WINTER 2014 WINTER 2014 …file.lacounty.gov/SDSInter/dmh/212662_Lovick_Winter2014_v10Proof… ·...

64 www.lovickcareer.com WINTER 2014

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5WINTER 2014 www.lovickcareer.com

Features8 Making it...

The Rise of the Delaware State University’s Aviation Program

18 Office Stress: His vs. Hers

22 Just Another Day With Your Lying, Scheming Co-Workers

26 A Resignation Letter That Won’t Burn Bridges by Angela M. Cranon, M.A.

Female HBCU Presidents and Chancellors40 Dr. Dorothy Cowser Yancy – Shaw University

44 Dr. Cheryl Davenport Dozier – Savannah State University

45 Dr. Marsha V. Krotseng – Bluefield State College

46 Dr. Juliette B. Bell – University of Maryland Eastern Shore

47 Dr. Cynthia Jackson-Hammond – Central State University

48 Dr. Dianne Boardley Suber – Saint Augustine’s University

50 Dr. Rosalind Fuse-Hall – Bennett College

51 Dr. Beverly Daniel Tatum – Spelman College

52 Debra Saunders-White, Ed.D. – North Carolina Central University

53 Dr. Beverly Wade Hogan – Tougaloo College

54 Dr. Michelle R. Howard-Vital – Cheyney University

55 Dr. Carolyn W. Meyers – Jackson State University

18

24


C O N T6 Publisher’s Page by Calvin Lovick, Sr.

Winter Issue 2014

10 Company Directory

12 Editorial Page by Angela M. Cranon, M.A. Associate Publisher

The Future of Employment - “Temp” and “Outsourcing Jobs”

14 Commentary Page by Sharon Woodson-Bryant

Start Reading While They Are Babies

Corporate Execs16 Malissia Clinton –– The Areospace Corporation

20 Al Smith –– Toyota Exec by Veronica Mackey

24 Joyce Tucker –– The Boeing Company by Laurie D. Willis

28 Malcolm A. Johnson ––JPMorgan Chase Commercial Banking

32 Leticia Aguilar –– Union Bank, N.A.

Starbucks Coffee Company Executives by Bellamy Jones

34 Blair H. Taylor

36 Zeta Smith

38 Chris Carr

Angela M. Cranon, M.A.Associate Publisher

Sharon Woodson-Bryant

Laurie D. WillisContributing Writer


Greetings:

It’s no secret the CEOs of mostcolleges and universities are men.However, there are some absolutely

dynamic women serving as President orChancellor at many of the country’sinstitutions of higher learning and manymore who are quite capable of success-fully assuming top administrative posts,if given the chance.

In this issue of Lovick DiversityCareer Journal, we’re proudly celebrat-ing female Presidents and Chancellorsat some of the nation’s HBCUs. We’realso honoring three top executives atStarbucks Coffee Company: Chris Carr,Executive Vice President, U.S. RetailStores; Zeta Smith, Regional Vice Pres-ident Northeast Region; Blair H. Taylor,Chief Community Officer and ExecutiveVice President Partner Resources. Carr,Smith and Taylor are making a differ-ence at Starbucks, a Fortune 500company, that ranked 94th on thisyear’s list of Fortune’s Annual BestCompanies to work.

Speaking of Starbucks, I would beremiss if I didn’t commend them for theemployment opportunities they haveprovided in inner cities across theUnited States and for the jobs theycontribute by opening stores at Histori-cally Black Colleges and Universities.Starbucks is among many Fortune 500

companies that are trying to make adifference in the African-Americancommunity by being more inclusive toensure people of color are consideredfor key positions at their companies.

I’m thankful every time I successfullypublish an issue of Lovick DiversityCareer Journal, but I’m particularlygrateful for this issue because it cele-brates HBCU’S President and Chancel-lors. It’s my sincere hope you won’tsimply flip through the pages of thisissue, but instead, sit down with a cupof Starbucks coffee and peruse eacharticle. The women featured in this issueare amazing, and it’s my distinct honorand privilege to present them to you.I’m confident after reading their stories,no matter your race or whether you’rea female or male, you’ll be inspired towork a little harder, to dig a little deeperand to resolve to never stop striving toreach your goals. I salute the womenfeatured in this issue. Likewise, I saluteyou because without your loyalty anddevotion, Lovick Diversity CareerJournal simply wouldn’t be the maga-zine it is today.

Best regards, Calvin


Publisher’s PageWINTER 2014

VOLUME 22, ISSUE 1

�

CALVIN LOVICK, SRFounder & Publisher

[email protected]

SCOTT CALVIN LOVICKAssociate Publisher & CEO

CHRISTIAN CALVIN LOVICK, JRVice President of Sales & Marketing

ANGELA M. CRANON, M.A.Associate Publisher & Editor-in-Chief

JACK MARTINEZSenior Writer

EARL HARRIS, CPAChief Financial [email protected]

RANDY BENNSenior Account Executive

[email protected]

ALYSSA SHEPARD MOOREAssociate Editior

ANGELA WONGCopy Editor

VERONICA REIDAssistant to Publisher

LINDA GREENE WASHINGTONLayout Design

JEANNELL LOVICK JEFFERSONVice President of Circulation

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LOVICK CAREER JOURNALPO. Box 88865 • Los Angeles, CA 90009

Offices: (310) 412-7220Email: [email protected]

Circulation: [email protected]

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Lovick Career Journal (LCJ) is a quarterly publicationdesigned to give unique access to the professional job seeker and those who wish to explore current and available employment opportunities in these high-leveled positions that are often missed in otheradvertising circulars. This bi-monthly publication of50,000 is uniquely targeted to increase awareness todiversity concerns and exposing opportunities to thebest qualified. Its distribution to colleges, universities,employment office centers and other pertinent demographics, maximizes our ability to reach the rightindividual.

LOVICKC A R E E R J O U R N A L

Winter Issue2014


not had such personal examples in thelife,” Capt. Speed said. “It is interestingto watch their transformation from fresh-men to senior.”

DSU is one of about 150 institutionsof higher education to offer an aviationprogram, and it is the only HistoricallyBlack College or University thatpossesses its own fleet of planes. TheDSU fleet of planes – a mix of six PiperWarrior, two Piper Arrows, one PiperTomahawk and one Piper Seneca – aremaintained at the Delaware Airpark nearCheswold, Del., an airport facility oper-ated by the Delaware River & BayAuthority only a few miles from the DSUcampus.

The flying proficiency the programdevelops in its undergraduate aviatorswas evident last fall when a team ofDSU student-pilots performed well in aNational Intercollegiate Flying Associa-tion regional competition

Dr. Dan Coons, the founding directorof the then-Airway Science Program atDSU from 1987 to 1992, is consid-ered to be the visionary that madethe program an academic andprofessional fixture at DSU.

“This program made it possiblefor a lot of young men and womento fly and pursue aviation careers,who otherwise may not have beenable to afford such training atother places,” Dr. Coons said.

The Aviation Program hasproduced a wealth of DSU successstories – including graduates flying forcommercial airlines, handling themanagement and operations of airports,and directing the planes as air trafficcontrollers. Sterling examples of DSUaviation graduates include Capt. RaySean Silvera, who is an assistant chiefpilot for United Airlines; Benjamin S.Clendaniels, senior airport manager forthe Delaware facilities of the DelawareRiver & Bay Authority; and Scott Lovick,a former air traffic controller who is now

working as the Philadelphia representa-tive for the NY/NJ/Philly AirspaceRedesign Project.

Mr. Lovick career path is representa-tive of the many opportunities that canopen up for DSU aviation products. Hegraduated in 1992 with an aviationdegree concentration of aircraft system,the track pursued to become a pilot.But while that was his original aspira-tion, once he became aware of theopportunities available as an air trafficcontroller, he redirected his career path.

He would go onto to establishhimself on the west coast, where he

worked at the Los Angeles Air RouteTraffic Control Center from 1994 to2002. He later moved on to thePhiladelphia International Airport, wherehe serve as a front-line manager with12 air traffic controllers working underhim.

While at DSU, Mr. Lovick earned fivedifferent flying ratings (commercial multi-engine pilot, instructor multi-engine,flight instrument instructor, advanceground instructor, and ground instru-

ment instructor).

“DSU gave me the best aviationeducation in the world,” said Mr. Lovick,a native of Jamesburg, N.J. “AircraftSystems gives me a leg up, as it gaveme an understanding of both flying andair traffic.”

While the current DSU AviationProgram is 25 years old, the institution’sinvolvement with aviation dates back tothe 1930s when a pilot training programwas adopted as part of the then-StateCollege for Colored Students curriculumofferings. This initial program was oneof six pilot training programs that begin-ning in 1939 served as a source ofblack aviators for the famed Tuskegeeflight program that would go on todistinguish itself in the air battles ofWorld War II.

Dr. Coons, even in retirement, contin-ues to stay connected with the aviationfaculty and students. He said thesuccess of the program in preparingaviation industry professional is nomystery.

“The Federal Aviation Administra-tion has a prescribed number ofsteps that have to be followed toqualify as a professional pilot, andDSU has always followed thosesteps so our young men andwomen would be employable,” Dr.Coons said. “Our graduates areemployed all over the aviationindustry, and that is proof of thepudding.”

During the summer of 2013, the DSUAviation expanded its flight training tohelicopters. The University signed anagreement with Horizon Helicopters ofNewark, Del., which enlists their instruc-tors in the flight curriculum of the Univer-sity, and thereby expanding thepossibilities to those who study tobecome a professional pilot at DSU.The new helicopter flight training forDSU students will begin in the fallsemester 2013. �

Scott Lovick, Senior Air Traffic Controller


S ince the 1988 establishment ofthe DSU Aviation Program(former called Airway Science), its

degree concentration offerings ofProfessional Pilot and Airways Manage-ment has been a mainstay among themost unique degrees available atDelaware State University. Aviationdegree seekers can earn their licensesto become profession pilot, or pursuethe management side and becomeairport managers or air traffic controllers.

Today with its great emphasis onmentorship and professionalism, theprogram is operating at close to itscapacity in terms of the number ofstudents it can handle.

Capt. Stephen Speed,director of the DSU AviationProgram, said after years inwhich the enrollment in theprogram struggled, over thelast four years the program’senrollment has been on the riseand the program is almost atcapacity.

After 45 students wereenrolled during the 2008-2009school year, each year since it hassteadily rose from 56 students in 2009-2010 up to 94 students in the 2012-2013 academic year.

“I believe the enrollment increase has

been partly due to the stability ofour instructors,” said Capt.Speed, who became the directorin 2007. “Philippe DeRosier, ourchief instructor has been here forsix years and has been a greatsource of stability.”

In addition, Capt. Speed said,the program is fortunate to haveother experienced instructors allof whom possess an abundanceof real world professional aviationexperience which make theirinstruction particularly valuable.

Such instructors have beenimportant to the philosophicalthrust of the program – profes-sionalism – which is one of the

most important aspects of aviation. Thatmakes learning and being mentored byexperienced pilots all the more impor-tant, Capt. Speed said.

“A lot of our students previously had

Making It…

The Rise of the Delaware State University’s Aviation Program

Dr. Alton Thompson, DSU provost and vice president of Academic Affairs, pose in oneof the helicopters of Horizon Helicopters Inc., which will be used to train DSU studentin helicopter flight.

Capt. Stephen Speed, director of the DSU AviationProgram, and Philippe DeRosier, the program’s chiefinstructor.


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COMPANY PAGE NUMBER


It is not your imagination that findinga job still appears to be difficult,especially a well paying one. Even

with fluctuating unemployment figures,the types of jobs being filled are low-wage, temp and outsourcing posi-tions.

According to Forbes Magazine inan article entitled, “Careers Are Dead.Welcome to Your Low-Wage, TempWork Future,” “Almost 30 percent ofAmerican workers are expected tohold low-wage jobs-defined asearnings ator belowpoverty lineto support a familyof four in 2020.”

What’s on therise, however, is thenumber of temporary posi-tions, which rose by sixpercent over last year’snumbers in the first quarter

of 2012, according to the AmericanStaffing Association.

Although this may not sound prom-ising, securing a temporary positionwith a major corporation could leadto a full-time job or a future client, ifyou are ambitious enough to branchout on your own. Not to mention,many corporations are outsourcingjobs, not just across the globe, buthere in America, your own backyard,especially for skilled professionals.

Today’s job market in the UnitedStates can force corpora-tions to hire outside of thetraditional office staff, espe-cially with the high cost ofbenefits. Securing suchpositions means gettingdegrees and skills in veryspecific areas or takingyour current experience and

parlaying it into a high-paying career.

Accountants, payroll specialists,financial planners, computer analysts,marketing professionals, software

engineers, technical writers, and grantwriters are just a few on the list thatget hired by corporations of all sizesfor temporary jobs and outsourcingopportunities.

Multiple jobs with different compa-nies as a freelance writer, researcher,adjunct instructor, tax collector, morti-cians, weight-loss expert, medicaltechnician, and celebrity personalassistant represent what’s in demandin the outsourcing market.

When you consider these optionsof working as a temp or opening upyour career to a contract laborer, theemployment market may not seem asbleak. These occupations can lead tohigh paying careers. For those goingto college, research the discipline thatcan lead to a long-term career.Professionals, use the skills you haveand market them. Do not use theunstable job market as an excuse,make it happen and become employable.

Make it a great day! �


Editorial Page

The Future of Employment -

“Temp” and “Outsourcing Jobs”

by Angela M. Cranon, M.A. Associate Publisher

Photo Credit: Jeremiah Charles


Every 26seconds, a high school

student somewhere in the United Statesdrops out of school and for black andLatino students, the likelihood of gettingthat diploma is closer to one in two,with the graduation rate at less than 65percent.

These are dismal statistics. And as anyemployer knows this affects our futureworkforce and we must be more awardof how this impacts the very foundationof our black and Latino communities. Ifwe are going to continue to developsuccessful leaders and business exec-utives like the ones featured in thismagazine, we must educate parentsand caregivers about the importance ofearly childhood education.

Kids drop out of schoolfor a variety of reasonsbut it wasn’t until Istarted working at First5 LA did I realize that achild’s education actu-ally begins at birth.Research shows 90

percent of a child's braindevelops in the first 5 years of

life. So learning to read should begin atinfancy in fact, it is recommended thata mother should read to her child whileit is still in the womb and continuethroughout the toddler years. Whenthey listen to stories, they gain cruciallanguage skills.

Poor literacy skills is one of the majorchallenges facing school systems today,but child development experts havefound that reading aloud to childrenbefore they start school better preparesthem for academic achievement andhelps cultivate a love of reading, a vitalfoundation for learning.

The absence of early literary stimulationis the harbinger of on-going educational

difficulties. Feelings of inadequacy andfrustration cause children to grow todread each new school year andfrequently lead them to drop out of highschool and experience chronic unem-ployment.

There is an abundance of researchtoday that didn’t exist when you andwere I were youngsters. And even now,many parents aren’t aware of the signif-icance of early reading. I have a friendwhose daughter just had a baby thismonth and although my friend is a prin-cipal at an elementary school, sheconfided that so much as changedsince she had her child nearly 30 yearsago.

When I began explaining about earlybrain development, she was surprisedby the new findings and I told her Iwould have First 5 California send herdaughter a “Kit for New Parents.” Wemust start now with our babies! If youknow of new parents please tell themthat the kit is available at no cost bycalling 1-800-543-7025. �

Commentary Page Sharon Woodson-Bryant

Start Reading WhileThey Are Babiesby Sharon Woodson-Bryant


A s a young girl, Malissia Clintonastutely realized lawyers canmake an impact on people’s

lives.

Today, as Senior Vice President,General Counsel and Secretary of TheAerospace Corporation, she’s doing justthat.

Clinton, of Manhattan Beach,Calif., is a graduate of StanfordLaw School, where she was aneditor of the Stanford LawReview. She has worked at Aero-space since 2009.

“I began my Aerospace careerwith TRW before it was acquiredby Northrop Grumman,” Clintonsaid. “Aerospace began with theacquisition of TRW’s space tech-nology subsidiary back in 1960.The people, culture and ethics aresimilar, so it was like cominghome.”

Things have been great forClinton at Aerospace.

“Working here has exceededmy expectations,” Clinton said.“I’m nearly four years into the job,and I still enjoy coming to workevery day.”

Clinton, who supervises 11people, said she most enjoys thevariety of issues she gets toresolve daily.

“No two days are alike,” she said. “Ilove my legal and corporate secretaryteams and hired three of the four attor-neys with whom I have the pleasure ofworking each day. My legal team is verystrong and collegial, and Mabel, myassistant corporate secretary, is a jewel. She’s hardworking to a fault anddependable at her trade.”

Clinton’s job is as challenging as sheenvisioned it would be; however, if shecould change two aspects of her posi-tion she said she’d have more time todevote to reading trade magazines andkeeping up with the local press, andshe’d spend more time socializing withemployees.

“The former is important to ensuringI’m ahead of current events, and thelatter is a good way to connect withemployees and let them know I care,”she said.

Aerospace is a good company forwhich to work because of its commit-ment to getting it right, Clinton said.

“At Aerospace we have great peoplewho are cerebral yet humble,” Clinton

explained. “Doing the right thing is morethan just a platitude. At Aerospace, it’sa way of life.”

Catherine Steele, Vice President,Strategic Operations at Aerospace, saidClinton is an asset to the company.

“We need clear thinkers, smart mindsand strong engagement,” Steelesaid. “Malissia is curious and asksgreat questions. She likes tounderstand the foundations andcontext of issues and alwaysoffers a well thought-outresponse. Her active engagementacross the corporation providesothers the benefit of her keensense and insights.

Steele and Clinton initiallyspoke to each other during anearly morning workout in a gymin an Albuquerque hotel, thoughneither woman knew who theother was. They later met thatday in a business meeting.

Steele said her initial impres-sions of Clinton as a smart, beau-tiful, competent, extremelywell-spoken and engagingwoman have only been solidifiedduring the four years Clinton hasworked at Aerospace.

Clinton said she thinks her co-workers would describe her as a

friendly perfectionist, an assessment towhich Steele agrees.

“I’m a perfectionist, too, and I fullyappreciate her attention to details,”Steele said. “Her knowledge andengagement really help improve all ofus.”

Steele has known Clinton since 2009when she joined Aerospace. Shawn L.

continued on page 56

THE AEROSPACE CORPORATION

Malissia ClintonSenior Vice President, General Counsel and Secretary


Too much work, too little moneyand not enough opportunity forgrowth are stressing us out on

the job, according to a new survey fromthe American Psychological Association.

One-third of employees experiencechronic stress related to work, thesurvey found. Women report higherlevels of work stress than men, as wellas a gnawing sense that they are under-appreciated and underpaid.

Fifty-four percent of the 1,501 em - ployed adults surveyed say they feelthey are paid too little for their contributions, and 61% said their jobsdon’t offer adequate opportunities toadvance. Only half of the adults polledsaid they feel valued at work.

A new survey from the AmericanPsychological Association reveals trou-bling findings about stress in the American workplace. WSJ’s LaurenWeber and the American PsychologicalAssociation’s David Ballard join LunchBreak to discuss.

Women feel especially stuck andtense, the association survey indicates.Thirty-two percent of women said theiremployers don’t provide sufficientopportunities for internal advancement,compared with 30% of men. Women .

are more likelyto feel tenseduring a typicalworkday, report-ing more often

that their employerdoesn’t appreci-ate what they do.

Th e a n n u a lsurvey, conduct -ed in January and

released Tuesday, found the proportionof chronically stressed individuals hasshrunk to 35% this year, compared with41% in 2012, suggesting an improvingeconomy and job market are makingsome people’s work lives easier. Butsmaller percentages reported satisfac-tion with their jobs and work-life balancecompared with 2012—two areas thathad been on the upswing.

Women’s stress is rising as familiesrely more on women’s earnings. Anemployed wife’s contribution to familyearnings has hovered, on average, at47% since 2009. But in that year, itjumped from 45%—the biggest single-year rise in more than two decades,said Kristin Smith, sociology professorat the University of New Hampshire. Thecomparable figure in 1988 was 38%.

Emotional responses to stress oftendivide along gender lines, with menmore likely to have a “fight or flight”reaction while women are more likely tohave a “tend and befriend” response,seeking comfort in relationships andcare of loved ones, according to

research by Shelley E. Taylor, healthpsychology professor at the Universityof California, Los Angeles, and others.

Physically, the body responds tostress by secreting hormones into thebloodstream that spur accelerated heartrate and breathing and tensing ofmuscles. People who experience stressas a positive often have increased bloodflow to the brain, muscles and limbs,similar to the effects of aerobic exercise.Those who feel frightened or threat-ened, however, often have an erraticheart rate and constricting bloodvessels. Their blood pressure rises andhands and feet may grow cold. Theymay become agitated, speak moreloudly or experience lapses in judgment.

Either way, too much stress isharmful to individuals and companies,says David Posen, a physician andauthor of the book “Is Work Killing You?A Doctor’s Prescription for TreatingWorkplace Stress.”

“Chronic stress reduces all of thethings that help productivity—mentalclarity, short-term memory, decision-making and moods,” Dr. Posen says.

Karen Herbison, 46, experiencedsymptoms of chronic stress aftermanagement changes in her depart-


Office Stress: His vs. Hers


TOYOTA EXEC

Al SmithPartnership Makes Leadership Easier

By Veronica Mackey

Reading the bio of Albert A. Smith,Toyota Group Vice President ofService Operations & Corporate

Planning—the title alone is a mouthful—is a bit intimidating. I mean, how manypeople can say they are in charge of“over 1,800 associates and a port-folio which finances over 4.4 millioncustomers?”

In his current role, Smith over-sees asset protection, centralrecovery and fraud departments forToyota Financial Services (TFS) andLexus Financial Services (LFS).Add to that, responsibility for TFSCorporate Strategy, Communica-tions, and Corporate SocialResponsibility departments, and it’sobvious Smith is a very busy man.

Fortunately, Toyota’s commit-ment to community and corporatepartnership takes a big load off hisshoulders. At each step of hiscareer at Toyota, Smith was giventhe support needed to develop hisskills and move to the next level.

He joined Toyota in 1990, andhas held various key leadershippositions, which include serving asthe eBusiness Champion at TFS;and as the Toyota Motor Sales(TMS) Corporate Manager, Officeof the Web. In addition, Smith hasworked as the TMS Corporate Manager,Sales Strategy and Fleet Department,and headed strategy, sales and market-ing for the U.S. fleet and commercialdivision, and Toyota’s certified used carsoperations.

Most recently, Smith was Vice Presi-dent of Customer Services, in the LexusDivision of Toyota Motor Sales, respon-sible for all U.S. activities in the Parts,Service and Customer SatisfactionDepartments.

His transition from online to offlinefinancial services has placed Smithmore directly in front of customers. Andalthough he knows he cannot pleaseeveryone, it is the place he most wantsto be.

“I have a huge organization. I havea great team that understands wherethe business has to go. TFS is uniquebecause it’s a step away from the carside of the business. TFS brings youcloser to the customer. We’re rightthere in the trenches with them,” Smithsaid.

If Smith knows anything, he knowsa thing or two about trenches. Heunderstands the heartbreak of familieswho need reliable cars, but are unableto get them. At the height of the

economic crisis, when consumer creditwas tighter, Toyota stepped up to fill thevoid for customers who ordinarily wouldhave no way to obtain financing.

“In 2009 and 2010, a lot of bankswalked away from the auto market.The only option for somecustomers was alternative financingsuch as TFS. We wanted to givecustomers true options for buyingand we understood we were takinggreater risks,” he said.

While being dogged by theeconomy, the company alsosuffered a public relations night-mare. From late 2009 to early2010, Toyota Motor Corp. initiatedthree separate but related recalls.Images dominated the news ofToyotas with sticking foot pedals.The first recall, on November 2,2009, was to correct a possibleinterference of the foot pedalcaused by an out-of-place floormat. The second recall began inJanuary 2010 after the problemwas identified as a sticking accel-erator pedal rather than a floor matproblem. Toyota also issued aseparate recall for hybrid anti-lockbrake software in February 2010.

“We have fully recovered fromthe recalls,” Smith said. “We recognizethe responsibility to develop great cars.”At the same time, the company isseeing fewer defaults on auto loans,thanks to a stronger economy.

With all the technology, marketingstrategies and enormous sums ofmoney used to create brand loyalty,Smith said, everything boils down tohow well you treat people. He addedthat Toyota treats its customers



They’ve been lied to, stolen fromand betrayed, but they keepcoming back, day after day.

They’re your colleagues.

That, at least, is the conclusion of anew survey from Hogan Assessments,a Tulsa, Okla.-based firm that usespersonality tests to improve workplaceperformance.

Hogan surveyed 700 people inFebruary about trust and betrayal atwork, and discovered that 81% ofrespondents believed they had beencheated or otherwise treated dishon-estly by a colleague.

Ten percent admitted that they hadbeen the perpetrators of such acts,including “playing dirty” to advance theirown careers.

Still, trust remained at relatively highlevels. Seventy-four percent said theytrust their co-workers, and 70% saidthey trust their boss.

In general, workers rated trustworthi-ness as the top trait of a good boss.That quality encompasses not justhonesty, but also good judgment andcompetence. In other words, “If they’re

in charge, do you trust them to take thecompany in the right direction or arethey going to drive it over the cliff?” saidRobert Hogan, founder of HoganAssessments.

Bad bosses, however, come in manyflavors: arrogant, manipulative, passive-aggressive, and more.

These were the most commonmarkers of bad bosses, according to a

different survey of 1,000 workersconducted by Hogan Assessments. Inthe survey, 52% of the respondentslisted arrogance as a trait of their worstmanager, 50% said their worst bosswas manipulative, 44% described aworst boss as passive-aggressive, and42% said that manager was distrustfulof others.

One quality thatindividuals oftenadmire is often a redflag for a difficult oru n t r u s t w o r t h ymanager: charisma.People with thischaracteristic “makereally good impres-sions and seemleader-like,” but are“typically followingtheir own personalagendas,” whichmakes them lesslikely to supportsubordinates or putthe company’s inter-ests ahead of theirown, Hogan said.

Other negativequalities that signaltrouble ahead areself-absorption, self-deception and whathe called “hollowcore syndrome” –overt self-confidence

and poise masking deep insecurity.

How do managers screen out someof these individuals? Don’t rely on intuition, said Hogan, adding that he’ssurprised at how often corporateboards and managers do just that.Instead, he said, “The best single thingis to ask their former subordinates forfeedback. �

Just Another Day With Your Lying, Scheming Co-Workers


Joyce Tucker experienced discrim-ination in high school, collegeand as a young professional.

“It’s a pretty unsettling feeling thatyou learn to overcome and not dwellupon, but you never really forget,”Tucker said. “It’s not uppermost in yourmind, but you can remember itsimpact. That personal experience,growing up in the 60s and livingthrough those turbulent times,was a motivation for wanting tomake a difference…”

And make a difference shehas.

Tucker, who lives in her nativeChicago, is Vice President ofGlobal Diversity and EmployeeRights for The Boeing Company.She has held that position atBoeing for just over 11 years.

“I like the opportunity to helpThe Boeing Company ensure thatall of its employees are beingtreated fairly and helping create acompany culture that under-stands, embraces and leveragesthe different cultures that we havenot just at Boeing but acrossAmerica and around the world,” Tuckersaid. “The name of my organization,Global Diversity and Employee Rights,pretty much says it all except it’s morethan employee rights.

“Helping ensure that Boeing under-stands, embraces and leverages thecontributions of all of our employeesand protects their rights to be treated

fairly is good for the employees,” Tuckercontinued. “It also creates more inno-vative and engaged employees, and itmakes Boeing a more productive andprofitable company.”

Tucker earned a law degree fromThe John Marshall Law School inChicago in 1978 and a bachelor’s of

science degree from the University ofIllinois at Urbana Champaign in 1970.

“One of the reasons that I was inter-ested in law was because it was avehicle that could be used to protectindividuals from being treated unfairly,”Tucker said. “At the time I was in lawschool, I was unaware of the manyways that a law degree could be

applied. I thought I would be a practic-ing plaintiff’s lawyer, but this is a morerewarding job and one in which mylegal training is extremely useful.”

Tucker said Boeing officials madeclear to her their commitment to diver-sity and inclusion when she was hired.

“I wouldn’t have chosen towork here if I didn’t believe it,”Tucker said. “Boeing is full ofpeople who work collaborativelyand are just plain nice folk. That’sdemonstrated by Boeing’s focuson ensuring fair treatment, safety,ethics and areas that are not justinitiatives but core values. Theyalso give my organization theability to address issues the waywe think they should beaddressed without attempting toinfluence the outcome, which tome demonstrates resolve andcommitment to doing the rightthing.”

Helen Jett-Caldwell, retiredDeputy Director of the IllinoisDepartment of Human Rights,met Tucker in 1972 when Tuckerwas appointed to an affirmativeaction position in the Labor Rela-

tions Division of the Illinois Departmentof Mental Health.

“She first impressed me as a veryfriendly but quite naïve, attractive younglady with a lot of potential who waseager to be a team player,” said Jett-Caldwell of Fayetteville, Ga. “Over the


THE BOEING COMPANY

Joyce Tucker Vice President of Global Diversity and Employee Rights

By Laurie D. Willis


By Angela M. Cranon, M.A.

As much as a person might wantto leave a job, it is still very diffi-cult to take that first step and

resign. It does not come easy to give atwo week’s notice, especially whenbutterflies are fluttering in the stomachand sweaty palms reveal the eagernessto approach a supervisor.

However, there is no getting aroundthis process, therefore, it is essential toexit professionally and without burningany bridges. The consequences ofleaving a job with a distasteful resigna-tion letter could be detrimental to acareer in the long run.

For this reason, putting together awell-written and thought-out resignationletter is needed. If you are leaving a jobbecause your boss is difficult to workwith, never put this in writing. Remem-ber, nothing stays the same, and oneday at the same company, managementcould change, and if you want to return,your file will include your resignationletter.

Another reason to provide a resigna-tion letter is for closure. It doesn’t matterhow long you have worked for acompany at the time you decide toresign, instead it is how you exit the jobthat will leave a lasting impression.Leave on a positive note and profes-sionally. Without a two week’s notice oran official resignation letter, the conse-quences will fall back on you, not yourboss.

On your career journey you mightwork for the supervisor you are leavingor better yet, he/she becomes a poten-tial client. The lack of a resignation letteror bad mouthing the boss could ruinthis relationship and possibly a loss ofincome.

Relationships are important, even iftwo people are at odds with each other.Sometimes the conflict is not the clashbetween two people, but the environ-ment in which the two worked in. Soin a different environment, the same twopeople might have a better relationshipand can work together. Careers are builton connections and networking sowriting a positive resignation letter tosomeone you may not particularly careto work with would be beneficial in thelong run. In return, you may receive agood reference letter from this former-employer.

How To Write A Resignation Letter

Remember, the resignation lettershould not be personal or imply jabsthat your boss is the reason you mightbe leaving. It should praise what goodwas found in the supervisor and thecompany and indicate how tough it wasto make the decision to leave. Theboss must indicate to his boss thereason someone is leaving the depart-ment, and, of course, he would notwant to take any blame for your leaving.

Don’t use the resignation letter toplace blame or to point out all of thewrongs in the department or thecompany, instead, keep it simple andset aside personal feelings, so that yourleaving of the company will not put anegative mark on your profile.

The resignation letter should include:

• Show your appreciation for havingthe opportunity to work at thecompany.

• Personally thank the supervisor.

• Explain the reason you are leaving,but stay positive, i.e. an opportunitythat would lead to a career more

focused on your interest or the job isa promotion from what you currentlyhold.

• At all costs, avoid any negativecomments, even if you have a lumpin your throat. Not pointing out theobvious that your boss is aware of,might change his attitude about youor at least show how professionalyou really are in an unpleasant situa-tion.

Example of a resignation letter

Although the following will provideyou with some tips on what to includein a resignation letter, Google, “Resig-nation Letter Samples” will give you ahost of examples to follow. NEVER,NEVER, however, cut and paste anyexact letter from the Internet, as it caneasily be discovered that you had doneso. Instead, follow the guidelines thatwill allow you to write an effective resig-nation letter:

• Address the letter specifically to theperson or persons to whom youneed to notify that you are resigning.

• In the header be sure to specificallyput: Letter of Resignation.

• Make the letter brief, but longenough to leave on a positive note.

• Make sure you let the supervisorknow that you will have your work inorder for the next person to comeaboard with a smooth transition.

• Be sure to praise and thank the“important” people in writing. This willgo a long way.

It is all about you. Focus on yourfuture and create a trail of connectionsthat will further your career, not destroyit. �

A Resignation Letter That Won’t Burn Bridges


L os Angeles -- Malcolm Johnson,director of JPMorgan Chase’sreal estate banking group in

Los Angeles, always envisioned hewould have a career working to buildup the community. He just neverdreamed those building blocks wouldinvolve a $1 billion portfolio inneighborhoods spanning fromhis native Washington, DC toSouthern California.

Johnson is one of JPMor-gan Chase’s top West Coastexecutives. The senior vicepresident was hired last yearto launch the firm’s real estatebanking group in Los Angeles.He helps JPMorgan’s institu-tional real estate clients, includ-ing private equity funds, publicoperating companies anddevelopers, build and acquiremulti-million dollar office build-ings, mega malls, apartmentcomplexes and industrial ware-houses in markets across theUnited States.

Johnson spends his daysmeeting executives at the areatop real estate companies andthen relaying those companies’needs to his team back at hisCentury City office. “I mayneed to introduce a real estatecompany to one of our investmentbankers or one of its principals to oneof our wealth management advisors.

My clients think my main role is struc-turing senior debt to finance their proj-ects, but in reality my role is toquarterback our team and ensure thatall of the bank’s resources are work-ings seamlessly to serve our clients.”

Johnson is also frequently visitinghis clients’ project sites. “In order totruly know a good investment, I have

to go see the asset and the surround-ing area. I’m not just looking at themall the company wants to build; I’malso walking through the competingmall that’s a mile away. I am alwayson the ground doing due diligence.”

Big City – Big Responsibility

Johnson originally thoughthe would be a social worker ora high school administrator. “Ireally wanted to work in acommunity like the one whereI was raised,” said Johnson.That community was a hardscrabble section of NortheastWashington, DC known asLangdon Park. Johnson’smother Merinda, a pediatrician,and his father Henry, an insur-ance agent turned high schoolteacher, moved the family tothe area when Johnson was 6years old. They became pillarsof the community, serving asneighborhood watch captains,voting place volunteers and defacto parents to any and everyneighborhood kid looking for afriendly game of touch footballin the backyard.

Even as the area worsenedduring the city’s devastating

war on drugs, Johnson’s parentssteadfastly refused to move the family


JPMORGAN CHASE COMMERCIAL BANKING

Malcolm A. JohnsonSENIOR VICE PRESIDENT AND DIRECTOR OF

INSTITUTIONAL REAL ESTATE GROUP

Building Up the Community While Banking on the Next Generation


ment three years ago, and her manage-ment style was criticized as not toughenough, she says. She says she wastold that while her bosses liked her,“there’s just something missing.”

She stretched her 45-hour workweekto 55 hours. Even so, Ms. Herbisonrecalls. “I felt like I was doing everythingwrong.”

She began to experience insomniaand irritability, and she had heart palpi-tations at work. “I was short-temperedand yelling at my kids,” she recalls. “Ifelt like I was losing my mind.” She sawa psychiatrist briefly and decided, “Ihave to remove myself from the situa-tion. This is not who I am.”

Kay Keaney: As a design andconstruction manager, Ms. Keaney, 40,kept long work hours. She had chronicstress until finding work in a new indus-try in Media, Pa.

Karen Herbison: While working at afinancial-services company, Ms. Herbi-son, 46, experienced insomnia andother signs of chronic stress. She saysshe sought help and realized, ‘This isnot who I am.’ She moved fromPottstown, Pa., to her hometown, EauClaire, Wis., where she and herhusband opened a home-care companyfor seniors.

Sarah Broadbent Manago: In her lastjob, the 41-year-old experienced stressbecause she felt her work was under-mined. She now works as a managerfor a company in Phoenix.

Ms. Herbison’s stress vanished assoon as she left her former employerearlier this year to open a senior home-care company, Visiting Angels, with herhusband in Eau Claire, Wis.

Such a reaction isn’t uncommon inhealthy individuals who leave a highlystressful situation. But if harmful levelsof stress continue for too long, a personmay lose the ability to relax, a condition

linked in research to numerous healthproblems.

Women tend to “internalize,” whichcontributes to their stress, says LoisBarth, a New York-based business andrelationship coach. Many women hesi-tate to speak up for themselves or chal-lenge behavior they see as unfair.“Women have to give themselves avoice,” she says.

Sarah Broadbent Manago, 41, wasused to meeting deadlines as an infor-

mation technology consultant. But shesays she began to doubt herself whenshe felt undermined by a manager. Shenow works as a senior information-tech-nology project manager for anothercompany and says the experience lefther believing women in particular “feelstressed when they are challenged ordevalued by their managers.”

Women managers in male-domi-nated fields sometimes find the stressof juggling family responsibilities intoler-able. Interior designer Kay Keaney, 40,rose fast at a California medical group,taking on responsibility for interior andfacility planning and constructionmanagement for health-care facilities.With her 60-hour workweeks, plusearly-morning and late-night meetingsand a 1.5-hour commute each way, sheseldom had time with her two small chil-

dren. Yet she hesitated to complain.

“There was too much work to bedone, and playing the Mommy cardwas bad form,” Ms. Keaney says.

Whether stuck in traffic on her wayto a 6 p.m. pickup at day care, or tornbetween her children and urgent workemails, “I just wanted to crawl out ofmy skin,” she says. “I was over-whelmed.”

Ms. Keaney had feelings of panic,headaches and a racing heart. It was a

wake-up call, she says, when her2-year-old son Stanley grabbedher BlackBerry BB.T -0.53%from her while she was cookingdinner and hurled it angrilyacross the kitchen.

The Keaneys moved from SanJose to Media, Pa., where Ms.Keaney now works as aconsumer-experience specialistfor a homeopathic productscompany. She is home with herchildren after school, she hasshed 20 pounds, and her kidsare much happier, Ms. Keaneysays. Her stress is near zero, shesays. High-paying jobs seem torequire “selling your soul,” shesays. “We decided the rat race

wasn’t really worth it.”

Work has invaded every hour of theday, including time once reserved forpersonal care. Experts say we can’teven count on vacations to help usdecompress.

A survey released last week by theconsulting firm Accenture ACN +2.10%found 75% of respondents workfrequently or occasionally during paidtime off. The most common activity waschecking email—71% reported doingthis—but 30% said they participated inconference calls, and 44% said theyuse these nominal days off to catch upon work. “The running joke is that youcan take time off, but when you comeback, you pay the price for it,” saidNellie Borrero, Accenture’s managingdirector of global inclusion and diversity.�

Continued from page 18

Office Stress



Leticia Aguilar personifies the imageof today’s American Dream. Shecame from humble beginnings and

with dedication, tenacity and a strongwork ethic she is now a seniorexecutive at Union Bank.Aguilar has direct oversightover the bank’s Los AngelesCounty and Central Californiaretail branch operations – alarge and growing division thatincludes 100 bank branchesand nearly 1,000 employees.She also manages the Exter-nal Affairs business unit for thestate of California. The 35-yearbanking executive serves asthe Public Affairs liaison forCalifornia, ensuring the bankis engaged with the fullbreadth of communitiesacross the state. Lastly, Leticiamanages Union Bank’s Cash& Save channel, dedicated toproviding financial services tolow-to-moderate incomecommunities within UnionBank’s footprint.

Prior to joining Union Bank,Aguilar gained more than 32years of retail bankingmanagement experience whileworking for Bank of America,including as a market presi-dent, where she oversaw thebank’s Greater Los Angelesmarket. She was also a consumerexecutive, responsible for managing allaspects of consumer and businessbanking, and served as a districtmanager for special markets and devel-oped the bank’s first Asian retail bankingdistrict in Southern California

She began her career in banking ata time when the profile of a typicalbanker was much different than what itis today. “When I began working in the

industry, the perception was that it wasa male-dominated industry. If that wasthe case then, it certainly isn’t so today.Today, there are so many opportunitiesfor women and people of color to havea successful career in banking. In fact,it’s a great benefit to have a diversebackground because it allows different

perspectives to be introduced in theway we do business with ourcustomers.”

At the age of 16 Leticia was hired toverify signatures on checks, ajob that has become obsoletewith today’s technology. Aresponsibility that to somemay have appearedmundane, Leticia approachedher job with great seriousnessand care. It was then that shebegan to contemplate acareer in banking. She grad-uated from high school andcontinued to work at Bank ofAmerica.

Perseverance and aconstant drive to achieveexcellence have always beenhallmarks of Leticia’s workethic. She sets goals andcreates a plan that not onlymeets expectations but often-times surpasses them.

Throughout Leticia’s careershe has been fortunate tohave received the guidanceand mentorship from twooutstanding individuals. Bothwere immensely different intheir approach, but they werealways committed to teach-ing, guiding and helpingLeticia realize her true poten-

tial. It’s important to have mentorsthroughout your career to help youreach your next level of growth as aperson and as a professional. And whenthe time comes, it will be equally impor-tant for you to be a mentor to others


UNION BANK, N.A.

Leticia Aguilar Executive Vice President and Regional Executive

CHART A COURSE FOR SUCCESS


strated throughout the organization.During the past 2-3 years when mostcompanies were downsizing and cuttingback due to a weak economy, Star-bucks continued its benefits package,i.e. healthcare, stock options, 401(k)and tuition reimbursement. “At Star-bucks, we’re creating change and build-ing a model where retention is high andturnover is low,” said Taylor. “Partnerloyalty is critical to our long-termsuccess.”

Starbucks gives back to the commu-nity in many ways. In addition to creat-ing partnerships with community-basedorganizations (CBOs) through itscommunity stores that donate approxi-mately 15% of its profits to nonprofits,Starbucks partners donated nearly300,000 hours of service rebuildingcommunities, cleaning up parks andalleys, refurbishing schools, and moreduring this year’s Global Month ofService in April.

Starbucks also supports coffeefarmers around the world. Its Coffee

and Farmer Equity (C.A.F.E.) Practicesprogram ensures coffee quality whilepromoting social, economic and envi-ronmental standards that help farmersthrive.

Service is not limited to workplacestrategic planning for Taylor. He’s ahuge believer in mentorship. Fromorganizing his own leadership institutefor 10-20 young men in Los Angeles torecruiting 300 mentors to serve as a BigBrother, Taylor believes mentoring is anincredible way to transform people. “It’svery important, especially for people ofcolor in low income communities,because there are not enough rolemodels,” said Taylor. “Young peopleneed to be able to see someone elsewho is successful. Every time youdevote 3-4 hours a week to mentoring,you set a young person on a differenttrajectory for their life.”

From 2002-2005, Taylor served asExecutive Vice President of CollegeSummit, a national college access initia-tive with a track record of nearly

doubling the college enrollment rates oflow income students. His private-sectorexperience includes four years as thePresident and CEO of COI/ICD, aleading retail franchising companyfocused on low income communities inthe U.S. and the Caribbean and morethan eight years of leadership withPepsiCo and the IBM Corp. where heheld brand marketing, strategy, andexecutive sales positions.

Taylor holds a B.A. in economicsfrom Amherst College in Amherst,Massachusetts, where he serves as atrustee. He also holds an M.B.A. inmarketing and entrepreneurial studiesfrom UCLA’s Anderson Graduate Schoolof Management.

New York City born, Taylor grew upin Westchester County before he wentto college in Massachusetts. Hecurrently resides in Seattle, Washington,with his family. �


By Bellamy Jones

B lair H. Taylor joined Starbucks in July 2012as Starbucks chief

community officer. In February2013, his role was expandedto include leadership of Star-bucks Global PartnerResources (HumanResources) organization. Aschief community officer andexecutive vice president,Partner Resources, Taylorbrings a passion for helpingcommunities around theglobe strive and serving Star-bucks partners (employees)worldwide.

Taylor has made a careerof doing what he loves –engaging people andcommunities. Prior to joiningStarbucks, he served asPresident and CEO of the LosAngeles Urban League(LAUL). He is credited withtransforming the LAULthrough innovative nation-leading community engage-ment programs. It is duringthis time that he met Star-bucks founder and CEOHoward Schultz. Starbucks alignedwith the LAUL and invested $1 millionin Neighborhoods@Work™, a holisticcommunity reform model, to help SouthLos Angeles neighborhoods andschools. After working with Taylor for3.5 years, Schultz invited him to join theStarbucks senior leadership team todevelop plans and strategies for engag-ing communities around the globe.

“I made a conscience decision tomake my career about helping people,”said Taylor. “I’ve been fortunate that inthe highlight of my career I’ve been ableto combine my passion for serving withmy job. Pursue what you love andyou’ll never work a day in your life.” Inhis current role, Taylor is helping Star-bucks partners grow into world classleaders, while engaging and supporting

communities that are oftenless fortunate. “This is mypurpose,” said Taylor.

When asked to describe aday in the life of Blair Taylorat Starbucks, he states thathis job is exciting and filledwith opportunities. He’sresponsible for Starbucks’internal (HR) and externalcommunities worldwide,which includes approximately200,000 partners in 63 coun-tries and 19,000 retail stores.His daily focus is on commu-nities, government affairs,corporate social responsibility,diversity, human resources,and the overall corporateculture. He also serves as amember of the StarbucksFoundation Board of Direc-tors.

Starbucks was built on thegreat talent they’ve been ableto attract. “People are theheart of Starbucks,” saidTaylor. “Our employees arecalled partners, because webelieve they are partners inthe business.” One part ofTaylor’s job is to ensure that

the partner experience is world class;the other part is the external community,which is the ethos of the company andessence of the brand. At Starbucks,people are not an afterthought. Peopleare front and center and integral to thetype of business they want to be.

This philosophy is embedded in Star-bucks’ corporate culture and demon-

STARBUCKS COFFEE COMPANY

Blair H. TaylorChief Community Officer and Executive Vice President, Partner Resources

Starbucks, A Passion For Community And Global Service


important for people of color to havea voice at the table as they moveup the corporate ladder.”

Prior to joining Starbucks, Smithworked at ExxonMobil for more than15 years in a number of roles ofincreasing responsibility, includingfranchisee and company-ownedretail operations, training, marketing,and business planning and analysis.

Smith holds an Executive Masterof Business Administration fromGeorge Mason University in Fairfax,Virginia, and a bachelor's degree inMarketing from the University ofMaryland, College Park. A native ofLancaster, Pennsylvania, she andher husband, Anthony, currently livein Hopkinton, Massachusetts. In herspare time, she enjoys relaxing withher husband, visiting family, andtaking dance and exercise classes.�


By Bellamy Jones

As regional vice presi-dent of Starbucks U.S.Northeast region, Zeta

Smith leads retail operationsfor nearly 600 Starbuckscompany-operated storesand nearly 8,000 partners(employees) within the region,which spans 11 states.Smith joined Starbucks in2006 as a regional director forthe New York Metro Regionand in 2008 she transitionedto the Northeast Region asthe regional director, whereshe successfully led her teamthrough the TransformationalAgenda. The Transforma-tional Agenda is the periodbetween 2008 and 2010 inwhich Starbucks founderHoward Schultz returned tothe organization as CEO torefocus the company back tothe basics (each cup of coffeeand each customer experi-ence). During this time,Schultz worked closely withhis leadership team and part-ners on a strategy to restoreconfidence and reinforce the strength ofthe brand.

As regional director, Smith wasresponsible for creating regional strate-gies to support the transformation.Towards the end of this period, she waspromoted to regional vice president forher outstanding leadership during thiscritical time and era. “There was a bigfocus on the partner and customerexperience and getting closer to driving

the business,” Smith said. “Now, it’sabout continuing to bring that to life ina greater capacity that elevates coffeeknowledge and delivers strong results.”

Smith is proud to be an officer in aFortune 500 company and an executiveof a leading coffee purveyor in theworld. She recently received the Spiritof Starbucks Award for her leadershipduring the Boston Marathon incident.One of its highest achievements, The

Spirit of Starbucks Award ispresented to partners whocontribute well beyond day-to-day responsibilities, makinga significant and positivedifference at Starbucks. Theaward recognizes partners fora single, exceptional achieve-ment. Achievements must bea reflection of its missionstatement – To nurture andinspire the human spirit, onecup, one person, one neigh-borhood at a time.

Starbucks partnered withthe United Way of Boston tohost a year-long schedule ofmonthly conversations thatbrings the communitytogether to talk and providessupport on how to moveforward, collectively, to fosterhealing. “Supporting thecommunity is a major part ofour mission and we live it,”says Smith. “From servingcoffee at the local chamber ofcommerce to providing handsat a food bank that feedsfamilies.” April is GlobalMonth of Service at Star-

bucks. Community activities aretracked on the Starbucks website andSmith’s region reported 9,000 volunteerhours during the month of April alone.

Smith is honored to work for anorganization where helping others is partof her job. On and off the job shementors men and women, providinginsight where she can and believes itwill benefit others. “It’s always good tohave an advocate. It’s even more


Zeta SmithRegional Vice President, Northeast Region

RESTORING CONFIDENCE, REBUILDING A BRANDOne Cup, One Customer, One Neighborhood at a Time


on the relationship the store has with alocal nonprofit organization that has areputation and track record of makingan impact in the community.

In the same spirit of good corporatecitizenship, Starbucks strives to createa culture that values and respects diver-sity and inclusion. To help reach itsdiversity and inclusion goals, the organ-ization has formed Partner NetworkGroups. These affinity groups include:1) Armed Forces Network; 2) BlackPartner Network; 3) China and AsianPacific Network; 4) Hor del Café; 5)

Starbucks Access Alliance; 6) PrideAlliance Network; and 7) Women’sDevelopment Network. The groupsprovide insight on product innovation,business solutions, partner developmentand the recruitment and retention ofpartners.

Prior to joining Starbucks, Carr spent18 years of his career at ExxonMobildeveloping, leading and implementingretail operational strategies for its GlobalFuels Marketing company-operated andfranchise business. “I wouldn’t trademy time at ExxonMobil for anything inthe world,” said Carr, who held 14-15different positions at the company.“They do a great job at developingmanagers with a focus on the customeras it relates to analytical skills aroundcustomer data, business trends andresults.” Carr attributes his high level oftechnical skills, strategic thinking and

problem solving to this experience. Hisspirit of team, he says, was influencedby his upbringing and the time he spentplaying basketball in high school andcollege.

A native of Los Angeles, California,Carr holds a Bachelor of Sciencedegree in Business Administration fromthe University of San Diego, and aMaster of Business Administrationdegree from the New York Institute ofTechnology. He also serves on theboard of the YMCA of Greater Seattleand Holman Capital Corporation. Carrresides in Bellevue, Washington, with hiswife Jacquelyn and their two children,Alaya and Jaylen, and their Labradoo-dle, Dallas.

He enjoys outdoor activities such asbiking and boating. He loves music,reading and spending quality time withhis family. �


By Bellamy Jones

Chris Carr began hisStarbucks career asregional vice presi-

dent of the South Centralregion in 2006. In 2008, hewas promoted to divisionalsenior vice president for theWestern Sunbelt division. In2009, Carr moved into therole of senior vice presidentand general manager of U.S.Licensed Stores. In 2010, hemoved into the role of seniorvice president for the North-east Atlantic division, afterfacilitating the integration ofthe U.S. Company Operatedand Licensed Retail Storeoperations.

In his current role as exec-utive vice president for U.S.Retail Stores, Carr is respon-sible for leading a company-wide team that directs,administers, and coordinatesthe activities of 11,000 plusretail outlets in the UnitedStates. He has played a keyrole in shaping and developing nationalstrategic and operational plans.Through partner engagement initiatives,Carr continues to develop organizationalcapability and capacity, which enableshis team to differentiate themselves inthe space of retail operations, partnerdevelopment, and retail design.

“At the end of the day, our mission

is to inspire and nurture the humanspirit, one person, one cup and oneneighborhood at a time,” says Carr.“This mission comes to life in the retailstores. Our team supports each partnerin ways that are relevant to the commu-nity in which they operate.” While thereare core elements associated with thebrand or experience, each store has a

unique personality. The keypoint of differentiation,however, is its partners.

According to Carr, partnerengagement is situational.There is no one-shop fit allstrategy. Therefore, the seniorleadership team (SLT) spendstime each month on partnerdevelopment. This includesround table discussions andpersonal development plansthat allow partners to expresstheir views and determine theright strategy for the commu-nity and market they serve. “Italways goes back to thecustomer experience, whichcannot be better than thepartner engagement.”

Throughout its footprint,Starbucks has gotten better attelling its story. They walk thetalk and empower partners tobuild relationships and supportcommunity outreach. Eachstore has a community boardthat’s not owned by corporateor the store manager.

Whether a local artist, author, musician,or small business, store managers areempowered to support their localcommunities.

Additionally, Starbucks recentlylaunched community stores in Harlem,Houston, Los Angeles and Seattle.Community stores donate a portion oftheir profits to the community; it’s based


Chris CarrExecutive Vice President, U.S. Retail Stores

PARTNER ENGAGED, COMMUNITY FOCUSEDStarbucks Empowers Partners to Share Profits

Metro proudly supports its minority, women and small business contracting community.

Metro is committed to supporting diversity and economic opportunity in public contracting throughout the greater Los Angeles area.

For more information about Metro, please contact our Diversity and Economic Opportunity Department at 213.922.2600 or visit us at metro.net/deod.

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Dr. Dorothy Cowser Yancy, anative of Alabama, is the four-teenth and sixteenth president

of Shaw University. She was the twelfthpresident of Johnson C. Smith Univer-sity (JSCU) and the first female to holdeach of these prestigious titles. Sheholds a Bachelor of Arts degree inHistory and Social Science fromJohnson C. Smith University, aMaster of Arts degree inHistory from the University ofMassachusetts, Amherst, anda Ph.D. in Political Sciencefrom Atlanta University(Georgia), with further study atthe University of Singapore,Hampton University, Northeast-ern Illinois University (Chicago),Northwestern University,Georgia Institute of Technology,and the University of Illinois atChicago.

At Shaw from 2009-2010,she was able to stabilize thefinancial state of the universityby securing a $31 millionfederal loan. She restructuredand refinanced the university’sdebt, balanced the budget,raised the CFI score to a posi-tive number and recruited oneof the largest freshmen classesin the history of the university.She arrived back at ShawSeptember 1, 2011 after thecampus had been torn apartby the April 16, 2011 tornado. By April16, 2012, the devastation had beenabated and all buildings were back inuse. In addition, she is now leadingthe University through five programaccreditation reviews and the regularSACSCOC reaffirmation.

As president of JSCU from October1994 to June 2008, Dr. Yancymarshaled phenomenal growth andprogress. During this period, shecompleted two significant capitalcampaigns and was heralded as one ofthe best fundraisers nationally. From1994 to 2008, she raised more than$145 million for the university. Addition-

ally, during her tenure, the JCSUendowment more than tripled from $14million to $53 million. At retirement in2008, she left the University with abalanced budget and a $10 million rainyday fund. Consequently, Dr. Yancy lefta highly qualified faculty (76% terminal

degrees; 72% doctorates) and applica-tions to the university increased by400% during her tenure. Under herwatch, a new technology center, alibrary, and a track/stadium/academiccomplex were constructed. In 1996, theuniversity was awarded the John D. andCatherine T. MacArthur FoundationGenius Grant. JCSU is the only HBCU

that has received this grant. Inaddition, JSCU was the firstHBCU to become an IBM“Thinkpad” University.

Currently, Dr. Yancy servesas a member of the Board ofTrustees of MorehouseCollege, the Board of Trusteesof St. Augustine’s College, Indi-vidual Member of the UnitedNegro College Fund, amember of the USA FundHBCU Advisory Committeeand a member of the RaleighDowntown Business Alliance.She has received numerousawards and accolades. In 2002she was inducted into themost prestigious honor societyin the nation, the Delta ofGeorgia Chapter of Phi BetaKappa and in 2013 she wasthe recipient of the Dr. DorothyI. Height Leadership Awardfrom the International Salute tothe Life and Legacy of MartinLuther King, Jr., Washington,DC (IAMMM). She is also the

Chair of The Links, Incorporated HBCUInitiative.

She is energetic, dedicated, andhighly effective as a promoter/guardianof excellence in higher education. �

SHAW UNIVERSITY

Dr. Dorothy Cowser Yancy


extremely well (It is still ranked thenumber one auto maker in customerservice), but you don’t treat them all thesame. He explains:

“Customer treatment drives loyalty. Ifyou treat customers better than theyexpect, loyalty will follow. Think of thebest buying experience you had. Itwasn’t the place you were shopping atthat you remember, as much as theperson who helped you, as long as theproduct didn’t negate the treatment,”Smith said.

Toyota has three sub-brands, eachwith its own customer service profile.Levels of service expand from the lowerpriced Scion, to the moderately pricedCamry and luxury Lexus.

Toyota offers Lexus owners get a fewextra perks, Smith said. “If you’re paying$70,000 for a vehicle, it’s like shoppingat Nordstrom. I think you would expectsomething different there becauseyou’re paying a premium,” Smith said.

If Lexus is too pricey, Toyota hasmore than enough models in its inven-tory from which to choose. The main-stay Camry—the hottest selling car inthe country—starts around $23,000.The Scion is a good buy for young carowners, starting at $16,000. The wildlypopular Scion FR-S sports car is under$25,000. “Dealers can’t keep them (instock),” Smith said.

The company just rolled out a newTundra truck in September 2013. TheTundra made history in October 2012when it towed the retired space shuttleEndeavor from Los Angeles WorldAirport, through Inglewood to its newhome at the California Science Centerin Los Angeles.

Toyota established operations in theUnited States in 1957 and currentlyoperates 10 manufacturing plants,including one under construction. Since1991, Toyota has contributed more thanhalf a billion dollars to philanthropicprograms in the U.S. The ToyotaAfrican American Collaborative (TAAC),is one example of Toyota’s partnershipphilosophy which benefits both thecompany and the community.

As an executive sponsor for TAAC,Smith plays a vital role in helping thenetwork of about 250 African Americanbusinesses gain exposure for theirbrands through community service.

“The goal is to support brands byuplifting their image in the community.It gives us an opportunity to give back,”he said. �


TOYOTA EXEC

Al Smith


Dr. Marsha V. Krotseng becamethe 13th President of BluefieldState College in Bluefield, West

Virginia, in September 2012. Her 25years of leadership in higher educationincludes extensive experience in devel-oping and implementing strategic plansat both the campus and state systemlevels. Dr. Krotseng is committed tofostering a diverse campus environmentfocused on student success. She alsofirmly believes that the future of acollege and its community are inter-twined. A vibrant college contributes toa strong community; in turn, a vibrantcommunity contributes to a strongcampus. She demonstrates thiscommitment through participating as amember of the Bluefield EconomicDevelopment Team and other local civicorganizations.

Previously, Dr. Krotseng served forfive years as Vice Chancellor for Strate-gic Planning and Executive Director of

the College Technical Educa-tion Council for the NorthDakota University System andits 11 institutions. At ValdostaState University in Georgia sheled development of the Univer-sity's award-winning integratedstrategic planning process.She also has held highereducation leadership positionswith the state-level highereducation boards in WestVirginia as well as at universitiesin Ohio, Connecticut, andMississippi. Dr. Krotsengcurrently serves as vice chair ofthe Executive Council for theAmerican Council on Educa-tion's State Network. She is apast President of the nationalAssociation for Institutional Researchand has served as a board member fora number of professional and civicorganizations. She is a Phi Beta Kappa

graduate of the College of William andMary and also earned her master’s anddoctoral degrees from that institution.�

BLUEFIELD STATE COLLEGE

Dr. Marsha V. Krotseng


Dr. Cheryl Davenport Dozier wasnamed the 13th president ofSavannah State University on

May 9, 2012, after serving one year asinterim president andquickly instilling a culture ofservice, strength and unityacross the Savannah Statecampus. An experiencedand highly regarded univer-sity-level professor,researcher, author andadministrator knownthroughout the UniversitySystem of Georgia for herintellect, charisma andleadership abilities, Dozieris firmly committed toadvancing the legacy ofacademic excellence andcommunity engagementset in place when SSU wasfounded in 1890.

Since beginning hertenure at Savannah State,Dozier has launched anumber of programs aimedat increasing student grad-uation and retention rates,improving customer serviceand strengthening externalrelationships. She is theprincipal investigator forSSU’s $4 million Research Infrastructurein Minority Institutions (RIMI) grant fromthe National Institutes of Health and iscurrently the co-principal investigator forthe Peach State Louis Stokes Alliancefor Minority Participation, a $10 millionNational Science Foundation (NSF)funded program that aims to increasethe number of minority students in

science, technology, engineering andmathematics.

Prior to taking the reins at Savannah

State, Dozier served as associateprovost and chief diversity officer for theOffice of Institutional Diversity at theUniversity of Georgia. In that role — towhich she was appointed in 2006 afterfour years as assistant vice president ofacademic affairs at the Gwinnett Univer-sity Center — Dozier led UGA’s effortsto evaluate existing programs and

develop new initiatives to support diver-sity and equity.

A native of New York, Dozier earnedher bachelor’s degree fromFairleigh Dickinson Univer-sity, her Master of SocialWork degree from theAtlanta University Schoolof Social Work (now Clark-Atlanta University) and herDoctor of Social Workdegree from HunterCollege at the GraduateCenter of the City Univer-sity of New York. She isan active member ofnumerous professional andcivic organizations includ-ing the board of the UnitedWay of the CoastalEmpire, SavannahEconomic DevelopmentAuthority, Telfair MuseumsBoard of Trustees, RotaryClub of Savannah, Savan-nah Area Chamber ofCommerce, the Mid-Eastern Athletic Confer-ence (MEAC) Council ofPresidents and presidentemerita of the GeorgiaAssociation for Women inHigher Education.

Dozier has dedicated her life to thebetterment of youth and all of humanity.Married to South Carolina native ArthurDozier II for more than 30 years, sheenjoys spending time with family, espe-cially her grandchildren. �

SAVANNAH STATE UNIVERSITY

Dr. Cheryl Davenport Dozier


CENTRAL STATE UNIVERSITY

Dr. Cynthia Jackson-Hammond

Dr. Cynthia Jackson-Hammondbecame the 8th President ofCentral State University on

July 1, 2012. She has established sixcompelling priorities for the University:quality academic experience;targeted student enrollment;improved retention rates;reduced time to degree;production of graduates withthe knowledge, skills anddispositions for advancedstudies and professionalcareers and efficient andeffective institutional opera-tions.

Among the initiatives that havetaken place under her leadershipare aggressive efforts to recruitmore academically preparedstudents; retention ofstudents matriculating toupper class status; afocus on enhancingthe student imageinternally to upperclass status; a focuson enhancing thestudent image internallyas well as externally;development of morefluid articulation agree-ments with communitycolleges and other Ohioinstitutions; cost-savingcooperative agreements witharea universities and improvedcommunication with students,staff and alumni.

Before coming to CentralState, Dr. Jackson-Hammond served as provost and vice president foracademic affairs at Coppin State Univer-sity. She was also a lead consultant for H&H Educational Consultants,specializing in strategic planning,curriculum design, accreditation, and

standards-bases assessments.

Dr. Jackson-Hammond began hercareer in higher education in 1987 asinstructor/coordinator of Developmental

Reading at the University of Louisiana,Monroe (ULM) and went on to serve asdirector of Developmental Educationand later as director of Student Devel-opment. She was a tenured facultymember in the School of Education atCalifornia State University Dominguez

Hills (CSUDH) and wrote the firstUpward Bound application for federalfunding for CSUDY. She served asdirector of Upward Bound at CSUDHand director of the Adult EducationCredential Program.

President Jackson-Hammond hasheld many leadership positions in highereducation. At Delaware State University,she served as assistant dean for theSchool of Education and ProfessionalStudies; director of the Center forSchool Change; and founding dean ofthe School of Education and HumanPerformance. She also served as assis-tant dean for the College of Educationat University of North Carolina and was

later recruited to Winston-Salem StateUniversity, where she served as

professor and dean of the Schoolof Education and Human

Performance.

She is well known for her expertise in

accreditation self-study review,

curriculum andprogram reviewand for hercommitment toretention ofmales in highereducation. She

initiated a trade-marked program at

Winston-Salem Univer-sity called Real Men Teach,

which supports the develop-ment of male students as

teacher-leaders. She is a mem -ber of the Board of Examiners for theNational Council of Accreditation forTeacher Education and has served onSouthern Association of Colleges andSchools (SACS) and Middle StatesAssociation of Colleges and Schools



Dr. Juliette B. Bell became theUniversity of Maryland EasternShore’s 15th leader in July 2012.

Her selection culminated a two-decadejourney through the ranks of highereducation for the biochemist who grewup in rural Alabama.

Bell guides UMES’ fiveschools, economic develop-ment and research initiativesand numerous partnershipswith government, military andbusiness organizations andagencies. She oversees a$130-million public enterprisethat serves some 4,500students and employs morethan 1,000 faculty and staff.

Bell is a nationally recog-nized scientist whose study ofthe enzyme responsible forlinking the billions of buildingblocks that comprise DNA, the genetic code, has beencritical in understandinggenetic disorders anddiseases in humans. She hassecured more than $13 millionin grants to support herresearch, institutional en -hancement and student development pro grams suchas the Research Initiative forScientific Enhancement atFayetteville State University,which prepares students forbiomedical careers. Under hertutelage, hundreds of studentschose careers in biomedicalscience.

She is Chair of the Living MarineResources Cooperative ScienceCenter’s Board of Visitors, a member ofthe American Association of StateColleges and Universities Committee onUndergraduate Education and the

Millennium Leadership Institute Execu-tive Committee. She also serves as aconsultant to the American Associationof Colleges and Universities and theNational Science Foundation.

Bell earned a bachelor’s degree inchemistry from Talladega College, grad-

uating as valedictorian. She pursuedgraduate studies at Atlanta Universityand was one of two African Americanwomen in 1987 to earn a doctorate inchemistry. She did post-doctoral workin biochemistry at the University of North

Carolina in Chapel Hill, and worked asa senior staff fellow at the National Insti-tute of Environmental Health Sciencesin Research Triangle Park, N.C. prior tojoining Fayetteville State’s faculty.

At Fayetteville State, Bell was achemistry professor, Director of Biomed-

ical Research, Dean of theCollege of Basic and AppliedSciences and eventually itschief academic policymaker.She then served as interimProvost and Vice Chancellorfor Academic Affairs atWinston-Salem State Univer-sity before being appointedProvost and Vice Presidentfor Academic Affairs andbiochemistry professor atCentral State University inWilberforce, Ohio.

There, she developed newacademic programs, interna-tional partnerships and onlinedegrees. She also expandedendowed professorships,implemented academicrestructuring and focused onimproving student outcomes.

Her national honorsinclude the “Giant in Science”award from Quality Educationfor Minorities/Math ScienceEducation Network, theOutstanding Research Awardfrom the National Associationfor Equal Opportunity inHigher Education, theNational Role Model Citationfrom Minority Access, Inc.

and the 2000 Millennium Award forExcellence in Teaching in Mathematics,Science, Engineering and Technology atHistorically Black Colleges from theWhite House Initiative on HistoricallyBlack Colleges and Universities. �

UNIVERSITY OF MARYLAND EASTERN SHORE

Dr. Juliette B. Bell


Trailblazer, visionary, passionate,fearless, risk taker, candid,courageous, forward-thinking,

inspiring and strategic…..these are allwords that describe Dr. Dianne Board-ley Suber, president of Saint Augus-tine’s University. Over the span of her40-plus years in education,Suber has served in a numberof professional roles that haveprovided her the chance toteach children, and adults whowork with children, how tosucceed in this complex, oftentimes discerning society.

Dianne Boardley Suber,10th president of Saint Augus-tine’s University and first femaleto lead the institution, assumedthe presidency of the Universityon December 1, 1999. Underher presidency, the Universityhas experienced a stabilizedenrollment; reinstituted thefootball program; fielded amarching band; expanded theadult learners program; andestablished innovative degree-granting programs to includeBiomedical and ScientificCommunication, CriminalJustice Forensic Science andthe Center for Real EstateDevelopment and PropertyManagement. Under her lead-ership, on August 1, 2012, theCollege changed its name andstatus to Saint Augustine’sUniversity.

In her role as the CEO of SaintAugustine's University, Suber strives tomake a difference in the lives ofstudents she serves. Her mantra, "Atthe beginning of the day, it is all about

potential; at the end of the day, it is allabout results" is the foundation of herphilosophy. Not only does this guidingprinciple influence her interaction withstudents, faculty and staff, but it alsocultivates the best in people throughoutthe community impacting the vision and

expectations of everyone who workswith her and around her. “Leave itbetter than you found it” is a favoritedirective and she is dedicated tomaking sure she follows her ownadvice.

Having grown up with a strongfamily-support system on the collegecampus of an HBCU, Suber’s parentsalways challenged her to take risks andassured her they would support her.According to Suber, she has learnedthrough the years that you can never

develop into an effective leaderif you work a job -“job scared”-this is afraid of losing a job formaking the right decisions,which sometimes carry theburden of being unpopular.Effective learners are supposedto see the big picture evenwhen others do not. Suber’sfriends and colleagues alike callher a risk taker. She oftenposes the question, “What if…” to her staff and depending onthe “worst case scenario” moreoften than not, will challengethem to go for it! Her collectionof more than 300 turtles affirmsher reputation. (The turtle isthe sign of a risk taker).

The Belk Professional Devel-opment Center (BPDC) is anexample of Suber’s visionaryconcepts. Established initiallywith a grant from the Belkfamily, the BPDC is the catalystfor four years of studentengagement of transitioningfrom a high school graduate toa successful and financiallystable adult. The BPDC is builtaround the acronym, KIN.

(Knowledge) appreciate the criticalimportance of how you present yourselfto others; (Image) the power ofknowing people to have the ability toprovide access to opportunities for you;and (Network). From the first step as a

SAINT AUGUSTINE’S UNIVERSITY

Dr. Dianne Boardley Suber



When Dr. Beverly Daniel Tatumbecame the ninth president ofSpelman College in 2002, she

set an expectation that the institutionwould be recognized as one of thefinest liberal arts colleges in the country– a place where young women ofAfrican descent could say, “Thisplace was built for me and it isnothing less than the best!” With hercreative energy focused on fivestrategic goals – Academic Excel-lence, Leadership Development,Improving our Environment, Visibilityof our Achievements, and ExemplaryCustomer Service (collectivelyknown as Spelman ALIVE), SpelmanCollege has experienced greatgrowth. Spelman is now widelyrecognized as one of the leadingliberal arts colleges in the nation.Applications have increased morethan 70% during her tenure, makingit one of the most selective women’scolleges in the United States.

In 2004, the Center for Leader-ship and Civic Engagement (LEADS)was created and its annual Womenof Color Leadership Conferenceestablished as a national profes-sional development resource. Thecurriculum has expanded to includeChinese and Portuguese languageinstruction, and in 2008, theGordon-Zeto Fund for InternationalInitiatives was established with a gift of$17 million, increasing opportunities forfaculty and student travel, and providingfinancial aid for international students.Overall, scholarship support forSpelman students has tripled since2002, and opportunities for facultyresearch and development haveexpanded significantly.

Through the Every Woman, EveryYear Initiative launched in 2006,alumnae support of the annual fund has

grown dramatically, reaching as high as41%. Campus improvements includethe award-winning renovation of fourhistoric buildings and the 2008 comple-tion of a new “green” residence hall,increasing on-campus housing capacityby more than 25% and establishing the

campus commitment to environmentalsustainability for the 21st century. Thecollege is a participant in The AmericanCollege & University President’s ClimateChange Commitment, and has beenrecognized by the U.S. EnvironmentalProtection Agency with the Green KeyAward.

These recognitions and improve-ments serve as the foundation for thenext phase of development, Strength-ening the Core: The Strategic Plan for2015, which focuses on global engage-

ment, expanded opportunities for under-graduate research and internships,alumnae-student connections, leader-ship development and service learninglinked to an increasingly interdisciplinarycurriculum.

In addition to being an accomplishedadministrator, Dr. Tatum is widelyrecognized as a scholar, teacher,race relations expert and leader inhigher education. The recipient ofnumerous honorary degrees, in2005 Dr. Tatum was awarded theprestigious Brock International Prizein Education for her innovative lead-ership in the field. Her best-sellingtitles include Can We Talk AboutRace? And Other Conversations inan Era of School Resegregation(2007) and Why Are All the BlackKids Sitting Together in the Cafe-teria? And Other ConversationsAbout Race (1997). She is also theauthor of Assimilation Blues: BlackFamilies in a White Community(1987).

Actively involved in the Atlantacommunity, Dr. Tatum is a memberof several boards including theExecutive Committee of the MetroAtlanta Chamber of Commerce, theWoodruff Arts Center, the GeorgiaEarly Education Alliance for ReadyStudents, and the Atlanta Regional

Council for Higher Education, which shechairs.

Dr. Tatum is also a member ofseveral national non-profit boards suchas the Institute for International Educa-tion, the Carnegie Foundation for theAdvancement of Teaching and Teach forAmerica. Appointed by PresidentBarack Obama, she is a member of theAdvisory Board for the White HouseInitiative on Historically Black Collegesand Universities. She also serves on the

SPELMAN COLLEGE

Dr. Beverly Daniel Tatum



Dr. Rosalind Fuse-Hall became the17th president of BennettCollege on July 1, 2013. Born in

Atlanta, Georgia, she grew up in Fayet-teville, North Carolina on the campus ofFayetteville State University, where herfather was on the faculty. A 1980 grad-uate of the University of North Carolinaat Chapel Hill, Fuse-Hall earned a Bach-elor of Science degree inadministration of criminal justice.In 1983, she earned her JurisDoctor from Rutgers School ofLaw, Newark, New Jersey. Dr.Fuse-Hall also studied atHarvard Graduate School ofEducation in the Institute ofEducational Management.

Although she began hercareer in law, Dr. Fuse-Hall soongravitated to higher education.She comes from a family ofeducators. Her mother and fiveaunts were teachers. She ismarried to Dr. Jarvis Hall, apolitical science professor atNorth Carolina Central Univer-sity, and her daughter, IfetoyaHall, who is a 2013 graduate ofthe University of North Carolinaat Chapel Hill, is a teacher withTeach for America, working inTexas.

Dr. Fuse-Hall started her legalcareer as a judicial law clerkwith the Honorable William H.Walls, Essex County SuperiorCourt in Newark, and then as astaff attorney in the Enforce-ment Division of the U.S. Securities and ExchangeCommission in New York City.

Her first position in higher educationwas at St. Lawrence University, whereshe was assistant director for minorityaffairs. Most recently, she served aschief of staff to the president at Florida

A&M University and interim executivedirector of Title III Programs. She hasserved as executive assistant to thechancellor at North Carolina CentralUniversity and corporate secretary tothe Board of Governors of the Universityof North Carolina system, comprising 17campuses.

While at Florida A&M University, Dr.Fuse-Hall managed $10 million dollarsin special programs to enhance institu-tional strengths and student outcomes.She is especially proud of a grant thatshe drafted with several colleagues that

was funded for an additional $10 millionover five years. At North CarolinaCentral University, she worked on twospecial initiatives that brought nearly $44million to the University. One was theBiomanufacuturing Research Instituteand Technology Enterprise or “BRITE”Center for Excellence. This was aresearch institute that brought together

the biotech industry, govern-mental officials, communitycolleges and a major researchuniversity to secure $19.1million in capital funds to buildthe institute and an additional$7 million in annual operatingfunds from the state legislature.The second project resultedfrom a public-private partner-ship that built a 408-bed resi-dence hall on the newlycreated West Campus of theUniversity. Dr. Fuse-Hall alsohas worked as associate deanin the College of Arts andSciences at UNC Chapel Hill.

In 2004, Dr. Fuse-Hall trav-eled to Southeast Asia on anEisenhower Fellowship. Shewas in the charter class ofBRIDGES, a UNC AcademicLeadership Program, and wasa participant in LeadershipAmerica, a national leadershipdevelopment program, both in1993. She serves on numer-ous boards and advisorypanels, and her professionalaffiliations include the Associa-tion of Black Women in HigherEducation. Dr. Fuse-Hall is amember of the Links, Inc. an

international, not-for-profit corporationwith a membership of 12,000 profes-sional women of color devoted to volun-tary public service. She is a frequentpresenter and public speaker. �

BENNETT COLLEGE

Dr. Rosalind Fuse-Hall


Beverly Wade Hogan has a longand distinguished career as apublic administrator, educator,

community leader and humanitarian.She has served as President at Touga-loo College since May 2002. She is thefirst woman and the 13th pres-ident to lead this historic insti-tution. Prior to her collegepresidency, Hogan had morethan twenty-five years of exec-utive level management expe-rience as a mental healthadministrator, state govern-ment official and collegeadministrator. She has been anadjunct faculty in administrativelaw, public policy and leader-ship, and a guest lecturer inpolicy analysis and womenstudies seminars. She was aToll Fellow and a PublicScholar with the KetteringFoundation where her researchfocus was Higher Educationand Civic Responsibility. Shewas also affiliated with theGerman Marshall Fund tostudy employment and trainingprograms in West Germany,Denmark and Sweden.

Under her leadership, newdegree programs in masscommunications, hotel andhospitality management, andreligious studies have beenadded. A new HonorsProgram and three centershave been established—theCenter for Undergraduate Research, theCenter for Continuing Education, andthe Center for Civic Engagement andSocial Responsibility, as well as anOffice of International Affairs. TheCollege was designated as a Center ofExcellence in Transportation Security bythe U.S. Department of HomelandSecurity and later selected to participate

in its Campus Resilience Pilot Program.Major campus renovations and techno-logical improvements have been made,including the construction of the BennieG. Thompson Academic and CivilRights Research Center, campus wide

connectivity, smart classrooms, wirelessnetworks, a new comprehensive infor-mation management system and atelecommunications system. TheCollege has also become the owner ofa commercial television station.

She earned a Bachelor of Artsdegree in psychology from TougalooCollege and a Master degree in public

policy and administration from JacksonState University. Her doctoral study wasin human and organization developmentwith a concentration in organizationalleadership at Fielding Graduate Univer-sity. She has done additional study at

Harvard University and OxfordUniversity in Oxford, England.She holds honorary doctoratesfrom Wiley College, RustCollege, Benedict College and Brown University. She also has professional trainingin administrative law, urbanadministration, human re -sources management andfinancial management.

She has served on theboard of directors for varioushigher education organiza-tions, including the Council ofIndependent Colleges (vicepresident for resource devel-opment), National Associationfor Independent Colleges andUniversities and UNCF. Shecurrently serves on PresidentBarack Obama’s Board ofAdvisors for HBCUs, the Advi-sory Council for the NationalInstitutes of Health/NationalHeart Blood Lung Institute andthe Department of Defense’sNational MultidisciplinaryCommittee for the HBCU/MIsand the board of directors forNAFEO. Locally, she serves onthe board of directors for theJackson Medical Mall Founda-

tion, William Winter Institute for RacialReconciliation, the Amistad ResearchCenter and Rand’s Gulf State PolicyInstitute.

Hogan has written and publishedseveral professional articles, including“A Dissonance Analysis of the Vietnam

TOUGALOO COLLEGE

Dr. Beverly Wade Hogan



Debra Saunders-White, Ed.D.,began as the 11th chancellor ofNorth Carolina Central University

on June 1, 2013. She was selected bythe Board of Governors of the multi-campus University of North Carolina onFebruary 8, 2013.

Saunders-White started hertenure with the goal of “EagleExcellence,” or “E-squared.” Herpriorities for ensuring studentsuccess and academic excel-lence include: retaining andgraduating students in fouryears; raising critical scholarshipfunds; and providing innovativeacademic instruction thatprepares and trains students towork in the global marketplace.At NCCU, Saunders-White aimsto create “techno-scholars,” ortechnology trendsetters andleaders who understand howtechnology intersects with alldisciplines—from STEM to theliberal arts, social sciences, busi-ness, education, law andnursing.

Previously, Saunders-Whiteserved as acting assistant secre-tary for the Office of Postsec-ondary Education at the U.S.Department of Education. Saun-ders-White joined the Depart-ment of Education in May 2011as the deputy assistant secretaryfor higher education programs.As acting assistant secretary, Saunders-White’s responsibilities included formu-lating federal postsecondary educationpolicy to incorporate federal student aid,programs that address critical nationalneeds in support of the department’smission to increase access to quality

postsecondary education, andprograms that support international andforeign language education.

Prior to entering higher educationadministration, Saunders-White spent15 years in the corporate sector at IBM.From 1994 to 1998, Saunders-White

taught college-preparatory mathematicsat St. George’s School in Newport, R.I.In 1999, she joined Hampton Universityas assistant provost for technology andshe was promoted to the newly createdpost of vice president for technologyand chief information officer in 2005.

Saunders-White left Hampton thefollowing year to join the University ofNorth Carolina Wilmington (UNCW) asvice chancellor for information technol-ogy systems. From 2007 to 2008, shealso served concurrently as UNCW’sinterim associate provost in the Office

of Institutional Diversity andInclusion and as chief diversityofficer.

A Hampton, Va., native,Saunders-White earned herbachelor’s degree in history fromthe University of Virginia. Sheearned a master’s of businessadministration from The Collegeof William & Mary and a doctor-ate in higher education adminis-tration from The GeorgeWashington University.

Saunders-White is a mem berof Alpha Kappa Alpha SororityInc. and a member of the LinksInc. She is the mother of twochildren, Elizabeth Paige andCecil III.

Awards & Recognitions:

• Winner of numerous awardsin higher education thatfocused on improving operational efficiencies

• Recognized by leading magazines as a Cyberstar

• Acclaimed as a top leaderamong higher educationexecutives by the AmericanAssociation of State Collegesand Universities and AmericanCouncil on Education �

NORTH CAROLINA CENTRAL UNIVERSITY

Debra Saunders-White, Ed.D.

55WINTER 2014 www.lovickcareer.com 55WINTER 2014 www.lovickcareer.com

Jackson State University’s 10thpresident, Carolyn W. Meyers, isknown for exceeding expectations

and respected as an institutional leaderwho sets a high bar of excellence.

It’s a leadership style honed overthree decades as she served as presi-dent of Norfolk State University; provostand vice chancellor for academic affairsat North Carolina Agricultural andTechnical State University;tenured professor and dean ofthe College of Engineering atNorth Carolina A&T; tenuredfaculty member at the GeorgiaInstitute of Technology and thatinstitution’s first associate deanfor research in its College ofEngineering.

But her determination to tran-scend hindering notions surfacedlong before she became anacademician.

As a teen growing up inNewport News, Va., in the1960s, she wasn’t discouragedwhen a high school counselortold her she didn’t know of anywomen or African-American engineers. Meyers went on toearn a bachelor’s degree inmechanical engineering fromHoward University.

She was a young wife withthree children when she startedgraduate school after supporting herhusband through dentistry school. Eventhen, she defied the conventionalexpectations of those who tried to talkher out of going back to school.Meyers earned a master’s degree inmechanical engineering and a doctor-ate in chemical engineering fromGeorgia Tech. She completed post-doctoral work at Harvard University.

Meyers brought her set of standardsto JSU in 2011 with a vision to trans-form the university into a national modelfor educating the underserved andachieving global recognition for excel-lence in education, research andservice.

The institution’s evolution is wellunderway.

As JSU’s first permanent femaleleader, Meyers has launched ambitiousconstruction projects and initiated anenrollment management plan toincrease JSU’s student population to15,000. The university experiencedrecord enrollment in spring 2013 withsome 9,000 students.

During her tenure, fundraising hasincreased more than 10-fold to $7.5

million in 2012.

Under Meyers’ leadership, JSUalready is at the forefront in classroomtechnological innovation after imple-menting the nation’s largest iPad schol-arship program in 2012. This pastspring, the university hosted a Cyber-learning Summit, bringing academiciansfrom across the country into a dialogue

about the use of mobiledevices and technology inpedagogy.

Other initiatives she’s spear-headed include an Apple Store– which will be the first campusstore in the state and only thesecond in the region – and aUPS store. The universitycontinues to expand its reach,opening a new location inMadison, Miss., one of thefastest-growing municipalitiesthe state, in May 2013. Adowntown Jackson location willopen in January 2014.

Meyers encourages heradministration to “think big.”Hence, the plans for a 50,000-seat, domed venue to holdJSU sporting events and drawtop-tier entertainment andother attractions. Such a venuenot only benefits JSU, but theentire state of Mississippi andsurrounding region.

Meyers has a data-driven manage-ment style, requiring accountability fromfaculty and staff to ensure studentneeds are met and taxpayers’ dollarsare put to the best use. She encour-ages faculty to introduce cutting-edgeideas for JSU, but reminds them tosubmit credible data to support theproposals.

JACKSON STATE UNIVERSITY

Dr. Carolyn W. Meyers



Michelle R. Howard-Vital, wasappointed the 11th Presidentof Cheyney University of Penn-

sylvania, America’s first institution ofhigher learning for African Americans, in2007. Since that time, her visionaryleadership, business acumen and senseof humor have reinvigorated CheyneyUniversity, which just recently celebratedits 175th anniversary. New capitalconstruction projects under Dr. Vital’sdirection include a new $22 millionLEED-certified Science Center andPlanetarium, a $44 million 400-bedstate-of-the-art residence hall, renova-tions of historic buildings on campusand the expansion of the campus intoCenter City Philadelphia, just toname a few.

Through her solid knowl-edge of technology and social media,Dr. Vital has helped rebuild theCheyney University brand throughthe development of a monthlyonline blog, a monthly digitalnewsletter, a Facebook, Twitterand Instagram presence, and aCheyney University Magazine.Her leadership has also ledto the development of aUniversity College model toimprove retention andprogression towards grad-uation, a growing Master inPublic Administrationdegree program, a newsafety and security plan forcampus, as well asincreasing alumni, corpo-ration/foundation, stateand federal giving. Dr.Howard-Vital is currentlyleading Cheyney Universitythrough its reaffirmation ofaccreditation and site visitfor 2014.

Dr. Howard-Vital was born andeducated in Chicago, Illinois where sheearned both her undergraduate degreein English Literature and her Master ofArts in Teaching degree in EnglishEducation from the University ofChicago, followed by a Ph.D. in PublicPolicy Analysis from the University of Illi-nois at Chicago. She has more than30 years of experience in various roles

in higher education, starting as anEnglish instructor at Central YMCACommunity College (Chicago, IL).

Dr. Howard-Vital previously served asInterim Chancellor at Winston-SalemState University (Winston-Salem, NC),Associate Vice President for AcademicAffairs at The University of NorthCarolina, General Administration (ChapelHill, NC), Vice Chancellor for PublicService and Continuing Studies andAssociate Provost at The University ofNorth Carolina at Wilmington (Wilming-ton, NC), Associate Vice President forAcademic Programs and Dean of theUniversity College at Edinboro University(Edinboro, PA), Dean of ContinuingEducation and Non-Traditional DegreePrograms at Chicago State University

(Chicago, IL), and Dean of Continu-ing Education at Harold WashingtonCollege (Chicago, IL).

Dr. Vital has received numerousawards and recognitions for her

service in higher educationincluding, the Philadelphia

Business Journal’s Women ofDistinction Award (2012)and the PhiladelphiaTribune’s InfluentialAfrican-American LeaderAward (2007-2012).

In her free time, Dr. Howard-Vital is anavid runner whoenjoys interior design,gar dening, traveling,skating and reading.She and her husbandGeri have a daughter,Madelyn, currently inlaw school; a son,Gabriel Preister; and arescue dog named Neo.�

CHEYNEY UNIVERSITY

Dr. Michelle R. Howard-Vital


to safer suburbs. Instead, they toldtheir sons that it was their duty to dealwith the problems head on.

Johnson had always planned tofollow in his parents footsteps andattend their alma mater, the Universityof Pennsylvania. Eventually, however,he accepted a full athletic scholarshipfrom the University of Notre Dame,where he would go on to become athree-year starter at wide receiver andearn a place in Notre Dame’s recordbooks and the 1999 NFL Draft alongwith a bachelor’s degree in businessadministration.

From the NFL to Corporate America

Johnson’s career as a professionalfootball player spanned from 1999 –2003. During that time he played forthe Pittsburgh Steelers, New YorkJets, Cincinnati Bengals and finally theOttawa Renegades of the CanadianFootball League. The constant stopsand starts to what was once a prom-ising career eventually led Johnson toretire at age 25 and pursue an MBAfrom the Tepper School of Businessat Carnegie Mellon University.

While at Carnegie Mellon, Johnsonwas recruited by Bank of America tojoin their MBA Leadership programafter graduation and work for thecompany in Los Angeles. Theprogram’s participants were expectedto complete a series of rotationsthrough real estate, treasury manage-ment, derivatives and risk manage-ment before landing a permanentposition. “My first rotation was in

commercial real estate,” saidJohnson. “It was June 2006, the startof the last real estate boom, and mymanager and I really hit it off. Heasked me to stay and bypass theother departments. It took me all of 5seconds to say yes.” Johnson creditsthat manager with helping to shapehis career. Suddenly he was meetingwith executives twice his age whowere principals of real estate compa-nies and wanted the bank to financetheir companies’ various real estateinvestments.

“These were $30 million – $40million deals,” said Johnson. “All of asudden I was responsible for a $600million portfolio when five years prior,I was playing professional football. Icould not have done it without a verysupportive boss and a great teamaround me but ultimately, I was forcedto either sink or swim.”

The Switch to JPMorgan Chase

Last year, JPMorgan Chaseapproached Johnson with an ask:Help the firm grow its platform inSouthern California. JPMorganChase’s Commercial Banking plat-form, which acquired WashingtonMutual in 2008, is still relatively newto the Southern California market. Thefirm is focused on providing funda-mentally sound investments in well-run real estate companies domainedin Southern California and theywanted a real estate banker with adeep network and a track record ofsuccess to lead the charge. The teamwould be lean and mean: one creditbanker, one underwriter and twoanalysts to assist Johnson.

The offer proved irresistible, despitethe fact that Johnson would leave hismentor behind. “A lot of people are

afraid of success,” he says. “They’llsay, ‘The competition is too tough. I’mnot qualified yet.’ Before they get outof the starting blocks, someone elsehas already won the race. I have hadmy share of losses and lumps butnone of them came because I didn’tanswer the opening bell. If it took me5 seconds to say yes to an earlypromotion at Bank of America, it tookme 4 seconds to say yes to theopportunity presented by JPMorgan.”

New Assignment: Diversity Recruitment

Johnson’s latest assignment –which is in addition to his job directingthe real estate banking group -- isclose to his heart. He is the WestCoast chair for JPMorgan’s Commer-cial Banking Campus Hiring DiversityCommittee. The overall goal of thecommittee is to support and further anationwide effort to hire diverse juniortalent into the firm’s various Commer-cial Banking businesses.

This fall, the firm will target fourWest Coast schools for top talent:Stanford, UC Berkeley, USC andUCLA. “We are trying to engage toptalent early so we can continue tohave executives who look like theclients we work with,” he said. Theoutreach efforts will include lunch andlearn seminars with JPMorgan exec-utives, career fairs, open houses andguest lecturer appearances by staff.“This is some of my most importantwork,” said Johnson. “Today’sstudents are the architects of tomor-row.” Meanwhile, Johnson is workinghard to make sure he keeps collectingwins and bringing others along for theride. It is now his turn to helpsomeone else become an oppor-tunist. �


JPMORGAN CHASE

Malcolm Johnson



AREOSPACE

Malissia Clinton

Jackson of Charlotte, N.C., has knownher since 1986, when they met ascollege freshmen.

“Malissia is a woman of truth andintegrity,” Jackson said. “She is God-fearing and understands that she willcontinue to be blessed as long as shecontinues to live within the will of God.”

Jackson, a former research managerwho works in education, said Clintonalready had her future pretty wellmapped out when they met.

“She was hardworking and extremelysmart,” Jackson said. “She wanted tobe a member of Alpha Kappa AlphaSorority, Inc., and she knew she wouldbe a lawyer. She is still the smartestperson I know. She’s a perfectionist, agreat person and an amazing friend.”

Jackson said among Clinton’s bestqualities are her big, giving heart.

Clinton is married to Ronald Clinton,a pharmacy owner, and they have threechildren, Ronald Michai, 13, Rachel, 11,and Roi, 8.

When she’s not working at Aero-space or spending time with her family,Clinton enjoys reading, cooking andhome decorating. She recently read TheTwelve Tribes of Hattie by Ayana Mathis.

Clinton also loves exercising and triesto workout daily. Her regimen includesrunning, spinning, weight lifting and totalbody workouts.

Clinton knows people don’t live onislands and everyone needs advice,guidance and help to be successful.Aerospace CEO and President Dr.Wanda M. Austin, one of only a handfulof female African-American CEOs ofmajor corporations, is one of Clinton’smentors.

“I was thrilled at the opportunity towork with an African-American femaleCEO,” Clinton said. “When Wandacalled to offer me the job, I told her itwould be like working for Oprah.”

For women who are trying tosucceed in corporate America, Clintonadvises finding a mentor, never quittingand being mindful of your personal life.

“Your mentor should be someonealready working in the job you aspire tohave,” Clinton said. “You shouldn’t quitbecause if it was easy everybody wouldhave the job, and don’t neglect your

personal life because at the end of theday the job won’t keep you warm or tellyou how much it cares.”

Steele isn’t surprised Clinton advisesyoung women not to neglect theirpersonal lives.

“She and I feel the same, that we allneed to achieve the work versus lifebalance in our lives,” Steele said. “Thisbalance changes as we move throughdifferent stages, e.g. early career, youngfamilies, established professional, olderkids, empty nest, etc. Young womenneed to work hard and focus on priori-ties but not lose sight of the need forbalance. We need to continue to adjustand flex and do what we can to makeour lives be the way we want them tobe – inside and outside of work.”

Steele hails Clinton as a wonderfulrole model for women.

“She works very hard to achievebalance in her own life as well asprofessional success,” Steele said. “Shemakes it look easy, but there’s a strongwoman inside who is focused and dedi-cated to match her softer side that’sempathetic and nurturing. We are allfortunate – her colleagues and herfamily – to have Malissia as such aninspiration in our lives.” �

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CENTRAL STATE

Dr. Hammond(MSA) committees.

Dr. Jackson-Hammond re ceived aDoctorate Degree in education fromGrambling State University in dualcognate areas: curriculum and instruc-tion and student personnel services;and Education Specialist degree incounseling education from the Universityof Louisiana-Monroe; a master’s degreein communications from the Universityof Louisiana-Monroe, and a bachelor’sdegree from Grambling State University.She is a graduate of the Harvard Univer-sity Summer Institute for EducationManagement, the Harvard Seminar forNew Presidents, the American Associ-ation of State Colleges and UniversitiesMillennium Leadership Institute, and aFellow of the Nissan and the NationalAssociation for Equal Opportunity Lead-ership for Academic Deans.

President Jackson-Hammond is asought-after speaker on issues relatedto cultural competency, the uniquecontributions of historically blackcolleges and universities (HBCUs) andglobal education. She delivered the fall2012 commencement address atdvocates for Cultural Competence(MACC) and has been a keynotespeaker for multiple national and interShe is the recipient of many state andnational awards, to include a 1987-89Louisiana State Board of RegentsFellow, and she has a number of publi-cations to her credit.

A native of Monroe, Louisiana, she ismarried to Dr. James Eric Hammond,Sr. The couple has three children andare the proud grandparents of twograndchildren. �


SAINT AUGUSTINE’S

Dr. Suberfreshman through the final “sign off ofapproval” as a graduating senior, theBPDC has created a curriculum and asystematic series of programs designedto equip and enable students to besuccessful in their careers as well asgraduate studies. Based on the threefactors, the Center’s goal is to ensurethat students understand and embracethe notion that success is based onknowing what you need to know to bebetter than anyone else. Suber hasensured that an education is not left tochance. Every student at Saint Augus-tine’s University is introduced to careerreadiness as early as freshmen year,and each graduate is required tocomplete a series of professional devel-opment seminars and competencies tobe eligible for graduation.

Saint Augustine’s University studentsand graduates have interned or gainedfull-time employment with organizationsfrom the Office of the Governor ofNorth Carolina, McDonalds Corpora-tion, Nationwide Insurance, Disney, FoxNews and ABC News to name a few.

Suber received a bachelor of sciencedegree in early childhood educationfrom Hampton (Institute) University, amaster’s of education degree in curricu-lum development from the University of

Illinois at Urbana and a doctorate of education degree in educational administration from Virginia Polytechnic Institute and State University in Blacksburg, Va.

Suber was featured in the October2005 issue of Essence Magazine andin 2006; she was awarded The WillieE. Gary “Making A Difference Award.”The 100 Black Men, Triangle EastChapter, awarded Dr. Suber the Educa-tion Award at their 2008 Gala “A Tributeto Women,” and in 2010 Suberreceived the Dr. Effie H. Jones Human-itarian Award from the American Asso-ciation of School Administrators. Thisyear, Dr. Suber was recognized by herpeers and HBCU Digest as Outstand-ing Female President of the Year.

She currently serves on PresidentObama’s Board of Advisors to theWhite House Initiative on HistoricallyBlack Colleges and Universities and isonly one of two presidents to beappointed by three United States pres-idents to serve on that board. She wasappointed by the the U.S. Departmentof Homeland Security by former Secre-tary Janet Napolitano to serve on theHomeland Security Academic AdvisoryCouncil.

Dr. Suber’s pride and joy are hergrandchildren: Taylor Marie, 5, NyjilBrevard 14, and Samantha AriDianne, 8 - tomorrow’s leaders andchange agents. �



BOEING COMPANY

Joyce Tucker

years her growth and developmentboth personally and professionally havebeen remarkable, while certain person-ality traits have remained the same. Sheis still very bright, attractive, friendly,caring and extremely fun-loving with afantastic sense of humor in appropriatesituations with family and friends.

“Professionally, she has grown to thedegree that she is nationally recognizedas an expert in her chosen field of civiland human rights,” Jett-Caldwellcontinued. “She is no longer quiet andnaïve but very appropriately assertiveand vocal, very high-profile and contin-uously sought out for keynote speaking,lectures, training, advisory boards, etc.”

Jett-Caldwell said one of Tucker’sbest qualities is her ability to seekadvice and accept it well.

“She has been so successfulbecause she is highly intelligent,extremely dedicated to her work, loveswhat she does, has a very strong senseof right and wrong and is willing to goto the mat to combat discrimination inall forms,” Jett-Caldwell said. “Addition-ally, her analytical and leadership skillsare superior.”

Jett-Caldwell isn’t surprised byTucker’s professional accomplishments.

In the 1980s when then-Illinois Gov.James Thompson decided to mergethree, small civil rights agencies intoone, Tucker was asked to assume thelead role on administrative and mana-gerial logistics. She did a great job, andthe agency was successfully created,

serves on the board of directors for theNear North Health Service Corporationand the Dr. Martin Luther King, Jr. Boysand Girls Club of Chicago.

Tucker has received numerousawards throughout her stellar career.Among them are The John MarshallLaw School Alumni Association Distin-guished Alumnus Award; the NationalInstitute for Employment Equity Mile-stone Award for Civil Rights; the Dr.Martin Luther King, Jr. Boys & GirlsClub King Legacy Award in recognitionof “Leadership and Contributions to theCommunity”; the National Organizationof Black County Officials’ CommunityServices Award for “A Life of Sharingand Lifting Others”; The ChicagoDefender “Women of Excellence”Award; and the YWCA’s Dr. DorothyHeight Racial Justice Award.

Just don’t expect Tucker, who enjoysreading and going to the movies, tospend much time discussing herawards or honors. That’s becauseshe’d rather spend time helping others.

When asked to give advice towomen trying to succeed in corporateAmerica, Tucker advises them to seekmentors and sponsors to help guidetheir career efforts, to obtain master’sdegrees, to get internships and tovolunteer.

Tucker said she was pleased by theappointment of Ursula Burns as CEOand Chairwoman of the Board at Xeroxbut, “I know there are many other top-notch minorities and women out there,and I hope they will see similar oppor-tunities in the future.”

She is very likely among them. �

so when the director’s position for thenewly formed agency was posted sheapplied.

“The governor appointed a BlueRibbon Recruitment Team to search thenation for the director, and Joyce and Idiscussed it and she submitted herresume to the search committee,” Jett-Caldwell said. “They disqualified herafter reviewing her resume and creden-tials based, in their opinion, on her lackof sufficient administrative experience.”

Undaunted, Tucker submitted herresume directly to the governor.

“He called her in for an interview, andhe saw what I and many others hadseen for quite a while: the brilliantthought process, how quickly sheanalyzes a situation and develops alogical, efficient and effective responseand her incredible ability to clearlycommunicate her ideas to others topersuade them toward a course ofaction,” Jett-Caldwell said. “Shepresented in an extremely impressivefashion, so much so that the governorusurped the search committee’s author-ity and appointed Joyce to the positionof Director of the Illinois Department ofHuman Rights that day. With thatappointment, she became the firstblack female director of a cabinet-levelagency in Illinois.”

That wasn’t Tucker’s last appoint-ment. In the 1990s she was appointedby then-President George H.W. Bushto be Commissioner of the U.S. EqualEmployment Opportunity Commissionand in 2001 she was appointed bythen-President George W. Bush toserve on the White House InitiativeAdvisory Board for Historically BlackColleges and Universities. Tucker also

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With a deep and broad pipeline of potential new medicines, Amgen remains

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To learn more about Amgen, our vital medicines, our pioneering science, and

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as well.

Aguilar is also committed to servingas a role model and mentor for youngpeople hoping to follow in a similarcareer path. “Those of us who havebeen given opportunities to be success-ful have an obligation to give back,” shesays. “I tell young Latinos all the time,‘Don’t ever underestimate yourself.Define what you want to do with yourlife, create a plan, and then go make ithappen. The sky is the limit.’”

In Leticia’s role at Union Bank, shestrives to apply the same level of careand concern for her team that hermentors had with her. She believes thatevery human being has endless poten-tial, and it’s her responsibility to helpthem achieve their goals.

Leticia has always made a strongeffort to give back to her community.She has held leadership positions with

numerous non-profit organizations andcommunity groups that focus on herthree key areas of interest: education,health care and the arts.

She has dedicated more than 20years of support to the University ofSouthern California Latino Alumni Asso-ciation, which awards scholarships topromising students. “There’s a hugeneed for formal education in the Latinocommunity,” she says. “We have somany young people who are incrediblybright, and they need access to a goodeducation to be able to develop a greatcareer.”

In 2012, Leticia also served as theUnion Bank lead for the American HeartAssociation’s Los Angeles Heart Walkand served as the Chair of the WhiteMemorial Medical Center Annual Gala.Aguilar has also held leadership roleswith such organizations as the Perform-ing Arts Center of Los Angeles County,United Way of Greater Los Angeles andthe Tómas Rivera Policy Institute, whereshe has served as chair.

In addition to her responsibilities at


UNION BANK, N.A.

Leticia Aguilar

the bank and her charitable work,Leticia is happiest at home, spendingquality time with her family.

Leticia Aguilar is an executive vicepresident for Union Bank, N.A Head-quartered in San Francisco, UnionBan-Cal Corporation is a financial holdingcompany with assets of $88.2 billion atSeptember 30, 2012. Its primarysubsidiary, Union Bank, N.A., is a full-service commercial bank providing anarray of financial services to individuals,small businesses, middle-marketcompanies, and major corporations.The bank operated 402 branches inCalifornia, Washington, Oregon, Texas,Illinois, and New York as well as twointernational offices, on September 30,2012. UnionBanCal Corporation is awholly-owned subsidiary of The Bank ofTokyo-Mitsubishi UFJ, Ltd., which is asubsidiary of Mitsubishi UFJ FinancialGroup, Inc. Union Bank is a proudmember of the Mitsubishi UFJ FinancialGroup (MUFG, NYSE:MTU), one of theworld’s largest financial organizations.Visit www.unionbank.com for more infor-mation. �


TOUGALOO COLLEGE

Dr. Hogan


JACKSON STATE

Dr. MeyersWar”; “Comparable Worth: The Issue ofPay Equity”; “Public Policy Implicationsfor HIV-AIDS in the Workplace”; “HigherEducation and Civic Responsibility”;“Jobs and Economic Growth” and is acontributing author for a textbookpublished in 2008, Leadership andPublic Service. She has receivedextensive recognition for her trailblazingcontributions.

She is a member of Alpha KappaAlpha Sorority and The Links, Inc. Sheand her husband, Marvin, have twoadult sons and five grandchildren. �

On a national level, Meyers is afellow in the American Society ofMechanical Engineers and a boardmember of the American Council onEducation. She’s published numerousarticles and reports and given morethan 200 invited presentations andtechnical papers on education anddiversity topics. Her numerous awardsinclude the National Society of BlackEngineers’ Golden Torch Award and theNational Science Foundation’s Presi-dential Young Investigator Award. �


SPELMAN COLLEGE

Dr. TatumGeorgia Power corporate board ofdirectors.

Dr. Tatum earned a B.A. degree inpsychology from Wesleyan University,and M.A. and Ph.D. in clinical psychol-ogy from University of Michigan. Shealso holds a M.A. in religious studiesfrom Hartford Seminary. She has servedas a faculty member at the University ofCalifornia at Santa Barbara, WestfieldState College, and Mount HolyokeCollege, where she also served as deanand acting president. �

It’s not just about cars.It’s also about helping people enrich the quality of life in their

communities. That’s why Toyota is proud to support education

programs that open doors and create opportunity. From family

literacy to K-12th grade education, to higher education and

technical and environmental education, Toyota continues to

form partnerships with organizations nationwide to make a

difference—in classrooms and communities.

w w w.toyo ta.com / communi t y


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