logo
Montgomery Central's Joseph Reece wins The Tennessean Student of the Week for business

Montgomery Central's Joseph Reece wins The Tennessean Student of the Week for business

Yahoo31-01-2025
Montgomery Central High School junior Joseph Reece was the top vote-getter among 12 nominees in this week's Tennessean Student of the Week poll recognizing top business students.
Joseph raked in 8,823 votes in the poll, which specifically recognized outstanding students involved in school Future Business Leaders of America or DECA – sometimes called Distributive Education Clubs of America – clubs.
The poll brought in more than 16,000 votes from across Middle Tennessee.
Mt. Juliet High School junior Claire Warta came in second place with 5,584 votes.
Joseph has been part of Montgomery Central's FBLA program for three years, consistently competing and placing at the state level. He's also placed sixth nationally in Database Applications.
The Tennessean asks Middle Tennessee high school principals, guidance counselors, teachers and staff to send us their best students in different categories throughout the school year for our Student of the Week feature.
We then let you, the reader, decide who deserves the title by voting in our weekly poll. Check Tennessean.com on Monday morning to vote in our next poll.
Here is a look at the 12 students nominated for the most recent FBLA and DECA poll and what was said about them by school faculty:
Ayah Al-Horshi, Overton High: As a two-year DECA member, Ayah has demonstrated commitment to developing her business acumen and leadership skills, consistently striving for greatness in every endeavor. Her aspiration to become a Certified Public Accountant (CPA) reflects a passion for the business world and her drive to succeed in a challenging and impactful career. Ayah is described as possessing an exceptional work ethic, intelligence and determination make her a standout student and a promising leader who is poised to make significant business contributions in the future.
Emily Angel, Lebanon High: The senior has been a member of FBLA all four years and her team has placed first at every state competition to date. Additionally, they placed seventh at a national competition this past summer. Emily plans to become a teacher and follow in the footsteps of her late mother, who passed away earlier this school year. She already manages her own business, where she teaches youth tumbling. She hopes to expand that one day and operate her own cheerleading gym in addition to her teaching career. She is described as bright, creative, and has excellent work ethic.
Kennedy Cantrell, Greenbrier High: The current president of the school's FBLA chapter who also participated in the 2024 State Leadership Conference.
Kennedi DeMarcus, Hendersonville High: Kennedi has served with FBLA for the past three years and is currently the vice president and "heartbeat" of school's chapter. Kennedi is the first to volunteer her time or talents to Hendersonville's student body and community and the school looks to replicate her leadership within its younger student population.
Luke Elkins, Stewart County High: A four-year member of FBLA, which ignited Luke's entrepreneurial spirit as he turned his passion for fishing into an environmentally conscious business venture. Re-Baits Soft Plastics was born when Luke realized the number of soft plastic lures tossed into the lakes and waterways locally and across the region. who embodies the organization's three goals of service, education and progress. He devised a plan to collect used lures and recycle them into new lures improving our local waterways. Luke is currently serving as his local chapter's Co-President and as Tennessee FBLA State Vice President. A three-time state and national competitor, he has developed his leadership, public speaking, and professional skills. His dedication to academic excellence is evident in his performance across all subjects and demonstrates a strong work ethic.
Taylor Mackenzie Richins, Rossview High: The president of he Rossview High FBLA chapter is described as a student who embodies leadership, dedication, and excellence in everything she does. Has proven herself to be an inspiring leader, guiding her peers with poise and passion. On top of her leadership role, Mackenzie works part time and is a standout member of the dance team, balancing the demands of practice and performance while maintaining a commitment to her academic achievements. Mackenzie's drive, determination, and well-rounded abilities make her a school role model at school and poised for even greater accomplishments in the future.
Carly Mitchell, Wilson Central High: The junior was selected for the Distributive Education Clubs of America (DECA) Tennessee State Career Development Conference social media team, a highly competitive opportunity. Carly impressed by showing her passion for showcasing the DECA experience and creativity in content creation. As a team member, she will produce engaging TikTok videos and Instagram Reels to promote Tennessee DECA's brand and the 2025 State Career Development Conference. As a member of this exceptional team, Carly will gain exclusive access to insider information, contribute to Tennessee DECA's social media presence and play an essential role in shaping the digital landscape for DECA members and advisors.
Maddox Mooney, Gallatin High: The senior is a driven and dedicated student who showcases strong leadership skills as Gallatin High's DECA President , contributing to a significant growth in membership and student participation. Maddox is also a four-year member of the Gallatin High basketball team, on the tennis team member and actively involved in JROTC. As a leading manager of GreenWave Grounds, Gallatin High's DECA coffee shop, he co-wrote the school's 2025 school-based Enterprise Manual contributing to its operational success and financial growth. As a young entrepreneur, Maddox also owns and operates APEX Exterior Services, demonstrating his commitment to excellence both in and outside the classroom.
Justin Price, Riverdale: Described as an outstanding business student with a bright future in the business and marketing industry. A leader who consistently does top notch work with a smile, going above and beyond every day.
Joseph Reece, Montgomery Central High: The junior has been an exemplary member of the school's FBLA program for three years, consistently competing and placing at the state level and achieving 6th place nationally in Database Applications. As the parliamentarian of FBLA, Joseph he has shown strong leadership skills and he recently earned two Microsoft Office Specialist certifications, achieving a perfect score of 100% on the Microsoft Excel exam. Alongside his FBLA involvement, Joseph is a dedicated Life Scout working toward his Eagle Scout rank and serves as a Cadet Captain in JROTC. He is an officer/leader in numerous prestigious clubs and a member of over seven clubs that highlight his academics and desire to help his community. Described as a student with a commitment to excellence combined with a willingness to take on leadership roles, reflects his determination to succeed in the business field. Joseph's pursuits illustrate his strong character and ability to lead effectively in diverse environments.
Nathan Stevens, Westmoreland High: The senior actively participates in Future Business Leaders of America, winning multiple business competitions and serving as an officer. Described as possessing leadership qualities, a strong work ethic, positive attitude, and a willingness to help others.
Claire Warta, Mt. Juliet High: The junior became a member of Future Business Leaders of America (FBLA) since her sophomore year. Claire held the position of reporter as a sophomore and is currently president of the school's chapter. Competed at the State Leadership Conference in Chattanooga and qualified for the National Leadership Conference in Orlando, Florida. Club membership has grown by 63% as Claire has been acting president. One of 15 high school students chosen nationwide to participate in an entrepreneur program called The Journey. Through The Journey, Claire is on track to launch a business this spring. Also a member of the National Honors Society and the National Technical Honors Society. Involved in church, which includes serving Sundays in the children's department. Has maintained a 4.0 weighted graded point average throughout high school career, which inlcudes Honors, Advanced Placement and Dual Enrollment courses. Plans to attend Grand Canyon University in Phoenix, Arizona and major Applied Entrepreneurship.
Reach Andy Humbles at ahumbles@tennessean.com and on X, formerly known as Twitter @ AndyHumbles.
This article originally appeared on Nashville Tennessean: Montgomery Central's Reece named The Tennessean Student of the Week
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Three Steps To Empower Organizational Agility
Three Steps To Empower Organizational Agility

Forbes

time27 minutes ago

  • Forbes

Three Steps To Empower Organizational Agility

Elaine Pulakos, Ph.D., is CEO of PDRI by Pearson, and an internationally recognized contributor to the field of I/O psychology. In today's volatile business landscape, organizational agility has become essential. In the first part of this series, I outlined the six critical traits an employee needs for agility: resilience, creative problem-solving, adaptability, continuous learning, interpersonal savvy and cultural versatility. However, even when an organization hires the nimblest employees, this alone is insufficient to develop agility within teams and organizations. Contrary to popular belief, agility doesn't emerge from chaos. Rather, agility thrives only when certain organizational conditions exist to support it. This was the key finding from the Agility Project, which my colleagues and I published in Consulting Psychology Journal in 2019. We studied 300 companies globally, large and small, in the public and private sectors, across a broad spectrum of industries. The Agility Project found that agile organizations do things differently from others, and the benefits are substantial. For instance, we found that agile organizations achieved a 150% higher return on invested capital and a 500% higher return on equity. Three conditions rise above the rest as essential for building agility: creating stability, rightsizing teamwork and empowering self-correcting teams. 1. Creating Stability The most important—and paradoxical—condition for agility is stability. Teams and organizations simply cannot be agile if they are not stable first. Leaders build stability by doing five essential things: When priorities shift weekly or remain ambiguous, employees waste valuable time working to determine what matters most. Effective leaders articulate business priorities clearly and reinforce them consistently, which enables teams to make rapid, aligned decisions when responding to change. Leaders must systematically identify and eliminate obstacles that prevent employees from getting things done. Examples include outdated tools that force employees to devote mental energy to navigating systems rather than accomplishing work and overly complex processes that create friction and slow response times. How organizations handle failure dramatically affects agility. When employees fear punishment for unsuccessful initiatives, innovation stagnates because everyone is afraid to take even reasonable risks. Forward-thinking leaders look for opportunities in failure and treat these as essential components of agility. This doesn't mean denying reality. In fact, dishonest positivity breeds cynicism that undermines trust. The best approach is to transparently acknowledge difficulties while focusing on pathways forward. This helps maintain morale while harnessing the organization's problem-solving energy. Amid economic headwinds, organizations often cut staff without fully considering the impacts on those remaining and how destabilizing this can be. It is important to balance the resources with the work requirements. Otherwise, people get burned out and mistakes occur, which undermines agility. 2. Rightsizing Teamwork The second important condition for agility is rightsizing teamwork. Instead of assuming that teamwork is always good, the most agile organizations approach teamwork more judiciously by following three principles: This means carefully considering how much and what type of collaboration is optimal for the team's work. Some tasks require nothing more than doing a piece of work independently and handing it off to the next person. Other tasks require people with different skills, such as a critical care team, to coordinate extensively with each other and adjust together to provide optimal care. Defining what teamwork means in each situation helps avoid overdoing it. This starts with valuing people's time and is accomplished by keeping meetings small and purpose-driven, cutting unnecessary rules and tasks and streamlining decision-making by letting individuals or majorities decide when appropriate. Teams should regularly review how they work to ensure it's efficient and adjust as needed. In times of rapid change, team members must be empowered to manage collaboration wisely. This is accomplished by giving people permission to say no to unnecessary teamwork, prioritize enough individual focus time and be intentional about whether meetings are truly needed. Leaders model this kind of efficient collaboration by setting clear meeting goals, encouraging opt-outs when contributions aren't needed and ending meetings early when possible. 3. Empowering Self-Correcting Teams The most agile organizations have cultures in which people feel encouraged and secure enough to raise performance issues when they occur and to work together with team members to quickly resolve them, without finger-pointing or blame. These self-correcting teams are built by doing three things: Teams thrive when they're empowered to openly address what's not working, supported by leaders who foster trust and psychological safety. This requires understanding people's natural defensive reactions when things go wrong and encouraging problem-solving rather than unproductive blame. Leaders enable this by modeling constructive responses to issues, listening openly to concerns and creating a culture where raising issues is valued and rewarded. Tracking clear, objective metrics helps teams spot issues early, reduce emotional reactions and focus on problem-solving. The right metrics—simple, shared and tied to both processes and outcomes—enable real-time insight and keep teams aligned and proactive about what is working and what isn't. The complexity of work today often leads to misdiagnosing issues by jumping to quick, surface-level conclusions and missing root causes. Slowing down and using structured methods like the "Five Whys" helps teams identify root causes of issues. Leaders can support this by encouraging deeper analysis and leveraging tools that support continuous improvement. The Leadership Imperative Agility is vital for organizational survival in uncertain times like these. And while it's critical to hire employees with the traits that confer agility, ultimately, it's management practices that determine whether this potential is realized to create agile, high-performing teams and organizations. Companies need to train their leaders to build the conditions for agility: creating stability, rightsizing teamwork and empowering self-correcting teams. Leaders who focus on these things will create environments where agility can flourish, transforming uncertainty from a threat into a competitive advantage. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?

KKR partners with Capital Group to launch fund blending public and private equity
KKR partners with Capital Group to launch fund blending public and private equity

Yahoo

timean hour ago

  • Yahoo

KKR partners with Capital Group to launch fund blending public and private equity

(Reuters) -KKR and Capital Group will launch a fund that will give investors exposure to both private and public equity, the investment firms said on Wednesday, as appetite rises for diversification beyond traditional assets. The fund will be launched in early 2026 in the U.S., pending approval from regulators. It is structured as an interval fund, which allows investors to exit only during set windows, and will have low minimum investment thresholds. With high-profile companies remaining private for longer, investment firms are seeking new ways to meet rising demand for exposure to private markets. The potential for outsized returns from privately held companies has drawn interest from retail investors. These assets are also less sensitive to the economic swings that impact public markets, making them useful for diversification. "Private market investments can enhance returns and add diversification within a portfolio, yet have historically been out of reach for everyday investors given accreditation requirements and higher investment minimums," said Holly Framsted, head of product group at Capital. The new fund will deepen the partnership between KKR and Capital, which in April launched two funds focused on a mix of public and private credit. These funds have pulled in $100 million in flows in the first three months, the companies said. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

SME Construction data casts doubt on UK ability to hit 1.5 million homes
SME Construction data casts doubt on UK ability to hit 1.5 million homes

Yahoo

time20 hours ago

  • Yahoo

SME Construction data casts doubt on UK ability to hit 1.5 million homes

The number of struggling construction firms has risen further despite heavy pressure on the sector to deliver hundreds of thousands of new homes. The number of firms in critical distress – a measure of firms nearing bankruptcy – rose 15.8 per cent in the second quarter of 2025, according to Begbies Traynor, while the number of construction firms in critical and significant financial distress topped charts in the first quarter, at 6,830 and 97,603 firms respectively. 'SMEs are grappling with a range of cost pressures, including strict environmental regulations and burdensome taxes on employers. These cost pressures are making it increasingly harder – not easier – to build,' Steven Mulholland, CEO of the Construction Plant-hire Association (CPA), said. The industry was the slowest growing sector of the UK economy in the first quarter of 2025, and total construction output stagnated in this period – ending three consecutive quarters of growth as activity across real estate softened. 'Employer National Insurance hikes have already hit jobs and investment. Now, looming changes to Business Property Relief risk being the final blow – threatening 200,000 jobs and £15 billion to the economy, and punishing the very firms Britain needs to deliver growth, infrastructure and homes,' Mulholland added. 'Without urgent reform, we won't just miss housing targets – we'll lose the wider supply chain capable of building the vital infrastructure Britain needs,' he said. Construction firms in 'a difficult position' Kelly Boorman, National Head of Construction at RSM UK, has warned that the combination of high financial distress in the industry and the government's housing push puts the sector in a tough place. The government has pledged billions to support housebuilders, something which has been largely helped by the industry, but Boorman warned business could fall into an 'overtrading trap'. 'There's the risk [they]… take on more work than their supply chains and operational capacity can support,' Boorman said. 'Mandatory housing targets and expectations to commit to large infrastructure projects could result in businesses being unable to meet demand, despite the government's commitment to investment, training and pipeline visibility,' she added. Experts have warned that there are still significant planning and delivery challenges that developers are facing alongside cost pressures, including skills shortages – despite recent investments – wage inflation, raw materials shortages and inflation.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store