January 2021 issue of In Business Magazine

JAN. 2021

Female Founders Succeed and Strengthen Tech Scene Despite Sexism

Diversity, Equity & Inclusion

The Time Is

NOW

This Month's Guest Editor

Pete Hemingway

Impacts of New

Marijuana Law Volunteerism for Your

Workforce Development En Negocios

Means Business $7.95 INBUSINESSPHX.COM

THIS ISSUE Alliance of Arizona Nonprofits

Return Stronger Access training programs for new career opportunities.

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JANUARY 2021 COVER STORY

GUEST COLUMNISTS

48 Plexus Worldwide Volunteerism: Nourishing Health and Happiness Focusing this month on Plexus Worldwide, Tyler Butler’s series explores the myriad ways businesses give back and the positive ways their programs impact our community.

49

24

Diversity, Equity and Inclusion: The Time Is Now

Several Valley leaders invested in DE&I programs and education share perspectives and practices to help ensure a strong outcome for businesses as they acknowledge change is necessary and is, itself, ongoing.

FEATURES

32

Skills-based Volunteering: The Business Case

Danielle Holly shows how employees’ volunteer involvement can gain businesses advantages in workforce and leadership development.

Leading and Living B.I.G. In her ongoing series on risk as a factor of leadership, Eileen Rogers discusses boundaries, integrity and generosity as the cornerstones of fulfilling leadership.

50 Workplace: Making a Safe Environment Sharing warning signs and mitigation techniques, nationally renowned federal crisis negotiation specialist Doc Elliot continues his series on preventing workplace violence.

52 Embracing Chaos Bruce Weber’s series examines developing and sustaining organizational capacity.

PARTNER SECTION

46

Female Founders Succeed Despite Sexism

Strengthening our business community overall, these Phoenix CEOs found ways around prejudice to contribute to a thriving and supportive tech scene for women.

53

Use OKRs to Maximize Productivity and Profitability

Bastin Gerald explains “Objectives and Key Results” and how they help businesses define qualitative goals and quantifiable measurement.

54

Companies’ Compliance Concerns Regarding Independent Contractors Compliance

Shahar Erez examines freelance workforce misclassification and discusses what legal and finance teams should know.

DEPARTMENTS

9

Guest Editor

Pete Hemingway, president and principal of Ritoch-Powell & Associates, introduces the “Diversity, Equity & Inclusion” issue.

10

Feedback

Patricia Pace Anderson, Essen Otu and Chrystal Richardson respond to In Business Magazine’s burning business question of the month.

11

Briefs

“Debit Card Program Supports Community Giving,” “Digitizing the Private Investment Marketplace,” “AI Platform Combats Financial Crime ,” “Local Standouts Recognized for Achievements and Philanthropy,” “Entrepreneur’s Pivot Produces Portable Sanitizing System” and “Local Face Mask Manufacturer Uses Navy Seal Tech”

59 Alliance of Arizona Nonprofits

JAN. 2021

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13

By the Numbers

With hybrid as the future of the remote-working model, organizations will need to optimize their policies.

14

Startups

“Scorpion Repel: Barrier against Access into Homes” and "Gather Round: Table Goods for Celebrating Everyday Life"

15

CRE

“Office Design Trends as WFH Becomes the Norm,” “Axway’s Agile Work Environment,” “Tempe Building One of Largest 2020 Office Sales in Southwest U.S.,” “International Developer Breaks Ground on First Arizona Multifamily Project” and “Local Luxury Condo Tower among the Top Two Fastest-Selling on the West Coast”

18

From the Top

OH Partners and Nomadic merge creative minds to deliver what brands want.

20

Healthcare

“Benchmark Aids in Production of Rapid, Lab-Free COVID-19 Testing System” and “Prevent Costly Ergonomic Injuries in Work-from-Home Employees”

22

Technology

“From Security Camera to Intelligent Sensor” and “Return-to-Office Technology”

34

En Negocios

Economia / Economy, Finanzas / Finance, Liderazgo / Leadership, Ventas / Sales

33

Books

New releases give fresh insights on business thinking.

44

Economy

Arizona passes Prop. 207 to become the 13th state to legalize marijuana. Now what?

44

Legal

Local attorney discusses the impact of Prop. 207’s passage on employers – with cannabis legal, what about “drug-free workplace” policies and more?

56

Nonprofit

Arizona Community Foundation leaders explore the role of community foundations as first responders of philanthropy.

57

Assets

2021 Acura TLX A-Spec Plus: Face masks are a yes and nose proposition.

58

Power Lunch

“Get Back to Lunch in Downtown Phoenix”: Freak Brothers, Provecho and The Larry

66

Roundtable

Justin Thorstad shares steps to thinking positive in business, a mindset that makes a difference.

During the pandemic, 13% of establishments (1.1 million) experienced an increase in demand for their products or services, 6% (0.5 million) hired additional employees, 6% increased salaries and wages for employees, and 5% increased employees’ work hours, according to a recent business survey by the U.S. Bureau of Labor Statistics. bls.gov/brs/2020-results.htm

respect the players / respect the game / respect each other

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.com

Jan. 2021

Hi Phoenix, Let’s spend smarter.

In Business Magazine is a collaboration of many business organizations and entities throughout the metropolitan Phoenix area and Arizona. Our mission is to inform and energize business in this community by communicating content that will build business and enrich the economic picture for all of us vested in commerce.

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VOL. 12, NO. 1

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CONTRIBUTING WRITERS

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www.inmediacompany.com Vol. 12, No. 1 In Business Magazine is published 12 times per year by InMedia Company. POSTMASTER: Send address changes to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003. To subscribe to In Business Magazine, please send check or money order for one-year subscription of $24.95 to InMedia Company, 45 W. Jefferson Street, Phoenix, AZ 85003 or visit inbusinessphx.com. We appreciate your editorial submissions, news and photos for review by our editorial staff. You may send to editor@inbusinessmag.com or mail to the address above. All letters sent to In Business Magazine will be treated as unconditionally assigned for publication, copyright purposes and use in any publication, website or brochure. InMedia accepts no responsibility for unsolicited manuscripts, photographs or other artwork. Submissions will not be returned unless accompanied by a self-addressed, stamped envelope.

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PETE HEMINGWAY, RITOCH-POWELL & ASSOCIATES

Business Steps Up to DEI

Pete Hemingway is president at Ritoch-Powell & Associates and has 31 years of professional experience in design engineering and construction administration.

He has overseen the design and construction of large and diverse projects that range from the Water Line/Gas System Replacement System in Mesa, Ariz., to the Bethany Home/ Grand Canal Flood Control Project (Bethany Home Outfall Channel) in Goodyear, Ariz. His water engineering expertise includes hydrologic and hydraulic analyses for surface water projects involving preliminary and final design, area drainage master plans and storm water management. ritochpowell.com

As Diversity, Equity and Inclusion becomes ever more mainstream news, the business community and their workplaces are an arena where efforts around these social movements are naturally experienced. For many businesses, it’s a new awakening. Others have a long history of leading by example in their corporate culture and directed programs.

Diversity, Equity and Inclusion takes on a variety of meaning depending on your individual perspective. The community in which you were raised and its surrounding environment helped to shape your perspective on these sometimes-sensitive topics, and it’s important to have open, honest discussion in order to understand the various perspectives we as individuals bring to the proverbial table.

As with every person, my individual perspective is unique. I’m a Black man from the Deep South who has raised a family with my amazing wife and done business in the Southwest for 35 years. I’ve coached youth from across the country in football and was inducted into the American Youth Football National Hall of Fame in 2010. And I am president of Ritoch-Powell Associates civil engineering, land surveying and construction management firm, which has, for more than 40 years, touched every corner of the State of Arizona from roadways to light rail to airports to urban high-rises and rural master-planned communities — essentially, vital infrastructure for the use of all people.

As we integrate a diverse workforce, it’s imperative that employees have individual accountability and responsibility. Achieving integration can’t be a cookie-cutter approach. One of the key tenants to make this work in the “workplace” is to allow employees to have more control over when, where and how they work. That encompasses flexible hours and time away, and the freedom to work remotely.

DEI is not an issue that can be brought to some conclusion. Human relationships are continually evolving, and so must any programs built around DEI issues. The cover story in this January edition looks at several aspects — including a straight business bottom-line — that can help businesses understand the importance and impact of their DEI programs and gain insights to improve them.

Another feature article shares the stories of women who shucked the corporate ladder in companies where they felt they were being ignored or condescended to, and took the entrepreneurial route. They built successful enterprises using the same talents that their previous employers had stifled.

Among many other articles on topics as diverse as using OKRs (objectives and key results) as a business metric, addressing issues of workplace violence, dealing with the new marijuana legalities, and finding a great place for lunch in Downtown Phoenix is a feature that examines compliance concerns for employers as they take advantage of the expanded gig economy.

I’m pleased to help present this edition of In Business Magazine and further the dialogue on issues that are important for our community.

EN NEGOCIOS Manténgase informado sobre temas empresariales en español a través de En Negocios, artículos para los lectores de habla hispana en el área metropolitana de Phoenix.

Visite inbusinessphx.com/ ennegocios para más información.

Stay informed on business topics in Spanish through En Negocios, articles for Spanish-speaking readers in the Phoenix metropolitan area. Visit inbusinessphx.com/ ennegocios for more information.

Sincerely,

Pete Hemingway President, Ritoch-Powell & Associates [Pete Hemingway shares more of his thoughts on this topic in his letter online at inbusinessphx.com.]

Happy New Year As this month’s Guest Editor, Pete Hemmingway, so eloquently says

and inclusion. It’s not a new topic

above, we all have our own experiences that make up who we are.

for us, but this edition marks a new

And with that, we should all have an equal footing, diverse thinking

commitment. It is ongoing work for all

and inclusive policies in building our companies. The conversation

of us, but with open ears and minds,

of DEI has come and gone before — but this time is stays. Why?

differences will no longer be the barrier or the mechanism by which

Because we are too smart and too capable to not do the hard work.

live — or build business. Enjoy this month’s cover story. We thank

In Business Magazine has pledged to continue to inform our readers and further the progress in the area of diversity, equity

Scene Despite en Tech

Female

Founders

Succeed

DON’T MISS OUT!

IN BUSINESS JAN. 2021

MAGAZINE DIVERSITY,

NOW

EQUITY

The

& INCLUSION

Impacts

of New

Law Marijuana Your ism for Volunteer Workforce ment Develop s En Negocio Means

JANUARY

Guest Editor

way Pete Heming

This Month's

2021 • INBUSINESSPHX.C

THIS ISSUE Nonprofits Alliance

of Arizona

Business COM

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INBUSINESSPHX.

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—Rick McCartney, Publisher

Sexism

and Strength

ty, Diversi& Inclusion Equity Time Is

all those involved and look forward to much more on the topic.

CONNECT WITH US:

Let us know what you think of this issue of In Business Magazine. Email our publisher at feedback@inbusinessmag.com.

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SPEAKING OUT

What were some critical first steps in incorporating diversity, equity and inclusion policies and practices into your business?

PATRICIA PACE ANDERSON Manager of Donor Program Development Donor Network of Arizona Sector: Healthcare

FEEDBACK QUESTION: Let us know what you want to know from the Valley’s top business leaders. editor@inbusinessphx.com

Recent events in our community and nation over the past year have brought the issue of diversity, equity and inclusion front and center for Donor Network of Arizona (DNA). We have been externally engaged with multi-cultural communities through our Multicultural Committee and outreach program on organ and tissue donation. However, more recently we realized that DNA had an opportunity to look inward and engage employees who may not have had an opportunity to express their voice and experience.

Next was ensuring DEI capabilities to support the initiative. DNA reached out to a consultant — Dr. Joel P. Martin, founder of Triad West, Inc. — to discuss ways to encourage open dialogue about diversity with staff and identify areas of improvement for the organization.

With commitment from DNA executive leadership, we formed the Diversity, Equity and Inclusion Committee this year.

We plan to create a team that reflects the communities we serve across Arizona and to better engage employees from all walks of life. I believe this effort will, ultimately, benefit our mission, our employees and our community.

Donor Network of Arizona dnaz.org

For all past Feedbacks go online to inbusinessphx.com and see what Valley executives think on various business topics.

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Patricia Pace Anderson has a master’s degree in Bioethics and has been the manager of Donor Program Development for six years at Donor Network of Arizona, the state’s federally designated organ procurement organization.

With the organization for 22 years, she is a member of the Multicultural Committee, and serves as the chair for the newly formed Diversity, Equity & Inclusion Committee at DNA.

ESSEN OTU

CHRYSTAL RICHARDSON

Manager of Diversity & Inclusion Salt River Project Sector: Utilities

Managing Partner CE Wilson Consulting, LLC Sector: Consulting

At SRP, we’re focused on accelerating the impact of our Diversity & Inclusion efforts. We recognize that building organizations where people feel like they truly belong is a journey.

Before we began incorporating D&I policies and practices at SRP, we made sure we had commitment to action from our leadership. Without it, D&I efforts stall.

Another step we’ve taken has been to elevate the voices of our employees through an annual D&I survey that provides us with a “culture check” and helps us better understand employee experiences, perceptions and beliefs relative to D&I. We also utilize our Employee Resource Groups as another source of insights. Those results and insights help us focus our efforts.

Lastly, we’re constantly looking for the intersection of business goals and D&I efforts. We continue to communicate often with clear rationale about why D&I is important and what behaviors help us achieve our objectives.

2020 emphasized the importance of how we think about diversity, equity and inclusion. We examined three factors when looking at DE&I practices in our business.

We acknowledged where we were and identified gaps. And we heightened our awareness level of DE&I. This included talking to clients and teams about how they’re feeling, identifying the need for company support and being available and open to difficult conversations.

We did not look solely at our team but also examined the diversity of our client base. We created a goal that seeks to maintain a portfolio representative of where our business stands on the principles of DE&I and an action plan to ensure this happens.

Serving and supporting those in need are core values that are reflected in our business. We created ways for our company and teams to stay involved in causes external to our business that embrace DE&I. We actively include our team in developing creative ways to practice DE&I values.

Change is an investment that requires us to truly examine what to improve. We have made our policy come to life with action.

Salt River Project srpnet.com Essen Otu is the manager of Diversity & Inclusion at Salt River Project, where his team supports the organization’s efforts to build a more inclusive, equitable and sustainable future for SPR’s customers, employees and community. He is a graduate of Valley Leadership, a 40 Under 40 awardee and serves on the boards of the Arizona Community Foundation, Diversity Leadership Alliance and Vitalyst Health Foundation.

Sign up for the monthly In Business Magazine eNewsletter at www.inbusinessphx.com. Look for survey questions and other research on our business community.

CE Wilson Consulting, LLC cewilsonconsulting.com Chrystal Richardson’s unrivaled passion for business management and consulting is what prompted her and her husband, Frederick Richardson, to launch CE Wilson Consulting, a business and IT project management firm. Her personal mission of growing and improving herself translates into helping her clients move the needle, generating significant business improvements in efficiency, cost containment and resource management for 23 years and counting.

QUICK AND TO THE POINT

BYTES

by Mike Hunter

Digitizing the Private Investment Marketplace WealthVP is fully launching this month following three months in beta testing.

The brainchild of entrepreneur Leif Hartwig, WealthVP acts as a catalyst for investment opportunities, virtually matching qualified private companies seeking capital with purpose-driven Family Office investors in one simple, easy-to-use SaaS platform.

Using information entered in investor and company profiles, the Phoenix-based fintech company’s proprietary algorithm produces a wide range of matches

Debit Card Program Supports Community Giving Arizona Federal Credit Union believes that charitable giving to nonprofits is one of those things that a lot of people and companies intend to do but, unfortunately, get busy or distracted and never get around to doing it.

When the credit union launched its 100 Club of Arizona debit card program in late 2017, it saw that its member-owners were excited to select and use a debit card that represented something they cared about. Suddenly, just by making everyday purchases, members were supporting their community.

The program was expanded to include Arizona Humane Society in 2018, and Arizona Federal saw the same results — thousands of members selected the card and began helping the local animal welfare agency care for pets in need with every swipe.

Rather than continue expanding with individual programs, the locally operated credit union decided to create the Local Artists, Local Causes program that could benefit many nonprofits serving identified areas of community focus, which are education, equality and social inclusion, community services, children and youth, and sustainability. Based on prior experience, much of the work to create the mechanics of the program was already complete — but needed a design concept that would match the “locally minded” focus. Chosen for his Arizona-centric art, local artist and creator behind High Jinks Apparel, Jon Arvizu, expertly designed the debit card and, a few months later, the Local Artists, Local Causes debit card was in market.

From a business practice perspective, the initiative helps with retention of current members by giving them an opportunity to connect with their community in a simple, organic fashion while also attracting new customers looking for a financial institution that is mindful of the community they operate and live in. But from a corporate social responsibility aspect, Arizona Federal understood this as an opportunity to make small impacts with numerous nonprofits to affect change on a hyper-local level.

Arizona Federal Credit Union is a financial institution that staunchly supports Local First Arizona in its efforts to promote banking, shopping and donating locally to keep money circulating here in the Valley, and this program is a microcosm of what it is doing on a bigger scale.

Through the Local Artist, Local Causes community fund, proceeds will be distributed twice each year to eligible local nonprofits — creating a great opportunity to celebrate their work and to thank members. The Local Artist, Local Causes debit card is available with any of Arizona Federal’s consumer checking accounts, which can be opened online.

—Jason Paprocki, executive vice president and chief operating officer at Arizona Federal Credit Union (www.arizonafederal.org)

between game-changing companies and Family Offices whose financial needs and strategic investment goals align. The powerful search and connecting methodology plus social graphing technology creates a personal experience that produces multiple results that align directly with investment goals. Once a match is made, investors control the conversation and can reach out directly to the companies they are interested in via the secure messaging tool. wealthvp.com

AI Platform Combats Financial Crime Consilient, a newly formed company dedicated to establishing a next-generation system for anti-money laundering and countering the financing of terrorism, recently launched a new secure, federated learning platform powered by Intel® Software Guard Extensions.

The artificial intelligence platform aims to prevent financial crime and enable secure collaboration among financial institutions while helping to protect privacy and secure data.

According to the United Nations, between 2% and 5% of gross domestic product is laundered globally every year, which amounts to $800 billion to $2 trillion.

Recognizing the need to move beyond a manual and fragmented monitoring system, Consilient built an intelligent, collaborative and always-on solution that leverages federated learning and Intel SGX to detect financial fraud. By automating this process through federated learning, access to multiple datasets, databases and jurisdictions are encrypted without ever revealing the data or sensitive customer information to the different parties involved. consilient.com

Fourteen local nonprofits shared the $25,500 generated by Arizona Federal Credit Union’s new Local Artist, Local Causes debit card giveback program with amounts that ranged from $1,500 to $3,000.

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QUICK AND TO THE POINT

LOOKING GOOD

Local Standouts Recognized for Achievements and Philanthropy ACHIEVEMENTS

Local Entrepreneur Awarded for Diversity Leadership Eric M. Bailey, president and co-founder of Phoenixbased communication consulting firm Bailey Strategic Innovation, was presented the 2020 Diversity Leader of the Year award by the Diversity Leadership Alliance and Arizona SHRM. This award recognizes community leaders who have demonstrated excellence in promoting diversity and inclusion, as well as creating ways to hold uncomfortable conversations in the workplace to better unite people. baileyinnovationgroup.com

Sundt Exec Honored with Design-Build Industry’s Highest Distinction The Design-Build Institute of America has named Sundt Construction vice president Marty Hedlund one of the four industry leaders chosen for the 2020 Class of DBIA Fellows. Design-build is a project delivery approach that includes planning, design and construction under one contract, resulting in greater value for the owner and end-user while generating “win-win” outcomes for all.

Sundt has been a leader in the use of design-build for more than three decades. sundt.com

PHILANTHROPY

Impact Diversity Solutions Donates Surgical Masks to Senior Home Care Orgs Following its motto to ‘Do well by doing good,’ Impact Diversity Solutions Corporation recently donated 30,000 surgical masks to Valleywise Health partners Home Assist Health and Bandera Healthcare for their skilled, home care nurses. Impact Diversity Solutions is a servicedisabled, veteran-owned, Minority Business Enterprise that is a certified small business Veterans Affairs’ Center for Verification and Evaluation organization. impactdiversity.com • valleywisehealth.org

Customized Chevys Donated to Phoenix Police Reserve Foundation The Phoenix Police Reserve Foundation was recently presented with three new, customized police Chevy Tahoes and one uniquely wrapped Chevy Camaro partially donated to the Foundation by Courtesy Chevrolet. Courtesy, a third-generation familyowned business owned by Scott Gruwell, is one of the largest Chevrolet dealerships for all of General Motors. Individuals who serve as reserve police officers come from backgrounds that span professions from stockbrokers to graphic designers to salespersons. courtesychev.com • phoenixpolicereserve.org

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Entrepreneur’s Pivot Produces Portable Sanitizing System Coronavirus cases are on the rise once again.

It is important to implement effective and easy solutions to maintain health safety within public spaces as we continue to move forward in the COVID-19 era. The Portable Sanitizing System powered by ExtremeMist®, is a solution dispersal mechanism that may well be the most convenient, efficient and effective solution to address sanitizing and disinfecting in public spaces.

Designed and assembled in Scottsdale, the ExtremeMist PSS (Portable Sanitizing System) is an easy-to-use, wireless, lightweight sprayer that has a variable speed remote control. It enables users to sanitize areas quietly with atomized mist in close proximity without disturbing others.

By utilizing ExtremeMist’s unique Blue Pump Technology, the ExtremeMist PSS atomizes solutions into a fine mist cloud at 170psi that covers evenly and dries quickly, depending on the solution. This allows the spraying of solutions indoors without harming people in the process, enabling businesses and organizations to quickly sanitize in between events or openings efficiently and effectively. This PSS is a rechargeable

battery-powered device that is compatible with the EPA and CDC’s recommended solutions.

Being an avid outdoorsman and traveler, ExtremeMist founder Ron Laikind knew there was a solution to combating dehydration, heat and exhaustion in one product. In 2019, the ExtremeMist® Personal Cooling System (PCS) was launched. Following its immediate success, the world changed due to the COVID-19 pandemic, which led Laikind to pivot ExtremeMist’s Blue Pump Technology for use with sanitizing and disinfecting solutions that could help affected small businesses, schools, churches and residents keep safe in times of uncertainty. He repurposed the ExtremeMist PCS to create the Portable Sanitizing System (PSS) for establishments. Businesses like Tyson Foods, Texas State University, St. Francis Nursing Home and Clean Earth Brands have used the PSS to continue to do business and service people with safety and health as a priority.

—Mike Hunter ExtremeMist PCS extrememist.com ExtremeMist PSS portablesanitizingsystem.com

Local Face Mask Manufacturer Uses Navy Seal Technology To protect oneself and minimize the spread of contagious respiratory illnesses, doctors suggest a multilayered mask with an insert filter is a better choice that single-layered surgical masks without a filter. Mesa-based US POWER AZ PPE manufactures POWER3, a highquality, reusable 3-Ply smart mask.

Both the coronavirus and the flu can be spread to others up to six feet away, largely through droplets when coughing, sneezing or talking.

Masks block the spread of droplets that can land in the mouths or noses of people who are nearby.

US POWER AZ PPE currently has two products: The POWER3 mask and CAMO Smart filter insert. Both products are outfitted with the CAMO Smart technology, or Cystic Acid Metal Oxide, designed to bi-directionally stop, capture and kill harmful or undesired organisms, thus protecting both the wearer and others.

The POWER3 smart mask protects against the transfer of microorganisms by blocking microbial particles, as confirmed by multiple labs, making the mask filters more effective than surgical-grade masks.

The technology was originally developed for the Navy Seals to prevent viral infections caused by inhalation of aspirated viruses during dives. The CAMO Smart technology allows for POWER3 to be washed and worn up to seven consecutive days before becoming inactivated, positively impacting the increased footprint of disposable masks and enhanced protection.

POWER PPE was started with the intention of protecting the people in our community from coronavirus and other contagious viruses.

Initially, the individual products for the masks were sourced from Japan and were then manufactured in Mesa. Now, all the products are U.S.-made and are manufactured in our Mesa plant. Manufacturing began at the end of August.

Wearing a face mask could make a difference for the wearer and those nearby staying healthy during one of the most serious flu seasons in history, so, when selecting a face mask, we recommend users do research and choose wisely.

—Kevin Thorpe, CEO of US POWER AZ PPE (upazp.com)

Since the start of the pandemic, 36% of establishments (3.1 million) experienced a shortage of supplies or inputs and 11% (1 million) faced difficulties in moving or shipping goods as a result of the pandemic, according to a recent business survey by the U.S. Bureau of Labor Statistics. bls.gov/brs/2020-results.htm

METRICS & MEASUREMENTS

The Future of the RemoteWorking Model Organizations will need to optimize their policies

by Dominika Paciorkowska

Nearly a year into the “great remote work experiment,” it is clear that we’re never going back. The COVID-19 pandemic may have forced the hand of companies around the world to implement remote work, but its viability long-term has never been clearer, or more studied.

For companies that decide there’s no need (or benefit) to going back to the old way of working but do not want to embrace a fully remote work environment, creating a successful, long-term hybrid workforce will require changing the way we think of work in subtle as well as not so subtle ways.

However, the absence of regulations and norms about remote work and learning has raised concerns and is slowly building toward mass dissatisfaction when it comes to adequate compensation and needed facilities by the employees and students.

According to a study we recently conducted, “What is the current approach to Online Learning and Working from Home,” interviewers suggest that only 49% of remote workers think they do not have the right equipment needed for their jobs from home and 69% of workers want to be compensated for internet and equipment that they manage themselves. This raises the question of whether we are adapting to this new work culture as fast as we should.

As we work remotely more and more, we can reach efficient communications with our audiences by various tools, which in turn can improve team communication across organizations. As many functions of webinars are automated, such as reminders, we are able to save time and have the opportunity to receive feedback about remote sessions quickly. Online meetings have become an interactive and efficient way to share knowledge

with workers and students, and support companies during daily work or even through crises.

With that said, it is entirely possible that a large part of the industry remains in denial of the clear benefits of a workfrom-home or a hybrid-remote work model. Since the incoming vaccine is looking promising, organizations are gearing to switch back to an office working routine soon. But for some, this pandemic has been a manifestation of how remote work can accelerate growth, raise employee satisfaction and, as a key issue boost productivity, all the while keeping budgets in check.

The workforce seems to agree, with a whopping 46% inclined toward a permanent hybrid-model and 33% agreeing that a fully remote working model would be more suitable, according to the study. Sixty-eight percent of respondents say that working from home allows them to save more time for themselves and their families and provides them with more leisure time.

Our survey also shares that there is a 375% increase in online events each week and a 560% increase in online audience sizes since the start of the pandemic. In fact, in March alone, the number of webinars organized on ClickMeeting globally reached nearly a quarter of a million.

It is only a matter of time when organizations will need to optimize their policies about remote work and encourage a healthier work environment. This brings a lot of challenges, from providing equipment to deploying communication technology, from accurately logging time to virtual project management, and so on.

A wider adaptation of remote-work culture will further accelerate the demands of the modern global economy and undoubtedly enable organizations to fulfill their requirements more easily than before.

Concerns, Questions and Accommodations around Remote Work • The majority of our respondents (61%) work remotely right

• Fifty-nine percent enjoy remote work, whereas 23% of people

now. This correlates with the 62% who switched to work from

still miss office reality.

home model during the lockdown in March and April.

• The hybrid model (working partly at home, partly at the office) is

• Around half the surveyed professionals agree that their

an ideal vision for 46% of the respondents, whereas 33% vote for

equipment (50%) and conditions (51%) are good enough to

pure remote work and 16% stand for the office work approach.

perform their jobs online. The rest admit they are facing moderate

• As much as 69% of people who took part in our survey expect

difficulties or limitations that make work from home impossible.

compensation for using their private internet, furniture or equipment.

• The Internet connection works just fine for as much as 84% of

• Thirty-two percent think that they should receive a higher salary

respondents but is too slow for the remaining 16%.

for working at home.

Dominika Paciorkowska is chief managing director of ClickMeeting, a webinar, videoconferencing and online meeting platform. In her last five years managing the ClickMeeting European webinar platform, creating and implementing strategies backed up with knowledge learned in ICAN Institute, she has turned the company into a well-oiled machine and helped to grow ClickMeeting during the pandemic. She is a female leader, deeply rooted in the IT industry, with strong results in delivering worldrenowned SaaS products and upscaling business. clickmeeting.com

Source: blog.clickmeeting.com/online-learning-remote-work-report

A recent survey found more than two-thirds of respondents (69%) expect compensation for using their private internet, furniture or equipment, and 32% think that they should receive a higher salary for working at home. clickmeeting.com

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BY RAEANNE MARSH

ENTREPRENEURS & INNOVATORS

Scorpion Repel: Barrier against Access into Homes Scorpion Repel is a revolutionary way to prevent Bark Scorpions from entering any home. The product is applied as a clear coat to a home’s exterior that stops scorpions from being able to climb and then enter the home. Scorpions are known as skilled climbers, and stopping their ability to climb the surface of a home makes entry impossible. The product also deters other insects from entering homes.

The biggest challenge in starting and growing the company has been showing consumers how different Scorpion Repel is from the competition, says co-owner Tony Gonzales, explaining that traditional pest control methods offer only two options: seal the home, which is expensive and often ineffective, or spray pesticides around the home, which is also ineffective against the scorpion’s tough exoskeleton. What Scorpion Repel offers is a true physical barrier that’s costeffective, pesticide-free and guaranteed to work.

“We are so confident in the product that we have what we call the ‹scorpion challenge,’ where we’ll demonstrate its effectiveness for people by having one of our team members stand on a cinder block coated in Scorpion Repel inside a pool or other structure filled with scorpions. We are the only proven way to keep scorpions out of homes,” says Gonzales, who

shares that the product is personal for himself and co-owner Aaron Gonzales.

“Aaron began developing the product after paying pest control professionals thousands of dollars to rid his home of a scorpion infestation, only to have them back in his house months later. Aaron and his family where so frustrated with the situation that he and his wife considered selling their home. I joined the company after my young son was stung three times by a scorpion — he had a horrible reaction to the scorpion venom and nearly died.”

The two childhood friends decided to partner up to help each other’s families deal with scorpions. They started initial development of the Scorpion Repel System and Coatings in 2013 and began offering the product to the public in 2018.

“Our goal for Scorpion Repel is to grow by working with other pest control companies to allow them to offer our services so they are able to eliminate their customers’ scorpion problem for good,” says Gonzales. The company is currently partnering with traditional pest control companies who will begin offering Scorpion Repel soon through its licensing program.

Scorpion Repel scorpionrepel.com

Gather Round: Table Goods for Celebrating Everyday Life

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“Move over, unused fine china,” says Gather Round cofounder Amy Lopez. She and now-fiancé Chris Lee designed their affordable ceramic table goods to be microwave- and dishwasher-safe so “you can focus on the important things.”

They launched their company in March and sold through their first collection, The Rim Collection, sooner than they’d anticipated. Lopez suggests the pandemic may have influenced their sales because “everyone is at home and focused on creating the space they want to spend a lot of time in.” But their biggest challenge could also be laid to the pandemic: “Our manufacturer is behind, so we will not be able to restock until next year,” Lopez says.

Gather Round has a built-in response to that challenge. Its “mix and match” planning allows customers to order plates and bowls from its second style, The Contour Collection, in the same five colors and “continue to build your table setting as life grows with you,” Lopez explains. “We also believe in being transparent with our customers and letting them know the delays we are experiencing and the reasoning behind whatever the issue may be. Luckily, most everyone is understanding.”

For Gather Round’s fulfillment partner, Lopez and Lee chose the local company EpiHab, whose mission, says Lopez, is “pretty amazing: ‘To provide meaningful employment for

The Rim Collection

individuals with epilepsy and other challenges by performing valued work for area businesses.’”

Their goal for Gather Round was to offer table goods at an affordable price that “celebrates the occasions of everyday life — big and small — and don’t cost a ‘life moment’ price,” says Lopez, who credits some of their success to following advice they’d been given to “surround yourself with people you admire, and don’t be an island.”

Following that advice and committing to building community and inviting collaborators and partners “to our table” has allowed them to explore new products and new partnerships. In fact, Lopez notes that advice led them to their next product, which they will launch early this year with product designer Aaron Probyn: silverware. “Without local and non-local partner support,” she says, “we would not have been able to build a brand in a year like this year.”

Gather Round gatherround.com

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The “mix and match”-able colors of Gather Round’s Rim and Contour collections are white, beige, black, slate blue — and terra cotta, included specifically as the founders’ nod to their home in Phoenix.

PROPERTY, GROWTH AND LOCATION

BY MIKE HUNTER

GET REAL

Axway’s Agile Work Environment With more than 300 employees locally and 2,000 globally, and celebrating its 20th anniversary, Axway, Inc. — an information technology company providing enterprise software, business analytics, mobile app development and API management — has relocated to a new North Scottsdale office location at 16220 N. Scottsdale Rd., Suite 500.

The new office space has been designed around the “agile work environment” concept, eliminating enclosed offices and high-walled cubicles and, instead, offering employees the flexibility to work how and where they choose and providing the technology to do so. This includes

Office Design Trends as WFH Becomes the Norm

Photo courtesy of Fulton Homes

Dramatic shifts in the everyday lives of homebuyers have caused families to rethink a onceoverlooked, private working corridor: the home office. In fact, the home office does not only benefit the “worker.” Recent months have shown that many different family members can end up at home for unknown periods of time, using different devices to keep up-to-date with schooling, friends and families.

Fulton Homes, Arizona’s largest family-owned and -operated homebuilder, and the Fulton Homes Design Center, are seeing an increase in homebuyers’ “must haves” as it relates to home offices. “As a homebuilder, we usually see trends as they are evolving in the early stages,” says Dennis Webb, vice president of operations for Fulton Homes. “Employers are adapting to having remote employees, and the workforce is basically able to live wherever they want at this point.

The challenges of daily commutes and in-person meetings don’t play as much of a factor.”

The following are the three top trends.

A “Zoom Room” is top on the trend list, as many are spending a lot more time working from home. When the telecommunication revolution ramped up in March, companies were forced to hold all meetings via virtual videoconferencing platforms (Zoom, Microsoft Teams, etc.) and many employees’ home offices were not up to par. Home offices with a “Zoom-centric” focus — including an area with good lighting and videoconference-friendly backdrops — help facilitate a good first impression when people are working with others they have not met in person but only in a small, square window. Trendy, professional backgrounds growing in popularity are bookshelves, subway tiles and plant-filled oases.

Lighting and technology are also important. Having proper lighting in home offices is a high priority, as poor lighting can cause reduced energy, dampened morale and increased eyestrain.

Indirect and adjustable lighting fixtures are trendy additions to home offices — LED lightbulbs are good; a high CRI ring light is better; but natural light is best, according to the team’s experts.

Speedy internet connectivity throughout the home is key, and begins with finding the perfect location for a router within a home office.

In a home office, soundproofing is a must-have, considering today’s teleconference-centric environment. Background noise can cause unfavorable meeting experiences, so buyers are investing in soundproofing technologies via individual office walls and carpeted flooring, noted for sound absorption.

The next pivot in home office design trends may be having dual offices. With two (or more) family members working from home, schooling from home and spending more than half their waking hours there, the need for customized, separate office spaces is near.

the Griffin App — which Axway has open-sourced for the benefit of others (see the Technology page, page 22, of this edition) — a major feature of which is an office scheduling assistant.

In physical design, the office’s neighborhood hubs and way-finding tools are incorporated throughout the 54,000 square foot space that is defined by creative graphics and meeting rooms named to reflect a “technological evolution through the ages” concept. Amenities include a work café sit/stand workstations, collaboration and social areas for impromptu team meetings, and modern meeting rooms that includes a high-tech conferencing center. The new workspace also offers focus and privacy areas — including a Library for quiet and focused work — as well as a showcase innovation lab for customers to fully experience what the company has to offer. axway.com

Tempe Building One of Largest 2020 Office Sales in Southwest U.S. Lincoln Property Company’s Class AA Grand2 office building in Tempe, Ariz., has sold, becoming the largest office sale to close in the state in 2020 and one of the top five office sales to close in 2020 in the Southwestern United States.

The building buyer is Apex Capital Investments Corporation, a U.S.-based real estate investment management firm with a track record of core-plus, valueadd and opportunistic investment strategies across asset classes. Grand2 represents the company’s first-ever Arizona office purchase.

Grand2 was completed in late 2019 by LPC Desert West, the Southwest regional office of Lincoln Property Company (LPC), in partnership with Goldman Sachs MBD Real Estate.

Upon completion, Grand2 ranked as one of Arizona’s largestever purely speculative office buildings and was almost immediately leased by San Francisco-based, on-demand

Fulton Homes fultonhomes.com

food platform DoorDash with a full-building, long-term

Fulton Homes Design Center fultonhomes.com/design-center

commitment. lpcdesertwest.com

MAXIMUM ZOOM To look one’s best while videoconferencing, a flattering angle is key. The best practice is to set up the camera at a height even with one’s hairline, a reasonable distance from the face, then angling down toward the eyes.

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PROPERTY, GROWTH AND LOCATION

BY MIKE HUNTER

International Developer Breaks Ground on First Arizona Multifamily Project The Related Group, an international developer known for its sophisticated metropolitan “for-sale” condominiums, rental and mixeduse projects, recently broke ground on its first multifamily project in Arizona, The Manor Scottsdale. “The Phoenix metro area is one of the fastest-growing and most desirable locations for developers,” says Michael D’Andrea, Southwest regional vice president. “There is a known shortage of existing multi-family housing, as well as an increased demand for newly built living spaces in both urban cores and their sister suburban locations. Due to the limited amount of available land, there is a higher demand for new construction in these areas that offer a more upscale luxury living option — especially as people are spending more time at home.”

Located at 13220 N. Scottsdale Rd. in Scottsdale, Ariz., the 286-unit upscale multi-

family residential apartment homes will be conveniently situated between Scottsdale Quarter and Kierland areas in what is known as the Shea Corridor. The property provides walkability to the area’s many shops and restaurants and close proximity to the Scottsdale Airpark.

This milestone was the first of more than 20 groundbreakings Related Development expects to celebrate over the next 12 months, bringing more than 6,700 units — valued at more than $2.1 billion — to the Southwestern and Southeastern markets, three of which are local: Phoenix, Chandler and North Scottsdale.

“In our current real estate climate, there is a significant draw towards new multi-family housing and the pristine amenities they provide,” says D’Andrea. “As people are still choosing to live in urban areas, they are inclined to select a luxury unit offering high-quality amenities over

a single-family home. Some of the amenities that will be available in our communities include sanitized gyms, open-air spaces and touchless concierge services. The Related Group is known for providing beautifully appointed property amenities, thus creating a niche opportunity in the Greater Phoenix luxury living market.”

Related Group relatedgroup.com

Sales at 7180 Optima Kierland, the newest tower within the $500 million Optima Kierland development from leading multifamily developer Optima, reached 85% last month as it averages 4.5 sales per month since January 2020, making it among the top two fastest-selling luxury condominium developments on the West Coast. That average is approximately five times greater than the rest of the market, where a typical new condominium development averages only 0.89 sales per month.

“Of the eight West Coast condo markets we track, Phoenix has proven to be the most resilient in the wake of COVID-19 and 7180 Optima Kierland stands out as the fastest-selling condominium community in the state of

Arizona,” says Paul Zeger, partner of Polaris Pacific, a leading sales and marketing brokerage that tracks condominium market trends. “Compared to other urban cores such as Los Angeles and San Francisco, the Phoenixmetro market stayed more active during the months of the pandemic.

Therefore, the area’s growth can be seen more like a continuation of pre-COVID trends rather than merely a rebound from depressed spring and summer sales volumes that many other West Coast cities had to overcome.”

With only 32 residences remaining for sale priced from the $500,000s to more than $2 million, 7180 Optima Kierland is comprised of 202 one-, two- and three-bedroom homes, plus a collection of premium penthouses perched atop the highest floor that will be unveiled in March 2021.

The biggest draw for buyers has been the array of lavish amenities, both on the rooftop and the ground level. Set atop the 12th floor is the spectacular Sky Deck, which was designed with a negative-edge view, with the railings lowered just beyond the sightline, so the eye goes straight to the vistas beyond and gives the sensation of floating above the city.

Among the development’s other amenities for fitness, relaxation and entertainment, its Sky Deck offers residents Arizona’s first residential rooftop running track.

Among the building’s most unmistakable features is it’s next-generation vertical landscape system, with self-containing irrigation and drainage that enables a palette of vibrantly colored plants at the edge of each floor to grow both up and over the building. 7180 Optima Kierland displays the next evolution of Optima’s award-winning, green-building design created by David Hovey Jr., AIA, president and principal architect of Optima.

7180 Optima Kierland optima-kierland.com

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Optima is known for cutting-edge, residential buildings that have been nationally and internationally recognized with more than 75 prestigious awards for the company’s commitment to design, innovation and sustainability.

Photo courtesy of Related Group (top), 7180 Optima Kierland (bottom)

Local Luxury Condo Tower among the Top Two Fastest-Selling on the West Coast

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MINDING THEIR BUSINESS

OH Partners + Nomadic: Changing the Agency Model Merging creative minds and delivering what brands want

by Sue Kern-Fleischer

HIGHLIGHTS • OH Holdings’ acquisition of Nomadic in 2020 bolstered the holding company’s headcount to 130.

• OH Partners’ 2021 client roster includes agency-of-record status with brands such as Virgin Hotels Las Vegas, Wynn Resorts, LIVE! Casino & Hotel, Arizona Lottery, Gila River Hotels & Casinos, Barrow Neurological Foundation, Bayless Integrated Healthcare, SRP and several others.

• Nomadic is a digitalfirst creative agency and an AdAge Small Agency of the Year winner, with a strong client roster that includes National Geographic, Ubisoft and several brands in The Walt Disney Company family.

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A lot has changed in the world of advertising and marketing since Matt Owens and Scott Harkey launched OH Partners 12 years ago. Owens grew up working in his late father Bill Owens’ Phoenix advertising agency, Owens & Associates. Harkey, who always had an entrepreneurial spirit, started his career selling radio ads.

While second cousins, they really didn’t know each other until Harkey cold-called Owens. The two became good friends, and then they co-founded Owens Harkey Advertising, initially working from the kitchen table of Owens’ condo in Scottsdale.

The firm’s growth exploded, and the agency was rebranded as OH Partners in 2017.

“Early on, we knew that media consumption was changing dramatically,” Owens says. “It was crucial for us to become a modern agency. We changed our business model to become a rapid results agency and bridged the chasm between the traditional agency of the past and the dynamic, disruptive startups of the present.”

That same year, Airbnb was looking for a new creative agency, and OH Partners decided to pull out all the stops. “We converted our office into an Airbnb listing, hosted a 24-hour livestream with dozens of guests and generated non-stop social content,” Harkey says. “After only 17 hours, we received a call from Airbnb’s former CMO Jonathan Mildenhall, who said he loved what we were doing and wanted to talk about upcoming work.”

While the opportunity didn’t pan out — Mildenhall left Airbnb — the risk that Owens and Harkey took changed the trajectory of their agency for the better.

“We started pursuing national accounts aggressively,” Harkey says. “We stopped apologizing for being a ‘regional agency’ in pitches. We just showed them what we could do. In the three years since we pulled that Airbnb stunt, our business has grown by more than 400 percent.”

But the advertising industry continued to be in a state of flux, particularly as marketers’ needs changed. “It’s a key reason why we formed OH Holdings,” Owens says. “We’re now a family of specialized agencies equipped to meet the rapidly growing demand for more specialized marketing services.

Scott and I serve as co-chief executive officers of OH Holdings and Scott serves as president and CEO of OH Partners.”

Last fall, OH Holdings made its first acquisition with Scottsdale-based Nomadic agency, a digital-first creative agency and an AdAge Small Agency of the Year winner, boasting a strong client roster that includes National Geographic, Ubisoft and several brands in The Walt Disney Company family. Nomadic joins OH Partners, Matter Films, OH Predictive Insights and OH Strategic Communications as part of OH Holdings’ portfolio of companies.

Matt Owens and Scott Harkey, OH Holdings/OH Partners; Tim Washburn and Dawn Bates, Nomadic (left to right, top to bottom)

“This was a strategic move for us all,” says Tim Washburn, Nomadic co-founder and chief creative officer “It’s a way for us to fast-track the realization of our vision, to build an agency specialized in using social, streaming and search channels to generate brand growth, not just awareness. Joining forces with OH Partners gives Nomadic access to complementary disciplines like media, social, PR, influencer activation, digital channel management and in-house film production. The promise of it all is very exciting.”

Washburn and Harkey met more than 10 years ago and started talking seriously about working together three years ago. “We clicked immediately,” Washburn says. “We had similar ambitions and opinions about where the industry was heading.

And we’re both very transparent people, so it was easy to learn from one another.”

For Nomadic, the biggest challenge has been finding time for new business development. “While Fortune 500 clients are more open to working with creative boutiques than ever, there’s never been more competition. And the traditional means of generating awareness, like award shows and industry press, have become much less effective,” Washburn says. “Pursuing projects outside of a circle of established relationships is expensive, distracting and risky. It’s one of the reasons we joined OH Holdings — they have a proven business development engine that will allow us to grow our business more efficiently.”

Nomadic’s general manager Dawn Bates says the agency still goes to market as Nomadic and that the firm’s culture continues to be defined by its people. “Nomadic continues to be a place for digital-first creative talent to serve digitalfirst brands,” she says. “We still serve our current clients and maintain the modern working culture that has facilitated our successes. Joining OH Holdings has given us the added benefit of staying ahead of our clients’ needs.”

OH Partners ohpartners.com Nomadic nomadicagency.com

Since 1984, the average length of an agency-client relationship has been cut dramatically, from 7.2 years to less than three years today, according to a whitepaper by The Bedford Group reported in Forbes (“The Death of the Agency Model: How Marketers Can Adapt”; Forbes; Feb. 20, 2020).

YOUR BENEFIT IN BUSINESS

WELL WELL WELL by Mike Hunter

Benchmark Aids in Production of Rapid, Lab-Free COVID-19 Testing System Distribution of COVID vaccine is dominating COVID conversation, but testing is still a key in fighting the pandemic. Tempe-based global provider of engineering, design and manufacturing services Benchmark Electronics has been a player in that realm, with a key manufacturing partnership with genetic testing pioneers DnaNudge to deliver volume production of DnaNudge’s rapid, lab-free reverse transcription polymerase chain reaction (RT-PCR) COVID-19 testing system.

Benchmark provided high-quality design, manufacturing and supply chain services to accelerate the development and manufacturing of DnaNudge’s CovidNudge device at lower costs.

The new system is significantly faster than current lab-based COVID-19 PCR testing times, which take at least one to two days before a patient can receive results.

DnaNudge engaged Benchmark to apply its design for excellence capabilities to manufacture the CovidNudge NudgeBox and optimize it for maximum reliability and manufacturability.

Benchmark also optimized the supply chain in support of the design for excellence recommendations and to rapidly launch and ramp production to get the product in the hands of healthcare professionals as quickly as possible.

“As the COVID-19 pandemic continues, Benchmark is working closely with medical customers to help develop and manufacture key devices used to support patients when it matters most,” says Jeff Benck, president and CEO of Benchmark. “We’re proud of our partnership with DnaNudge to bring its innovative rapid testing system to volume production at speed and help meet the demand for COVID-19 testing across the world.”

Benchmark has served the medical technology industry for more than 40 years. When the outbreak first began, Benchmark immediately went to work helping its customers in the healthcare industry solve complex challenges related to preventing, testing and treating COVID-19. In addition to DnaNudge’s RT-PCR testing system, Benchmark is involved in the production of other key medical devices, including ventilators, portable x-ray units, chest scanning devices and nitric oxide treatment systems. bench.com • dnanudge.com

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Prevent Costly Ergonomic Injuries in Work-from-Home Employees Over the past several months, countless employees have transitioned from working in an office to working from home. For many, this shift has highlighted a common pitfall of remote work: a lack of proper desks, chairs and other equipment like they had at the office. Without an ergonomically sound space where employees can work comfortably, safely and productively at home, they may find themselves spending long hours sitting in awkward positions, such as slouched over a kitchen table or on the couch. These scenarios can cause discomfort and, eventually, lead to musculoskeletal disorders (MSDs), which encompass some of the most common work-related injuries and are a leading driver of healthcare costs for businesses.

Considering that the most valuable asset of any business is its workforce, employers have a clear interest in enhancing employees’ safety and comfort. Helping those who are working from home improve the ergonomics of their workspaces may offer the following benefits that directly impact an organization’s bottom line: • Greater employee wellness. Employees who are free of discomfort and injury are able to perform optimally.

• Improved productivity. Generally, working from home is conducive to greater productivity since employees save a significant amount of time by not having to commute. However, these gains in productivity can quickly be erased if employees begin needing to take time off work due to discomfort or injuries caused by an improper workstation setup. By taking a proactive approach to preventing MSDs in work-fromhome employees, businesses can maximize the productivity of their workforces.

• Containment of healthcare and workers’ compensation costs. When employees develop MSDs, their employers may bear the burden of medical expenses, rising healthcare premiums, and workers’ compensation claims.

• Increased employee retention. Helping employees create comfortable work environments can boost workforce morale, thereby improving retention. Additionally, by taking steps to prevent injuries, employers can avoid the costs and effort of having to replace employees who are unable to continue their job duties.

For businesses managing a remote workforce, promoting sound ergonomic practices for workfrom-home employees can be the key to reducing the risk of MSDs. Here are a few steps that may help improve employee comfort and prevent injuries:

• Assist employees with setting up proper workstations in their home offices. This may include purchasing items such as desk chairs, mouse devices, keyboards or laptop stands. When considering what to buy, employers should keep in mind that just because a product is marketed as “ergonomic” does not mean it will enhance comfort for all users. Most office equipment is not a onesize-fits-all solution, but there are vendors that offer a free trial period that allows employees to see how an item suits their unique needs and body type before making a purchase.

• Invest in online ergonomics training that explains proper posture, workstation setup and how employees can empower themselves to stay safe and comfortable regardless of where they are working.

• Consult an ergonomics professional.

Ensuring safe and comfortable workstations is more complex when dealing with a remote workforce, as everyone has different equipment and space available. A professional ergonomics consultant can provide customized solutions for individual employees, including product recommendations, suggestions for how to modify existing workstations, and tips for stretching and managing stress.

Whether businesses are considering remote work as a permanent option or are planning to have their teams return to the office when it is safe to do so, managing employees who are working from home presents an array of challenges, including the heightened risk of MSDs. By taking a proactive approach to helping employees work more safely and comfortably wherever they are, businesses can reduce their costs while creating a healthier, happier, and more productive workforce.

—Merl Miller, owner of Performance Ergonomics (performance-ergonomics.com), which, since 2005, has been helping businesses prevent workplace injuries through comprehensive ergonomic solutions, providing office assessments, ergonomics training, custom product recommendations and more

Since the start of the pandemic, 14% of establishments (employing 35.4 million workers) increased the amount of paid sick leave provided to employees, according to a recent business survey by the U.S. Bureau of Labor Statistics. bls.gov/brs/2020-results.htm

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INNOVATIONS FOR BUSINESS

TECH NOTES

by Mike Hunter

From Security Camera to Intelligent Sensor While the security industry’s initial foray into analytics is largely over-promised and underdelivered, today’s artificial intelligence and machine learning are about to fundamentally change the core value proposition of the physical security industry, according to Interface Security Systems, a leading managed services provider, which makes this one of its top predictions for 2021.

Security technology is no longer seen as devices to keep people and property safe; it is finally becoming a strategic tool to help improve business operations. AI-based security solutions and cameras are now able to go beyond security to capture valuable marketing and sales transaction data, analyzing customer patterns and behavior.

AI enables us to “see” in new ways. It’s impossible for humans to consume and accurately monitor the vast amount of video streams and other data available at most businesses, so AI is arriving at a time when we need it the most. AI can take otherwise unmanageable reams of data and turn it into actionable information. And that is nothing short of revolutionary for the physical security industry.

The applications are limitless, and the ultimate beneficiary will be the customer. And at a time when organizations are having to be efficient with their budgets, it’s never been more important that the investment they’re making in their security systems should allow them to improve their overall business operations.

RESIDENTIAL VS COMMERCIAL CYBERSECURITY Noting that large, new security solution manufacturers have, essentially, taken over the residential security space with slick new applications and easy DIY installs, Interface Security Systems predicts their logical next step is to seek out new markets. However, businesses should not be tempted to trade cybersecurity for the convenience and cost of these solutions.

The complex technology requirements to develop safe IoT devices that are designed to effectively protect a commercial organization’s entire network from possible cyber-attacks are not the same as what is required for a residential application. Commercial security integrators should prepare to demonstrate the unique value they bring to the table, and/or partner with these new entrants to ensure the necessary steps are taken to protect their customers’ businesses. interfacesystems.com

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Return-to-Office Technology Like many companies, Axway is navigating the complexities of returning to the office. And we’ve turned to our own technology to build a unique solution to make the transition.

A longstanding specialist in enterprise integration software, Axway is a global organization with 2,000-plus employees and 29 offices in 17 countries. Employees have been working from home throughout the coronavirus pandemic, with company leaders working to support employees remotely. They try to drive unity and camaraderie, through virtual coffee hours, virtual happy hours and virtual team meetings through MS Teams, WebEx and other tools.

Some employees are happy working from home.

But some want to be back in the office — whether because they need some separation from small children to work effectively, as in my case, or are looking to set up socially distant meetings again.

Some want a change in scenery or are just looking for human interaction with their fellow “Griffins.”

To accommodate those wishes, Axway built the Griffin App. Axway’s main offering is the AMPLIFY™ hybrid integration platform, and the Griffin App is 100% AMPLIFY — front-end to back-end. In addition to helping remote teams stay connected, the app is helping HR teams plan a safe and responsible return to the office where possible.

WHO IS WHERE, AND WHEN?

A major feature is an office scheduling assistant. Developers factored in capacity constraints and a means for local HR to manage unique office constraints, local policy and other regional differences. Employees can register to use the office on any given day within those constraints, and opt in to sharing their use of the offices with peers. Now, other employees can see who is in the office on any given day to choose which days to come in.

The company is open-sourcing the Griffin App to help other teams return to a safe workplace as well.

“All Griffins are invited to download the App and can choose to let their peers know when and if they will be in the office. This allows for communication and planning by region based on local dynamics,” says Dominique Fougerat, executive vice president of People and Culture. “We are building for the future, and our beautiful new headquarters in Scottsdale will someday be filled again with Griffins.”

—Shawn Ryan, vice president of Vision and Strategy, office of the chief technology information officer, at Axway (www.axway.com), an information technology company providing enterprise software, business analytics, mobile app development and API management Griffin App bit.ly/griffin-app

During the pandemic, 31% of establishments (employing 68.6 million workers) increased telework offered to employees and 52% of establishments (employing 46.6 million workers) did not offer telework, according to a recent business survey by the U.S. Bureau of Labor Statistics. bls.gov/brs/2020-results.htm

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Diversity, Equity and Inclusion: The Time Is Now Business can be a leader in making change happen

by RaeAnne Marsh Businesses may try to operate from the stance that the growing awareness of bias — racial, ethnic, cultural, sexual or other discrimination — is a social issue outside the world of their internal actions. Some businesses, however, are already operating from a heightened awareness of responsibility internally, to their workforce, as well as externally, to the society they are part of.

We at In Business Magazine believe it is imperative to widen the dialogue. Discussion will span the spectrum from businesscentric bottom line, such as Hortense de Gentil presents in her “The Power of Embracing Diversity,” to idealistic, such as Joanna de’Shay expresses while exploring the need for conversation in “Finding Comfort in the Awkwardness”; and includes furthering awareness of the pervasiveness of bias, such Dr. Joel Martin shares in her “The Hidden Threat of Microaggression,” and action strategies, suggestions for which Saray Lopez Dr. Christina Neider and Tondra Richardson offer in their “Moving Beyond Conversations to Address Systemic Inequities.”

In Business Magazine is pleased to be working with these authors who are so invested in addressing these issues. Ours is an ongoing commitment, and we believe that working with others in this will help ensure a strong outcome for businesses as they acknowledge change is necessary and is, itself, ongoing.

Frameworks such as Myers-Briggs and dISC, for example, identify various cognitive styles, which in turn facilitate understanding across differences. In Quiet: The Power of Introverts in a World that Can’t Stop Talking, Susan Cain makes the case that western business culture, which has favored and rewarded extroversion, would benefit from embracing the many qualities that introverts bring to the table.

DIVERSITY RELATES TO INNOVATION

IBM’s Jennifer Paylor argues that innovation comes from disrupting one’s own thinking. And what better way to do that than to collaborate with people who do not think like you? Though it may be easier and more comfortable to interact with people who think like us and have a similar background, it doesn’t stretch us outside of our box. We keep treading the same mental paths without being challenged. By contrast, being exposed to multiple cultures has been shown to boost creativity, as it allows us to consider and combine different perspectives.

The Power of Embracing Diversity

DIVERSE COMPANIES ARE BETTER ABLE TO SERVE INCREASINGLY HETEROGENEOUS MARKETS

It does have a place in the business world

by Hortense le Gentil How can one nurture collective alignment while encouraging diversity? When dealing with cultures, modes of thinking, backgrounds or outlooks different from our own, creating and maintaining alignment by communicating effectively and adjusting to new circumstances or environments is particularly crucial — and challenging. It’s important to note that alignment does not mean pressuring others to think and behave the same way we do, or becoming someone we are not in order to fit in. Instead, it involves cultivating the agility and openness to embrace, foster and leverage diversity.

This agility has become an imperative for leaders. Leadership coach and author Marshall Goldsmith argues that managing diversity has become one of the most important qualities leaders must have to succeed. Why? Because leaders increasingly have to think globally and facilitate partnerships. Embracing diversity of all

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kinds — from gender, race and sexual orientation to age, experience, culture or cognitive penchant — has been shown to impact the bottom line.

Those with a more diverse leadership perform better than average financially.

So, why are companies that embrace diversity doing better?

DIVERSE TEAMS TEND TO RESULT IN BETTER DECISIONS AND MORE INNOVATION Learning, reasoning and problem-solving happen in different ways for different people.

Workforces that do not reflect the diversity of their customers are unlikely to come up with products and services aligned with the people they are meant to serve. They succumb to the unconscious biases we all have, and results range from irritating to downright dangerous. Facial recognition software, for instance, has been shown to work far better on white male faces than either female or darker-skinned ones. Why? Largely because the software reflects the demographic characteristics of developers and the data sets they use for machine learning: One popular facial recognition dataset, for example, was found to include more than three-quarters men and more than 80% Caucasians. This is something Google learned the hard way when its Google Photos app, which helps users categorize and search their photos for people, places or things, labeled darkerskinned faces as gorillas. As facial recognition software is being used for an increasing number of applications, ranging from marketing and recruitment to law enforcement, the consequences of this inherent bias could be catastrophic.

Hortense le Gentil is a Marshall Goldsmith #MG100 Certified global leadership coach and author of the book, Aligned: Connecting Your True Self with the Leader You’re Meant to Be. She works with decision-makers in the business world, including many C-suite executives from Fortune 500 companies, supporting them in their development and leadership through aligning their personal values with their professional activities. hortenselegentil.com

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The challenges faced by women entrepreneurs is another example, such as difficulties they face with male venture capitalists and investors.

The problem? Surrounded by too many people like themselves, investors are not always able to recognize their own biases or grasp business opportunities that target a demographic outside of their own. In her memoir Shark Tales, real estate entrepreneur-turned-investor Barbara Corcoran illustrates that very challenge.

As the only female investor on “Shark Tank,” the American television show in which entrepreneurs pitch their ideas, Corcoran was the only one to understand the potential of a medication dispenser for toddlers shaped like an elephant. She concludes in her book that her male colleagues were most likely oblivious to the challenge of giving a sick infant medicine in the middle of the night. She was the only one supporting the venture, which became very successful. In a country such as the UK, women make 80% of consumer purchases, yet they account for only 12% of executive teams in companies surveyed by global consultancy McKinsey & Company.

FOSTERING DIVERSITY HELPS RECRUIT AND RETAIN TALENT

Leaders committed to hiring a diverse workforce can fish in a much bigger talent pond.

Furthermore, a broader range of recruits feels at home in more diverse companies, which in turn improves their satisfaction and desire to stay.

A 2017 Gallup survey revealed that fostering environments that celebrate diversity greatly improves employee engagement. Diversity is particularly valued among younger generations: Almost half of millennials consider diversity and inclusion important criteria when considering a potential employer.

Ultimately, CEOs who run organizations recognized for embracing people of different backgrounds see diversity not only as a business imperative but also as a moral one. They approach it as a personal mission central to their own values, often rooted in their experience of what it means to be an outsider. In other words, they are personally aligned with diversity and inclusion and why they matter, which in turn helps root these values within their organizations and align their teams, too.

Business leaders would benefit from asking themselves, “How important is diversity to me?

Am I clear on how much I value it? What can I do to foster it around myself and in my organization?

Am I aware of my own biases? What am I doing to facilitate inclusion? How do I promote collective alignment through diversity?”

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Finding Comfort in the Awkwardness A conversation about DEI and race

by Joanna C. de’Shay The idea of having an uncomfortable conversation about race or racism is right up there with getting those wisdom teeth pulled that many people dread having done but know is essential to having and maintaining good oral health. No one likes or even wants to do it, but everyone knows that, at some point in life, they will have to be brave enough and strong enough to just get it done. What people are observing all around them today are those types of opportunities to bravely face the ugly and painful truth about the racism, unconscious bias and microaggressions that are prevalent in their communities, places of worship and workplace.

What is essential is that people begin to talk about and, yes, in most cases, have awkward and uncomfortable conversations about Diversity, Equity and Inclusion and begin to unpack its insidious nature and the damaging effects that it has on the marginalized people of color it impacts. These conversations, although initially uncomfortable, can over time become easier and

provide individuals with some brilliant moments to be transparent and honest with themselves about what they either didn’t know, couldn’t see or were just plain ignorant about.

So, how does one do it? How does one begin to bravely forge into a conversation that could cause knots in their stomach and leave them feeling at a loss for the right words to say?

The first step is simply to be open to having an uncomfortable conversation. Go into the dialogue with no preconceived notion of what to expect and refrain from becoming defensive or feeling attacked and, at all cost, relinquish the need to be right or feel heard. Just be in that exact moment, in that conversation, and listen intently with an outcome to learn.

Those are by far some of the hardest conversations to have because they require a person to be vulnerable and trustworthy and demonstrate that they have good intentions to want to understand a person of color’s lived experiences.

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Joanna C. de’Shay is the executive director of Diversity Leadership Alliance.

The epitome of a disruptor who designed an intentional life filled with success on her terms, de’Shay is a change agent who left a corporate career of more than 15 years to start her own clothing label and serve her community. diversityleadershipalliance.org

Then, one must begin by being realistic about where to start on this journey, how to keep the conversation moving forward organically, and how to “check-in” to ensure mutual feelings of communal movement, exchange, and growth.

Often, people seem to compare their journey to others — but the reality is, no one person sees race or racism through the same pair of rosecolored lenses. It all depends on how a person was raised or what he may have been exposed to later in life or maybe even a traumatic event that has left conscious biases or wounds. It’s all a continuum of learning, and everyone has to be comfortable with their own awkward starting point.

Being honest about feeling awkward can also be empowering and, over time, will allow people to have these transformative conversations even if they feel uncomfortable initially. As the wonderful and late Ruth Bader Ginsburg so famously stated, “Speak your mind, even if your voice shakes.” That truth, as uncertain and scary as it seems, is the soul healing we need to begin to see each other’s wounds and find a way to heal them, together — and that starts by talking.

The time for that reckoning is now, as it is imperative that as a nation we learn to dismantle the barriers that perpetuate a hateful and divisive system of us-versus-them. Once a person decides to commit to the journey of anti-racism, she can then begin the cathartic journey of cultural humility, placing the person, the human, squarely at the center and connecting to all the wonderful characteristics that they bring, such as their race, ethnicity, culture, gender, religion and sexual orientation. In this space, one can begin to receive and honor a variety of perspectives, which eventually leads to finding greater comfort in the awkward state of starting, engaging in and even taking a deeper dive into dialogues around more controversial topics, such as white fragility or even privilege. It is about transformational change and, like everything else in life that is worth having, it takes time and effort and requires a greater level of intentionality and commitment.

This is the mark that some companies miss when approaching DEI work; they forget that DEI

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work is heart and soul work and requires a longand short-term strategy that demonstrates both intention and commitment in small, tangible ways but also in big, demonstrative ways. Nothing

should be “off the table” if done genuinely and authentically with intentionality. Proactive Inclusion is what companies should strive for daily, where their intention is measured by how they choose to amplify the voices, experiences and perspectives of marginalized people, groups and even ideologies.

It’s time to find comfort in the awkwardness because the silence is breeding ignorance — and that ignorance like a virus is spreading, causing chaos, hatred and division.

The Hidden Threat of Microaggressions

Mitigating their impact, organizations need first to recognize them

by Dr. Joel Martin Microaggressions are communications that are conscious and intentional, unconscious, and/or intended to be complimentary. Whether intentional or unintentional, conscious or unconscious, microaggressions are negatively inflicted upon a group of people due to their race, gender, religion, sexual orientation or culture. Microaggressions are a form of discrimination. They are rooted in stereotypical thinking, prejudices and biases.

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The impact of these brief and commonplace daily verbal and behavioral indignities is to communicate hostile, derogatory or negative slights and insults to marginalized individuals and groups. The “micro” in “microaggression” refers to person-to-person interactions; “macro” refers to systemic racism, which includes social structure and institutions. In a pastoral letter “Open Wide Our Hearts” on its website usccb.org, the U.S. Conference of Catholic Bishops makes the point this way: “Today’s continuing inequalities in education, housing, employment, wealth and representation in leadership positions are rooted in our country’s shameful history of slavery and systemic racism.”

Regardless of whether a workplace is a nonprofit, hospital, university, tech company or municipality, if there are people in that organization who engage in microaggressions, that puts at risk any effort to “do more and be better” and have an organization with the proven results of a strategic diversity, equity and inclusion commitment.

Microaggressions take many forms. Oftenreported microaggressions include: • White employees assuming that a black employee is of a lesser employment status; asking a Black co-worker to get them a cup of coffee; asking a Black woman if they can touch her hair; requesting a white supervisor because they think a Black supervisor “isn’t a good fit”; asking a Black employee how he or she got the job; giving poorer customer service to a Black person than they would to a white person; negating the intelligence of a person

Joel (JP) Martin, Ph.D., is president of Triad West, Inc. and founder of Positively Powerful™ Programs. Dr. Martin is a communications specialist who designs and implements diversity, equity and inclusion strategic solutions based upon researched needs analysis and best-practice programs of vision alignment and transformational leadership development. positivelypowerful.com

because of the person’s name, way of speaking or hair style.

• Saying, “You’re so articulate, you don’t sound Black” or, as happened to the youngest U.S. congresswoman in history, skilled orator Congresswoman Alexandria Ocasio-Cortez being told, “I didn’t know you were that eloquent.”

• Discounting the impact made on a person being targeted by telling him or her, “Don’t be so sensitive,” “I was just joking” or “You’re being uppity.”

• Expressing a belief that race doesn’t make a difference in success in life, that white privilege doesn’t exist, and that “I’m color blind.” Research tells us these statements don’t take into account that it is simply easier for people who are white or have a white-sounding name — regardless of their level of competence — to get hired.

In the words of Pulitzer Prize winner Isabel Wilkerson, author of Caste: The Origins of Our Discontents, “Choose not to look, however, at your own peril. The owner of an old house knows that whatever you are ignoring will never go away. Whatever is lurking will fester whether you choose to look or not. Ignorance is no protection from the consequences of inaction. Whatever

Because microaggressions are a form of communication that we learn, we have the power and ability within ourselves to unlearn them.

Those in leadership positions can be role models for their organization.

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you are wishing away will gnaw at you until you gather the courage to face what you would rather not see.”

HOW TO MITIGATE MICROAGGRESSIONS

Because microaggressions are a form of communication that we learn, we have the power and ability within ourselves to unlearn them.

Those in leadership positions can be role models for their organization.

Rev. Carolyn Helsel of the Austin Presbyterian Theological Seminary, notes, “Talking about microaggressions is important because words matter. If our words are destructive, even unknowingly, we need to be able to change and to learn how to speak new words that can build people up and help people feel strong, included and embraced.”

Strategies to mitigate microaggressions include: • Slowing down and becoming more mindful.

Inaccurate assumptions based on bias can pop into our heads as we are rushing through our day.

• Organizations strengthening their teams by providing instruction on the kind of communication and accountability that unites diverse team members and keeps them focused on shared objectives.

• Battling microaggressions with microacknowledgements and positive reinforcement. Acknowledgment can go a long way toward countering any negative action and conveying respect.

• Recognizing that microaggressions exist.

Organizations’ leadership needs to become aware of the common microaggressions in their organization by asking, listening and learning from the people who experience them.

Leaders can support themselves and their organizations by committing to diversity, equity and inclusion actions and strategies. This begins with a needs assessment to learn where they are compared to where they want to be.

From there, they should make DEI a long-term strategic commitment.

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an organization employs a certain number of people from a diverse population. It must go beyond that. And to ensure an organization’s commitment to social justice goes beyond words on a page, the initiatives must be crafted to be measurable.

UNRAVELING THE THREADS

Moving Beyond Conversations to Address Systemic Inequities Actions speak louder than words where it comes to diversity, inclusion and equity in the workplace

by Saray Lopez, Dr. Christina Neider and Tondra Richardson As calls for social reform persist, people continue to look to leaders to champion a more diverse, inclusive and equitable society.

A critical first step is to create safe spaces for conversations to promote an overall understanding of the impacts and outcomes of systemic inequity. But it’s time to move beyond this. It’s time to implement solutions.

While it may be attractive to jump in with action plans that show the world there is commitment to the ideals of diversity, equity and inclusion, the true best beginning is a solid understanding of the challenges facing our culture and each organization — where we are and where we want to go.

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Then, when determining “how to get there,” it’s necessary to craft initiatives that truly support diversity, inclusion and equity in ways that are meaningful, specific and actionable.

It isn’t enough to issue a press release or statement of support. It isn’t enough to have an office of diversity or appoint a chief diversity officer. It isn’t enough to check off a box to show

It’s important for leaders to help their teams understand what systemic inequity is and what it looks like. This can be approached using the metaphor of an old, tattered sweater taking up space in your closet. You recognize it is in a state of disrepair. You attempt to aesthetically improve it by sewing on a different sleeve, but you quickly recognize the random sleeve doesn’t make the sweater more attractive or less threadbare. It draws attention to the new sleeve, but it doesn’t address that the true issue lies within the fabric itself.

In the metaphor, the sweater represents an organization or institution, and the threads are the processes that lean inequitably toward the privileged, often excluding populations that are marginalized based on race, class, gender, disability status and more. The sewn-on sleeve represents a partial — or misunderstood — effort to change. Although it is a visible change, the bulk of the sweater remains as before.

Like the sweater, we must unravel the threads that have held the inequities in our systems in place. We must unlearn behaviors and relearn best practices so we can provide future generations with the tools and access they need to thrive. To begin this process, organizations need to look inward.

START WITH A NEEDS ASSESSMENT

Once there is an understanding of what systemic inequity is, organizations can begin assessing themselves through the lens of a needs assessment. Depending on the nature of the business and services, the details of this exercise may change, but the structure is applicable across industries.

• Do the leaders/employees understand the organization’s philosophy and culture on diversity, equity and inclusion? Where does the company stand? Is there a mission statement that includes its commitment to diversity,

Saray Lopez is the director of Educational Equity at University of Phoenix, where she brings her experience in building and designing competency-based education programs in a private liberal arts college and a community college setting. She has an MBA and is pursuing a Ph.D. in Leadership and Change.

Her community involvement includes serving on the Arizona Multicultural Education Conference Committee. phoenix.edu

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A U.S. Air Force veteran, Christina Neider, Ed.D., is dean for the College of Social and Behavioral Sciences at the University of Phoenix, where she is responsible for overall leadership and oversight of strategy, operations and academic functions within the College of Social and Behavioral Sciences and leads the development and implementation of the college’s strategic plan. phoenix.edu

equity and inclusion? Does the leadership know and understand the demographics of the company’s employees and customer base? Does the company offer any current trainings or development opportunities specific to cultural sensitivity? Do employees and customers have a mechanism for communicating with leadership?

It’s important to be honest in approaching this exercise. It’s better to understand reality than to pretend the company is actively achieving goals that have yet to be set.

Companies can start by listing steps that have been taken to encourage open conversation and understanding, as well as which structures exist to foster equity in areas throughout the organization. Use focus groups or climate surveys to allow participants to respond to questions related to the company culture, cultural sensitivity, perceived bias in organizational processes, promotional opportunities and product development. Take a look at departmental diversity, and consider whether hiring, promoting or transferring employees could ensure better representation of diversity in gender, ethnicity and culture, as well as diversity in thinking.

• Does the organization/leadership team/institution have access to the necessary tools and resources to best serve our employees/customers? This requires defining the resources and tools and who is responsible for ensuring they are available and understood within the organization. It’s also important to look toward implementing ways employees can demonstrate an understanding of these resources and tools.

One way to do this is through training sessions that include learning assessments the participants complete prior to the session and again afterward. These assessments challenge the participants’ personal awareness with questions such as, “What is my personal ethnic and racial background (or roots) within a socioeconomical and historical context?” and “What are my personal values, beliefs, biases and assumptions?” Harvard

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University’s Project Implicit (implicit. harvard.edu/implicit/takeatest.html) includes its Implicit Association Test, which is often used to start DEI conversations.

Consider tiered trainings that focus on a different topic or angle related to diversity, equity and inclusion each time, so the learning is ongoing and valuable.

Some examples, adapted from the Inclusive Classroom Series developed at University of Phoenix for faculty professional development are “Dissecting the Language We Use,” “Race, Power and Privilege,” “Conflict Management: Managing Sensitive Topics” and “What Does It Mean to be AntiRacist and Culturally Competent?”

Ensure new hires and seasoned employees alike participate in the trainings and offer touch points between sessions to encourage dialogue and communication.

IMPLEMENT AND MEASURE

Now it’s time to take action. And it’s important to keep in mind that every action should have a measurable outcome. What can’t be measured, can’t be supported. Companies, therefore, should plan to follow up with participants at a designated time to gather data related to the outcomes. Here are some examples of initiatives that can be applied to many types of businesses and industries: • Employee resource groups. An important aspect of diversity is how people relate to one another. Employee resource groups provide the opportunity and space for individuals to connect with others to work together to help drive change. This model can be tailored to professional development models as well.

• Conversation spaces. It is critical to create a space to have conversations, promote cultural understanding and provide thought leadership relating to equity and

inclusion in the classroom, workplace and our communities. At University of Phoenix, we created the Inclusive Café as a safe place for faculty and staff to connect and build community, drawing on the diverse perspectives of the participants to explore powerful and effective responses as we face this new reality together.

• Professional Development and Training Materials. Employees should be offered workshops and materials related to cultural sensitivity that reflect the topics and initiatives identified through data collection. The data collected can inform the direction of these trainings, in addition to the latest research and educational best practices.

• Culturally Sensitive Vocabulary. Apply gender neutral pronouns in the human resources processes, in branding and marketing, and in all forms of communication with employees and customers.

Organizations need to create both a plan and a timeline to meet its goals. To facilitate this, they should identify a point person from each area within the organization’s structure to ensure all departments and employees understand the guiding philosophies and goals. The organization also should provide guidance for departmental goals that align with those of the institution.

Remember that when an organization makes a statement in support of social justice, there must be follow-through. Organizations must hold their leaders accountable, and they must be willing to be held accountable to do what they say they will do. This will foster an inclusive workplace culture.

Stakeholders, partners, clients and customers are watching to make sure these statements of support do not become empty promises.

It is crucial in this time to make concerted efforts to move beyond conversation and understanding. It is time to take action to create an environment within our organizations that will best support our employees, our customers and our communities by addressing the various inequities that exist within our culture.

It is a living, breathing process that should be ongoing and sometimes uncomfortable. But we have to be willing to be uncomfortable to learn and grow.

Tondra Richardson is the director of Student Diversity & Inclusion within the Office of Educational Equity at University of Phoenix. She holds a Master of Business Administration specialized in Human Resource Management. With numerous certifications in Diversity & Inclusion, she sits on the Education Committee for the Diversity Leadership Alliance and Arizona Multicultural Education Conference Committee. phoenix.edu

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Capacity

FOR-PROFIT & NONPROFIT GROWTH

Skills-based Volunteering: The Business Case Benefits span corporate community engagement and nonprofit capacity building

by Danielle Holly

Danielle Holly is CEO of Common Impact, an organization which designs programs that direct companies’ most strategic philanthropic asset — their people — to the seemingly intractable societal challenges they’re best positioned to address. commonimpact.org

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The last year has been marked by an unprecedented combination of challenges: a pandemic, economic downturn and devastating racial injustice, all of which have affected individuals as well as public and private-sector organizations.

At the same time, pervasive social issues such as unequal access to healthcare, housing, food, education and workforce development remain. Making progress in these areas while navigating the unique context of 2020 is difficult, but there is a strategic way for the sectors to collaborate and truly make a difference: skills-based volunteering.

Skills-based volunteering (SBV) taps the experience and professional talents of individuals — often corporate professionals — to build and sustain nonprofit operations and services, which are needed now more than ever. Skilled volunteer programs can address nonprofit needs across chronically under-funded infrastructure areas like marketing, finance, technology, HR, project management, strategy planning and operations realignment. They can be as brief as a day of service or as in-depth as a multi-week or multi-month consulting project. It’s also something companies can do right now to directly engage in positive community change. In fact, during the pandemic, SBV has easily adapted to a virtual environment, making it accessible even for remote or distributed teams.

SBV is not a new concept, but it is a growing one: More than 60% of companies have a formal pro bono program. It is one of the most tangible, measurable connection points between employee engagement, values and corporate community goals. It makes the most of a company’s strongest asset — its employees — to have lasting effects on the community-based organizations’ capacity to deliver real change.

The organization I lead, Common Impact, connects talented business professionals with nonprofit organizations to build capacity for the social sector. Our experience tells us that when done right, skills-based programs hold tremendous potential for corporate volunteers and the nonprofits they support. A vast majority of volunteers who participate in our programs indicate they are more likely to recommend their company as a great place to work, leading to stronger recruitment and retention for their employers and, ultimately, reinforcing

BlackRock CEO Larry Fink’s thesis that long-term sustainability and profitability requires increased corporate activism.

There is a wide range of SBV models that can be customized to nonprofit needs and corporate talents, and even timely needs like disaster resiliency or support for racial justice organizations. Here are some of the models we’ve seen produce impact for nonprofit partners and skilled volunteers alike, even when delivered in a virtual format.

Hotline (1 hour): When time is at a premium for both volunteers and nonprofits, the pro bono hotline offers rapid response support in urgent situations or a quick injection of advice for capacity-strapped organizations via a one-hour consultation.

Day of Service (4-8 hours): This model consists of teambased consulting executed over the course of a single day, either as “flash consulting” (where corporate teams are matched to nonprofit challenges that align to the volunteers’ collective skill set) or a “pitch competition” (where multiple volunteer teams compete to create the best solution to a nonprofit challenge).

Team Consulting (6 weeks – 6 months): Ranging from weeks to months in duration, team consulting involves a functional or cross-functional group of corporate volunteers focused on a defined nonprofit challenge.

Coaching (2 hours per month): A mid- or senior-level corporate employee provides guidance on a strategic or early-stage challenge via direct one-on-one coaching with a nonprofit executive or coaching a junior team of corporate skills-based volunteers.

Virtual Education: Through a single or series of virtual convenings, skilled volunteers with specific expertise can support a timely, sector-wide need, such as financial scenario planning or crisis communication. Nonprofit leaders gain fresh information and insight to further their missions.

Sabbatical (immersion): A corporate employee provides a nonprofit with full-time support for a period of six weeks to one year. With a deep investment in an issue area or organization, sabbaticals are a powerful CSR differentiator for a company, as well as a valuable talent and leadership development opportunity for the employee.

Skills-based volunteerism aligns individuals’ service activities with the tasks or issues they are most qualified to address, thereby exponentially increasing the value of volunteers’ time and potential impact. Value of average volunteer hour: $27.20; value of average skilled volunteer hour: $195.

STRATEGIES FOR WORKING REMOTELY Board Training and Matching: Serving on a nonprofit board of directors is an attractive opportunity for corporate leaders wishing to make a strategic investment in an organization. These programs equip corporate professionals for effective board service and connect them with the right nonprofit organization.

At Common Impact, we consistently engage in conversations with our corporate partners to ensure programs drive nonprofit performance.

Workforce capability is our largest untapped philanthropic asset. We cannot solve our communities’ greatest challenges — and the issues that so often divide us — if we don’t tap into the talents and empathy of our people.

Particularly in times of crisis, people want to get involved in a meaningful way. They need a connection point, a way to transform those intentions into action. Skills-based volunteerism answers this need by channeling the talents and expertise of caring professionals to the challenges they are best positioned to address. The result: deeper, more strategic civic engagement; a more conscious, resilient workforce; and the acceleration of solutions to social challenges, both the ongoing ones and those exacerbated by COVID-19 and racial injustice.

Culture Renovation Most business leaders understand the power of a dynamic, positive culture — but almost every effort to change culture fails. Why? The approach is often all wrong. Rather than attempt to “transform” a new culture from the ground up, leaders need to instead spearhead a culture renovation. It’s all about keeping what works, changing what needs to be changed, and ensuring proper care and maintenance — much like refurbishing and living in a beautiful historic home and improving its overall value. In Culture Renovation, the head of the world’s leading HR research firm — the Institute for Corporate Productivity (i4cp) — Kevin Oakes provides tangible, tactical insights drawn from a robust data set and informed by CEOs and HR leaders at many of the world’s top companies.

Culture Renovation: 18 Leadership Actions to Build an Unshakeable Company Kevin Oakes

352 pages

McGraw-Hill Education

Available 1/12/2021

$28.50

The Business of We

SKILLS-BASED VOLUNTEERING: MEASUREMENTS OF SUCCESS

Employee Engagement • 86% of SBV participants met new colleagues; 93% said new connections will help solve future business challenges.

• 96% of Common Impact participants believe their project made a real difference to their nonprofit partner.

• Engaged employees extend 57% more effort and are 87% less likely to resign.

In today’s workplace, cross-cultural collaboration is essential to the survival of any business. Unfortunately, bringing together people from a variety of backgrounds can lead to “us vs. them” misunderstandings and clashes that work against the goals of the company. Too often, well-intentioned consultants and HR representatives attempt to solve these problems with a band-aid approach to situations that warrant comprehensive solutions. Diversity in virtually every U.S.

Talent Development • 91% of HR executives believe SBV adds value to training and development programs.

• Employees are three times more likely to gain work-related skills development through pro bono than traditional volunteering.

Millennials • Two-thirds of millennials say they won’t work for a company that doesn’t have strong corporate responsibility programming.

• Gallup reports millennial turnover costs the U.S. economy $30.5 billion annually.

THE CHARLES SCHWAB PRO BONO CHALLENGE: MAKING A DIFFERENCE FOR NONPROFITS AND COMMUNITIES NATIONWIDE DURING COVID-19.

Common Impact partner Charles Schwab has long recognized the benefits of skilled volunteerism and offers an annual opportunity through its Pro Bono Challenge. Now in its sixth year, the Pro Bono Challenge is a skills-based flash consulting event that will enable Schwab employees to apply their business expertise to building capacity for nonprofits in 12 U.S. communities.

The 2020 Pro Bono Challenge served multiple Phoenix-area nonprofit organizations, including the Arizona Foundation for Women, Boys Girls Clubs of the Valley – Arizona, Central Arizona Shelter Services, Furnishing Dignity, Junior Achievement of Arizona, OCJ Kids, Phoenix ToolBank and the St. Vincent de Paul Society.

In 2020, the Pro Bono Challenge engaged more than 370 Schwab employees in service to 60 nonprofits and delivered nearly $600,000 in skilled volunteer consulting in the areas of financial sustainability, crisis communications, technology and human resources, among others.

Employees are three times more likely to gain work-related skills development through pro bono than traditional volunteering.

organization has increased over the past 20 years, yet the closest we have come to a workplace best practices guide is online diversity training courses or methods of coaching “problem” executives to be more sensitive. Neither of these avenues leads to meaningful change.

The Business of We: The Proven Three-Step Process for Closing the Gap Between Us and Them in Your Workplace Laura Kriska

224 pages

HarperCollins Leadership

Available 1/12/2021

$19.99

The Man’s Guide to Corporate Culture Movements such as Time’s Up and #MeToo have done an incredible job of bringing to light the issues women face in the workplace. Now, it’s time to give men the tools they need to be part of the solution.

Studies have shown that 60% of male managers feel uncomfortable working one-on-one with their female colleagues. This means more than half of American male managers lack confidence in their ability to create an inclusive environment for all of their team members. The Man’s Guide to Corporate Culture is one of the only books that coaches men on how to be a part of the solution so they can engage female bosses, subordinates and peers in a way that builds cohesion instead of division.

The Man’s Guide to Corporate Culture: A Practical Guide to the New Normal and Relating to Female Coworkers in the Modern Workplace Heather Zumarraga HarperCollins Leadership

208 pages Available 1/19/2021

$24.99

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En Negocios

Edgar Rafael Olivo es educador empresarial bilingüe, experto en economía y colaborador de varios medios de comunicación. Es director de varias organizaciones sin fines de lucro y le apasiona la educación.

Está certificado en finanzas y análisis de datos y tiene un título en negocios de la Universidad Estatal de Arizona.

Edgar Rafael Olivo is a bilingual business educator, economic advisor and contributor for several media outlets.

He’s a nonprofit executive who is passionate about education. He is certified in finance and data analytics and holds a business degree from Arizona State University.

Cómo los DREAMers están transformando la economía en EEUU El 18 de junio de 2020, la Corte Suprema de los Estados Unidos confirmó la decisión de extender el programa DACA en el que cientos de miles de soñadores o DREAMers en los Estados Unidos pueden vivir y trabajar sin temor a la deportación.

Desde 2012, el programa de Consideración de Acción Diferida para los Llegados en la Infancia (DACA por sus siglas en inglés) ha protegido a muchos jóvenes inmigrantes indocumentados de la deportación. El Departamento de Seguridad Nacional (DHS por sus siglas en inglés) estableció directrices que permiten a los jóvenes traídos a Estados Unidos como niños que no presentan un riesgo para la seguridad pública o la seguridad nacional y cumplen con otros criterios para permanecer en el país.

El programa tiene buenas noticias para nuestra economía, ya que permite que el talento y las habilidades de los inmigrantes contribuyan a la salud económica general de nuestro país. ¿Cómo impacta el programa DACA en la economía? Aquí hay algunos puntos clave.

¿QUIÉNES SON LOS SOÑADORES O DREAMERS?

• S egún un reporte de 2018 sobre el impacto económico del Programa DACA, hay alrededor de 800,000 Soñadores que actualmente están protegidos de la deportación por el programa.

• Alrededor del 81 por ciento nació en México y el resto de los participantes provienen de más de 190 países de todo el mundo.

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BY EDGAR R. OLIVO

ECONOMIA / ECONOMY

• C asi el 45 por ciento de los participantes de DACA viven en California o Texas y la edad promedio de un participante de DACA es de 26 años.

Ahora que el programa de DACA se ha extendido, ¿cuál es su contribución económica?

CONTRIBUCIÓN MACROECONÓMICA:

• E l programa DACA le ha ahorrado al gobierno federal $60 mil millones en gastos de deportación y podría impulsar el crecimiento económico en $280 mil millones.

• Ahora que la vida del programa se ha extendido, esto podría crear a los Estados Unidos más de $460 mil millones en producción económica durante una década.

• Las contribuciones a programas públicos críticos, como el Seguro Social y Medicaid, probablemente aumentarán significativamente.

CONTRIBUCIÓN FISCAL:

• ¡ Más ingresos fiscales para el gobierno! Los inmigrantes inscritos y elegibles en DACA contribuyen con aproximadamente $2 mil millones cada año en impuestos estatales y locales, incluidos los ingresos personales, los bienes, las ventas y los impuestos especiales.

• Los Soñadores pagan 8.9 por ciento en promedio de sus ingresos en impuestos estatales y locales, aún más alto que aquellos en el 1% que obtienen el mayor ingreso.

DACA permite que los jóvenes previamente indocumentados obtengan licencias de conducir, abran cuentas bancarias y obtengan trabajos que les brinden independencia financiera. Tener el estatus de DACA también ofrece otros beneficios, como un mayor sentido de pertenencia y participación cívica.

• L os trabajadores elegibles para DACA aportan $1.4 mil millones en impuestos federales, $2 mil millones en impuestos del Seguro Social y $470 millones en Medicare cada año.

PODER DE GASTO DEL CONSUMIDOR:

• A lrededor del 24% de los beneficiarios de DACA mayores de 25 años han comprado su primera casa.

• En 26 estados, el poder adquisitivo elegible de DACA es de al menos $100 millones.

EMPRENDIMIENTO:

• M ás del 5% de los beneficiarios de DACA menores de 25 años han comenzado una pequeña empresa.

• El 8% de los Soñadores mayores de 25 años son empresarios y trabajadores que emplean.

• Muchas empresas y empleos ahora están protegidos debido al programa DACA.

FUERZA LABORAL DE PEQUEÑAS EMPRESAS:

• M illones de pequeñas empresas en todo el país confían en Soñadores para una fuerza laboral calificada, capacitada y estable.

• Los ahorros directos para los empleadores de Soñadores serán de más de $6 mil millones en costos de rotación de trabajadores, incluyendo contratación y capacitación.

• El costo para los empleadores de rescindir DACA podría haber sido equivalente a aproximadamente 30 regulaciones principales: más de $3 mil millones en costos anuales que caen directamente sobre los empleadores.

Es imposible negar que el programa DACA ha ayudado a mejorar la vida de los inmigrantes, desde mejores salarios, acceso a recursos de financiación educativa, inversiones y seguridad. También es imposible negar que los inmigrantes contribuyen a la salud general de la economía estadounidense.

Durante la crisis de COVID-19, es un gran alivio saber que hemos mantenido a los beneficiarios de DACA que son trabajadores de atención médica de primera línea (más de 29,000 empleados), maestros en escuelas (más 15K + empleados) y ocupaciones relacionadas con los alimentos (más 142K + empleados) en sus roles cuando más los necesitamos.

ENGLISH TRANSLATION

How the DACA Program Impacts the U.S. Economy On June 18, 2020, the United States Supreme Court upheld a decision to extend the DACA program through which hundreds of thousands of Dreamers across the United States can live and work without the fear of deportation.

Since 2012, the Deferred Action for Childhood Arrivals (DACA) program has shielded many young undocumented immigrants from deportation.

The Department of Homeland Security (DHS) set forth guidelines allowing young people brought to America as children who do not present a risk to public safety or national security and meet other criteria to stay in the country.

The program is good news for our economy as it allows for immigrant talent and skills to contribute to the overall economic health of our country.

How does the DACA program impact the economy? Here are a few key highlights.

WHO ARE THE DREAMERS?

• A ccording to a 2018 report on the economic impact of the DACA program, there are about 800,000 Dreamers who are currently protected from deportation by the program.

• Around 81 percent were born in Mexico and the remainder of the recipients are from more than 190 countries around the world.

• Nearly 45 percent of the nation’s DACA recipients live in California or Texas and the average age of a DACA recipient is 26.

Now that the life of DACA has been extended, what is the Dreamers’ economic contribution?

MACROECONOMIC CONTRIBUTION:

• T he DACA program has saved the federal government $60 billion in deportation expenses and could boost economic growth by $280 billion.

• Now that the life of the program has been extended, this could now create in the United States more than $460 billion in economic output over a decade.

• Contributions to critical public programs like Social Security and Medicaid will likely increase significantly.

TAX CONTRIBUTION:

• M ore tax revenue for government: DACAenrolled and -eligible immigrants contribute

roughly $2 billion each year in state and local taxes, including personal income, property, sales and excise taxes.

• Dreamers pay, on average, 8.9 percent of their income in state and local taxes, higher than that paid by taxpayers in the top 1 percent.

• DACA-eligible workers contribute $1.4 billion in federal taxes, $2 billion in Social Security taxes, and $470 million in Medicare each year.

CONSUMER SPENDING POWER:

• A bout 24 percent of DACA recipients over age 25 have bought their first home.

• In 26 states, DACA-eligible spending power is at least $100 million.

ENTREPRENEURSHIP:

• M ore than 5 percent of DACA recipients under age 25 have started a small business.

• Eight percent of Dreamers over 25 years old are entrepreneurs and employing workers.

• Many businesses and jobs are now protected because of the DACA program.

SMALL-BUSINESS WORKFORCE:

• M illions of small firms around the country rely on Dreamers for a qualified, trained and stable workforce.

• Direct savings to employers of Dreamers will be more than $6 billion in worker turnover costs, including hiring and training.

The cost to employers of rescinding DACA would be the equivalent of an estimated 30 major regulations — more than $3 billion in annual costs falling directly on employers.

It is impossible to deny that the DACA program has helped better the lives of immigrants — from better wages, access to educational funding resources, investments and safety. It is also impossible to deny that immigrants contribute to the overall health of the American economy.

During the COVID-19 crisis, we can heave a big sigh of relief to know we have kept DACA recipients who are frontline healthcare workers (29,000+ employed), teachers (15K+ employed) and foodrelated occupations (142K+ employed) in their roles when we need them the most.

DACA allows previously undocumented youth to obtain drivers licenses, open bank accounts, and get jobs that give them financial independence. Having DACA status comes with other benefits like a greater sense of belonging and civic participation.

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En Negocios

BY EDGAR R. OLIVO

FINANZAS / FINANCE

¿Está pensando en vender su negocio?

4 pasos para preparar su pequeña empresa para un inversor

Vender su negocio para jubilarse durante la pandemia es una consideración real a la que deben enfrentarse los propietarios de pequeñas empresas, ya que les preocupa que sea más difícil en los próximos años.

La buena noticia es que muchos inversores siempre están buscando oportunidades, especialmente en tiempos difíciles. Según un informe de BizBuySell, muchas empresas esenciales han visto aumentar sus ingresos y valores durante el clima económico actual: la entrega de productos, la educación en línea, el comercio electrónico y otros están aumentando en demanda. ¿Cuándo debe el propietario de una pequeña empresa considerar seriamente a un inversor?

Cada negocio tiene necesidades diferentes y el propietario del negocio tendrá sus propias razones. En casos populares, una pequeña empresa puede recurrir a un inversor cuando se descubre una nueva oportunidad para crecer, se necesitan nuevos equipos para escalar, el precio y las condiciones son las correctas, o simplemente salir del mercado para pasar a la próxima gran idea.

Para los propietarios de pequeñas empresas que estén considerando una estrategia de salida, atraer a un inversor para que los ayude a crecer o comprar su negocio requerirá cierta preparación.

Si está considerando vender su negocio, aquí hay cuatro pasos que debe seguir para estar listo para un inversionista interesado.

1. Prepare su plan de negocio. Un plan de negocio es la historia de cómo su pequeña empresa tendrá éxito. Contiene varias piezas de información clave, como detalles sobre su idea y mercado, objetivos financieros y estrategia general sobre cómo opera la empresa. Es una buena

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práctica empresarial que el propietario de un negocio redacte primero su propio plan y luego lo revise un abogado, contador o asesor empresarial.

A los inversores les gusta ver sus indicadores clave de rendimiento, los generadores de costos y las proyecciones para sentirse seguros acerca de la inversión, así que asegúrese de incluir esa información también.

2. Sea claro por qué lo necesita, cuánto necesita y qué está dispuesto a dar. Sea honesto acerca de las razones por las que quiere vender su negocio. No es raro que los propietarios de pequeñas empresas se agoten y pierdan el deseo de dirigir el negocio. En algunos casos, es mejor venderlo al valor actual de mercado que seguir gastando más dinero para mantenerlo a flote. Piense en su posición financiera, sus metas y lo que busca más allá de la inversión financiera. ¿Está buscando a alguien con experiencia, energía y talento en la industria también?

3. Prepare su valoración y estados financieros. La prueba está en los números. Tener buenas prácticas financieras lo colocará en la mejor posición para comprender el valor y el desempeño de su negocio. Utilice un software de contabilidad como QuickBooks o Wave Apps para ayudarlo a crear sus estados de ganancias y pérdidas, flujo de efectivo y saldos de los activos. Estos sistemas en línea también pueden ayudarlo a desglosar sus números en informes mensuales, trimestrales y anuales. Estos son estados financieros comunes que los inversionistas buscan para decidir invertir.

Cuando sea el momento de preparar la valoración de su negocio, contrate a un contador público (un C.P.A. por sus siglas en inglés) para que le ayude a demostrar el verdadero valor de su negocio. Deberá resaltar de dónde se derivan los ingresos y qué activos está comprando el nuevo inversor. Estos informes de valoración pueden ser complicados de preparar, por lo que

Los dueños de negocios deben considerar una serie de preguntas para saber si es el momento adecuado para vender. Se puede evitar una mala decisión hablando con asesores empresariales.

Busque asesoramiento gratuito en la Administración de Pequeñas Empresas de EE.UU. sba.gov

ENGLISH TRANSLATION

Are You Thinking of Selling Your Business?

4 steps to get your small business ready for an investor

siempre se recomienda que un experto los elabore por usted.

4. Prepárese para la presentación con inversores. Una vez que tenga su plan de negocios, registros financieros actualizados y valoración, es hora de buscar un inversor. Un inversor puede ser un miembro de la familia, un amigo, un colega cercano o un completo extraño. Comuníquese con su oficina de desarrollo económico local para eventos de presentación de inversionistas o solicite una incubadora de negocios. Hay muchos expertos en negocios que están listos para apoyarlo en la venta de su negocio, especialmente con su presentación.

Prepararse para la venta de su negocio requiere que haga su tarea. Este proceso no ocurre de la noche a la mañana y, cuando se hace bien, puede ser una experiencia transformadora para el crecimiento de su negocio. Incluso si no está interesado en sacar provecho de su negocio, siempre es una buena idea tener un plan, finanzas organizadas y una comprensión de sus objetivos.

Cashing out or retiring during the pandemic is a real consideration that small-business owners have to face as they worry it will be more difficult in the years to come.

The good news is that many investors are always looking for opportunities, especially during difficult times. According to a report by BizBuySell, many essential businesses have seen their revenues and values go up during the current economic climate — delivery, online education, e-commerce and others are growing in demand.

When should a small-business owner seriously consider an investor?

Each business has different needs and the business owner will have their own reasons.

In popular cases, a small business can turn to an investor when a new opportunity to grow is discovered, new equipment is needed to scale, the price and conditions are just right, or simply to exit the market to move on to the next big idea.

For small-business owners considering an exit strategy, attracting an investor to help you grow or buy your business will require some preparation.

If you are considering cashing out of your business, here are four steps you should take to be ready for an interested investor.

1. Write your business plan and have it reviewed. A business plan is the story of how your small business will be successful.

It contains several key pieces of information, such as details about your idea and market, financial targets, and overall strategy on how the business operates. It is good business practice for a business owner to write their own business plan first and later have it reviewed by a lawyer, accountant or business consultant. Investors like to see your key performance indicators, cost drivers and projections to feel confident about the investment, so make sure to include that information as well.

2. Be clear why you need it, how much you need, and what you are willing to give. Be honest about the reasons why you want to sell your business. It is not uncommon for small-business owners to burn out and lose

desire to run the business. In some cases, it is better to sell it at the current market value than to continue pouring more money in to keep it afloat. Think about your financial position, your goals and what you are seeking beyond just the financial investment. Are you seeking someone with experience, energy and talent in the industry as well?

3. Prepare your valuation and financial statements. The proof is in the numbers.

Having good financial practices will put you in the best position to understand the value and performance of your business. Use an accounting software like QuickBooks or Wave Apps to help you create your profit and loss, cash flow, and balance statements. These online systems can also help you break down your numbers in monthly, quarterly and annual reports. These are common financial statements investors look for to decide to invest.

When it is time to prepare your business valuation, hire a CPA to help you demonstrate the true value of your business. You will want to highlight where the revenue is derived from and what assets the new investor is purchasing.

These valuation reports can be tricky to prepare, so it is always recommended to have an expert craft it for you.

4. Prepare for the investor presentation.

Once you have your business plan, updated financial records and valuation, it is time to look for an investor. An investor can be a family member, friend, a close colleague or a complete stranger. Reach out to your local economic development office for investor pitch events or apply for a business incubator. There are many business experts who are ready to support you in the sale of your business, especially with your pitch.

Preparing for a business sale requires you to do your homework. This process does not happen overnight, and, when done well, it can be a transformative experience for your business growth. Even if you are not interested in cashing out of your business, it is always a good idea to have a plan, clean financials and an understanding of your goals.

Business owners need to consider a number of issues and questions to know if it is the right time to sell. Small business owners can avoid a bad decision by talking to business advisors. Find free business counseling at the U.S. Small Business Administration. sba.gov

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En Negocios

BY EDGAR R. OLIVO

LIDERAZGO / LEADERSHIP

¿Listo para crecer?

7 habilidades en demanda para llevar su negocio o carrera al siguiente nivel Mientras vemos cómo los ciclos de la economía reaccionan a un nuevo mundo bajo presión con un nuevo soplo de esperanza de una nueva administración, muchos profesionales buscan formas de mantenerse competitivo en el trabajo. Invertir en su propio desarrollo de habilidades siempre será una de las mejores inversiones que puede hacer en una época de rápidos cambios globales. Pero, ¿qué habilidades están en demanda? ¿Qué habilidades pueden ayudar realmente a los profesionales a pasar al siguiente nivel?

Se necesita un conjunto diverso de habilidades para ser emprendedor y muchos fundadores desearían haber aprendido esas habilidades en la escuela, incluido yo mismo. La educación se ha vuelto mucho más accesible con recursos en línea (YouTube, podcasts, audiolibros, etc.) y hay muchos disponibles de forma gratuita para ayudarlo a crecer.

Aquí hay una lista de habilidades en demanda para ayudarlo a crecer en cualquier campo.

HABILIDAD PRINCIPAL N.° 1 - NEGOCIACIÓN Y CREAR ACUERDOS

Como empresario, participa en varias negociaciones todos los días. Si contrata a un nuevo empleado, negocia su salario. Cuando habla con una posible empresa, negocia sus condiciones comerciales. Para ser un negociador eficaz, practique una comunicación clara y escuche las necesidades de la otra persona. Piense en las palabras que usa y la atmósfera que crea. Intente aprender habilidades de negociación en línea o busque un mentor con estas habilidades que le muestre los caminos para una carrera exitosa.

HABILIDAD PRINCIPAL N.° 2 - PSICOLOGÍA GERENCIAL

La psicología gerencial es una subcategoría de la psicología organizacional.

Se centra en la eficacia del liderazgo de las personas dentro de los grupos. Esta habilidad ayuda a los líderes con la capacidad de leer los comportamientos en el lugar de trabajo y ajustar el entorno laboral en consecuencia. ¿Cuántas veces ha malinterpretado la reacción de un compañero de trabajo o ha tenido problemas para que su equipo trabaje bien en conjunto? Los líderes que comprenden la psicología gerencial sabrán cómo tomar mejores decisiones de liderazgo para crear entornos de trabajo ideales al aprender a leer a sus equipos.

HABILIDAD PRINCIPAL N.° 3 - PSICOLOGÍA DEL CONSUMIDOR

La psicología del consumidor es el estudio del comportamiento humano con respecto a sus decisiones de compra, costumbres y preferencias. Analiza sus reacciones y preferencias a la publicidad, el empaque y el marketing de esos productos. Esta habilidad tiene como objetivo comprender cómo y por qué los consumidores toman decisiones de compra. Comprender los factores psicológicos que afectan el comportamiento del consumidor es un desafío clave para los comerciantes y propietarios de negocios. Tener esta habilidad lo ayudará a desarrollar excelentes habilidades de marketing, marcas y ventas que van más allá de los métodos tradicionales. Esta habilidad ayuda a las empresas a conectarse directamente con un grupo demográfico objetivo mediante el diseño de la estrategia de publicidad y gestión de marca más eficaz y positiva.

HABILIDAD PRINCIPAL N.° 4 - CODIFICACIÓN

La codificación informática es una habilidad fundamental que hace girar el mundo moderno. Casi todos los dispositivos electrónicos y programas de software que utiliza se basan en un código. La codificación es el proceso

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de usar un lenguaje de programación para hacer que una computadora o programa se comporte como usted quiere. Comprender el código puede ayudarlo a crear sitios web, aplicaciones o dispositivos para automatizar los procesos comerciales. La codificación puede ser simple y cualquiera puede aprender los conceptos básicos. Con el rápido avance de la tecnología, se están creando nuevas oportunidades y se ha convertido en una de las habilidades mejor pagadas del mercado.

HABILIDAD PRINCIPAL N.° 5 - ESCRITURA CREATIVA

La escritura creativa es una habilidad empresarial que pocos profesionales deciden desarrollar. Tiene un efecto tremendo al proporcionar una ventaja competitiva en su carrera. Muchos de los principales directores ejecutivos de la nación tienen habilidades de escritura bien desarrolladas que usan con regularidad. Estas habilidades ayudan a las empresas a obtener contratos, oportunidades de inversión, presentar nuevas ideas y suavizar las malas noticias. La escritura creativa lo ayuda a desarrollar ideas concisas, expresarse con confianza y aumentar su credibilidad.

HABILIDAD PRINCIPAL N.° 6 - COMUNICACIÓN

Desarrollar sólidas habilidades de comunicación es una forma segura de ayudar a muchos aspectos de su vida, carrera e influencia social.

Dependemos en gran medida de compartir ideas claras para entendernos.

Las buenas habilidades de comunicación verbal y escrita son esenciales para entregar y comprender información de manera rápida y precisa. La comunicación se puede definir como el proceso de comprender y compartir significado. Comunicarse bien es comprender y ser comprendido.

HABILIDAD PRINCIPAL N.° 7 - GESTIÓN FINANCIERA

Finanzas es el lenguaje de los negocios y la gestión financiera nos ayuda a determinar las prioridades de planificación y a estar al tanto

Las habilidades blandas son las habilidades interpersonales esenciales que realizan nuestra capacidad para hacer nuestros trabajos actuales y aprovechar nuevas oportunidades en el futuro. Los emprendedores no deben evitar invertir en su formación en habilidades blandas en tiempos de incertidumbre.

de las oportunidades o los obstáculos de ingresos. La administración financiera es una habilidad importante que deben tener los dueños de negocios porque ayuda a crear proyecciones financieras de manera adecuada, leer los estados de cuenta correctamente y tomar decisiones informadas para garantizar que el negocio funcione sin problemas.

Los objetivos comerciales solo se pueden lograr gracias a una gestión financiera eficaz.

Invertir en su desarrollo profesional tendrá muchas recompensas más allá de lo monetario. Notará cómo comienzan a mejorar sus relaciones personales y laborales. Hay un famoso proverbio chino que dice: “El aprendizaje es un tesoro que acompaña a su dueño a todas partes”. Piense en sus habilidades actuales y compárelas con esta lista. ¿Existe un vacío que pueda llenar tomando un curso en línea o hablando con un mentor? Tienes todo que ganar si intentas aprender algo nuevo.

ENGLISH TRANSLATION

Ready to Grow?

7 in-demand skills to take your business or career to the next level As we watch the cycles of the economy react to a new world under duress with a new breath of hope of a new administration, many professionals are seeking ways to stay competitive in the workplace. Investing in your own skill set will always be one of the best investments you can make in a time of rapid global change. But what skills are in demand? What skills can actually help professionals get to the next level?

It takes a diverse set of skills to be an entrepreneur and a lot of founders wish they had learned those skills in school, myself included. Access to education has become much more accessible with the internet of things (YouTube, podcasts, audiobooks, etc.) and there are many available for free to help you grow.

Here is a list of in-demand skills to help you grow within any field.

TOP SKILL #1 - NEGOTIATION & DEAL MAKING

As a business owner or manager, you participate in various negotiations every day. If you are hiring a new employee, you negotiate their salary.

When you are talking to a prospective company, you negotiate your terms of business. To be an effective negotiator, practice clear communication and listen to the other person’s needs. Think about the words you use and the atmosphere you create. Try learning negotiation skills online or find a mentor with these skills to show you the ropes for a successful career.

TOP SKILL #2 - MANAGERIAL PSYCHOLOGY

Managerial psychology is a subcategory of organizational psychology.

It focuses on the leadership effectiveness of people within groups. This skill helps leaders with the ability to read workplace behavioral patterns and adjust the work environment accordingly. How many times have you misread a co-worker’s reaction or struggled to get your team to work well together? Leaders who understand managerial psychology will know how to make better leadership decisions to create ideal work environments by learning how to read their teams.

TOP SKILL #3 - CONSUMER PSYCHOLOGY

Consumer psychology is the study of human behavior regarding their buying patterns, customs and preferences. It looks into their reactions and preferences to advertising, packaging and marketing of those products.

This skill aims to understand how and why consumers make purchasing decisions. Understanding psychological factors affecting consumer behavior is a key challenge for marketers and business owners. Having this skill will help you develop excellent marketing, branding and selling abilities that go beyond traditional methods. This skill helps companies connect directly with a target demographic by designing the most effective and positive brand management and advertising strategy.

TOP SKILL #4 - CODING

Computer coding is a critical skill that makes the modern world go around.

Almost every electronic device and software program you use relies on code.

Coding is the process of using a programming language to get a computer or program to behave how you want it to. Understanding code can help you build websites, apps, or devices to automate business processes. Coding can be simple and anyone can learn the basics. With technology advancing rapidly, newer opportunities are being created and has become one of the highest-paid skills on the market.

TOP SKILL #5 - CREATIVE WRITING

Creative writing is a business skill that few professionals choose to develop. It has a tremendous effect on providing a competitive advantage in your career. Many of the nation’s top CEOs have well-developed writing skills they use regularly. These skills help companies win contracts and investment opportunities, present new ideas and soften bad news. Creative writing helps you develop concise ideas, express with confidence and boost your credibility.

TOP SKILL #6 - COMMUNICATION

Developing strong communications skills is a sure way to help many aspects of your life, career and social influence. We rely heavily on sharing clear ideas to understand each other. Good verbal and written communication skills are essential to deliver and understand information quickly and accurately. Communication can be defined as the process of understanding and sharing meaning. To communicate well is to understand and be understood.

TOP SKILL #7 - FINANCIAL MANAGEMENT

Finance is the language of business and financial management helps us determine planning priorities and be aware of revenue pitfalls or opportunities. Financial management is an important skill for business owners to have because it helps to properly create financial projections, read statements correctly and make informed decisions to ensure the business will run smoothly. Business goals can only be achieved thanks to effective financial management.

Investing in your professional development will have many rewards beyond monetary. You will notice how your personal and work relationships begin to improve. There is a famous Chinese proverb that says, “Learning is a treasure which accompanies its owner everywhere.” Think about your current skills and compare them to this list. Is there a gap you can fill by taking an online course or talking to a mentor? You have everything to gain by trying to learn something new.

Soft skills are the essential interpersonal skills that make or break our ability to get things done in our current jobs and take on new opportunities ahead. Entrepreneurs should not overlook investing in soft-skills training in uncertain times.

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En Negocios

BY EDGAR R. OLIVO

VENTAS / SALES

Destacar su negocio

5 consejos para ayudar a su pequeña empresa a diferenciarse durante COVID-19 La pandemia es una bola de demolición para la economía estadounidense y, con ella, se produjeron muchos cambios nuevos en la vida cotidiana, especialmente en la forma en que los consumidores gastan su dinero y su tiempo. Las consecuencias positivas han llevado a los consumidores a profundizar sus relaciones con sus comunidades locales mientras se enfocan en dónde gastar su dinero. Esta nueva realidad sienta las bases para que las pequeñas empresas se levanten y desarrollen estrategias para diferenciarse de las grandes empresas, especialmente cuando miran hacia adelante para generar ventas durante las vacaciones y el nuevo año.

Como pequeña empresa, pensar en cómo brindar un mejor servicio es una buena práctica empresarial. Hoy en día, tener presencia digital es lo mínimo que deben tener los negocios para que sus clientes potenciales los puedan descubrir. A medida que la pandemia afecto los sectores minorista y de restaurantes, contar con un plan de marketing sólido con estrategias de comercio electrónico bien pensadas ayudará, pero no es todo lo que una pequeña empresa necesita para tener éxito.

Aquí hay cinco estrategias útiles para diferenciar su pequeña empresa durante COVID-19.

Estrategia n.° 1: Comprender el presupuesto de su cliente y ofrecer opciones de precios alternativas. El poder de elección puede hacer que su cliente se sienta empoderado. Piense en sus productos y servicios como un menú en un restaurante de comida rápida, ¿puede ofrecer opciones pequeñas, medianas y grandes? ¿Puede ofrecer un plan de pago? ¿Puede eliminar a ciertas tarifas? La forma más fácil de investigar esto para su propio negocio es prestando mucha atención a cómo sus clientes le compran actualmente. Escuche sus preocupaciones sobre el presupuesto y cómo expresan sus opiniones sobre sus precios. Potencialmente, podría

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aumentar sus ingresos proporcionando un enfoque escalonado para sus productos y servicios.

Estrategia n.° 2: Enfocarse en el servicio al cliente. Un excelente servicio al cliente es una marca distintiva de una gran empresa. También es lo que puede acabar con sus ingresos si no es lo primero en su lista. No existe un enfoque milagroso para brindar un excelente servicio al cliente; sin embargo, existen comportamientos fundamentales que su pequeña empresa debe practicar para diferenciarse de sus competidores. Comportamientos como cumplir su palabra, llegar a tiempo a las citas y entregas, así como la cortesía y una actitud servicial probablemente mantendrán a sus clientes entusiasmados con su negocio durante mucho tiempo.

Estrategia n.° 3: No tenga miedo de cambiar su producto o servicio para resolver un problema. Los tiempos que atravesamos requieren que cada pequeña empresa analice cómo brinda actualmente una solución a los problemas de sus clientes. ¿Puede proporcionar un enfoque más sostenible a su producto o servicio? ¿Puede eliminar funciones innecesarias y crear otras nuevas? ¿Puede su cliente estar sin su producto o servicio? Si es así, ¿qué hacen entonces? Estas son algunas preguntas difíciles de responder, pero pueden llevarlo a satisfacer nuevas demandas y evolucionar con un mercado en constante cambio.

Estrategia n.° 4: Encuentre siempre formas de innovar en su industria. Como dice el viejo refrán, la necesidad es la madre de la invención.

No importa en qué industria trabaje, la innovación siempre se puede lograr escuchando constantemente las necesidades de sus clientes. Utilice la tecnología para ayudarlo a descubrir nuevas formas de brindar sus servicios o productos. Una crisis crea las condiciones adecuadas para resolver problemas de nuevas formas aprovechando su creatividad. En algunos casos, una pequeña

Muchas empresas están navegando con éxito la pandemia y han cambiado su modelo para la supervivencia a corto plazo y la resiliencia a largo plazo. Los empresarios deben cuidar a las tendencias, sus capacidades y un camino sostenible para crecer.

ENGLISH TRANSLATION

Stand Out from the Crowd

5 tips to help differentiate your small business during COVID-19

empresa puede necesitar girar industrias o segmentos de mercado, y eso está bien.

Estrategia n.° 5: Sea el experto y sea el ejemplo. Ahora, más que nunca, los clientes necesitan confiar en la información de los expertos para tomar buenas decisiones. Si se considera un experto en cualquier área, asegúrese de que sus clientes lo sepan.

Querrá incluir información importante sobre su experiencia en su sitio web, como sus credenciales educativas, asociaciones, membresías, premios y cualquier otro punto clave para comunicar que es una fuente confiable.

Más allá de eso, una gran red de referencias de clientes también puede demostrar su experiencia.

Destacar su negocio entre la multitud de competidores simplemente requiere que se concentre en una experiencia de calidad y en la atención a las necesidades de su mercado. Además, piense en usted mismo como un consumidor y reflexione sobre sus propias preferencias de compra. Es necesario implementar estas estrategias en su plan de marketing durante el tiempo que desee permanecer en el negocio. La buena noticia es que solo requieren que usted sea más consciente.

The pandemic is a wrecking ball to the American economy and with it came many new changes to everyday life, particularly on how consumers spend their money and time. The positive consequences have led consumers to deepen their relationships with their local communities while focusing where to spend their money. This new reality sets the stage for small businesses to rise up and develop strategies to differentiate from big box companies, particularly as they look ahead to generating sales during the holidays and the new year.

As a small business, thinking about how to provide a better service is a great business practice. Today, having a digital presence is the bare minimum to be discovered by your potential customers. As the pandemic ravaged the retail and restaurant sectors, having a solid marketing plan with thoughtful e-commerce strategies will help, but it is not everything a small business needs to succeed.

Here are five helpful strategies to differentiate your small business during COVID-19.

Strategy #1: Understand your customer’s budget and offer alternative pricing options. The power of choice can make your customer feel empowered. Think about your product and services like a menu at a fast-food restaurant: Can you offer small, medium and large choices? Can you offer a payment plan?

Can you waive certain fees? The easiest way to research this for your own business is to pay close attention to how your customer currently buys from you. Listen to their budget concerns and how they express their thoughts about your prices. You could potentially increase your revenue by providing a tiered approach to your products and services.

Strategy #2: Focus on customer service.

Excellent customer service is a signature mark of a great company. It is also the thing that can kill your revenue if it is not at the top of your list. There is no silver bullet approach to great customer service; however, there are fundamental behaviors your small business should practice to stand out from your competitors. Behaviors like keeping your word, being on time with appointments and deliveries, as well as a courteousness and a helpful attitude

will likely keep your customers buzzing about your business for a long time.

Strategy #3: Do not be afraid to change your product or service to solve a problem.

The times we are in require every small business to analyze how it currently provides a solution to its customers’ problems. Can you provide a more sustainable approach to your product or service? Can you eliminate unnecessary features and create new ones? Can your customers be without your product or service and, if so, what do they do then? These are some difficult questions to answer, but they can lead you to meet new demands and evolve with an everchanging market.

Strategy #4: Always find ways to innovate in your industry. As the old saying goes, necessity is the mother of invention. It does not matter what industry you work in, innovation can always be accomplished by constantly listening to the needs of your customers. Utilize technology to help you discover new ways to deliver your services or products. A crisis creates the right conditions to solve problems in new ways by tapping into your creativity. In some cases, a small business may need to pivot industries or market segments, and that is okay.

Strategy #5: Be the expert – walk the talk. Now, more than ever, customers are relying on knowledgeable professionals and information to make good decisions. If you consider yourself an expert in any area, make sure your customers know that. You will want to include important information about your expertise on your website, like your educational credentials, associations, memberships, awards and any other key points to communicate you are a credible source. Beyond that, a great referral network of customers can also demonstrate your expertise.

Standing out from the crowd simply requires you to focus on a quality experience and attention to your market needs. Also, think of yourself as a consumer and reflect on your own shopping preferences. Implementing these strategies into your marketing plan is required for as long as you want to stay in business.

The good news is they only require you to be more aware.

Many large and small businesses are successfully navigating the COVID-19 pandemic and have often pivoted their business model for short-term survival, and long-term resilience and growth. Business owners must watch for trends, capabilities, and a sustainable path for growth.

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Economy

DEVELOPING & GROWING BUSINESS DYNAMICS

Arizona Passes Prop. 207 to Become the 13th State to Legalize Marijuana Now what?

by Raul Molina

Raul Molina is senior vice president, operations, of the Mint Dispensary, which is headquartered in Arizona. The Mint Dispensary is a multi-state operator of innovative retail cannabis dispensaries and growing facilities across the nation. themintdispensary.com

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At the end of last year, Arizona voters overwhelmingly passed Proposition 207, legalizing recreational marijuana in our state. So, what happens next?

According to the Arizona Secretary of State’s office, the law will allow limited marijuana possession, use and cultivation by adults 21 or older; amend criminal penalties for marijuana possession; ban smoking marijuana in public; impose a 16% excise tax on marijuana sales to fund public programs; authorize state and local regulation of marijuana licensees; and allow expungement of marijuana offenses.

Medical marijuana dispensaries in Arizona will not be able to legally sell recreational marijuana until they get licensed by the Arizona Department of Health Services, which is anticipated to happen in March.

While the industry expects cannabis sales to double (and possibly triple) in Arizona as a result, operators of existing medical marijuana dispensaries, like the Mint Dispensary, expect to see their overall sales in the state multiply by about 1.5 times. We are also expecting an initial shortage of product; however, this shortage is not anticipated to last more than three to nine months.

More jobs will be formed within the cannabis industry, in addition to new companies that will service it. As an example, several cannabis growers are coming online that are new to Arizona, while others are expanding; all of them are preparing to be ready with product for Arizona adults ages 21 and up.

Looking back a few years ago, in 2017, when we were preparing to open our first retail dispensary in Arizona, people in the industry told us that we would not see 100 patients a day until the six-month point. We were able to see 100 patients a day within the first two weeks of opening. Within the first 20 days, we were seeing 250 patients a day. These numbers will only continue to increase.

The passage of recreational marijuana in not just Arizona but other states across the country is helping to normalize cannabis quite a bit. The stigma and taboo that our industry has had to bear is slowly being removed. When we first started in the industry, medical marijuana dispensaries were referred to negatively as “pot shops” and many cities did not want to

have a dispensary operating in their town. We have succeeded in that we helped to normalize the industry; we found a way to help make cannabis more of a normal, respected business.

When COVID hit, our industry was deemed essential in Arizona, like pharmacies. We have helped to make cannabis more mainstream and make it more acceptable within society.

Arizona is one of the best states for cannabis for several reasons. It is a limited-license state, which raises the value of licenses here. Arizona is also a vertical license state, which allows all licensees to operate at different levels and develop several streams of income within the industry. As a result, our state has very formidable players at all levels of our industry, from the larger, multiple-state operators to the smaller, momand-pop dispensaries. No matter what size their operation, Arizona license holders are seasoned and well-funded. The sales increase from recreational marijuana will help some of the smaller players compete at the state level with multiplestate operators.

Passage of Prop. 207 changes everything, including the cannabis industry’s business relationships with our supply chain, distribution, financial institutions, real estate industry and more. Supply chain pricing is expected to increase to meet demand. Distribution will be affected for a little while but will bounce back in three to nine months. Dispensaries will hold product for them first, then look at wholesale. Banking has loosened up and will continue to do so. The banking world is salivating at the thought of servicing the cannabis industry.

The real estate industry is already seeing higher valuations for properly zoned and entitled real estate. This will only increase.

There will be many more businesses that will attempt to service or enter the cannabis industry. Many businesses that previously turned their backs to cannabis will now be looking to get their share.

At the Mint Dispensary, we are privileged to be considered trailblazers in the cannabis industry. We are thankful and conscious of those who came before us along with their efforts. We are wide-eyed toward the future and what it brings. The cannabis industry is still in its infancy; we want and need it to grow up to be a responsible, respectable one.

Arizona is one of the best states for cannabis for several reasons. It is a limited-license state, which raises the value of licenses here. Arizona is also a vertical license state, which allows all licensees to operate at different levels and develop several streams of income within the industry.

Meet Uncertain Times with Confidence.

Quarles & Brady understands your COVID -19 business issues and provides advice and solutions to your challenges.

VISIT OUR COVID-19 MICROSITE AT WWW.QUARLES.COM for current information on how legislation and announcements resulting from the pandemic impact your employees and business operations.

FOR INFORMATION, PLEASE CONTACT Leonardo Loo, Phoenix Office Managing Partner, at 602.229.5638 or leonardo.loo@quarles.com.

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LAW MATTERS TO BUSINESS

Tips for Businesses in the Wake of Proposition 207 With cannabis legal, what about ‘drug-free workplace’ policies and more?

by Gary Michael Smith, Esq.

Gary Smith is an attorney, arbitrator and founding member of Phoenixbased Guidant Law Firm.

He is also a founding director and president of Arizona Cannabis Bar Association, board member of Arizona Cannabis Chamber of Commerce, and contributing author to Green Entrepreneur.

He also authored Psychedelica Lex, The Law of Psychedelics. guidantlaw.com

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Proposition 207 officially became Arizona law last month when election results were certified. Some effects were immediate, such as lawful adult possession and use of cannabis without a medical card. Others will be felt in about six months, when recreational facility licenses issue. These licensed “marijuana establishments” will not replace existing dispensaries or the existing medical marijuana program — that all stays as it is. Rather, marijuana establishments will supplement the in-place medical infrastructure. Dispensaries will still be called dispensaries, and recreational facilities will be called marijuana establishments. They will operate on separate rules, but the retail experience will look and feel mostly identical, perhaps the largest difference being potency limitations placed upon non-medical products.

As with all new things, there is expected confusion — especially with businesses and the public not yet fully aware or accustomed to the brave new green world. Here is what is most important to understand.

First, the Proposition 207 world is not a free-for-all. There are limits, and people who overstep those limits can still be criminally charged. What Proposition 207 does for individuals: • Legalizes adult recreational use of marijuana by persons 21 and older to possess up to one ounce/28 grams of marijuana (with no more than five grams being marijuana concentrate), and to have up to six marijuana plants at their home — 12 marijuana plants maximum per household.

• Allows persons 21 years or older to possess, use, purchase, transport or process up to one ounce of marijuana (with no more than five grams being marijuana concentrate).

• Allows persons 21 or older to possess at home all marijuana legally cultivated there, without limitation.

• Allows persons 21 or older to share or transfer up to one ounce of marijuana, five grams of concentrate, or six plants to other persons 21 or older — provided nothing is given in return.

Next, people will not see marijuana consumption in public spaces. Besides leaving it up to individual business owners and landlords to decide whether to permit marijuana on their premises, smoking marijuana remains illegal in public places and open spaces.

• “Public place” means a public park, public sidewalk, public walkway or public pedestrian thoroughfare.

• “Open space” means any enclosed area to which the public is invited or in which the public is permitted, including airports, banks, bars, common areas of apartment buildings, condominiums or other multifamily housing facilities, educational facilities, entertainment facilities or venues, healthcare facilities, hotel and motel

common areas, laundromats, public transportation facilities, reception areas, restaurants, retail food production and marketing establishments, retail service establishments, retail stores, shopping malls, sports facilities, theaters and waiting rooms.

• A private residence is not a “public place” unless it is used as a childcare, adult day care, or healthcare facility.

Additionally, employers will be able to maintain and establish “drug-free workplace” policies. Distinct from the Arizona Medical Marijuana Act’s anti-discrimination protections, Proposition 207 allows employers to restrict employees’ and applicants’ use of marijuana. Employers who do not have a current drug policy might want to consider adopting one.

Lastly, for those hoping to cash in on opportunity, competition will be stiff. Proposition 207 favors existing medical marijuana dispensary owners, granting them first chance as “early applicants” to gobble up the recreational licenses by becoming a dual licensee, “an entity that holds both a nonprofit medical marijuana dispensary registration and a marijuana establishment license.”

• Under the initiative, the number of available retail licenses would be limited to 10% of the number of registered pharmacies in the state, which would be approximately 130.

• An additional 26 licenses will be issued as part of the Social Equity program, established to “promote the ownership and operation of marijuana establishments and marijuana testing facilities by individuals from communities disproportionately impacted by the enforcement of previous marijuana laws.”

• This brings the total retail establishment licenses potentially available to 156.

Investors hoping to secure a coveted license have been lining up; businesses hoping to try for a license are already late and need to move quickly. But if they miss out on the Golden Ticket, there are still many business opportunities in the ancillary services that support the licensees, such as labs, accountants, delivery, cleaning, packaging, design, marketing, cultivating, human resources and more. Moreover, private cannabis-friendly businesses like cafes may be possible, zoning and local ordinance permitting. Besides the business opportunities, the existing industry is presently starved for good human talent. Many rewarding careers beckon.

Over the past four years the legal cannabis industry has doubled in size, creating nearly 121,000 full-time jobs.

That’s a 100% growth rate. Arizona’s medical marijuana industry, which has an estimated $709 million market value, already supports more than 15,000 jobs. Passage of Proposition 207 will add many more. Leafly Jobs Report 2020

A PATH TO FOLLOW

Female Founders Succeed Despite Sexism Phoenix tech scene also benefits

by RaeAnne Marsh

JAN. 2021

IN BUSINESS MAGAZINE

Female Founders Succeed and Strengthen Tech Scene Despite Sexism

DIVERSITY, EQUITY & INCLUSION

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Historically, a lot of business has transpired in social settings, high on the list of which is the golf course and private men’s lounges. Hence the term “the old boys’ club.”

Transactions may or may not be brought to agreement in such settings, but certainly connections are facilitated that ultimately lead to business agreements. This is not news, but it is the reason women and minorities have had such a hard time breaking through the so-called glass ceiling even in companies with well-intentioned leadership.

Then there’s the not so well-intentioned business interactions that overtly denies or denigrates the talent of women and minorities.

For the women CEOs in this article, the success of their companies demonstrates the truth of their potential.

Strengthening our business community overall, these Phoenix business founders found ways around the prejudice to contribute to a thriving and supportive tech scene for women.

Liz Mason, who has now founded five other Phoenixbased businesses, started High Rock Accounting in 2013 in a traditionally male-dominated industry and, rather than beat her head against that brick wall, took advantage of it in a subterfuge to sidestep the problem while getting her business off the ground.

“When I first opened the firm,” Mason relates, “I was working with an awesome growing startup. The company had very prominent investors who also sat on their board of directors. I would go to the board meetings as the acting CFO and would consistently get questioned on the fundamentals of accounting. The board as a whole lacked confidence in my calculations and presentations merely because I was a 29-year-old woman.

“I ended up hiring a friend of mine, a 45-year-old white male, to be our representative at the board meetings. I did all the work behind the scenes, spent 15 minutes telling him what to present to the board and the parts that mattered, and he would go give the presentations. The board as a whole accepted his reports without question and frequently praised his work. They had no idea that it was still me doing all the work behind the scenes and he was just the talking head.”

Her friend, she relates, was very frustrated by the whole experience and wanted to tell the board the true situation, but the ruse enabled her to service the client while avoiding what she characterizes as “a monthly tribunal focusing on diminishing my contributions and downplaying my abilities.”

Rebecca Clyde, co-founder and CEO of marketing software company Botco.ai, was recently named one 2020’s “Most

“Our unique life experiences expose us to numerous pain points/problems and sensitivity/compassion, and an entrepreneur becomes driven to solve the problem.” —Rebecca Romanucci, Founder and CEO, DynoSafe

Influential Women in Arizona,” but remembers that, with her first Phoenix company, when she would attend networking events with her male co-founder, people would ask him about the business and her about her kids. The implied stereotype was similar to one she’d encountered as an employee, when she was passed over for projects while she was pregnant because people assumed she would not want the extra workload. “Please don’t do this to expectant mothers,” she insists. “We still value our careers!”

Are there negative stereotypes about men? Of course. And Rebecca Romanucci — who founded DynoSafe in 2017 to bring to market a smart, IoT, temperature- and climate-controlled container to hold packages delivered to an unattended address — refers to one that characterizes men as not liking to ask for directions and not reading instructions when putting something together as she describes herself as the polar opposite.

“I took the time to complete a tremendous amount of research, and to apply for patents, prior to building, testing and presenting the prototypes at national conventions such as CES (the world’s largest consumer electronics show).”

BUILDING SUCCESS 'THE OLD-FASHIONED WAY — WE EARNED IT' (to co-opt John Houseman’s line from a 1980s advertising campaign)

“Our unique life experiences expose us to numerous pain points/ problems and sensitivity/compassion, and an entrepreneur becomes driven to solve the problem,” says Romanucci. “I identified the problem, obsessed about the solution, researched other solutions, identified that all other solutions lacked my differentiator — 'climate/temperaturecontrol' — and invested my own funds into securing IP, patenting my differentiator, building and securing a mote between my product and all others. Then, I spent 10 to 16 hours a day fully aware that I needed to establish myself as a leader in this industry, building trust and confidence in a male-dominated industry, while continuing to invest my own funds in the necessary, next steps.”

“For me, growth comes from ‘leveling up’ continuously,” says Clyde. “This means taking on increasingly difficult challenges and using the experience and knowledge from the past to build something new. I started Botco. ai in 2017 with 20 years of industry experience in digital marketing and marketing automation. But what I didn’t have was experience building a high-growth, venture-funded software startup.” She believes one of the most important choices she made was to partner with people who did have experience building and scaling startups. “I surrounded myself with mentors, immersed myself in the learning process and joined two accelerators (Alchemist Accelerator and Venture Ready). I approached my startup with 100% curiosity and openness to learning.” She credits her coachability for helping her keep growing and expanding. “Plus,” she notes, “it’s so much more exciting to try new things and learn from new people in different fields! That has been the best part of this journey.”

Clyde took an approach she calls “co-creation”: “I consulted with my potential customers iteratively and with nearly 100 customer interviews through the early stages of Botco.ai. By taking this approach, productmarket fit was built in.” These potential customers also validated her company by helping fund the product. “My first checks came from early customers and angels that are in the industry I was selling into,” she says.

Says High Rock Accounting CEO Liz Mason, “People judge my company by the fact that we are woman-owned and assume it is some kind of lifestyle business.” But her leadership of her company follows a type of risk-taking that is typically seen as a male business trait, she says. “I have been bold in decision making — taking on large clients before having the right team members to handle it; opening new offices in foreign countries without a

single client; believing in myself and my team’s ability to handle anything above all.

“Any business person needs to take a step back and align themselves with their goals, and to be successful they have to push through the limits of what is comfortable and easy and take risks,” says Mason. “I’ve done a lot of risk taking, and it has paid off in spades.”

However, Mason does embrace a mindset that she believes sets High Rock apart from a male-run company. This was underscored recently, when she asked her team for critical feedback on the company’s internal operations and received a lot of excellent ideas and areas to focus their efforts on improving. “When I acknowledged the team’s amazing ideas, I received a message from one of our male team members who spent the majority of his career in startups and then private equity back corporations run by men. He said, ‘Thank you, Liz, for asking how we all feel about how things are. Most businesses wouldn’t even ask or care what others thought, let alone take the feedback and use it to shift the business model. This separates your leadership style from the rest of the world and is why you are an amazing human being and mentor.’” Mason believes that statement is actually a reflection on a female-run company. “I have been more focused on building something great for all of us on the team collaboratively, rather than pushing them to build something for me.”

GROWING IN THE COMMUNITY; GROWING THE COMMUNITY

“Phoenix is generally an incredibly open and accepting community and, outwardly, I would say we experience little sexism compared to many parts of our country,” says Mason. “However, there is still an intense underlying bias that people have assuming women are not as successful, are not building things as big as men, are not capable of dealing with finances, and are inherently weaker.” Sharing, “I am extremely ambitious and have giant world-domination goals,” she also notes, “I battle the systemic sexism on a regular basis and I do it acknowledging what it is and that we will always have to deal with it intelligently to maintain success.”

Romanucci also finds Phoenix a thriving environment for entrepreneurial opportunities. Attending many Phoenix-area startup-community events, which she reports were male-dominated, with more than 90% male attendees, she says, “I didn’t take the time to identify with the lack of female representation, but instead I asserted myself, eagerly learned, formed a wide variety of connections and made it my priority to follow up with each connection.” Her point is that every entrepreneur must identify the resources available to them and make a concerted effort to make the most of every opportunity.

Pay disparity was part of the impetus for Clyde, whose investigation at “a large tech company in Chandler” where she was employed made it clear to her that she was getting paid about 30% less than her male counterparts.

That was back in 2005, and she says the company recently announced it had achieved pay parity. However, she says she is happy she left the corporate world to start her own businesses and control her destiny because “it’s so much more fun to be an entrepreneur.”

For the future, says Clyde, “Now that I am in a leadership role and have the ability to have an influence on other leaders, I see it as a responsibility to ensure that women and minorities are included in all the opportunities that everyone else has, and that they also get to thrive based on their effort and merits.”

High Rock Accounting highrock.co DynoSafe dynosafe.com Botco.ai botco.ai

“I am extremely ambitious and have giant world-domination goals. … I battle the systemic sexism on a regular basis and I do it acknowledging what it is and that we will always have to deal with it intelligently to maintain success.” —Liz Mason, Founder and CEO, High Rock Accounting

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Social Impact

BUSINESS GIVES BACK

Plexus Worldwide Volunteerism: Nourishing Health and Happiness Health, wellness and a focused response to the needs of humanity

In these crazy times when isolation has become commonplace and charities are desperate to stay afloat there are still ways to volunteer safely. One source of information about virtual volunteer options is the VolunteerMatch site.

Through VolunteerMatch, anyone can explore hundreds of virtual volunteer opportunities in cause areas like health and medicine, education, and community building, that can be done from a computer from home or anywhere. volunteermatch.org/ virtual-volunteering

Tyler Butler (“Tyler Butler | Giving in Style”), founder and CEO of 11Eleven Consulting, is a corporate social responsibility practitioner and expert leader in the corporate citizenship space. She has served on numerous national and local boards and is often cited as a subject matter expert by Forbes, Entrepreneur, U.S. News & World Report and more.

11elevenconsulting.com givinginstyle.net

by Tyler Butler

Plexus Worldwide is more than a health and wellness company. It is a company built from the belief that people should have the opportunity to meet their wellness and financial goals. Originally started with its flagship product, the Breast Chek Kit, which allowed women to easily perform their own monthly examinations, Plexus has a tradition of exploring solutions that help society in myriad ways. It was the implementation of Plexus Charities in 2018, however, that led to a focused response to the needs of humanity.

Through Plexus Charities, the company empowers employees to support causes that they are personally passionate about. Plexus realized that, while most employees are interested in volunteering, it may not always be viable with busy schedules. As a result, Plexus began providing 16 hours of paid volunteer time to be used during regular business hours at either company-planned events or on their own with eligible 501(c)(3) nonprofits.

Additionally, Plexus planned to have corporate-led initiatives that would complement and elevate the employee volunteerism that they take so much pride in. In 2018, Plexus launched its Nourish One™ initiative, where “a meal for you means a meal for a hungry child or family in need” as it contributes a donation equivalent to one meal for every serving sold of Plexus Lean. To date, Nourish One™ has already helped donate more than 16 million meals to children and families through this partnership.

And Plexus has committed to designate a portion of the funds to its local Feeding America affiliate, St. Mary’s Food Bank.

In January 2019, Plexus set up an ongoing partnership with Mary’s Meals, a global charity that combats hunger in the world’s poorest communities. This was met with the creation of Plexus’ formal philanthropic program and support from its employees as the company identified three pillars of giving for all corporate sponsored events. These pillars are Healthy Eating, Healthy Communities and Healthy Environments, which are aligned with the company’s mission of Health and Happiness.

Plexus Worldwide employees volunteering to make pizza at St. Vincent de Paul

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Plexus Worldwide employees volunteer often at St. Mary's Food Bank and made the nonprofit the focus of their Week of Service in September 2019

“There is no greater joy than donating time to help those in need, and Plexus is proud to give back to the communities that helped us grow over the past decade,” says Tarl Robinson, founder and CEO. “I am proud of how enthusiastically employees have embraced this new spirit of giving.” The passion displayed by Plexus employees is evident through activities such as their meal prep and distribution at St. Mary’s Food Bank, the packing and organizing of presents for the Salvation Army and through the harvesting and planting at the St. Vincent de Paul Urban Farm. In fact, Plexus employees are so passionate about their community engagement efforts that they have logged more than 2,300 hours aiding causes they care about.

Plexus has not let COVID19 dampen its commitment to volunteerism, either. Since the beginning of the pandemic, employee in-person volunteer activities have had to adapt to virtual volunteer drives and activities. In this spirit, Plexus employees have been participating in company-led activities such as the creation of inspiration cards for the individuals served by Cancer Support Community Arizona, Ryan House and HandsOn Greater Phoenix. They have participated in a Kumomi painting class benefitting the participants at Cancer Support Community AZ. Finally, they helped a virtual heat relief campaign benefitting Salvation Army, which raised mor than $8,000 in donations and matching corporate contributions.

Plexus has also continued to donate tens of thousands of products to organizations such as Food Banks Canada, Atlanta Community Food bank, St. Mary’s Food Bank, and St. Vincent de Paul Georgia and Phoenix. “Our vision to spread health and happiness extends beyond our community to people across the country and around the globe, and this initiative allows us to multiply our donations by giving Ambassadors and customers a way to get involved,” says Alec Clark, founder and president. It is companies like Plexus that are taking a leadership position in activating volunteers that is so valuable.

Plexus provides its employees with 16 hours of paid volunteer time to be used during regular business hours at either companyplanned events or on their own with eligible 501(c)(3) nonprofits.

Photo courtesy of Plexus

VIRTUAL VOLUNTEERING

DARING TO BE BETTER

Risk

Leading and Living B.I.G.

Boundaries, integrity and generosity are the cornerstones of fulfilling leadership

by Eileen Rogers

As human beings, we are meaning-making machines! To make sense of our daily lives, our brains are constantly on the hunt for a story that fits.

Yet, there is a problem with stories. Once we give ourselves a good guy and a bad guy, or a right way and a wrong way, our brains reward us with a hit of the feel-good neurotransmitter called dopamine. The brain doesn’t care if the story is true or not; it just wants to feel good again.

So, in the absence of data, we make up stories. A lot of stories. A lot of stories about the people and teams we lead.

DO YOU BELIEVE PEOPLE ARE DOING THE BEST THEY CAN?

Brené Brown, Ph.D., LMSW, author of the book Dare to Lead, found in her research that we fall roughly into two groups.

Fifty percent of us assume and believe people are doing the best they can. The other 50% assume and believe, “Oh, hell no, they’re not!”

Leaders who assumed the “hell no” stance turned out not only to be hard on others, but often brutally perfectionistic and hard on themselves. They struggled with their egos and used shame, blame, cajoling and pushing others to get things done. They believed people were ignoring them, making them angry or driving them crazy on purpose, or that they were just lazy. By believing this, they gave themselves permission to be angry, so they could then choose to sidestep hard but potentially productive conversations.

The leaders who assumed positive intent were kinder and gentler not only on others but on themselves. They started with a generous hypothesis about other people’s thoughts, words and actions.

These two different kinds of leaders didn’t give up on excellence but approached their teams and organizations in very different ways.

B.I.G.: BOUNDARIES, INTEGRITY AND GENEROSITY

Dr. Brown’s work led to the concept of living “B.I.G.” As a daring leader, living the concept of B.I.G. means I believe that “people aren’t broken; systems are broken.”

There are, as might be imagined, three parts to living B.I.G.: Boundaries: Getting clear on what’s OK and what’s not.

Integrity: Choosing courage over comfort; choosing what is right over what is fun, fast, or easy; and choosing to practice our values rather than simply professing them.

Generosity: Working from assumptions and intentions of compassion and grace. Operating with less judgement and more curiosity.

The leaders Dr. Brown interviewed who had the clearest boundaries were also the most generous and compassionate.

Setting and maintaining boundaries is a skill set most of us were never taught, especially in the workplace. Setting clear boundaries means “I will have harder conversations and create greater accountability.” Clear is kind. Unclear is unkind.

Assuming positive intent doesn’t mean leaders would stop helping others set goals, grow or change. It does mean that we commit to stopping the habit of respecting and evaluating people based only on what we think they should accomplish.

Instead, we respect them for who they are and hold them accountable for what they’re actually doing.

It also means daring leaders who live B.I.G. focus on the difficult tasks of teaching their teams, reassessing skill gaps, reassigning them or letting them go. As crazy as it sounds, Dr. Brown’s research showed that many leaders choose to stay in resentment, disappointment and the frustrations that come with believing people aren’t trying rather than face a difficult conversation about real deficits.

REFLECTING ON A B.I.G. LIFE

“At the end of the day, at the end of the week, at the end of my life, I want to be able to say that I contributed more than I criticized.” —Dr. Brené Brown Discovering Dr. Brown’s work became an inflection point for me. It caused me to ask, “What boundaries need to be put in place so I can work from a place of integrity and extend the most generous interpretations of the intentions, words and actions of others?”

It also caused me to ask myself, “How can I help my people develop and perform better without making negative assumptions?” It launched a process of discovery that led me to understand that if I’m generous to those around me, I can be equally generous to myself: “I am doing the very best I can with what I have right now.”

Showing up in my integrity; making generous assumptions about the actions, words and intent of others; and having established boundaries is what I strive for. When I provide clear expectations with set boundaries, people perform better. While I can’t guarantee everyone is always doing the best they can, I do know that my life is better when I assume that they are.

“At the end of the day, at the end of the week, at the end of my life, I want to be able to say that I contributed more than I criticized.” —Dr. Brené Brown

After 40 years as president of her print and marketing company, Eileen Rogers’ encore career is now as a leadership coach and business advisor through her company One Creative View. She is a seasoned and accomplished entrepreneur and recognized community leader who is fiercely passionate about supporting and growing more vulnerable and courageous leaders.

She is a certified Dare to Lead™ facilitator, Integrative Enneagram practitioner and executive coach. onecreativeview.com

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Workplace

SAFETY PROTOCOLS FOR BUSINES

Workplace: Making a Safe Environment A step-by-step guide for business owners to create a threat-free zone

by Doc Elliot

Warning Signs of Potential Violence Signs include some or all of the following: • Excessive use of alcohol or drugs • Behavioral changes that include poor job performance • Depression or withdrawal • Complaints about unfair treatment • Violation of company policies • Mood swings and overreaction to criticism or evaluations • Paranoia

A nationally renowned Federal Crisis Negotiation Specialist, Doc Elliot is founder and president of Phoenix Training Group.

Since 1976, Phoenix Training Group has been the nation’s leader in workplace violence prevention training, customizing effective anti-violence training programs for corporations across all industries. phoenixtraininggroup.com

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In the midst of COVID-19, workers in all industries are being affected by societal tensions, unprecedented stress and pressures at home. Those stressors find their way to the workplace, creating dangerous environments that put both employees and customers at great risk.

The following steps will help every business owner prevent workplace violence and keep employees and customers safe while instituting a culture of safety in the workplace.

Who Is at Risk for Workplace Violence?

There are four major types of workplace violence: • Criminal intent (e.g., robbery by someone with no relationship to the business) • Customer/client violence • Worker-on-worker • Personal relationship (i.e., domestic violence) While workplace violence can affect anyone, there are certain risk factors that increase a person’s risk, including gender and occupation. Women in particular are vulnerable to domestic violence in the workplace — they are twice as often the victim of workplace homicides, with 32% of the homicides committed by a domestic partner.

While taxi drivers, healthcare workers and other social work occupations have some of the highest rates of workplace violence, other sectors of employment are seeing an increase in workplace violence, too. These include government, education and health services, professional and business services, and retail. For these employees, workplace violence is the third leading cause of death on the job.

Occupations with the highest risk of workplace violence include any that interact with the public, are open after dark and serve alcohol.

WHAT IS VIOLENCE PREVENTION TRAINING AND HOW DOES IT WORK?

In general, workplace violence is the product of the interaction between three factors: • The person committing the violence, • The triggering event that motivates the person, and • A workplace that is more conducive to allowing violence to happen.

WORKPLACE VIOLENCE PREVENTION TRAINING CAN HELP MITIGATE ALL THREE FACTORS.

7 Key Steps to Identify, Address and Prevent Violence in the Workplace 1. Analyze the workplace. A thorough assessment of the workplace is necessary to understand where the bulk of a business’s workplace violence prevention training should focus. This process is similar to risk management. Answering these questions will help business owners figure out where they are in terms of workplace violence prevention: • Has there been violence in the workplace before?

• When, what kind, and who was involved?

• How was it handled?

• What systems were put in place afterward, and were they effective?

• If there have been no violent incidents in the company’s history, what is the company doing well?

• Are there gaps in the company’s workplace violence policies? Where?

• How safe is the physical environment? Which doors stay locked? How are employees protected if they leave late at night?

2. Create a supportive environment. Every training program starts with developing a relationship with employees.

It is important that company leadership, including the HR department, make employees feel heard and supported at work.

For example, this could help workers who are experiencing domestic violence to be more open with their employer. Should the domestic partner show up at work, the employer is then able to respond accordingly. This also means that workers reporting potential violence or verbally threatening remarks should be supported and not face reprisals, regardless of who they are reporting. Workplace violence policies apply all the way up the corporate ladder and with any client.

3. Offer communication and empathy training. Workplace violence training is often about how to handle a violent episode as it is occurring, but offering workers training in effective, empathetic training and coaching can prevent it before it starts.

In today’s crisis-driven environment, some organizations are partnering with psychologists and therapists to offer employees a safe outlet for their feelings at work.

4. Establish a clear workplace violence policy. Employers should consider how they handle workplace violence — what supports or disciplinary actions are in place for verbal and nonverbal threats and actions? And they should let their employees know this information with consistent, constant training.

5. Commit to a non-violent workplace. Commitment to a non-violent workplace means regularly allocating resources — money and time — to training workers and preventing workplace violence. And this workplace violence prevention training should be annual.

6. Train employees to recognize warning signs. Training employees to be alert to warning signs of potential workplace violence can stop an incident before it starts.

7. Create an action plan, share it with employees, and practice. No one wants to think about the worst-case scenario, much less practice it regularly, but practicing drills for active shooters and other workplace emergencies and having a plan in place could save lives.

Workplace violence prevention training and techniques have evolved over the years to reflect the real-life situations we are facing in the business world today.

Many industries and organizations are required by law to provide workplace violence prevention training to workers. A number of sweeping new legislations are currently being reviewed that would make violence prevention training required across the U.S.

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Capacity

FOR-PROFIT & NONPROFIT GROWTH

Embracing Chaos

Turning stress into energy and movement forward

by Bruce Weber

Bruce Weber is founder and president/CEO at Weber Group. Weber brings more than 20 years of experience to the for-profit and nonprofit community, working with startup, growth and mature organizations. His focus is in strengthening organizations through strategic planning, organizational development, leadership and board development.

He is a BoardSource Certified Governance trainer and a founding partner of the Nonprofit Lifecycles Institute. webergroupaz.com

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Chaos is defined as “a state of utter confusion, or disorder, a total lack of organization or order.” If there is one thing we are not missing right now is more chaos! The world has been turned upside-down in ways that we have never dreamed of! Things that once seemed normal, now require deep preparation, orchestration and facilitation like never before. The new normal is no longer new; it’s getting old, and the longing to return to even better days seems a distant probability. So how can we take advantage of this situation and turn the associated stress with chaos into energy?

It boils down to three things: clarity of vision, setting realistic expectations, and dedication to new approaches.

Since the pandemic began, I have read and listened to many strategies in dealing with stress, people management, business management, and how to build plans to survive the period we now live in. The reality is that change is constant and the chaos it often brings along with it are with us all the time. I suggest viewing chaos as an opportunity, a chance to rethink and recalibrate and explore. Let’s dive into those three elements to take advantage of the turmoil.

First, where do you want to drive your business or organization forward? You don’t have to shoot for the moon (although there is nothing wrong with a setting high goals), it’s just that sometimes bite-sized chunks may be more realistic and enable you to chip away and experience interim progress. Take the time to be succinct about where you want to go and what that vision looks like along with the impact your organization is trying to make. Engage your employees and those outside the organization in those conversations. The more insight you can gather from your vital stakeholders, the greater chance you will discover a path that never existed.

“Tomorrow is certain to be very different — which is why we must start reframing the future today.” —Andy Baldwin, Ernst and Young Global Managing Partner

Second, set realistic goals about what is achievable. Allow yourself permission to explore and imagine beyond what you would consider “normal” and remain within what is fundable and resource-able. Challenging times can be overwhelming, but taking time to reevaluate your goals and direction often provides unexpected clarity. Do not undertake this process alone; rather, include those who are invested in your business along with those you serve. Often, we can become intimidated by the unknown and our imagination begins to alter our thinking, and we begin to question the validity of new approaches. While you want to build a sustainable future, do it under the guise of success. Ask yourself, “What do I and my team need to build this new approach?” Avoid allowing negative thoughts to limit your potential.

Lastly, be dedicated to trying those new approaches and measuring their impact. One way to facilitate a new direction I mentioned earlier is to allow your staff to stretch outside their current job and take the lead on a new project. Staff participation provides a sense of ownership and inclusivity that is often elusive to most organizations. Often, being close to the client or customer, an organization’s staff recognize opportunities unseen by the leadership. This sense of inclusion and ownership brings your organization closer together and builds a strong bond with the vision of the organization. Create measurement metrics that are simple and understandable while providing a “real-time” evaluation of success.

Driving a hybrid car, the driver generates energy while braking to slow down or stop. Often, that process of slowing down in an organization offers a chance to create new energy to dream and imagine. Let’s work to turn that “slow down” into productive energy in our organizations and, ultimately, turn that energy into results.

OUR SUBJECT IN-DEPTH

Use OKRs to Maximize Productivity and Profitability Concept stresses qualitative goals and quantifiable measurement

by Bastin Gerald

Google, Amazon, Spotify and LinkedIn are some of the most recognizable brands in the market today. These companies all have something in common, and it’s not just that they’re leaders of the technology industry.

They all follow the same goal-setting system: OKR.

WHAT IS AN OKR?

The acronym stands for “Objectives and Key Results.” OKRs are a highly flexible and effective way to organize company goals, inspire employees and stimulate guided growth.

Companies in Silicon Valley have been using this method for decades and, recently, organizations in every country, industry and maturity level have begun following their lead.

Objectives are qualitative, inspirational and time-bound goals, usually within a business quarter, that are set to be executed by a specific group of people within a company. An example of an objective could be: Build a robust demo pipeline.

Meanwhile, key results answer the “how to” of the objective. They provide concrete, metric-based targets that measure the success of the objective in quantitative terms. For example, the key results used to measure the success of the objective from the above example could be: • Increase outbound demos from 15 to 75.

• Qualify at least 60 leads from monthly webinars.

• Maintain at least 125 new outbound emails per week.

FIVE KEY BENEFITS OF OKRS

This methodology uses a cyclical framework of weekly check-ins, continuous learning and quarterly re-evaluation to help companies turn their abstract goals into concrete realities. This is a simple and yet immensely powerful methodology that brings five major benefits to an organization when utilized correctly.

These are outlined by the famous venture capitalist John Doerr in his 2018 book Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs. An easy way to remember these benefits is by remembering the acronym FACTS, which we dissect into its components below.

Focus: First, OKRs help narrow focus. In order to put in the necessary effort to achieve idealistic goals, leaders need to prioritize between three to five written objectives. These objectives, alongside their corresponding key results, then become the top priorities for the quarter.

Alignment: OKRs can be set at different tiers of a company, which can include corporate, departmental, team or individuallevel OKRs. To ensure that goals are compatible with one another, OKRs are aligned within a company. This can be accomplished through top-down alignment, in which a highertier key result informs a lower-tier objective or key result; or

they can be aligned from the bottom-up, in which a lower-tier objective informs a higher-tier key result.

Commitment and Tracking: Next, OKRs encourage employee commitment and detailed tracking. These benefits improve the engagement level of employees within the company. Weekly or biweekly check-ins are vitally important for OKRs, both to track progress and to remind workers of their priorities. Rolling out this program at every level of an organization can be a big shift for some companies.

However, when an organization decides to use this framework, employees are given the autonomy to fulfill their responsibilities, closely track their progress and contribute to larger company goals. This model fully engages employees and provides an easy way for leaders to track progress.

Stretch Goals: The fifth benefit of a successful OKR program is stretching. Setting stretch goals not only ensures that targets are ambitious, but also pushes employees out of their comfort zone, encouraging them to find ways to achieve more. This encouragement can have groundbreaking results.

When businesses take the time to formulate their OKRs properly and encourage employees to look toward their OKRs as a source of guidance and progress, this methodology can be truly transformational.

THE OKR CULTURE

OKRs are more than just a goal-setting methodology. When utilized correctly, they become part of the culture within a company. Companies that repeatedly return to OKRs to determine their progress, guide their growth and learn from their past mistakes will find that this framework encourages employee engagement, accountability and productivity.

With OKRs, individuals are responsible for certain goals.

Their day-to-day work becomes connected with quarterly corporate objectives, which instills not only a sense of ownership in employees but also a sense of purpose.

Employees know their priorities for the quarter and can see their contributions drive progress.

In eliminating unnecessary confusion among employees about priorities and purpose, OKRs can help businesses maximize every working hour they have, driving productivity and profitability within their company.

The OKR methodology uses a cyclical framework of weekly check-ins, continuous learning and quarterly re-evaluation to help companies turn their abstract goals into concrete realities.

Bastin Gerald is the founder and CEO of Profit. co, which provides an OKR management solution for a wide array of companies around the world.

Its mission is to help businesses implement transformative and effective OKR programs that drive focus, alignment and growth.

Profit.co provides OKR coaching, implementation training and OKR-centric software that helps companies manage their employee performance, engagement and tasks. profit.co

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LAW MATTERS TO BUSINESS

Companies’ Compliance Concerns Regarding Independent Contractors

Freelance workforce misclassification 101: what legal and finance teams should know

by Shahar Erez

Shahar Erez is co-founder and CEO of Stoke.

Stoke uses real-time data to streamline the entire independent contractor lifecycle with an emphasis on legal, tax and workforce classification. The Stoke platform provides reporting and alerting for documentation including W9 & 1099 forms, background checks and validating all required legal documents are in place (NDA, IP Data protection etc.). In addition, Stoke analyzes multiple data points to establish proper classification by state or internationally.

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The gig economy has exploded and, now more than ever, contract workers are in high demand. One report showed that month-over-month revenues in the gig economy increased 18% in June 2020 alone, according to an article in Forbes.

What’s more, many organizations are leaning on these contractors to keep their businesses afloat in the wake of this monumental recession.

However, with this huge new wave of contract workers — and the opportunities it presents for businesses — comes a number of misclassification risks that finance and legal executives need to be aware of.

As recently as 2017, Harvard Business Review reported that up to 20% of businesses misclassify their employees. And this was before a global pandemic flooded the market with tens of thousands of additional contract workers. As this trend picks up, federal governments in countries around the world are setting stricter standards and regulations to ensure companies properly handle this growing workforce as they work to build (or rebuild) their organizations.

The problem? Most companies still don’t fully understand the basic differences between their relationships with traditional employees and those with independent contractors. In fact, most organizational leaders are unaware of the volume of independent contractors working for their organizations and, due to a lack of proper tracking tools and processes, they often grossly underestimate the amount of freelancers they employ. This knowledge gap can lead to expensive consequences, including back-taxes at federal

and state levels; back pay for “wage theft,” retroactive insurance premiums, and additional penalties; back premiums for workers’ compensation insurance; and lawsuits from freelancers and independent contractors.

Below are some ways to approach the business of hiring and managing contract workers, and measures to implement so as to ensure a company is protected from unwanted consequences.

WHO QUALIFIES AS AN INDEPENDENT CONTRACTOR?

To qualify as an independent contractor, a worker typically earns income from multiple employers, and does not depend on a single employer for a majority of his or her income.

Additionally, the amount of control exerted over a worker is the largest factor in determining how he or she is classified in the eyes of the law. The more control an organization exerts in these areas, the closer they are to crossing the line from contractor status to employee status. However, it’s important to keep in mind that there isn’t a single list of items that can be checked off to determine whether or not an employee is considered a contract worker (and that list varies by state).

“There is no ‘magic’ or set number of factors that ‘makes’ the worker an employee or an independent contractor, and no one factor stands alone in making this determination,” says the IRS website. “The keys are to look at the entire relationship, consider the degree or extent of the right to direct and control, and finally, to document each of the factors used in coming up with the determination.”

Revenues in the gig economy increased 18% in June 2020 alone, according to an article in Forbes (“A New Payoneer Report Shows COVID-19 Is Accelerating Freelance Growth,” Forbes; Sept. 1, 2020). forbes.com

they are not the sole or majority source of income for their independent contractor. But how does an employer determine if this is the case? Here are four factors used to determine a contract worker’s financial setup.

• Exclusivity and independence: Can they, and do they, have other paying clients — and do they market their services to the public?

• Supplies and tools: Do they provide their own office and supplies, pay their own business expenses and hire their own assistants?

• Task/hourly pay: Do they get paid only for work they actually do, like hourly pay or task pay, with no paid vacations or holidays? Is their pay free from employee-benefit executive compensation elements like bonuses, health/life/disability insurance and equity awards?

• Business risk: Do they take business risks and bear the ultimate risk of profit or loss? Do they bear the risk of casualty loss (property/ personal injury) and do they buy insurance?

QUESTIONS EMPLOYERS SHOULD ASK THEMSELVES

When it comes to freelancers, not only in the U.S. but around the world, there are a few vital questions to ask to get a better sense of where the worker falls on the classification spectrum. The IRS lists three key areas — behavioral control, finances, and a worker’s relationship to the organization — used in determining their classification. Below are aspects of each that should be kept in mind as companies bring contract workers on-board. If the answer to most or all of the below questions is “yes,” it’s more likely that an employer’s relationship with the worker resembles that of an independent contractor instead of a traditional employee.

Determine what degree of independence the worker has. How much control is exerted over a worker is paramount in determining whether a business can consider them as independent contractors, or if they’re getting dangerously close to the traditional employee threshold. Here are three key factors to consider.

• Self-supervision: Do they have the power to perform their tasks the way they want to — free from anyone in the company instructing them on process; and free from discipline, work rules, performance evaluations and other supervision and control?

• Self-scheduling: Are they free to set their own schedule and work hours, with no attendance requirement?

• Self-starting: Are they free to determine the order and sequence of their tasks, with no requirement to make regular progress reports to their employer?

What is the nature of their financial situation in relation to the company? In many countries, it’s important for businesses to make sure

The amount of control exerted over a worker is the largest factor in determining how he or she is classified in the eyes of the law.

How is the relationship set up? While it may be tempting to just hire contractors to perform every role in an organization — especially for smallbusiness owners — there’s a lot of risk involved in that, especially when it comes to continuously employing an independent contractor in perpetuity, or on a long-term basis. Below are four factors that illustrate what the relationship between an organization and an independent contractor should look like.

• Short-term: Is the relationship with the worker explicitly temporary?

• Tax/social security: Do they make tax/social security payments and withholdings like a business?

• Business cards/letterhead/email/title: Do their business cards and letterhead clarify their independence from the organization, and do they use a title unrelated to the company? Are they kept off organizational charts and internal structure documents? Does their email address make clear they are not part of the organization?

• Core business functions: Is the worker performing specialized tasks that are not a part of the business’s core functions? (Examples of core business functions could include administrative assistant work or, in cases like Uber, could include serving as a driver for a company whose core business function is transportation.)

These questions can help companies determine contractor dependence, but they’re not all that need to be considered. There are three additional questions that are critical to ask, and that frequently factor into classification analysis.

• Restrictive covenants: Is the worker free from non-compete, nonsolicitation and other post-termination restrictions?

• Training: Does the worker refrain from attending an organization’s training sessions as a student?

• Organization structure: Does their operation stay separate from the organization’s structure and work procedures? (For example, including them in the payroll or HRIS could suggest they are part of an organizational structure.)

With the basics of contract worker classification now understood, what can employers do to ensure their company stays above-board with the contractors that they plan on hiring? First, it is important that they consult the full guidelines laid out by the IRS (Understanding Employee vs Contractor Designation: www.irs.gov/newsroom/understanding-employeevs-contractor-designation) regarding these matters, but it is also beneficial for companies to start thinking about investing in a workforce management platform that specifically helps businesses reduce the manual labor and risk of managing this alternative workforce, ultimately creating a smoother process and experience for both the contractor and the employer.

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INVESTING IN COMMUNITY

Community Foundations: First Responders of Philanthropy

They work with individual donors, community collaborators and corporate leaders to address their community’s needs

by Steve Seleznow and Steve Evans

The Arizona Community Foundation’s COVID-19 Impact Report: Supporting Communities Through Crisis provides an overview of the foundation’s response to COVID-19 in communities across Arizona. azfoundation.org/ Community2020

Steve Seleznow is the president and CEO and Steve Evans is the board chair for the Arizona Community Foundation, a statewide family of charitable funds supported by thousands of Arizonans. azfoundation.org

JAN. 2021

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After a year full of crises and uncertainty, the dawn of 2021 seems like an appropriate time to reflect on the work of community foundations across the country. Any reflection must consider a nation dealing with a public health pandemic, social justice issues taking a prominent space on the national stage, and an unprecedented presidential election. This confluence of circumstances has delivered a mix of both positive and negative impacts on individuals, communities and businesses in every corner of the United States. But through it all, community foundations — and the donors who entrust them with their charitable assets — have taken swift action to support nonprofit organizations, small businesses and the communities they serve as we collectively react to these difficult and constantly evolving circumstances.

Through the first four months of the COVID-19 outbreak, community foundations across the U.S. mobilized more than $1.0 billion to support the efforts of nonprofits on the front lines, offering a critical lifeline and ensuring that those in need received food, shelter, PPE and other basic needs. The speed with which these foundations responded and the crisis itself were unique, but the act of giving and support was not. As they have done for more than 100 years, community foundations mobilized and distributed funds to help communities large and small, from big cities and their suburbs to small towns and surrounding rural areas. Because of their local connections and knowledge of the nonprofit ecosystem, community foundations are well-suited for collecting charitable dollars and distributing grants to the organizations that provide vital services day in and day out.

Here in Arizona, the Arizona Community Foundation partnered with Valley of the Sun United Way and other community partners to fundraise and efficiently distribute more than $9.2 million in immediate relief grants to nonprofits serving all 15 counties. The bulk of these dollars was distributed before government assistance programs were finalized, helping nearly 700 nonprofits keep up with increased demand or shift their service delivery model to accommodate physical distancing measures.

In addition to this continued support of Arizona’s nonprofit community, ACF was able to expand its grantmaking processes to deliver grants to another hard-hit community: local small-business owners. When the CARES funding was finalized and distributed to local governmental organizations, ACF contracted with nine local government entities to distribute more than $75 million in small business relief grants. Throughout the summer and fall, more than 11,000 applications were vetted, with 6,039 individual grants distributed. These grants provided financial lifelines for small businesses and restaurants suffering from lost revenues due

to the pandemic. Yet another example of how community foundations are poised to act quickly and respond to the challenges faced by local communities.

Community foundations also work with individual donors, community collaborators and corporate leaders to address the needs of the communities they serve. Through the second half of 2020, many worked to address the issues of racial injustice brought to the national spotlight by delivering educational sessions and convenings. As a trusted, nonpartisan convener on many issues, community foundations are uniquely suited to elevate voices that are often underrepresented or unheard.

The Arizona Community Foundation elevated this topic through its Black Philanthropy Initiative and a four-part webinar series, Foresight 20/20. This series, presented during Black Philanthropy Month in August, provided an opportunity for the general public to learn about the civil rights movement in Arizona, solutions for economic equality, addressing inequalities in social justice and recent patterns of economic inequality. These sessions encouraged dialog and shared data that will serve as the building blocks for addressing racial inequity in the state. By the end of the series, the ACF Black Philanthropy Initiative launched the BPI Social Justice fund, which to-date has raised more than $1 million to focus on building economic security and stability for Black-led businesses operating in Arizona.

Whether working to address social justice, educational outcomes, affordable housing, food insecurity, health innovations, community development or any of the myriad social services and programs that make individuals’ lives better, community foundations across the country bring people together to research, convene, discuss and react to each individual community. They are as different from one another as the communities they serve, but they all share a common purpose: to create a better world through collaboration and philanthropy.

Advised Fundholders Provide Additional Relief. An advised fund is a flexible giving tool that allows individuals, families and businesses to recommend grants that align with personal passions. Between March and July 2020, ACF donor advised fundholders recommended a total of $2 million grants to nonprofit organizations for COVID-19 relief (double that period the previous year). This was in addition to the $9.2 million distributed from ACF’s COVID-19 Community Response Funds.

WE VALUE WHAT WE OWN

All-New 2021 Acura TLX A-Spec

2021 ACURA TLX A-SPEC

But their main purpose is to protect us from airborne droplets that we expel when we breathe or talk that might contain disease molecules — notably, COVID-19.

There are varying degrees of effectiveness, with bandanas and

It’s important to remember that the

Diversity, sion Equity & Inclu Is

The Time

NOW

This Month's Guest

Editor

Pete Hemingway

Impacts of New

Marijuana Law Volunteerism for Your

Workforce Development En Negocios

Means Business $7.95 INBUSINESSPHX.COM

THIS ISSUE

Nonprofits Alliance of Arizona

DON’T MISS OUT!

Get a year of In Business Magazine. Subscribe now at inbusinessphx.com

droplets are expelled

gaiter-style right at the bottom, and the CDC offers guidance on

when we breathe or

this on its website (www.cdc.gov: “How to Select, Wear, and Clean

talk. Therefore, masks

Your Mask”).

must cover nose as well as

But if they are not worn properly, they don’t work at all.

mouth. Employers would do their

This writer has been in several retail establishments, which

employees and customers better service by addressing a training

I will not identify but neither will I risk patronizing again, where Photos courtesy of Acura

on how to wear them.

Sexism Tech Scene Despite Succeed and Strengthen Female Founders

INBUSINESSPHX.COM

but has not educated them

0-60: 6 sec.

•

that employees wear masks —

social awareness, or simply patterns and color.

Trans: 10-speed automatic

JANUARY 2021

They make a statement as to the wearer’s favorite sports team,

Hwy: 31 mpg

& INCLUSION DIVERSITY, EQUITY

management apparently dictates

City: 22 mpg

JAN. 2021

Acura acura.com

Face Masks: Do You Nose How to Wear Them?

Face masks are the must-have fashion accessory of our time.

MSRP: $44,750

When it comes to handling, the 2021 TLX makes no compromises. The new double-wishbone front suspension and available Adaptive Damper System deliver precision handling and powerful cornering grip over almost any road surface.

Superior performance needs superior stopping power, and the highly sophisticated electro-servo brake system derived directly from the NSX supercar is incorporated in the new TLX for precision braking through corners. The driver can select from four unique driving modes, including individual mode, for the ultimate in personalized performance.

—Mike Hunter IN BUSINESS MAGAZINE

The all-new 2021 TLX leads the way in pushing the limits of performance, tech and design. Every TLX gets the thrills of a 272-HP VTEC® Turbo engine and luxurious amenities in an alluring, sculpted body. Customized drive modes, ambient lighting and available rear-biased Super Handling All-Wheel Drive™ (SH-AWD) deliver pleasure and performance like never before.

Providing precision craftmanship, the TLX is refined with high-grade materials like leather, available real wood trim and metal accents. A wrap-around cockpit puts the driver at the center of Acura’s performance-forward design. The TLX can be a Wi-Fi hotspot for up to seven devices at once for streaming, browsing and staying connected.

From the black decklid spoiler and rear bumper trim to the premium full-grain Milano leather seats and NSX-inspired flat-bottom sport steering wheel, the 2021 A-Spec has next-level sport styling. The wide, trim-exclusive Shark Gray alloy wheels enhance the car’s performance, look and feel.

The vibrant red A-Spec interior features perforated Milano premium leather and Ultrasuede-trimmed seats with contrast stitching and piping. Each TLX is equipped with an exclusive wheel design that amplifies the spirit of this sport sedan. For a personalized edge, the TLX can be enhanced with Acura Genuine Accessory wheels.

to this.

—RaeAnne Marsh

A-Spec Difference: The A-Spec celebrates performance with design detail that levels up the car’s drive. The enhanced sport seats with black Ultrasuede® trim, piano black spoiler, flat-bottom sport steering wheel and LED fog lights give the A-Spec a more aggressive edge.

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JAN. 2021

INBUSINESSPHX.COM

MEALS THAT MATTER

Get Back to Lunch in Downtown Phoenix Local restaurateurs are a force for a reimagined dining scene

by Devney Preuss

GARDEN PESTO PIZZA [FREAK BROTHERS] A pesto base topped with tangy banana peppers, spinach, grape tomatoes, mushrooms and mozzarella $11

CEVICHE [PROVECHO] Fresh shrimp, fish, cucumber and serrano peppers, served with tostadas and saltines

There’s no disputing that 2020 has pushed us to rethink the way we live, work and play. It has also left us with an insatiable appetite for the things we relish. High up on that list is taking in a leisurely midday break with colleagues and friends to catch up over a delicious alfresco lunch on an airy patio.

Much like its namesake, which is known for rebirth and reinvigoration, Phoenix’s downtown core is resurging — especially on the dining scene!

For the past several months, restaurateurs across the four corners of Downtown Phoenix, many of whom live mere steps away from their establishments, have been busy reimagining and reengineering how to satiate our appetites for the things we miss most — good food, great drinks and the unique vibe only Downtown Phoenix can bring.

Delivering upon a vibrant and healthy downtown that creates enriching and engaging experiences, Phoenix’s city center is full of life and provides a safety-conscious escape from the confines of what have become monotonous, daily routines.

From a quick dash for a delicious pizza, to a relaxed break in the fresh air and sunshine far away from Zoom meetings, to a much-needed catch-up meal with a colleague not seen in months, to a family lunch after a visit to one of our many cultural venues, Downtown Phoenix offers up dynamic and delicious midday meal options in the city.

The Churchill, located on the northeast corner of N. First and E. Garfield streets, has become a must-visit dining and retail destination. With a hip food court vibe, it’s home to Freak Brothers Pizza and Provecho, two of the most fun and high-energy restaurants in the city — perfect for a midday pick-me-up.

Freak Brothers is known for creating edible art on blank canvases of handmade organic dough covered with simple, fresh ingredients and baked in a locally built wood-fired

oven. The must-try pie? The Garden Pesto Pizza, which is a farm-fresh, vibrant combo that starts with a pesto base and is topped with tangy banana peppers, spinach, grape tomatoes, mushrooms and mozzarella. The oil in the pesto gives the crust an extra flaky, delicious texture and each bite is so full even carnivores will forget there’s no meat on it.

While at The Churchill, patrons should also check out Provecho to indulge in true Central Mexican flavors and styles, which are made with locally sourced, high-quality, seasonal ingredients. Among the most craveable creations is the ceviche with fresh shrimp, fish, cucumber and serrano peppers served with tostadas and saltines.

The Larry, a unique restaurant and catering concept in the Warehouse District, is a gateway to healthy, comfortable and eclectic cravings from sit-down meals to grab-and-go options.

One of the finest culinary delights is the Chicken Katsu Torta, which is a traditional Mexican dish with a Japanese twist.

Created by Chef Gustavo of Kaizen, the sushi concept takes over The Larry’s kitchen in the evenings. Featuring chicken katsu, traditional torta veggies and tonkatsu sauce, served along with house-made togarashi potato chips and escabeche, this sandwich is the perfect example of The Larry’s menu: familiar, but never boring! The Chicken Katsu Torta will leave diners longing for their next visit.

The Churchill

Freak Brothers

Provecho

The Larry

901 N. First St., Phoenix

at The Churchill

at The Churchill

515 E. Grant St., Phoenix

thechurchillphx.com

(602)354-7723

(602) 466-2279

(602) 432-0752

freakbrotherspizza.com

provechoaz.com

thelarryphx.com

CHICKEN KATSU TORTA [THE LARRY] Chicken katsu, traditional torta veggies and tonkatsu sauce, served with house-made togarashi potato chips and escabeche $12

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There are more than 200 restaurants within the 1.7-square-mile Downtown Phoenix Redevelopment Area.

WINTER 2021

UNITING, STRENGTHENING, AND ADVANCING ARIZONA’S NONPROFIT SECTOR. ARIZONANONPROFITS.ORG

Don’t Put Charitable Giving on Your New Year’s Resolution List

by Kristen Merrifield, CAE, CNAP, Chief Executive Officer, Alliance of Arizona Nonprofits The Alliance of Arizona Nonprofits is an action-oriented group of partners across Arizona — both nonprofits and those in the community who support them — dedicated to uniting, strengthening and advancing Arizona’s nonprofit sector. The Alliance envisions an Arizona where all nonprofits are valued, empowered and thriving.

CONTENTS

2

Solutions for Virtual Mentoring

3

Food Banks Pivot during COVID19

4

Giving Ecards Make Philanthropy Easy

5

Intentional Approach to Diversity, Equity and Inclusion

6

Continued Advocacy needed for Nonprofit Sector

Gasp! Did I really just tell you to not put giving on your list of resolutions? Yes, indeed I did. But why?

New Year’s resolutions are a great way to inspire — nay, force — yourself to do something good to improve yourself or those around you. Lose ten pounds. Complain less. Read a book a month. Save more ... give more. And yet, many of us find ourselves back to our same old habits by the end of January. The statistics are bleak: Only 8% of people who make New Year’s resolutions stick to them. In fact, if you want to start going to the gym, start on February 1 and you won’t have to fight anyone over the treadmill closest to the TV. With most of the population ready to put 2020 firmly in Kristen Merrifield, CAE, CNAP the rearview mirror, we may be overrun with all types of new year’s resolution ideas. Dismantle racism. Be a better human being. Don’t hoard toilet paper. While resolutions are normally rooted in the desire to do good for yourself or others, the practice itself may not be the best structure to truly make a change. As the minutes ticked down on December 31 and a new day rolled over to January 1, it may be unrealistic to simply “flip the switch” and become a different person. Instead, there may be some planning involved, some education needed, and some steppingstones put in place to be most successful.

This holds true when we talk about charitable giving and the bigger idea of philanthropy itself. You may not consider yourself a philanthropist unless you can write a million-dollar check. But philanthropy, at its root, means having “the desire to promote the welfare of others.” When we engage in charitable giving, in any way or amount, we are building the spirit of philanthropy within ourselves and our community. But it does not happen overnight. Instead of simply adding “giving more” to our list of resolutions, we can start with small steps over time to become a philanthropist in our own unique way and make an impact on causes that mean the most to us.

And there could not be a better time to do that than 2021. Every sector of our economy has faced enormous challenges in the past year, and they all still need our support as we enter this new year. The nonprofit sector been dealt a double blow — reduced revenue and increased demand as more individuals, families and communities are needing and relying on our support than ever.

The Alliance can help you find ways meaningfully connect to nonprofits in Arizona throughout the year. Visit our arizonanonprofits.org and click on the Connect with the Sector tab to find a nonprofit to support this year, and save the date for Arizona Gives Day coming up on April 6 (www.azgives.org).

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ALLIANCE OF ARIZONA NONPROFITS

Big Brothers Big Sisters Finds Solutions to Coordinate Virtual Mentorship Laura Capello, President/CEO, Donor and Big Sister, Big Brothers Big Sisters of Central Arizona Social distancing can be difficult for many reasons, including feelings of isolation, a lack of routine, and not being able to visit with friends. Adults and youth are facing stress-related anxiety due to the lack of regular daily activities and personal interaction. During these difficult times, Big Brothers Big Sisters of Central Arizona has made an effort to fill the gap of social distancing by helping their mentor and mentee “Matches” communicate in a virtual way.

BBBSAZ works to create meaningful, professionally supported relationships between adult volunteers, called Bigs, and youth ages 6 to 18, called Littles.

Through its 65-year history in Arizona, BBBSAZ has been able to demonstrate the powerful impact of mentorship and has provided support to more than 63,000 youth. But, like everyone else in 2020, our Big Brothers and Big Sisters had to make major adjustments to how they would normally make and support Matches.

At the beginning of the pandemic when BBBSAZ first advised their Bigs to begin social distancing, Big Sister Mandi gave her Little Sister Jessica a basket of goodies to keep her entertained. Mandi has been determined to find creative solutions to connect with her Little from Big Brothers Big Sisters of Central Arizona’s mentorship program.

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“I found a list of journal prompts and we are going to respond to a prompt daily. I wrote in her first page of the journal telling her to stay strong and that I am still here virtually. I also told her to make lists of things we can do once this is all over,” said Mandi.

Throughout our community, children have been deeply impacted by the disruptions brought on by the COVID epidemic, and the youth in the BBBSAZ program are no different. They are facing extreme stressors, including increased anxiety, uncertainty around the health and safety of their families, and lack of access to regular school and social

support networks. But having a caring adult is a key protective factor in helping youth build resiliency against these types of stresses. That is why the staff of BBBSAZ believes that maintaining the relationships between Bigs and Littles is so critical during this time.

Even when everything shut down, our Littles still needed our support. We knew that we had to be creative in the way that we offered our programs to allow our Bigs and Littles to continue to meet while still keeping everyone safe.

Big Brothers Big Sisters of Central Arizona has now added a virtual component so that Matches can continue to “meet” regularly while staying physically distanced. BBBSAZ has encouraged Bigs to reach out and talk, text and FaceTime with their Littles once a week to let them know someone is thinking about them.

BBBSAZ encourages them to help with homework, play an online game, or do a fun activity together. The most important thing is that they maintain a strong connection in a virtual space as youth need the support of their mentor now more than ever. Some Bigs are even taking it a step further by creating homemade cards to send to their Littles or delivering small care packages.

WWW.ARIZONANONPROFITS.ORG These changes haven’t been easy, but we have received tremendous support from our donors, community partners and other stakeholders in figuring out how to make this work for our Littles. Because of this support, we have been able to continue to support all of our Matches as well as continue to make new Matches.

Big Brothers Big Sisters of Central Arizona is still accepting applications for volunteers and there is a waitlist of Littles anxiously waiting to get Matched.

Interested individuals can begin the process of becoming a Big by attending a virtual information session at www. bbbsaz.org/volunteer. BBBSAZ has additionally updated its volunteer onboarding process to be 100% virtual.

For more information, visit the BBBSAZ website at www.bbbsaz.org.

ALLIANCE OF ARIZONA NONPROFITS BOARD OF DIRECTORS BOARD CHAIR: Len Gutman, Special Olympics Arizona VICE CHAIR: Torrie Taj, Child Crisis AZ SECRETARY: Yvonne Moss, Make-A-Wish Foundation TREASURER: Mario Aniles, Housing Authority of Maricopa County Mesha Davis, Arizona Foundation for Women Maria Echeveste, Bank of America Kate Jensen, Ronald McDonald House Charities of Southern Arizona Jared Langkilde, HonorHealth Foundation Kelly McCullough, Contributor Development Partnership (CDP) Myriah Mhoon, New Life Center Sonia Perillo, Mayo Clinic Jeri Royce, Esperanca Ronald Stearns, CliftonLarsonAllen Penny Allee Taylor, Valley of the Sun United Way Kate Thoene, Waste Not Arizona Glenn Wike, Arizona Community Foundation

Keeping Food on the Table

by Merilee Baptiste, Executive Director, Arizona Division of Midwest Food Bank At Midwest Food Bank Arizona on the Mesa-Gilbert border, the COVID-19 pandemic took an already busy year and sent it spiraling into crisis mode. As community aid agencies dedicated to feeding those in need experienced a massive spike in requests for assistance and usually reliable supply chains broken down under the stress of the coronavirus, MFB Arizona needed to pivot on a dime to meet an unprecedented surge in demand.

Fortunately, the food bank — which currently serves more than 320 partner agencies statewide — had help from multiple sources, agencies and organizations who stepped up to help MFB Arizona help others. The City of Mesa, which received more than $90 million in federal aid as a result of the CARES Act, awarded MFB Arizona a $200,000 grant, which the food bank used to purchase a 12-week supply of food. This was a huge boon, given that MFB’s network of volunteer tractor-trailer drivers had been struggling to find food available for donation anywhere in the Western United States.

The State of Arizona also stepped up, in the form of the Arizona National Guard. For months, volunteer Guardsmen have helped MFB Arizona load and unload food, and assisted in expanding its trucking fleet to seven semi-tractors and 13 trailers. The Guard also trucked and helicoptered pallets of food and resources to the hard-hit Navajo Nation reservation in the northeastern corner of the state.

This meaningful influx of manpower enabled MFB Arizona to serve not only the Navajos, but three additional tribal communities across the state.

The private sector also serves as a force multiplier for MFB Arizona at a time when many manufacturers — the food bank’s typical source of donations — have had fewer extra and expiring products left to donate. Sundt Construction donated $20,000 in a grant through its charitable foundation. National First Response and Hauling AZ partnered with MFB Arizona on a massive food drive to

help Navajo families in need. And Bimbo Bakeries scheduled donations three days a week to help MFB meet its need for bread and other baked products.

These efforts, combined with a surge of volunteers at Midwest’s Baseline Road warehouse, have allowed the food bank to begin to chip away at its waiting list — a list MFB Arizona had never before needed in its four years of community service in the Valley. During the pandemic, new requests for assistance have continued to come in at the rate of two to five new agencies each week.

For comparison’s sake, in 2019 MFB Arizona distributed more than $18 million in donated goods and services to partner agencies statewide. In 2020, the nonprofit has distributed $17.9 million in donated goods and services — in just the first six months of the year.

Each month, MFB Arizona’s efforts touch more than 300,000 lives in neighborhoods all over the state.

The exponential expansion of the organization’s work and mission has been done without adding a single employee during the pandemic. MFB Arizona has continued to funnel 99 cents of every $1 donated directly into goods and services, not overhead.

Since we were founded in 2016, Midwest Food Bank Arizona has grown by leaps and bounds each year. But the pandemic has created a situation where we’ve needed to grow on steroids.

Typically, you want to grow steadily, so you can plan for it. With COVID-19, it has been an all-hands-on-deck situation.

We’re solving problems and marshaling resources in real time and doing everything we can to be flexible and get people the assistance they need immediately.

3

ALLIANCE OF ARIZONA NONPROFITS

Giving Ecards Make Philanthropy Easy

by Jennifer Purcell, SVP, Alliance of Arizona Nonprofits In an age when instant gratification is more the norm than giving back and philanthropy, the Alliance of Arizona Nonprofits is hoping to make it easier to change some of this behavior with its new Arizona Gives Giving eCard in 2021.

Giving eCards can be purchased on AZGives.org/eCards (www.azgives.org/ecards) at any dollar amount, for any occasion, and at any time of the year. Purchasers (individuals or businesses) can choose to immediately “gift” the eCard to the recipient via email or send to themselves first. The eventual recipient then decides which of the nearly 1,000 Arizona nonprofit 501(c)(3) organizations featured on AZGives. org (www.azgives.org) they would like to donate to using the Giving eCard code.

A Giving eCard is truly a give that keeps on giving. The dollars stay local, help nonprofits provide vital services and improve our economy. The purchaser is also able to claim these dollars as a federal tax deduction or state tax credit.

Why Is Giving and Philanthropy Needed So Much Right Now? A poll conducted last summer by the Alliance of Arizona Nonprofits indicated that total loss of revenue of responding nonprofits was nearly $53 million and that by year end nonprofits anticipated a $433 million overall loss. The ongoing pandemic has, of course, cut revenues but also reduced the number of available volunteers and donors for local nonprofits.

This is especially problematic when so many nonprofits face increased demand for services.

In addition, the 2018 federal tax deduction changes for charitable giving have negatively impacted charitable giving.

While still not back to original levels, the 2020 CARES Act did increase tax-donation benefits for 2020 through two new federal charitable giving guidelines: • Universal Deduction for Donations up to $300: For the more than 90% of taxpayers who no longer itemize their charitable giving, the CARES Act allows individual taxpayers to deduct donations to nonprofits of up to $300 on their 2020 federal tax return, even if they take the standard deduction.

Married-filing-jointly taxpayers will get an above-the-line deduction of up to $600.

• Raising the Charitable Giving Deduction Cap: For donors who qualify to itemize deductions, and therefore directly write off gifts to nonprofits, the current deduction cap is 60% of adjusted gross income. Corporations are able to deduct charitable donations up to 10% of taxable income. The 60% of AGI limit is for giving to 501(c)(3) public charities. The deductibility of gifts to 501(c)(3) private foundations is capped at 30% and was not included in this legislation. The CARES Act lifts these caps to 100% for individuals and joint filers, while corporations will see their cap lifted to 25% for 2020.

“These are truly substantial changes to the tax treatment of donations,” says Alliance of Arizona Nonprofits CEO Kristen Merrifield. “Our goal is to continue spreading this message to

4

encourage more individuals and businesses to take advantage of these changes that benefit everyone.”

The State of Arizona provides two separate tax credits for individuals who make contributions to charitable organizations: one for donations to Qualifying Charitable Organizations (QCO) and the second for donations to Qualifying Foster Care Charitable Organizations (QFCO). Individuals making cash donations to these charities may claim these tax credits on their Arizona Personal Income Tax returns.

Arizona Gives Day While Giving eCards are available to gift any time of the year, participating nonprofits could really use your support during our day of statewide online giving, Arizona Gives Day, on April 6, 2021.

There are several ways for businesses to get involved in Arizona Gives Day: • Partner with a participating nonprofit and create a dedicated fundraising page for your staff and/or clients to give.

• Partner with a participating nonprofit to provide a matching or challenge gift to help them drive additional giving.

• Support the Arizona Gives program directly and receive branding exposure for your community support.

• Work with Arizona Gives to create a nonprofit cash incentive prize pool.

For more information about Giving eCards or Arizona Gives Day, please contact Jennifer Purcell at Alliance of Arizona Nonprofits (www.arizonanonprofits.org).

The Alliance of Arizona Nonprofits is a statewide trusted resource and advocate for the nonprofit community. The Alliance’s mission is to unite, strengthen and advance Arizona’s nonprofit sector and is comprised of more than 1,000 members — both nonprofits and those in the community who support them — across the state. Since 2004, the organization has been dedicated to furthering the common interests of Arizona’s nonprofit community and envisions an Arizona where all nonprofits are valued, empowered and thriving, with support from grassroots efforts like Arizona Gives Day. For more information, visit www.arizonanonprofits.org.

WWW.ARIZONANONPROFITS.ORG

Taking an Intentional Approach to Diversity, Equity and Inclusion

by Katee Van Horn, DEI Strategist, VH Included Consulting and Coaching Nonprofits have long supported underserved communities and done great things for communities in need.

And while that work continues, there is a change that needs to be made.

Nonprofits need to hold up a mirror to themselves and take action around diversity, equity and inclusion in their own organizations. DEI is no longer just a nice-to-have. Research has confirmed there is an increased level of innovation and better outcomes when you have a diverse team working together.

Day in and day out, nonprofits are behind the scenes making people and communities feel dignified and deserving of basic human rights. They focus on creating awareness of the beauty all around us. They make our communities better. And yet, sometimes they forget their own employees. Especially in this time when work looks and feels different.

When the work of nonprofit has had to evolve to meet the challenges of COVID-19 and broken systems that have been in place for years, there needs to be an intentional approach to making internal teams better and creating safe spaces for diversity to shine.

Teams For the internal team of nonprofits, all focus, energy and time goes to the communities being served. Sometimes, this leads to systemic bias, discrimination and lack of diversity on the team. We know this is not the intention of the nonprofit, so how do we fix it?

• Engage in a dialogue around diversity, equity and inclusion language being used to create an agreement among the whole team.

• Create a safe place for everyone to share their ideas. Even if the idea seems outside the box, let the ideas flow so everyone can contribute and be heard. This can lead to some amazing innovations in the way work gets done.

• Listen and learn from your team

members, the communities you serve and the communities you don’t serve.

You may learn something you didn’t know from another person’s perspective or lived experience.

• Look “around the table” at who is on your team. If you don’t have diversity on your team today, look at your recruiting and hiring practices to figure out how you might be able to drive more diversity. This is tough when you have small teams, but it’s even more important that you truly consider and act intentionally every time you add a new team member.

• Say thank you to your team members (peers should do this, too). This can go a long way to feeling valued and heard.

• Engage with experts to decrease bias and increase inclusion on your team.

Boards A lot of boards have struggled with creating diversity in their ranks. This is not limited to nonprofit boards. In the fo r-profit sector, certain jurisdictions have signed laws to create gender equity on boards. This is a good first step, but focuses only on gender. When boards are recruiting for new members, they

need to truly look at the communities they serve. This is true in the nonprofit sector, too. Nonprofit boards need to take an intentional approach to board recruitment and selection.

Some questions you can think about when adding new board members include: • Take stock of your current board.

Do you have representation from the communities you serve?

• Is there a gender balance (including non-binary folks, too)?

• Is there representation from forprofit companies that can help to drive innovation?

• Is your board entirely white?

In Arizona, more than 32% of the population is Chicano/Hispanic and 5% of our population is Indigenous Peoples.

Is that reflected on your board?

• What other historically underserved communities would be good to add to your board?

The key to the evolution happening on nonprofit teams and boards can be started by taking an intentional approach. Yes, it takes time, but the benefits are truly amazing to see!

5

ALLIANCE OF ARIZONA NONPROFITS

Continued Advocacy needed for Nonprofit Sector

by Brandy Petrone, Senior Associate, Goodman Schwartz Public Affairs Charitable nonprofit organizations, while nonpartisan organizations by nature and law, are impacted by elections just like other sectors of the economy.

Oftentimes, government turns to its private-sector nonprofit partners to help solve issues in their communities, no matter who is in charge.

That makes continued advocacy and engagement by the nonprofit community crucial.

At the national level, the Presidential administration of the federal agencies’ budgets and goals can impact resources and demand for services. The 2020 election results will cause a shift at the Executive level of the U.S. Government.

Nonprofits that were concerned about or supportive of certain policy changes that impacted their cause areas will need to be vocal about changes they would like the new administration to make or polices to keep in place.

Nonprofits have been hit hard during the pandemic and still need help. A November 2020 survey by the Alliance of Arizona Nonprofits showed that 31% of nonprofits that applied did not receive a Paycheck Protection Program loan in the first round.

Nearly 52% of organizations indicated they would apply for another round of PPP loans if they are made available, helping nonprofits to reduce the need for future furloughs or layoffs or continued reductions in services.

And the nonprofit sector still seeks relief from increasing unemployment insurance claims. The business sector was held harmless through federal CARES Act funding for certain unemployment insurance costs, but nonprofits only saw 50% relief. This needs to be rectified.

Staying active participants in the transition at the federal level and working with their federal delegation is key.

In Arizona, the 2020 elections brought in less change, politically, at the local level. In particular, our state Legislature

6

ALLIANCE OF ARIZONA NONPROFITS STAFF Kristen Merrifield, CAE, CNAP Chief Executive Officer KristenM@arizonanonprofits.org Liz Garlieb Executive Assistant to Kristen Merrifield LizG@arizonanonprofits.org

remains in Republican control. And while there may not be a political shift at the state capitol in 2021, there are many new members of the state legislature to get to know.

The nonprofit community will need to educate these new state legislators on the impact of the nonprofit sector in Arizona’s economy — the fifth-largest nongovernment sector — as well as on key ideas that the sector has been advocating for.

Arizona’s 2-1-1 system — an information and referral service — has been helping Arizonans in need for many years and became critically important in 2020 to help connect individuals to services during the pandemic. Permanent funding for this statewide service is necessary.

In addition, there has been bipartisan support at the state capitol to continue to help nonprofits through increased charitable giving. New legislators will be hearing from the nonprofit community on the need to increase the state’s charitable deduction cap.

Nonprofits have been creative this past year, revising their methods of service delivery to keep those they serve, their staff and volunteers safe. The 2020 elections brought change throughout the federal level and through some local offices, but those results do not change the nonprofit sector’s mission.

Nonprofits will continue to advocate and educate their elected officials at all levels of government on the needs of the sector and our communities — collaboration will be key to ensure programs and services for Arizonans recover and grow in 2021.

Jennifer Purcell Senior Vice President of Community Engagement JenniferP@arizonanonprofits.org Michael Barry Director of Capacity Building MichaelB@arizonanonprofits.org Alicia Tang-Mills Capacity Building and Community Engagement Manager Aliciatm@arizonanonprofits.org Angela Palmer Director of Marketing AngelaP@arizonanonprofits.org Jennifer Blair Director of Membership JenniferB@arizonanonprofits.org Robyn Reff Membership Manager RobynR@arizonanonprofits.org Robin Hanson Program Director – AmeriCorps VISTA RobinH@arizonanonprofits.org Tiffany Okolo AmeriCorps VISTA Leader TiffanyH@arizonanonprofits.org

Alliance of Arizona Nonprofits 333 E Osborn Rd #245 Phoenix, AZ 85012 Phone: (602) 279-2966 www.ArizonaNonprofits.org

Anderson, Patricia Pace, 10

Gerald, Bastin, 53

Mason, Liz, 46

Richardson, Tondra, 30

Bailey, Eric M., 12

Gonzales, Aaron, 14

Merrifield, Kristin, 59

Rogers, Eileen, 49

Baptiste, Merilee, 61

Gonzales, Tony, 14

Miller, Merl, 20

Romanucci, Rebecca, 46

Bates, Dawn, 18

Gruwell, Scott, 12

Molina, Raul, 42

Ryan, Shawn, 22

Benck, Jeff, 20

Harkey, Scott, 18

Neider, Dr. Christina, 30

Seleznow, Steve, 56

Brown, Dr. BrenĂŠ, 49

Hemingway, Pete, 9

Oakes, Kevin, 33

Smith, Gary, 44

Butler, Tyler, 48

Holly, Danielle, 32

Olivo, Edgar R., 34

Thorpe, Kevin, 12

Capello, Laura, 60

Kriska, Laura, 33

Otu, Essen, 10

Thorstad, Justin, 66

Clyde, Rebecca, 46

le Gentil, Hortense, 26

Owens, Matt, 18

Van Horn, Katee, 63

de’Shay, Joanna C., 27

Lee, Chris, 14

Paciorkowska, Dominika, 13

Washburn, Tim, 18

Elliot, Doc, 50

Lopez, Amy, 14

Paprocki, Jason, 11

Weber, Bruce, 52

Erez, Shahar, 54

Lopez, Saray, 30

Petrone, Brandy, 64

Zumarraga, Heather, 33

Evans, Steve, 56

Martin, Dr. Joel, 28

Richardson, Chrystal, 10

11Eleven Consulting, 48

Divvy, 6

One Creative View, 49

Scorpion Repel, 14

Acura, 57

DnaNudge, 20

Optima, 16

Snell & Wilmer, 17

Alliance of Arizona Nonprofits, 59

Donor Network of Arizona, 10

OptumCare, 3

Stoke, 54

Arizona Commerce Authority, 2, 68

DynoSafe, 46

Performance Ergonomics, 20

Sundt Construction, 12

Arizona Commission for the Deaf and Hard of Hearing, 51

Equality Health, 43

Phoenix Training Group, 50

Triad West, Inc., 29

ExtremeMist, 12

Plexus Worldwide, 48

UnitedHealthcare, 21

FirstBank, 8

Profit.co, 53

University of Phoenix, 31

Arizona Federal Credit Union, 11

Freak Brothers, 58

Provecho, 58

US POWER AZ PPE, 12

ARIZONA@WORK, 2

Fulton Homes, 15

Quarles & Brady, 43

VH Included Consulting and Coaching, 63

Axway, 15, 22

Gather Round, 14

Related Group, 16

Waste Management Phoenix Open, 5

Bailey Strategic Innovation Group, 12

Goodman Schwartz Public Affairs, 64

Ritoch-Powell & Associates, 9

WealthVP, 11

Benchmark, 20

Guidant Law Firm, 44

Salt River Project, 10

Weber Group, 52

Big Brothers Big Sisters of Central Arizona, 60

High Rock Accounting, 46

Botco.ai, 46

Interface Security Systems, 22

Cake, 45

Jive, 8

CE Wilson Consulting, 10

Kiterocket, 67

Churchill, The, 58

Larry, The, 58

ClickMeeting, 13

Libertas Real Estate, 66

Common Impact, 32

Lincoln Property Company, 15

Consilient, 11

Marshall Goldsmith, 26

Courtesy Chevrolet, 12

Midwest Food Bank, 61

Desert Financial Wealth Management, 7

Mint Dispensary, 42

Arizona Community Foundation, 19, 56

Diversity Leadership Alliance, 28

Impact Diversity Solutions, 12

Nomadic, 18 OH Partners, 18

In each issue of In Business Magazine, we list both companies and indivuduals for quick reference. See the stories for links to more.

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65

JAN. 2021

INBUSINESSPHX.COM

A CANDID FORUM

BY

Four Steps to Thinking Positive in Business

Take action toward a mindset that makes a difference

by Justin Thorstad

Justin Thorstad is the designated broker and owner/founder of Libertas Real Estate, which serves the greater Metro area with branches in Phoenix, Glendale, Goodyear, and Surprise.

Thorstad leads his team of 170 agents (and counting) with messages of positive thinking and accountability to help them succeed in the industry. libertasrealestate.com

JAN. 2021

66

INBUSINESSPHX.COM

It’s long been known by successful people what a powerful tool positive thinking can be. Just think of all the inspirational quotes out there that point out the impact of the right attitude and the importance of perseverance. Positive thinking can help people in all aspects of life, and it can be incredibly powerful in the way people conduct their businesses and lead their teams.

While the “half glass full” mentality doesn’t come naturally to everyone, it is certainly something that everyone can do — if they put in a little effort toward reprogramming their brains toward a positive mindset.

Here are four steps to get started: Tune out the negative. In stressful times and in challenging business situations, it’s understandable that people may hear more negative thoughts than positive ones — both from outside sources and from within their own heads. But everyone has the power to literally turn off those negative thoughts that can stand in the way of their goals and desires. Changing the thought process can help people remove the roadblocks that negativity can produce. Negativity, in the form of insecurity or people’s internal dialogue, can also prevent people from achieving all they are capable of and truly going for it. So, instead of listening to the negative thoughts, reframe them into positive thoughts.

Show up for the party. This tip is about accountability, and about people striving toward being the best version of themselves through their actions — even if they’re not “there” yet. For any individual, success in life is largely due to the person they are at any given moment, and everyone has the power to make the choice to truly show up to the party and to create their own reality as they choose to see it. This requires people do some internal work to clearly define who they really are and who they are really determined to be — followed by the choice to take action and commit to becoming the best version of themselves every day. This often takes that aforementioned perseverance, but putting in the effort is so worth it.

Go all in. As with anything in life, truly succeeding in something takes full commitment. Those who want to be a different, and better, version of themselves need to put in the effort to get there. They have to believe they are capable of it and consciously tell themselves to just go for it. When people hold total conviction on their thoughts, they can see it come to fruition. But they need to believe in their ability 100% and give their thoughts the power to help them achieve anything they desire.

Seek resources and tools. Those who are looking to use positive thinking to make a change in their lives should know they don’t have to, and shouldn’t, navigate this journey alone!

They can attend a seminar (even if virtual at this time), read articles and books about how to channel positive thinking into measurable business (or personal) success, or even hire a coach. People should consider these to be important resources and tools required to help them develop into their best selves.

With the proper coaching and resources, people can use their newfound approach to positive thinking to navigate any situation, regardless of how difficult or how “impossible” it may seem. It’s important to keep reminding oneself that, with positive thinking and true conviction, anything is possible.

Utilizing the right tools to achieve that unwavering belief is a very important step toward being able to apply the power of positive thinking in everyday life.

For many people, simply having the awareness of wanting to make a change is the first step toward becoming the version of themselves they want to be. Positive thinking can truly change one’s entire life and can help a person achieve unlimited amounts of success, be it in business endeavors or their personal life. By taking action toward this mindset, people can remove the negative thoughts that have been holding them back from becoming who they really are, so they can find success — and, ultimately, true inner happiness, which is the highest level of personal success.

The Arizona Commerce Authority last month reported that, according to a recent study from labor-analytics firm Emsi, Maricopa County ranks first in the nation for attracting and retaining top talent.

Stay Healthy.

Return Smarter.

Return Stronger.

With public health top of mind, Arizona is moving forward safely and responsibly together.

Since the start, the state of Arizona has worked hard to keep Arizonans safe and healthy while slowing the spread of COVID-19. By continuing to follow the data and recommendations of public health officials, we can safely move forward with the next steps of Arizona’s economic recovery. And as our state’s businesses gradually reopen their operations, the Arizona Commerce Authority is here to continue offering tools and resources for families, workers and businesses to return stronger.

azcommerce.com