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How To Following Up Post-Conference

How To Following Up Post-Conference

You did it. You made it to the WBENC National Conference and back. And maybe you didn’t just make the trip. Maybe you did it right. You used the conference app to map out a plan to visit targeted booths and sessions based on your priorities. You clarified your brand positioning into a crisp 11-second pitch that conveys your value. You even set up one-on-one informal networking conversations to make authentic connections. Now you're home with an impressive pile of business cards and an understandable desire to get some dang ROI from your WBENC investment. How you follow up with the people you met at the conference is going to determine whether you look back on it as the beginning of something great – or a waste of time and money. Let’s get into it.   Success Starts with the Right Perspective Before diving into follow-up finesse, let’s level-set on what the WBENC conference actually is – and isn’t. The real value of WBENC is in making contacts that you can thoughtfully and patiently cultivate into meaningful relationships. According to industry surveys, it takes an average of 6-9 months of consistent relationship building before a new contact converts into a paying client. In fact, research shows that it often takes connecting 3 times to become acquaintances, 30 times to become friends, and more than 300 meaningful interactions before a strong professional bond is formed.   Patience is absolutely essential, as partnerships of value can take well over a year to blossom. For example, imagine if you met someone named Joan at the WBENC conference. You hit it off right away and realize you both have some shared interests and goals. Joan and yourself might exchange contact information with the intent to stay in touch. Over the following months and years, you make an effort to connect periodically – whether it's checking in every few months, collaborating on a community service project, or just getting to know each other better. If you both mutually, persistently nurture the relationship, when the time is right, patience might pay off. For instance, if Joan was looking to expand her business, she might ask for support in your area of expertise. While this specific situation is hypothetical, it illustrates how investing time to build trust and understanding can form the basis for fruitful partnerships down the road. What WBENC is not – and this may sting a little – is speed dating for desperate business owners. It’s not a business mosh pit where contacts equal contracts. If you come to WBENC looking for instant revenue (or any conference for that matter), you’re setting yourself up for disappointment – not to mention wasted time and money. It does happen - where a WBE is in the right place at the right time - we just want to make sure readers understand - that’s not the norm. Carving Out Time for Thoughtful Follow Up   As fundamental as this may sound, a pro-tip for post-conference follow up is to actually put time on your calendar for reflection, planning and communication. Treat it like a client project – professionally. Define your objectives, strategies and timeline upfront. Outline the specific follow-up actions you will take over the next 3, 6 and 12 months. Identify your top 20% most promising contacts and thoughtfully sequence your outreach for maximum relevance and impact. Send personal emails referring back to your meaningful conversations. Extend invites to grab coffee or have a virtual meet-and-greet with your team. Share relevant articles, resources and ideas that align with their interests and needs. Send the occasional handwritten note or holiday card to show you care. Make valued introductions to other contacts when appropriate. The goal is at least one thoughtful touchpoint per month.   Consistency Breeds Trust and Strengthens Connections As you cultivate relationships with your new conference contacts, ensure your messaging remains consistent across communication channels. Let your unique brand voice and personality shine through email, social media, phone calls, and other touchpoints. Post on social media 1-2 times per week and respond to comments and messages regularly. Use tools like Hootsuite to pre-schedule content while maintaining a steady cadence.  Consistent branding establishes recognition, trust, and authority. Some specific ways to build consistency include: Using the same logo, color scheme, and fonts across all platforms.   Sticking to core messaging about your values and offerings in all communications. Ensuring your headshot, bio, and messaging align across websites and profiles. Responding to inquiries and discussions with your signature tone and vocabulary. When people see, hear and feel your brand the same way time and again, it sticks in their memory while deepening real relationships.   Stay True to Your Brand The swell of activity after an event like WBENC creates a rising tide of opportunities pulling you in all directions. It's up to you to stay anchored in who you are. Constantly revisit your core purpose and passion to evaluate new options. Realize when you are being tempted to partner with a large corporation offering major distribution - but recognize late in the game that their values around sustainability don’t align with your mission. Saying no can be hard but necessary - and very rewarding.  Some ways to stay focused include: Maintaining a checklist of must-haves for new partnerships. Do they fulfill your needs? Setting daily intentions to realign with your values and goals. Having the courage to say "no" to misaligned opportunities, no matter how tempting.   Finding an accountability partner to discuss big decisions with. Scheduling regular solo time to course correct. Meditating often to increase self-awareness. Apps like Calm provide great 10-minute guided meditations.  Avoid desperately chasing every contact and offer just because they're there. Be discerning. Let integrity and strategic fit guide your growth. The connections you make at WBENC are just the beginning. With patience, compassion, consistency and wisdom, you can transform those contacts into great business relationships that take your business to new heights. 
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Why mentoring women matters

Why mentoring women matters

By Rashmi Chaturvedi, president, KAYGEN At my first corporate job I was not taken seriously in meetings as the only woman in the room. At the time, there were very few women in leadership and even fewer women of color. Until a woman joined the organization as our new senior leader. She knew how to navigate the corporate ladder, command the meetings and deliver results. I wanted to be just like her. I wanted her to be my mentor, but I was afraid to ask her because she so far outranked me. But one day I saw her in the restroom and in a fleeting moment I gathered up the courage to ask her; and to my surprise she said "yes”. That was the day my mentorship journey began and so did my career growth. In this article, I want to share my experiences and why mentorship is essential for advancing the next generation of women leaders. I have always believed that mentoring enriches communities and develops strong confident women to lead future generations. Access to a mentor can help women move forward in their career growth, build long-lasting relationships and have a safe place to learn and ask questions. The value of mentorship can be mutually beneficial. I have had many strong mentors who nurtured my growth during my career while challenging me to realize my true potential. My parents were my first mentors. belonging to a middle-class family in India. My dad, an engineer, and my mom, a teacher, taught me early in life that education opens doors. When I came to America for work, it took lots of time and patience to be accepted as a woman in tech. With my senior leader as my mentor, I was on the right path. It boosted my confidence and opened roads to experiment with career paths, but destiny had a different plan for me. As I was pursuing my career goals, my daughter became extremely ill, requiring hospitalization, so I quit my job to care for her. The thought of leaving my career behind was terrifying but in that moment, my husband became my mentor and encouraged me to build a technology services business with my work experience. The question was, "How?” I could contribute as an individual in a big company, but running a successful company was a completely new and thrilling venture. I still needed practical training in approaching customers, selling and developing my brand. Success in my new endeavor again came from engaging with mentors. I joined the Women’s Business Enterprise National Council (WBENC), which offers many programs to women entrepreneurs. I met many strong women leaders whom I grew to admire, and I learned from each one of them. I participated in corporate-sponsored mentorship programs and learned from women leaders about their business values, culture, success factors and what they wanted to see in a trusted partner. They taught me the most important rule of success in business – building relationships and trust with customers. I was welcomed with open arms to learn, ask questions, understand this new world and lead with confidence. My business began to flourish, and I began to tailor my services to my customers and their needs. I learned that along the way, each of my mentors acted as building blocks in my entrepreneurial journey and with their guidance, I was building my business into a world-class, recognized and trusted brand. Now, I serve as a mentor to others. Going through the ropes as a mentee has made me a better mentor. I can empathize with each mentee’s challenges; it teaches me to be agile to understand their perspective as I step into their shoes to solve their problems. It feels rewarding to contribute to the mentees’ success and make a difference in their lives. So, the question is, how do we define our success? How we contribute to developing stronger women leaders? Let’s rethink our definition of success. Success is investing in those around us. At work, our employees may need that confident voice to guide them. At home, our daughters may need that extra set of ears to listen. We can mentor in local communities, schools and professional networks. And that’s just the start. We will explore the many ways to mentor in future blog topics, from finding mentees, to helping them achieve their career goals, providing mentor days, apprenticeships and much more. We believe it takes only ONE mentor to make a difference. If you are interested in becoming a mentor, please click here.
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How to Apply for a LISC Working Capital Loan: A Step-by-Step Guide

How to Apply for a LISC Working Capital Loan: A Step-by-Step Guide

By Artura Taylor, CEO of TDG Scientific Small businesses often face financial challenges that can impact their growth and sustainability. And, for so many the pandemic has introduced additional complexities and difficulties for small and diverse businesses to navigate. To help address these growing financial challenges, Abbott and LISC are collaborating together to offer a $37.5 million initiative to support diverse small businesses and the communities they serve. This includes growth capital, no interest and low interest loans, as well as coaching to help business leaders grow their companies and create jobs. With the focus on small and diverse businesses in healthcare, the Abbott-LISC initiative is a phenomenal opportunity for businesses that are ready to scale and increase their impact, especially in underserved communities. These generous loans provide much-needed funding to support day-to-day operations and have quickly become a lifeline for businesses seeking to thrive. We, at TDG Scientific, have been so fortunate to receive funding through the Abbott–LISC initiative. This has enabled us to expand our team from just 8 full time to 13 full time and now we have nearly doubled our bid department to be able to increase our chances of winning high-profile, multi-year bids. Part of the funding will go to helping us upgrade our technology stack to have an integrated system for bid management, invoicing, sales, e-commerce and marketing. This will truly be game-changing for the value we can bring to the industry. We will be able to offer our customers an Amazon-like shopping experience which will also enable us to manage tail-end spend while streamlining our operations to better serve our customers. It’s our ultimate goal to spread the word about this phenomenal opportunity so that other small and diverse companies can receive access to funding to grow and scale their businesses. In this article, we'll walk you through the eight steps to follow to successfully apply for a LISC working capital loan. Step 1: Check Eligibility The Abbott-LISC initiative is focused on funding diverse companies in healthcare. Before officially applying you will want to check your company’s eligibility. LISC primarily focuses on supporting businesses in underserved communities. You can click here to review the eligibility requirements so you can ensure that your business aligns with the Abbott-LISC mission and that you meet their specific eligibility requirements. Step 2: Contact LISC or a Partner Organization LISC may administer its loan programs directly or through partner organizations. Visit the LISC website or contact your local LISC office to determine how the loan program is managed in your area. If a partner organization is involved, reach out to them for guidance on the application process. Step 3: Attend Information Sessions Many LISC offices offer informational sessions or workshops for prospective loan applicants. These sessions can provide valuable insights into the loan program's requirements, application process, and expectations. Attend these sessions if available in your area. Step 4: Complete the Application Obtain the loan application from LISC or its partner organization. Carefully complete all sections of the application, providing accurate and detailed information about your business, its financial history, and your plans for the loan proceeds. Step 5: Submit Your Business Documentation To be considered for a LISC working capital loan, you will want to ensure that you have all the necessary documentation ready. This typically includes annual financial statements for up to three years, tax returns, detailed business and strategic plans, as well as any existing debt schedules and personal financial statements. Having these documents organized and up-to-date will expedite the application and underwriting process. Step 6: Financial Assessment LISC or its partner organization will conduct a thorough financial assessment to evaluate your business's creditworthiness and repayment capacity. Be prepared for a credit check and provide any requested financial information promptly. Depending on the loan program and the complexity of your application, you may be required to attend additional interviews or meetings with LISC representatives. These interactions help LISC gain a better understanding of your business and your loan needs. Step 7: Await Loan Approval After submitting your application and completing the necessary assessments and interviews, you'll need to await a decision on your loan application. This process may take some time, so be patient. Step 8: Loan Disbursement If your loan application is approved, you will receive the loan funds in accordance with the terms and conditions outlined by LISC. You will want to ensure that you use the funds as agreed upon in your loan agreement and adhere to all repayment terms. You will also need to provide financial statements each quarter and at the end of your calendar year, as part of your funding requirements. Applying for a LISC working capital loan can be a significant step toward stabilizing and growing your small business. By following these steps and maintaining clear communication with LISC or its partner organization throughout the process, you can increase your chances of securing the financial support you need to scale and grow your company. You can review the entire Abbott-LISC funding process in one snapshot here.
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The Burnout Dilemma: How Leaders Can Foster Well-Being and Performance

The Burnout Dilemma: How Leaders Can Foster Well-Being and Performance

By Dr. April Day The issue of burnout has received attention in the workplace with an even higher focus on employee burnout and wellness post-COVID. On a national level, there is a movement toward employee wellness to positively impact workplace employee mental health and increase employee productivity and innovation, while mitigating rising health care costs. Workplace stress was recently added to the list of issues impacting employee wellness leading to loss of productivity, revenue and rising health care costs. According to the American Institute of Stress in 2022, 80% of employees stated they feel stress at work. In the dynamic world of modern business, chronic stress in the workplace can lead to a growing problem: burnout. Employee burnout has a far-reaching impact on businesses of all sizes — from multinational corporations to small businesses. Burnout occurs when workplace stress goes unchecked or is not addressed. Recognizing the effects of burnout and implementing strategies to combat burnout is critical to maintain productivity, foster innovation and ensure a healthy, engaged workforce. The impact of burnout on businesses Burnout — characterized as emotional exhaustion, overextension or extreme fatigue, indifference or lack of motivation and a feeling of disillusionment with work — can be a silent productivity and innovation killer. In addition, burnout associated with elevated levels of stress has been linked to reduced cognitive functioning. Let’s explore the significant ways burnout affects both corporate and small business sectors: Decreased productivity:When burnout takes hold, motivation and energy levels plummet. Employees struggling with burnout are often less efficient, leading to a significant dip in productivity. Increased absenteeism or presenteeism: Chronic workplace stress can result in both physical and mental health issues, driving up absentee rates or presenteeism — where people show up to work but are not at their full capacity. This disruption in regular work patterns can severely impede operational efficiency. High employee turnover:Not only does burnout impact the health of employees, it also impacts employee turnover and has a detrimental effect on the overall company financial picture. Searching for an escape from unrelenting stress, burned-out employees may look for new jobs. This trend results in high turnover rates, adding costs of recruitment, training and the loss of historical knowledge to the burden carried by companies. Diminished employee engagement: Burnout may bring a lack of connection between employees and their work contributions. Burned-out employees may be less engaged, experience low morale and feel indifferent about their work. Decreased employee engagement can reduce job performance, as well as negatively affect team dynamics and customer relationships. Suppressed innovation: A mentally fatigued, emotionally exhausted or overextended workforce struggles with creativity and innovation. In a fiercely competitive business environment, this lack of fresh ideas and solutions can put a company at a significant disadvantage. Strategies to reduce burnout Fortunately, burnout is not an unbeatable foe. The good news is leaders can be considered a source to mitigate employee burnout resulting from workplace stress. By implementing the following strategies, businesses can help reduce burnout — thus enhancing employee satisfaction, innovation and productivity. Promote work-life balance: Emphasizing and demonstrating a healthy work-life balance is key. This emphasis could mean offering flexible working hours, paid birthday and anniversary days off; enabling remote work; or providing paid time off beyond sick leave or vacation for family life events. Equip managers and leaders with the tools to spot early signs of burnout and take necessary action. A company culture that values employee well-being can significantly reduce burnout, while increasing productivity and innovation. Launch employee wellness programs: Wellness initiatives, such as company-sponsored gym memberships, team field days, access to mental health resources and healthy lifestyle or preventive care incentives can go a long way in reducing stressors and enhance burnout prevention. Facilitate open communication and feedback: Create a supportive working environment where employees feel connected and their voice is valued. An environment where employees feel part of the bigger picture, valued and a sense of community increases employee engagement and connection. Regular dialogues about workloads, expectations, morale and job-related stress can aid in the identification of early signs of burnout, enabling preemptive action. Provide role clarity:Review job descriptions together and make updates as needed. Clear definitions of roles and responsibilities help prevent unnecessary employee frustration, mitigating a common cause of turnover and burnout. Ensure reasonable workloads: Overloading top or highly skilled employees is a direct path to burnout. Ensuring that employee workloads are manageable and deadlines are realistic is helpful in the fight against burnout. Recognize and reward contributions: Individual consideration and regular appreciation of employee contributions boosts morale and decreases burnout. Fostering an environment where employees are recognized and rewarded for their accomplishments and feel effective at work will help increase their connection to the company and its mission. Rewards can range from a simple thank you to employee recognition events or celebrations to bonuses or promotions. Foster social connections: Strong social connections at work can provide emotional support and relief from workplace stress. Team-building activities — both formal and informal — can help foster these connections, contributing to a robust, present and supportive work community. Burnout can be managed effectively through these preventative strategies. With a renewed understanding of its impact — along with a commitment to nurturing a healthy work environment — both corporate and small businesses can mitigate burnout, leading to a happier, healthier and more productive workforce. Read more From the Experts at links.weusa.biz/fromtheexperts To view or download the article, click here.    
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Is today’s hobby tomorrow’s business?

Is today’s hobby tomorrow’s business?

The entrepreneurial spirit is a hallmark of American culture. Our history is full of stories about hobbyists, home bakers and tinkerers who turned their personal projects into successful businesses. From Walt Disney doodling to Mrs. Fields making cookies, hobbies have given birth to some of the biggest brands we know. As inspiring as those success stories are, the truth is that turning your hobby or side hustle into a full-fledged business requires thoughtful consideration and strategic planning. Before you take the leap, ask yourself these questions. 1 Should I turn my side hustle into a business? Consider if the activity is something you would still enjoy if your livelihood depended on it. Is it something you would want to do every single day? Nights? Weekends? By definition, monetizing your hobby means it is no longer a hobby. Is that change worth it to you? For myself, I wanted to be a zoologist before realizing that volunteering with animals is what brings me joy, not being paid to work with them. 2 Is my side hustle a viable business? Time to think about your business plan. You need to understand your finances, competitors, customers, sourcing, etc. What is your scaling potential? How profitable is your business idea? A friend of mine started selling her cookies before realizing she was actually losing money once she factored in her time and the cost of materials. Understanding the finances isn’t just smart, it might be the difference between profitability and unexpected debt. It’s also vital to understand exactly what problem you solve and how you solve it. Be good at what you do, and explain why you are the best person for this opportunity. 3 What is needed to start my business? Build a strong foundation for your business at the very beginning. Get your business set up legally. Set up a business bank account and financing. Register your business name and pick your social media handles. Do not jump ahead without building a strong foundation. It will do you no good if the IRS comes knocking in a year because steps were skipped. 4 How do I scale my business? After your foundation is built, it’s time to scale up. Consider what would be the best strategic avenue for growth. Would more customers help? Would increased sales to your current client-based be ideal? Should you advertise to potential customers or incentivize existing customers to spread the word? Would a new product be beneficial or would it dilute what makes you unique? 5 How do I set myself up for long-term success? Don’t get so focused on the day-to-day that you forget to strategize for long-term success. Be mindful of your strengths and weaknesses. You may need to invest in software or outsource in areas where you are weakest. For example, don’t spend time driving to the post office when you can print and ship from home at cheaper rates. Networking and building relations are also important to consider. If you are a diverse supplier, get certified. Find industry-specific groups to join. Network with like-minded professionals and potential customers alike. The saying "work smarter, not harder” is common for a reason. Strategic thinking is crucial to sustainable success. Good luck, and may your hobbies and businesses bring you much joy and success! Kristin Schneider Kristin Schneider, Publisher [email protected] To view or download the article, click here.
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How to Use Empathetic Leadership as a Superpower

How to Use Empathetic Leadership as a Superpower

WE USA Presents From the Experts - Fall 2022 By Julia F. Alexander, Chief Product Officer and Co-founder of ExecOnline We’re living in challenging times, without a doubt. Pervasive issues seem to keep rolling in – first the pandemic, racial injustice, social unrest, then economic volatility – all fueling the chaos of juggling home and work life under continuously changing circumstances. Unsurprisingly, feelings of overwhelm and burnout are becoming commonplace, especially for women who have taken on even greater responsibilities in the midst of the turmoil. Our research has given us the numbers behind some of the stress. In the wake of the pandemic and the fallout on the workforce, an unprecedented number of leaders are finding themselves in new positions, many in leadership roles for the first time. In a survey of more than 10,000 leaders, only 7% have the right combination of strategic prioritization and talent engagement skills needed to effectively lead right now. The gaps in leadership preparedness are having an additional impact – leader burnout. Further studies revealed over 80% of leaders are concerned about burnout. At the height of the pandemic, we saw the impact on women through our online leadership development enrollment rates. There was a significant drop, as women shouldered the majority of the responsibilities for their families and their school-age children. Now that children are back in school and the impact of the pandemic is subsiding, enrollment is back up. However, the need for effective leadership remains. We’ve all seen examples of leadership gone awry. While there may be some immediate gains from intimidation, the results are short-lived. The damage from this approach can extend for years and even mean the end of a once-viable organization. "Empathetic leadership isn’t about settling for less – it’s about nurturing for the best.”  We could all use a little kindness right now. Within the workplace, this occurs through empathetic leadership. By definition, empathetic leadership means having the ability to understand the needs and perspectives of others and being aware of their thoughts and feelings. When this is applied to real-world situations within the workspace, this heightened awareness can lead to enhanced individual and team dynamics, and innovative solutions developed as a result of an environment that encourages discovery. When leaders and their people feel safe, seen, and appreciated, they are far more likely to be engaged and innovative, and to stick around and continue creating success. When they feel supported and empowered, they are also more likely to have positive things to say to customers, colleagues, and other important stakeholders – including investors and potential new hires. In this era of seamless connectivity, the good, bad, and ugly rapidly find their way to social media and out to millions in a matter of moments. Happy and unhappy employees have the power to drive sentiment toward your company and can have a significant impact on whether someone chooses to work with you – or not. So how do you lead with empathy? A key skill leaders can develop to become more empathetic in their leadership style is considering and affirming the perspective of others. Conflicting opinions are bound to arise when collaborating with others, and failure to understand and acknowledge the "why” behind others’ perspectives can frustrate the people we work with, stall progress, and thwart communication. When people feel that their perspective is understood and taken into consideration, collaboration becomes easier.  Here are some additional tips from the learning experiences we developed in collaboration with several leading universities as part of our Accelerating Women Leaders collection: Use Active Listening. Allow the person you’re speaking with to share what they are seeing, hearing, and feeling – and be careful to avoid minimizing how it is impacting the individual. Be Curious. Ask open-ended questions and avoid judgment.  Take Action. If you see signs of burnout, or sense that the individual is struggling and in need of further support, don’t hesitate.  Be honest and patient with yourself, as well as others. If leading with empathy requires a change in behavior, be sure to keep the lines of communication open. Empathetic leadership isn’t about settling for less – it’s about nurturing for the best. Building a culture where everyone has the chance to thrive is an important way to encourage growth and success for all.   About Julia F. Alexander As Co-Founder and Chief Product Officer, Julia F. Alexander is responsible for ExecOnline's Learning & Coaching experience, product management, programming and content, university and expert partnerships, and global learner operations support. Julia is a member of the Consumer Technology Association Board of Industry Leaders, a Board Trustee of the American Folk Art Museum in NYC, Fellow of the Truman National Security Project, and former Board Member of the Black Fives Foundation.   About ExecOnline The pioneer of online leadership development for enterprises, ExecOnline has delivered career-enhancing opportunities to more than 85,000 leaders in over 100 countries, and meaningful impact for enterprises through partnerships with the world’s top business schools such as Berkeley Haas, Chicago Booth, Columbia, UVA Darden School of Business, Tuck at Dartmouth, Duke CE, IMD, Ivey, MIT Sloan, Stanford GSB, Wharton and Yale. ExecOnline’s proprietary Learn by Doing with Impact methodology combines market-driven input with an applied learning approach for maximum impact aligned to what leaders and their organizations need today and in the future. Visit ExecOnline.com
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How to build a successful Tier II supplier diversity program

How to build a successful Tier II supplier diversity program

WE USA Presents From the Experts - Summer 2022By Sarah Blazek, vice president, global managed service provider delivery and operations, Pinnacle Group In today’s talent marketplace, companies need every tool possible to identify and retain talent. A strong, Tier II supplier diversity program is an essential, yet often underutilized, resource. Diverse suppliers deliver exceptional value because they are often agile, resourceful, and have deep relationships with the talent they source. But many struggle to compete with larger, traditional firms that have deep investments in sales and marketing. Pinnacle Group has repeatedly demonstrated that successful Tier II supplier diversity programs create win/win/win relationships between diverse suppliers, hiring managers, and corporate diversity initiatives. "Supplier diversity is about empowering traditionally underserved or underfunded suppliers to grow their businesses by connecting them with opportunities to deliver excellent customer outcomes. Success requires intentionality from all stakeholders,” said Nicolas Lombardi, director of supplier performance analytics at Pinnacle Group. Using the strategies below, Pinnacle Group has included diverse suppliers on approximately 98% of competitive requirements, resulting in over 50% of placements. Our leading diverse suppliers have grown revenue up to eight times over just two to three years. More importantly, we have proven that a strong Tier II program is a "must-have” for both hiring manager and overall customer success! Organization-wide commitment to diversity and inclusion Deliberate, organization-wide commitment to expanding opportunities for diverse suppliers is critical. From font-line employees to the C-suite, broad organizational support promotes program success, drives acceptance, and raises performance expectations. Ensure your tech is up to the task! Rigorous metrics-tracking is foundational to success. Proper configuration of critical systems, such as the virtual memory system and reporting platforms, helps track progress against key metrics and goals. Transparency is one of your most important communication and motivation tools! Know where you stand to guide where you are going Dive deep into your current supplier base to uncover critical success factors. Understanding supplier classifications, key capabilities, and how they engage with staff are just a few examples that are key to developing a baseline assessment and gap analysis. Set and communicate goals Now that your tech is up to the task, set weekly, monthly, quarterly and annual targets. Eliminate constraints and identify opportunities to achieve and surpass these targets. Identify critical issues in real-time — and address them promptly — to ensure the program stays on track. Listen and mentor! Deepen your supplier relationships to fully understand their strengths and limitations. Provide real-time performance analytics, schedule standing meetings to address issues in real-time, make adjustments to capitalize on their strengths, align suppliers to specific organizational goals and provide feedback. Always be mindful that true success is measured by revenue and market share growth, not by opportunities granted. Incorporating these elements into a Tier II diversity program can have a profound impact, both on the diversity program itself and on your contingent labor program as a whole. By leveling the playing field, these strategies create real, addressable opportunities for diverse suppliers and strengthen overall program outcomes.
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How to Make the Most of Your Conference Experience

How to Make the Most of Your Conference Experience

WE USA Presents From The Experts - Spring 2022 By Kristin Schneider, Publisher, WE USA It’s with immense pleasure I write these words: Conferences have returned in 2022! Events like the WBENC National Conference are one of the backbones of the supplier-diversity community. They connect corporate representatives and women-owned business enterprises from across the nation, while creating new opportunities and beneficial partnerships. To celebrate the return of conferences, here are several tips from my 15-plus years of attending them: 1. Use your time strategically. Every minute of the conference is key to making the most of your investment. Meals are one of the best networking opportunities. Always sit with people you don’t know. If your team is there, separate to sit at different tables to give every opportunity to network and meet potential business contacts! 2. Take the initiative on follow-ups. Connect with everyone on LinkedIn the same day you meet them, ensuring you don’t miss any connections and networking opportunities. It can also be helpful to send the person a message recapping the business opportunities you would like to discuss after the conference, so that nothing is forgotten. 3. Keep physical and digital cards on hand. Physical business cards are excellent to have for connecting and dropping in contact boxes, but I also highly recommend having your LinkedIn QR code saved to your phone, along with a digital contact-sharing app. Electronic contact methods are unlimited and also decrease the chances the contact information will be lost. 4. Be ready to walk. Wear comfortable shoes! You can even throw a second pair in your bag to change into at the end of the business exchange. 5. Be social. Document your experience — and stay informed — by interacting on Twitter, Facebook and other social media platforms with other conference participants, following the conference hashtags and relevant organizations. WE USA’s social media — @weusamagazine — will be offering tips and resources during all major conferences as well.
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How to Build a Winning Capabilities Statement - A Corporate Perspective

How to Build a Winning Capabilities Statement - A Corporate Perspective

WE USA Presents From the Experts - Winter 2022 By Suzanne Cruz-Sewell, assistant vice president of Business Diversity & Development, Dallas/Fort Worth International Airport Suzanne Cruz-SewellA capability statement is a concise, one or two-page document of your business competencies. Done correctly, it is a powerful tool used to market your business. It should be very brief, to the point and specifically related to individual customer needs. Ideally, it is a living document that will change depending on your targeted customer. The capability statement tells your business story in a short and concise manner. It’s where the ‘art’ of a capability statement comes into play. It communicates who you are and what you bring to the table with a goal of selling your product or service. It’s a tangible exchange of information and reference for prospective customers. Format The document should be easily identifiable as a Capability Statement and use visually interesting graphic elements that correspond to your company brand and logo. The information listed should be categorized, well organized in short sentences, and include bullet points for visual scanning. Messaging should be clear, concise, compelling and capture the reader’s attention. Clear – Clarity is a key to success. It ensures your message is interpreted in the way you intend. Eliminating vague words or acronyms strengthens your message and makes it clearer. Concise – Clearly communicate. Be brief but comprehensive. This may take several content edits, but achieving this goal is key to a reader’s ability to quickly scan your document and capture the needed information. Compelling – Evoke interest and attention. Include a "hook” as the opening statement, an attention-getter such as a question, quote, fact, statistic, or testimonial that immediately hooks the reader. Capture - Help us, the prospective customer, understand what we’re supposed to get from your story. This document is as much about you as it is about the reader. Good use of color, catchy tag lines or bold section titles such as "Return on Investment for Clients” and "Solving Complex Challenges” captures the reader’s attention. Content What essential information should you include in your Capability Statement? Core Competencies and Capabilities – Include a brief introduction of your core capabilities and provide a list of your products and services. This should not be the full history of your company or your mission and vision statements; rather a short paragraph that clearly articulates your products or services. Past Performance – Include a list of relevant projects or customers and a brief synopsis of projects highlighting significant accomplishments such as cost savings, timely delivery or repeat customer as examples. Differentiators – Clearly define what makes your company different from the competition and explain why it matters. Look at differentiators from the perspective of the prospective customer. This is where it’s important to know who your prospective customer is and who the recipient will be. Do your homework in advance and put yourself in their shoes. What differentiator might they be looking for? It could be cost savings or a solution to a challenge. Customers look at relevant company experience and similar companies using your product or service. Company Data – Include your company logo, years in business, industry certifications such as ISO, SIX SIGMA, etc., industry codes such as Duns, NAICS, SIC, CAGE, GSA Schedule, etc. and minority/women business enterprise certifications. Many buyers and contract administrators use this information when sourcing a particular product or service. Contact Information – Include point of contact, phone number, email address, company address, website and social media platforms. Finally, once your Capability Statement is complete, have another set of eyes proofread your document. Email the final document as a PDF or editable document. If you plan to distribute a hard copy, print on heavy-weight quality paper so it stands out above the rest.
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How to Address Racism at Work

How to Address Racism at Work

WE USA Presents From the Experts - December 2021 Volume 4, 2021 By Dee Marshall, CEO, DeeCMarshall.com In this climate, it is important to address racism head-on to avoid taking a financial hit or becoming the next diversity fail headline in the news. At work, racism will more likely play out in microaggressive behavior. Microaggression is really an SAT word for racism. However, some would say it is a politically correct label for daily slights against marginalized groups, while others see it as a means of managing white fragility. For example, a microaggression would be the denial of individual racism such as when a statement is made by white people who deny their racial biases: "I’m not a racist. I have several Black friends,” or "As a woman, I know what you go through as a racial minority.” So how do you address racism? Businesses have the first responsibility to eradicate racism at work and reserve the right to terminate employment for racist behavior inside or outside the workplace. Whether the company has a no-tolerance policy on racist behavior or not, the overarching mandate must be guided by the CEO because he or she always has the responsibility to share and exemplify the company’s vision, mission and culture. The human resources office is the second line of attack in addressing companywide racism. And all employees have the third option — which is to disrupt racist behavior. They can take actions such as: The employer provides formal training for all employees on policy and procedures regarding racism as part of the onboarding process. For existing employees who have not been trained, they too must have formal training, and annually, each employee should be required to review, sign and date the policy regarding racism in the workplace. The employee who is involved in or witnessed the alleged racial incident should handle the situation immediately or within a maximum of 24 hours. An employee can share with the offending person directly through feedback the impact their words or actions may have on colleagues. Employees are encouraged to first address racism in one-on-one conversations unless they feel threatened, in which case, the manager, an ally and ultimately human resources should be included in the confrontation. Employees who are the bystanders or witnesses to racism at work — supported by the majority of co-workers that believe racism is a problem — have an opportunity to use their influence and power to interrupt prejudice. Employees are encouraged to interrupt in real time or when warranted — unless the situation calls for having a conversation offline to share observations and insights, along with assisting in prompting efforts to correct the course of action. All employees have the opportunity to engage with each other in a nonthreatening way through an experiential exercise called "Welcome to my World,” sharing how they identify racially/ethnically and then sharing a time when they felt their racial identity was most threatened. About the Author Dee Marshall is an author, speaker and certified coach and lifestyle expert. Her global company, DeeCMarshall.com, includes Yummy Life Coaching, Diverse & Engaged and Girlfriends Pray. She has worked with Fortune 100 companies to improve workplace culture. For more information about Marshall and her company, visit DEECMARSHALL.COM. To view or download full article, please click here.
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