Angelo M. Valente has been the Executive/Creative Director of the Partnership for a Drug-Free New Jersey since its inception in 1992 and has led the organization to become the largest continuous Public Service Campaign in New Jersey’s history. Twice recognized by the White House Office of National Drug Control Policy, under Angelo’s leadership, the Partnership was also recognized by the National Association of Government Communicators for the most effective public health education campaign in the country. He is a New Jersey Advertising Hall of Fame inductee and was named a Hero of the Addiction Crisis by Authority Magazine. Angelo is the recipient of the NJ-TV Everyday Heroes Award. He served as an advisor to the Holy See Mission to the United Nations for more than 10 years.
Company: Partnership for a Drug-Free New Jersey
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Angelo M. Valente: I have been the Executive/Creative Director of the Partnership for a Drug-Free New Jersey for over 30 years. I started my journey with the Partnership due to my background in advertising and public relations. I worked for J.P. Miele, the visionary behind the Governor’s Council on Alcoholism and Drug Abuse and the founder of the Partnership. When he recognized the need for a statewide prevention effort in New Jersey, he invited me to take on a leadership position. This was due to my expertise and the crucial role it would play in developing and launching this statewide public service campaign.
The organization has become the largest continuous public service campaign in New Jersey’s history, generating multimillion-dollar annually in advertising and winning over 250 national, regional, and statewide awards for its creative work. It has received recognition twice from the White House Office of National Drug Control Policy for its innovative programs, and many of these initiatives have been replicated across the country.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
Angelo M. Valente: Like the rest of the world, when COVID-19 struck, our organization had to manage the continuation of our programs and services while addressing the challenge of a virtual workforce and adapting our traditional in-person programs to online alternatives.
First, we established a system for our team to remain engaged. We implemented two virtual staff meetings daily, one in the morning and one in the late afternoon. These meetings provided us with an opportunity to stay connected with the organization and to each other. They also helped me efficiently oversee the entire program and our staff by establishing their daily goals and objectives and then assessing their achievements at the end of the day, along with the items that require attention in the upcoming days. We believe this strategy proved to be quite effective and impactful.
Even today, while we are back in the office on a hybrid basis, we still use this call-in system twice a day to ensure everyone stays connected.
How has a failure or apparent failure set you up for later success?
Angelo M. Valente: We have always faced the challenge of encouraging people to attend our live events across the state, especially parents, because of work obligations, sports commitments, and other family responsibilities.
Due to COVID-19, we discovered that by converting these events into virtual formats, we significantly increased opportunities for attendance. It increased participation tenfold. If we usually had 100 participants at an in-person event, we now have over a thousand people tuning into one of our webinars on our prevention programs.
We have turned something that has always been a challenge into something that has become extremely successful and, most importantly, engaging many more people with our vital lifesaving messages.
How do you build a resilient team? What qualities do you look for in your team members?
Angelo M. Valente: At the Partnership, we’re very fortunate because most of our team members have been with the organization for over 15 years, with some reaching 20 and 25 years. Two crucial points come to mind: first, the individuals we brought on board from the beginning have been dedicated to the cause. They truly believe in what we do.
Secondly, we encourage everyone to make recommendations and suggestions and participate in decision-making by promoting an open-door policy and ensuring that ideas are valued and, in some cases, implemented. We have inspired our team, leading to remarkable productivity from a small group.
How do you maintain your personal resilience during tough times?
Angelo M. Valente: For me, hearing unexpected feedback about our impact.
I recently spoke at a Rotary Club breakfast meeting. After the meeting, a waitress approached me and mentioned that she passes our signs at toll stops and rest areas throughout the state when she drives to see her grandchildren. They remind her to talk to her grandchildren about the dangers of Fentanyl.
That truly motivates me, knowing that we are making a difference and positively impacting families throughout the State of New Jersey.
What strategies do you use to manage stress and maintain focus during a crisis?
Angelo M. Valente: We’ve often hear the phrase about sleeping on a decision, which suggests that instead of making choices in the heat of a crisis, we should take a step back. By revisiting the situation after 24 hours, we can reflect and determine whether our initial impulses still hold.
That also helps allow for time for things to settle in and gather people’s feedback on what they think. It’s always valuable to consider other people’s opinions, especially those directly involved in a current situation.
How do you communicate with your team during a crisis?
Angelo M. Valente: Ensuring they are fully plugged in and have the capacity to help develop solutions is essential.
What advice would you give to other CEOs on building resilience in their organizations?
Angelo M. Valente: It’s essential to recognize the value each person brings to the organization. Everyone has their strengths and weaknesses, including the CEO.
I am aware of my strengths and weaknesses; ideally, we should focus on developing those strengths. We should also help individuals with their shortcomings, acknowledge them, and work with them one-on-one so they know we support them. Our goal is to make the organization as successful as possible, and the entire team plays a significant role in that success. The team’s full involvement and engagement in finding ways to help the organization thrive are crucial.
How do you prepare your business for potential future crises?
Angelo M. Valente: It’s quite challenging to prepare for potential crises other than to draw on your experiences and apply them to what may come. Certainly, if something unexpected happens, you can reflect on how you handled similar situations successfully in the past. Use that as a roadmap for developing a plan to address potential crises.
What’s the most important lesson you’ve learned about leadership in times of crisis?
Angelo M. Valente: Have patience. Sometimes, your initial reaction is to respond, and it’s essential to pause and take time for internal and external reflection with your team. Ensure you consider all available options and remain open to solutions that are not yours.
Sometimes, you may not have the best solution; someone on the team might have it. Move forward based on what you believe is best for the organization and include everyone in that decision.
