The light bulb over your head pops on, brilliantly illuminating a path toward a future opportunity…the heart and mind races with the excitement of potential…and a passion is born! It’s a great idea…one of the best ideas ever. Now how do I make it work?

 The Idea Network is a resource to help ignite the “spark” to take your idea from theory to practice while maintaining the passion. The Idea Network is an ongoing dialogue between those who have taken steps to move their idea from concept to reality and those who have a burning desire to do just that. The Idea Network will highlight individuals who have started businesses or introduced new concepts within their organization. We’ll discuss their challenges, solutions and current business perspective. And through our Q/A, we hope to share resources, establish connections, and help you get started and stay focused while transitioning through all stages of your big idea’s life cycle.

We hope you visit The Chenault Group site and visit The Idea Network often. We hope to not only deliver practical advice, but provide Idea Network participants with strategies and connections that will help bring your “big idea” to light.

Spark a conversation! Click on the comment to leave your questions, thoughts and comments for The Chenault Group.

We look to our past to provide us with the strength to overcome current challenges.  View an excerpt from our latest leadership project that profiles heroes who persevered beyond the trials of adversity.  The following is from our interview with Tuskegee Airman, Charles R. Nolley II:

Charles persevered and pushed onward to continue his training – first as an Encryption Specialist, then as a Tuskegee Airman pilot.  Each step provided him more pay and valuable expertise and experience.  Charles wanted the opportunity to prove them wrong; to prove to everyone that African-Americans deserved a chance, the right, to fight for their country.

News of the war continued to be fed to the soldiers on the base however, the men were not sent to fight.  Whenever they completed what they thought was the last bit of training, they were called back to do more.  White officials thought that they were not ready for combat no matter how much training they received.

They didn’t send us to combat.  “[They would say] those niggas don’t have it up here (tapping his head)…if they got to combat they wouldn’t know what to do.”

White boys were in the A20s [plane]. It was no way equal to the Messerschmitt (German plane).  They had to protect the bombers. They did the best they could.  I have to give them credit.  It [Messerschmitt] could turn better.  They did the best they could.  They gave them [white soldiers] training and sent them to combat.  They trained us and when it was time, they gave us more training.

In the meantime the government was trying to build a better plane.  When we first got in, we got the new plane.  It was like the A-20 except in one phase it could turn better.  We got the P51-Mustang, variety C.  That was the real McCoy.  At that time, I thought that was the fastest thing made.  It did everything.  It was there [its destination] as soon you were thinking about it.  It could out fly anything in the air.

Unbeknown at that time, there was an advantage hidden in the flawed perception and negative actions of white officials on the base.  By holding back the Black airmen and giving them an inordinate amount of training and practice runs, the men gained and heightened their skills and technical ability to expertly fly all types of aircraft.  The Tuskegee Airmen became the ultimate fighter pilots.

Thank You, First Lady Eleanor Roosevelt…“These colored boys can fly!”

The war was getting intense.  General McArthur repeatedly called for more men on the front line and asked for the unit.  However General Hunter continued to say the black squad was not ready.

Finally we were called into combat.  Mainly I think because of A. Phillip Randolph and his threat, but also because Mrs. Roosevelt came to Godman Field.  There was a pilot in our squadron we called Chief.  He had flying experience before the war.  We respected him because he already knew everything we were trying to learn.  He took her up to show her what the plane can do.

After the flight, she called her husband [President Roosevelt] and told him, according to what I heard, “These boys can fly!”  Shortly afterwards we were sent to overseas.

Thanks to our First Lady, Mrs. Eleanor Roosevelt…It was an honor to finally go to combat.

We were anxious to go and fight to prove ourselves.  So many negative things in their papers and writing that we couldn’t handle combat.  So like most of the guys…I was young and I wanted to show them what I could do.  We had got a good plane and good training…best trained pilots in the Army.  When we finally got this great plane we were anxious to go

Carving the Way Through the Sky

We were stationed in North Africa, but flew over Germany to escort the bombers.  Our job was to protect the bombers.  We never lost a bomber to enemy planes.  There were guys in my outfit who would just look for things to bomb.  On their days off, on their own (although most of us waited for orders), they would go into Germany to scout airports and look for fighter planes.

Turn…Turn…Turn.  Get on their tails!

In combat I wasn’t afraid, I was excited….then to hear these big enemy buzzing things were trying to kill me…I’m going to kill him first… I’m a better pilot with a better plane I’m a better man than he is…I’m going to shoot him down and make him sorry.

Soon as we got there (combat) we were told by the experienced guys – turn!  We were told to turn to get on their tail.   When they [the enemy] got on your tail you turn and get on his.  And we would turn and pretty soon we would wind up there.

Some of those guys [Tuskegee Airmen] could do anything….they were just wonderful.  They named some of the guys, Hunters or Avengers…they would go out with their wingman to hunt for planes.  They were just so nasty to us in basic training.  It made us anxious to go fight.  Just to show that the things they wrote about us…that goes for the top of the Air Force.

We were there to protect the bombers and we never lost a bomber to enemy planes…purely to show that we were the best in the world.  Our [US] bombers won the war.  Because we got them there safe.  So we must have won the war.

“The Enemy tried to fight us…then they tried to outnumber us… when they sent up extra planes, we just said there were more people to shoot down…when they saw us come over the horizon they would about face.”

We hope you will return to our site to learn more about our heroes and the progress of this project.

The Chenault Group, Inc. has partnered with the NAACP Metuchen Edison Area Branch and Middlesex County Cultural Heritage Commission to undertake this project of immense opportunity for learning and sharing the history of struggle, survival and perseverance. The first phase of the project covers time periods surrounding WWII (1939 - 1945), and the Korean War (early 50’s). Our goal is to interview and photograph Middlesex County African American veterans from different branches of the military in order to create engaging, detailed written, visual and audio accounts of each Veteran’s experience. We hope to illuminate the African-American perspective to the call to defend America on foreign soil; the conflict between patriotism and racism; and the residual effect of war on personal lives, family and local community as they transitioned from military to civilian life.

WE NEED YOUR HELP! To make this an outstanding presentation befitting of the sacrifices made by our Veterans, we are in need of:

• Interview subjects: WWII and Korean War Veterans
• Personal photos of family, social events taken in and around Middlesex County from 1939 -1945 and early 50’s that include Veterans (preferably in uniform)
• War-time related memorabilia (newspaper & magazine articles, obituaries, posters, post cards, etc.) and unique artifacts
• Uniforms and other articles of clothing, medals, awards, certificates

DON’T LET OUR HISTORY VANISH! Help us take this rare and unique opportunity to preserve history and increase awareness of the contributions of our soldiers.

For further information, contact Monica Kilgore directly at monica.kilgore@thechenaultgroup.com or (732) 261-8279

With so much change coming at us from so many directions, we may find ourselves paralyzed by the sheer weight of negative information. We are exposed to so much, at such a fast pace, that many of us have become numb, immobile and frankly cynical about the future. Many have either adopted a “whatever”, “It is what it is…” mentality as we wait for the next shoe to drop or spin around in panic-mode.

For those of you who have survived the latest round of layoffs and are now charged with leading other weary colleagues how do you keep yourself and others motivated when it is so important in this challenging economy to be proactive?

…By implementing a motivating and guiding communication strategy

Don’t avoid the challenge of facing a difficult situation head on – You can’t overcome what you don’t confront. Don’t hide behind the desk or emails. Be visible. Go directly to those who need to know in order to provide assurance. Share your feelings. Encourage others to speak openly about their fears. This provides an opportunity to address critical issues and concerns in an open forum. Frustration and negativity is infectious. Act with a sense of urgency to nip unproductive dialogue in the bud. Don’t wait until you have ALL the answers. You never will. It is important to respond quickly with information you do know. Present a “we are all working through this together” theme.

Create and deliver a vision of the future state. Where do we hope to be as we venture through new economic territory? Paint the picture in realistic terms. Avoid over-used terminology and “kumbaya” phrases. Let your employees know there is an action plan in place and it’s in motion. Get as specific as possible. Remind them with facts and data that illustrate where we were, where we are and where we want to be once we’ve gone through this transition. Make it an informal presentation and open for questions.

Be accessible and approachable. Your door should be wide open during times of challenge. Understand that change affects everyone in different ways. Don’t be afraid to have an open, honest conversation with individuals who may not express their concerns in a group meeting.

Send consistent messages to communicate the vision. Remind your team that this transition period is an active work in progress. Create and use as many venues as possible to present clear, simple, memorable phrases and positive messages that drive home the vision.

Create a periodic newsletter that frequently focuses on positive changes within the company and provides information on how individuals can prepare for the future. The newsletter should point out related change initiatives that is/has occurred within your industry and throughout the economic community.

Create a simple phrase or phrases that effectively illustrate where you want to be – Stronger…Skilled…Innovative…Green…Community centered, etc. Use these phrases as opening or closing points in regularly scheduled meetings or briefing sessions to point out what is being done on a day-to-day basis to reach this end state. Use them as tags in your emails and meeting agendas. Create banners, posters or an enterprise-wide reward program to recognize those who walk the talk. Keep the message as visual as possible in order to perpetuate the action of movement in a more positive direction.

A positive attitude and optimism goes a long way. There is a lot of doom and gloom out there, so focus on the positive. What we can do and how we can support each other in our own personal change initiatives. For example, if you’ve communicated that we need a more skilled workforce to be competitive in the future. Discuss what training is available and how we can make time to obtain certificates and degrees.

Publicize and reward innovative, out of the box team work that help build and strengthen positive thinking alliances. Acknowledge those who are creatively solving problems that help move the department and the organization forward. Get out the pom-poms; change can be exciting!

Be the change you want to see in others. Take bold action steps. Walk the Talk. Make an extra effort to communicate with everyone at all levels. Dress for action…for success. (Even though the news from wall street may make us want to crawl into bed and pull the covers over our head, we don’t need to walk around looking as though we just rolled out of deep depression sleep). Try something new and talk about it, whether it worked or not. Just the action of attempting something new may propel others to take a risk. Network with others and freely share information. Mentor someone.

Although change and uncertainty may cause us to react unproductively or retreat, business and organizations continue to be in constant movement. So, no matter what changes come our way, we have to continue to march on in order to outpace the competition and be prepared for the next wave.

The Chenault Group, Inc. has partnered with the NAACP Metuchen Edison Area branch to undertake this project of immense opportunity for learning and sharing the history of struggle, survival and perseverance.

The first phase of the project covers time periods surrounding WWII (1939 - 1945), and the Korean War (early 50’s).  Our goal is to interview and photograph Middlesex County African American veterans from different branches of the military in order to create engaging, detailed written, visual and audio accounts of each Veteran’s experience.  We hope to illuminate the African-American perspective to the call to defend America on foreign soil; the conflict between patriotism and racism; and the residual effect of war on personal lives, family and local community as they transitioned from military to civilian life.

WE NEED YOUR HELP!  To make this an outstanding presentation befitting of the sacrifices made by our Veterans, we are in need of:

• Interview subjects: WWII and Korean War Veterans
•  Personal photos of family, social events taken in and around Middlesex County from 1939 -1945 and early 50’s that include Veterans (preferably in uniform)
• War-time related memorabilia (newspaper & magazine articles, obituaries, posters, post cards, etc.) and unique artifacts
• Uniforms and other articles of clothing, medals, awards, certificates

 DON’T LET OUR HISTORY VANISH! Help us take this rare and unique opportunity to preserve history and increase awareness of the contributions of our soldiers.

For further information, contact Monica Kilgore directly at monica.kilgore@thechenaultgroup.com or (732) 261-8279.

Most companies are in business to make a profit through either providing better service than their competitors or making wise and calculated investment decisions. Therefore, businesses are only interested in having employees who can help them achieve these goals.

Your resume must show them that you can give them what they want.  Why else should they hire you?

A resume takes you only the first few steps toward that new job.  A poor resume can stop you dead in your tracks. It is a powerful marketing tool that introduces your skills and accomplishments to a potential employer.  It has to clearly, distinctly and single-handedly convey your strengths in order to survive the competition.  It is your road map to and through the interview and hiring process.

Your resume must speak loudly and clearly of your value as a potential employee. Resumes that are acted upon are those that demonstrate how well you can perform - one that focuses on your successes.

Businesses work by success. In other words, what have you successfully accomplished?  How did you contribute?  From entry-level to CEO, how did you impact the bottom-line?  Did you handle an overwhelming number of incoming calls, efficiently and effectively?  Did you master a computer application?  Did you turn around a troublesome department or division?

Your accomplishments differentiate you. Your accomplishments sell your potential.  Focusing on them tells the reader that you are results oriented, accomplished and a significant contributor.

Surviving the 7 Second Cut…
To survive the 7-second cut, your resume must grab the reader’s attention and tell them exactly how you can help the organization meet its bottom line.

BEFORE WRITING YOUR RESUME, ASK YOURSELF…
Hiring Managers are looking for individuals who can not only fulfill the functions of the position, but also resolve the day-to-day issues and challenges of the job to the best interest of the organization and their internal and external customers.

Before writing your resume put yourself in your potential employer’s shoes by asking yourself the following questions.  Write out your answers.  Provide detailed examples that reflect:

1. The problem(s);
2. Challenges to resolving the problem;
3. Steps taken to resolve the problem;
4. Quantifiable results

Can you provide complete and detailed examples of the different kinds of problems (i.e. people related, equipment/system related, organization related) that you solved on the job?

Can you provide complete and detailed example (problem, steps to resolve and results) of your most problematic project?

How did you turn-around a problematic project(s)?

How did the company benefit from your performance?

How did you do the job or resolve problem(s) differently and better than the person before you?

Did you introduce a new program or system?  If yes, what purpose did it serve and what were the results?

Did you save or earn money for the company?  If yes, how much? (Your answers can be in $$$ or %)

What were you most proud of at your former job?

What would your supervisors and co-workers say they would miss most about you when you leave? ( Rephrased:  What expertise do you possess that you could yourself a subject matter expert or what do you do differently than your co-workers or what do you individually contribute to a team effort?)

Have you led or work as part of a team?  (Example(s) should include how you managed that team so they worked cohesively and completed the project or how you worked as a team member)

Did you make any suggestions that streamlined a process or increased efficiency, profits, productivity, etc? (Include who and how you made this suggestion/s)

Did you sell a new concept, idea or procedure that was implemented?

Your ability to answer the above questions will help you create an accomplishment driven resume, as well as, formulate clear, concise answers during an interview.

How to recover when things don’t go as planned

Pre-emptive move: Review and make adjustments
To stave off the naysayers, be open and honest with progress from the start. Let people know what is working and what is not. Fear of failure lends itself to hiding and side stepping when things just aren’t working as anticipated.

Maintain visibility and effectiveness in all other areas of your responsibilities
It’s easy to barricade yourself in your office or evaporate behind technology. Maintain visibility and effectiveness when experiencing major changes to let your team know you are actively engaged and focused on not only finding a solution to this challenge, but also in other areas.

Include your team or expand your team to find new solutions and a turnaround strategy
American Industrialist Henry Ford said, “Failure is simply the opportunity to begin again, this time more intelligently.” Don’t waste time pointing fingers or blaming others. Enthusiastically engage your team in reexamining benchmark metrics and root causes, and to identify alternative approaches. Expand your team to add talent and differing perspective to the problem solving process.

Keep lines of communication open
Be a conduit of information to senior leadership and subordinates. Express your thoughts, feelings, and ideas in a clear, succinct, and compelling manner in both oral and written mediums. Adjust language to capture and maintain attention to critical issues when interest wanes. Sideline frustration by actively listening and understanding what others say throughout the process.

Recognize when to call in an outside expert
In an era of skin and bone staffing, many are called upon to become in-house “experts”. However the challenge may demand more professional and technical skills and experience. Present senior management with cost analysis of the project to highlight the benefit of utilizing outside consultants if needed.

Understand that it may take a while to rebuild confidence
Remember the oft-used phrase “You’re only as good as your last sale” or, the not oft-used but just as important, “They may not remember what they had for dinner, but they always remember the dessert”. Don’t let a disappointing outcome define you. Persistence and accountability is the key to overcoming a short fall and getting to the well-remembered dessert to gain confidence. Success is achieved by overcoming multiple attempts.

We are currently in a remarkable period. The economy and sheer volume and velocity of dramatic change have caused individuals, organizations and corporations to pause, reflect and look for different ways to compete in the global arena. The need for creative thinking is at its greatest - a renaissance.

The Chenault Group represents a group of thought leaders that are committed to providing practical information and strategies that focuses on helping individuals and organizations successfully attain career and business objectives.

To reach our goals in this most challenging business climate, creative ideas and innovative actions are key to survival. Creativity is necessary to building a motivating and guiding climate that nurtures our workforce toward optimal performance, superior customer service, and innovative problem solving to attain extraordinary results. Innovation emerges from self-assessment and identifying areas where we can mentally, spiritually and financially profit by unleashing the potential within ourselves and others.

This website can help you manage your most valuable resources, your talent and your future. This site will evolve, move and grow as new information and emerging technologies dramatically impact human behavior and changes the way we conduct business. Through our Entre/Intra-preneurial network, blogs, articles and related resources, our goal is to connect you with vital information that will propel you to begin a new chapter in your career and your organization. We welcome the opportunity to partner with you to help you and your teams reach their ultimate goal and begin your renaissance!

Melissa Gasnick Cloeter

www.link2winc.com

Q. What was the “spark” that propelled you to start your business?

I started WINC after working for Garden State Woman Media and Events Company as the VP of Sales & Marketing and RDD Associates as the Marketing Director. I recognized a real need for corporations and firms to consult with an outside expert who understands the complexities and the financial rewards of a diverse workforce, and how to make diversity happen. Additionally, as VP of Sales and Marketing for a woman’s magazine, I recognized a real void in marketing strategies on understanding women as consumers or clients. Based upon my experience and background in sales, marketing, business development, networking and women’s initiatives, I knew I could accomplish results for companies and women by filling the voids and creating opportunities.

Q. Why was it important to you to start a business that focuses on Women’s Initiatives?

I started a business that focused on Women’s Initiatives because I saw a need I could fill. I truly believe that many of the issues companies are grappling with today would not be as severe if a variety of voices with different ideas and experiences were sitting at the decision making table. It is through diversity that fresh ideas, approaches and strategies are created to conquer today’s problems. Diversity is the future because diversity is the world.

Additionally, I know what it is like to be seen as less competent, make less money and not have the same career opportunities presented to me due to being a woman and a mother. I know what it is like to have to restart a career after taking a break to raise kids and support a spouse’s ambitions. I know what it is like to sit at a meeting and not have a voice because I wear a skirt and not a tie. I know…

Q. What should be our focus when planning a marketing strategy in this challenging economy?

Whatever your business, when determining smart marketing strategies, you need to know your customer- first and foremost. Evaluate: Age; sex; marital status; career professions; demographic information such as: household size, income, and location. Are you a B2B business? If so, what is the best vehicle to reach the key decision maker of a company you want as a client? Everyone is talking about “Networking.” Networking can be relatively low cost and effective only if you are making the right connections and not sitting in your seat. Otherwise, networking is a waste of time and valuable resources. Also, you need to have a realistic budget.

Q. What was the biggest challenge to starting your business and how did you overcome it?

My biggest challenge has been getting out of my own way and shifting the focus of my business mindset from “What I Want” to “Where I’m Going.”

Spark a conversation! Post your questions for Melissa here on The Idea Network page.

Your resume must show them that you can give them what they want.  Why else should they hire you?

A resume takes you only the first few steps toward that new job.  A poor resume can stop you dead in your tracks. It is a powerful marketing tool that introduces your skills and accomplishments to a potential employer.  It has to clearly, distinctly and single-handedly convey your strengths in order to survive the competition.  It is your road map to and through the interview and hiring process.

Your resume must speak loudly and clearly of your value as a potential employee. Resumes that are acted upon are those that demonstrate how well you can perform - one that focuses on your successes.

Businesses work by success. In other words, what have you successfully accomplished?  How did you contribute?  From entry-level to CEO, how did you impact the bottom-line?  Did you handle an overwhelming number of incoming calls, efficiently and effectively?  Did you master a computer application?  Did you turn around a troublesome department or division?

Your accomplishments differentiate you. Your accomplishments sell your potential.  Focusing on them tells the reader that you are results oriented, accomplished and a significant contributor.

Surviving the 7 Second Cut…
To survive the 7-second cut, your resume must grab the reader’s attention and tell them exactly how you can help the organization meet its bottom line.

BEFORE WRITING YOUR RESUME, ASK YOURSELF…
Hiring Managers are looking for individuals who can not only fulfill the functions of the position, but also resolve the day-to-day issues and challenges of the job to the best interest of the organization and their internal and external customers.

Before writing your resume put yourself in your potential employer’s shoes by asking yourself the following questions.  Write out your answers.  Provide detailed examples that reflect:

1. The problem(s);
2. Challenges to resolving the problem;
3. Steps taken to resolve the problem;
4. Quantifiable results

Can you provide complete and detailed examples of the different kinds of problems (i.e. people related, equipment/system related, organization related) that you solved on the job?

Can you provide complete and detailed example (problem, steps to resolve and results) of your most problematic project?

How did you turn-around a problematic project(s)?

How did the company benefit from your performance?

How did you do the job or resolve problem(s) differently and better than the person before you?

Did you introduce a new program or system?  If yes, what purpose did it serve and what were the results?

Did you save or earn money for the company?  If yes, how much? (Your answers can be in $$$ or %)

What were you most proud of at your former job?

What would your supervisors and co-workers say they would miss most about you when you leave? ( Rephrased:  What expertise do you possess that you could yourself a subject matter expert or what do you do differently than your co-workers or what do you individually contribute to a team effort?)

Have you led or work as part of a team?  (Example(s) should include how you managed that team so they worked cohesively and completed the project or how you worked as a team member)

Did you make any suggestions that streamlined a process or increased efficiency, profits, productivity, etc? (Include who and how you made this suggestion/s)

Did you sell a new concept, idea or procedure that was implemented?

Your ability to answer the above questions will help you create an accomplishment driven resume, as well as, formulate clear, concise answers during an interview.