Northrop Grumman Cultivates Strong Supplier

Transcription

Why Selling to the Government is Very
Different From Selling to the Private Sector
MEA
Minority Enterprise Advocate
January - February 2010
USA $5.95 CAN $7.25
Northrop Grumman Cultivates
Strong Supplier Diversity Program
-G
loria Pualani, Corporate Director Socio-Economic
Business Programs/Government Relations
Partners in the Promise
“The Coca-Cola Company exists to benefit and
refresh everyone who is touched by our business.”
The Coca-Cola Company always welcomes new partners.
For more information about becoming a qualified supplier,
please contact our Office of Supplier Diversity.
www.coke.net/supplierdiversity
©2009 The Coca-Cola Company. “Coca-Cola,” the Dynamic Ribbon and the Contour Bottle design are registered trademarks of The Coca-Cola Company.
Anchor Staffing, Inc. is an Illinois corporation experienced in recruiting,
assessing and deploying talent throughout Chicago and the surrounding
area. Anchor provides workforce solutions which include temporary
staffing, direct hire services, and training. Our primary focus is in
administrative support, general office, light industrial and general labor.
Professional services include individuals with legal, financial and
medical skills.
9901 South Western Avenue, Suite 206, Chicago, IL 60643 | 773-881-0530 phone | 773-881-4139 fax
Minority Enterprise Advocate • January-February 2010
3
“How can
my business
do work
with Entergy?”
At Entergy, the answer to that question is ‘come visit with us’. Through our Supplier Diversity Program,
we actively seek passionate business partners who reflect the diversity of the communities we serve.
From construction to office supplies and everything in between, we welcome the opportunity to connect
with you and your business. Join us in building a better, brighter future.
For more information, please visit us at entergy.com/supplierdiversity.
A message from Entergy Corporation
© 2009 Entergy Services, Inc. All Rights Reserved.
MEA
Contents
Northrop Grumman
Cultivates Strong
Supplier Diversity
Program
Gloria Pualani
Cover Story
Power Player
Northrop Grumman Cultivates
Strong Supplier Diversity Program . . . . .
Showing Leadership In Human Resources. .
11
Feature Article
Why Selling to the Government
is Very Different . . . . . . . . . . . . . 8
17
Diversity
6 Things That Matter: After Making
Payroll for 20 Years What I’ve Learned. . . .
21
Shumaker Report
Government News
Pricing Strategy as a Risk Management Tool. . 29
Filing A Size Protest:
How Much Proof Is Necessary . . . . . . . 14
Healthcare
Business News
A Link Between Growing Firms
and Job-Seekers . . . . . . . . . . . .
24
Positive Lifestyle Changes –
Adopting Healthier Eating Habits. . . . . .
33
Publisher’s Message . . . . . . . . . . . 6
Supplier Diversity Contact List . . . . . . . 35
5
Publisher’s Message
This year we should all focus on mentoring our
young people. With the high school dropout rate
being so high, what are we to expect from this
new generation of children, especially minorities?
With a 50% dropout rate in the high schools,
what can the future hold? The effect this is going
to have on the future of the economy and global
competitiveness is astronomical.
Minority Enterprise
Advocate Magazine
Publisher
Debra Williams
Copy Editor
Leah Carlson Shepherd
Writers
Leah Shepherd
Gary A. Smith
Gary E. Shumaker
Ralph C. Thomas,III
Gloria Berthold Larkin
Emmanuella St. Juste
Design & Production
Adrienne Butler
Polaris Press
President
Sunny Ezeji
Minority Enterprise Advocate Magazine
is published bi-monthly by
Minority Enterprise Executive Council
P.O. Box 5199
Woodbridge, Virginia 22194
Tel. (703) 730-4091
Fax (703) 730-4092
E-mail: [email protected]
Website: www.meecouncil.com
As business owners what can we do to help?
We need to inspire these young people to stay
in school. The school system is failing our young
people. Under funded schools; inexperienced
Debra Williams,
teachers; poverty; and lack of positive images
Publisher
are definitely affecting these young people. If
every business person in this country had a mentorship youth program or
went into the schools to demonstrate that there is a way to live successfully;
that staying in school is a must, maybe things could change. The world is
becoming so technological that the significance of education cannot be
stressed enough.
Business owners, especially people of color, should get more involved with
the school system to promote their mentorship programs. A lot of businesses
do have outreach programs, but they are not reaching the segment of the
population that needs them the most. These young people need encouragement
to graduate from high school; get into college and the workforce.
Minority students need to know there are realistic, achievable opportunities for
people like them. They can aspire to be doctors,
lawyers, advocates for worthy causes; professors;
architects, IT professionals, and business owners.
Building recreational centers and movie theaters
in these inner city areas is good but we need
to make these young people realize a dream.
They need to believe they can change the world
and be successful. But education is the key to
that successful.
Debra Williams
Publisher
Sunny Ezeji,
President
MEE Council
Sunny Ezeji, President
All rights reserved © copyright
6
Feature Story
Gloria Berthold Larkin
Why Selling
to the Government
is Very Different
From Selling
to the Private Sector
By Gloria Berthold Larkin
One of the biggest, and often fatal mistakes a business person
makes when entering the government market is to treat it just
as they would entering the private sector market. This is true
especially when a company has been successful selling its
products or services to consumers or other businesses and tries
to apply similar tactics in the federal market. After all, is it not just
common sense that if the strategies and tactics work elsewhere,
why would they not work in the government market?
This is flawed logic because the government market is
dramatically different from the private sector due to not just the
two thousand pages of rules and regulations called the Federal
Acquisition Regulations (FAR) and the ever-changing accounting
and financial requirements. There are also unique governmentspecific terminology and very specific purchasing/procurement
processes that differ greatly from the private sector.
To better understand the processes and differences, let’s
take a look at the two tracks newcomers generally follow
when entering the federal marketplace: The Top Down or the
Bottom Up tracks.
Bottom Up Track
is very straightforward. The bad news about this approach is
that one may follow every direction to the letter, have every
“i” dotted and “t” crossed, and never win any contracts or
sell anything at all.
Top Down Track
The companies that have been successful selling big-ticket
services or products to the consumer or business market
generally use the sales process of starting at the top, just as
they would in the private sector. They have learned that if they
get the buy-in of the top decision-maker, the subordinates
will follow his/her lead, right?
Sales people have spent countless hours identifying the “top”
person, perhaps a General or an agency Director, fought their
way through the gatekeepers for a meeting and made stunning
PowerPoint presentations. They see the VIP nodding his (or
her) head in agreement about what a wonderful product or
service they have, may even give the VIP a standard contract
that they use all the time and fully expect it to be signed and
want to plan the celebration as the next step.
Many business people enter the government market by
following all the clearly stated processes: they register in CCR.
gov, fill out every form and enter every database possible.
They check and apply for all possible certifications and attend
every meeting, conference and outreach session possible.
They essentially start at the bottom rung of the business
development ladder and start to work their way up.
Dead Air
Good News Bad News
Top Down Topples
The good news about the Bottom Up approach is that it is
clearly defined and for those who find filling out forms and
following a process, it is relatively easy and, it seems like it
What they did not realize is that in the government, rarely are
the VIPs the real decision-makers. What worked flawlessly in the
private sector not only did not work in the government, it may
8
They are sadly disappointed when nothing happens. Nothing,
no responses, not a call, no contract, no email or even a “we
made a decision to take another path” polite turn down. They
have no idea what went wrong, because all of the typical
“buying signals” told them they had full agreement and the
VIP loved them and their wonderful service or product.
have also damaged their reputation so
severely that they have little if any chance
of winning contracts in the future.
Who Are the Decision-Makers
Real decision-makers are the people who
have the legal authority to spend our tax
dollars, negotiate, purchase, and sign
their name on the government’s behalf on
every effort to actually get to meet them
and build relationships with them. The
process involves following all of the steps
of the “bottom-up” approach, but adding
a very important sales step: identifying
the real decision-makers and spending
the time to build strong relationships so
that they feel comfortable doing business
with a firm.
Risk-Adverse
the contract. In the federal government
this is rarely, if ever, just one person.
For contracts worth over $25,000, most
often there are layers of people from
the small business representatives, the
contracting officers and specialists to the
technical representatives and program
managers who will be involved in the
decision-making process.
When Neither Top Down or Bottom
Up Works
To be successful selling to the
government, a business person will
invest the time and energy to learn
the decision-making process, identify
the various levels of people and make
The people with the
authority to spend
government funds
are risk-adverse.
They are taught
not to take risks
with government
funds. If a business
person
makes
every effort to
mitigate the risks
in doing business
by having a past
performance
record, references,
a good credit rating, a clear understanding
of the legal and accounting requirements
that firm looks much more attractive that
one who has not done so.
Purchase Vehicle
When the federal government buys
something it uses some sort of purchase
vehicle. This vehicle could be as simple
as a government credit card, it could be
as complicated as a 200 page response
to a Request for Proposal (RFP) or a preapproved contract called a GSA Schedule.
In any case, it is always a document or
process that the government originates.
If a vendor puts their own contract on the
desk and says “sign here” that is a huge
red flag to the government representative
that the vendor has no idea how the
process really works, and that they are
a risky choice.
Relationship Building
The most successful firms have
invested the time and effort in learning
who all the people are that will be
involved in making purchasing decisions
is their targeted agencies. They go to
conferences, vendor outreach sessions,
one-on-one meetings, speed-matching
sessions, every place that they have
the chance to meet , shake hands
with and look eye-to-eye with the
people who buy what they sell. These
targeted people may have various titles
such as contracting officer or specialist,
technical
specialist
or
program
manager. Successful business people
are prepared with a great Capability
Statement, have done their homework
and researched upcoming opportunities
and are ready to discuss how they fit
into specific needs of that agency. And
they also know what purchase vehicles
that agency uses to buy services and
products. In summary, a successful
business person will know the decisionmakers (and the decision-makers know
them!), make it easy to do business
with them and have the right purchase
vehicles lined up so that there is no risk
for the government.
Gloria Berthold Larkin is president ofTargetGov
and an expert in business development in
the government and corporate business
markets. She is a dynamic speaker and book
author and very adept at negotiating the
government contracting maze on behalf of
clients. Visit www.targetgov.com or call tollfree 1-866-579-1346 for more information.n
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Call (703) 730-4091
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Cover Story
Northrop Grumman
Cultivates Strong
Supplier Diversity
Program
By Leah Shepherd
Gloria Pualani, Corporate Director, SocioEconomic Business Program, Northrop Grumman
The large security contractor Northrop Grumman uses
many strategies to continually ensure a high level of
supplier diversity. Among those strategies are deliberate
goal-setting, emphasizing the business value of supplier
diversity, participating in a related mentor-protégé program,
participating in a technology transfer program, sponsoring
training for small businesses and offering awards to
outstanding suppliers.
Pualani notes, “The overall goal is to have a program that
is trusted and viewed as a benchmark by our customers
and the supplier community. Also, we strive to meet and
exceed the statutory requirements and our internal goals.
Northrop Grumman wants to be a company of choice for our
customers, and a part of that is developing a strong, diverse
supplier base that works as a team to meet the needs of our
customers and our country.”
Gloria Pualani, the corporate director of the firm’s SocioEconomic Business Program, explains, “Northrop Grumman
has designed a supplier diversity program that supports the
overall goals and objectives of the company and our customers.
The program is comprised of the components mandated
by public law, as well as additional corporate initiatives
that help develop a strong base of diverse suppliers. This
includes outreach to small businesses, small minorityowned companies, women-owned businesses, veteranand service disabled veteran-owned companies, historically
underutilized business zones, historically black colleges and
minority institutions. Another area of focus is outreach to the
tribal community
t h r o u g h
organizations
such
as
the
National Center
for
American
Indian Enterprise
Development.”
And it’s not just because that sounds good. It’s also
necessary for financial reasons. “Our supplier diversity
program continues to be very vigorous and visible at the
highest levels of the company. The program is viewed as a
business imperative, important to our bottom-line success,”
Pualani confirms.
A significant staff
oversees this broad
effort. There are
42 small business
liaison
officers
across Northrop
Gloria Pualani, Frank Beacham - SBLO and
Grumman aiming to
Purchasing Manager, Susan Cote - VP, Corporate
maintain a diverse
Contracts, Pricing and Supply Chain, Northrop
supplier base for the
Grumman Corporation
company.
Northrop Grumman Corp. is a $34-billion global defense and
technology company, whose 120,000 employees provide
innovative systems, products and solutions in formation
and services, electronics, aerospace and shipbuilding to
government and commercial customers across the world.
Northrop Grumman is located in 25 countries and all 50 U.S.
states. Its headquarters are in Los Angeles.
“Northrop Grumman has a very diverse portfolio,” Pualani
comments. “We are the largest military shipbuilder, a major
federal information technology provider and a premier
provider of aircraft, spacecraft, missile defense systems,
airborne radar and electronic warfare systems. We utilize
suppliers in almost every area that you could imagine.”
Serving as a mentor
Northrop Grumman participates in the U.S. Department of
Defense Mentor-Protégé Program. “Congress established
the pilot mentor-protégé program in 1991 with the purpose
of increasing the overall participation of small disadvantaged,
women-owned, service disabled veteran-owned and HUBZone
businesses in federal contracting. It created another avenue for
primes to foster long-term business relationships with these
companies as well. This program provides an opportunity for
11
Right: 2008 Ribbon Cutting Ceremony for VMSDC - Virginia Business
Opportunity Fair
Below: Northrop Grumman Aerospace Systems, Socio-Economic
Business Programs Department
the transfer of technology or a skill set
that the small business did not previously
have,” Pualani explains.
“While the mentor-protégé program is a
mentoringprogram andnotasubcontracting
vehicle, there are opportunities for these
suppliers to enter into subcontract
relationships with us. Northrop Grumman
currently has 25 active agreements,
which span several agencies and include
the Department of Defense, NASA, the
Department of Homeland Security, the
Federal Aviation Administration, the Centers
for Disease Control and Prevention, the
National Geospatial-Intelligence Agency,
the Missile Defense Agency, and the State
of Texas,” she adds. “Over the history of
the mentor-protégé program, Northrop
Grumman has had over 100 protégés in
engineering, information technology and
manufacturing. Northrop Grumman also
has been recognized by the Department
of Defense for it successful support
and participation in the mentor-protégé
program as the recipient of 20 Department
of Defense Nunn Perry Awards, the highest
recognition prime contractors can receive
for participating in this program.”
Northrop Grumman also participates in
the Small Business Innovative Research
Program/Small Business Technology
Transfer Program. This government program
provides funds to small businesses and
12
universities to research and
develop new and innovative
technologies through concept
design to prototype. There
Northrop Grumman’s Socio-Economic Business Programs
are three phases. Phase One
identifies and demonstrates presenting two Scholarship Awards to Prairie View A&M
the feasibility of an idea. Phase University
Two refines, tests and prototypes
idea. Phase Three is when actual goods or a high-impact learning experience. This
services are integrated into government enables them to develop a better-run
business, which, in turn, increases their
platforms or products. value as a supplier. The program involves
“This program has an ultimate goal of learning best practices and applying the
bringing new technology from concept knowledge learned to daily business
to the marketplace. It allows the small practices. The small businesses receive
business to leverage large-business real-time consulting from faculty experts,
expertise in specific technology gap who guide them into developing a detailed
areas. Northrop Grumman is currently plan to implement the desired changes
tracking 100 SBIR technical topics. This into their company profile,” Pualani says.
also is another way for small businesses
to enter into government contracting
Impact of recession
while partnering with a large prime
This year’s economic recession certainly
partner,” Pualani states. has hit home for many U.S. families and
Each year, Northrop Grumman sponsors small businesses, including some of
small businesses to receive training in Northrop Grumman’s suppliers.
strategic thinking by the staff of the Tuck
School of Business at the Dartmouth “Despite the economic recession,
campus in Hanover, N.H. “This program Northrop Grumman continues to be
consists of an introductory, one-week committed to an inclusive supplier
business retreat for small business diversity program, and that is reflected
our
everyday
subcontracting
owners to learn theory and strategic in
process,
”
Pualani
observes.
“I am
thinking. This is followed by a second
retreat further designed to accelerate
the progress of the business by adding
continued on pg.25
Government News
Filing a Size Protest:
How Much Proof
is Necessary
by Ralph C. Thomas III
Ralph C. Thomas III
Last year a Small Disabled Veteran Owned Small Business
(SDVOSB) owner sought my counsel on whether it had
enough proof to file a size protest against a competitor
who had been awarded a contract in a SDVOSB set-aside
competition. He was certain that his competitor was
large, but was not sure how strong the Small Business
Administration (SBA) would consider his evidence.
My client was making a mistake that many potential protestors
make when considering filing a size protest – namely, that they
themselves have to prove that the challenged firm is “other
than small.” Nothing could be further from the truth, however.
First of all, it is important to point out what constitutes a
size protest. It is an allegation that a company who was
awarded a contract in set-aside competition, in which one of
the qualifying factors was that a company be small, is in fact
“other than small.” One of the eligible parties that can file a
size protest is a company that participated in the contract
“The SBA is the only
agency that can make
a determination ...”
competition but was not selected for award. A challenged
firm (the company being protested) can be determined to
be “other than small” because its annual revenues for the
preceding three (3) years is higher than the amount allowable
by its NAICS code or because it has more employees in its
company than allowed under its NAICS code. NAICS is the
acronym for North American Industry Classification System,
which is used by the SBA to determine size standards for
the various industries a company might be involved in. A
small business’s industrial classification may vary from
one contract to the next, because the determining factor
14
in determining whether a company has exceeded its size
standard is the purpose of the contract, or what services or
products the contract solicitation is requesting.
More times than not, however, a size protest is based on
the allegation that the challenged firm is “affiliated” with
another company. Businesses are “affiliated” with each
other when one controls or has the power to control the
other. It does not matter whether control is exercised, so
long as the power to control exists.
The SBA is the only agency that can make a determination
as to whether or not affiliation exists. In fact it is the only
agency by statute that can make a size determination
regarding whether a company is small or “other than small.”
In deciding whether affiliation exists, the SBA considers
such factors as: to what extent a company has common
ownership or common management with another; any
previous relationships with or ties that the challenged firm
has to an alleged affiliate(s); and, the type of contractual
relationships that exist between the challenged firm and
suspected affiliate company(ies).
Once the SBA finds that there is affiliation the agency
combines the receipts and employees of all of the affiliated
companies and compares the totals with the size standard
of the NAICS code for the contract in which the small
business is competing. If that figures exceeds the NAICS
code size standard, the challenged company is determined
to be “other than small” and ruled ineligible for any set-aside
award where size is a qualifying factor. In other words, if
a small business wins a contract that has been set-aside
for small businesses, SDVOSB’s, 8(a) firms, or Historically
Underutilized Business (HUB)Zone companies, it will be
stripped of the award if there is a size protest, and the SBA
determines that the company is not small.
A size protest must be filed with the contracting officer
(CO) within a certain amount of days after the contract has
been awarded. The CO then forwards the protest to the
appropriate SBA Area Office which then makes a decision
on whether to dismiss the protest or
conduct a size determination against
the challenged firm.
My client was concerned because he
did not have absolute proof that the
awardee of the contract in question
was “other than small;” However, that
was not necessary. While the protest
must be sufficiently specific to provide
reasonable notice as to the grounds
upon which the challenged firm’s size
is questioned, the pertinent regulations
require only that the protest show
some basis for the protestor’s belief
or allegation that the awardee is “other
than small.”
My client had several bases for his
suspicions. He had the business
cards of the key senior management
personnel of the challenged firm which
indicated that they used one set of
business cards for the SDVOSB firm
and another set of business cards for
a suspected larger affiliate firm, with
virtually the same position titles. On
the websites of both the challenged
firm and its alleged affiliate company he
found that the contact personnel listed
for both companies were nearly the
same. Furthermore, a page from the
website of the larger company showed
that the individual who was supposed
to be running the SDVOSB was also
running the larger company and,
according to a quote from the website
“managed $35 million worth of work
[ for the larger company] the previous
year.” Such figure was substantially
higher than the size standard under
applicable NAICS code allowed.
Our challenge was dismissed by the
SBA Area Office without making a
size determination because the office
claimed that our protest was not
sufficiently specific. The office ruled
we merely alleged affiliation between
the two firms and did not allege that
because of the affiliation, the challenged
firm was “other than small.”
We timely appealed to the SBA’s
Office of Hearings and Appeals, which
is the highest judicial arm of the SBA,
arguing that the SBA’s Area Office
was incorrect in dismissing the case.
We argued that our allegation that
the challenged firm was “other than
small” because of affiliation could be
inferred from the attachments to our
protest letter which indicated that
the individual who was said to be
managing both the challenged firm
and the larger firm, according to its
website, had managed contracts the
previous year for the larger firm, which
was clearly higher than the applicable
size standard. We argued that there
was no indication in the decision of
the SBA Area Office that it had even
considered the evidence contained in
the attachments.
client, stating that there is no need
that a size protest to prove that the
challenged firm is “other than small.”
The protest need only provide that the
specific basis for the belief that the
OHA further pointed out that although
a thorough size investigation might
well reveal that the two firms are not
affiliated, or that the combined firms’
annual receipts are indeed within
the size standard, the content of my
client’s letter protest to the SBA Area
Office was enough to warrant an
investigation.
Thus, OHA vacated the SBA Area
Office’s dismissal of our case and sent
the case back to that office (remand)
for a full size determination of the
challenged firm.
In considering whether to file a size
protest, consider the following points:
1. You do not have to prove that the
2. You must be sufficient specific in
your size protest letter to the CO or
it will be dismissed by the SBA.
The challenged firm argued that even
if the allegation that it was affiliated
with the larger firm was true, the
combined receipts of both companies
still did not make it a large business.
The company attempted to submit
evidence in support of that fact.
What the awardee did not take into
consideration, however, was the fact
that the protestor only needed to show
that there was a sufficient basis for the
SBA to conduct a size determination
of the company. Size determinations
are not conducted by OHA but by SBA
Area Offices only. OHA’s role in an
appeal of a size protest determination
is only in deciding whether the SBA
Area Office made an error of fact or
law in either dismissing a size protest
in or whether the SBA Area Office
made an error of fact or law in the size
determination itself.
Thus, OHA did not accept evidence
from the challenged firm that it was
not large because it was not relevant
in the appeal proceeding. Rather,
OHA agreed with the argument of my
3. Your letter protest must include
specific facts that provide reasonable
notice as to the grounds upon
which the challenged firm’s size is
questioned.
4. The determination of the SBA Area
Office can be appealed to the SBA
Office of Hearings and Appeals.
A firm should never feel guilty about
filing a size protest if it has a true basis
for its suspicion. Small business setasides, whether they be 8(a), SDVOSB
or HUBZone firms, are designed by
statute for real small businesses not large businesses, whether they
are “other than small” outright or
because of affiliation. The only police
the system has to keep it honest are
those small businesses competing for
set-aside contracts which are in fact
small. A firm which knows and follows
the rules from the outset is the firm
most likely to win.
The author is a partner in the firm of Barton
Baker Thomas & Tolle LLP in McLean,
Virginia. He can be reached at rthomas@
bbmtlaw.com
n
15
We won’t be happy
until our customers
are happy.
Sound familiar?
Just like the members of the MEEC, FedEx is committed to providing superior service to our customers. For fast,
reliable business shipping solutions, choose FedEx.
fedex.com
© 2009 FedEx
Power Player
Showing Leadership
in Human Resources
By Leah Shepherd
Ann Marr , Chair, World Wide Technology
Foundation
Ann Marr clearly knows what it’s like to juggle many balls at
the same time. She heads up several important initiatives
as the vice president of human resources at World Wide
Technology, Inc., a systems integrator that provides
technology products, services and supply chain solutions.
Headquartered in St. Louis, Missouri, World Wide
Technology was founded in 1990 and now takes in revenues
of almost $3 billion per year. Its customers include wellknown firms like Dell, Boeing and AT&T, as well as the
federal government (WWT is also a Cisco Gold Certified
Partner). WWT recently acquired the Baltimore-based
Performance Technology Group (PTG). “It’s been great to
see the growth of the company,” Marr comments. “When
I started, the company was very small. We had just 120
employees, and now we have over 1,200 employees.”
“We have been fortunate as a company,” she adds. “we are
very focused on streamlining our operations and technology
allows you to do that.” We are also employee-focused and
want to support our employees.” She’s proud to note that
they have not implemented any layoffs, as other companies
have done during the recent economic recession.
Marr is a St. Louis resident who grew up in New Orleans as
one of 13 siblings. She has been in the human resources
field for more than 20 years, including 12 years at World
Wide Technology. Previously, she worked in human
resources at Enterprise Rent-A-Car and Anheuser-Busch
Companies, the brewer of Budweiser beer.
Multiple roles
Now Marr handles many different roles for WWT. She is
responsible for recruiting, talent management, benefits,
government reporting, training and the company’s
leadership program. She also serves as chair of the
company’s foundation.
“We have great initiatives around supporting nonprofit
organizations … especially those our employees are
involved in. We really want to show the support of that
individual,” Marr explains.
In addition to her other roles, Marr manages WWT’s
supplier diversity program and small business enterprise
program. “We are the largest minority-owned company in
the United States. We don’t take that for granted, not one
bit. We have a really great diversity program,” she states.
There are several firms mentored by WWT, and others are
informally mentored by our Chairman.
“We have great initiatives
around supporting nonprofit organizations …”
WWT is currently redesigning its supplier diversity program.
The revamped program will launch later this year. It includes
mentoring “to help [the others] become a world-class
minority company,” as well as advice on ways to improve
their financial structure and how to use technology to
advance their business and gain a competitive advantage.
Focused on helping people
From the start, Marr’s career has been focused on people.
“I knew that whatever I was going to do, it had to involve
people,” Marr says. “I’m from a very large family and I
love the interaction with people.”
Eventually, she realized that a career in human resources
would be a good way to help others figure out what
they are good at. “Knowing that you can have a positive
influence on someone realizing their full potential is very
empowering,” Marr says.
17
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19
Diversity
6 Things That Matter:
After Making
Payroll for 20 Years
What I’ve Learned
Gary A. Smith
Happy New Year. The year has barely begun and it’s already
clear that debates abound. Is the economy A. bottomed out;
B. rebounding nicely; or C. so much out of our control that
we don’t know? It seems clear that we will have health care
reform we just don’t know what it’s going to cost. Before
I move too far ahead let me say I think it matters that the
greatest nation in the world afford its citizens health care and
even as an entrepreneur of a small business, I say we can’t
afford not to. 2010, is going to be another year of wonder,
awe, shock, dismay, concern, and joy. Every year is.
It will also be the 20th Anniversary of my company,
Ivy Planning Group LLC (IVY). We will spend the year
celebrating, hearing from our clients and friends, and
looking back on the work we’ve done so that we can shape
the tenor of future endeavors. This month’s article is a look
back on what I’ve learned over those twenty years – while
building a company and consulting to leaders of Fortune
500 companies and government agencies. Here are the Six
Things I know that matter to business, organizations, and
people in general.
Gary A. Smith
• Our job is to unleash the star “potential” in our workforce
• Spend 70% of our time, energy and effort focused on
people and 30% focused on what they do
• Give our employees the early opportunities to succeed
that were given to us when we were just starting
• Stop thinking that managing people is all about managing
“risk”
• Evaluate the performance of our organizations by
the number of talented people we have…Are smart,
talented people knocking down the door to work in our
organizations?
• Talented, creative people are like magnets for each other.
Once we find them they will attract others
• Evaluate and assess the culture of our organizations against
one key indicator…is this fertile ground for talented, smart,
superstars to work and innovate? Will they come, and stay
for a while? It doesn’t matter what we think, we need to
ask them what they think.
Talented People
When Did We Stop Being Civil?
At every stage of my professional life in organizations of
every size, I am always reminded that nothing substitutes
or makes up for having talented people. We like to pretend
that every person we hire is a superstar, but in private we
know that simply is not the case. In fact, we hire so many
people that our job is to hire the best we can, train them
to the best of our ability and then encourage them to be
stars. Often the problem is we don’t know how to do it.
Great companies do it better than others. They source the
talent better, they train the talent better and they inspire
the talent better. I know that without talented people
nothing great happens. Looking back I know that the way
we have ultimately thought about people and talent needs
to change. As leaders, we must adopt new tenants and
steadfastly remain true to them.
I think it was an unintended conse-quence of being busy,
24/7 dialed in/connected human beings but I feel like we
have lost our way when it comes to being civil to each
other. We just aren’t as nice as we used to be. Slow down,
before you say, “I’m nice, I treat people well.” I’m talking
about all of us, every one of us. I’m saying that we just
aren’t as consistently nice as we used to be and as we need
to be again. Hold a door; say “after you,” at the elevator;
let someone merge in front of you in traffic; don’t blow up
– even if justified - when someone makes a mistake. The
cornerstone of civility is really simple. Assume innocence.
Assume that the person didn’t wake up and decide all they
wanted to achieve that day was to slight you or upset you.
Our human interactions have to change. We must create a
new energy inside our organizations.
21
Learn To Sell
If you want to be a star in any organization,
learn to sell. No one likes to admit it,
and many people resent it, but good
salespeople rock! Okay, I’m biased. I
spent much of my life as a salesperson,
but hear me out. When I say learn to sell,
I mean two key things. No matter what
job you have in an organization, no matter
how much or how little you interact with
clients, learn how your organization
“sells” what it does. Whether the
organization sells products, services,
or ideas doesn’t matter, you should
understand how this process gets done.
Every organization sells, the question
is do you know how they do it? If you
don’t then you can’t make the greatest
contribution to the mission. Public sector
or private sector, the requirement is the
same. Things get sold. Now if the first
step is learning how the organization
sells, it is equally important that you
learn how to sell too. Yes, you. How
well we present ourselves and our ideas
matters and if we can’t do it we won’t be
as successful as others. We don’t have
to like it but we need the skill in order to
effectively compete. Every organization
rewards the people that do this best. I’m
not even sure it’s conscious but over the
years I have learned that it happens.
Selling is a noble and important skill.
While it is often derided as the work of
hucksters, that’s only when it’s done
poorly. Our job is to learn the skills that
allow successful people to share what
they know, and advance the ideas that
matter to others. Ultimately, that’s what
it means to learn to sell.
Technology Rules
After almost 30 years in the workplace I
am compelled to believe that as much as
people matter, the greatest contributor
to our planet has been technology. It
has leveraged our talents and our time
and created opportunities for human
achievement that only a science fiction
writer could have anticipated. The
creation of the computer chip and the
relentless pursuit of reducing its size
has changed every product. Technology
doesn’t matter for its own sake though.
What matters is what we do with it. We
must learn to embrace technology, to
fight our fear of being early adopters
and immerse ourselves in it. Technology
is a tool but more importantly, it is a
22
window into culture and our world. If we
understand technology, we understand
how the world thinks and behaves.
It would be impossible to ignore the
impact that social networking is having.
Gaming technology is producing
benefits beyond kids on computers.
Whole industries will cease to exist,
while others will morph overnight to
produce the next generation of great
places to work. Technology has moved
from the back office (keeping score and
tallying the results) to the core of how
the organization does what it does. The
data and our ability to mine it, become
the business. As important as that is,
technology serves an even greater
purpose, contributing something even
more meaningful. It forces us to learn,
to stay curious, and to accept the idea
that being off balance about something
new is a good thing. I’m convinced that
the beginning of the end for each of us
and society too, is when we refuse to
keep learning the next new technology.
When we can’t program our VCR (or
even still have one), or use our thumbs
to play video games, or think that film
hasn’t been replaced by digital, or don’t
know what an avatar is, or think that last
year’s approach to anything shouldn’t
be challenged…we are dying…we just
don’t know it yet. I’m not saying abandon
the past, I’m saying understand that
the future will ride on technologies that
require us to think, learn and grow.
gets done, decisions get made, and
markets are served is what diversity is
all about. The strength of diversity can’t
just rest with the organization. There
is an expectation now that individuals
must find ways to let their difference
make a difference. Learning that the
communities (workplace, neighborhood,
or virtual) we build must be inclusive of
all the differences we can find is the new
frontier. Cultural competence is every
bit as important today as understanding
budgets might have been twenty years
ago. Each of us has to assess how
competent we are and no matter what
the answer is, continue to improve.
Diversity
For twenty years Ivy has touched
these issues, addressed these topics
and improved the performance of
organizations and individuals. By caring
about the work, doing the work, and
listening to our customers we have had
a wonderful run in the marketplace. If
you have any desire to build a world
class organization, work for one, or just
improve yourself personally, mastering
these six topics will increase the
likelihood you get there.
Diversity means difference, all kinds of
difference. I know that in the last twenty
years the organizations that figured this
out and set on a course to harness the
power of difference are better than the
ones that didn’t. I’m proud because
one of our contributions to that journey
was grounding diversity as a bottom
line business enabler. Our tag line,
Balancing Strategy, Diversity and the
Bottom-line has withstood the test of
time and only becomes more relevant
every day. From the boardroom to the
masses, diversity is alive and well.
Every person is looking to have their
difference valued and appreciated. The
opportunity is to let our organizations
be influenced by difference. Over the
last twenty years, we have learned
that tolerating difference simply isn’t
good enough. Organizations now know
that weaving difference into how work
Feedback
Developing a strong desire to constantly
solicit feedback, to understand what we
do well and what we need to improve
upon is a critical element of successful
organizations and people. It requires
a thick skin and more importantly, the
ability to let go of the past. The best
organizations shorten the cycle time
between seeking feedback, assessing
the information, and implementing the
change. After all, if we have no intention
of changing we really should stop asking
people what they think. The greatest
contributor to this feedback loop for my
company has been our customers. I can
only thank them for their willingness
to make us better by investing in our
growth and development as a firm.
Ivy Planning Group (IVY) is a full service
management consulting and training
firm. Established in 1990, IVY took its
core business consulting skills in strategy
development,
change
management,
leadership development and performance
measurement and deployed them through a
diversity lens. IVY helps leverage difference
as a workforce, workplace and marketplace
opportunity. Gary Smith can be reached at
[email protected].
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Business News
A Link Between
Growing Firms and
Job-Seekers
By Leah Carlson Shepherd
Joyce Johnson, CEO, Anchor Staffing, Inc.
With the national unemployment rate at 10 percent, the
past year has been a challenging and exciting time for Joyce
Johnson, the president and CEO of Anchor Staffing, Inc. in
Chicago. Her firm serves as a conduit between the hordes
of people who need jobs and the few employers that are
hiring right now, while many others are downsizing or laying
people off.
Born and raised in Chicago, Johnson has been in the
recruiting and staffing field for 31 years. She came into the
industry in 1979 by answering an advertisement for what
sounded like sales job, but turned out to be a recruiting
position for a firm that wanted someone with sales skills.
Later, she worked for Adecco, Spherion and eJobs.
At Adecco, she served as a branch manager, special
accounts manager and Midwest regional diversity
council chairperson, responsible for developing policies
and procedures, implementing solutions, and managing
diversity programs.
When her last
employer went
out of business,
she
decided
to launch her
own
business
in 2002. Anchor
Staffing,
Inc.
Above: Noemi
Velazquez, Ms.
Johnson, Sonya Lewis
at customer implementation meeting
Right: Anchor Staffing
strategic planning
meeting
24
now has five employees. It provides access to temporary
workers and full-time employees, including administrative
assistants, executive assistants, data entry operators,
customer service representatives, warehouse workers,
manufacturing technicians and forklift operators. Last
year, Anchor Staffing launched its professional services
division, focused on staffing in the legal and financial
industries.
Anchor Staffing’s official mission is to provide its business
clients “with exceptional employees and alternative staffing
solutions while delivering outstanding service and quality
that is unparalleled in the staffing industry.”
“We try to identify top
talent and be able to retain
them with competitive
compensation and benefits,”
It’s certainly not easy for a staffing firm to endure times of
high unemployment and economic recession, as the United
States has seen recently. Business is fairly quiet on the fulltime permanent hiring side right now, Johnson acknowledges.
However, “we are seeing some increased activity on the
temporary [hiring] side,” she says. Many companies are
relying more on temporary arrangements to help them get by
until the economy improves and future business prospects
become clearer. It also helps them ensure that they are hiring
the right people. “It’s kind of a ‘try before you buy’ [situation],”
Johnson explains. There’s definitely no shortage of individuals
seeking jobs. “We’ve seen a lot more people coming in
looking for work,” she notes. “They’re
very flexible and open to different
opportunities now.”
Reflecting on her short-term goals,
Johnson says, “I want to continue to
grow and expand. I’d like to have service
delivery expand beyond the Chicago
area. We are a great, fast-growing
company.” She also would like to identify
additional services that the company
can offer to its corporate clients.
“We try to identify top talent and be
able to retain them with competitive
compensation and benefits,” Johnson
says. “The challenges are always
going to be identifying the customers
and the competition because the
opportunity is smaller. It has shrunk
somewhat. There is a shortage of
business opportunity in the difficult
economic times. We have to be
creative. We have to maintain those
strong customer relationships.”
Economists have predicted that the U.S.
economy will see gradual improvements
in 2010, compared to 2009.
For Johnson, being an entrepreneur
has many positive sides. “I like being
my own boss,” she says. “I like the
opportunity to be creative and be able
to explore new things. The challenges
can be fun. If you’re a business owner,
you have to enjoy the challenges.”
In addition, she says she likes “being able
to say you assisted someone with their
goals in life. That’s really rewarding.”
The staffing industry provides a valuable
service and “has so many different
components. I feel it’s really exciting,”
Johnson says. She likes having the
opportunity to “work with different
personalities and different companies.
This gives you a lot of variety and
diversity. It’s really interesting to learn
how corporations function and what
makes them successful.”
Just as importantly, she adds, this field
“is what I know best. It’s what I’m
good at.”
For those looking to start their own
company or grow their small business,
Johnson advises, “Look for something
that you are knowledgeable in, that
you can draw on your resources,
your networking, your expertise.” This
strategy will shorten the learning curve
and the time it takes for the business
to become profitable.
n
continued from pg.12 ... Northrop Grumman
finding that small business are
monitoring their customer activity
more closely and researching new and
ongoing requirements. They are looking
closely at new, emerging industry
trends, which is absolutely necessary
as they align themselves with their
target audience and customers. I also
see these companies diversifying and
expanding their business capabilities by
offering additional and complementary
products and services to their brand.”
In today’s difficult economic climate,
sometimes there is a concern that
some
minority-owned
suppliers
could be negatively impacted by the
consolidation of vendors in their industry.
To prevent that from happening, “we
have established a multi-step process
to identify the impact of vendor
consolidation on those commodities
that are being considered for nationwide
agreements,” Pualani says. “Once
a commodity has been selected,
a multi-sector commodity team is
identified to develop the nationwide
agreement. A small business liaison
officer is appointed to participate as a
member the commodity team and has
the responsibility of locating small and
minority-owned firms to participate in
the national award. The small business
liaison officer serves as the voice of
the small business when sourcing
decisions are being made.”
In addition, “the small business liaison
officer is expected to determine
the current small business and
minority-owned business utilization
in the selected commodity, evaluate
all current suppliers, and conduct
research to locate potential small and
minority-owned bidders. Based on this
analysis, the small business liaison
officer develops a strategy to ensure
that small businesses will not only be
afforded the opportunity to compete for
the business, but that significant smallbusiness participation will continue in
that commodity through small business
consortiums, small businesses as
prime contractors, or as part of a joint
venture,” she adds.
Annual awards
To provide an extra incentive for
achievement in supplier diversity and
other areas of the business, Northrop
Grumman organizes an awards ceremony
each year.
Northrop Grumman’s Recognition
Awards Program offers recognition
to some of its suppliers that have
excelled in the last year. The program
is designed as an incentive to suppliers
and employees who support the goals
and objectives of the company’s SocioEconomic Business Program Office.
“This recognition is an important step in
team-building and provides motivation
for enhancing the performance of
the company in meeting external
and internal small business goals. It
also provides us an opportunity to
acknowledge and thank our world-class
small business team members who
have provided outstanding products
and services, on time and with the
highest levels of quality. This annual
event exemplifies the spirit of building
a world-class team,” Pualani says.
This awards ceremony is held in
California, with a reception at the
company headquarters, followed by a
luncheon the next day at one of the local
hotels. “It is well-attended by nominated
suppliers, customers, employees and
members of the executive leadership
team,” Pualani notes.
n
25
26
Information Systems
Security Solutions, Inc.
45150 Business Court, Suite 500
Sterling, VA 20166
“Finding Tomorrow’s Solutions, Today!”
TM
Core Competencies
IS3 is an award winning Native American, Veteran Owned SBA 8(a) certified information
technology company and provides over 80 years of information technology and telecommunications experience and an additional 40 years of experience in network infrastructure and computer lab build-outs. This combination of expertise and philosophy is combined to attract a
broader audience. IS3í s name stems from what we term the three cornerstones of technology:
Information, Systems, and Security.
Information Assurance
x Information Assurance Programs
x
x
Security Compliance
Physical Security
Information Transport Systems
x A combination of Communications Infrastructure and Radio Frequency Engineering
x
x
Native American Veteran/Minorityowned
Certified SBA 8(a)
Certified Small Disadvantage Business
(SDB)
Certified Disadvantaged Business Enterprise
Certified Local Disadvantaged Business
Enterprise (LDBE ) company
GSAñ IT Schedule 70
GS-35F-0776P
Top Secret Facility Clearance
Processes, Methodologies & Standards:
- ISO
- IEEE
- DoDAF/FEAF
- Federal (OMB, NIST)
- BICSI
- SEI CMM/CMMI
Corporate Clients Include (Partial
List):
- Sprint Nextel Corporation
- Washington Headquarters Services
- U.S. Department of State
- CSC
- Raytheon
- US Department of Justice
- US Department of Treasury
- GSA
- Motorola
Awards/Recognition
- Washington SmartCEOí s 2006/2007 Furture
50 Winners
- Washington Business Journal Top 25 Small
Businesses 2005 (#10) 2006 (#14)
- DiversityBusiness.com recognized as
one the nationí s top minority-own small
businesses
Installation of backbone/horizontal structured cabling systems.
Installation of Common Wireless Access Systems (CWAS)
Business Transformation Solutions
x Enterprise Architecture (EA) - tied to agency plans
x
x
Capital Planning and Investment Control (CPIC) - guided by EA
Earned Value Management - (EVM) as a key element of project management
28
Shumaker Report
Pricing Strategy as a
Risk Management
Tool
Gary Shumaker, President, Gary E. Shumaker, Inc.
The different pricing strategies that the government uses when
it buys from contractors are largely a risk management tool.
The Obama administration is pushing firm fixed price
contracting. It’s viewed as a strategy to avoid the risk of cost
overruns for the government.
Time and Materials
When a contractor bids to perform work on a time and materials
basis, he submits his price for each anticipated labor category
on the contract. He uses his established methodology, based
on his professional judgment and experience, to estimate how
much he will need to pay employees with the required skill sets.
He adds his indirect burdens and his fee to arrive at the price.
He’s taking a risk that he can hire the people he needs at the pay
rates that he used to determine his bid price. If the risk pays
off, he makes a reasonable amount of money. If he estimated
the price too low, the price stays the same and he makes more
money. If he estimated the price too high, the price stays the
same and he loses money. Either way, the government pays
the bid price, a fixed price, for one hour of labor. One hundred
percent of the risk of the cost per hour for an individual labor
category has been transferred to the contractor.
In this environment, the government estimates the number of
hours it needs to buy. For some acquisitions, with requirements
that can be clearly defined at the outset, this is a good solution
because there are no cost changes. If the work was a type at the
onset that defied exact definition (for example, a developmental
effort) or if requirements changed, this can be a very flexible
pricing methodology—the government just buys more hours.
The end price may go up, which may be interpreted as a cost
overrun, but a more realistic interpretation might be that the
end cost is the true cost—the requirement just couldn’t be wellenough defined before it started to estimate the true cost.
be anticipated in advance, a contractor may have difficulty in
developing a price that he wants to live with. If there are
changes to the requirement after award, the contractor needs
to evaluate the impact of those changes on his proposed price
and ask the government for a modification.
What often happens, though, is that requirements change over
the life of the contract. When this happens, some process
(possibly a Change Control Board) has to consider the change
and the cost of the change, and the end result is a cost increase.
Is it a cost overrun? The distinction can easily get lost.
Some would say that a firm fixed price contract is a recipe
for an unhappy customer. For many contractors, there is an
understandable urge, when the customer asks for a relatively
minor change, to say, “Sure, we can do that. No charge.” The
contractor has only to say that a few times before he finds that
the cumulative effect is that he’s losing money. The customer
begins to think that he can ask for changes with no impact.
A key element of managing customer expectations on a firm
fixed price contract is to exercise the change request process
for every single change, no matter how small. If the customer
looks at an early prototype and says, “That’s good, but what
I really wanted was a green screen,” unless the green screen
was in the original specification, the contractor needs to say
something like, “We’ll be happy to submit a change proposal
that will give you a price for this change in the requirement.”
Acquiescing to one change without cost will almost always
lead to more changes—and a customer who expects the
changes to be free. It doesn’t take many changes to turn a
profitable firm fixed price job into an unprofitable one!
If the requirements aren’t vague, the contractor may need to
mitigate risk by budgeting for contingencies. If the contingencies
don’t materialize, he keeps the extra money, which becomes
pure profit, and the government pays more.
Firm Fixed Price
Cost Plus
A firm fixed price is the same thing; it just uses a different unit
basis for the calculation: one firm fixed price for the whole
job is great if the government can clearly articulate everything
it wants when the solicitation is written. If everything can’t
A cost plus contract, in any of its several forms (cost plus
fixed fee, cost plus award fee, etc.) is the exact opposite. The
contractor uses his professional judgment and experience to
decide how much he will need to pay employees with those
skill sets, adds his burdens and his fee,
and decides his price. If he estimated the
price correctly, he makes a reasonable
amount of money, but this is where
the similarity ends. If he estimated too
low, he charges the government less
and still makes a reasonable amount
of money. If he estimated too high, he
charges the government more and still
makes a reasonable amount of money.
One hundred percent of the risk is on
the government. The contractor has no
risk; he cannot lose money on this type
of contract!
This may be a necessary approach for
efforts that are characteristically hard
to define up front, such as research
and development contracts. Because
the end price is difficult to define, a
higher end price may be interpreted
as a cost overrun.
can be clearly defined before the
solicitation is released. The company
takes all of the pricing risk.
Time and materials is a little more
flexible flavor of firm fixed pricing.
If the customer needs changes,
he buys more hours. This can be a
good contracting strategy when the
customer knows pretty much what
he wants to buy, just not how much
of it he wants to buy. The company
takes some pricing risk, but the risk
is spread across multiple elements,
and a mistake on one labor category
may be balanced by another mistake
on another.
So which pricing methodology is best?
The answer is, “it depends.”
Cost plus is the most flexible,
because requirement changes can be
accommodated with almost no effort. It
can be the best if the requirement cannot
be clearly defined. The contractor has
virtually no risk of losing money on a cost
plus contract. (The distinction between
the various types of cost plus pricing
structure is subject for another day.)
Firm fixed pricing isn’t totally inflexible,
but the process for accommodating
changes to requirements is clumsy at
best. It’s great if the total requirement
Of course, fee or profit is the
contractor’s payment for taking risks,
and the government will usually tolerate
only lower profit rates on cost plus.
The Best Pricing Methodology
The government will tolerate higher
bid profit rates when the contractor
assumes more of the risk.
Which Do You Like Best?
Some companies have a preference for
one type of pricing or another. Some
like firm fixed price bids, because they
historically have been able to manage
well, control customer expectations
and make higher profits. Others have
had less favorable experiences.
On the other hand, cost plus contracting
requires more exacting cost accounting,
because the government scrutinizes
closely to ensure that it’s really paying only
the true costs associated with the contract.
And, you can be assured of a relatively low
profit, but a profit, none the less.
At the end of the day, it’s about your
tolerance for risk!
Gary E. Shumaker is founder and senior
consultant for Gary E. Shumaker, Inc.,
a strategic business development
practice specializing in helping small
companies develop the intellectual
infrastructure to succeed in the Federal
marketplace. For more information,
visit www.garyeshumaker.com.
n
MEA
Vice President of Subscription Department
has just been appointed
Vice President for Subscriptions
for MEA Magazine.
Ms. St. Juste is also President of JusteFitness Health & Wellness,
and a contributing writer for MEA Magazine. She is an awardwinning fitness competitor, personal training coach and writer
with 11 years experience. She provides nutrition presentations and
wellness seminars throughout the metropolitan area.
30
MEA Magazine is proud and happy to welcome and introduce
Emmanuella St. Juste to all of you.
S I G N AT U R E C O M PA S S 2 . 0
The most successful companies are those who
invest in their people. Training is an absolute
necessity that pays for itself many times over
in improved performance and results.
The Compass series was designed for
organizations that recognize the enormous
capability of their employees and are willing to
invest in their development. The combination
of subject matter in the series was carefully
selected to represent the most important
topics in employee development. Companies
have the freedom to customize their Compass
program to fit their needs. They can choose
from the following workshops:
Kimberly K. Logan, Principal/President
S I G N AT U R E M A N A G E M E N T G R O U P I N C
WHO WE ARE
Signature Management Group Inc is
a woman-owned small business, with
headquarters in Washington, DC, providing consulting nationally to private
industry and government clients.
Signature’s vision is to be a trusted,
“people-focused” business solutions
partner via our comprehensive service
offerings and innovative approach to
client service management practices;
creating global business value through
exceptional results today and into the
future.
W H AT W E D O
Tr a i n i n g & O r g a n i z a t i o n a l
Development
P rofe s s i ona l & Ma n a g em en t
D eve lop me nt Tra i n in g
Le a d e r s hip D e ve lop m en t
Human Capital Consulting
Ta l en t Ma n a g e m e n t
Recr u i t i n g ( In c lu d in g On - B o a rd in g )
Diver s i ty P ro g ra m s
GOVERNMENT SERVICES
Cage Code: 58J83
Duns #828571906
A partial list of NAIC codes
611430 Professional & Management
Development Training
541611 Administrative & General Mgmt.
Consulting
Business Consulting
541612 Human Resources and Executive
Search Consulting Services
S t ra t e g i c P la nning
Pe e r A d v i s or y
C o a c hing
As you attend the Compass series you
will develop knowledge and skills that
will significantly increase your personal
effectiveness and ability to successfully lead
others. You will develop habits of success that
will make you a more capable person as well
as a valuable employee.
Ou r m a n a g e m e n t t e a m h a s a t ra c k
reco rd o f s u cc e s s a n d re c o g n i t io n in
s u p p lyi n g g ove r n m e n t a g e n c ie s a n d
t h e p r iva t e s e c t o r.
Emp loye e E ng a g e m en t
- Assessment , Coach in g & Men t orin g
- The Role of Trust
- The Seven Powers of Persuasion
- Principles of Partnership Selling
- Positive Impact
- Diversity
- Empowering Performance
- Employee Engagement
- Effective Supervisory Skills
- Change Management
- High Performance Leadership
- Skills for High Performance Teamwork
541618 Other Management Consulting
Services
561110 Office Administrative Services
Management Group Inc.
www.signaturemanagementinc.com
1701 Pennsylvania Avenue NW, Suite 300 Washington, D.C. 20006
Tel: 202-683-2008
Fax: 866-367-3941
Email: [email protected]
full page ad_f.indd 1
5/27/2009 11:16:58 AM
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Healthcare
POSITIVE LIFESTYLE
CHANGES
Adopting Healthier
Eating Habits
By Emmanuella St. Juste
A commitment to change your lifestyle will benefit your health
and well-being. Although not easy as we all would like it to be,
it is possible to change old eating habits and replacing them
with the new healthier ones. Because eating habits are learned
patterns behavior we have developed over the years, you have
to identify how you respond to the triggers with food. Only
then can you begin to make positive lifestyle changes.
New Year’s resolutions don’t always succeed because people
don’t tend to step back and observe their behavior.
• Do you grab an unhealthy snack or fast food because you
didn’t plan ahead where you would eat?
• Do you skip meals and end up grabbing whatever you can
get your hands on?
• Do you go to the gym without a workout already
planned out?
• Are you excited about going to the gym at first that you
overdo it, and then begin to taper off because you don’t
see results immediately?
Learning how to plan and control your response to your
triggers will help you succeed in adopting a healthier lifestyle.
Understand that there will be setbacks, but don’t judge
yourself or make excuses. Success will be achieved only
by identifying behaviors that are worth changing, prioritize
them and target them one by one and day by day.
Self-Talk and Visualization
Developing a positive self-concept about your physical
appearance and visualizing yourself healthier can help you
on your journey towards making healthier nutritious food
selections and sticking to a consistent exercise program.
Poor self concepts or past failures at weight loss often cause
people to develop negative expectations about their future
success. These negative expectations can hinder weight
loss efforts. It is not easy to replace these negative beliefs
with positive ones but it is the first step towards developing
positive lifestyle changes. If you have a distorted body image
or self concept, you will have to work hard and honestly
reevaluate and accept yourself as you are today. Negative
self-talk that pops in your head and then spoken are self
defeating expectations also:
• I have tried every diet and nothing works for me.
• I have been overweight my whole life.
• I have no time to work out.
• I ate this whole bag of potato chips; I have no control over food.
• Eating healthy it’s just too hard.
It is important to understand what negative beliefs hinder
your journey and work on developing positive statements
that will work on motivating you towards your goal.
Visualize the positive results you can achieve and believe in
them! Mind over matter is not a question of will power; it’s
about giving yourself the emotional and mental support you
need to meet your goals successfully!
I will exercise!
Did you know that one pound of body fat equals 3500 calories?
To lose one pound, you must burn 3500 more calories than you
take in. For example, to lose 1 - 2 pounds per week you must
either burn or decrease your caloric intake by 3500 – 7000 a
week or 500 – 1000 calories a day. Calories in must be less than
calories out in order for body weight to decrease. The healthiest
way to lose weight is to combine these two equations; decrease
calories eaten and increase calories burned through exercise.
Exercise has many benefits
• Helps you decrease body fat
• Helps you maintain weight loss
• Increases your metabolism
• Decrease your total cholesterol
• Reduces your risk of heart disease
• Reduces your risk of high blood pressure
33
• Reduces your risk of osteoporosis
• Increases your self esteem
• Gives you more energy
• Alleviates low back pain
• Helps you sleep better
• Reduces work days lost to illness
• Increases your overall health
• Improves your overall quality of life
It is recommended that you exercise
a minimum of three times a week for
cardiovascular health. If your goal is weight
loss, then it is recommended that you
exercise 4 – 6 times a week. Remember
to drink plenty of water before, during, and
after your workout to prevent dehydration.
Cross training, which employs different
types of exercises, is highly recommended.
It not only prevents boredom and burnout,
but it incorporates the various muscle
groups which decreases the chance of
overuse injuries.
Food Journal
Learning to maintain a food journal is an
important skill to learn on your journey
towards a healthier lifestyle change.
The following information should be
recorded:
• Time ~ write the start – finish time it
took you to eat everything.
• Where ~ home, office, car, bed, couch?
• With whom ~ alone or with others?
• Hunger level ~ scale of 0 – 5 (0 = not
very hungry, 5 = very hungry)
• Food eaten ~ write down everything
you ate.
• Amount ~ how much food did you eat?
• Fluid intake ~ remember there may be
calories associated with beverages
• Emotions ~ why did you eat? Were you
depressed, anxious, excited, lonely?
Eating out
Fast food restaurants are here to stay
because they fit into the American way
of life. An encouraging sign is that most
of the major food chains have began to
offer more low fat alternatives and salads
to their menus.
Children are particularly vulnerable
to poor nutrition if their diet contains
high quantities of fast food. If you have
children, limit their trips to fast food
restaurants. When you take them out
to eat, set a good example for them by
34
ordering healthy selections. Remember
helping children learn healthy eating
can prevent problems: obesity, heart
disease, high blood pressure, and
diabetes later in life.
Despite this recent step towards
progress, large portions and high fat and
calorie items still rule!
You can make good choices while dining
out at your favorite restaurants. Most
restaurants pride themselves on serving
portions. Try keeping the following in
mind as you peruse a menu:
• Drink at least 8 oz of water before
your meal. Request a pitcher at your
table so you can have endless refills.
• If you want a cocktail drink, order just
one and make it last throughout your
whole meal.
• Avoid filling up
on bread. If you
do have bread,
be sure it is
unbuttered and
plain.
• Fill up on salad
before your main
course. Ask for
your dressing on
the side.
• Start your meal
with a broth type
of soup; avoid
creamy
soups
and fried food.
• Eat your vegetables first. Have them
steamed of broiled with no sauces.
Ask for double serving of vegetables
instead of rice or potato.
• Try sharing your entrée with a friend
or date. Never feel you must eat
everything on your plate.
• Request your chicken or fish baked,
roasted, broiled. Many chefs broiled
meats in butter, request it broiled
dry and if sautéed, request that it be
sautéed with very little butter or oil.
• Many restaurants serve beef that
exceed the recommend serving size.
Share with your partner or take half
of it home. Trim all visible fat and
request any sauces and gravy served
on the side. Meat should be part of
your meal, not the main course.
• Best choices for dessert are sherbet,
fresh fruit, frozen yogurt or angel
food cake.
Commitment to change
In order to make positive lifestyle changes
you’ll need to break old eating habits.
Understanding that inappropriate eating
habits are hard to break, your main reason
for a positive lifestyle change should be
for health benefits and improving your
emotional well being. The best strategy
is to modify your eating patterns by
replacing old habits with new ones while
making common sense changes that you
can live with over the long term.
Proper nutrition, physical activity and
peer group support is a way to have a
lasting behavioral change and an overall
mental and physical wellness. It is very
important to set realistic goals and that
begins with reasonable expectations.
It should never be about achieving
a perfect body, because you cannot
control your body shape or where and
how your body stores fat. You can only
control how much your body stores
by controlling the quantity of food you
eat. With that being said, you are in the
driver’s seat at all times.
Emmanuella St. Juste is President of
JusteFitness Health & Wellness and a
contributing writer for MEA Magazine.
She is an ACSM certified personal
trainer and AFAA certified group
exercise instructor with over 11 years
experience directing and developing
effective health, wellness, and fitness
education programs for government
and corporate fitness centers.
Learn more about JusteFitness Health
& Wellness and Emmanuella at: www.
justefitness.com.n
Supplier Diversity Contact List
Adobe Systems, Inc.
Kathy Bodmer
Corporate Purchasing
801 North 34th Street
Seattle, WA 98103
206-675-7749 206-675-6811 fax
American Electric Power (AEP)
Gloria Hines
Manager Supplier Diversity
825 Tech Center Drive
Gahanna, OH 43230
614-883-7154
866-705-9689 fax
Air Liquide America Corporation
Sharon Gammell
Director of Procurement
2700 Post Oak Blvd.
Houston, TX 77056
713-402-2325 713-402-2305 fax
American Express Company
Gladys Lopez
Supplier Diversity Manager
2512 W. Dunlap Avenue
MS 40-02-04
Phoenix, AZ 85021
888-885-5993 602-537-9002 fax
Air Products & Chemicals, Inc.
Global Supplier Diversity
7201 Hamilton Blvd.
Allentown, PA 18195
610- 481-4911 610-481-6218 fax
Alabama Power Company
Joe Pitts
Senior Supplier Diversity
600 N. 18th Street
Room 7N-0307
Birmingham, AL 35291
205-257-1723 205-257-1884 fax
Alcatel-Lucent
Lynn Scott
Executive Director, Supplier Diversity
3400 W. Plano Parkway
Plano, TX 95075
972-477-6909 972-477-3541 fax
AT&T Corporation
Alithia Bruinton
One AT& T Way
Room 4C213H
Bedminster, NJ 07921
908-234-8852
Altria Client Services
Connie W. Smith, C.P.M.
Manager,
Supplier
Diversity
Development
2001 Walmsley Blvd.
Richmond, VA 23234
804-274-4714
804-274-4870
Amtrak
Walter R. Livingston, III
Director, Supplier Diversity
30th Street Station
5th Floor South, Box 12
Philadelphia, PA 19104
215-349-3509 215-823-2416 fax
Apple, Inc.
Maurice Webb
1 Infinite Loop
M/S 17-1P0
Cupertino, CA 95014
408-974-7563
408-974-1141 fax
Blue Cross & Blue Shield
Association
Ariel Gonzalez
Purchasing Agent, Procurement
225 N. Michigan Avenue
Chicago, IL 60601
312-653-6000 312-297-5586 Fax
The Boeing Company
Anna Johnson
Senior Manager, Supplier Diversity
2401 E. Wardlow Road
CO52-0096
Long Beach, CA 90807
562-496-7266 562-982-5198 fax
Booz Allen Hamilton, Inc.
Diane Marsden
Manager Small Business Liaison
Officer
8283 Greensboro Road
McLean, VA 22102
703-377-4677 703-902-3574 fax
CBS Broadcasting, Inc.
Joseph Yang
Director, Strategic Sourcing
524 West 57th Street
11th Floor
New York, NY 10019
212-975-8468
BP
Debra A. Jennings- Johnson
28100 Torch Parkway Blvd
3rd Floor
Warrenville, IL 60555
630-836-5573 630-836-5449 fax
CDW
Nita Smith
300 North Milwaukee Avenue
Vernon Hills, IL 60061
847-371-5002
847-371-3257 fax
Baltimore Gas & Electric
W. Maurice Bridges
2900 Lord Baltimore Drive
Baltimore, MD 21244
410-597-6972
CH2M Hill
Willie Franklin
Small Business Liaison Officer
9191 South Jamaica Street
Englewood, CO 80112
720-286-2274
720-286-9121 fax
BellSouth Corporation
Debra M. Stone
Corporate Supplier Diversity Manager
675 W. Peachtree Street, NE
Room 39F50
Atlanta, GA 30375
404-420-8444 404-872-1326 fax
Champion Aerospace, Inc.
Stanley Nalley
Purchasing Manager
1230 Old Norris Road
Liberty, SC 29657
864-843-5315 864-843-5470 fax
35
Cisco Systems, Inc.
Denise Coley
Global Manager, Supplier Diversity
170 West Tasman Dr.
San Jose, CA 95134
408-853-3426 408-527-1362 fax
Eli Lilly and Company
Tom Thattacherry
Senior Diversity Sourcing Associate
Lilly Corporate Center
Indianapolis, IN 46285
317-276-5055 317-276-5469 fax
ConocoPhillips
Hubert Jones
Supplier Diversity Director
420 South Keeler
Bartlesville, OK 74004
918-661-3979 918-661-3307 fax
Entergy Corporation
Madlyn Bagneris
639 Loyola Avenue
Mail Unit L-ENT-5B
New Orleans, LA 70161
504-576-2036
504-576-7670 fax
Coca-Cola Company
Johnnie Booker
P.O. Box 1734
Atlanta, GA 30301
404-676-2529 404-515-2637 fax
Fannie Mae Corporation
Roland Jones
Director Supplier Diversity
13100 World Gate Drive
Herndon, VA 20170
703-833-7180 703-833-5803 fax
Computer Sciences Corporation
(CSC)
Chireda Gaither
45245 Business Court
Sterling, VA 20166
703-818-4217 703-736-5010 fax
Federal Express Corporation
Tina Thornton
Senior Supply Chain Specialist
30 FedEx Parkway
Collierville, TN 38017
901-263-6848
901-263-6449 fax
Dominion Power
Lowell Carrington
P.O. Box 26532
120 Tredegar Street
Richmond, VA 23219
804-771-3915
866-298-7864 fax
General Dynamics Information
Technology
Ludmilla Parnell
Marketing Director, SB Partnership
3211 Jermantown Road
Fairfax, VA 22030
703-246-0948
Duke Energy Corporation
Andrew Grier
Manager, Supplier Diversity
400 South Tryon Street
Charlotte, NC 28201
704-382-7690 704-382-3553 fax
General Electric Company
Mark Miller
Leader, Supplier Diversity
One Neumann Way
M/D 78
Cincinnati, OH 45215
513-552-4457 513-786-5949 fax
Eaton Corporation
Deborah Rhynehardt Pickens
1111 Superior Avenue
Cleveland, OH 44114
216-523-4226
216-479-7199 fax
EDS
Gwen Johnson
5400 Legacy Drive
Plano, TX 75204
972-604-6000
972-605-6033 fax
36
Goodrich Aerospace
H. Ross Lowry
Senior Buyer/SBLO
100 Panton Road
Vergennes, VT 05491
802-877-4218 802-877-4115 fax
Halliburton Company
Teena Bell
10200 Bellaire Blvd.
1SW-33E
Houston, TX 77072
281-575-3254 281-575-5760 fax
Harris Corporation
Harris Corporation
Rhonda Sammons
P.O. Box 37
M/S REN-11D
Melbourne, FL 32902
321-729-2093 321-726-3361 fax
Hewlett-Packard Company
Brian Tippens
Manager, Supplier Diversity
20555 Tomball Parkway
MS 060401
281-518-1477 281-514-1655 fax
The Home Depot
K. Michelle Sourie Johnson
Director Supplier Diversity Sourcing
2455 Paces Ferry Road
Atlanta, GA 30339
770-384-4081 770-384-3260 fax
Honeywell Aerospace
Mike Glass
Manager Aerospace Sourcing – Supplier
Diversity
2600 Ridgeway Parkway
Minneapolis, MN 55413
612-951-6297
763-954-2339 fax
HSBC USA
Jennice Smith
1 HSBC Center
17th Floor
Buffalo, NY 14203
716-841-0349 716-841-5974 fax
Johnson Controls, Inc.
Kenneth Gardner
Diversity
Business
Development
Manager
49200 Halyard Drive
Plymouth, MI 48170
734-254-5441 734-254-7233 fax
Lockheed Martin Aeronautics
Company
Dianna L. Salgado
Supplier Diversity Programs
1011 Lockheed Way
Mail Zone 0828
Palmdale, CA 93599
661-572-6122 661-572-7368 fax
MGM Mirage, Inc.
Kenyatta Lewis
3260 Industrial Rd.
Building C
Las Vegas, NV 89109
702-792-4926 702-669-4291 fax
Microsoft Corporation
Carol Hoffman
Senior Supplier Diversity Manager
One Microsoft Way
Redmond, WA 98052
425-421-6455 425-708-2030 fax
NBC Universal
Corey Smith
Corporate Sourcing, Director Supplier
Diversity
30 Rockefeller Plaza
Suite 1206W
New York, NY 10112
212-664-404 212-664-7510 fax
Northrop Grumman Corporation
Gloria Pualani, Director Socio-Economic
Business
Programs/Government
Relations
1000 Wilson Blvd.
Suite 2300
Arlington, VA 22209
703-875-8451 703-741-7311 fax
Pepco Holdings, Inc.
Rhonda Lynch-Corini
701 Ninth Street, NW
Suite 4024
Washington, D.C. 20068
202-872-3008 202-331-6655 fax
PepsiCo
Chris Knox
One Pepsi Way
Somers, NY 10589
914-767-7243 914-767-6799 fax
Pfizer, Inc.
Gwendolyn Turner
Director, Worldwide Supplier Diversity
150 East 42nd Street
MZ-ZIS
New York, NY 10017
212-733-2656 212-733-1219 fax
Raytheon Company
Benita Fortner
870 Winter Street
Waltham, MA 02451
781-522-6337 781-522-6418 fax
Shell Oil Company
Patricia Richards
Manager, Supplier Diversity &
Outreach
910 Louisiana
Suite 4222
Houston, TX 77002
713-241-8925 713-241-8949 fax
Sodexo, Inc.
Darlene Fuller
Senior Director, Supplier Diversity
9801 Washington Blvd.
Suite 1436
Gaithersburg, MD 20878
301-987-4394 301-987-4692 fax
Southern California Edison
Dennis Thurston
Diversity Manager
2244 Walnut Grove Avenue
Rosemead, CA 91770
626-302-8883
626-302-4410 fax
Sprint Nextel
Haleemah Hall
2002 Edmund Halley Drive
Reston, VA 20191
703-283-4586 703-935-0680 fax
Time Warner
Greta Davis
Executive Director Supplier Diversity
One CNN Center
14SE
Atlanta, GA 30303
404-827-1951
404-878-5424 fax
Toyota Motor Manufacturing North
America, Inc.
Adrienne C. Trimble
Supplier Diversity Purchasing Manager
25 Atlantic Ave.
MC PURSD-NA
Erlanger, Kentucky 41018
859-746-1611 859-746-4449 fax
United Parcel Service, Inc.
Fritz Valsaint
Supplier Diversity Coordinator
55 Glenlake Parkway, NE
Building 1, 5th floor
Atlanta, GA 30328
404-828-6847 404-828-8225 fax
United Space Alliance
Joellen Moore
8550 Astronaut Blvd.
Mail Code USK-360
Cape Canaveral, FL 32920
321-861-5249
321-867-7068 fax
United Technologies Corporation –
Sikorsky Aircraft Corporation
Sheila Harris
6900 Main Street
MS 204A
Stratford, CT 06615
203-386-3387 860-998-7933 fax
Verizon
Delores Johnson-Cooper
13100 Columbia Pike
E21A
Silver Spring, MD 20904
301-236-3699 301-236-0993 fax
Washington Suburban Sanitary
Commission
John Bednarczyk
Acquisition Department
14501 Sweitzer Lane
8th Floor
Laurel, MD 20707
301-206-8293 301-206-8884 fax
Waste Management
Kimberly Duck
1001 Fannin
Suite 4000
Houston, TX 77002
713-394-5020 713-328-7603 fax
37
DEPOSIT
‘TIL 8,
AVAILABLE
NEXT
DAY
CHECK IN.
CASH OUT.
Get a $25 TD Bank Gift Card when you
open a Checking account with $250 or more.
Be sure to bring this ad in with you!
OPEN 7 DAYS • LEGENDARY SERVICE • HASSLE-FREE BANKING
Visit the Laurel store at Baltimore Avenue & Mulberry Street,
connect to TDBank.com or call 1-888-751-9000.
575+ convenient locations throughout Metro New York,
Metro Philadelphia, Metro Washington, DC and Southeast Florida
TD Bank, N.A.
Restrictions may apply for next-day availability. See deposit account rules for details. Offer valid through February 15,
2009 at the Laurel store. Only new, non-interest bearing Checking accounts with initial deposits of $250 or more are
eligible. Cannot be combined with any other offer. One bonus maximum per household. $25 Gift Card will be given at
time of account opening and will be reported as taxable income.
Code: 11313
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© 2009 Northrop Grumman Corporation
Building Stronger Partnerships to meet the Advanced
Technological Needs of the War Fighter.
www.northropgrumman.com
A key component to Northrop Grumman’s success is its diverse supply base. A diverse supply base
creates an environment of inclusion and promotes innovation and creativity. Ultimately, it reflects and strengthens the communities we live and work in and makes the world a safer place.

Northrop Grumman Cultivates Strong Supplier

Transcription

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