Looking to Be the First Woman in the NFL

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Toni Harris headshot

Antoinette “Toni” Harris aims to be the first woman to play in the National Football League (NFL). “If it doesn’t happen, I can just pave the way for another little girl to come out and play, or even start a women’s NFL,” Harris said in a recent interview with NBC News, following her decision to sign with the Central Methodist University football team. Harris, a 5-foot-7 free safety, is on track to become the first female football player in school history as well as the first female skill position player to sign a letter of intent to play college football on a scholarship.

Harris chose Central Methodist over five other offers. “I picked Central Methodist because of the resilience within the school itself and how Coach Calloway had been communicating with me,” Harris said.

The endeavoring NFL player gained national notoriety after starring in a Super Bowl commercial for Toyota earlier this month and has been interviewed by the likes of CNN, NBC News, and Sports Illustrated. She spent two seasons at East Los Angeles College and says she felt Coach Calloway had her best interest at heart during the recruiting process.

“Sometimes you have to pick and choose,” said Harris. “I feel that Central Methodist will be the perfect place for me.”

Sources: becauseofthemwecan.com, cmueagles.com

2020 Hot Jobs

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African American woman working on her laptop

Looking for the next big thing? Here are some of the hottest jobs for 2020.

Application Software Developers

Annual Wage: $103,620

Entry-level education: bachelor’s degree

Job outlook from 2016–2026: 24 percent (much faster than average)

Application software developers develop the applications that allow people to do specific tasks on a computer or another device.

Biomedical Engineers

Annual wage: $88,550

Entry-level education: bachelor’s degree

Job outlook from 2016–2026: 7 percent (as fast as average)

Biomedical engineers combine engineering principles with medical sciences to design and create equipment, devices, computer systems, and software used in healthcare.

Carpenters

Annual wage: $46,590

Entry-level education: high school diploma or equivalent

Job outlook from 2016–2026: 8 percent (as fast as average)

Carpenters construct, repair, and install building frameworks and structures made from wood and other materials.

Genetic Counselors

Annual wage: $80,370

Entry-level education: master’s degree

Job outlook from 2016–2026: 29 percent (much faster than average)

Genetic counselors assess individual or family risk for a variety of inherited conditions, such as genetic disorders and birth defects. They provide information and support to other healthcare providers, or to individuals and families concerned with the risk of inherited conditions.

Home Health Aides

Annual wage: $24,200

Entry-level education: high school diploma or equivalent

Job outlook from 2016–2026: 41 percent (much faster than average)

Home health aides and personal care aides help people with disabilities, chronic illnesses, or cognitive impairment by assisting in their daily living activities. They often help older adults who need assistance. In some states, home health aides may be able to give a client medication or check the client’s vital signs under the direction of a nurse or other healthcare practitioner.

Nurse Practitioners

Annual wage: $113,930

Entry-level education: master’s degree

Job outlook from 2016–2026: 31 percent (much faster than average)

Nurse practitioners coordinate patient care and may provide primary and specialty healthcare. The scope of practice varies from state to state.

Solar Energy Technicians

Annual wage: $42,680

Entry-level education: high school diploma or equivalent

Job outlook from 2016–2026: 105 percent (much faster than average)

Solar energy technicians or Solar photovoltaic (PV) installers, also known as PV installers, assemble, install, and maintain solar panel systems on rooftops or other structures.

Statisticians

Annual wage: $87,780

Entry-level education: master’s degree

Job outlook from 2016–2026: 33 percent (much faster than average)

Statisticians analyze data and apply statistical techniques to help solve real-world problems in business, engineering, healthcare, or other fields.

Physical Therapist Assistants

Annual wage: $58,040

Entry-level education: associate’s degree

Job outlook from 2016–2026: 30 percent (much faster than average)

Physical therapist assistants, sometimes called PTAs, work under the direction and supervision of physical therapists. They help patients who are recovering from injuries and illnesses regain movement and manage pain.

Wind Turbine Technicians

Annual wage: $54,370

Entry-level education: postsecondary nondegree award

Job outlook from 2016–2026: 96 percent (much faster than average)

Wind turbine service technicians, also known as windtechs, install, maintain, and repair wind turbines.

Source: bls.gov

6 things to consider when choosing a job interview outfit

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man shaking hand of femal job interviewee

While it may seem like the interview suit is a thing of the past, a fair number of hiring managers may disagree.

In a new Accountemps survey of senior managers, the overwhelming majority (94%) said what you wear to a job interview matters. But managers were split on how to get the attire right. More than one-third said candidates should always wear formal suits, while an almost equal number said it all depends on the position or department at the company.

Figuring out just how formally to dress can be tricky, because industries and companies vary wildly when it comes to what people wear to work, says Michael Steinitz, senior executive director for professional staffing services at Robert Half and the global executive director of Accountemps. If you show up completely out of step with company norms, you could risk leaving the impression that you’re not a cultural fit.

“Depending on that dress code, we still recommend, and what hiring managers tend to say is, you don’t necessarily have to be a 100% match, but maybe one step above,” he says.

Determining what “one step above” might mean is another challenge, though. And even that might not be right for very conservative industries. So, before you attempt to plan your dress for a successful interview, keep these six tips in mind:

1. GET MORE INFORMATION
Today, you have more options than ever to do some sleuthing beforehand, says image consultant Sylvie di Giusto, author of The Image of Leadership. If you’re working with a recruiter, ask that person for some insight about what to wear. Look into industry norms; dressing for a job as a financial analyst will likely be different than dressing for a job as a retail buyer or creative director.

Geography may also play a role in what you wear. The Accountemps survey found that, in New York, Miami, and Washington, D.C., more than half of hiring managers (54%) want to see you in a suit when you show up for an interview. The size of the company may matter, too: 40% of managers at companies with more than 250 employees prefer suited candidates, while just 31% of managers at organizations with 20 to 99 employees expect to see you dress formally for an interview.

Get some insight by checking out the company website and social media accounts. Consult websites and social media accounts of industry events that company employees have attended to get a sense of what people wear in different environments. You have various avenues available to gather information, di Giusto says. Use them.

2. DRESS “ASPIRATIONALLY”
You want the people interviewing you to see you as capable of doing the job for which you’re being hired and then some. “Your appearance is your logo,” says Sheila A. Anderson, founder of Image Power Play, an image branding agency, and author of I.C.U.: The Comprehensive Guide to Breathing Life Back Into Your Personal Brand. “Your clothing is the first filter. It gives clues to what you believe in. Think of the clothes you wear in terms of visual data. They help others makes sense of who you are and what you stand for.”

So, think about the requirements of the job you’re seeking, and dress to be appropriate for the most professional circumstances you’ll face. For example, will you be going on sales calls to new clients? Show up as you would for such meetings. You want the hiring manager to feel comfortable that you’ll represent the company well, Anderson says.

3. CHOOSE CLOTHES THAT FIT
It may be tempting to reach for the old standby outfit, but if it’s too big or small, that may be a mistake. The importance of wearing clothes that fit you can’t be overstated, Anderson says. If your clothes are too big or long, they may look sloppy. If they’re too tight, they may be unflattering and make you uncomfortable, which can be distracting and have a negative effect on interview performance or body language.

4. MIND THE DETAILS
Regardless of how formally you dress, details matter, Anderson says. Clothes should be neat and pressed. Avoid scuffed shoes, pilled sweaters, or clothes with other signs of wear and tear.

And, while some suggest wearing a memorable statement piece, di Giusto advises caution here: “On the one hand, I say yes, you can show your personality.” That may mean a great silk pocket square in a suit, a pop of color on your socks, or a great piece of jewelry to show your creativity and style. But, if the piece is too over the top, it could backfire. Opt for tasteful instead of attention-getting.

5. REFLECT YOUR STYLE
This generally isn’t the time to test out a whole new look or a style that isn’t comfortable for you, Anderson says. Buying a very on-trend outfit that isn’t really representative of who you are could leave your interviewer with the wrong impression. “Stand out for who you are not with what you are wearing. You want the interviewer to focus on you and not be distracted by what you have on,” she says. At the same time, update your look to reflect trends. Choose cuts of clothing and shoes that reflect a modern style.

Continue on to Fast Company to read the complete article.

Meet NBMBAA’s New President & CEO: Kay Wallace

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Kay Wallace of the National Black MBA Association stands with a dress suit on in front of a NBMBAA logo filled canvas for picture taking

Kay Wallace lives by the quote, “Results. Period.” The new president and CEO of National Black MBA Association—which just held its 41st Annual Conference and Exposition in Houston, Texas—is all about achieving results. Black EOE Journal attended the action-packed conference in September and had the pleasure of speaking with Wallace about her goals as new president of NBMBAA.

Tell us about your background and how you became the new president of NBMBAA.
I have a degree in chemical engineering from the University of Alabama and a master’s in business administration from Harvard Business School. My experience is strategy and operations; I was the deputy chief operating officer of the Olympics in Atlanta, and I worked for Coca-Cola in South Africa after the fall of apartheid. I’ve worked for McKinsey & Company and Dow Chemical, have had experiences inside and outside of the U.S., and have worked for nonprofit startups, which is all part of my background before coming to National Black MBA.

What are your goals for NBMBAA, now that you’re the new president?
Meeting the needs of our 16,000 members is number one. That we’re providing products, services and programs that are relevant to them. We are always engaging in conversations with them, about what they need and what will be of value to them. Number two—the organization is going into our 50th anniversary next year, and we want to make sure that not only do we celebrate where we’ve been, but we also take that same celebration to where we’re going. That is part of my vision for the organization— to be clear about what we’re going to do to make sure there are more black people in corporate America, that there are more entrepreneurs and that we are also building and retaining wealth within black families. Education, development and wealth generation—those are three parts of our mission that we’ve been focusing on in the last 50 years and will continue to do so.

Why do you think it’s important for students to join NBMBAA?
Fifty years ago, this organization was created out of a need. That need still exists today because in a lot of places in corporate America, there’s still very few of us, meaning black people. Students should look into joining this organization because it is made up of people who have been where you’re going. Some of them are still there, so they can provide the same things to you. Students can network with people who know and understand what they may experience. Then bring together those experiences for professional development. You can do it at your chapter and then nationally when we come together. Here, you are going to meet thousands of people like yourself—that in itself is very powerful.

What advice would you give to a student looking for their next job or career at the expo?
The first question I would have to ask is, “what is your vision; what do you want?” Because what has to be talked about is within the context of what their desires are. Once I understand that, I’ll be looking at the 170 companies on the career floor that can provide opportunities to meet their needs. Sometimes we find that students will be thinking about their major, but not all the companies they can work for are based on their degree. They may have their sights set on a particular industry, like a marketing company. A student may say, “I’m in marketing, I want to work for Coca-Cola, or I want to work for Pepsi.” But when you broaden their vision to understand that there’s marketing in everything, all of a sudden, companies out of the 170 that they weren’t considering, they realize they can interview there.I would then tell them, “is there an entrepreneurial opportunity for you here?” If your vision is to own your own company, then think about what’s the best company to work for, that will allow you to learn while you’re there so you’re able to start your own without starting from scratch.

To learn about the National Black MBA Association, visit nbmbaa.org

Simone Biles Makes History by Nailing Two Signature Moves — and One Is Now Named After Her

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Simone Biles posing on gymnatict floormat after performance smiling with hand in the air

Simone Biles has done it again!

The decorated gymnast made history on Saturday at the world championships in Stuttgart, Germany, by successfully landing the triple-double during her floor routine and then the double-double dismount on the balance beam.

The moves earned Biles, 22, huge applause from the audience. USA Gymnastics confirmed on Twitter that the impressive feat ensures the triple-double will be named the Biles II, in honor of the athlete.

Biles already has two moves named for her, one in the floor exercise and one on a vault, according to CNN.

Last week, the gymnast explained why she refrains from calling herself a “superstar” gymnast despite her incredible success.

“If I were to label myself as a superstar, it would bring more expectations on me and I would feel pressured, more in the limelight, rather than now,” Biles explained during a press conference before the 2019 FIG Artistic Gymnastics World Championships in Germany.

“I just go out there and compete,” she added. “I try to represent Simone… not ‘Simone Biles’ whenever I go out there, because at the end of the day, I’m still a human being before I’m ‘Simone Biles, the superstar.’”

Continue on to People to read the complete article.

The Key Job Search Skill You Never Knew You Needed

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Professional Black Man Standing Outside the Office

As a job seeker, you need to develop an important set of new skills. Job search requires self-promotion! You must learn how to think like a marketer and learn the basics of selling!

Why? Because you are selling… you.

By Hannah Morgan

It is going to take a lot more to separate yourself from the other candidates looking for the same job you are. And because hiring managers need to be able to justify every expense and see a return on their investment.

Hiring a new employee is one of the greater risks employers take. Make it easy for your future hiring manager. Explain how they will benefit financially from hiring you.

Self-promotion skills pros have mastered: People with a background in sales understand basic sales principles and know how to build a sales funnel. They understand lead generation. Job seekers are sales professionals and should understand what the job duties are in their new role. Self-promotion is merely applying those principles to one’s self.

The responsibilities of a sales professional closely mirror those of a job seeker:

  • Develop new and manage existing relationships
  • Perform prospecting on the phone and in person
  • Strategically manage online and offline brand promotion
  • Increase contact volume and enhance awareness in the community
  • Plan and implement a marketing strategy/campaign
  • Write strong technical and marketing materials
  • Monitor activities and performance

Identify leads. Just as sales professionals must identify the companies who need their product or service, you must identify companies who could use your services.

Sales professionals develop a large pipeline of potential customers, not just those who have an immediate need. Their prospective customer is anyone who could potentially use their product. The million-dollar question is: How?

They find new ways to identify customers. One way is by identifying similar products they may use. In your case, look at companies who already employ people who do what you do. Search LinkedIn for job titles and see which companies have your job. Or you could look at what companies are doing. Are they growing? Did they win a new contract? You can identify companies that will for the problem your services solve.

Once you have identified these targets, create a sales pitch for each individual company based on what they would gain by using your service.

Brand promotion. As you know, you have a personal brand or personal reputation. Self-promotion means strategically managing this and promoting it within the community. Salesmen go to trade shows, industry events, and local events. Likewise, you should seek opportunities to attend and perhaps even speak at events in your area of expertise. Get out of the house! And don’t forget to build a reputation online.

Strong communication skills. Every email, pitch, and proposal a salesperson sends and every conversation determines whether they will close the sale or not. Learn how to write and speak clearly and concisely. Write your message so that a prospective employer can see your value. In other words, explain the benefits of hiring you, not just your features (skills and abilities).

Have a strategy you can measure. A self-promotion strategy is more than applying to every job that looks interesting. Purposely focus on companies and people who you know could use your services. We call this target marketing and it happens in advance of a job posting. Are you measuring these activities?

  • How many people did you reach out to this week?
  • How many jobs did you apply to?
  • Did you have any interviews this week?
  • How many hours did it take you to do all this?

Have you ever seen a sales professional’s weekly progress report? These are the kinds of metrics they are asked to track. You should, too.

Thick skin. The one attribute salespeople have, which will serve you well, is the ability to deal with rejection. It is part of their job, and you will experience it, too.

Salespeople realize that not every opportunity becomes a sale. As a job seeker, not every lead or every interview will translate into a job offer. Be prepared for this. Learn how to cope with the fact you may never know the real reason you weren’t selected for a job.

Just keep moving forward, adapting your self-promotion strategies to favor those that are successful.

Source: Careersherpa.net

LL COOL J hosts his 15th Annual Jump & Ball Youth Camp

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LL Cool J posing the Jump Ball team

Over the weekend, LL COOL J returned to his hometown in Queens to host the closing ceremonies of the 15th Annual Jump & Ball Community Camp. LL was greeted by the more than 200 youth who participated in the month long camp and residents of the neighborhood where he grew up.

Launched in 2005 by LL COOL J, Jump & Ball is a free and fun-filled camp every Saturday & Sunday during the month of August for hundreds of kids from Southeast Queens.

The program was developed as an opportunity for the kids in the community to not only learn the game of basketball but also learn team building and leadership skills critical to life off the court.

LL has always been an avid philanthropist involved in numerous causes including literacy for kids as well as music and arts programs in schools. Celebrating its 15th Anniversary this year, LL’s charity “Jump & Ball” – which takes place every August in his hometown of Queens, New York – aims to give back to his local community by offering a five-week athletic and team building program dedicated to bringing wholesome fun to young people.

Guests enjoyed lie music courtesy of Rock the Bells, LL COOL J’s curated Sirius XM channel featuring classic hip hop, a special performance by the Harlem Globetrotters, free food, free back to school haircuts and more.

LL and youth at Jump and Ball

Make Your Resume Stand Out with This One Skill

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professional woman at work

Most applicants don’t know that businesses are looking to fill positions with individuals who are leaders—people who aren’t afraid to take charge, organize, and grow with the company.

The Bureau of Labor Statistics projects that administrative assistant positions will grow at a slower-than-average rate of just 3 percent between the years 2014 and 2024. For a position whose prospects could stagnate over time, it’s more important than ever for applicants to set themselves apart, both in person and on their resumes. By including leadership skills and experience on your applications, you’ll indicate to employers that you’re someone who will exceed expectations and help their business thrive. Here are a few ways to demonstrate leadership on your resume and in your role.

Take initiative

The easiest way to demonstrate leadership as an administrative assistant is by showing initiative. For instance, if an old filing system isn’t the most productive method, don’t continue using it—take the initiative to create and implement your own improved version. Proposing solutions to your manager for problems they may not even be aware of is a great way to showcase your creative thinking, project management skills, and assertiveness; even if they don’t approve a project, they’ll remember the unprompted initiative you took when new problems arise.

Another example: if you’re put in charge of scheduling a meeting, take the initiative to see the smaller details through—finding space, ordering food, ensuring that all technology is working, etc. Think about how you can go above and beyond your standard duties to let employers know that you’re thoughtful and don’t always need to be told what to do; after all, the mark of a leader is leading!

Communicate

Good leaders are effective communicators. Since many of the tasks of administrative assistants involve working closely with other employees, having strong communication skills ensures that all interactions and transactions are clear. This includes having proper email etiquette—written communication is even more common than verbal for administrative assistants. Listen attentively, but don’t be afraid to ask clarification questions if something isn’t obvious; the last thing you want is to inadvertently cause trouble for your manager, team, or company. Effective communication across all methods can also help build an effective rapport between you and your supervisor, expediting tasks in the future.

Be adaptable

The best leaders don’t boss people around—they adapt to different people’s different personalities and working styles. As an administrative assistant, you’ll be interacting with a multitude of people on different teams, in different departments, and often at other companies, each with their own quirks. Good leaders are adaptable, and they’ll be able to recognize personality differences and work with them rather than against them, making sure everyone’s needs are met. Good communication skills (including being a good listener) are key to adaptability.

How to include leadership on your resume

When composing your administrative assistant application, you may not know how to convey leadership skills and experience, especially if you haven’t previously held a leadership position. As a workaround, think about times when you showed initiative, facilitated communication, or demonstrated adaptability, perhaps on previous projects or as part of other groups. What steps did you take to help a project come to fruition successfully? How did you mediate communication between two groups, or change tactics when it was clear one wasn’t working? Even in the absence of formal leadership positions, there are so many ways to show you’ve got what it takes to thrive as an administrative assistant.

Leadership is a multi-faceted skill comprised of a wide array of valuable personal qualities; putting them on your resume tells potential employers that you’ll be an asset to their company, and they’ll also help you advance into positions with more responsibility in the future.

Source: By CareerBuilder

This Factor Makes You 45% Less Likely to Land a Job Interview

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Women smiling with co-workers in the background

There are different reasons job candidates might struggle to land interviews.  Sometimes, it boils down to missing skills. But in other cases, your lack of interview requests could be a matter of a problem with your resume — namely, the fact that it shows a glaring gap in employment.

Resume gaps are fairly common. Parents who take time out of the workforce to raise children often reenter the job market with sizable resume gaps. The same holds true for those who take time off from their careers to travel. The problem, however, is that a gap on your resume could hurt your chances of moving forward in the job application process.

Resume-writing service ResumeGo conducted a field experiment over the course of five months earlier this year in which over 36,000 openings across popular job boards were applied to using fictitious applicants. The purpose of the experiment was to determine how badly a resume gap could hurt applicants’ chances of getting hired.

The result? Candidates with work history gaps had a 45% lower chance of getting called in for job interviews than those without gaps. And those with work gaps of three years or longer were less likely to be invited to interview for jobs than those with shorter gaps.

If you took time out of the workforce and therefore have a gap on your resume, you don’t have to let it destroy your chances of landing an interview, and subsequently getting hired. There are a few things you can do to overcome that obstacle.

Moving past your resume gap
First, let’s get one thing out of the way: Lying about your gap in work history is never a good idea. If you’re caught, it’ll ruin your chances of getting hired at the company that uncovers the truth, and at that point, you run the risk of different employers in your industry talking and blacklisting you on a long-term basis.

A better bet? Don’t cover up your resume gap. If anything, call it out in your cover letter and explain the reason for it. And if you’re not submitting a cover letter, you can explain yourself on the resume itself.

A better bet? Don’t cover up your resume gap. If anything, call it out in your cover letter and explain the reason for it. And if you’re not submitting a cover letter, you can explain yourself on the resume itself.

Imagine you took a five-year hiatus from the workforce to raise children. If that’s the case, you can summarize that period on your resume just as you’d sum up the two-year period you worked as a junior accountant for Company X, and then the three-year period you worked as a senior accountant for Company Y. In the experiment conducted above, job applicants who provided a reason for their work gap up front received close to 60% more interviews than those with gaps who offered no explanation — so be sure to include that information.

Continue on to Yahoo News to read the complete article.

These are the 4 surprising lessons I learned when I started managing people for the first time

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woman manager leading a conversation at a conference table

By Rousseau Kazi

When I first moved into team management from product management, I quickly learned that managing people is very different than managing a product.

As it turns out, people are complicated.

I had the wrong expectations about what it would take to be a good manager, something I’m sure many people can relate to.

Becoming a manager for the first time requires a lot of trial and error, and no matter how diligently you prepare, mistakes are inevitable.

That being said, the following lessons have helped me navigate this transition, and I hope that they can help those who are undertaking their managerial journey for the first time.

Lesson one: Products don’t fail silently, people do

Mistaking silence for satisfaction is one of the most common mistakes new managers make. When you manage a product, there are alerts and other objective measures that notify you when something is wrong so you can fix it. People don’t come with warnings, and often, they’re suppressing their feelings.

As a new manager, it’s easy to assume that people will come to you when they have a problem, but chances are this won’t happen. Many find it intimidating to approach a new manager, so they avoid doing it altogether. The truth is, we’ve cultivated work environments where people are hesitant about speaking up. This might be because of fear stemming from a reaction. It might also be because they have been burned in the past.

Solution: Take the time to get to know your team

As a manager, you need to recognize that people will fail silently. It’s vital to make time to get to know your team so you can better sense when things may not be going well. Acknowledge that you’re probably bad at asking the right questions to really understand what’s going on, so make your intentions clear. Make it known that you don’t view “asking for help” as a weakness and all you want to do is help. Setting up simple processes/channels that enable your employees to reach out to you when they need your support is a great start.

Understanding that silence doesn’t mean success is in itself a step in the right direction. Next, get to know your team inside and out. Learn their habits, likes, dislikes, and pet peeves. As trust between you and your employees develops, they may start to be comfortable around you and may start to ask you directly for help and advice.

Lesson two: Products don’t have fear, people do

Something else that is disproportionately apparent in people versus products is emotion. To be even more specific, it’s fear. Fear drives so many things within us, and it’s common for many to relate negative emotions to something they’re afraid of. Work is no different—since so many people derive purpose from their role. Fear manifests in the workplace in many different ways. People don’t want to seem weak at work because they associate that with not excelling (even though we’re all afraid of something). As a result, fear commonly manifests as anger. When you’re angry, you can talk about what you’re scared of without seeming weak because you’re blaming it on something else. Products, on the other hand, don’t have this negative compounding effect built into them.

Solution: Remind yourself that everyone is afraid of something

Always keep in mind that everyone is likely afraid of some scenario. Try to understand what that is and then do whatever you can in your power to prevent it from happening. Get to know your team and what excites them. Aim to create safe spaces for them to open up so you can help prevent any future destructive behaviors.

Lesson three: Products don’t get lost in their emotions, people do

One thing that’s hard to come to terms with is understanding that as a manager, you have explicit power. Even if you understand that you have the privilege of helping facilitate people’s careers—it doesn’t stop you from being human. It doesn’t stop you from getting upset when someone on your team is upset with you, and it doesn’t stop you from having those same destructive tendencies that they have. The only difference is that when you do it, it’s worse. Your blast radius is so large that if you let yourself get lost in your emotions, you’ll never be the safety net that your team needs you to be.

Solution: Learn to let go of your ego

Keep in mind that if someone is upset, they’re probably just afraid of something. Every minute you waste defending your ego is a minute you’re not spending on getting to the root of their fear. The faster you get there, the quicker you can actually solve the problem.

Lesson four: Products don’t require you to earn their trust, people do

Just because you’re their manager doesn’t mean that people will respect or trust you. We’ve all had managers who we held to a very high standard. But the second you become one yourself, many of us forget that. Chances are, you have a lot more empathy with what managers go through now than what you did back then, and the longer you are in your role, the less you remember what it was like to not have explicit power.

Because of this, some people just assume that trust is implicit. They expect that their team will have their back and trust their decisions. As a result, they put in less thought when it comes to validating their choices, they don’t put in the extra effort to get to know their team, and they don’t go above and beyond to prove to their team that they are there to help. But respect doesn’t automatically come with a title change. It’s something that you need to earn. Your team, or report, will never reach their full potential if you don’t earn their trust first.

People are more complicated than products. Most managers know that in theory, yet are often in for a rude awakening when they start to encounter the realities of their new role. When a product fails, you can intellectualize it. When a person falls, the impact is significant and in many ways—it falls on you.

Continue on to Fast Company to read the complete article.

Toni Morrison, Towering Novelist of the Black Experience, Dies at 88

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Toni Morrison recieves medal of freedom award

Toni Morrison, the Nobel laureate in literature whose best-selling work explored black identity in America — and in particular the often crushing experience of black women — through luminous, incantatory prose resembling that of no other writer in English, died on Monday in the Bronx. She was 88.

Her death, at Montefiore Medical Center, was announced by her publisher, Alfred A. Knopf. A spokeswoman said the cause was complications of pneumonia. Ms. Morrison lived in Grand View-on-Hudson, N.Y.

The first African-American woman to win the Nobel Prize in Literature, in 1993, Ms. Morrison was the author of 11 novels as well as children’s books and essay collections. Among them were celebrated works like “Song of Solomon,” which received the National Book Critics Circle Award in 1977, and “Beloved,” which won the Pulitzer Prize in 1988.

Ms. Morrison was one of the rare American authors whose books were both critical and commercial successes. Her novels appeared regularly on the New York Times best-seller list, were featured multiple times on Oprah Winfrey’s television book club and were the subject of myriad critical studies. A longtime faculty member at Princeton, Ms. Morrison lectured widely and was seen often on television.

Continue on to the New York Times to read the complete article.

Ken Bouyer: Success in Inclusiveness

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Kenneth Bouyer-EY

By Brady Rhoades

As EY Americas Director of Inclusiveness Recruiting, Ken Bouyer lives by a motto: “Lift as you climb.” But he has expectations of those he lifts, just as those who helped him had expectations. He poses this question to professionals who are looking to thrive in corporate America.

“How do you define success and what are you willing to ante up in order to achieve that level of success?”

The answer is different for everyone, he said to Black EOE Journal, but if teams pursue their purpose with commitment and a willing to sacrifice, the results can be startling.

“We’re incredibly committed to diversity and inclusion,” Bouyer said of EY, referring to the company’s stellar record of hiring and promoting women, ethnic minorities, LGBTQ+ people, and people with disabilities. “And I get to be an insider on that and get a sense of the investments we make… I get a chance to see it year in and year out.”

“When you think about why diversity and inclusion matter, a big part of it is the diversity of thought and perspective,” he added.

Bouyer had plenty of “lifters” as he labored his way up the steep incline during his early career years in the 1990s (he remembers his hire date at EY on October 1, 1990).

He was a first-generation corporate professional.

“I didn’t know how I should act, what I should do.”

But he had help.

“The mentors and role models I had and being part of that as a young professional: invaluable,” he said.

His biggest lesson?

“Your brand is everything. How do you show up every day in your office? What’s your brand and reputation like?”

He said integrity is foundational to EY’s brand and most great brands across a variety of business models. Ever in lift-and-climb mode, he encourages others to build their brands.

He asks corporate managers an uncomfortable but important question: When you leave the room, what do your employees say about you? What kinds of words are used?

“People have to trust and rely on you, and integrity is a big, big part of that,” he said.

Looking back on his rookie year at EY, he remembers a different corporate culture in America.

“When I first started… there were no programs focused on diversity and inclusiveness,” he said.

He’s proud of how far EY has come in the past 29 years, where they’re going, and what it means for future generations.

“Our talented minorities have an opportunity to be so successful, and anything we can do to help raise awareness around the diversity and inclusiveness issue is going to make us better.”

Bouyer, who lives in New Jersey with his wife and daughter, is responsible for developing and implementing a recruiting strategy that focuses on creating a diverse talent pool. Fostering an inclusive culture where all individuals can achieve their full potential is a global priority and a business imperative for EY. The organization strives to reflect the changes in world demographics—taking into account the new mix of cultures and individual characteristics that build its talent pool.

Bouyer also serves on the American Institute of Certified Public Accountants Minority Initiatives Committee and a number of other boards. He is a recipient of the Federation of Schools of Accountancy “Practitioner Service Award” for his distinguished service to the profession of accounting and accounting education.

Bouyer earned a Bachelor of Science degree in accounting from Manhattan College in Riverdale, New York. He is a lifetime member of the National Association of Black Accountants.

Photo Credit: EY

Job Ghosting Is Real: Here’s What You Need to Know

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man on computer searching for job openings

Did you know job ghosting is real? And could be happening to you? You’ve probably heard of “ghosting” in the context of dating: You go out with someone cute, have a great time together, and come back home expecting a second date.

You wait by the phone nervously for the next few weeks to hear nothing at all, finally realizing that you’ve been ghosted. Believe it or not, ghosting happens in the working world, too. Job ghosting is becoming incredibly common, with one-third of candidates reporting that they were rejected from a job position by never actually getting a response in the first place.

This means hiring managers and employers are leaving candidates to wait in agony only to be ghosted after submitting their resume, after the interview, or even getting ghosted after multiple interviews. So, why would a hiring manager do this? Amanda Augustine, our career advice expert, weighs in on this practice.

You don’t make it through the ATS screening

When you don’t hear back from the hiring manager, you might be wondering if you’ve made a mistake on your resume. Of course, it’s entirely possible that you might have made spelling errors or missed critical information that led to your resume being thrown aside. However, if your resume is solid and you’re still getting ghosted, this might simply be due to the sheer volume of resumes being submitted for the job opening.

“The reality is that, on average, companies receive 250 applications per job advert — far more than an HR manager could possibly review by hand,” explains Augustine. “Which is why nearly all large organizations use software known as an applicant tracking system (ATS) to scan resumes and eliminate the least-qualified candidates for a role.” However, the ATS can easily reject more than half of the resumes before the recruiter even sees them! So how do you beat this system?

The best way to work the ATS to your advantage is by looking up three to five job positions similar to the role you’re applying for and identifying the keywords in each of these descriptions. Include these words two or three times in your resume, particularly in the “Key Skills” and “Work History” sections. If you’ve already sent in your application, try to search for the hiring manager’s contact information on the company’s website or social media pages and reach out. “Keep your note short when you do — only say enough to reaffirm [your enthusiasm] and quickly summarize your relevant qualifications,” suggests Augustine.

The job opening was put on hold

Sometimes, you might’ve been ghosted simply because the job opening doesn’t exist anymore. This is not uncommon at all. Perhaps the department’s budget was cut, leading to a hiring freeze. Or maybe the management team is still debating the requirements for this role in particular. More often than not, an internal reorganization could have taken place and the position you applied for just vanished. Unfortunately, there are no laws requiring hiring managers to give you feedback after an interview. So, what do you do to ensure that you get an update?

If you made it to the interview stage, it’s best to end your interview by asking when you can expect to hear about the next steps. If you don’t hear anything by then, send an email reminder that highlights your interest and politely ask for an update. Be more specific in your message to stand out. Something along the lines of “Can we hop on the phone for a few minutes? I have just one more question about this position” is more likely to get a response than a generic email. However, Augustine says you should cut your losses five weeks after the interview. After all, how the future employer treats you now says a lot about how you will be treated once you join the team — and making you wait isn’t the best sign.

You finished second to an internal candidate

Some companies tend to post job openings and interview external candidates even when they already have an internal candidate in mind. Unfortunately, there is nothing you can do to avoid getting ghosted for this reason. However, if you love the company and really want to work there, don’t hesitate to follow up.

Continue on to Top Resume to read the complete article.

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