The NBMBAA Columbus Tri-Annual: Issue 1 by NBMBAA Columbus Chapter

INSIDE:

he Columbus

ri annual -

A National Black MBA association Columbus Chapter Publication

time management 17 keys to excellent nonprofit board service Business Fashion Through the Years

being an effective leader in more than one position

COLUMBUS, OHIO CHAPTER

Editorial

Greetings! The Na onal Black MBA Associa on Columbus Chapter would like to welcome you to the first edi on of The Columbus Tri-annual (TCT)! The Columbus Tri-annual magazine will be produced three mes a year in addi on to our bi-weekly newsle er. TCT will be an outlet for NBMBAA members and aďŹ&#x192;liates to: share words of wisdom for professional development; express experience-based opinions; and elaborate on topics that are relevant to everyday professional life. Ar cles will focus on the five NBMBAA channels: Career, Educa on, Entrepreneurship, Leadership, and Lifestyle. Addi onally, we will show the many benefits of joining the Na onal Black MBA Associa on, highlight what the Columbus Chapter has accomplished in 2013, and more! We hope that you find this online magazine informa ve. Please spread the word and share our publica on! Regards,

Tamara Staley

President NBMBAA Columbus Chapter 1

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CALENDAR OF EVENTS National Conference Prep Webinar Headed to NBMBAA Conference? Then don’t miss this valuable webinar which outlines what to expect in Atlanta!

AUG

JULY

3rd Quarter General Body Meeting We will be discussing how to live healthy. In addi on, Mt. Carmel East staﬀ will be on hand for job opportuni es.

Resume Critique Workshop Our annual and popular resume wri ng workshop will have human resource representa ves onsite to help you get your resume no ced.

sept

16-20

AUG

NBMBAA National Conference

One of the largest minority conferences in the United States, the NBMBAA conference has workshops, job fairs, famous speakers, and more!

NBMBAA Columbus Chapter Gala

Don’t miss our 2014 Gala where we recognize people who have made a posi ve impact in the Franklin county area.

oct

Bookmark www.columbusbmba.org l b b b to keep up to date on all of our events! www.columbusbmba.org 2

Contents Time for a Change in Ohioâ&#x20AC;&#x2122;s Public Education Funding - by mica caine Many other countries have completely

revolu onary public educa onal infrastructures that are worth observing

Time Management - by Caress penelton Before we ever consider managing other people working on our projects, personal me management must be mastered.

african american women: Ace That Interview! - by fanchon Kent

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In a challenging job market the overall interviewing process can be convoluted.

An Effective leader, in more than one position - By Buffie Patterson

Believe in yourself, but donâ&#x20AC;&#x2122;t get caught up in your own press.

17 keys to excellent non profit board service - by Tasha Jefferson

These 17 sugges ons are your keys to unlocking excellent board service!

Fashion through the years - By Jamila Collins Shoulder pads that made women look more like line backers than equals are GONE, hopefully never to return. 3

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he Columbus

Tri-annual

issue 1

editor

Publisher

Tasha asha Jeﬀ Jeﬀerson erson

Edmund mund Davidson

Contributing Writers

Mica Caine

C lt Caress P Penelton

Fanchon Kent

Buﬃe Pa erson Buﬃe

Tasha Jeﬀ erson Jeﬀerson

Jamila Collins

NBMBAA 1 East Wacker Chicago, IL 60601 (312) 236-2622

NBMBAA Columbus Chapter P.O. Box 163575 Columbus, Ohio 43216. (614) 470-1683

We value your feedback and encourage you to share your thoughts about our magazine. Please send all emails to marke ng@columbusbmba.org. facebook.com/columbus.nbmbaa @Columbus_MBA linkedin.com/in/nbmbaacolumbus instagram.com/nbmbaacolumbus www.columbusbmba.org 4

the NBMBAA. Who are we? The National Black MBA Association速 (NBMBAA) was founded in 1970 at a two-day conference held at the University of Chicago, by a group of African American MBA students, faculty, advisors, and businessmen. The purposes of the Association are: the encouragement of career independence for African American business professionals; the promotion of African American intellectual and economic wealth and empowerment; and the professional advancement of African American business professionals. Comprised of African American and minority business professionals from across the world, the Association is a business force boasting U.S. and international members and corporate partners. The Association has awarded over $5 million dollars in scholarships to minority students participating in both undergraduate and graduate programs around the world. Today, the membership is over 9,000 and the Association has expanded its outreach to include 46 chapters and 28 collegiate chapters. At the NBMBAA速, empowering professionals through strategic business forces is fundamental to our character and the way we represent our members. We have created numerous ways for our members to contribute to our commitment of fostering intellectual and economic wealth for the communities in which we empower, work, and serve. Since 1992, the Na onal Black MBA Associa on has provided mentors who coach students on a consistent basis in college prepara on, academic success, leadership, public speaking, social engagement, networking, and goal se ng to develop discipline, set and achieve high academic standards, and implement ways to serve their communi es. Over 8,000 minority high school students have been mentored through LOT. LOT operates in more than 30 U.S. ci es, Canada, and the United Kingdom. More than 95% of LOT graduates enroll in college, and more than $2 million in scholarships and programming support has been provided by LOT and its partners. For more informa on about NBMBAA and LOT go to www.nbmbaa.org

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2014 NBMBAA Columbus Chapter Exe

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Tamara Staley President

Son Vic Cor

Tasha Jefferson Vice President Administration

Edm Vic Ma

Delila Wootten Vice President Operations

Qia Vic Lea

Jonathan Stone Vice President Finance

De Vic Rec

ecutive Board Members

nja Nelson-Jones ce President rporate Outreach

mund Davidson ce President arketing

ana Williams ce President aders of Tomorrow

Buffie Patterson Immediate Past President

Past Presidents of the NBMBAA Columbus Chapter 1993 1994 1995 1996 – 2000 2000 – 2004 2004 – 2008 2009 – 2013

Carey Cheri Leslie Epps Myron Hoskins Diana Spencer David Harrison Oyauma Garrison Buffie McGee Patterson

adra McIntosh ce President cords

www.columbusbmba.org 8

EDUCATION

Time for a Change in

Ohio’s Public Education Funding

by Mica Caine

Like many other states, funding for Ohio’s public schools depends mainly on property taxes. The downfalls of this funding system have been ignored for decades by the majority of the na on. The dependence on local property taxes is uncons tu onal and lacks stability; therefore, the state of Ohio should make educa on a priority in its budget to eﬃciently fund public educa on like it is called to do in the Ohio State Cons tu on. The 1991 court case DeRolph v. State of Ohio, the Supreme Court states:

“In DeRolph I, this court’s primary concern with the state’s funding system was that it relied too heavily on local property taxes to fund a statewide system. The problem this creates... is that a system overly reliant on local property taxes will result in dispari es between districts...” In this famed court case, the Supreme Court of Ohio declared Ohio’s funding for public educa on uncons tu onal because the state is dumping most of the burden of funding schools on local communi es. The reliance on the community creates a wealth disparity, where districts in less aﬄuent areas receive less funding per child than wealthier districts that collect more in property taxes. It is not fair that a student in a wealthy suburb is “worth” more than a child in a struggling Appalachian school district. It is the State’s responsibility to fill that void, and promote equality in educa onal opportunity. Ohio’s funding system also lacks stability. America has witnessed the scary real-estate market bubble burst. And although in a minor upswing now, property values dras cally dropped. Therefore, the amount of money in property taxes collected by districts decreased. Good market or bad market, a child’s educa on should not be at its mercy. A report tled “The State of the Na on’s Housing 2011” by the Joint Center of Housing Studies at Harvard University states, “The number of homeowner households declined by 805,000 in 2006-10.”With less 9

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homeowners paying property taxes, districts are forced to harass its locals to pass levy a er levy. More funding by the state is the only prac cal op on to have a reliable, consistent funding system. Many other states allocate revenue from sales taxes. Many other countries have completely revolu onary public educa onal infrastructures that are worth observing and imita ng in many ways. It’s me for not only Ohio, but for the na on to take notes. Many cri cs of the subject claim that more funding is not directly propor onal to be er school performance, so why give more money? This is not true at all because poor districts cannot a ract quality teachers and expand programs like AP classes, while more aﬄuent districts can. And these elements of educa on are known to increase students’ performance. For one to say that the amount of school funding does not ma er is a fallacy that acts as an expedient to dismiss talks of a higher educa onal standard because of bureaucra c laziness. The state should not completely stop funding by property taxes; it should simply decrease public schools’ reliance on them. By acknowledging the current system’s uncons tu onality and instability -- and finally doing something about it -- the great state of Ohio can show the na on at large what adequate funding for public schools looks like. Let us influence the na on to abandon this uncons tu onal prac ce, and start on a campaign for educa onal reform in America.

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CAREER

TIME

MANAGEMENT by Caress Penelton

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“Lost time is never found again.” -Benjamin Franklin When I was growing up a common mantra was “do what you have to do, so you can do what you want to do”...meaning do your homework before you go play. Although for some of us the school based homework has stopped, and our idea of play may be a simple dinner with a loved one, me management remains a very important skill to master. As we progress through life’s journey our awareness of the limits of a 24 hour day become more acute. As demands and deadlines become increasingly more complex, work-life balance becomes increasingly more challenging as well. Time management is how we get things done. Before we ever consider managing other people working on our projects, personal me management must be mastered. It is not easy, but by saying “NO” to certain tasks that may not be producve, or fulfilling, it is possible to juggle a busy work schedule and spend me with loved ones and friends. Time management is how we get things done, and remember it is at the core of sanity too! The most precious gi that we have to give is me. Remember, no one can go back and make-up the me that he or she has lost. We all have the constraints of the same 24 hours. We never feel like there is enough me to do all of the things that we want. I have come to the conclusion that proper me management is the way to make the most of your me!

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CAREER

by Fanchon Kent

Introduction In a challenging job market the overall interviewing process can be convoluted. With more companies moving towards an online applica on process it seems like the infamous resume falls into this huge black hole. The assessment process is a tool used to evaluate the applicant’s ap tude and ability to do the job. Ge ng past this step is the most challenging, but if successful one can move to the next step, an in-person interview. African American women are more likely to land a job post the interview by simply being prepared.

The Statistics According to Black Demographics online, “Women have made the greatest strides recently.” In 2011 33% of employed Black women had jobs in management or professional occupa ons compared to 23% of employed Black men. As a ma er of fact 64% of working African American women held “white collar” occupa ons compared to 50% of African American men (Catalyst, December 10, 2013). Thirty six percent of employed Black men held “blue collar” occupa ons compared to eight percent of Black Women. According to the Bureau of Labor Sta s cs, “In 2012 the number of African American women in the labor force was 9,805,000; which was 59.8% of African American women and 6.3% of the labor force in the United States.”

Be prepared for the interview The key to landing the job is being prepared. Having a neatly presented resume right at your finger ps and shared at the me of interview shows that you are focused on the task at hand. Avoid excess papers in your por olio or jobs folder, as this sends a signal that you are not or13

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References: BlackDemographics.com | EMPLOYMENT Retrieved on May 29, 2014 from h p://blackdemographics.com/economics/employment/ Bureau of Labor Sta s cs, unpublished table from the 2012 Current Popula on Survey, “Employment Status of the Civilian Nonins tu onal Popula on by Detailed Age, Sex, and Race,”Annual Averages 2012 (2013). Bureau of Labor Sta s cs, Employment Projec ons, “Table 3.4: Civilian Labor Force by Age, Sex, Race, and Ethnicity, 1990, 2000, 2010, and Projected 2020” (2012). Catalyst. Quick Take: African American Women. New York: Catalyst, December 10, 2013. Retrieved on May 29, 2014 from h p://www.catalyst.org/knowledge/african-american-women Gates,Deitra. Personal interview. 29.May.2014 Gates, Natasha. Personal interview. 29.May.2014 Smith.Secoyya. Personal interview. 1.Jun.2014 Taylor, Carmen. Personal interview. 27.May.2014

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CAREER

ganized. Be prepared to answer behavioral style ques ons which measure your ap tude and ability to do the job. The internet has tons of informa on on these types of ques ons to help you prepare. One interviewee stated, “I would pracce answering the interview ques ons in front of a mirror before each interview.” Another one stated that she would write down the name and tle of the interviewer, and then research his or her profile on LinkedIn. She indicated that this would give her insight on who she was interviewing with and the role played within the company. If this informa on is not readily accessible via LinkedIn do not hesitate to ask the recruiter to share.

In any industry you should avoid wearing aƫre what would be deemed “club wear” the interview

Some employers request prior to the interview process that you prepare a sample of your writing, a 30/60/90 day plan, and analy cs or some other form of your work. These should be separate from your resume in a por olio. You should always bring an extra copy of your customized resume on non-color resume stock paper. Avoid making any changes unless the interviewer requests you to make updates to reflect a previous posi on or skill. One interviewee commented that, “My interviews are interac ve in terms of sharing analy cs and data.”

proper dress attire Dress a re is crucial in moving into the next steps of the interviewing process. In fact, you should dress according to industry standards to which you are seeking employment. For example, if you are interviewing for a job in retail or the fast food industry it is acceptable to wear casual a re. Casual a re is any form of khaki material (either pants or skirt), with a plain collar or bu on–down shirt, with either a flat or low heel shoe. One interviewee commented, “I always wear a black or navy blue suit with conserva ve blouse, jewelry (necklace and small earrings) and black pumps.” Another stated, “I wear my eyeglasses because it gives the appearance of intelligence.” In any industry you should avoid wearing a re what would be deemed “club wear.” Club wear is described as fishnet pantyhose, s le os, body piercings, bright neoncolored clothes or exposed ta oos. Also, this is not the me to show oﬀ your (MK) Michael Kors tote bag or wear your Swarovski bling jewelry. You want to look conserva ve in your appearance. In this case a necklace with small studded earrings can go a long way. Remember that you are trying to get a job, not show them that you don’t need a job by wearing expensive garb.

Simply state

“I want this job”

Your hair should be in a neutral color tone. This is not the me to flash your bright red hair. One interviewer’s hair is styled in “dreads” or “locks” (short for dreadlocks) which are ma ed coils 15

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of hair. She says she wears her hair pulled back and ed by a dark colored scrunchy. If wearing naturally styled hair it is considered appropriate to wear it pulled back oﬀ the face. This draws the a en on back to the interview not your hair.

the attitude Have a posi ve “I can do” a tude to counteract the percep on that all black women are nega ve. To overcome this falsehood, smile and nod your head in agreement whenever appropriate. There are other li le things that you can do to combat this assump on. The first step is to greet the recep onist with a smile. This is a li le known secret that is cri cal in your overall evalua on in landing that perfect job. If you show any signs of nega ve energy during your wai ng period you can be ruled out of conten on immediately. Try to avoid talking or tex ng on your cellphone while wai ng for the interview. Pu ng your best foot forward in every step of this process can make a diﬀerence and have a las ng impression on the interviewer.

know the company Some companies have several branches across many pla orms with the ability to sell products and services across the world. It is important to know what the company does and how it impacts the local or global markets. This is not the me to ask ques ons about upcoming mergers or acquisi ons. You will find that personnel are not at liberty to disclose those details due to legali es. Standard interviews start oﬀ with ques ons like, “What do you know about this company?” My guess is that 99% of the interviewees that do not answer this ques on are more than likely not hired for the posi on. This informa on can be easily found by visi ng the company’s website. In addi on to researching the company some indicated that they took this one step further by conduc ng a Google name search. The extension of LinkedIn allows you to do a quick preview of the HR or hiring manager’s profile. This is not prying, it is an acceptable form of educa ng yourself; therefore showing that you have an invested interest. Going a step further you should take the me to understand the posi on for which you are interviewing by asking for the job descrip on. This will allow you to ask auxiliary ques ons about the roles and responsibili es to close the interview.

close the interview Closing the interview can be somewhat tricky and o en mes bring about a level of discomfort on the behalf of the applicant. However, this is the point where you ask for the job and begin the nego a on process. Simply sta ng, “I want this job” lets the employer know that you are a serious and viable candidate. In most cases asking four to five ques ons about the posi on or company is suﬃcient. It is customary to send a thank you card via email or postal mail as a sure way to close the deal. This is essen al in helping the interviewer dis nguish you as a strong applicant over another. Do not think for one second that any interview is a guarantee, but if you are professional you can ACE THAT INTERVIEW AND LAND THAT JOB! www.columbusbmba.org 16

LEADERSHIP

Being

An Effective

LEADER ...in more than one position By Buffie Patterson

There has been much said and wri en on the topic of leadership. When approached with this topic, I thought, “What could I possibly add that has not already been expressed in a mul tude of ways by a mul tude of people?” I have been blessed over the years to be involved with several excep onal organiza ons, in various roles. I have served as a senior leader in the corporate environment, as a member of execu ve leadership teams for na onal nonprofits, on the boards of local nonprofits, led commi ees, spent thousands of hours as a volunteer and even started a couple of movements of my own. Those of you who know me know that generally if you ask me a ques on, especially one I believe you have the answer to (even when you don’t realize it), I will not answer you directly. I will ask you a series of ques ons, give you examples, point you to resources, and/or connect you with people that will ul mately get you to the answer you seek. And so why should today be any different? How do you become an effec ve leader in more than one environment? I will start off by saying that leadership requires commitment. Others are coun ng on you to do what you said you were going to do. And beyond. 17

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So, first, the questions: • Who is providing inspira on in your life right now? • Are you be er today than you were a year ago? In what ways and to what degree? • What is the last thing you did that was totally out of character for you? How long ago was it? How did doing it make you feel? • If asked, would you be able to specifically share why you became involved with the organizaons you are involved with? Are your reasons for con nued involvement the same or have they evolved? • How clear are you about the contribu on you are making with the organiza ons you are involved in? Which piece of the puzzle are you in each? What would be the impact if you were not there? • In what ways would having a coach improve your professional life? Personal? Philanthropic?

Now, some thoughts: • Know thyself. The good, the bad, and the ugly (and the beau ful). You need to know who you are and what you bring to a given situa on. • Take care of yourself – spiritually, mentally, physically, socially, financially, and so on. It is difficult to show up and be fully present for others when you are tapped out. • Know what YOU are passionate about, and align with people, causes, and organiza ons that share your passion. It will feel less like work and more like fun! • Read. It may be cliché, but it is true - Readers are leaders. Stay up on what is going on in this wide, wide, world, especially in your area of specialty. • Invest in others. Teach, coach, mentor – make sure you are pouring into other’s lives. • Network and build rela onships (this is a shout out to Roxy Fox). • Have expecta ons and then communicate them. • Be respec ul of other people’s me. • Recognize that you can learn something from absolutely everyone you meet. www.columbusbmba.org 18

LEADERSHIP

• Learn how to say “no”, and then learn what to say “no” to. • Live and lead with your eyes, heart, mind and wallet open. • Believe in yourself, but don’t get caught up in your own press. • Do periodic evalua ons of yourself and your condi on. • Avoid the tendency to overcommit. People, like yourselves, with high capacity, end up being asked to “assist” with many things.

“Read. It may be cliché, but it is true - Readers are leaders.”

• Know when to quit – make room for the next genera on/installa on of leadership.

Finally, just a few resources: • Anything wri en by John C Maxwell. • Subscribe to Leadership Minute – Ross Leadership Ins tute – daily thoughts on leadership prac ce that will cause you to think about your philosophies and leadership style. • The Slight Edge by Jeff Olson • Trombone Player Wanted (video) – Marcus Buckingham. • Ted.com Most of us are involved in several enterprises – we are managing our personal lives, our families, friends, work, volunteer ac vi es, professional and civic affilia ons, social ac vi es, and more. We may not be an officially recognized leadership role in each of those places; however, the principles s ll apply. Having a firm grasp on what you are doing, understanding the reasons for your involvement, and recognizing the impact of your presence (or lack of it) are all key components. Seeking opportuni es for personal and professional growth, spreading knowledge to others, and making sure you take me out for yourself will increase your effec veness. Happy Growing!

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LEADERSHIP

17 By Tasha Jefferson

KEYS TO excellent

NON PROFIT BOARD SERVICE

Whether you are a newly formed executive board; an eager and newly confirmed director; or a seasoned officer seeking rejuvenation, you most likely chose to serve because 1) your personal philosophies aligned with those of the organization and 2) you are excited about the good work that you will do. Now you may be seeking solid suggestions on how to actualize your good intentions... If this is an accurate description then these 17 suggestions are your keys to unlocking excellent board service!

MEET THE QUALIFICATIONS. You should have received your seat on the Board through ough a majority vote of the membership, rship, or o the approval of a nomina ngg commi comm ee. It is important that a board boar be accountable to its membership ship via el elec ons or a nomina ng commi mmi ee tto ensure that it remains competent and aligned.

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REFER TO YOUR JOB DESCRIPTION. Your job descrip on should outline your role ili es. Familiarize Fam and your responsibili yourself with what is expected cted of you. Think of how you will fulfill your du es with processes that are already in place, ace, and contemplate poten al improvements. ments. You may need to revise your job descrip on if it is outdated. out You may need to develop one if it does not exist.

ARTICULATE EXPECTATIONS. There will be ac ons and behaviors that will be expected of you that will not be ar culated ulated in yo your wri en job descrip on. Conve Converse with the organiza on’s leadership eader and other board members rs to uncover unc these expecta ons. ns. Share with wit these individuals what your expecta ons are in terms of the benefits that you want to provide, and those that you want to receive, as a result of your service.

ASSESS YOUR CURRENT RESOURCES. Take inventory of the resources that you now have access to in terms of contacts inside and outside of the organiza on, finances, technology, professional services, affiliaa ons/par ons/partnerships/ coali ons, social cial media profiles, etc... Evaluate the effec vene veness of each resource and determine if it sufficiently meets your needs eeds to perf perform your role well. Find an alternate lternate resource r if you determine that a resource falls short. Research addi onal tools to add to your resource toolbox. It is important that you repeat this process for the needs of the organiza on as a whole and present your findings to the other board members.

PARTICIPATE IN FORMAL OR INFORMAL ONBOARDING. Consider yourself ahead of the game if your organiza on has a formal onboarding process. ante many nonDo not take this for granted, profit organiza ons lack formal fo programs. If your organiza on does n not have a formal program, you must take th the ini a ve to schedule mee ngs with key individuals such as outgoing members, lifee m me members, na onal leadership, and leaders from f other local chapters. In addi on to people resources, do your due diligence in referencing organiza onal materials that are online and archived.

DEVELOP A STRATEGIC PLAN. Business schools teach the importance of reflec ng on an organiza on’s mission, vision, and value proposi on. Business schools also stress the importance tance of researching an industry; doing a SWOT SWO analysis; and developing a plan n that details deta how the organiza on will operate, market ma itself, and finance its ac vi es. You can apply these processes esses both personally and organiza onally to acquire a clear focus with ac onable insights. (SWOT is an acronym for Strengths, Weaknesses, Opportuni es, and Threats.

EMPLOY YOUR TALENTS. Your organiza on ve ed you and determined that you were qualified to serve. It reached this conclusion by evalua ng your experience - which gave some indica on of your talents and skills. Your organiza on assumed that it would gain ain your skills ski when it selected you to fulfill the role. This is all the more reason to employ your talents nts in your new posi on. This is applicable even for an area outside of your explicit role. For instance, nce, if you have an ap tude for sales, incorporate that into your service...consider ge ng involved ved in a corporate fund-raising campaign. Your service will provide you the pla orm to hone ne your you unpolished skills as well. Seek growth opportuni es such as speaking engagements, project management, and website development.

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LEADERSHIP

SATISFY A NEED.

FORM A COMMITTEE.

If you see a need for a program or process, step-up and develop op the crea cr on of that program. You can n implement implemen it brand new, revamp a currentt program, o or revive an elapsed program.. If you do n not have the bandwidth to develop program yourself, velop the pr do not be hindered. ed. Present the program idea to the Board, delegate it to someone else, and agree to sponsor it.

Board par cipa on usually occurs on a volunteer and extra-circular basis. This usually means ans that th you will be serving in thee margins of o your other obliga ons and that you may find it challenging to accomplish accomplis everything required of you, by you. u, and desired de The solu on forr this is i to build a team; bring on other th talent that is eager and willing to contribute to the organiza on.

MANAGE KNOWLEDGE. Achieve consistency through developing and following Standard Opera ng Procedures (SOPs). Document events, ac ons, conversa ons, decisions, and organiza onal promises. Maintain these documents ocuments electronically, electronica in n a shared space, and d in an organized manner nner by which the informa easily nforma on can be eas found by others. It is essen al that knowledge of organiza onal commitments be passed on to avoid failure to perform issues which can sour rela ons between your organiza on and its corporate sponsors. Having a Knowledge Oﬃcer posi on is ideal to handle these tasks in an eﬃcient manner.

SAFEGUARD CONFIDENTIAL INFORMATION. Generally it is unwise to share your en re member database when you collaborate with other organiza ons. p cipant p Sharing the single event par roster is generally acceptable. Limit it access to confid den al informa on when you work with individuals such su as commi ee members, volunteers, ers, and interns interns. This includes system access to member and financial in informa on. If an t have him or her individual needss access, be certain to non disclo sign a confiden ality and non-disclosure form. These precau ons apply to you as well. Be ethical and never release informa on in an unethical manner.

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EFFECTIVE COMMUNICATION IS IMPERATIVE. As you gain experience in your role, and on the t Board, con nue to evaluate what is working king well and what needs nee to be adjusted. Consider ques ons such h as these... Is your organiza orga on’s ﬀec communica on method eﬀ ec ve? Is responsiv responsiveness to external par es slipping through thee cracks? Are you mee ng too infrequently, or too frequently? quently? Is your programming progra mee ng your membership needs?

TAP YOUR CONNECTIONS; DO NOT TAP THEM OUT. There will be mes when your organiza on will need a professional, expert panelist,, volunteer,, or financial contributor. tor. With your service you bring your ur network along with you. When a need ed arises, call out to individuals or businesses within your network.. Be mindful not to ove overwhelm the samee few individuals or businesses at the risk of straining those rela onships, and to the detriment of sealing your circle – missing out on poten al opportuni es.

CONTRIBUTE FINANCIALLY. Yes, board service results in a significant contribu on of your me and eﬀort. ort It should also result in your financial contribu on to the organiza on. Remain in good financ nancial standing and give a generous ous financial gi each year. You believe in the organiza on and its mis mission and you should support rt that mission with your yo charitable dollars. Increase your dona on by having your employer match your contribu on.

EMBRACE SUCCESSION PLANNING. It is possible that your single greatest contribu on to your organiza on be not of your own doing, but rather by way of someone that you provided solid leadership and guidance. Create a pipeline of leaders that are prepared for service by con nuously iden fying and nurturing talent. Do not hold back the development of others for fear ear that you wi will be surpassed or made irrelevant. Your organiza on will surely become ecome irrelevant without wi proper succession planning and grooming of future re leaders. Ironically, Ironically high performance boards usually have the greatest need ed for succession plan plans because the current leaders are in such demand that they ey receive “can’t refuse” refus job oﬀers that result in their reloca on to other ci es, resul ng in high turnover. Assure smooth transi ons and minimal disrup on by planning ahead.

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RESPECT TERM LIMITS.

Burnout is a very real possibility especially for high performers and long-term servants. Term limits are intended to rotate directors across and oﬀ the Board to prevent ineﬀec veness due to overexer on, stagna stag on, and apathy. Time limits are one mechanism to naturally ally clear the Board of under-performers, however, the Board should have a mechanism chanism in place to be able to swi ly remove a director for gross under-performance mance or misconduct. misconduct Know going into your new posi on that your goal is not hold the role forever, but b rather to provide and receive a benefit for a set me and develop a competent com successor. Moreover, seek solu ons if you find that you are overwhelmed, overworked, or if your interest is waning.

SHOW APPRECIATION. Oﬃcers o en comment that their roles are thankless t jobs. Set an example of excellence by showing apprecia on to others othe for their service. Your words of encouragement and apprecia on will find their way back to you!

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Business Fashion Through the Years Gone are the days when women were instructed to live by an archaic corporate dress code forcing them to commit fatal fashion crimes such as hose with open-toed sandals, shoulder pads, or thigh-length suit jackets. Todayâ&#x20AC;&#x2122;s dress code has been relaxed so much that it teeters on the line of casual; leading the business unprofessional to think that inappropriateness is the silent rule. These are the fine line questions between those who still honor traditional dress, and those who say that your clothes do not dictate your ability to perform: What does that line look like? How thin is it? And more importantly when and where do we draw it? We can find a happy medium between self-expression and good personal branding. First let us go back into time. 25

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In the 1980s when women were springing off the cusp of the Women’s Libera on Movement, more women were entering a male dominated workforce with degrees and ideas all their own. They wanted to make a statement and to be taken seriously. In order to do that they toned down the femininity created by the June Cleavers of the 1950s and 1960s by trading their skirts for pant suits. They felt they needed to look like a man in order to be considered equal to a man. Enter stage le , the ugly pant suit, complete with over exaggerated shoulder pads. Or alterna vely, the ankle-length skirt. What did these ceiling-breaking women do in the summer months? Well, in major corpora ons na onwide it was required that women wear pantyhose underneath their skirts. Any woman who has ever worn pantyhose knows that hosiery can be itchy, hot, uncomfortable, or all three at the same me. However the real crime was in requiring a woman to wear hosiery with opentoed shoes, making that dreadful toe enforcement line visible for the world to see! I am constantly reminded of a story that my mother has told me countless mes. Walking into her HR director’s office for a mee ng she had on hosiery and her favorite pair of sandals. She attempted to step into the office, her hosiery slipped and her ankle went in the opposite direc on of her shoe. She almost sprained her ankle! Today most companies are void of this ridiculousness, issuing pardons to those who endured this treacherous me in fashion history. As well as removing the trap for those who might have fallen vic m, present company included.

The 1990s ushered in a new pigment. Okay, so maybe there was nothing new about the shade of women, but the numbers of Black women gradua ng from college holding business degrees underneath their arms definitely saturated the pool of female talent in the workplace. Movies like Boomerang and Strictly Business coupled with TV shows such as Living Single and A Diﬀerent world promoted a diﬀerent view of African Americans. We were educated and aspiring to be be er than our white counterparts. But those shoulder pads were s ll very visible. While Black men and women were being educated at a www.columbusbmba.org 26

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higher rate than the genera on before them, Black women were s ll trying to find their foo ng – and it showed. Those oversized suits and opaque stockings s ll made it to the oﬃce. However, the hemlines on those ankle-length skirts rose to the mini skirt, and the suit jackets were more fla ering to the waist line. (Boomerang – Jacqueline)

The new millennium brought with it a new idea. More companies were being run or controlled by people that looked like “everyday” people. By people that thought that the work place should be a place to brainstorm, let-off steam, and casually meet about projects and next steps…and that one could not do those effecvely in slacks and suspenders. So as the workplace became more comfortable so did the dress code. Companies realized that the talent that they needed, wanted to be comfortable as they produced. The last thing that a Genera on Xer wanted was to brainstorm in a suit, especially when some of his or her best ideas came while si ng amongst friends at a happy hour, dressed in his or her most comfortable pair of jeans. So, companies did away with their tradi onal HR manuals that contained the dress codes of old and incorporated business casual a res. This allowed men to get out of their slacks and suspenders, and work in a nice pair of Dockers. Women were able to wear capri pants, camisoles and cardigans. Younger people tested the line that was drawn in the sand by the powers that be regarding business casual a re. Young ladies began wearing shorter skirts and ghter shirts - calling it “a form of self-expression”. The 80’s women cringed at the idea that the lengths that they had gone to fight sexual harassment and inappropriate behavior were being thrown out the window with the shoulder pads. Nowadays, the lines are s ll blurred but the dress code is s ll relaxed in the workplace. You will s ll find evidence of the an quated dress code when going on an interview. The standard black or blue suit is required, with polished shoes. You may even need to pull out your itchy-scratchy pantyhose to land that job at your local bank. However, bare legs are considered okay and even fashion-forward in other environments. When going to work in many places including banks and other formal places of business, you might see a sundress donned by a jean jacket and sandals (the less visible the toes are the better). We have tossed the hosiery, and now bare legs are accepted. The skirts range from midcalf to mid-thigh but remain respectable in other areas careful not to show-off too much of the feminine figure. Cardigans replace blazers in business casual situa ons. I am happy to report that those uncomfortable, bulky, shoulder pads that made women look more like line backers than equals are GONE, hopefully never to return.

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