I N F O R M I N G A N D E M P O W E R I N G V I S I O N A R I E S

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James White on Time Management | Coping With Job Loss | Online vs. Traditional MBA

32nd AnnualConference Recap

Meetthe New CEO

Can I Aff ordan MBA?

MBA

REALITYThe NEW

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Taking Ownershipof the economy’s rewritten

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W I N T E R 2 0 1 1

Contents

I N F O R M I N G A N D E M P O W E R I N G V I S I O N A R I E S

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The New RealityThe recession has rewritten the rules for

long-term fi nancial success. From personal

fi nance to coping with layoff s and paying

for your MBA, we off er a look at what it

takes to make it in today’s environment.

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32nd Annual Conference HighlightsA look inside the NBMBAA’s wildly successful 2010 Conference and

Exposition last fall in Los Angeles.

The New Reality: Taking OwnershipThe economy of the past few years has changed the game, pushing

the normal rules of job security, home ownership and wealth-

building into areas we no longer recognize. But don’t worry, you

can navigate this changed landscape. We provide some tools to

help.

6Members on the MoveHighlights and accolades

7From the ChairmanPower Forward

8From the Interim President & CEOMaximizing Profi t-Ability

9Meet NBMBAA’s New President & CEOKimberly Corbin takes the reins at NHQ

D E P A R T M E N T S

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The New Reality: Coping With Job Loss

One day you had a job and then, suddenly, you didn’t.

You’re not alone. Let go of emotion, and make strategic

decisions to fi nd a new job.

22EducationNo one will say it out loud, but there’s

suspicion that an online MBA isn’t as well

regarded as a traditional MBA. We get the

scoop from recruiters. Plus, can you really

aff ord an MBA?

30CareerCoping with the realities of abrupt job loss,

and new MBAs in their 20s fi nd the current

economy a learning experience.

36LeadershipJamba Juice CEO James White shares time-

management tips from the corner offi ce.

39EntrepreneurshipA former engineer’s leaps from science to art,

starting up her own literary agency.

41LifestyleThe new reality of personal fi nance isn’t

just less debt – it’s debt-free; plus a holistic

approach to dealing with stress.

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National Black MBA Association, Inc.®, 180 N. Michigan Ave., Suite 1400, Chicago, IL 60601, Phone: (312) 236-2622, www.nbmbaa.org

BOARD OF DIRECTORS Chairman: William W. Wells Jr., President, W. Wells & Associates. Vice Chair/Development: Audrey Dillard Hines, President, Dillard Hines & Associates. Vice Chair/Policy & Programs: Leonard James III, Corporate Policy Advisor, Exxon Mobil Corporation. Treasurer: Dimitrius M. Hutcherson, National IT Service Management Leader, Deloitte. Secretary: Kandance Weems Norris, Partner, Cumby & Weems LLP. Directors: Thomas W. Dortch Jr., President & CEO, TWD, Inc. Stephen C. Lewis, Director, Strategic Planning, MBO, Ford Motor Company. Quentin Roach, Senior VP and Chief Procurement Officer, Bristol-Myers Squibb. Keith R. Wyche, President, CUB Foods, a SUPERVALU Company. Arcilia Acosta, CEO, CARCON Industries & STL Engineers. Gena L. Ashe, Senior Vice President – Legal, Catalina Marketing Corporation. John Peoples, Director, Home Storage Business, SC Johnson and Son. Kim Seymour, Vice President, Executive Talent Management, American Express. Clarence Nunn, President & CEO, GE Fleet Services. Bruce Thompson, Vice President, Finance and Controller, Building Efficiency Group, Johnson Controls, Inc.

NBMBAA® STAFFSteve C. Lewis, Interim President & CEO. Cecil B. Lucy, JD, CPA, Vice President, Finance & Legal Affairs/Chief Financial Officer. Kim R. Wilson, Vice President, Strategic Program Initiatives. Vera Lewis, Director of Marketing and Communications. Elizabeth “Liz” Hope, Director of Membership, Chapter and University Relations. Reniece R. Wright, MSHR, Director of Human Resources. Fred J. Phillips III, Director of IT & Production. Stephie Young, Associate Director, Conferences, Meeting and Events.

Black MBA Magazine is published by:Naylor, LLC, 12600 Deerfield Parkway, Suite 350, Alpharetta, GA 30004, Phone: (800) 796-2638, www.blackmbaonline.comEDITORIAL: Editor: Elaine Richardson. Assistant Editor: Thea Galenes. Marketing & Research Coordinator: Allie Hansen. Contributing Writers: Robin Farmer, Janelle Harris, Sheryl S. Jackson, Sonya Stinson.For editorial information contact Elaine Richardson, elaine@naylor.com. SALES: Senior Sales Manager: Melissa Zawada. Project Manager: Megan Sapp. Publication Director: John O’Neil. Sales Representatives: Jeff Bunkin, Robert Shafer, Paul Woods. Sales Administration: Jennifer Lemay. For advertising sales information contact John O’Neil, joneil@naylor.com, (770) 810-6959. Design: Nolan Klassen. Layout: Gordon Klassen. Advertising Art: Effie Monson.Black MBA Magazine (ISSN: 1940-2376) is published quarterly by Naylor, LLC for the National Black MBA Association®. ©2011 National Black MBA Association, Inc.® This magazine may not be reproduced, in whole or in part, without the express permission of the publisher and NBMBAA®.PUBLISHED FEBRUARY 2011/NBM-Q0410/4593

M E M B E R S O N T H E M O V EUPFRONT

Members on the MoveSHARING PROMOTIONS, HONORS AND OTHER NEWS ABOUT NBMBAA MEMBERS.

Chicago Chapter member Norman Fleming has been appointed as the Senior Director, IT Client Relationship Management for Astellas Pharma US, Inc. He oversees a number of business solution areas; provides strategic IT leadership and a broad understanding of how technology can be applied to fulfi ll business objectives; and leads the governance process for the U.S. region. Prior to joining Astellas, Fleming held positions at Deloitte Consulting, Merck, Kraft Foods, The New York Times and Chicago Tribune. Fleming holds a B.S. in Management from Southern Illinois University and an MBA in Information Systems from DeVry University.

Westchester/Greater Connecticut Chapter member Valerie A.

Cooper was named “2010 Outstanding Entrepreneur of the Year” by The National Association for Female Executives (NAFE). NAFE honors outstanding members for their courage, compassion and service to their communities and to other women. President and Art Advisor of Picture That LLC, Cooper established the Stamford, Conn.-based fi ne art consulting fi rm in 2002, which provides art advisory, curatorial and appraisal services to Fortune 500 corporations and private clients nationwide. Prior to starting her own fi rm, Cooper spent 15 years with Goldman Sachs Investment Bank as Vice President of Risk Management Technology. She holds MBA from Columbia University Business School, an Appraisal

Studies in Fine and Decorative Arts Certifi cate from New York University, and a BS from Morgan State University. Cooper is an associate of the Appraisers Association of America, a member of Alpha Kappa Alpha Sorority, Inc., and an NBMBAA lifetime member.

Pittsburgh Chapter member Jeanne V. Crichlow has been appointed director of volunteer and community services at the University of Pittsburgh Medical Center, Mercy, Uptown. Crichlow returns to the center following eight years in the health insurance industry. Crichlow has an MBA in Management and Marketing from Duquesne University and serves on the board of Uptown Partners of Pittsburgh, a community-based organization of residents, institutions and business owners working together to build a vibrant Uptown community. She is a lifetime member of the NBMBAA.

Direct member news and accolades to elaine@naylor.com.

VISIT OUR DIGITAL EDITIONIn addition to online-only extras, you can visit our new – and improved – online edition, which allows you to add bookmarks and notes, send stories to friends and even click through on links that interest you while reading. The online edition works on iPhones and iPads, so take advantage of our unique features when you read Black MBA Magazine online.

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Power Forward

F R O M T H E C H A I R M A NW I L L I A M W E L L S J R .

We step into the fi rst half of this year with optimism in the

midst of a prolonged, slow fi nancial bounce-back. The good news

is many economic indicators are pointing upward for 2011. As the

tide shifts, the board of directors stands solid on its commitment

to lead, arming our members with best resources to sustain and

prosper.

By all accounts, the 2010 NBMBAA national Conference was a re-

sounding success. Not only was the quality of programming out-

standing, but participation increased 10 percent with 10,688 at-

tendees who came to Los Angeles to learn from experts and from

each other how to understand and address the challenges of our

time.

A notable Conference highlight was the strong showing of corpo-

rate partners in our Diversity Career Fair. As the economy stabi-

lizes, this was a positive sign that employers anticipate a boost in

hiring. Our career fair has grown to be an unrivaled recruitment

destination with the largest number of hiring managers represent-

ing top-tier companies nationwide. In 2010, its appeal broadened

to multicultural audiences, particularly from Asian-American and

Latino-American job seekers.

As we marked a major milestone celebrating four decades of deliv-

ering excellence, we were extremely pleased with the level of of-

ferings and hospitality extended by the Los Angeles host chapter.

Whether you are a member, corporate partner or friend, we’re con-

fident you returned home with a renewed sense of purpose and

resources that will serve you in the coming months and years.

The sweeping pace of economic change forever transformed our

world. This year’s theme, Power Up Your Profit-Ablilty, aligns

with our strategic course to respond to the times and strengthen

our value proposition to our members.

Whether you’re looking for work or contemplating a career shift,

expect some stiff competition in today’s soft economy. The num-

ber of MBA degrees conferred annually has grown tremendously

over the last few decades, from fewer than 5,000 in 1960 to today’s

average of more than 150,000 annually, according to the National

Center for Education Statistics.

As the pool gets larger, employers have to the opportunity to scruti-

nize or cherry-pick. “Power up” your appeal to stand out above the

competition. What is your brand? How does it have a return on in-

vestment for people who want to hire you? Employers want people

who can make things happen, produce results and increase their bot-

tom line. They’re looking for the best and brightest, those with the

most compelling stories.

Invest in your “profi t-ability” in the workplace to increase your

chances for promotions, raises and job security. Always be on the

lookout for opportunities to acquire the skills to move up. Volunteer-

ing for a task force allows you to step outside of your daily zone and

exercise your expertise in other areas.

Consider taking some additional coursework or joining a non-profi t

board. Donating the gift of time puts you in a fresh environment in

direct contact with people and provides outstanding experiences in

leadership, team-building and decision-making. I’ve become a stron-

ger executive through my affi liation as an NBMBAA chapter presi-

dent, serving on the national board and advancing to board chair-

man. An exceptional résumé builder, it also off ers great personal and

professional rewards.

Despite the economy, studies show more and more people are start-

ing their own businesses. If you have a big idea, do the research to

fi nd out if it’s a real opportunity, and craft strategies accordingly.

Existing business owners need to continue gaining access to the lat-

est trends and invest in informative alliances to keep them up and

running.

While our core focus remains those with MBAs and students earn-

ing advanced business degrees, there is a critical call to ramp up

our presence to address the high school dropout crisis. Our public

schools are failing, with a mass exodus of children of color. To be a

part of their future success, we need to work harder in markets across

our 44 chapters as coaches and mentors to get them into college.

We acknowledge the ongoing support of our members and business

partners. In 2011, expect the NBMBAA to remain a credible voice, con-

tinue its high regime of standards and take full advantage of the op-

portunities presented before us.

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Maximizing Profit-AbilityG R E E T I N G S N B M B A A M E M B E R S A N D F R I E N D S :

F R O M T H E P R E S I D E N T & C E OS T E V E L E W I S

We enter another year guided by our noble mission – meeting

the challenges of an intensely competitive business environment.

While the rocky economy prevailed in 2010, our achievements and

dedication to our members were both practical and numerous.

Superbly well-done concisely describes the NBMBAA Conference,

which stretched over four days in Los Angeles last September. The

session off erings were as engaging and diverse as the members,

corporate partners and supporters the event attracted from across

our great nation.

Students came armed and prepared to get jobs; some companies

made off ers on the spot. The Town Hall was the best ever — the

multi-talented panel of experts shared advice on how they evolved

their careers to stay relevant in an ever-changing climate. With a

staggering 5.7 million jobs lost since the start of the recession, the

people who will thrive in this new world order are those who can

repeatedly and successfully transform themselves at a moment’s

notice.

We graciously thank our corporate partners for their strategic in-

vestments that fuel what we do best. As future employers, your

support plays a formative role in our planning and progress. The

NBMBAA appreciates your presence and invites you to share feed-

back and fresh ideas to heighten involvement.

Groundwork has begun for the 20 11 Conference in Atlanta, and

we’re working hard to subscribe corporations and universities.

We hosted a think tank with corporate partners to help design

relevant, meaningful content that promotes your interests. Chap-

ter presidents also play a vital role in shaping the experience. As

members, we ask you to mark your calendars and start building

excitement among colleagues.

Moving ahead, delivering timely resources to “Power Up Your

Profi t-Ability” is the thematic framework that will structure our

endeavors throughout the year. Our laser focus to open doors to

job opportunities remains unchanged. We’re receiving a wealth of

support from corporate partners to better prepare graduates with

the right skills and acumen to land jobs.

Business now operates 24 hours a day, 7 days a week, 365 days a

year, and employers are looking for people who can change on a

dime with strong profi ciency in web culture. The profi t-ability

of social media is rapidly transforming the face of commerce.

Web-based social platforms – blogs, Twitter, Facebook, LinkedIn

– have tremendous profi t potential to entrepreneurs as market-

ing channels to build business. For job seekers, it provides them

with the ability to market their selling points around the clock to

prospective new careers.

Maximize your profi t-ability by learning more about these web

tools to market your brand. Know what others in your industry

are doing and saying on these sites. Know your customers; stay

close to them but ahead of, not behind the curve. Highly accom-

plished executives adapt to working remotely to share ideas any-

where, anytime.

For those of you considering powering up your career by earning

an MBA but question its value in a bleak economy, this presents

the perfect motivation for continued learning. According to the

New York Times, unemployed MBAs are newsworthy primarily

because they remain relatively rare. While the overall U.S. unem-

ployment edged up to 9.8 percent at the end of the last year, the

unemployment rate for the more educated was only 4.3 percent.

On a positive note, while surveys report that hiring of full-time

MBAs was down 1 0 percent in 2010 from the previous year, busi-

ness experts are forecasting the job market is looking up as the

economy inches back.

I salute all NBMBAA members who power up this tremendous

organization and allow us to create valuable connections and

build leadership.

Finally, it’s an honor to acknowledge the work of the NBMBAA

board, management and staff . Their strategic direction and hard

work keeps us poised and on track for future growth.

We have a lot to look forward to in the coming months. Working

smart, as one, we can count on a powerful 2011.

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NBMBAA Welcomes New President and CEO: Kimberly Corbin

UPFRONT

The National Black MBA Association® is proud to

introduce Kimberly Corbin as the organization’s new

President and CEO. Kimberly was the unanimous choice

of the NBMBAA Board of Directors after a year-long search

conducted by the executive search fi rm James & Jordan,

LLC. She formally began her term on January 3.

“As we enter our 40th anniversary, the NBMBAA will

honor our history and mission, yet look forward to an

exciting future. We are proud that Ms. Corbin has eagerly

accepted this challenge, and we welcome her,” says Wil-

liam W. Wells Jr., chair of the NBMBAA board directors.

“Given Kimberly’s excellent track record in corporate

America, her leadership, and vision for excellence, the

NBMBAA is certain to continue its mission.”

“I am profoundly connected to the purpose of the Na-

tional Black MBA Association and am deeply honored to

have been chosen to lead the organization during this

critical time of change and renewal,” Kimberly says. “I

am excited to work with the talented membership to

continue NBMBAA’s record of creating economic wealth

within the African American community.”

Kimberly received her MBA from the Harvard Graduate

School of Business Administration and her undergradu-

ate fi nance degree from Florida A&M University. She

brings to NBMBAA an impressive record of accomplish-

ment in corporate America. As a vice president in the

offi ce of the chief operating offi cer at American Capital

Strategies, Inc. she started and led a corporate operations

group specifi cally charged with driving performance

management. She has also worked in high-level execu-

tive positions for organizations such as GE Commercial

Finance, Bankers Trust and Fieldstone Private Capital

Group, Ltd.

Kimberly takes on this key role during a historic time for

NBMBAA. During our 40-year history, the organization

has developed key partnerships that result in the cre-

ation of intellectual and economic wealth in the Black

community through its five channels of engagement:

education, career, leadership, entrepreneurship and

lifestyle. Through Kimberly’s dynamic leadership,

NBMBAA will look to strengthen partnerships in order

to provide expanded access to our more than 8,000

members and 400 corporate partners.

“Our corporate partners are integral to our success,”

Kimberly says. “We know our value rests with provid-

ing access. Access to top professional talent for our

partners. Access to educational and wealth-building

opportunities for Black professionals. Access to careers

that allow our members to grow and succeed. No mat-

ter what the environment, we remain focused on en-

riching and increasing that access for all our members

and partners.”

Please join us in welcoming Kimberly to the NBMBAA

family. We are excited about the future and opportuni-

ties with our dedicated members and partners as we

move forward with new leadership.

“I am committed to ensuring that our members contin-

ue to derive value from the 40-year legacy of this vital

organization,” Kimberly says. “As we continue to reap

the benefi ts and nurture the seeds planted by those

on whose shoulders we stand, the need and opportu-

nity for NBMBAA to have a positive impact couldn’t

be greater. We will continue to work hard to honor the

history of our organization, increasing opportunities

and access for Black professionals and leaving a strong

foundation for those who will follow in our footsteps.”

Visit www.nbmbaa.org for the most up-to-date

news from NBMBAA. And read the Spring edition of

Black MBA Magazine for an in-depth discussion with

Kimberly Corbin.

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Highlights from the32nd Annual Conference and Exhibition

N B M B A A C O N F E R E N C EBLINK

The National Black MBA Association’s 32nd Annual Conference and Exhibition elec-

trifi ed Los Angeles last fall, drawing more than 10,500 professionals to downtown

for four days of unparalleled career, networking and educational opportunities. The

top-notch off erings combined with the kind of star power only L.A. could off er –

broadcaster Ed Gordon, management guru Dr. Warren Bennis, entrepreneur and

former NBA superstar Magic Johnson and actors Idris Elba, Anthony Anderson and Don Cheadle

were among some of the luminaries featured at NBMBAA events.

At its core, the NBMBAA Conference remained

an opportunity for members, students and

prospective members to build their networks

and educate themselves on adapting to the

speed of change in today’s business world.

The Career Fair provided NBMBAA’s partner

companies and educational institutions ac-

cess to an unmatched pool of diverse pro-

fessional talent, while giving individuals a

chance to connect with those real career op-

portunities with Fortune 500 companies, as

well as mid-size organizations seeking the

best and brightest.

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Photos by 106foto

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1. L.A. Chapter President Lynn Beatty honored for the host chapter’s hard work at the Membership Meeting, sponsored by Comcast and Northwestern Mutual.

2. In the Cyber Café, sponsored by Dell and Microsoft.

3. Celebrities turned out for Saturday’s Black Masters Golf Tournament, sponsored by Chrysler Group, LLC and benefi ting the Leaders of Tomorrow® camp.

4. The Career Fair drew crowds for numerous job opportunities.

5. A streamlined process at the registration desk.

6. Unwinding at Club MBA, sponsored by Ford.

7. Sunny California off ered a perfect backdrop for the Conference.

8. The Welcome Reception at the California African-American Museum, sponsored by Google, Monsanto and Dell.

9. Ed Gordon hosted the Innovation Whiteboard Challenge.

10. Author Daniel Pink at The Leadership Institute® luncheon.

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11. General sessions brought in audiences for unique educational off erings.

12. Best-selling author Lisa Nichols signed books at The Leadership Institute® reception.

13. Legendary leadership guru Dr. Warren Bennis in a rare personal appearance.

14. Actor Anthony Anderson served as the host for the Black Masters Golf Tournament, sponsored by Chrysler Group, LLC.

15. LOT® students had a separate program that included a trip to Disney and enriching activities to help them succeed.

16. Preparing for a day on the Career Fair fl oor.

17. Taking advantage of on-site interviews in NBMBAA’s Employment Network®.

18. Thursday’s Town Hall, sponsored by Nationwide, explored the secrets to keeping success with Dr. Randal Pinkett, actor Idris Elba, fi nancial expert Glinda Bridgforth and entrepreneur Janice Byrant Howroyd.

19. Entertainment at Friday’s Awards Luncheon.

20. Branding expert Steve Stoute shares his unique perspective during the Thursday Luncheon, sponsored by Target.

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N B M B A A C O N F E R E N C EBLINK20

10 Aw

ard

Win

ners

MBA of the YearAlton Tinker, Vice President,Community Development Underwriting Group, Key Bank

Entrepreneur of the YearEarvin “Magic” Johnson

NBMBAA and Wells Fargo Entrepreneur Excellence AwardSandra Maxwell Brooks, President ofTotal Care & Concern, Inc.andYohance and Di Yonna Mitchell,Co-owners of Vision Tutoring

Innovation White Board ChallengeJennifer Burrell, The Frock Shop

Silver Torch AwardState Farm Insurance

NBMBAA Case Competition®

Sponsored byChrysler Group LLC

First Place University of Southern CaliforniaGordon Hallman,Jason Watkins,Kimberly Brown

Second PlaceUniversity of MichiganShenique Coston,Alexander Lewis,Darryl Ward

Third PlaceBabson CollegeJason Glover,Salma Laalej,Yu Fu

Helping Hands AwardDell, Inc.

Educational Institution of the YearThe Consortium for Graduate Study in Management

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Empowering Visionaries.

Mark your calendar for another dynamic experience,

including the largest diversity career fair in the U.S.,

top-notch training and development sessions and

networking events for professionals!

NBMBAA® returrnns to iin 22011111

COVER STORY |

The New Reality

Unemployment statistics are on the

rise, home sale advertisements

announce price reductions and

retail stores are riding the up-and-

down roller coaster of reduced

consumer spending. The recession has affected

jobs and consumers’ abilities to purchase, but the

eff ects are much deeper, often resulting in changes

in perception of life and decisions about lifestyle,

according to a survey by the Pew Research Center’s

Social and Demographic Trends Project. (See more

survey details on page 1 8.) Responses from the

nationally representative sample of 2,967 people

show that not only are people changing their spend-

ing habits, but they also are worried about the future

standard of life for their children as well as their

standard of living in their own retirement.

Previous generations could count on pensions

paid after working many years at the same com-

pany; receiving promotions throughout one’s

career; homes that increased in value without

fail; easily obtained credit; and investments

that earned reliably high interest rates.

That was the “old normal,” and it is time

to learn to live in the “new normal,” ac-

cording to experts interviewed by Black

MBA Magazine.

The recession and the new reality in which

we live is not confi ned to the United States,

points out William Wells Jr., chairman

of the National Black MBA Association

(NBMBAA) board of directors and vice

president of Strategic Inclusion Solu-

tions for InclusionINC. “This is a

world-changing phenomenon that

gives all of us an opportunity

to leverage our position into

Taking

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The economy’s eff ect on the workplace and personal fi nance has rewritten the rules for success

Ownershipa better normal,” he says. He remembers hearing

motivational speaker Lisa Nichols talking about the

recession when it was fi rst declared. “She said she

refused to invite the recession into her home, so

she was recession-proof,” he laughs. This attitude

is important because it gives you strength to fi nd a

way to succeed in a tough environment, he adds.

A key part of the work Wells does with his clients

is helping them adapt to cultural change as they

evaluate ways to improve diversity and inclusion.

“Cultural change is also an eff ect of this recession,”

he says. “The real challenge is the need to change

the ethical landscape of business. We’ve seen blips

on Wall Street and Main Street that are due to peo-

ple who did not lead with integrity and account-

ability. Fortunately, we are now seeing the emer-

gence of solid leaders with a focus on regaining the

trust of their customers, their community and their

constituency.”

Although many people are looking for jobs, Wells

has noticed that potential employees are inter-

viewing companies as much as companies are

interviewing them. “The millennials who are just

starting their careers and other generations who

are looking for new careers as a result of the reces-

sion are looking for employers that share the same

goals, off er opportunities and embrace individual

talents and skills,” he says. The focus on job-seekers

fi nding the right match for their individual goals is

a sign of the new normal. “People in today’s work-

force don’t want the cookie-cutter lifestyle of previ-

ous generations that worked at one company for an

entire career,” Wells explains.

Younger generations are handling the upheaval of the

recession more easily than baby boomers because

they entered the workforce with no expectation of a

30-year career at the same company, Wells notes.

“Baby boomers are having a more diffi cult time

because the changes are new to them, and they are

having to adjust their expectations,” he adds.

Contract Positions IncreaseNot only are 30-year careers no longer a realistic

expectation, but also fewer full-time positions

are available as more companies rely on contract

employees for expertise on specifi c projects, says

Stephen C. Lewis, interim president and CEO of

the NBMBAA and director, strategic planning and

manufacturing executive offi ce of the Ford Motor

Company. “The fi rst signifi cant change as a result

of the recession is the increase in the number of

contract employees we use in our industry,” he

says. This is a strategic change for businesses

as managers look for ways to control workforce

costs. “Businesses have always faced the chal-

lenge of covering employee costs during the ups

and downs of business cycles,” Lewis continues,

explaining that contract employees can work on

specifi c projects for as long as their expertise is

needed. “This is a cost-eff ective and productive

approach for the company.”

Denise Edwards, MBA, knows fi rsthand about

companies making the switch to hiring contract

employees rather than full-time employees. She is

currently in her second contract position in mar-

keting. “I’d prefer the security of a full-time posi-

tion, but contract work is not a bad option,” she

says. “Both positions have enabled me to pay my

bills, keep my skills up-to-date and increase my

network.”

Contract positions can last for months or years,

depending on the project or the company’s need,

which means you know you will be looking for

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What Americans Say About the Recession

A national survey conducted by the Pew Research Center’s

Social and Demographic Trends Project, A Balance Sheet

at 30 Months: How the Great Recession Has Changed Life

in America, asked almost 3,000 Americans about their

perceptions of the recession and its eff ect on their lives.

Among the key fi ndings:

WORK-RELATED IMPACT

Nearly 10%of Americans are unemployed.

16.6%are out of work or underemployed.

32%of adults in the labor force have beenunemployed for a period of time.

55%Adults in the labor force who have experienced unemployment, a cut in pay, a reduction in hours or an involuntary reduction to a part-time job.

WHEN WILL IT END?

54% say the U.S. economy is still in a

recession.

41% say it is beginning to come out of the

recession.

3% say the recession is over.

Whites (57%) are more inclined than

Blacks (45%) or Hispanics (43%) to

say the recession is ongoing.

Republicans (63%) are more inclined

than Democrats (43%) to say the same.

SPENDING CHANGES

62%of Americans say they have cut back on their

spending since the recession began in Decem-

ber 2007.

6%say they have increased their spending.

31%say they plan to spend less than they did before

the recession began.

12%say they plan to spend more.

FAMILY FINANCIAL PICTUREAbout half the public (48%) say they are

in worse fi nancial shape now than before the

recession began; one in fi ve (21%) say

they are in better shape.

HOW LONG UNTIL RECOVERY?Of those who say their family fi nances have

lost ground during the recession, 63% say

it will take at least three years to recover. Blacks

who lost ground believe that their recovery

time will be shorter than do whites who lost

ground.

RETIREMENT CONCERNS

32% Adults who now say they are not

confi dent that they will have enough income

and assets to fi nance their retirement, up from

25% who said that in February 2009.

One-thirdof adults ages 62 and older who are still work-

ing say they have already delayed retirement

because of the recession.

6 out of 10workers in their 50s say they may have to do

the same.

EFFECT ON HOMES

48%of homeowners say the value of their home has

declined during the recession.

Halfof this group believes it will take three to fi ve

years for the value to return to pre-recession

levels.

HOW WILL OURCHILDREN BE AFFECTED?

26%of Americans say that when their children

become the age they are now, their children

will have a worse standard of living than they

now have. A decade ago, just 10% of Americans

had this concern. Blacks, Hispanics and young

adults are more upbeat about the idea of intra-

family intergenerational progress than are

whites and older adults.

Excerpted from: A Balance Sheet at 30 Months:

How the Great Recession Has Changed Life

in America. Pew Research Center‘s Social &

Demographic Trends Project, Washington

D.C.; 2010.

©istockphoto | pixdeluxe

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another position at some point, but Edwards points

out the benefi ts. “There is always the possibil-

ity that the contract position converts to a full-time

position, so you have an opportunity to continue if

you like the position and the company,” she says. “If

you go through an employment agency to fi nd your

position, you often have access to benefi ts packages

through the agency,” she adds. This is an important

option for many people who need access to health

insurance at group rates because companies don’t

pay benefi ts for contractors.

Edwards has used her time between contract jobs

to improve her skills and open up other options for

future positions. “During one period when I wasn’t

working, I attended a seminar on digital marketing,”

she says. Not only did she meet more people with

whom she could network, but she was able to lever-

age her new knowledge during an interview for an-

other contract position. “My fi rst position was basic

marketing forecasting and managing a product line

that was already up and running,” she says. “Now,

I’m in a position in which I have more exposure to

e-commerce and online initiatives than I had in pre-

vious positions.”

Another change in the process of career development is

a need to develop an expertise in an industry, observes

Lewis. “Work hours have extended, and there are more

challenges for all businesses, so it is important to have

a passion for your industry,” he says. “This is the dif-

ference between work being something you want to

do rather than something you have to do.” In the auto-

mobile industry, this does not mean that you have to

work for only a manufacturer. An engineer who works

for suppliers to the automobile manufacturer can have

opportunities to move to the manufacturing side of the

industry because the emphasis on developing products

that are cost-eff ective and high quality are the same, he

points out. “A commitment to and understanding of the

industry are important for today’s leaders and potential

leaders.”

Fewer full-time positions are available as more

companies rely on contract employees for

expertise on specifi c projects.

©istockphoto | pixdeluxe

Online atBlackMBAOnline.com

10 TipsforSuccessin theNew Reality

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Entrepreneurship is also an increasing option for people who fi nd

themselves out of work, says Wells. “Some people are willing to take

the risk of starting their own business as a way to gain more control

over their career,” he points out, adding that technology enables small

businesses to compete on a national or global basis, opening up op-

portunities for everyone.

Save for YourselfAn increasing number of people are concerned that they will not be

able to retire as planned because of the recession’s eff ect on their

investments and potential income, according to the Pew Research

study. Lewis is not surprised and says that retirement is another area

in which there have been signifi cant changes.

“You must assume responsibility for your retirement income,” says

Lewis. “Set up a 401K and manage it well by making regular contribu-

tions. Start the 401K early in your career and don’t take money out

of it as you would a regular savings account.” In the past, employees

could rely upon a company pension to supplement Social Security in-

come, but now the norm is a company-sponsored 401K that requires

the employee to make contributions. A combination of continu-

ous 401K contributions as well as personal Individual Retirement

Accounts (IRAs) are the best ways to ensure the ability to retire as

planned, he adds.

In addition to long-term savings such as retirement accounts, don’t

forget to put money away for a rainy day, suggests Lewis. The ease

with which people could obtain credit and create great debt for them-

selves meant that when the recession hit, they had no backstop, no

way to handle their debt. “If we save regularly to fund a savings ac-

count that we can use to pay off debt or handle an emergency, we are

forced to live more economically,” he says.

“I don’t save as much as I should be saving, but I do put away a small

amount each week for my emergency fund,” says Edwards. “I’m also

careful about not taking full-week vacations because, as a contractor,

I don’t get paid for vacation,” she explains and adds that one of the

advantages of her contract position is a weekly paycheck, which does

make it easier to manage her budget.

Homes Still Good InvestmentsAccording to a December 2010 report by Zillow Inc., a home data

tracking company, home values may drop by more than $1.7 trillion

this year. Rising foreclosures and tax credit expirations are respon-

sible for much of the decrease, according to Zillow.

“The downturn in housing is just a bump in the road,” says Lewis.

“I believe that over the next fi ve years or so, prices will reset and

stabilize.” According to Lewis, at this time, it is a buyer’s market,

so someone who is ready to buy a home can fi nd a house at a good

price in an area that will hold its value.

“I did own a home in the Northeast and was able to sell it, but I’ve

not felt comfortable about buying a house now,” says Edwards. Not

only is she cautious because her position is a contract position,

but also because she wants to remain mobile and able to easily

take a position in another location.

Edwards and every other person who has looked for a job through-

out the recession may have noticed changes in human resources

departments as well. “As companies downsize, the fi rst reductions

in staff often hit human resources departments,” says Wells. “This

has greatly aff ected diversity and inclusion initiatives through-

out all companies.” The impact of fewer initiatives focused upon

changing corporate culture to embrace inclusion; fewer human

resources professionals to manage the interviewing and hiring

process; and an increased number of people applying for open po-

sitions means a greater challenge for the job seeker, he adds.

This challenge has implications for NBMBAA, Wells continues.

“We have to fi nd ways to support our members as we address all

of the issues raised by the recession,” he says. “We have to make

sure our organization is relevant to the new reality faced by our

members.”

Going forward, Wells sees NBMBAA focusing on development

of strategic partnerships with other organizations, so time and

money are not spent “reinventing the wheel.” He explains, “There

are many organizations that off er education and training oppor-

tunities as well as other services that will benefi t our members.”

Just as the recession is creating changes in the way people plan

their careers and spend their money, the association has to make

the same changes in order to off er more services to members, he

notes.

“This is the biggest recession for our country since the Great De-

pression of 1929,” says Lewis. The eff ect of the Great Depression

was a renewed fi scal responsibility with a commitment to frugal-

ity and saving money that could be passed on to the next genera-

tion. “This recession has been a rude awakening, but the economy

is growing again, and we have all learned from it.” END

NBMQ0410Membership_ad.indd 1 10/21/10 9:19:15 AM

“This recession has been a rude awakening, but the economy is growing again, and we have all

learned from it.”©istockphoto | arekmalang

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O N L I N E V S . T R A D I T I O N A L M B A Education

UNWRITTEN RULESYou wonder about it but no one will say –is an online MBA really the same?Recruiters share the unvarnished truthB Y S H E R Y L S . J A C K S O N

When the Society for

H u m a n R e s o u r c e

Management (SHRM)

asked human resources

professionals their

opinions of online versus traditional degrees

(Hiring Practices and Attitudes: Traditional vs.

Online Degree Credentials, August 2010), some

interesting statistics were revealed.

Although 49 percent of survey respondents

viewed an online degree as less-than-favorable

than a traditional degree, 43 percent indicated

that an online degree is acceptable for an en-

try-level position. However, only 15 percent of

respondents indicated that an online degree is

acceptable for job applicants seeking an execu-

tive position.

When asked about perceptions of online de-

grees, 87 percent of those surveyed responded

that online degrees are viewed more favorably

today than they were fi ve years ago. When asked

if whether a degree is obtained online would

make a diff erence when faced with two job ap-

plicants with the same experience, 55 percent

of survey respondents said it would not.

Although the SHRM study evaluated percep-

tions related to associate, undergraduate and

master’s degrees (not specifi cally MBAs), many

executive recruiters agree that perceptions

about online MBA degrees have changed some-

what in recent years.

“In the 1990s, one of my clients was a large

wireless company that only wanted to see ré-

sumés of job candidates with MBAs from the

top 20 brick and mortar institutions,” says an

executive recruiter for the technology industry

who asked not to be identifi ed by name. She

explains that degrees from these institutions

could be either traditional programs in which

the student went to school during the day or

evening, or executive MBA programs that were

conducted over weekends. “Online degrees

were not even an option,” she adds.

MBA degrees are preferred but not required by

many of the clients served by Herb Scales of

Waverly Partners, a national executive search

fi rm. “My clients are manufacturers of durable

products, and although they prefer to see a can-

didate with an MBA, they are more interested in

the candidate’s skill, experience and potential

to be successful in the client’s organization,”

Scales says. “When they do ask for MBAs, they

want to see a degree from a traditional institu-

tion, even if it is an executive MBA.”

The business school from which an MBA is ob-

tained was also important when David Nealon,

human resources director for the executive

recruiting fi rm CTR Group, was director of the

capital markets group of the fi rm. The requests

he received from clients, typically Wall Street

fi rms, did ask him to identify candidates with

MBAs from the top 10 business schools only.

“No one specifi ed traditional versus execu-

tive versus online degrees,” he says. “I believe

that was because many prestigious schools

off er degrees with both online and traditional

classes. For these clients, the school was the

key criteria.”

Perceptions Changing“Today, perceptions about online degrees

have changed because it is more diffi cult for

business people to attend a traditional school,

even at night or on weekends,” says the tech-

nology industry recruiter. “Companies are less

likely to be able to give people time off to at-

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tend executive MBA programs, and employees

who travel as part of their job are unable to at-

tend classes on weeknights,” she says. “Online

degrees are the best option for these employ-

ees to continue their education.”

The majority of job candidates who send their

résumés to Eleanor Sweet have MBAs. Accord-

ing to Sweet, who is president of The Remington

Group, a national executive search fi rm special-

izing in the consumer products industry, “The

type of positions for which I conduct searches

are predominately sales and marketing and re-

lated analyst positions. Because an MBA is an

implied requirement for this type of job in this

industry, about 90 percent of candidates have

the degree.” Sweet points out that consumer

packaged goods companies are more likely to

look at the caliber of school that the degree is

from than companies that produce consumer

durable goods. “In both cases, online degrees

are always looked at last,” she says.

There are times that an online degree is accept-

able to some companies, Sweet explains. “A

“Perceptions about online degrees have changed because it is more diffi cult for business people to attend a traditional

school.”

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474370Univsersity of Calif.

Riverside1/2hB&W

O N L I N E V S . T R A D I T I O N A L M B A Education

consumer packaged goods company generally

won’t hire an employee for a key position if

the MBA is obtained later in the career, but if

someone has been in the workforce and wants

to change careers, an online degree does work

in some situations,” she says.

“These days,” Sweet continues, “the economy

is making it necessary to make career chang-

es, and someone who obtains an online MBA

in an eff ort to learn more to enhance his or

her experience is not viewed negatively.” In

Sweet’s opinion, there are reasons to justify

pursuit of an MBA online. Location of your

home and offi ce might not allow you to travel

to a brick and mortar institution, your work

schedule might not enable attendance at a

traditional school, and costs might also factor

into your decision. “If you don’t already have

an MBA, obtaining one, online or traditional,

does show self-discipline, motivation and a

desire to succeed,” she adds.

Reasons that an online degree might be

viewed negatively include unfamiliarity with

the school through which the degree was ob-

tained, a perception that an online degree

does not teach teamwork, or the belief that

an online degree is easier to obtain than a

traditional or executive MBA. Knowing these

potential perceptions gives a candidate a

chance to dispel negative impressions.

“An online degree may be a bigger accom-

plishment than a traditional degree for some

people,” the technology industry recruiter

points out. “Some online courses are more

diffi cult because you don’t have the interac-

tion with professors and other students, and

they require more self-discipline to read,

study and complete the work,” she explains.

Be sure you emphasize the commitment you

had to make to fi nish your degree and point

out that the MBA represents your desire to

continue learning and advance your career.

of respondents to a survey by the Society

of Human Resource Management view

an online degree as less-than-favorable

than a traditional degree.

indicated that an online degree is accept-

able for an entry-level position.

said that an online degree is acceptable

for job applicants seeking an executive

position.

49%

43%

15%

87%

55%

said online degrees are viewed more fa-

vorably today than they were fi ve years

ago.

said whether a degree is obtained online

would not make a diff erence when faced

with two job applicants with the same

experience.

WHEN ASKED ABOUTPERCEPTIONS OF ONLINE DEGREES:

Named a “Best Business School” in the Princeton Review Survey

”Growth is not just a platitude at AGSM; it is real and all around us. We invite you to come grow with us.”

- David W. Stewart, Dean

www.agsm.ucr.edu mba@ucr.edu

“The curriculum at AGSM bridged the gap between academia and real–world business by providing opportunities to work on real projects, for real companies, throughout the Inland Southern California. Graduating from AGSM positioned me to serve my community by working for the City of Riverside Development Department. Riverside is in the midst of a rapid economic expansion and it is exciting to be part of this chapter in the City’s history. “

- Anthony Griffin, M.B.A. Class of 2006

Located on one of the fastest growing UC campuses

Areas of Study Include:

• Accounting• Marketing • Supply Chain Management • Management Information Systems • Internet Retailing • Finance• International Management

474370_University.indd 1 6/17/10 9:15:29 PM

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Add ExperienceIf you did obtain your MBA through an

online program, be sure to bolster your

credentials with job experience that dem-

onstrates your ability to collaborate with

others and lead a workgroup, suggests the

technology industry recruiter. If possible,

find internship and co-op positions that

offer you experience in areas you don’t

have. If you are already employed, look

for opportunities within your company to

serve on special project teams or find op-

portunities in the community. “Use actual

experience to offset any concern that your

degree program did not teach you how to

work as part of a team,” she says.

Be realistic about your compensation and

job opportunity expectations when it comes

to the type of degree, suggests Sweet. “A top-

tier company with top-level compensation

will require a degree from the top fi ve or 10

business schools in the country, but a de-

gree from a lesser-known traditional school

or an online program will not result in the

same type of compensation or opportuni-

ties at top-tier companies,” she explains.

“A less robust educational background

doesn’t mean you can’t find a good oppor-

tunity,” Nealon points out. “Take a look at

smaller organizations or boutique financial

firms and match your experience to their

business strategies,” he suggests. When you

find the right match, use your experience

and your network to contact the firm about

opportunities.

The good news is that your track record will

ultimately trump your actual degree, says Jan-

is Risch, chief operating offi cer and executive

recruiter at Russell Stephens, a national exec-

utive recruiting fi rm. “In today’s economy, an

online degree may be the best path to an MBA

for some people, but they can make sure their

résumé shows stability and longevity at dif-

ferent places of employment,” she says.

Because Risch recruits for the banking indus-

try, she acknowledges that layoff s and clos-

ings often aff ect a person’s résumé, but she

says those reasons can be explained. “I’m con-

cerned when an applicant is in his or her 20s

and has worked one to two years at four diff er-

ent companies with no signifi cant reason for

leaving,” she illustrates. Signifi cant reasons

might be moving to another location due to

a spouse’s transfer, a higher-level position at

another company, or company actions you

cannot control, such as layoff s.

Risch understands the importance of an

MBA. While working in the banking indus-

try, she took educational classes offered by

professional associations until her husband

asked why she didn’t spend her time pur-

suing an MBA. “After years of night classes

while working full time, I got my MBA,” she

says. Online MBAs were not an option when

she got her degree, but she sees the value

of online degrees that make it possible for

more people to pursue an MBA. Her con-

cern is the lack of interaction with other

students, she says. “I never expected a job to

be offered to me due to my new degree, but

I was offered an opportunity as a result of

someone I met in class who knew about an

opportunity. I believe that networking is an

important part of career development, so if

a degree is obtained online, you must look

for opportunities to create a good network

of contacts.” END

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26

T H E N E W R E A L I T Y : P A Y I N G F O R A N M B A Education

CAN I AFFORD AN MBA?What’s your return on investmentfor an advanced business degree?B Y S O N Y A S T I N S O N

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Along with federal fi nancial aid, there is a broad

range of assistance available from private sources.

Howard University School of Business in Wash-

ington, D.C. “We have found that students com-

ing out of the program have total compensation

packages worth over $105,000,” Wells says. “That

puts us competitive with many programs.”

The University of Chicago’s Booth School of

Business, whose MBA program topped Business-

Week’s 2010 rankings, saw its average pay for

graduates reach $102,000, the magazine report-

ed. That’s about even with the $103,360 in tuition

and fees that it costs to complete the two-year

program. At second-ranked Harvard Business

School, total tuition and fees were $112,400,

while post-MBA pay averaged $110,000.

But don’t assume that you have to go to a Top 10

school to see your MBA investment pay off . Van

Muse, director of MBA programs at California

State University, Fullerton Mihaylo College of

Business and Economics, points to two recent

studies led by Grady D. Bruce, a university col-

league, which dispel that notion.

“The conclusion [the studies] came back with

was that state schools, in general, had a higher

It’s a smart question. With the price tag

of top-rated MBA programs exceeding

$100,000, and plenty of buzz from commen-

tators questioning the value of the degree,

anyone contemplating a return to B-school

is understandably concerned about the aff ordability

and payoff of the investment.

A comparison of pre-and post-MBA salaries shows

the income boost from that graduate diploma can

be pretty substantial. The deal gets even better if

you can take advantage of fi nancial aid to defray

your cost. Your cost calculations must factor in not

only the tuition and living expenses but also the

income you will lose if you take time away from

the workforce to pursue your degree. To fi gure out

whether your expected return on investment (ROI)

will make it all worthwhile, do some homework to

fi nd out what MBA grads in your fi eld are earning,

says Lorri Saddler Rice, director of MBA admissions

at Clark Atlanta University in Atlanta, Ga.

“If you compare your fi nancial investment [with]

what you’re expecting your salary to be, and that

salary is greater than the [money] that you walked

away from, you can kind of run the numbers and

get your return on investment,” Rice says.

Let’s say you’re in the early stages of your business

career with a bachelor’s degree under your belt.

The median salary for a BBA in accounting with

one to four years of experience is $41,018, accord-

ing to Payscale.com. With an MBA, that fi gure rises

to $54,040 for a fi nancial analyst and $86,634 for a

fi nancial controller. A BBA in marketing captures

a median salary of $39,889 for one to four years of

experience. For marketing managers with MBAs,

the midpoint is $72,583, while the median salary for

marketing directors with MBAs is $109,690.

Graduates of Howard University’s MBA program

typically pull in six-fi gure off ers, according to Kim

Wells, director of administration and fi nance at the

ROI than private institutions,” says Muse, who

acknowledges that generality may not hold in

the case of private schools with extremely high

reputations. “They also saw that schools that are

out of the top 50 programs had a higher ROI than

schools that are in the top 50, and less time [is]

required to pay off your debt.”

Your bet on the MBA will be safest if you choose

a reputable business school that’s accredited by

the Association for the Advancement of Col-

legiate Schools of Business (AACSB). “There are

other accrediting bodies out there, but AACSB

has the most stringent standards that we have to

abide by, from the standpoint of faculty, the re-

search they do and the structure of the school,”

Muse says.

And when it comes to the competition for jobs

after graduation, Muse believes both school

name recognition and strength in your chosen

discipline are important.

Timing is EverythingIf you are still in undergraduate school, or

less than two years out of undergraduate

school, most MBA programs aren’t that eager

to enroll you. They want students with work

experience.

“One of the things that concern me greatly

is that, with the economy and with the chal-

lenging job market, there are candidates that

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are considering going directly to business

school and not getting full-time work expe-

rience,” says Julie Barefoot, associate dean of

MBA admissions for the Goizueta Business

School at Emory University in Atlanta, Ga.

“That is just not a good idea, because those

candidates are selling themselves short.”

While Barefoot says law schools and medical

schools treat students like “empty vessels,” fi ll-

ing them with all of the knowledge considered

necessary to enter their respective professions,

that’s not so with graduate business schools,

where students with a diversity of backgrounds

make important contributions to the learning

experience.

Jodi Schafer, director of MBA admissions at the

University of Iowa, says her school, like most

major MBA programs, also prefers students to

have work experience. “That being said, if you

were going straight into an MBA program from

an undergraduate program, the way that you

would bridge that gap is to have some intern-

ships,” she explains.

B-schools aren’t the only ones who are less

than impressed when you jump straight from

your undergraduate degree into an MBA pro-

gram. “The biggest piece with regard to work

experience is that it makes the students more

T H E N E W R E A L I T Y : P A Y I N G F O R A N M B A Education

marketable to corporate recruiters,” Rice says.

“The MBA alone is probably, in this day, not

enough. It’s the combination of the MBA and

the professional experience that’s going to

make for a stronger candidate in an interview

situation.”

Wide Range of ResourcesOnce you start applying to MBA programs, the

one thing you don’t want to delay is complet-

ing and sending in the Free Application for

Federal Student Aid, which is required to qual-

ify for federal grant and loan programs. Muse’s

advice is to get the form in at least two or three

months before you plan to enroll.

Along with federal aid, there is a broad range

of assistance available from private sources.

Merit-based awards include national programs

like the National Black MBA Association’s

scholarships, the Fulbright Scholarship and

the Consortium for Graduate Study in Man-

agement, as well as university scholarships.

Other sources for both merit- and need-based

awards include corporations, churches, frater-

nities, sororities and nonprofi t organizations.

“Many of your top accredited business schools

off er merit-based scholarships, and you want

to put yourself in the best position to be eligi-

ble for some of those scholarships,” Rice says.

“A lot of them are driven by a combination of

your undergraduate GPA plus your GMAT score.

Depending on how long you’ve been away from

undergraduate school, your undergraduate GPA

is what it is, so the only element you can impact

is your GMAT score. I think the best thing a can-

didate can do is really prep for the GMAT and

score as high as possible, which makes a good

academic profi le that puts [the candidate] in a

good position for scholarship consideration.”

Schafer says a good starting point for your fi nan-

cial aid search is the admissions offi ce at your

targeted MBA school. “The offi ce of admissions

typically has merit-based fi nancial aid, and

there are certain scholarships that are generally

set aside for minority candidates,” she says. “In

some cases, those go unfi lled.”

Be sure to look into opportunities for gradu-

ate assistantships, which can provide cash for

living expenses, and research and teaching

assistantships.

“For our full-time MBA program… a lot of stu-

dents receive graduate assistantships,” says Beth

Walker, associate dean of the W.P. Carey School

of Business at Arizona State University, who adds

that at least 75 percent of the program’s full-time

students receive some type of university-based

aid. “Their tuition is waived and, in addition,

they might receive a cash scholarship.”

Sources for loans include the federal Staff ord

and Graduate PLUS loan programs, as well as

private lenders. Rice says even scholarship MBA

students at Clark Atlanta typically use loans to

subsidize their living expenses. If you think you

might need a loan to help fi nance your MBA, she

off ers some tips. “Obviously, loans are credit-

driven, so having a decent credit rating puts you

in a good position to be awarded a loan,” Rice ex-

plains. “Whether or not the institution you are

considering has access to federal loans plays a

role as well. Most programs that are accredited

are in a position to award federal fi nancial aid,

but you would certainly want to look at that.”

Alternatives to Full-time StudyThose who wish to continue drawing a salary

while pursuing the MBA can opt for a part-time

program designed for working professionals,

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such as the executive MBA, or even choose from a growing number of on-

line MBA programs. One drawback is that it may be more challenging to fi nd

fi nancial aid.

“Typically, there are no scholarships for working professionals’ programs,

but that is changing,” says Barefoot of Emory, which was No. 10 in Business-

Week’s executive MBA program rankings. “We have had some merit-based

scholarships for quite a few years. They are more limited, but we do off er

them.”

California State, Fullerton off ers the part-time FEMBA (Fully Employed

MBA) program at its Irvine campus, and a full-time program at Mihaylo Col-

lege of Business on the main campus will start in fall 2011. The program is

tailored for those who are at least fi ve years out from earning their bach-

elor’s degrees, Muse says. “Our average work experience in the program is

eight-and-a-half years.”

Employer sponsorship is an avenue worth looking into if you are seeking

a way to fund an executive MBA, but Barefoot warns those perks aren’t as

sizeable as they once were. “In the good old days, companies were very gen-

erous with their scholarship support,” she says. “For an executive MBA pro-

gram, it wasn’t unheard of for the company to fully pay for the degree. But

those days are pretty much gone.”

These days, Barefoot estimates that the average amount of corporate aid for

employees attending an MBA school is about $5,000 a year. “Sometimes a

company will provide more if the employee promises to stay for a certain

period of time after graduation,” she adds.

Ashutosh Deshmukh, program chair of the online MBA program at Penn-

sylvania State University, says the program was one of only a handful in the

nation (others included Indiana University, Arizona State University and

the University of Florida) when it started in 2002.

“The mission of our program is to take managers who are at the mid-level

and want to move into the senior ranks,” says Deshmukh, who estimates

that 50 to 75 percent of students in the program receive some level of em-

ployer support.

Money Not the Only RewardThe possibility of landing a six-fi gure job after graduation may already have

you convinced that the answer to the question, “Can I aff ord an MBA?” is

“How can I aff ord to pass it up?” But MBA school reps interviewed for this

article say the rewards extend beyond the chance to fatten your paycheck.

“I think [the MBA] is one of the most fl exible graduate degrees out there,”

Barefoot says. “For individuals who want to perform successfully in a cor-

porate career or in the nonprofi t arena, it’s critical that they have analytical

and business skills, that they understand how best to motivate people, that

they understand how to review fi nancial statements about performance,

and that they have a good handle on what makes organizations successful

from a fi nancial perspective.”

Says Wells at Howard University, which is making a big push to de-

velop opportunities for its MBA students to study abroad, “The MBA

is one of the more strategic ways to become and remain relevant in

today’s competitive global market.”

Rice acknowledges that many people have recently questioned not

only the value of the MBA, but also the competence of the business

professionals holding the credential. Yet she maintains it’s well worth

the eff ort.

“Despite what we’ve heard recently about MBAs and how they’ve

thrown this economy into the tailspin that it’s in, I still genuinely

believe there is a real value to getting an MBA,” Rice says. “Beyond

the academic value and making a good investment is the network

— the classmates and alumni connections that you gain. That’s just

invaluable.”

In the end, Deshmukh says, in order to decide whether an MBA is

worth your investment of time and money, you must fi rst determine

your personal objectives in obtaining the degree. “Unless you have a

very clear understanding of where you are going, you will get no ben-

efi t out of the program,” he says. END

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30

A B R U P T L Y U N E M P L O Y E D Career

THE NEW REALITY: COPING WITH JOB LOSS

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You’re not alone. Let go of emotion, and make strategic decisions to fi nd a new jobB Y S H E R Y L S . J A C K S O N

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31

At the end of 2010, the offi cial

national unemployment rate

hovered near 10 percent, but

according to respondents to

A Balance Sheet at 30 Months:

How the Great Recession Has Changed Life in

America, a survey conducted by the Pew Research

Center’s Social and Demographic Trends project,

just more than one in four (26 percent) employed

adults interviewed reported being out of work at

some time since the recession began.

Even Americans who are employed have felt

the impact of the recession, with 42 percent of

the survey respondents describing full-time

jobs that were shrunk to part-time jobs, pay

cuts, reduced hours and forced unpaid leave.

Although workers with high school educa-

tions or less are the most greatly aff ected, an

advanced degree does not guarantee employ-

ment, points out Jean Baur, a senior consul-

tant with Lee Hecht Harrison outplacement

fi rm and author of Eliminated! Now What?:

Finding Your Way from Job-Loss Crisis to Career

Resilience. “My current clients include three

MDs and several MBAs,” Baur says. Although

higher educational levels and years of experi-

ence are positive factors in a job search, the

high-achieving personalities who hold higher

degrees are often overwhelmed by the thought

of being out of work, she admits.

“These are the people who have won the pro-

motions throughout the years, received the

achievement awards, and thought of their fu-

tures as secure,” explains Baur. “People take be-

ing laid off or having their position eliminated

personally. They forget that work is a contract

in which the employer basically says that you’ll

be kept in your position as long as it is good for

the business.”

Even if you tell yourself it’s not personal, the ef-

fect of a layoff is devastating, says Ann Smith*,

a sales and marketing professional in Texas. Be-

cause she has been the victim of layoff s due to

mergers, downsizing and restructuring a total

of four times since 2001, Smith no longer takes

it personally, but that was not always the case.

“The fi rst time I was out of work was very dif-

fi cult, because out-of-work professionals were M

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not as commonly found as they are today,”

she says. “Now, it is easy to explain why my

last job ended, but it is harder to fi nd posi-

tions because there is so much competition

for jobs.”

The fi rst step to take in a successful search for

your next job is to focus on who you are and

not what job you had, suggests Baur. “There is

a change in how we think of ourselves when

we start working for a company,” she says. “At

fi rst, we say that we work for XYZ Company,

then we begin saying that we are with XYZ

Company, then we think of ourselves as XYZ

Company,” she says.

Look through old performance evaluations,

list your accomplishments in concrete terms,

and identify the achievements that make up

who you are, Baur suggests. Motivating em-

ployees, leading a team comprised of people

from diff erent departments who needed to

collaborate for a successful project, identify-

ing a customer need that led to enhancing a

product, meeting sales projections — these

all are measurable, identifi able achieve-

ments that belong to an individual, not the

company. “This self-refl ection is a hard, but

critical, process to prepare you to make de-

cisions about the type of position you want,”

Baur explains.

Self-refl ection is important, agrees Smith.

“After my fi rst layoff , I jumped right back into

a position in an information technology com-

pany because that was the industry I knew,”

she says. “Unfortunately, I didn’t think about

the reality that my fi rst company wasn’t the

only information technology company fac-

ing downsizing and job cuts.” Before Smith

started her job search after her next layoff ,

she took time to research diff erent industries

and see which industries and companies ap-

pealed to her.

“I realized that I needed to expand the type

of position and industry I considered, as

well as location,” Smith says. “Although I’m

comfortable living in Texas, I’d consider

somewhere else… if my skill set is in short

supply in another area because I would have

more opportunities.”

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32

Another option Smith has taken is a contract

position. “There are no benefi ts, and I don’t get

paid for days I don’t work, but it is a good con-

sumer packaged goods company. I like the cul-

ture of the company, and it is a good fi t for me,”

she says. “I’m treated as an integral part of the

sales and marketing team, not as a contractor.”

Although the company currently has a hiring

freeze, she would defi nitely consider a full-time

position with the company if it is off ered.

Baur recommends the following steps to ensure

a successful job search following a job loss:

Get over the angerabout the job loss.“People get stuck thinking, ‘How can they do

this to me?’ says Baur, who suggests looking for

ways to think about something other than your

job loss. Take a class, join an exercise group or

volunteer at an organization to help other peo-

ple,” she says. “Doing something that keeps you

involved with others helps you maintain a posi-

tive attitude and recover from the hurt of losing

a job.”

Don’t launch your search too soon.“If you’re told that you are being laid off on

Tuesday morning, don’t start making calls on

Tuesday afternoon,” warns Baur. Your focus is

emotional, and you’ll tend to spend more time

venting to friends you call rather than establish-

ing good connections to potential opportuni-

ties, she points out. “Take time to prepare your-

self emotionally and to decide what type of job

you want to fi nd before you make any calls.”

Approach your search like a job.“Work provides us with structure, and when we

go into our offi ce, we focus on getting the job

done,” explains Baur. When you conduct a job

search, the focus is yourself, and it is easy to be

less structured in your approach. “You can run

a good search and still have time to enjoy your

extra time with your children, spend time on a

hobby or volunteer, but remember that this is

not vacation time,” she says.

Have goals and strategies to reach those goals,

Baur suggests. “Anyone searching for a job

should plan to spend 20 to 30 hours of ‘smart

time’ each week on the search,” she says. “Smart

time” is defi ned as time that is directly related

to fi nding a job. It can be revising your résumé;

researching companies that have positions; or

attending meetings that provide networking

opportunities, informational interviews or con-

tacts with recruiters or potential employers. In

addition to applying to jobs that you know are

open, take a chance and approach companies

at which you’d like to work, even if there are

no jobs, Baur recommends. “Find out who you

might know that works at that company, and

see if you can get that person to help you talk to

someone who might have a position for which

you’re qualifi ed and interested [in],” she says.

Expand your search.Don’t focus on only one industry, one location

or one type of job. “I’ve had clients say that they

only wanted to work for a large company in the

same industry in which they were just laid off ,

and I point out that there was no job security in

their former company, so there is no guarantee

that the same thing won’t happen at the next,”

Baur says. “If you widen your search to off er dif-

ferent options, you have a much better chance of

fi nding something that is right for you.”

Don’t base yoursearch on one method.Use every tool you have available to fi nd a job.

But, while the Internet can be useful, Baur recom-

mends using job posting services and even online

job postings on company websites to supplement

your search, not comprise the major focus of your

search. “Don’t just hit the ‘send’ button to sub-

mit your résumé and think that you’ve done all

you can,” she says. “Use your network of friends,

former co-workers and members of professional

groups to fi nd an inside contact at the company.

Follow up with that contact to let him or her know

you’re very interested in a position that was post-

ed, and ask if he or she would be willing to hand-

deliver your résumé to the right person.”

In addition to your normal network groups, don’t

discount job search groups, Baur continues. “A

well-run group can be helpful because everyone

is in transition, so they know people in many dif-

ferent companies and industries, and they know

how to make contacts,” she says. Carry with you

generic business cards that include your contact

information along with two or three bullet points

that highlight your experience, and hand them

out at all gatherings.

Baur acknowledges that although a job loss is

traumatic, there is a positive aspect to it. “It can

create a sense of freedom because you take own-

ership of your job and your career,” she says. “You

are actively deciding what you want to do and

where you want to work.”

Even after you fi nd a job, remember your experi-

ence of being unemployed so you’ll be better pre-

pared if you fi nd yourself out of work again, Baur

suggests. “I had one client who was hit hard when

he was laid off because he was completely unpre-

pared and never expected it to happen,” she says.

“He told me that he might not be able to prevent

another layoff , but he could make sure he was pre-

pared.” This client now sets aside 15 minutes ev-

ery Friday to focus on his career, Baur says. “He’ll

polish his résumé, conduct a brief professional

assessment of his skills or performance, read a

journal to stay in touch with what’s happening in

the industry, or call a member of his network to

schedule a lunch.” END

*Ann Smith asked that her real name not be used.

A B R U P T L Y U N E M P L O Y E D Career

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T H E N E W R E A L I T Y : N E W M B A S Career

THE NEW REALITYFOR NEW MBAS

Afervent believer in working

hard to move ahead, Daniela

Henderson held a full-time job

as a senior space planning ana-

lyst at Circuit City in Henrico

County, Va., while pursuing online her master’s

in business administration at Strayer University.

A single parent, she juggled a demanding sched-

ule for two years with plans to land her coveted

job as an assistant brand manager.

Then her foundation crumbled. She was laid

off from her Circuit City job in November

2008, a month before she graduated at the top

of her class. Still, she was optimistic. With her

newly minted MBA, she expected to be hired

by another big company sooner than later.

“I thought additional education was supposed

to be a plus,” says Henderson, a soft-spoken

30-year-old. “And on top of that, I expected to

fi nd a decent job. I never thought two years

later I’d still be trying to fi nd a job that utilizes

my education and experience.”

Instead, Henderson sends out résumés by the

dozens each month and sometimes contem-

plates a career change.

Unemployed since November, she has held a

temporary position for a year and a contract-

ing position for four months since gradua-

tion. Neither job required a MBA. She went on

several job interviews. “I usually don’t hear

back from them. Most of the interviews... have

nothing to do with an MBA,” she says.

Henderson is among a cadre of African-

Americans with MBA degrees and students

pursuing them, uncertain about the chang-

ing landscape of a corporate world rocked to its

For MBAs in their 20s, the recessionis proving to be a learning experience B Y R O B I N F A R M E R

©istockphoto | Camrocker

34

build wealth, save for retirement and man-

age future college costs for her children are

pressing issues, says Burden, who aspires to

become the CEO of her own hospital.

“As far as career-wise, yes, the rules defi nite-

ly have changed. It’s hard to really do any-

thing without a master’s degree and higher,

it seems,” she explains. “It used to be a high

school diploma was good enough, then it was

you needed at least a bachelor’s. Now we’re

at, ‘You need at least a master’s and experi-

ence.’ There are a lot of people continuously

going to school just to stay competitive.”

The curriculum is not always aligned with

what’s happening off campus and in the real

world, Burden continues. “[In] the last class

I took, we talked about the recession, but

we never talked about how it would aff ect

us,” she notes. “We talked about [how] hav-

ing the MBA will help you out. We never ad-

dressed there is a really good chance of not

being employed. We just addressed what a

recession was in the business classes but

never addressed it as far as what is going on

in 2010. It would have been a perfect time to

bring that up.”

For Burden, the American dream is still part of

the new reality, but as she puts it, “It just seems

it’s going to be a little harder to reach without

working even harder.”

Building Your Own DestinyTyrone Webb Jr., 24, of Kean University in Hill-

side, N.J., is another future MBA graduate (in

2012) who also is aware of changing rules. He is

in the MBA inGlobal Management program with

aspirations to start a hotel franchise. He credits

his parents for modeling how to make smart

fi nancial decisions, lessons that will serve him

well during a rocky economy.

“To this day, I don’t think my parents took any-

thing for granted,” says Webb, who works two

part-time jobs. “Home ownership and working

hard still applies to becoming wealthy. It’s all

about how you manage your time and fi nances.

My family has never been the type to bite off

more than they can chew.” M

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T H E N E W R E A L I T Y : N E W M B A S Career

Webb applied what they taught him. He was at-

tracted to Kean University, in part, because he

did not have to pay tuition in exchange for work-

ing as a graduate assistant. “During these eco-

nomic times, I couldn’t pass that up,” Webb says,

adding he strives to create his own destiny.

“While working hard as a MBA student, I have

studied abroad, [taken] leadership roles and

joined [organizations] in order to get ahead,”

Webb says. “This is something all MBA students

must do in order to build a healthy career. I do

feel there are new rules for sustaining a strong

fi nancial life. However, we must learn to adapt

to the new rules and continue to grow with

them as time changes. I am not concerned with

the way business is now because I have learned

to transition myself to the changes, leaving me

with a positive outlook on the future.”

He started networking, became active at school

and joined professional organizations after

meeting Renee Brown, a career coach, at a con-

ference during the summer of 2010. Before

meeting Brown, he was discouraged after being

told that getting his MBA from Kean University,

a school not particularly well known, would

hurt his career prospects.

core by a global recession. The fallout has rattled

the truisms that endured for generations: work

hard, earn a solid education, launch a career,

buy a home and enjoy a better life than previous

generations.

Concern for the FutureUrsula Burden, 25, is worried about her future,

even though she’ll graduate with her MBA in 2012

and the economy shows signs of improvement.

Enrolled in the MBA Healthcare Management

program at the Florida Institute of Technology in

Melbourne, Fla., her concerns go beyond jump-

starting her career after graduation; the mother

of two children, she is unsure about the rules for

achieving personal and professional success.

“I do feel the rules have changed,” she says. “And

while America is still the only place I know

where a person can be born into poverty and

still become a millionaire or billionaire, life

today is diff erent with the recession.” How to

Ursula Burden

Tyrone Webb Jr.

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35

am trying to hold out for something else. Or

working on a passion, or volunteering for

charities. Speak confi dently about how you

have been spending your time.

“[Potential employers] are looking to see if you

are damaged goods, and are you unemploy-

able. What have you been doing and the way

you answer those questions can set you apart.

Keep your head high and talk about what you

have done.”

As far as wealth-building advice, she said to

expect little from others and everything from

yourself. Network to stay abreast of opportu-

nities, map your own career and seek multiple

streams of income beyond salary.

Some of the reasons new African-American

MBA graduates are struggling to fi nd jobs have

nothing to do with new rules but are historic

in nature, says Roy Cohen, career coach and

author of The Wall Street Professional’s Sur-

vival Guide.

For example, one reason is a lack of mentoring

and historical relationships within organiza-

tions to protect against reductions in force.

Also, there are fewer networking opportuni-

ties since fewer African-Americans have bro-

ken through to leadership roles. Often, those

who are in leadership are either over-contact-

ed or not supportive, Cohen says, explaining

that in a tougher, more competitive market,

there are fewer opportunities, and those tend

to go to graduates of top tier MBA programs.

Historically, minorities are under-represent-

ed at these schools.

Use Your UniversityOn the fl ip side, students from the Five-year

MBA Program at Hampton University School

of Business in Hampton, Va., consistently

land jobs.

“Knock on wood, we are doing very well and

have been doing well for the past fi ve or six

years,” says Dean Sid Credle. “Our students

have 100 percent placement. Every stu-

dent has left here with a job in hand before

graduation.”

It’s Up to YouHigh-ranking MBA programs can help gradu-

ates fi nd employment, but ultimately what

matters is the person, says Ginny Clarke, a

career management consultant who served

as a partner and search consultant in the

global executive search fi rm of Spencer Stu-

art from 1997 until early 2009.

“I know University of Chicago and Harvard

MBAs who are jobless,” says Clarke, author of

Career Mapping: Charting Your Course in the

New World of Work. Clarke earned her own

MBA from Northwestern University’s Kellogg

School of Management in Evanston, Ill., 26

years ago.

Clarke advises MBA students to target diff er-

ent industries and functions to secure the

jobs they want. “Have some focus, but at the

same time don’t be too myopic,” she suggests.

“Do your homework and know why you want

to do these things and come up with why you

are qualifi ed. Many feel the MBA is the ticket

to get them in the door, and it’s not. No one

bears the responsibility for the individual.

The onus is on the students who sometimes

have unrealistic expectations.”

Some students get irritated when Clarke

tells them to develop a winning strategy

and mindset. “You need to have a plan and

go out and execute your plan and network,

which you can only do if you establish re-

lationships,” she explains. “Create an eleva-

tor pitch about what you bring, and be clear

about your goals.”

However, Clarke cautions MBA graduates

who’ve been struggling for an extended time

to fi nd a job to be careful how they explain

what they’ve been doing with their free time.

“My heart goes out to folks like that,” she says.

“One of the worst things that can happen is

their confi dence gets shaken, and that really

can diminish their eff ectiveness. They need to

answer fl uidly questions like, ‘What have you

been doing?’ If you are stumbling and uncom-

fortable, that speaks to a problem. It could be

doing some consulting on the side because I

Hampton’s MBA students are required to

maintain at least a 3.0 grade point average to

remain in the program. They do internships

during their junior years, and when they

come back, many have permanent job off ers.

Another advantage of the fi ve-year program

is that the recruiters know students for sev-

eral years before hiring them, Credle says.

Credle’s advice to those still seeking jobs is to

reach out to their former professors for assis-

tance. “In many cases, we have opportunities.

You just have to make a phone call. They can

look at your résumé or send it off . A lot of the

students having a hard time are the ones to

call back,” Credle says. He also urges students

to attend career fairs at their alma maters.

In hindsight, Henderson wishes she had an

internship or volunteered at a non-profi t to

apply what she was learning before gradua-

tion. Now, two years after earning her MBA,

she says she is considering her next move.

She has thought about relocating from Vir-

ginia, but owning a home complicates that

decision. She may freelance or start her own

business.

Still, Henderson remains undeterred about

accomplishing the goal that fueled her de-

cision to earn an MBA. Flexibility, faith and

focus will help her secure a job that uses her

skill set and experience, she says. “I am a die-

hard about getting a job in marketing. But if

I have to take another job to get where I want

to go, I will.” END

Ginny Clarke

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Leadership T I M E M A N A G E M E N T

TIME-MANAGEMENT TIPS FROM THE TOPJames White, CEO of Jamba JuiceB Y P A T B R A N S

According to James White, “It’s

important to have a clear vision of

where you’re going. If you’re lead-

ing an organization, this allows

two big things to happen: You

can prioritize based on your goals, and you can

provide leadership to apply the resources that will

deliver the results.”

And once he has clear goals, White sets priori-

ties so his organization is always working on the

things with the highest leverage to boost it toward

those goals.

White should know a few things about providing

direction. Before becoming CEO of Jamba Juice

in 2008, he was senior vice president in charge

of consumer brands, manufacturing and com-

mercial sales at Safeway. He also has held senior

positions at the Gillette Company, Nestle Purina

Petcare Company and the Coca-Cola Company.

But what about people who aren’t in a leadership

position?

The same rule applies. White’s fi rst time-manage-

ment tip is to spend time developing your vision.

To master the moment, follow these three tips

from James White:1. Spend time developing your vision.

2. Break your big goals into small chunks, and determine what you need to be do-ing now to achieve the end result.

3. Keep yourself in a constantmindset of learning.

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He explains, “You can put the same principal

to work if you are an individual contributor:

Spend time developing your vision. The better

you understand where you really want to go,

the faster you’ll get there. You can even use this

idea in your personal life. Spend time work-

ing out what you really want to do. Once that’s

clear, a lot of things fall into place. Setting pri-

orities comes naturally.”

So how do people end up on the wrong path?

Any number of reasons – from a need to please

or impress or simply setting goals based on

what they think is important to someone else.

But the key to getting on the right path is to

choose your own goals and then, White says,

create a path of small steps to take you to your

ultimate goal. After you determine where you

want to be, stop looking at the big picture and

focus on the little things you need to do to get

there. Break the big goals into small chunks,

and determine what you need to do now to

achieve the end result.

This is what White does. In reference to his

professional life, he says, “I like to start out

with a long-term objective – for example, an

annual result. Then I break down component

objectives by quarters. From the quarterly ob-

jectives, I then break it down into objectives

that are maybe as far down as weekly objec-

tives. Ultimately, this should bring me to the

desired annual results.”

White goes on to say, “I do this in my personal

life as well. I set aside ‘think time’ to fi nd out

where I want to go. Then I break it up into

things I need to do. Once I have this kind of

plan, I only revisit the big goals from time to

time. I spend most of my time thinking about

what’s in front of me now.”

To stay focused on what’s important, you some-

times will need to say no to opportunities or

people in order to minimize distraction. This

isn’t easy for anybody, but if you‘ve taken the fi rst

step of developing a clear vision, it comes more

naturally. According to White, “Having a strategy

helps you turn things down. All you have to do is

compare new opportunities to your vision, and

if [they] run counter to what you should be do-

ing, you know you have to say no.”

Let’s say you set a goal to become a regional

sales manager. You spend the time thinking it

through and making sure it’s really what you

want. You discuss it with your family and make

sure they are behind you and are willing to ac-

cept the sacrifi ces. After all, those closest to you

are key stakeholders, and you want to make sure

they are in the loop.

Of course, getting a promotion is not entirely

within your control, so you set your sights on

doing everything you can possibly do to make

this happen. The rest is up to external forces,

and you want to stay focused on your own

actions. With this in mind, you write down

your goal as follows: “to do everything in my

power to become regional sales manager.”

Breaking the large goal into smaller units of

work, you plan several activities. The fi rst

thing is to do a great job in the position you

hold now. You want to be beyond reproach in

your current sales job. Second, you want to

show that you are willing to do things out-

side of your role. You are concerned with

how the team does as a whole, and you want

to show an interest in helping team members

get their jobs done. Third, you plan key mo-

ments to talk with your boss and plant the

idea in her mind that you are the right person

to replace her when she moves up.

Several months later you realize that the posi-

tion won’t be available right away. You become

frustrated and lose sight of your original goal. It’s

easy to get distracted in this situation. To avoid

this, you review your original vision and adjust

your strategy to the new reality. Then you get

back to focusing on what you have to do now.

Let’s not forget about the role energy plays in

time management. White works out 30 or 40

minutes fi rst thing in the morning. “When I am

at my peak athletic performance, I do my best

work on a professional level,” he says.

That’s not the only thing that’s going to keep your

batteries charged. If you eat the wrong things

during the day, you’ll feel tired and you won’t

be able to concentrate. According to James, it’s

quite simple: “What you put in largely deter-

mines your energy level and the output.”

The CEO of Jamba Juice also pays close attention

to his personal biorhythms. He knows that dur-

ing the day, his concentration fl uctuates. He also

fi nds that physical energy, wakefulness and out-

look change with relative consistency. Knowing

whether he tends to feel optimistic or pessimis-

tic at a given time of day helps him plan his ac-

tivities accordingly.

And White even takes this idea beyond just 24

hours. “I try to manage my energy over a longer

time period than just a day”, he says. “I do this

over the course of weeks, months, and even

across the year. It’s almost like a sports activity

where you pace yourself so you are eff ective in

the closing period.”

White’s third time-management tip has to do

with learning and evolving. He says, “I keep my-

self in a constant mindset of learning. That’s

critically important individually, and also when

you lead an organization. The one place where

I invest daily is in my learning. I do a lot of my

reading at night: periodical papers, articles, that

kind of thing.”

Are you setting clear goals, taking small steps to

get yourself there and learning and evolving ev-

ery day? Begin by applying some of these ideas

to your own life. END

Pat Brans is author of the book, “Master the

Moment: Fifty CEOs Teach You the Secrets of

Time Management,” published by BCS Press,

December 2010.

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Meet Your NBMBAA® Professional Chapter Presidents

AtlantaCharmaine Wardwww.atlbmba.org

AustinDelores Lenzy-Joneswww.austinblackmba.org

BostonRenee Malbranchewww.boston blackmba.org

Central FloridaStephanie Halewww.cfblackmba.org

CharlotteJoe Randolphwww.nbmbaa charlotte.org

ChicagoSpencer Palmerwww.ccnbmbaa.org

CincinnatiMichele Heathwww.cincyblackmba.org

ClevelandTanisha Rushwww.cleveland blackmbas.org

ColumbusBuffi e Pattersonwww.columbusbmba.org

Dallas-Fort WorthSusan Bellwww.dfwmbas.org

DaytonDeborah Bensonwww.nbmbaa-dayton.org

DenverEarl Johnsonwww.nbmbaa-denver.org

DetroitValencia Mitchellwww.nbmbaa.org/ Detroit

Greater HarrisburgAngela Mitchellwww.nbmbaa.org/ GreaterHarrisburg

HartfordEmerson Drakeswww.nbmbaa- hartford.org

HoustonCarl McGowanwww.nbmbaa.org/houston

IndianapolisLori Harriswww.nbmbaa-indy.org

Kansas CityCatrice McNeelywww.kcblackmba.org

Los AngelesLynn Beattywww.labmba.org

LouisvilleAlan Bensonwww.kyblackmba.com

MemphisJason Spignerwww.nbmbaa memphis.org

MilwaukeeCarla Washingtonwww.nbmbaamilw.org

NashvilleLoLita Toneywww.nashville blackmba.org

New JerseyKathy Valentinewww.nbmbaa- newjersey.org

New OrleansDwayne Bourgeoiswww.nonbmbaa.org

New YorkDerrick Bryantwww.nyblackmba.org

PhiladelphiaGarland Thompsonwww.nbmbaa-philly.org

PhoenixAlethea Sessionwww.phoenix blackmba.org

Piedmont TriadLouis Judge IIIwww.triadnbmbaa.org

PittsburghKevin Cameronwww.nbmbaapgh.org

Portland/SeattleJoshua Williamswww.nbmbaa- portland.org

Raleigh-DurhamJacqueline Lee-Smithwww.rdumba.org

RichmondLouis Zammettwww.ricmbaa.org

St. LouisJacquie Vickwww.stlbmbaa.org

San DiegoHenry Hall

San Francisco/Bay AreaKathy Andrewswww.sfnbmbaa.org

South FloridaCatherine Minniswww.sfblackmba.com

TampaMax Oligariowww.tampablackmba.org

Toronto, CanadaDamon Knightswww.nbmbaa.ca

Twin CitiesRobert Ngwuwww.nbmbaatc.org

Washington, D.C.John Jameswww.dcnbmbaa.org

Westchester/Greater ConnecticutTanya Mahanwww.nbmbaa-wgc.org

Western New YorkLavon Stephenswww.nybmba.org

Leadership C H A P T E R P R E S I D E N T S

39

F R O M E N G I N E E R T O L I T E R A R Y A G E N T Entrepreneurship

CAREER SHIFTHow a young engineering whiz followed her entrepreneurial spirit to the literary sideB Y J A N E L L E H A R R I S

A good book, the kind you

think about even when you’re

not holding it in your hands,

makes for riveting small talk

while waiting in line for the

copy machine at the offi ce. It comes in handy

as an ice breaker around the snack table at

social get-togethers. It can spark conversation

between commuters on the subway, inspire its

readers to embrace a new perspective — or it

can simply be a page-turning, just-can’t-put-

it-down piece of entertainment. Done well,

a book can have far-reaching eff ects. Regina

Brooks’ entrepreneurial journey not only reads

like a good book, but it’s actually her business

to represent them.

Shifting your career as an aerospace engineer

for NASA to launch your own literary agency

in New York City probably seems like a dra-

matic change to most folks. But it’s really

not that much of a stretch for Brooks, who

found harmony in what she calls her “left

brain, right brain confl ict” when she opened

the doors of Serendipity Literary Agency back

in 2000. She’s always had a habit of pouring

into an artistic hobby while she maneuvered

her fascination with math and science. Af-

ter graduating from a creative-arts-centered

high school, the dexterous scholar landed

the lofty distinction of being the fi rst Black

woman to earn a degree from the aerospace

engineering program at Ohio State Univer-

sity. With that kind of weight moving her ca-

reer, managing the variances of the publish-

ing industry has proven to be a good place for

her, says Brooks, because it helps her exam-

ine each component of a book-like part of a

mathematical equation.

“When you’re an engineer, you look at a sys-

tem and try to fi gure out where it’s going to

fail, and then troubleshoot and plug up those

areas. It’s the same thing with editorial,” ex-

plains Brooks, a native New Yorker, “but the

system that you’re dealing with is a manu-

script. You’re looking through it and fi guring

out all the areas that have failed — whether

the plot is missing things, the pacing of it is

slow, the characterization is off , the setting is

wrong. Those are all the diff erent aspects of

that ‘system’ that you’re evaluating. So it’s the

same thing.”

Moving her long-standing love of litera-

ture into a full-blown career was something

Brooks had only thought about in passing,

so fate fl exed its ability to change even the

most concrete part of her game plan. Dur-

ing a short vacation from her position at the

“When you’re an engineer, you look

at a system and try to fi gure out where it’s going to fail, and then

troubleshoot and plug up those areas. It’s the same thing

with editorial.”

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out agency among the thousands located in

New York City alone was methodical and un-

rushed, but she moved along with a little ex-

pert assistance: “I put together a business plan

with the help of the executive MBA program

at Columbia University. I went to the director

and explained that I wanted somebody to help

me, and several students worked with me on

it. And then I just started.” She took the leap

into home ownership around the same time

she was stepping into business ownership

and turned one fl oor of her classic brown-

stone into the offi ce for Serendipity. Then she

tapped into relationships she had developed

during her years working with major publish-

ers to get contractual work until she built her

client base.

Money was tight, so Brooks, who’s edited

more than 50 published books in her career,

admittedly curbed her love for leisure travel

and included any transportation expenses in

her booking fee whenever she was invited to

the speaking engagements that increasingly

contributed to her income stream. “It was

hard in the beginning, and it’s still hard. It’s a

very diffi cult business,” she shares. “The prof-

it margins are small, and you have to be very

passionate about literature and people and

dealing with a lot of diff erent personalities.”

Despite the budgetary challenges and an es-

pecially rough patch during the recession that

gripped companies of all sizes back in 2008,

Serendipity is still churning out adult fi ction

and non-fi ction, children and youth books,

and trade books from its Brooklyn, N.Y., home

base. An additional agent, Folade Bell, was

brought on board to represent the fi ction

books that Brooks loves to read but just doesn’t

have the time to review. The agency gets no

fewer than 200 queries and manuscripts a

week from all kinds of will-be, wanna-be and

probably-will-never-be writers thirsty to have

their books sold to publishers. She fi nds tal-

ent — ranging from Newberry Award winners

to authors lauded by the Oprah Book Club —

sometimes at conferences, sometimes by rec-

ommendation, sometimes by happenstance.

“I’m always scouring diff erent newspapers,

magazines, websites and blogs to fi nd au-

thors. I also go to readings. There [are] two

ways that I fi nd people,” Brooks admits. “One,

if they submit materials to me. But I’m also al-

ways out there looking for folks who I think

should be writing books.”

She admittedly has to be in tune with what

publishers are looking for to even get an au-

thors’ idea on the table because they’re seek-

ing writers who come with an established

following. “That’s one reason why you see

celebrities with book deals,” she says, citing

Dr. Phil as an example, “because they have an

audience of people who already know them,

and the publisher doesn’t have to put them

on the map. It’s just a matter of honing in

and tapping into their fan base and hoping

that they’ll buy books.” A good idea without

the mojo of a big name behind it is harder

to sell, Brooks shares, but it’s certainly not

impossible.

Still, the award-winning agent with a pen-

chant for science, health and self-help books

is branching out the business she says has

been her greatest risk to start. She’s launched

a line of specialty teas cleverly named Ser-

endipitea, designed with creative people

in mind. She teaches a course at Harvard to

help doctors who are interested in writing

books learn the ropes of the medical publish-

ing business. She’s working with Mahatma

Gandhi’s grandson on a project that had her

legion of international scouts and publish-

ers clamoring for a piece of the action. She’s

stepped onto the other side of the publishing

process to pen Writing Great Books for Young

Adults and is working on a second book

called Selling Your Soul Story to advise folks

interested in writing personal memoirs.

The engineer who shifted gears from math and

science to print and publishing has personally

lost count of how many times she’s been told

that she should put her own life story to pa-

per; even the thought of doing it makes her

chuckle. “People tell me all the time, ‘Regina,

you have such an interesting story. You should

write a memoir.’ I’m like, ‘Nobody’s checking

for my story.’ I might be able to get a few arti-

cles,” she smiles, “but I think the drama in my

life has yet to be lived for a book format.” END

NASA Goddard Space Flight Center in Green-

belt, Md., when Brooks was just weeks away

from beginning her master’s program, she

stumbled on a new opportunity to explore

her editorial inclination. “I had my summers

off , and I enrolled in the Howard University

Publishing Institute. That’s when I changed

my mind and decided to try publishing,” she

remembers. She’d spent four years with NASA,

but her adventurous spirit — the same one

that motivated her to get her pilot’s license

last summer — propelled Brooks to her fi rst

editorial gig in Manhattan. In the offi ces of a

few prominent publishing houses, she edited

technical books and built up her knowledge

of the industry. But she was very clear on two

essential things even early into her return to

New York City – she wanted to be an agent,

and she wanted to be an entrepreneur.

It took a few years to plot a realistic transi-

tion strategy and accumulate a tidy lump of

savings, Brooks says, especially in a city with

such a notoriously high cost of living. Her

process of shaping Serendipity into a stand-

F R O M E N G I N E E R T O L I T E R A R Y A G E N T Entrepreneurship

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G E T T I N G D E B T F R E E Lifestyle

CUTTING BACK:THE NEW REALITY OF PERSONAL FINANCECredit card debt aff ects more than interest rates.The new goal is debt free.B Y S H E R Y L S . J A C K S O N

Americans are changing the way they handle personal fi nancial decisions as a result of

the recession. The new survey, A Balance Sheet at 30 Months: How the Great Recession

Has Changed Life in America, by the Pew Research Center’s Social and Demographic

Trends Project, fi nds that the recession has led to a new frugality in Americans’ spend-

ing and borrowing habits; a diminished set of expectations about their retirements and

their children‘s futures; and a concern that it will take several years, at a minimum, for their family

fi nances and house values to recover.

In early 2007, Michael Alao, CPA, was work-

ing for a plumbing supply company that saw a

downturn in sales as the housing market started

to decline. “I still had a job, but I told my wife

that from what I saw, this wasn’t going to be a

short-term drop,” he says. Because the Alaos

were carrying credit card debt accumulated be-

fore they married in late 2006, and because he

believed his job might be at risk, they began to

get their fi nances in order.

“We paid off $11,000 in credit card [debt] in one

year by eliminating unnecessary expenses such

as eating out,” says Alao. While he still had a job

as an internal auditor and his wife was working

as a teacher, the Alaos not only paid off the credit

card debt, but they also built an emergency fund

that equaled six months of his salary.

Focusing on eliminating credit card debt is a

good thing for everyone because credit card

debt aff ects more than your monthly cash fl ow,

says Lynnette Khalfani-Cox, author of numer-

ous books on personal fi nance and founder of

the free fi nancial website, TheMoneyCoach.net.

“Most people understand that if you have so-so

credit, you won’t get a loan or you’ll have to pay

higher interest on a loan,” she says. Personal

credit’s relationship to mortgage or automobile

loans is well known, but the recession has cre-

ated a new group of companies that regularly

evaluate credit reports to set rates, she adds.

“Insurance policies for life or automobile as well

as credit card interest rates are higher for people

with lower credit ratings,” says Khalfani-Cox.

However you change your approach to personal fi nance, be sure your

entire family is on board with the plan.

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Although no one wants to pay more for in-

surance or credit, the most important reason

for cleaning up your credit records is your

career. “Employers are now pulling credit rat-

ings prior to off ering a job to a new hire or to

promoting an existing employee. Employers

equate your ability to manage credit and pay

your debts to your character and your ability

to do your job well,” she explains. “Employ-

ers believe that someone who pays their debts

is trustworthy, honors fi nancial obligations,

keeps their word and will show up at work

on time.” Whether you agree with employers’

assumptions or not, their interpretation of

credit reports is a reality.

Not long after the Alaos paid off their credit

card debt, they made another major change

in their life. “My wife started law school, so

we moved from Washington, D.C., to Cincin-

nati, Ohio,” says Alao. He obtained a position

as an internal auditor with the public school

system, but his wife is a full-time student.

Seeing their two incomes drop to one did not

create a problem, he reveals. “We looked care-

fully at the cities we considered for the move,”

he says. “We only looked at cities with lower

costs of living, and Cincinnati’s cost of living

is far below cities such as Washington, D.C., or

Atlanta.”

Although the Alaos rented in Washington,

D.C., rather than pay high housing costs, they

did buy a home in Cincinnati. They looked for

a house in an area in which housing prices

were depressed and were able to buy a home

for one-half of the value at which it would

appraise. “We saw friends purchasing homes

that cost $300,000 and more, and we knew we

didn’t want that fi nancial burden,” Alao says.

“We wanted to have a mortgage that we could

pay if I ended up losing my job and working

at Target.”

Forget the “Joneses”Fiscal conservatism is the way to go these

days, points out Khalfani-Cox. “Our parents

and grandparents were conservative, and we

need to be so also,” she says. The “trading up”

trend that was easy to manage when stock

portfolios regularly increased in value — and

when jobs were secure and promotions a

natural course of employment — is a danger-

ous trend to follow today. “People don’t need

to continue trading up with cars or spouses,”

Khalfani-Cox maintains, adding that new cars

and divorces are expensive.

An extra benefi t of purchasing a home in a

moderately priced neighborhood is the ab-

sence of pressure to “keep up with the Jon-

eses,” says Alao. “We spend conservatively,

and we drive cars that are eight and 12 years

old,” he explains and adds that older cars, rea-

sonable vacations and eating at home more

often than eating out are the norm for their

neighborhood.

One reason people overspend in their day-

to-day lives is the use of credit cards, says

Khalfani-Cox. If you are in the habit of paying

everything with a credit card, you can just as

easily buy a $150 item as you can buy a $15

item. To change your perspective on shopping,

she suggests committing to using cash for all

purchases for a period of time, such as a year.

“If you have to count the dollars each time you

make a purchase, you spend more time think-

ing about the purchase,” she says. The act of

handing over cash has a psychological eff ect

that can change your decisions. “You learn to

ask yourself if the purchase is necessary and if

it is a good price,” she adds.

“We still use credit cards to make purchases

throughout the month, but we pay the full bill

each month,” points out Alao. “Using a credit

card for our purchases gives us a monthly

statement that we can review to see how we

used our money,” he says. Because he knows

that the balance must be paid in full each

month, each purchase decision is made as

if cash was being used for the purchase, he

explains.

The use of online banking services is another

way Alao makes sure money is not spent frivo-

lously. Expenses such as mortgage payments

and utility payments are set up as automatic

transfers. “I also have an amount that is auto-

matically transferred each month to my sav-

ings and my Roth IRA,” says Alao. The auto-

matic transfers mean that Alao doesn’t have

to make a decision to deposit into savings;

therefore, he knows that the money won’t be

diverted to another use.

Make Strategic DecisionsPersonal savings is one area that has increased

in recent years, says Khalfani-Cox. “The per-

sonal savings rate has been about 1 percent

for the previous fi ve years, but in 2010 it was

between 5 and 6 percent,” she says, suggesting

that this increase is an indication that people

are learning to live on less of their income,

and they realize the importance of having an

emergency fund for unexpected expenses or a

decline in income.

However, this increase doesn’t translate to

long-term savings, Khalfani-Cox continues.

“African-Americans are woefully lacking in

long-term fi nancial planning,” she says. There

are three ways to fund your retirement: pen-

sion; savings, including personal IRAs or 401K

accounts; and Social Security. “Few people are

automatically funding their long-term or re-

tirement savings accounts, and a majority of

employers do not off er pension plans,” she

says. “This leaves Social Security, and unfortu-

nately, the vast majority of African-Americans

rely upon Social Security for more than 90

percent of their retirement income.”

Even if someone has personal savings to sup-

plement Social Security, there are signifi cant

expenses for which people do not plan. In the

study How Much is Enough? The Distribution

of Lifetime Health Care Costs, conducted by

the Center for Retirement Research at Boston

College, researchers found that a typical mar-

ried couple can expect to pay, on a present

value basis, $197,000 in out-of-pocket health

care costs from age 65 until death, mostly

Medicare and private insurance premiums,

co-payments and uninsured expenses. That

number rises to $260,000 when nursing home

costs are included.

“An increasing number of elderly people are fi l-

ing for bankruptcy protection as they grapple

with medical bills and credit card debt,” says

Khalfani-Cox. To avoid fi nancial problems in

retirement, people are now making key strate-

gic decisions in their 40s and 50s. “A fi nancial

planner can help you look at long-term goals

G E T T I N G D E B T F R E E Lifestyle

43

and determine the best time and way to buy life

insurance or long-term care coverage.”

Khalfani-Cox points out that every individu-

al’s situation is diff erent, but she’s concerned

about some people scaling back on coverage or

dropping items such as life insurance. “My ad-

vice is to keep life insurance in place as long as

there are minor children in the household,” she

says. “This may mean children 21 and younger

if they are still students,” she adds, and main-

tains that long-term disability insurance is also

a must.

Although the Alaos are paying law school tu-

ition with a federally subsidized student loan,

they intend to pay the loan back as quickly as

possible. Khalfani-Cox agrees with this ap-

proach and warns people that if you do use

federally funded student loans, be aware that

if you default on the loan, your Social Security

benefi ts will be aff ected. “I recommend that

people save now to pay for their children’s

education,” she says. “Use federal loans before

you use private loans, but before you look at

loans, be sure to use your own savings, money

from other family members, scholarships,

grants that do not have to be repaid, paid in-

ternships, and work study programs.”

However you change your approach to per-

sonal fi nance, be sure your entire family is on

board with the plan, cautions Alao. “My wife is

thrifty and has the same outlook on personal

budgeting that I do. We would not have made

it work if we didn’t agree on this approach,” he

says. It’s not just spouses and family members

that must support a conservative approach to

personal fi nance, he points out: “Our friends

and co-workers in Cincinnati do not make

high salaries that result in extravagant spend-

ing, so we don’t feel pressure to spend money

we don’t want to spend.” For this reason, he

suggests, “If you fi nd yourself struggling fi -

nancially to keep up with your friends’ life-

styles, fi nd new friends with the same phi-

losophy as yours.” END

One reason people overspend in theirday-to-day lives is the use of credit cards.

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N A T U R A L R E L I E F Lifestyle

NATURAL RELIEFManaging stress with holistic approachesB Y T A M A R A E . H O L M E S

Last year, Crystal Washington, a mar-

keting strategist in Houston, knew

something was wrong. “I was feeling

both over- and underwhelmed,” the

28-year-old says. She would go from

feeling anxious about all the tasks she had to

complete as the new owner of a marketing fi rm

to being burned out and losing interest in things.

“I knew I was stressed,” she says.

While some people would accept such feelings

as being a part of living and working in the 21st

century, Washington sought a way to manage

her anxiety. A friend told her about a healer who

introduced her to meditation. She also makes a

habit of getting monthly massages. “Now I feel

two tons lighter, and both family and friends

comment on my increased balance, patience

and happiness,” she says.

According to a 2009 survey by the American Psy-

chological Association, 42 percent of Americans

said their level of stress had increased over the

past year, and nearly a quarter of adults said their

stress ranked an eight, nine or 10 on a 10-point

scale. Among African-Americans, 74 percent

cited money, and 60 percent blamed work for

being a signifi cant source of stress. While some

stress is good since it tends to motivate us, “be-

ing too stressed ultimately reduces your energy

and deteriorates your health,” says Nicole Cutts,

a licensed psychologist and success coach in

Advocates for holistic

stress-relief methods

recognize the mind’s

connection to the body.

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Washington, D.C. But many health practitioners

say holistic methods, such as those employed by

Washington, can make all the diff erence in the

world.

Recognizing StressBefore you can fi nd an eff ective solution for

managing stress, you’ve got to recognize that

you’re stressed out in the fi rst place. “Being

stressed out is a catchall phrase for when

anxiety begins to feel intolerable,” says Kar-

inn Glover, attending psychiatrist at Mon-

tefi ore Medical Center in Bronx, N.Y. “A person

may have trouble sleeping and concentrat-

ing or be easily frustrated.” Other symptoms

of stress include lack of interest, motivation

or energy, and sadness. Stress also can cause

physical symptoms including fatigue, in-

digestion, muscle tension, headaches and

hyperventilation.

Latashia DeVeaux, executive vice president of

the Studio City, Calif.-based entertainment

marketing fi rm The Mass Appeal, feels both

emotional and physical symptoms of stress.

“When I’m stressed, my body gets achy and

tight in knots,” the 33-year-old says. “I’m not in

the nicest mood, and I’m tense [and] uptight.”

Some people do harm to themselves as they

try to manage stress and anxiety. For example,

a common reaction to stress is to dull the

senses with alcohol. “If a woman is having

more than one to two drinks daily, or a man is

having more than two to three drinks daily, or

the person is reaching for illicit drugs to man-

age anxiety, there is defi nitely a problem,”

Glover says, adding that smoking cigarettes is

another harmful way people often try to man-

age their anxiety.

If stress goes unchecked, it can have danger-

ous consequences. “There is a body of evi-

dence that suggests links between life stress,

depression and heart attacks in men over 55

and women 65 and over,” says Glover. Anxiety

also can lead to insomnia, which depletes en-

ergy and immune function and leaves us more

susceptible to disease, she adds. Bottom line:

When stress is allowed to fester, it not only

causes physical and emotional discomfort,

but it also can kill.

Mind Over MatterThough chronic stress can have grave conse-

quences, there are many ways to keep it from

wreaking havoc on your body and life. Major

stress or anxiety triggers the “fi ght or fl ight re-

sponse” in the body, which is the body’s prim-

itive urge to attack or fl ee from a perceived

danger. When a life-threatening event occurs,

that response is helpful since it spurs you to

act in a method that will promote self-preser-

vation. But when that response is triggered by

work pressures, family troubles or economic

woes, the response is wasted since you can’t

run from such problems and there’s typically

no antagonist to fi ght.

Advocates for holistic methods to fi ght stress

recognize the mind’s connection to the body

and seek to help people become aware of any

thoughts that contribute to stress, as well as the

manifestations of stress in their bodies. “When

you recognize that your body starts to tighten up

around a situation you perceive to be stressful,

then you can have the opposite reaction to it and

send a message to your brain that everything

is OK,” says Cutts. Likewise, when we relax the

body, we automatically send a message to the

brain that things are fi ne, experts say.

If you want to manage stress, it’s important to

fi rst check in with your body multiple times per

day, says Dawit Assefa, a licensed acupunctur-

ist in Washington, D.C. “People sit and are tense

or hold their bodies in uncomfortable postures

while their minds are somewhere else,” says

Assefa. Instead, notice whether your breath is

rapid and shallow or whether your shoulders

are tense. “Take a moment and sit in a comfort-

able position and do a body scan. You will start

noticing where you have tension in your body,”

he adds.

Glover also teaches her patients to use mind-

fulness to overcome stress and anxiety. “The

fi rst step is for them to notice it and be curi-

ous about the physical sensations; notice the

rapid heartbeat and the shortness of breath

and just say, ‘this is anxiety,’” she says. Once a

person can acknowledge it, the next step is to

learn how to experience stress without becom-

ing frightened by it. “Anxiety can spiral out of

control because once you notice it, it can freak

you out,” says Glover. One way to stay calm

through anxiety is to practice breathing. When

you’re anxious, your breathing becomes shal-

low. By taking deep breaths, you can keep stress

and anxiety from growing and begin to control

them.

Meditation is another way to control anxiety.

When you meditate, you still your mind and

learn how to detach from your thoughts. “Ev-

erything that stresses us out goes through the

fi lters of our thinking,” says Cutts. “If we learn

in meditation to not hold onto our thoughts,

we can transfer that skill to daily living. So

when a thought comes that we’ve got to get this

done right now, we can recognize that it’s just a

thought and we can let it go.”

Assefa also encourages clients to develop a spir-

itual practice to help keep stress levels down.

When it comes to managing stress, it helps to

accept life the way it is and let go of the need

to control everything, he says. “When you have

a connection to something divine, you can let

things roll off your back a little easier.”

From Mind to BodyWhile changing your mindset can help you start

to react diff erently to daily pressures, thus low-

ering your stress response, attending to the body is another way to eliminate stress.

Exercise is perhaps one of the best stress reliev-

ers. Not only can it give you something to focus

on other than your worries, but exercise releases

chemicals called endorphins, which cause feel-

ings of happiness. Exercise comes in many dif-

ferent varieties, but experts recommend fi nding

something you enjoy so you keep it up. DeVeaux

practices pole dancing as a form of aerobic exer-

cise. Though she’s typically stressed before she

begins a session, “I’m uninhibited, glowing and

calm afterwards,” she says.

Other forms of bodywork can be explored with

the help of holistic practitioners.

“People carry their stress in diff erent muscle

groups, particularly in the neck and shoulder

area,” says Tonya Parker, a holistic wellness

practitioner in Laurel, Md. Such people could

benefi t from massage, she says. “Massage

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strokes are designed to help relieve that muscle pressure. They break up

that tension,” she adds.

In addition to soothing the muscles, massage has been found to help

with circulation and blood fl ow and to decrease blood pressure, Parker

points out. Since some people fi nd that stress triggers a rise in blood

pressure, massage can counteract that as well. “Massage calms the cen-

tral nervous system, so you can see that it has a number of eff ects that

impact the stress response,” she says.

Another holistic treatment for stress is acupuncture, a procedure in

which needles are inserted into diff erent points of the body. “When you

insert a needle into a pressure point, it releases tension in that part of

the body, and the person automatically starts to relax,” Assefa says.

Relaxation is crucial to stress relief. Not only does it send a message to

your brain that everything is OK, but when people feel relaxed, “their

brains aren’t going 100 miles a minute anymore, and their ability to be

present increases dramatically,” Assefa says. “People get a glimpse of

what it feels like to be less anxious, and they want to stay in that place.”

Yoga, a form of exercise that combines physical postures, breathing ex-

ercises and meditation, also helps with the stress response because it

slows the mind while working the body, Cutts points out.

Stress is a part of daily life, so regardless of what holistic stress-reduc-

tion method you choose, it’s important to practice it regularly.

“Make a commitment to yourself to do something once a month just for

your own health and well-being – something you enjoy and that makes

you feel good,” says Assefa. “That’s only 12 out of 365 days. You can make

that much of an investment in yourself.” END

N A T U R A L R E L I E F LifestyleHOWARD

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