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CONTENTS JUNE 27, 2000

Click. JOHN MILLIUS, SPY PANEL DIRECTOR WHO KILLED HIMSELF WAS UNDER A PROBE.

Click. MIXED REACTION TO BISHOP WALSH.

Click. Global Managers.


Spy panel director who killed himself was under a probe
By Bill Gertz © 2000
THE WASHINGTON TIMES 6/27/00

     The staff director of the House Intelligence Committee who killed himself June 4 was under investigation by the committee, which oversees the U.S. government's most sensitive secrets, The Washington Times has learned.

     John Millis, 47, a former CIA operations officer who had been placed on administrative leave by the committee, was found dead at the Breezeway Motel in Fairfax City, Va., Police Chief Doug Scott said. Police ruled he died from a self-inflicted gunshot wound.

     As committee staff director, Mr. Millis had access to the U.S. intelligence community's most intimate secrets. He knew about all U.S. covert action operations, which require written presidential notifications.

     He also was privy to the most sensitive information collected by CIA agents, electronic eavesdropping and photographic satellites.

     According to police, Mr. Millis had called a friend and said he was distraught over being placed on administrative leave with pay by committee Chairman Rep. Porter J. Goss, Florida Republican. Mr. Millis also said he was facing administrative and criminal penalties as possible outcomes of the investigation.

     The friend then dialed *69, the automatic call-back sequence, and was connected to the Breezeway Motel in Fairfax. The friend explained to the motel operator that Mr. Millis was threatening to commit suicide.

     Police were called and upon arriving found Mr. Millis dead in the bathroom.

     Mr. Goss could not be reached for comment. The committee's staff and Mr. Goss' spokeswoman did not return several telephone calls seeking comment on the circumstances surrounding Mr. Millis' departure from the committee.

     However, several U.S. government officials said Mr. Millis was fired and that the investigation was related to improper activities by him.

     Chief Scott said the investigation into his death was handled with extreme care in light of the case of White House Deputy Counsel Vincent W. Foster Jr., whose shooting death in 1993 was ruled a suicide. The investigation into Mr. Foster's death, however, left many unanswered questions and spawned conspiracy theories.

     Chief Scott said the detective who investigated Mr. Millis' death made sure there were no unanswered questions that might indicate a conspiracy, because of his CIA background and role as the committee staff director.

     "Our detective knew that going in," Chief Scott said. "That's why he was very careful in processing the scene and checking for anything that might be suspicious."

     After Mr. Millis was found dead, FBI agents and Capitol Police were sent to the motel to look for classified documents, but found none. Security officials, however, recovered classified documents from a safe in Mr. Millis' home.

     An FBI spokesman said the FBI was not investigating Mr. Millis for unauthorized disclosures.

     Mr. Goss said in a statement at the time of Mr. Millis' death that he was stunned by the loss.

     "It seems that there are always more 'whys' than there are answers when a tragedy like this occurs," Mr. Goss said. "It also seems that words alone are insufficient to alleviate the enormous pain we feel. John will be greatly missed by members and staff alike."

     The statement made no mention that Mr. Millis was under investigation.

     CIA Director George J. Tenet said in a statement that "we in the intelligence community are shocked and saddened by this tragic loss. We worked closely with John for many years. He was a tenacious advocate for a strong national intelligence capability."

     Mr. Millis had publicly criticized former CIA Director John Deutch, calling him the worst director in the agency's history. During a speech at the Smithsonian Institution Feb. 15, Mr. Millis said Mr. Deutch inflicted "major damage" to the CIA's espionage branch.

     The criticism prompted some officials to speculate that Mr. Millis may have improperly disclosed information about an investigation of Mr. Deutch by the CIA's inspector general.


Xenophobes need not apply
Jun 27 2000 17:38:21   By Andrei Postelnicu © 2000 Financial Times, London

Outstanding global managers are scarce, and possess traits that business schools might find difficult to teach. Some experts and international executives give some advice.

While he was managing his company's operation in a small town south-east of Paris, Leon Chester, then an American expatriate, noticed that his French colleagues shook hands every morning. After their habitual greeting of Зa va?, they held a short conversation.

"So, after a while, I just started walking about shaking hands with 100 people every morning," says Mr Chester. "It was obvious that this small gesture made a great difference - it made people feel cared for."

Experts say that Mr Chester's ability to observe and adapt to different environments makes him a genuine global manager and a good fit for his position as vice-president of international operations at Dallas-based NCH Corporation, the chemicals group.

Mr Chester is one of a rare and sought-after breed. Companies are increasingly on the lookout for employees like Mr Chester, people who have a knack for fitting into foreign cultures, functioning there effectively with the locals and producing results. However, the more they are sought, the more obvious become the things that set them apart from other executives.

"They are curious people; that is what it comes down to," says Nick Gardiner, partner and founder of Gardiner, Townsend & Associates in New York, a recruitment company.

One executive, who was assigned to an African country a few years ago, was so curious that he even hired a team of anthropologists to teach him everything about the culture, the history and the country's traditions, according to Scott Gillis, managing partner at Marakon Associates, the consultancy.

"Within two years, that executive put his operation in a dominating position in the local market - and it all started with those anthropologists," Mr Gillis recalls.

Global managers also need to be able to operate in a foreign culture where business and government practices are new, says Joel Podolny of the Graduate School of Business at Stamford University.

For Andrew Kapusto, a former director of business for Iridium, a satellite communications company that filed for bankruptcy this year, this meant persuading very suspicious governments to allow Iridium to operate western satellites in their air space.

"We had to obtain government licences from the former Soviet Union countries and from China. Everyone doubted we would do it, but we succeeded," says Mr Kapusto, a Polish national who is now the chief executive officer at Miden, a mobile telecommunications joint venture with headquarters in Morocco.

Overcoming bureaucracy in foreign countries and working with locals also requires "great humility, because these people [locals] do not necessarily have the Harvard MBA, but they are still incredibly intelligent, powerful and effective", adds Mr Podolny.

In 1990, Mr Kapusto returned to his native Poland, where he discovered this first-hand, working with the "fantastic talent that had been locked there". Mr Kapusto was working with Ameritech, helping to set up one of the first mobile telephone networks in eastern Europe.

The foundations for a successful career that spans several countries can be laid early on, in the family, or the military, says Mr Gardiner. Shortly after joining the US army, Mr Chester was stationed in Germany as a part of the Nato strike force, along with Norwegian ski troopers, Turkish light infantry and Greek tank personnel.

Those early experiences in a multi-cultural setting involved successful missions achieved "by drawing pictures to transmit orders - but it always worked and I got the bug for [the expatriate] life", remembers the NCH executive.

A global career, however, can sometimes have a negative impact on a manager's personal life. "A couple I know, where the husband was an international executive, could not adopt a child because the agency thought they were excessively mobile," says Sally Haver, a vice-president at the Ayers Group, a career consultancy.

Mr Chester's wife met the spouses of other American businessmen while her husband worked in Birmingham, UK, after their stay in France. But she soon discovered that the group's meetings were about "everything that was wrong with England, so she just stopped going, because she didn't have that much to complain about", recalls Mr Chester.

That experience showed him that "it was ultimately up to her [Mrs Chester] to keep herself happy and interested abroad".

Children can greatly benefit from their parents' international postings. Mr Chester's sons are now fluent in French, having lived in the country while very young, and Mr Kapusto says his daughter "speaks several languages" as a result of her international education.

Most importantly, experts say that enjoying international work and the expatriate life is one of the most important requirements for a good global manager. "There is always something new to learn and to discover, and you'll never do that sitting on the sofa," says Mr Kapusto.


http://www.pressdemo.com/local/news/27bishop_a1empirea.html

Mixed reaction to bishop Walsh

Ukiah laity embrace Walsh, but remain wary

Jun. 27, 2000. By MIKE GENIELLA © 2000 Santa Rosa Press Democrat Staff Writer

UKIAH -- Local Catholics on Monday night warmly welcomed Bishop Daniel Walsh's promises of spiritual renewal, but when he appealed for unity to solve the Diocese of Santa Rosa's financial crisis they quickly reminded him that sins of the past have not been forgotten.

During the first of a series of parish meetings from Petaluma to Eureka, Walsh and diocesan representatives proudly unveiled the diocese's first balanced budget in eight years. When sales of surplus property and stock portfolios are completed later this year, the diocese debt level could shrink from an estimated $16 million to $10.7 million.

"We will have balanced budgets no matter what," vowed Walsh.

Although the diocese's financial outlook appears brighter, some church members noted that it has come at the expense of local parishes and church ministries. In all, 49 diocesan workers have lost their jobs, and an estimated $5 million in parish and school funds have been frozen. Local schools and parishes face stepped-up diocesan demands for repayment of $10.8 million in earlier approved loans to finance new school and church construction.

Based on statements made by Walsh and other diocesan representatives Monday night, more belt-tightening at both diocesan and local church levels appears certain.

Monsignor John Brenkle, acting diocesan finance director, disclosed Monday that there are at least two new demands for damages against the diocese stemming from alleged sexual misconduct dating from several years ago.

The demands came from alleged victims in San Jose, but further details were not disclosed Monday.

To handle those and other potential claims, the diocese has retained lawyers at a monthly fee of $14,000.

In addition, the diocese is paying other attorneys $11,000 monthly to help the church recover about $3.2 million of $5.1 million in risky investments made during former Bishop G. Patrick Ziemann's tenure, Brenkle said.

"We're hopeful we will get our money back," said Brenkle.

While Walsh was lauded Monday night as a "holy man" prepared to rid the scandal-plagued diocese of its spiritual and financial woes, it was clear that a deep skepticism remains in local parishes who have suffered from the effects of a fiscal crisis uncovered in the aftermath of a sex scandal that forced Ziemann to resign in disgrace last July.

On Monday, parishioners from rural churches in Cloverdale, Clear Lake, Fort Bragg and Willits traveled to St. Mary of the Angels Church in Ukiah to join local church members in expressing their deep and lingering reservations about the credibility of church leaders.

There were renewed calls for current and former diocesan leaders who had a role in the worst financial debacle yet for the 140,000-member diocese to be held accountable.

Sister Jane Kelly, a Ukiah nun who said she has been given a "real sense of hope" by Walsh's actions so far, nevertheless implored him and other diocesan leaders to "be honest" and hold accountable any member of the clergy known to be responsible for past sexual and financial misconduct.

Kelly specifically cited the role of Monsignor Thomas Keys, chief financial adviser to three former bishops including Ziemann.

"I cannot be fully healed until this happens," said Kelly. Catholics rose and gave a standing ovation to the 70-year-old nun, whose public revelations about Ziemann's past misconduct in early 1999 triggered a series of events that led to his downfall.

Walsh, a veteran church administrator, on Monday seemed prepared for the first public test of his leadership since he was named earlier this year by the Vatican to succeed Ziemann. Following prayers, Walsh delivered a concise and forceful call for church unity before Brenkle began a financial overview.

"We are church. We must join together in prayerful dialogue," said Walsh.

Tonight he will face parishioners in Eureka, where local Catholics have rallied to raise $1.7 million to salvage a combined elementary and secondary school program that church leaders had threatened to close after learning the size of the diocesan debt left by Ziemann, and his top financial advisers.

Walsh and his entourage will appear at churches in Napa and Petaluma before concluding with a Friday night session at St. Eugene's Cathedral in Santa Rosa