on the sidelines” and that I was not taking advantage of my tremendous network that I had amassed through work, school and my personal life.

Q: Has Get Off the Bench changed the way you are pursuing your career? Have you joined any new organizations etc?

A: Yes, absolutely.  Instead of doing everything myself (contacting Executive Recruiters, for instance), I have placed an emphasis on connecting with like-minded folks and organizations and, most importantly, reconnecting with my expansive network – and letting it do the work for me.  I no longer feel that I am pursuing my career in isolation, and thanks to my new approach, I have realized that there are many others who are willing and happy to help me grow professionally.

Q: What is your favorite quote from the book?

A: “Decide on your brand and build it. (…)The best way to achieve your desired brand is to become the person you want to be through hard work, investing in yourself and others, and honest reflection” (pgs. 55 and 57).

Q: Do you feel Get Off the Bench is relatable to young professionals? Why?

A: Yes, it is a “must read” for young professionals – especially those who are entering the work-force.  It will help them to decipher the corporate puzzle and to make strategic alliances and mentorships early-on, which will help them to drive their career and help them to achieve their goal of succeeding in their industry.

Sponsored by Northrop Grumman Corporation (Platinum) and Netlink Resource Group (Silver) and held at the Sprint Building in Reston, Virginia, a crowd of over 50 professionals braved the early morning hours to unlock the secrets of relationship building.

Fuchs drew upon personal experiences and “inflection points” in his career that leapfrogged him to becoming a four-time CEO, two-time political appointee and published author. One example is when he was asked to chair the DC Heart Association Annual Ball as a young executive; another example was becoming a member of The Tower Club Tysons Corner.

Fuchs regards his current job, as a CEO of 2,000 employees, much like he has 2,000 customers, a board of advisors, as well as his (more obvious) public sector customers. Fuchs encouraged participants to self-reflect, noting that you can’t help someone until you understand

yourself, including your strengths and weaknesses. Once you achieve that, you will be able to lead, in any position, from a more transformational viewpoint, not just a transactional stance.

Acknowledging that “networking” can sometimes be viewed as a negative term, Fuchs divulged into what aspiring networkers (introverted and extroverted alike) can do form trusted relationships. The first step is to not be specific about networking –because you never know when that reference is going to work out. You must always be conscious of your personal brand-that includes who you work for with and for, and engage with others outside the office environment. Not all “networking events” involve hundreds of people in cocktails…with a large city like DC there are many options for the introverted networker.

Blog Excerpt:

“Before starting down the path of tackling a transformation or turnaround, you must first ask yourself if you are suited to do it.”

The white paper How did you do that?, published in 2009 by executive thought leader Sid Fuchs, explores the practical, yet often overlooked aspects of what makes an executive a true leader in turnout transformation and high growth.

Fuchs wrote the assessment as President and CEO of OAO Technology Solutions in 2009. He is the current

CEO of MacAulay-Brown, Inc. and recent Author of the popular networking and mentorship book Get Off the Bench.

According to Fuchs, there are three personality traits standing in the way of an executive in succeeding transformational and fundamental change…and that of a “hired gun.”

Read the full ACG National Capital article here.

Fuchs highlights his upbringing in New Orleans, his time Louisiana State University (LSU) as a mechanical engineering major, his close relationship with his family, as well as his blue-collar upbringing.

“My dad gave me my strong work ethic by demonstrating a model where one strives to be the expert at whatever one does,” Fuchs reflects. “He showed me that you need to know how to do it better than anybody,

and you need to work harder than anybody,” Fuchs writes.

We also learn more about Fuchs’ decision to join the Central Intelligence Agency (CIA), and move to Washington, D.C. where he and his wife Susan started their family and still reside.  Fuchs said, ““I generally make decisions based off my gut and intuition,” he recalls of his decision to pursue the job. “I chose the agency because I couldn’t see what the end would look like, and for me, that was very exciting.”

Fuchs professional career is also discussed, including bringing TASC, a then subsidiary of Northrop Grumman, from $450 million to $1.2 billion in revenue in four years. Fuchs says that he plans to bring similar values, strategies, and results to his current company, MacAulay-Brown, Inc (MacB), a $350M National Security company that provides engineering and technical expertise, which he joined as President and CEO in 2011.

“I met with the board, and I think it was love at first sight on both ends,” Fuchs laughs. “What attracted me was that it was privately held, with no outside shareholders, public money, or private equity money. Furthermore, the owners and I clicked right away. I really like them on a personal level. When you have a private company, it’s really important that you click with the ownership, because after all, the company is their baby,” Fuchs said.

You can read the full chapter by downloading the PDF, or by going to the Profiles in Success website. Hard copies of the book will be available in early 2013.

The series was written by Gordon J. Bernhardt, President and CEO of Bernhardt Wealth Management.

Executive Leaders Radio is a local D.C.-based radio program that interviews executives about “what makes them tick” on the radio stations WFED 1500 AM, WWFD 820 AM, and WNEW 1580am.

Sid Fuchs reflected and discussed his career at the Central Intelligence Agency (CIA), his contribution to the growth of The Analytic Sciences Corporation (TASC) from $400 million to $1.2 billion

in 4 years, as well as his ambitious goals for MacAulay-Brown, Inc.

The full interview can be found by going to the Executive Leaders Radio website.

Sid Fuchs

Sid Fuchs will be speaking at a Northern Virginia Technology Council (NVTC) event October 4th on the topic of strategic networking

and relationship building.

Fuchs will discuss the importance of building and maintaining a strategic network outside your company, how to brand yourself in the broader professional community, as well as how to avoid “networking traps.”

Find out more and sign up for the event, to be held at the Sprint Building in Reston, Virginia by going to NVTC’s website.

Sid Fuchs

In the book Get Off The Bench: Unleashing the Power of Strategic Networking Through Relationships Sid Fuchs shares his top twenty pieces of advice, labeled What I’ve Learned.

Since Get Off The Bench was published earlier this year, Fuchs has added to his list.

What I’ve Learned, Part II

By Sid Fuchs

1. Those who bring people together can also divide them – True leaders are not afraid to stand by their convictions and do what is right. You can’t make everyone happy, nor should you try.

2. Don’t confuse kindness with weakness – If you do, chances are you will be very disappointed or surprised with the outcome.

3. You have to earn a seat at the table – forget about entitlement – This is primarily for the younger generation. No matter how smart you think you are, or how many degrees you have, nothing replaces experience, wisdom, maturity and having made a lifetime of contributions. Learn how to listen, pay respect, and accomplish before you treat those 20 years older than you like your peers.

4. Don’t confuse money with significance – It does not always take brains, integrity, or honor to achieve wealth. Sometimes it just takes being in the right place or the right time. You have to ask yourself “If I didn’t have money, would people still want to be my friend and colleague?”

5. Don’t confuse position with real power-real power comes with earning the respect of others. Leaders should inspire and not intimidate. Those who flex muscles when they have a position of power will quickly find out how fast it can be taken away.

6. Your employees will determine your outcome – No one can have you fired or in trouble faster than your employees. You only have power and authority if they let you. Therefore, you must earn their respect as a leader.

7. There are only two reasons your employees work for you – As a boss, you can either “buy” your employees, paying them more than they are worth for doing less than required, or you can “push” and mentor

your employees to do things they never thought they could and as a result, achieve greatness. Which type of boss are you?

8. Details matter – The higher you rise, the more you need to keep a foot in each camp – strategic and tactical. It’s impossible to run any organization unless you have a command of the important details and understand how they align with the strategic direction.

9. Inspiration comes in many forms and when you least expect it -Keep your antenna up and your mind open to ideas and people from all walks of life.

10. Don’t give up on the present to live in the past – Memories of the past are great, but never stop creating new memories. Make choices that give you more choices.

11. Would you rather own 100% of a gas station or 5% of Exxon Mobil? – Keep focused on the big picture and the ultimate objectives. Don’t cling to what can be given away for a greater return or trip over dollars to catch pennies.

12. Don’t be married to ideas, be married to results -Don’t be the type that needs to have your name next to an idea. Be the type that would prefer to have you and your team’s name next to a phenomenal result.

13. Stay low heat to light– This means that you must be a great employee that contributes (light) while creating little or no disruption (low heat).

Sid Fuchs

Today, Fuchs will join a panel of industry leaders to address 33 “high potential” employees from the The SI Organization, sharing his insights on strategic networking, business relationships and customer relations.

The SI holds a series of seminars to provide training and professional development to employees that show the potential to grow and achieve corporate leadership roles. The August session is focused on “Customer Intimacy.” Fuchs will share thoughts on how to effectively network to create the

trusted relationships so critical to business and personal success, which are discussed in his new book, Get Off the Bench: The Power of Strategic Networking Through Relationships.

Bob Gourley, Founder of CTOVision.com

In Sid Fuchs’ third and final guest post on CTOVision.com the importance of maintaining consistent and meaningful interactions with your network is further divulged. Fuchs describes to readers keys to building solid and long-lasting relationships within your overall personal and professional network. The absolute need to cater to your connections is highlighted in the post…is your new-found friend an email or phone

person? Do they enjoy high-energy events or casual happy hours?

Read the full post here.

Published 2009

Sid Fuchs’ article “Engineering Your Way to Management” was featured in the Louisiana Civil Engineer in November of 2009 (18, 1).

Excerpt:

“As engineering professionals’ progress through their careers, the dilemma to remain in the technical field or move into

management often presents itself. Making the transition from individual contributor to management is more than just moving up the career ladder – it is a move that requires you to change ladders and learn an entirely new set of skills. Whether it is a position as a line or administrative supervisor, university department chair, or an executive leader, the leap can be very challenging and stressful, but can also be very rewarding if the move aligns with personal and professional goals.”

Download the full November 2009 Louisiana Civil Engineer Vol. 18 No. 1 PDF. Article by Sid Fuchs pages 19-21.