10 Things That Aren’t on Your Resume…(But Should Be)

09/16/14 0 COMMENTS

Many young careerists – even those with a couple of internships under their belt – feel as though their resume and LinkedIn profiles are, for lack of a better word… lacking.

And sometimes this is true – especially when you’re up against someone with three, five and even ten years of at least semi-relevant experience. In that case, how do you compete?

You compete – and win – by including on your resume the achievements, projects and assignments you may have overlooked, or chose not to put on your resume because they were short-term, campus-only related or “not a real job.”

Here are nine great examples (and one thing that probably is on your resume, but shouldn’t be):

Social Media Savviness:

No. You aren’t a guru, ninja or an expert. But you do know your way around Twitter, Facebook, LinkedIn, Instagram and Pinterest. Your profiles may be the envy of all your friends and colleagues; the number of followers is respectful. Throw in your knowledge of Hootsuite, Tweetdeck, Twitter Chats, LinkedIn Groups, Facebook ads – and whatever else you’ve dabbled in so far – and you just might impress the social media novice whose organization needs social help, right now.

In today’s job market, there isn’t a single employer who doesn’t respect someone who took it upon themselves to learn a skill, or master a software program relevant to their organization. Demonstration of expertise using project management, Photoshop, Salesforce, Infusionsoft, Google Analytics – and maybe even a little coding – can take your resume from “meh” to “marvelous!”

Freelance Projects:

Remember that project you did for the business near your campus? Or the couple of weeks you spent at that non-profit solving its biggest problem? Those mini-projects weren’t real jobs, no… but they were real experience. List every relevant project you’ve ever taken on. Display the impact you had on the organization you served (quantify!). Show your entrepreneurial spirit! And you’ll catch the attention of a hiring manager looking for someone not afraid to take on a project alone.

Thesis, Studies and White Papers:

Did you head up a research project? Write an industry relevant thesis that blew your professor away? Did you lead an on-campus or community-based study? Each of these projects shows attention to detail, problem solving and analytical thinking – three skills in high demand by nearly every employer. Again, show the impact of your work; and talk passionately about the mission. Employers don’t only want to know what you did… they want to know why you did it.

Content Creation:

Have you begun blogging? Guest blogging? Have you begun to show your subject matter expertise in a podcast, or a video blog? Maybe a YouTube channel? Have you built a community of followers? All of those things go on your resume! Employers will respect that you are willing to let your thoughts be known, and aren’t afraid to stick your neck out. They’ll get a glimpse of your personality and passion. And – if the fit is right – they’ll develop a bond with the digital you, well before they call for an interview.

Industry Relevant Competitions:

Speaking of not being afraid to stick your neck out: relevant competitions – online, through your community, industry associations, the local chamber of commerce, and your fraternity or sorority – are a great way to punch up your resume. Although a bonus (instant credibility), winning isn’t necessary!

Just show that you have competed for the third consecutive time at the regional business plan competition, for example, and entrepreneurial minded employers will be impressed. These organizations also make for great networking and keyword elements on your resume. An employer might say, “You were in the Alpha Kappa Psi CASE competitions? So was I!” And, just like that, a relationship has started – and an advantage gained.
Anything Leadership:

On-campus clubs, volunteer assignments, part-time retail jobs, heading up a fund-raiser or a committee, campus ambassadorships… anything that shows you were leading from out front must go on your resume. Again, be sure to show your impact; don’t just say you are a lifelong learner, show your impact and talk about what you learned.

Conferences Attended

That person with the three to five years of experience on their resume… have they attended your industries’ annual convention this year? Last year? Ever? Probably not, but perhaps you did – giving you another advantage over the competition. While you were out there listening to Seth Godin, Dan Pink and Matt Cutts, your competition was watching Wheel of Fortune in their pajamas. Who would you hire?

Reverse Mentor-ship:

All that social media and blogging experience you’ve obtained… ever put it to good use? Ever walk a CEO through a Twitter chat? Or set up a WordPress blog for a entrepreneur? Maybe helped get a Mom and Pop shop’s books in order, then show them how to run Quickbooks? Each of these instances of reverse mentor-ship shows you are willing to give back and teach across generational boundaries – a fine, and marketable, skill in today’s workforce.

Bonus: Remove THIS from Your Resume:

When you’re all done with the newest version of resume – when you’ve added all your relevant accomplishments – you’re going to take one more step guaranteed to help you compete better…

Unless you are going into a field where these things still matter (medical, engineering, law, etc.), you are going to get rid of everything that makes you look like a current or recent student. Everything!

GPA, relevant coursework, expected graduation dates – all of it. Why? Because no one hires students. They hire capable, work-ready young professionals prepared to help them achieve their goals and solve their problems. On your resume and LinkedIn profile: Don’t be a student.

How does your resume look now? More professional? More complete? Perhaps less… lacking?

Good. Now go compete.

Mark Babbitt

A Few Ideas to Encourage a More Positive Workplace

09/10/14 0 COMMENTS

A subtle vibe of negativity can spoil an otherwise effective workplace. I’ve seen this impact even the most capable of teams. The dynamic can bring a group of talented contributors to a slowed, encumbered pace. The team becomes snagged on issues that fail to drive performance — and the collective energy of the group fractures and dissipates. We might feel that we personally lack the resources to affect levels of happiness in our workplace. However, we have more ability to do so than we might have previously acknowledged. Research has shown the inherent power of a positive mind set has far-reaching potential to enhance not only psychological well-being — but the achievement of valued workplace outcomes.

Positive psychology explores, and attempts to capture what is “right” within our lives. It shifts the emphasis to experiences that help us build a positive foundation, so we can meet issues and challenges. The psychological resources of hope, self-efficacy, resilience and optimism (Think HERO), can influence how we approach our daily work lives. These resources — which together form the construct of psychological capital — can be integral in affecting our behavior.

As managers, team leaders or individual contributors, taking an active role to encourage a more positive workplace can prove to be a worthy investment. Take a moment to take stock of your own psychological resources and those of others around you. Do you feel capable of meeting the demands of your work life? Do you feel the team possess the tools to meet the challenges that lay before you at work? Does the group feel confident and hopeful? What needs to change to create a more positive environment?

A few ideas to encourage a more positive workplace. (These are simple — yet in practice, we often need a reminder.):

Express gratitude. Recognizing others for their contribution is a powerful resource builder. I’ve seen talented contributors who were tempted to leave an organization, simply because they misjudged their own value. Routinely expressing gratitude can set a powerful and positive tone of deep respect. Remember that two simple words —”thank you”— can have a long-standing effect on work-life happiness.

Take every opportunity to align work with strengths. Utilizing our strengths in the workplace is key to building confidence. This involves routine discussions with your team members, to evaluate if their skills are being tapped. For yourself, make every attempt to incorporate the areas in which you excel, into everyday work life. When weaknesses take center stage — work life can become a miserable experience.

Value the work of others. You may not agree with every idea or plan presented, however respecting what others bring to the table is key. We all work hard to make a difference — try not to rob others of the feeling of satisfaction that comes with contributing.

Communicate, even when it is challenging. Next to public speaking, engaging someone in a difficult conversation, is likely one of our greatest workplaces fears. However, happy workplaces rely on open, diplomatic conversations. So, if you are hesitating to share something important or you are avoiding conflict — think twice before sweeping it under the carpet. (A few ideas for that here.)

Emphasize feedback. Offering (and seeking out) honest feedback is critical to our work lives. However, we must remember that we differ in terms of our feedback requirements and capability to both absorb (and apply) the information. Be cognizant of the individual differences among team members.

Bring balance to the negatives. As human beings, we have the tendency to dwell on negative information (quite possibly an evolutionary byproduct). Often we find ourselves obsessing about a goal we didn’t fulfill — or a relationship that is strained. Build resilience by refocusing your energy on successes, when you feel disappointment or stress.

Practice “flexible” thinking. When considering a new challenge, be sure to explore potential obstacles and generate alternative pathways to effectively manage them. This exercise builds feelings of efficacy in the face of an unexpected turn of events—a common occurrence in our work lives.

Acknowledge the small steps that lead to successes. Often we focus on lofty, larger goals that may take an extended amount of time to accomplish. Identify and celebrate incremental goals along the way, to help bolster energy levels and maintain focus.

Dr. Marla Gottshalk

Six Simple Yet Powerful Tactics That Can Help Organizations Retain Talent

09/02/14 0 COMMENTS

Organizations are dealing with a generation of workforce that is extremely empowered – a workforce that has a proclivity for and the opportunity to change jobs upon realizing the incongruity between individual professional goals and their ‘fit-ment’ with the organization’s objectives. Replacing employees is an extravagant proposition for employers, especially, in the case of high-skilled workers. Studies done over a period of several years and across industries and salary ranges clearly indicate that replacement costs per employee can range between 20-25% of an employee’s annual salary (http://www.americanprogress.org/issues/labor/report/2012/11/16/44464/there-are-significant-business-costs-to-replacing-employees/ ).

Besides the pecuniary anxieties that come with replacing employees, there are other considerations that may make it more practical to train, transfer and promote existing human capital. It is a way for the company to hedge hiring-risk as the employer/organization knows the current employee, his/her work-ethic and general on-the-job behavior. This employee, may, in turn have a smaller learning curve, shorter productivity-lag and display more resourcefulness (given the network of friends, colleagues and informal org. structures) leading to better problem-solving. From the standpoint of org. culture and results, these reasons alone make a strong case for retaining human capital. The question then arises, how can organizations focus on retaining employees?

Observations and discussions with employees across industries and continents highlight some areas where companies are either winning or losing in the employee retention game:

Be more than a boss – be a mentor and a guide: This is especially true for organizations that hire college graduates and new people entering the workforce. Mentors should not just be responsible for communicating objectives, rules, policies and procedures, but also building a rapport with the subordinates and making them feel included as an important member of the company. They should also offer institutional knowledge and give honest advice on career advancement pathways within the company. Informal organizational structures that are based on mutual understanding and camaraderie go a long way in helping employees build a committed relationship with the organization. Assigning mentors and guides is one way of utilizing and encouraging such organic relationships as a means to achieving objectives and retaining employees. Organizations such as Ernst & Young have been very successful in employing such a culture to their advantage.

Autonomy-at-work: On most employee surveys and opinion polls, autonomy is often rated as one of the top-10 things employees want from their jobs and companies. Observe employees’ work behavior and carry personality inventories to determine the level of autonomy that will empower an employee. It is important to delegate enough authority and give employees freedom to achieve results without feeling frustrated because of micro-management by the superior. Conversely, offer enough support to those who are accustomed to a low-context work culture and thrive on supervision.

A sensible manager-to-executive ratio: With companies becoming more product and project focused, organizational structures are also being designed to achieve these goals. This has led to many a company use a mixed or matrix form of org. structure. While this ensures that specialists from various functions work in tandem to complete projects, it also creates confusion, in that, each specialist/consultant/associate may report to more than one boss (a project head and superiors from his/her functional area). In addition, organizations need to evaluate their structures to see if their organization is top-heavy. No Unity of command can cause confusion as can having too many people at the top and too few people to do the actual work. This can lead to employees feeling overburdened with work and overwhelmed by their reporting lines, both reasons for feeling burnt out and looking for a change.

Customize flexible work options per the needs of employees: Organizations must appreciate the fact that besides investing their time, skills and energy in their work, employees also manage responsibilities in their personal lives. Helping them achieve work-life balance through flexible-work arrangements may be allowed in cases where work and output are measurable. Some popular flexible work-options include flex-time (flexible entry and exist time), telecommuting, compressed work week, and job and work sharing (to avoid lay-offs). These choices give more scheduling freedom to employees. Employees often weigh this as a huge benefit while contemplating a job change given their personal circumstances.

Innovate and align learning to improve employee agility in managing projects: Learning, like other aspects of business, needs constant innovation and improvement. Inventing and institutionalizing learning interventions should be iteratively followed by revamping programs to enhance their job-relatedness in relation to roles/projects/processes. In addition, learning interventions should clearly and measurably add value to the employee’s skill sets and enhance competencies – many candidates select organizations based on the growth and learning opportunities offered. Therefore, it is important to look at competency development from the perspective of value-addition rather than cost because well trained employees are better poised to achieve organizational objectives.

Treat your employees like customers: It is time to take a lesson from visionary organizations with a clear focus on keeping customers and delighting them. Companies such as Google, Apple and Zappos have already gone down in the annals of the ‘marketing excellence canon’ with their strategies and promotions directed at customer retention. Some employee-focused companies organize events and retreats for interns and employees as a means to court them and give them enough reasons to stay. Others come up with creative employee engagement activities to keep the work-day fun and entertaining. In addition, well researched (in terms of industry standards) and fairly distributed rewards and benefits for staying and for good performance can give a company competitive advantage over rivals in retaining human capital.

It has been seen that the longer the employees stay with the organization, the more likely they are to develop a relationship with the firm that goes beyond the confines of the transactional model of employment. Creating experiences that help the organization make a deeper connection with the company increase ‘job involvement,’ often viewed as an antithesis to burnout, attrition and absenteeism and correlated to job performance, high levels of extra-version and low levels of neurotic-ism on the job . Furthermore, such experiences expand the scope of the psychological contract between the employees and the employer and make the employees feel “taken care of” in an organization. With the changing dynamic of the employer-employee relationship, there is a big onus on the company to be responsive to the needs of a much more diverse, well-informed and entitled workforce.

Bhauna Jolly

What Makes a Good Recruiter?

08/26/14 0 COMMENTS

Is it a secret sauce? One part confidence, two parts networking, a dash of strategy – shaken and then stirred? Are there a select group of people who are destined to be a success in the recruitment profession? Or is it measurable, quantifiable and learn-able?

For me it’s a bit of both. Certain traits are helpful – this is the case in any industry, but recruitment is changing, it’s diversifying and it’s opening up to different skill-sets. Some of the most successful recruiters are interested in sales, marketing and communications; they’ve fallen into recruitment and thrived. The key to success could be a composite mix of these traits, add them together and you create the “perfect recruiter.”

Introvert vs. extrovert

Extrovert-ism is typically prized by the recruiting industry. Conventional wisdom prizes the extrovert. Great recruiters are always seeking out new opportunities and connecting with new people, building relationships and closing deals. Personable, outgoing, maybe even eccentric – these are the traits we tend to associate with successful recruiters.

Ben Slater

But there’s a new breed. The growing idea of inbound recruitment is giving rise to a new breed of recruiter. Tools like social media and talent communities let recruiters create and nurture online networks of candidates. Sharing and marshal-ling influence in this fashion allows typical introverts to thrive.

The salesman

The best recruiters understand that, at its core, recruitment is sales – except it’s harder. You have to sell twice. Step 1: sell your company to the candidate. Step 2: sell the candidate to your hiring manager. The best are flexible and can leverage their skills to influence candidates from all walks of life, and can then send (thoroughly examined) applicants through to a (pre-sold) hiring manager.

Successful recruitment is a competitive sport. HR bloggers constantly reference the war for talent and the talent shortage that companies have to deal with. What might fit better is the phrase “shortage of quality talent.” Selling to applicants swells in importance when you consider that companies are competing for the same candidates; it’s one giant game of “Hungry Hungry Hippos” (one of my favorite childhood games)! Recruiters are responsible with highlighting their brand as the sexy choice, the only choice for applicants.

The marketer

With companies redesigning recruitment around candidates, engagement is more important than ever. Companies need to be branded and personalized, and recruiters are referring to the marketing playbook for ideas. This needs to pervade all areas of the hiring process. The language of job postings and descriptions needs to be carefully considered; they need to be presented in a candidate centric manner: industry jargon and arbitrary ‘perfect candidate’ profiles (that companies then base all hiring decisions on) need to be phased out.

As a result, the importance of community interaction is growing. The growing genre of talent community hiring is making candidate-recruiter dialogue a necessity. Recruitment is losing some of its transactional feel in the name of “candidate experience,” and recruiters are developing pre-need relationships with candidates, sizing them up for future roles.

Great recruiters also know exactly how important it is to track performance, but realize that the old standards of time-to-fill and cost-per-hire are losing relevance. Instead, to calculate the true ROI, they’re focusing on tackling lost opportunities. Reducing the average 97 percent bounce rate from companies’ careers sites and tracking the sources that provide the best inbound applicants are the first steps, and marketing style technology offers the capability to help.

The final takeaway…

Most important, the best recruiters are reactive. The only intrinsic quality that separates the very best is the confidence to adapt to developing trends and leverage any tactics that can help them stay one step ahead, and attract and hire the best talent.


Ben Slater

Promote Productivity by Promoting Happiness

08/19/14 0 COMMENTS

Imagine walking into your office in the morning and being greeted by a sweet smile and an enthusiastic “Good morning.” How does that special greeting affect your mood?

Now imagine the opposite – the person walking in the door ahead of you lets it close in your face. Your office mates greet you with grunts or simply look the other way. Which scenario do you think will positively impact your productivity?

Positive emotions increase productivity

Positive people not only influence the environment around them, but they also work more efficiently and get more done according to the study Why does affect matter in organizations? The co-author Sigal Barsade PhD, says, “If you’re in a negative mood, a fair amount of processing is going to that mood. When you’re in a positive mood, you’re more open to taking in information and handling it effectively.”

The study also says employees who are positive are usually actively involved in pursuing goals and are more likely to be successful.

Consider the team dynamic known as forming, storming, norming and performing. When the team is forming, there are sometimes disagreements (Storming) before the team gets to a balanced state (norming) and working collectively (performing). Negative emotions usually mean the “storming” segment of the cycle lasts longer so the work product takes longer to complete. The negativity can affect team members’ moods long-term and reduce productivity.

Anyone who’s managed teams has seen this issue play out. So what’s the best way to resolve it?

Educate your team. When they understand that being positive not only affects their performance, but their coworkers’ performance too, they may embrace a more positive outlook at work.

Ask each teammate to be more positive. This discussion paves the way for managers and coworkers to remind staff of their commitment to optimism when they become negative.

Lead the positivity movement. Be that person who says hello to coworkers and smiles. When you actively practice kindness, you can influence your entire workplace.

Find the good in each situation. Failure might not feel enjoyable in the moment, but it can be a valuable learning experience. When dealing with mistakes and disappointments, try to find the lesson in the situation and shift your focus from feeling unhappy to improving the work tasks at hand.

No one is asking you to blast “Don’t worry – be happy” over the company intercom to help team members embrace optimism. Instead try leading by example and encourage a sunnier outlook. You just might be surprised at the boost in performance in your workplace and the stronger team morale.

Best, Worst Cities for Employee Satisfaction from Glassdoor

08/12/14 0 COMMENTS

According to the second annual Employment Satisfaction Report Card by City (2014), which was released by Glassdoor, San Jose ranked first for the second consecutive year in a comparison of the 50 largest metropolitan areas by overall employee satisfaction, number of employers hiring, business outlook expectations and other criteria. San Francisco was ranked second in the survey. Both cities are home to several companies that won a 2014 Glassdoor Employees’ Choice Award, which recognized the 50 best places to work.

Washington, D.C., climbed five spots to third place, followed by Norfolk, VA., and Salt Lake City, UT. Salt Lake City also ranks first in employee optimism for business outlook. More than half of Salt Lake City employees believe business will improve in the next six months. Local employees report several benefits of working in Salt Lake City, including enjoying a healthy work-life balance, in part comprised of working reasonable hours and being able to take advantage of both urban and outdoor attractions.

The Top 10 Cities for Employee Satisfaction:

1. San Jose

2. San Francisco

3. Washington, D.C.

4. Norfolk, Va.

5. Salt Lake City

6. San Diego

7. Seattle

8. Oklahoma City

9. San Antonio

10. Austin

The Bottom Ten Cities for Employee Satisfaction:

41. Milwaukee

42. Charlotte

43. Riverside, Calif.

44. Portland, Ore.

45. Buffalo

46. Phoenix

47. Tampa

48. Las Vegas

49. Denver

50. Pittsburgh

HOPEFUL – The Acronym!

08/05/14 0 COMMENTS

H umorous

O ptimistic

P atient

E nergetic

F aithful

U seful

L istening

Be a live HOPEFUL acronym today! You will meet many people needing you!


Russell H. McCullough


07/29/14 0 COMMENTS

As a team, we came up with our core values and one of them is “mindfulness”. The month of July is devoted to this topic. Our Core Values team lead, Claire Spence shared a quote with us, that I would like to share with our readers. I hope it means as much to you as it does to us.

Our suffering stems from ignorance. We react because we do not know what we are doing, because we do not know the reality of ourselves. The mind spends most of the time lost in fantasies and illusions, reliving pleasant or unpleasant experiences and anticipating the future with eagerness or fear. While lost in such cravings or aversions, we are unaware of what is happening now, what we are doing now. Yet surely this moment, now, is the most important for us. We cannot live in the past; it is gone. Nor can we live in the future; it is forever beyond our grasp. We can live only in the present. If we are unaware of our present actions, we are condemned to repeating the mistakes of the past and can never succeed in attaining our dreams for the future. But if we can develop the ability to be aware of the present moment, we can use the past as a guide for ordering our actions in the future, so that we may attain our goal.

S.N. Goenka

Why I Take a Walk…

07/24/14 0 COMMENTS

My mind seems “full” lately — you may have experienced this. While I’ve committed hours and hours each day to absorb words, facts and figures, my devotion to “down time” has been — well, paltry. I’ve neglected that part of work life that we all need, to pause, reflect and process information. (Because of this, I’m certainly less productive.) Being busy is a great thing — information overload another. To be productive in life and work, we shouldn’t “bully our brains”.

I’ve recently read a fascinating article about how some of the most incredible individuals of the last 400 years, chose to spend their time. (See it here. More on the book Daily Rituals, by Mason Currey, here.) While their areas of expertise were varied (and remarkable), there was one obvious link among many of them: From Milton to Tchaikovsky, many set aside time for a daily walk. A few ventured alone. One with family.

Shame on me — I really know better.

Here are just a few of the benefits:

Digestion. I’m not referring to gastronomy — I’m referring to all of the information you’ve taken on-board today. It’s difficult to see patterns, and develop connections when your brain isn’t allowed the time to process effectively.

Fresh air. I love my office, but a change of scenery does help me to feel rested and refreshed. Unfortunately, I don’t have access to a beach, skyline or a handy mountain range to view, as some of my lucky colleagues. But the breeze is just as refreshing here in the mid-west — and the birds just as vocal.

Lowered anxiety. With our busy work lives comes our unshakable friend, anxiety. Physical exercise has great way of managing this nagging work life by-product. You simply have to make the commitment to incorporate exercise into your day.

Digital reprieve. Not sure how much time you must spend in front of a computer — but I do a lot of my work on-line. At times, I simply forget there is more to life than a keyboard.

I’ve committed 20 minutes each day this summer to get out and walk. Whether it’s a stroll around your office building, a nearby park, or a quick trek down the block to grab lunch and back — I challenge you to do the same.

Dr. Marla Gottschalk

Lennar Colorado Celebrates 60th Birthday At Its New Home Communities

07/14/14 0 COMMENTS

Date: 07/10/2014 | Colorado

For over 60 years, Lennar Colorado has had the reputation of building excellent homes of quality, value and integrity. Lennar has followed these same principles at their beautiful new home communities. These extraordinary new homes offer a tremendous value with tons of upgraded features already included. You are invited to come help Lennar Colorado celebrate during their 60th Birthday Sale happening July 7th to 13th!

As Lennar’s birthday gift to you, they are offering “60 Years, 60 Deals*” at select communities throughout the Denver area! Plus, $6,000 price reduction for this week only! You won’t want to miss out!

“We feel honored that we have been able to serve the needs of home buyers for so many years and are excited to celebrate this milestone with our buyers,” said Rusty Crandall, Division President. “From the beginning, our company has always catered to our home buyers and provided them with the superior care, quality and attention to detail that they deserve – this is also the standard we have used at all our homes across Denver.”

The communities offer a wide variety of floor plans ranging from 1,542 up to 3,937 square feet, two to five bedrooms, two to four bathrooms, and spacious living areas in 11 cities throughout Denver.

These communities include a high level of standard features and introduce a new level of upgrades in its Everything’s Included® package. Among the most noteworthy of these features are slab granite counter-tops, beautiful upgraded cabinetry, hardwood floors, full unfinished basements, air conditioning, Nexia™ Home Intelligence home automation* and much more.

For those looking for options for dual living situations, Lennar’s Next Gen® – The Home Within a Home® floor plan has been a favorite among buyers and presents a wonderful residence for multi-generational families. The Next Gen® suite is attached to the main home and includes a separate entrance, living space, kitchenette, bedroom and full bath. Lennar designed this floor plan to be incorporated into the main home floor plan in a way that allows it to be a separate space but also offers direct access from the main house, depending upon the family’s needs.

Denver is known for outdoor activities, such as, skiing, snowboarding, hiking and, exploring the variety of parks and trails the state has to offer. Colorado holds tons of family fun by taking in a Denver Broncos, Colorado Avalanche, Colorado Rockies, or Denver Nuggets game at the Pepsi Center or Coors Field.

Founded in 1954 as F&R Builders headquartered in Miami, Florida, Lennar Corporation began building their well-known reputation for high standards, quality construction and uncompromising value. In 1971, F&R became a public company under the corporate banner of Lennar and has since grown to become one of the nation’s leading and most respected home builders. Lennar has a longstanding history of building exceptional homes in only the most well planned and desirable locations throughout the country.

For further information, call 303-507-9393 or visit Lennar.com/Denver.

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