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A Native American journey for civil rights, equality and education

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By Amy Foxworthy

“It is a tragic irony that the American Indian has for so long been denied a full share of freedom – full citizenship in the greatest free country in the world…nearly half our states and many hundreds of our cities and towns bear Indian names…and still the paradox exists.” – Attorney General Robert F. Kennedy, addressing the National Congress of American Indians, 1963

When you ask Aleeah Yates Livengood, a Hoosier wife, mother, business entrepreneur and college mentor, to name the inspirational people that have changed her life, high on her list is the late Sen. Robert F. Kennedy. “People that come into our lives are not by mistake,” says Livengood, 53. “What Bobby Kennedy did for my family changed four generations of people’s lives.”

She explains her personal story is also intertwined with a national narrative of civil rights and citizenship. In the spring of 1968, Aleeah, then just 7-years-old, was overwhelmed with excitement. Word had spread that Sen. Robert “Bobby” F. Kennedy was scheduled to fly into rural Tippecanoe County, Indiana to Halsmer’s Airport, directly beside the Yates family home. These were tough times for the young Indiana girl and her family. Two years after a devastating car accident, her father remained in a wheelchair, his body encased in casts. Her family, which included her two sisters, and brother, often had little else to eat other than federal “commodities” of powered eggs and canned ham. After Aleeah’s mother spotted the presidential candidate’s spouse, Ethel Kennedy, she humbly asked if Kennedy would wave to her husband. Instead, Robert Kennedy borrowed a reporter’s car and drove to Aleeah’s home.

As Aleeah and her two younger sisters sat spellbound on the fence, their father pulled himself from his chair to greet the candidate. Today, Aleeah Yates Livengood, now a parent herself, vividly recalls what happened next. Senator Kennedy asked Aleeah’s father, “Son, what happened? How are you surviving, since you can’t work? How are you taking care of these children?” Livengood recalls. “He looked at all of us, and he looked at me and he winked and I just melted,” she says, still moved by the memory. Kennedy talked with each family member, ending with her, the oldest child. “He put my face in his hands and he said, ‘Someday your life will be different, I promise you,’” recalls Livengood, her eyes filling with tears. Then, it was time for Kennedy to go. The young girl wept.

“I remember marching in civil rights marches with my parents. When we went south, we had to drink out of the fountains labeled ‘colored.’ I knew what was happening, I knew I wanted to be part of it, and I knew I was too small. So I cried as the bus drove away and I promised myself someday, I will make things happen.” She recalls what happened next. On June 5, 1968, during a family trip to their farm in Kentucky, as she sat in the family car listening to music on the radio, the announcer broke into the broadcast with the shocking announcement. Kennedy had been assassinated on a campaign stop. Overwhelmed with sorrow for the man who had shown them compassion and inspiration, the family decided to travel to Washington, D.C. to pay their respects. The transmission went out in their old ’45 Chevy somewhere around West Virginia. After a few days to fix the car, the exhausted family continued on. Upon arriving in Washington, D.C., her father parked the car near the Jefferson Memorial and the family fell asleep. Livengood recalls, “A police officer awakened the family to ask what my dad was doing, and my father said, ‘Sir, we are here to pay our respects, but we do not have money to pay for a hotel.’”

The officer responded, “Go ahead. I’ll watch your family. Sleep.” The next day, the family said goodbye to Kennedy, at his grave at Arlington National Cemetery. Family quest for education Livengood explains the next chapter of her life was her family’s search for education. Her parents enrolled in college in what was then called Ricks College, now Brigham Young University of Idaho. Livengood relates that her family, who were members of the Church of Jesus Christ of Latter Day Saints, or Mormon Church, then went on a mission to a Navajo Reservation in Arizona, then on to Utah where her parents attended BYU, then to Arkansas where they lived atop a mountain in a two-room, unheated log cabin. Livengood says she loved the setting, but not the racism she encountered. We lived close to a little town called Prairie Grove, where I went to junior high. They didn’t care for mixed race people.

That bothered my father, and we ended up coming back home.” Textbook racism Back in Utah, Livengood was shocked to open a history textbook and find a passage describing Native Americans as drunken, heathen savages. Livengood, descends from the Haudenosaunee, or Iroquois, as well the Eastern Band of Cherokee, felt the pain of the racist words as a stinging assault upon her family. “My great grandfather, the kind man that I knew, was a very spiritual man, and it hurt me to the core. I went to the teacher and I said ‘I’m not reading this.

These are lies! He’s not a drunk, he’s not a heathen and he’s not a savage!’” Despite ridicule from her classmates, 12-year-old Livengood successfully petitioned to get the academic curriculum changed. “The principal said he couldn’t change the history books, but what he could do for me, and for other Native students in the school, was to give us our own history class, where we could learn the history of our people. Most of the people in our class were Navajo and Crow. The kids loved it. We got to learn about things that were important to us.” Marriage and family She recalls her first date with Michael Livengood: “We made a date to meet on the ice at Lafayette Columbian Park… as we walked underneath Memorial Island Bridge, we began to hold hands.” Livengood eventually learned the courting spot was generations old: “Years later I found out that my great grandparents also met under that same bridge, when my great-grandfather jumped into my great-grandmother’s passing canoe, asking her for a date,” she says. When Michael Livengood proposed, Aleeah responded, ‘You better get a good job, because I want 12 kids.”

The couple was married on March 10, 1979, and she set about fulfilling her dreams of life as a wife and mother. But in 1982, when she was 21, she received a blessing from a church leader who told her she needed to go to school. By the time she enrolled at Purdue University in West Lafayette, she had four children. In 1986, she was nearly complete with an undergraduate degree in speech pathology when she became pregnant with her fifth child. Livengood decided to take a short leave of absence, when she conceived her sixth child. “I did go back to Purdue with a year and a half left and ended up graduating in 2001, so, look how long it took me!”

She returned to Purdue in 2003 to earn a master’s degree and learned about a new Native American recruitment program called the Tecumseh Project. Livengood successfully lobbied for university approval and foundation funding for a cultural center to provide a home away from home for Native American students. “I’m glad they kept it up and it is still there today.” Next, Livengood received a research assistantship with the Louise Stokes Alliance for Minority Participation (LSAMP) under Dr. Pamella P. Shaw. Shaw, who is African-American, and is the associate dean for the office of Diversity, Equity and Inclusion at Purdue, reflects on that relationship. “We had a combination administrative/mentor/friendship over the course of several years,” said Shaw. “Her rich background and mature nature led to the development of several projects that assisted us in developing activities and outreach to Native American students and the community.” Later, another Purdue professor, Dr. Suzanne Zurn-Birkhimer, approached Shaw about a project in Red Lake, Minnesota to conduct Department of Natural Resource research on tribal lands.

Shaw couldn’t go, but suggested sending Livengood in her place. “This opportunity was so important to me,” says Livengood. To the Native Americans she encountered, she stressed that education was the only thing that would change their lives. To the non-Native academics, she explained the importance of respect for Indian culture. “I told them that they could not go in there and take something away without giving something back.” A decade later, Livengood says she is still in touch with many of the Native American students she mentored on the Red Lake project. “I shared with these people on the reservation my stories, my life; that I had experienced being homeless as a child, not having enough food to eat, being hungry,” says Livengood. “Some of the non-Native people may have felt uncomfortable, but I told them to be real. Not to act like they ‘knew it all’ or any facades.”

Governor calls Next, the Indiana Governor’s office called. In 2007, Gov. Mitch Daniels appointed her executive director for the Indiana Native Affairs Commission. When her term ended, Livengood returned to Purdue as a retention coordinator for the Cultural Center, but when the grant funding ran out, she was out of a job. She currently serves on the Serve Indiana Commission (formerly known as the Indiana Office of Faith Based and Community Initiatives.) In 2008, when the state building industry slumped and her husband’s masonry business declined, she increased her time in the family business. “I realized that all of the knowledge I’d learned over these years, I could take and give back to my husband’s business, I could help my husband,” says Livengood. “My husband was a typical construction worker. They don’t always have experience with being professional, dealing with marketing, and branding. I felt we needed to be seen as professionals, and I decided I was going to help him by doing the management part of the business.” He was better in the field, so I told him that he should manage the field and I could manage the office.”

Livengood developed a marketing plan and created a corporate logo to promote the family brand. “It’s a triangle…it’s actually the Trinity. It has given him a new confidence, because although a lot of people can hang drywall and nail boards, not just anybody can lay brick, block, or lay stone,” said Livengood. Her family is famed for builders, and she is proud of that. “I told my boys, to have a respect for what you do. Not everyone can do it. Don’t let anybody try to push you down, try to make you lower your prices, you have to stand firm, because what you are giving them is a quality job.” The Livengood firm is respected throughout the greater Lafayette area and beyond, says Steve Rider, owner and president of S. Rider Construction. “Knowing a subcontractor like Livengood Masonry, integrity and honesty is what it’s all about. Guys like that are few and far between now.” “Aleeah is part of the business you don’t see, which is often the backbone of the business. And her husband Mike is the best masoner in this town,” says Rider. “He’s done jobs from a $6 million dollar house, a dollhouse. He’ll be there, and he’ll never let you down. Now the kids pretty much run the actual physical work, and they’re all good workers.”

Next, Mike Livengood decided to expand the business with masonry heaters. “We were diversifying, when you are in business, you have to diversify,” said Livengood. “The economy changes, needs change.” Despite the hard work, business planning and next product, the business was still buffeted by the economy, she says. “People were scared; banks were scared. I created relationships with companies who were doing commercial work, just to get our name out there. We did presentations on masonry heaters, and it kept us going until the work came back.” Life’s hard choices Then a friend and financial advisor recommended they sell their home.

“My dream home!” says Livengood. Their five-acre property boasted a fireplace that her sons had constructed, with rocks lovingly gathered from family vacations. The decision was made. “That’s one of those things, when you’re in business, you have to know when to cut your losses,” Livengood explains. “You have to decide if it’s worth keeping and you find out the material things aren’t. What is (important) is family. In the end, reflecting on her personal odyssey from Indiana, Idaho, Arizona, Arkansas, on her life which has embraced motherhood and academic achievement, Livengood says her message is this: “The human race is my family.” And considering her life’s purpose, including the mentors, from family, to the late Sen. Kennedy, she also claims this mission: “When it comes to Native people, helping them understand their potential, is really important to me.”

IndyGo names new vice president of finance & chief financial Officer/Controller

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IndyGo has announced after a comprehensive search, Nancy Manley has accepted the position of vice president of finance & chief financial officer/controller.

“We’re very excited to welcome Nancy to our executive team,” says IndyGo CEO and president, Mike Terry. “Her extensive government and transportation experience at the state level will be instrumental for us to continue our track record of fiscally responsible management and creative operational efficiencies.”

Manley will oversee the company’s financial operations including accounting, treasury and procurement. Manley joins the IndyGo team after 20 years of working for the State of Indiana, where most recently she was the Budget Director and Controller for the Indiana Department of Workforce Development. Prior to working for DWD, Manley held various positions at the Indiana Department of Transportation and the Indiana Utility Regulatory Commission.

 

Indiana Wesleyan University awards Aldersgate Prize

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Dr. Christina Bieber Lake, the Clyde S. Kilby Professor of English at Wheaton College, is the recipient of the 2014 Aldersgate Prize for her book, Prophets of the Posthuman: American Literature, Biotechnology, and the Ethics of Personhood.

Motivated by the ethos of its Christian liberal learning community, Indiana Wesleyan University’s John Wesley Honors College awards the Aldersgate Prize annually to celebrate the outstanding achievement of an author whose scholarly inquiry “challenges reductionistic trends in academia by yielding a broad, integrative analysis of life’s complexities and by shedding fresh light on ultimate questions that enliven historic Christian conceptions of human flourishing.”

After reviewing more than 70 nominations for this year’s prize, the selection committee was most impressed with Bieber Lake’s “wide-ranging and prophetic interrogation of the assumptions and aspirations that animate our biotechnological age.”

Bieber Lake will accept the Aldersgate Prize and its monetary award of $3,500 at the 2015 Celebration of Scholarship Luncheon, April 17 at Indiana Wesleyan University, where she will offer the keynote address.

Prophets of the Posthuman: American Literature, Biotechnology, and the Ethics of Personhood is published by University of Notre Dame Press.

 

Ball State University to conduct study in East Chicago

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Ball State University is focusing a study on the northwestern Indiana city of East Chicago, concentrating on the Grand Calumet River and a portion of the Indiana Harbor Canal south of East Chicago Avenue. The team looked at the opportunities to leverage a recent cleanup and redevelopment projects as a catalyst for neighborhood redevelopment.

East Chicago is the corporate home to the following industries and businesses: ArcelorMittal’s Indiana Harbor Works, considered the largest steel mill in the USA. Indiana Harbor Works comprises East mill, originally Inland Steel, and West mill, owned over most of its existence by Youngstown Sheet and Tube.

However, the need is evident for area reinvestment. A transit-oriented development, also known as TOD, near the South Shore train station stop is said to have hopes of greatly enhancing the southern edge of the city.

Ball State’s landscape architecture and urban planning students examined ways to weave together this fragmented city, which is challenged by transportation and natural elements that divide neighborhoods and impact the quality of life for residents.
The team is set to develop design ideas based upon input from critical stakeholders, existing plans and research, and best practices related initiatives. The study also included a two-day visit and a workshop that provided direct contact with community leaders and residents.

9 ways to get employees to buy into your brand

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By: Ebony Chappel

Organizations, both large and small, are spending more money, time, and effort on marketing and developing unique branding strategies. Getting your employees to buy-in to these concepts, also known as brand assimilation, is particularly vital. Prophet, a brand strategy and marketing consultancy firm, breaks the process of brand assimilation down into three structured phases

Strategic Development: your company’s internal audience is defined and an assimilation road-map is created

Foundation Building: materials are developed to train key leaders in the organization on how to disseminate branding messages to other staff members

Implementation: internal communications are used to maintain brand dialog

Prophet’s staff recommends a company-wide, brand-driven approach to help foster customer loyalty that will ultimately translate into increased profitability and competitive advantage.

Read on for nine ways to get your employees on board:

1) Make it Personal

Encourage employees to live out your company’s brand by helping them to understand how it relates to them personally.

2) Keep it Fresh

If you’ve visited a Walgreen’s store lately, chances are you’ve heard an employee end your transaction at the cash register with the phrase “Be Well”. The two words are a simple yet refreshing way to drive home to consumers one of Walgreen’s cornerstone focal points, health and wellness.

3) Make it Clear

Take an informal poll of your employee’s knowledge of current marketing campaign slogans, or even your company’s mission/vision statement. You may be shocked to learn that a large majority of them may be unaware of what you have undoubtedly spent tons of dollars developing. Start simple by making sure these key messages are posted strategically around the office in high-traffic areas.

4) Involve Everyone

Every member of your staff will at some point, either directly or indirectly, interact with your clients and customers. It is important that even the building maintenance staff or IT department buy in and feel connected to the brand. 5) Measure Your Efforts Identify key measurable points surrounding branding such as employee awareness and customer satisfaction. The information you glean here can be helpful in determining whether or not a particular message is as effective as it should be.

6) Make it Cyclical

Although they have garnered their fair share of bad press, major U.S airline Southwest was considered one of the “Best in Class” for leading brand marketing agency Brandemix for their corporate culture of freedom and fun. Potential employees are asked to tell a joke in their interviews, and once hired, you enjoy a “Freedom to Dress” open dress code as well as a week-long celebration during Independence Day called Freedom Week.

7) Pep it Up

Who doesn’t love a good party? Have a fun company lunch or family event to launch new branding initiatives. This is a surefire way to ensure that employees not only know, but love, what you’re doing.

8) Follow up

After everyone has partied like rock stars, it’s important to build on that momentum with action. Consider a long-term plan that will further drive efforts to align everyone with the essence of your brand.

9) Incentivize Your Team

Create an award system centered on brand awareness and implementation that challenges employees to go that extra mile. Reward those diligent foot soldiers with cool perks and fun prizes.

Technology firm provides solutions for small businesses

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058By Ebony Chappel

Maintaining a sound technological element to your company is an integral part of any businesses success. Unfortunately, it is one need that many small to mid-sized businesses seem to neglect, primarily because of a to lack of industry knowledge and limited financial resources.

According to a survey released by multination electronics company Brother International, the technology tides are changing as 72 percent of owners who were surveyed shared that they anticipated receiving a greater return on investment from new technology than new employees. On the other hand, 63 percent of respondents admitted that they feel overwhelmed at the amount of technological solutions available to them.

Cody Rivers, COO and Lamont Hatcher, CIO of Indianapolis-based technology firm Apex Infinite Solutions (AIS) share their company’s success story as well as offer insight into technology problems many small to mid-size companies encounter.

IMBM: How did Apex (AIS) come about? How long have you all been in business?

Hatcher: We got started in June of 2012. I come from a pretty extensive consulting background and after a while you know; you just decide it’s time to go out on your own. At the time I was working with Cody at E Source. I pulled him on in and then we (began) Apex.

What were you all doing at E Source?

Rivers: We were specializing in enterprise consulting at the IT standpoint. We saw a niche for bringing those enterprise IT solutions down to the small to mid-sized business space at a cost that was more suitable for this market.

How has AIS grown since you originally started the company?

Hatcher: AIS has been blessed to grow exponentially since inception. We’ve grown from one office in Indy to an office in Florida, as well as, DC.  Our company projections state that we’ll double in growth by the end of 2015.

That’s considerable growth in a couple short years. What does your clientele list look like these days?

Hatcher: We have clients in Massachusetts, Kentucky, DC, Florida, Illinois, Ohio, Michigan, and of course, Indiana. These clients range in size from 5-250 in size.  The majority of our clients are in the construction, as well as, the not for profit industry.

Why Information Technology? Why is that something that the both of you are so passionate about?

Rivers: It’s an art for me and I like to see the things that we do help businesses become more efficient and profitable, as a lot of our focus is on the revenue generating benefits. IT just came naturally to me at a young age. Lamont is actually the one who got me started when I was 10 so he has built me up. I guess you could say I graduated from the Lamont Hatcher University of Information Technology. I’ve always gotten satisfaction from making businesses more efficient and allowing them to focus on what they’re good at so they are not worried about things that are outside of their expertise. For instance, I know my strength is not legal or accounting so that’s the approach we take with AIS. We want people to focus on running their business and not the IT stuff.

How did you all meet?

Rivers: Lamont worked with my father at his IT company in the early 1990s and I was a little rambunctious 10 year old that would come in the office with dad and wanted to learn IT. Lamont wasn’t too much older than me so he took me under his wing and showed me the ropes. He’s been there as a mentor to help guide me and show me which route to go and to this day I’m always learning something new from him.

What was it like mentoring Cody?

Hatcher: It’s easy to mentor people who want to learn. He did the work; I just gave him the opportunity.

What does it feel like everyday to come into the office and do what it is you love?

Rivers: It’s amazing. Everyday is something new. This is probably one of the fastest changing industries and if you don’t stay up on your game then you fall behind very quickly. It’s a constant seesaw so we’re always trying things out ourselves first to see what works and doesn’t work before we present anything to our clients.

What sets AIS apart from other IT companies?

Hatcher: What sets AIS apart from other IT companies is our customer service, process and progressive use of technology.  We were recently ranked one of the top 5 MSPs (Managed Service Providers) in the U.S. based on customer service. We understand that our clients are the reason we exist and we treat them accordingly.

Tell me about the services that you offer small businesses?

Rivers: What we try to do is act as the IT department for a smaller company. We are the support desk, the consultants, the solutions. (We are) an IT on demand executive without the salary that such an employee would demand. We give companies the strength of a department at a price level that is attainable for them and their needs so that they can continue to grow their business in a scalable way.

So, let’s say I’m a small business owner and I give AIS a call looking for some assistance. What is one of the first things you would do for me?

Rivers: We look for pain points. Similar to what would happen at a doctor’s visit. We assess the damage, look at the areas that need fixing, and determine what needs to be resolved immediately. From there, we would put you on a fitness plan so to speak to keep everything running and maintain the current state. We’re big data heads and we love data and reporting so we use the info from all the computers and servers to assess, optimize, manage, and report on the network.

Is there a particular system problem that you generally find your small business clients have when they initially secure your services?

Hatcher: Most small businesses take a ‘reactive’ approach to dealing with their IT company.  Our service offering philosophy takes a ‘proactive’ approach to dealing with issues.  Our model and processes allow us to deal with most of the daily issues before we receive the call.  It allows the client to focus on growing their business and not worrying about whether the network is running correctly.

What are some of the biggest IT issues that you see companies experience?

Rivers: Using too much money on the wrong solutions. We eat, sleep, and breathe IT so we know what’s out there. For someone who doesn’t have that background, they see 1,000 solutions available. We come in with our knowledge of what works and help them put the right dollar amount towards to right solution instead of wasting resources on the wrong solution – we try to guide them through their IT journey to help eliminate some of those falls.

Why do you feel some businesses neglect to spend the money needed to address their IT needs?

Rivers: I compare it to the human body sometimes, as far as health care is concerned. Unless you’re actually aching, you’re not going to look for issues. The same concept works for IT – by not thinking ahead, you set yourself up for those situations of unplanned downtime. Something may crash at a critical moment. The last thing you want is to be in the middle of a big project and something go wrong and you not know about it. Now at that point, you’re losing money and that becomes an even bigger issue. So we try to be proactive and reactive to catch those areas. We watch your back.

What are some of the ways that a company can benefit by upgrading their current system with AIS?

Rivers: Off the top, you’re going to have a fixed price as far as IT services are concerned. Its almost like insurance, if something goes wrong your price is not going to change. Customer satisfaction and employee morale are also other benefits of an upgrade that can eventually result in an increase in income. Then there’s always that guy that gets stuck doing all the IT related tasks around the office, not because he’s qualified necessarily, but because he knows a little bit more than anyone else. In turn, he ends up spending his time doing a task that he was not originally hired to do thus neglecting his primary responsibilities. By hiring a company like ours, you’re helping people to be more productive and efficient in the workplace.

What are your plans for the future?

Rivers: We want to establish our name in the community and continue to grow our brand. We’ve never lost a client so we want to continue that. Customer satisfaction is number one for us. We love to see our solutions grow our clients’ business. The more successful they are, the more successful we are.

Starting a company is a bold step. What advice do you have for aspiring entrepreneurs?

Hatcher: We read a lot of books, blogs, forums, etc. and stay involved in a lot of business circles.  One thing we always say to each other is to stay hungry and don’t get comfortable.  That hunger will drive growth and force you to evolve while improving your product.  “Do what you love to do and you’ll never work a day in your life”.  While it’s a totally cliché, it’s very true.

For more on Apex Infinite Solutions, visit aisllp.com.

 

Obama visits Hoosier State, talks economy

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President Barack Obama’s recent visit to southwestern Indiana included a stop at a minority-owned steel processing company to discuss steps his administration has taken to help restore the economy.

Obama visited Millennium Steel Service LLC near Princeton to mark Manufacturing Day. Millennium’s steel is used in the fabrication of various vehicles, including those produced at the nearby Toyota plant.

Millennium Steel was founded in 2001 as a joint venture between Henry Jackson and Toyota to supply processed steel for Toyota Motor Manufacturing. The company’s website says revenue grew from $37 million in 2001 to $250 million in 2011. Black Enterprise Magazine rates the company one of the 100 Top Black-owned Businesses.

The company began with 10 employees, and according to Gibson County officials, has grown significantly and currently consists of 58 employees.

We need more Americans like Bill Mays

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By Shannon WilliamsShannon Williams

Sadly, as I and other members of the Indiana Minority Business Magazine staff were finalizing this first issue of 2015, we were given the painful duty of reporting on the death of the publication’s owner and publishers, William “Bill” Mays.

This issue had long been planned to focus on the progression of Civil Rights in the state of Indiana. As we worked to complete this issue, the realization dawned upon me that Mays’ life and many aspects of progressive Civil Rights era are deeply intertwined.

Mays, who came of age in racially divided, segregated city of Evansville, Ind. would nonetheless brilliantly fulfill his potential, and eventually attain the success and opportunities that equality advocates always envisioned.
Mays was an African-American male reared in Southern Indiana during a time when racial unrest was at its peak, yet even as a youth, he was determined to simply be the best – regardless of color, class or creed.

Part of that staunch determination came from Mays’ parents who were both educators and the other part came from Mays’ personal willpower, his innate ability and sheer determination to succeed.

Mays never considered his ethnicity as a reason something couldn’t happen. Instead, he tackled every obstacle and goal with the grit of a prized fighter – and usually, he emerged the victor.

The great thing about Mays is that while he effectively transitioned into the majority culture, he never forgot his own roots. As a matter of fact, Mays was a lifelong, staunch supporter of minority entrepreneurship, helping countless entities start their own businesses.

Mays was a self-made man who spoke the language of success. His hard work and skill set afforded him opportunities that few others were given and he paved the way for others who came behind him to have a seat at the table.
I imagine that’s exactly what those countless freedom fighters advocated for time and time again: an opportunity for minorities to have a seat at the table.

Diversity is a mosaic rainbow that is not only comprised of various colors, but also various perspectives. That is why the Civil Right Movement of the 60s is still a major item of discussion, as are present-day Civil Rights issues. We need diversity of thought to make this state and nation a better place. Bill Mays saw the beauty of diversity. Now it’s up to us to see the beauty of his life’s impact by striving to be more Mays-like.

Since his passing, I’ve heard numerous people state that there will never be another Bill Mays. While that certainly seems true, it’s also very unfortunate. Why? We need more business leaders like Bill Mays. We need more people who are unafraid to take those giant leaps of entrepreneurial faith. We need people who are committed to helping others.

Bill Mays was just one man, yet his influence impacted so many people. Imagine how much further along we would as a state and nation if there were more Bill Mays. Moving forward, we can preserve the legacy of Bill Mays and contribute to Indiana’s economic and social fabric by investing in one another more and being daring in our pursuit towards self-sufficiency.

 

 

 

 

Indiana Minority Business Magazine celebrates 10th Anniversary with ceremony honoring Champions of Diversity

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Inaugural William G. Mays Award will recognize a notable entrepreneur

Indianapolis business owner, John T. Thompson will be honored with the inaugural William G. mays Entrepreneur Award at this year's awards dinner.
Indianapolis business owner, John T. Thompson will be honored with the inaugural William G. mays Entrepreneur Award at this year’s awards dinner.

On January 16, 2015 business owners, dignitaries, and community leaders will gather to celebrate the 10th Annual Champions of Diversity Awards Dinner. The Indiana Minority Business Magazine will recognize 14 individuals, organizations, and institutions that have shown tremendous effort in the areas of diversity and inclusion.
Recipients will be honored during the annual Champions of Diversity Awards Dinner on January 16 at the Hyatt Regency Hotel in downtown Indianapolis. A networking reception begins at 5:30 p.m.; dinner will be served at 6:30 p.m. with the awards presentation immediately following. Local media personalities Amos Brown (Radio One), Aishah Hasnie (WXIN), and Rafael Sanchez (WRTV) will serve as hosts for the evening. Tickets to the 10th Annual Champions of Diversity Awards Dinner are $55 per person. The night will conclude with a free red-carpet after party featuring complimentary liquor tastings and music. The party is open to business professionals ages 21 and over.
“Honoring such a deserving class of individuals and organizations over the years has been a true pleasure,” said IMBM President Shannon Williams. “Every year I am amazed at the level of commitment to diversity and inclusion the awardees exhibit and 2015’s ceremony will be no different. I couldn’t think of a more fitting way to celebrate ten years.”
Below are the 2015 Champions of Diversity award recipients in addition to IMBM’s Rosa Parks Trailblazer Award and Dr. Martin Luther King Jr. Freedom Award recipients. The honorees of these two distinctive awards have worked exceedingly above and beyond in their professional lives and with their outreach statewide. In addition, the inaugural William G. Mays Entrepreneur Award will be distributed to John Thompson of Thompson Distribution Company. William Mays was a prominent entrepreneur and owner of the Recorder Media Group. He passed away in December of 2014.
Here is a list of the 2015 Champions of Diversity recipients:

Cornerstone Center for the Arts
Governor’s Council for People with Disabilities
Indianapolis Indians
NCAA Office of Inclusion
Richard Propes (Public Speaker, Quaker minister, Advocate for the disabled)
Henry Jackson (Owner, Millennium Steel)
Tom Snyder (President, Ivy Tech Community College)
Terri Cope-Walton (News Director, WRTV 6)
Joe Slash (Former CEO, Indianapolis Urban League
Brenda Stallings (CEO, Matrix Integration)
University of Southern Indiana
Karen Freeman Wilson (Mayor, Gary, Indiana)*Rosa Parks Trailblazer Award Recipient
Shrewsberry & Associates *Martin Luther King Freedom Award Recipient
John T. Thompson (CEO, Thompson Distribution Company) *William G. Mays Entrepreneur Award Recipient

Promising Futures

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Life skills may seem unimportant until we notice they’re missing

Jena Bellezza

Jena Bellezza new

By Jená Bellezza

Part of my job is to explain to industry what the Indiana Parenting Institute (IPI) does, and usually in a vernacular that speaks to their interests and concerns. Not an easy task for me, I tell you. I often communicate my concern for those we serve, our desire to help them accomplish, and the success stories we’ve been blessed to be a part of. My passion is obvious, but I’ve learned that more than passion is needed for business buy-in.

“As a business owner, why should I be interested in life skills education?”

Have you ever noticed you don’t realize how important that screw is until it pops out of its place? Happened with my doorknob recently. We don’t realize how important life skills education is to success until it comes up missing.

What is this otherwise anonymous “life skills education” anyway?

I’m glad you asked. It’s the cultural rules and standards currently in effect that result in security and success within that culture. Without this critical information and knowledge, citizens are doomed to make ineffective, even destructive decisions, that not only affect them but indirectly ¾ or directly ¾ affect us all.

Take the life skill of parenting. If parents don’t understand the current cultural norms and rules for achieving success and security, they will not engage in such things as reading to their young children to prepare their vocabulary levels for school success. They won’t teach them, through example, the social skills or behaviors needed to get things accomplished in today’s environment.

When you don’t understand the rules of success, you are relegated to become a burden, whether through dependency or through crime, contributing nothing. This is what happens when the life skills “screw” pops out of place.

Part of the reason for the decline in life skills knowledge is parents are getting younger and younger, and often have not yet acquired this knowledge when they became parents. And as parenting is a full-time enterprise, they often don’t find the opportunity or the outlet to acquire this critical knowledge. Instead, they find their knowledge level restricts them to crisis living, and it’s difficult to get anything accomplished when you exist there. And this is what they end up teaching and passing on to their children, our future.

IPI noted this gap, and decided to provide an outlet to get it re-filled. By educating parents on these cultural rules and norms, on their role to teach them to their children, and on how to make them work for the vision and goals they desire, we see parents getting re-motivated as they realize their dreams are attainable, and understand how to help their children attain theirs as well. As a result, we have seen communities starting to flourish as their residents not just seek, but now know how to improve their quality of life, accessing the education and resources needed to become productive members of their community.

If you are a business, and you see the community in which you are located, and primarily serve, struggling, reach out to community organizations engaged in providing this all-important tool of life skills to community residents. For they noted the “missing screw” and are working to get it back in place, so that the community can return to proper functioning. These organizations have business’ interests at heart, for they are helping to cultivate for you a well-prepared and effective workforce and client base ¾ a wise investment in your business’ future.

Jená Bellezza is marking and community relations director for Indiana Parenting Institute (IPI), a not-for-profit parent education and resource center headquartered in Gary. Belleza helps ensure that IPI is able to serve the entire state of Indiana by building collaborations and partnerships with schools, community organizations, parents, individuals, and the business community in support of parenting education as a viable tool in the protection and advancement of the wellbeing of Hoosier children and families.There is no greater calling for us at IPI than helping our children and families thrive.”

 

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