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fructidor · 3 years

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Random amrev figures and their MBTI types!

Overview of the MBTI theory & Cognitive Stack

MBTI Theory

I vs. E = Introvert vs. Extravert. Introverts tend to be more shy and work independently, while Extraverts are more social and like working & interacting with others.

N vs. S = Intuitive vs. Sensor. Intuitives are people who always think ahead and are tired idealists. Sensors spend more time focusing on the now than the future, and take their information through their senses.

T vs. F = Thinker vs. Feeler. Thinkers tend to use their head rather than their heart to make important decisions in their lives, while Feelers use their emotions more to make decisions than their heads.

J vs. P = Judger vs. Perceiver. Judgers tend to follow a set structure when it comes to subjects, while Perceivers tend to go more with the flow, going where life takes them.

Cognitive Functions

Cognitive functions are the way you process the world around you and make decisions. Cognitive functions ultimately determine your type. They are scales of Intuition vs Sensing and Thinking vs Feeling. Then there is this thing called a cognitive stack. The way you order this is very important because it shows which cognitive function is the most dominant and least dominant.

Primary → Most natural (and comfortable) function; the internal “mother tongue”

Auxiliary → Supporting function, usually connected with creation and job choice

Tertiary → Function where individual often takes action steps to improve upon

Inferior → Activates under extreme stress, generally avoided out of self-protection

Extraverted Sensing (Se)

Taking action, using all five senses, going forward. Se takes in the present moment in its entirety, and makes rapid decisions on the fly. During times of crisis and emergencies, individuals with primary or auxiliary Se can make the best out of the situation.

Introverted Sensing (Si)

Associations, metaphors, nostalgia. Si can travel back to any point in time through a single scent or sound. Important information (and sometimes interesting trivia) is stored in filing cabinets, where it can be retrieved at any later time.

Extraverted Intuition (Ne)

Brainstorming, thinking outside the box, idea generation. Ne easily hops from idea to idea, while making abstract connections. Many artists—especially poets—use significant Ne in their work. To the outside, Ne seems quick, random, and extremely “jumpy.”

Introverted Intuition (Ni)

Time-space awareness, predicting the future, hunches. Ni is a far-reaching, visionary function—and can picture the future, sometimes with scary-accurate results.

Extraverted Feeling (Fe)

Expressive emotions, social norms, etiquette. Fe respects the consensus of the group, and puts harmony above personal desires. The function often acts as a mediator between groups, as it naturally puts others’ needs above its own.

Introverted Feeling (Fi)

Values, notions of “right” and “wrong,” likes and dislikes. Fi is a deeply personal and intense function that digs to the core of the human condition. Convictions, morals, and strong beliefs all fall under the Fi umbrella.

Extraverted Thinking (Te)

Facts, pros and cons, methodological step-by-step strategies. Te respects rules and regulations—and takes great pride in a job well done. Checklists and clear-cut meeting agendas get Te’s gears going—a top-down approach floats its boat.

Introverted Thinking (Ti)

Iterations, holistic reasoning, agile strategies. Ti takes a bottom-up approach to problem-solving, and fixates on information management. When new data comes in that contradicts old beliefs, Ti will shift like a fluid crystalline framework.

We'll start off very simply, with George Washington.

Washington = ISTJ.

Cognitive Stack: SiTeFiNe

I = Introverted

S = Sensor

T = Thinker

J = Judger

Type Description: ISTJs are responsible organizers, driven to create and enforce order within systems and institutions. They are neat and orderly, inside and out, and tend to have a procedure for everything they do. Reliable and dutiful, ISTJs want to uphold tradition and follow regulations.

ISTJs are steady, productive contributors. Although they are Introverted, ISTJs are rarely isolated; typical ISTJs know just where they belong in life, and want to understand how they can participate in established organizations and systems. They concern themselves with maintaining the social order and making sure that standards are met.

Additional Notes: Washington is the stereotypical ISTJ. He fits all the criteria and it honestly just matches up the best.

John Adams = INTJ

Cognitive Stack: NiTeFiSe

I = Introverted

N = Intuitive

T = Thinker

J = Judger

Type Description: INTJs are analytical problem-solvers, eager to improve systems and processes with their innovative ideas. They have a talent for seeing possibilities for improvement, whether at work, at home, or in themselves.

Often intellectual, INTJs enjoy logical reasoning and complex problem-solving. They approach life by analyzing the theory behind what they see, and are typically focused inward, on their own thoughtful study of the world around them. INTJs are drawn to logical systems and are much less comfortable with the unpredictable nature of other people and their emotions. They are typically independent and selective about their relationships, preferring to associate with people who they find intellectually stimulating.

Additional Notes: I mean, John Adams could go several ways with me, but INTJ seems to work out the most fine. I don't have an objection to it.

Thomas Jefferson: INFJ

Cognitive Stack: NiFeTiSe

I = Introverted

N = Intuitive

F = Feeler

J = Judger

Type Description: INFJs are creative nurturers with a strong sense of personal integrity and a drive to help others realize their potential. Creative and dedicated, they have a talent for helping others with original solutions to their personal challenges.

The Counselor has a unique ability to intuit others' emotions and motivations, and will often know how someone else is feeling before that person knows it themself. They trust their insights about others and have strong faith in their ability to read people. Although they are sensitive, they are also reserved; the INFJ is a private sort, and is selective about sharing intimate thoughts and feelings.

Additional Notes: This doesn't seem overly like Jefferson at first, but overall the cognitive function stack matches up the most. You could make the case that he is an INTJ, but honestly I feel that Te would not be his auxiliary function. Fe would be a much better type.

James Madison: INTP

Cognitive Stack: TiNeSiFe

I = Introverted

N = Intuitive

T = Thinker

P = Perceiver

Type Description: INTPs are philosophical innovators, fascinated by logical analysis, systems, and design. They are preoccupied with theory, and search for the universal law behind everything they see. They want to understand the unifying themes of life, in all their complexity.

INTPs are detached, analytical observers who can seem oblivious to the world around them because they are so deeply absorbed in thought. They spend much of their time in their own heads: exploring concepts, making connections, and seeking understanding of how things work. To the Architect, life is an ongoing inquiry into the mysteries of the universe.

Additional Notes: Another ✨ Stereotype ✨. I just feel that whenever I think of INTPs, I think of Madison. He just fits, again, all the criteria and makes the most sense.

Alexander Hamilton: ENTJ

Cognitive Stack: TeNiSeFi

E = Extravert

N = Intuitive

T = Thinker

J = Judger

Type Description: ENTJs are strategic leaders, motivated to organize change. They are quick to see inefficiency and conceptualize new solutions, and enjoy developing long-range plans to accomplish their vision. They excel at logical reasoning and are usually articulate and quick-witted.

ENTJs are analytical and objective, and like bringing order to the world around them. When there are flaws in a system, the ENTJ sees them, and enjoys the process of discovering and implementing a better way. ENTJs are assertive and enjoy taking charge; they see their role as that of leader and manager, organizing people and processes to achieve their goals.

Additional Notes: I'm actually a ENTJ, so I had a lot of this stuff in my head. I mean, I could kind of see Hamilton being an ENTJ, but I'm still pretty mad that he is, considering I hate him. But, it kind of makes sense, and it’s to the point that I can’t ignore it and just have to accept the fact.

Benjamin Franklin: ENTP

Cognitive Stack: NeTiFeSi

E = Extravert

N = Intuitive

T = Thinker

P = Perceiver

Type Description: ENTPs are energized by challenge and are often inspired by a problem that others perceive as impossible to solve. They are confident in their ability to think creatively, and may assume that others are too tied to tradition to see a new way. ENTPs rely on their ingenuity to deal with the world around them, and rarely find preparation necessary. They will often jump into a new situation and trust themselves to adapt as they go.

ENTPs are masters of re-inventing the wheel and often refuse to do a task the same way twice. They question norms and often ignore them altogether. Established procedures are uninspiring to the Visionary, who would much rather try a new method (or two) than go along with the standard.

Additional Notes: I just feel that in general, Franklin is the stereotype of the ENTP type too. They are honestly all inventors, and out of the box thinkers? Who do I think of when I hear this personality trope? Franklin.

James Monroe: ESTJ

Cognitive Functions: TeSiNeFi

E = Extravert

S = Sensor

T = Thinker

J = Judger

Type Description: ESTJs are hardworking traditionalists, eager to take charge in organizing projects and people. Orderly, rule-abiding, and conscientious, ESTJs like to get things done, and tend to go about projects in a systematic, methodical way.

ESTJs are the consummate organizers, and want to bring structure to their surroundings. They value predictability and prefer things to proceed in a logical order. When they see a lack of organization, the ESTJ often takes the initiative to establish processes and guidelines, so that everyone knows what's expected.

Additional Notes: Monroe is definitely not the founder that I focus the most on, but the criteria for the ESTJ type fits him really well from what I’ve read and heard. Don’t really have an objection to this, and I support it enough to place it in this document.

John Jay: INTP

Cognitive Stack: TiNeSiFe

I = Introverted

N = Intuitive

T = Thinker

P = Perceiver

Additional Notes: Wow, another INTP? Yes. Again, Jay isn’t the founder that I spend the most time with, but the INTP type fits him the most. Funny how a diplomat has Fe as an inferior function...it doesn’t matter much here though, as what matters is the fact that all the other functions match up the most. And, I guess Hamilton was thinking of INTPs when he wanted to write the Federalist Papers, huh?

Aaron Burr: INFJ?

Cognitive Stack: NiFeTiSe

I = Introverted

N = Intuitive

F = Feeler

J = Judger

The Counselor has a unique ability to intuit others' emotions and motivations, and will often know how someone else is feeling before that person knows it himself. They trust their insights about others and have strong faith in their ability to read people. Although they are sensitive, they are also reserved; the INFJ is a private sort, and is selective about sharing intimate thoughts and feelings.

Additional Notes: I can’t ever decide with this man. Before I found out cognitive functions existed, I had my heart set on him being an INTJ. Now I know that cognitive functions do exist, however, I find that he fits more of an INFJ function set. I still can see him as an INTJ, no doubt about that, but I’ll settle for the other Ni dom for now.

John Laurens: ENFP

Cognitive Stack: NeFiTeSi

E = Extravert

N = Intuitive

F = Feeler

P = Perceiver

Type Description: ENFPs are people-centered creators with a focus on possibilities and a contagious enthusiasm for new ideas, people and activities. Energetic, warm, and passionate, ENFPs love to help other people explore their creative potential.

ENFPs are typically agile and expressive communicators, using their wit, humor, and mastery of language to create engaging stories. Imaginative and original, ENFPs often have a strong artistic side. They are drawn to art because of its ability to express inventive ideas and create a deeper understanding of human experience.

Additional Notes: In general, I feel that Laurens just matches up the ENFP stereotype really well and all the cognitive functions. I mean, NeFi is pretty accurate for him, and I think at this point it’s self explanatory. Not to mention the fact that ENTJ & ENFP are, arguably, the most compatible personality types of the whole entire MBTI system.

Marquis de Lafayette: ENFJ

Cognitive Stack: FeNiSeTi

E = Extravert

N = Intuitive

F = Feeler

J = Judger

Type Description: ENFJs are idealist organizers, driven to implement their vision of what is best for humanity. They often act as catalysts for human growth because of their ability to see potential in other people and their charisma in persuading others to their ideas. They are focused on values and vision, and are passionate about the possibilities for people.

ENFJs are typically energetic and driven, and often have a lot on their plates. They are tuned into the needs of others and acutely aware of human suffering; however, they also tend to be optimistic and forward-thinking, intuitively seeing opportunity for improvement. The ENFJ is ambitious, but their ambition is not self-serving: rather, they feel personally responsible for making the world a better place.

Additional Notes: I feel that Lafayette could also match up with the ENFP personality type easily, but I decided not to fully go for it. Why, I don’t know. I feel the ENFP stereotype I have fully reserved for Laurens, and that Lafayette has taken my ENFJ stereotype as a substitute. I also used to think of Lafayette being an ENFJ highly before I learned about cognitive functions; once I did learn about them I started debating his type. In the end, I’ve just decided on him being an ENFX (x being a variable for either j or p), albeit with a ENFJ lean.

Elizabeth Schuyler-Hamilton: INFP

Cognitive Functions: FiNeSiTe

I = Introvert

N = Intuitive

F = Feeler

P = Perceiver

Type Description: INFPs are imaginative idealists, guided by their own core values and beliefs. To an INFP, possibilities are paramount; the realism of the moment is only of passing concern. They see potential for a better future, and pursue truth and meaning with their own individual flair.

INFPs are sensitive, caring, and compassionate, and are deeply concerned with the personal growth of themselves and others. Individualistic and nonjudgmental, INFPs believe that each person must find their own path. They enjoy spending time exploring their own ideas and values, and are gently encouraging to others to do the same. INFPs are creative and often artistic; they enjoy finding new outlets for self-expression.

Additional Notes: INFPs are often seen as the “cinnamon roll” of the MBTI types (their dominant Fi and auxiliary Ne playing a big part in this) and who is more of a cinnamon roll than Eliza. I know this is honestly more of a Hamilton thing than an Amrev one, but I felt like I wanted to include her, as she was really the person I spent the most time focusing on, MBTI wise, before I encountered Amrev and everything that was left of my Hamilton infatuation dissipated.

#i wrote this a month ago but i’m posting it now #i think it’s also on ao3?#amrev #alexander hamilton #john laurens #george washington #john adams #thomas jefferson #james madison #john jay #james monroe #marquis de lafayette #elizabeth schuyler #benjamin franklin

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downwithabusiveshipping · 6 years

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On October 5, 2017, some people say the world changed — or at least it was supposed to. That day, a year ago, the New York Times published the first sexual misconduct allegations against Harvey Weinstein, claims that quickly grew from a few alleged survivors to a whole army of them. In the months that followed those allegations, many other powerful people were forced to reckon with past sexual abuse, harassment, and assault they had perpetrated. What became known as the #MeToo movement was called a tipping point, and in many ways it was.

Mostly, #MeToo has succeeded in making it acceptable to talk about the sexual misconduct that’s been going on for decades and decades. But while survivors are facing their trauma through calling hotlines, opening up to loved ones, and posting on social media, that public reckoning largely hasn’t translated into actual justice.

In the past year, many survivors of sexual abuse have come forward with their allegations in a world that’s seemingly more open to talking about them. This is evident on social media, where #MeToo spread like wildfire after the hashtag, based on a movement created by Tarana Burke more than a decade ago, was revitalized. But it is also evident in the call volume increase the National Sexual Assault Hotline saw in the months following the initial Weinstein allegations. According to the Rape, Abuse & Incest National Network, the hotline saw a 21% increase in calls at that time. Beyond talking about it, some major institutions — like the Senate — have changed their sexual harassment policies to better protect people in the work place. And the movement has spread globally, too, with the #MeToo hashtag being used across the world. And, of course, there have been some notable moves by the justice system after #MeToo picked up in the last year. Bill Cosby was sentenced to prison, and Weinstein was indicted on multiple sexual misconduct charges.

But as time has passed, some of those who were knocked down by #MeToo allegations are slowly and quietly creeping back into positions of power and celebrity. We saw Louis C.K. returning to the stage nearly a year after being accused of, and apologizing for, repeatedly masturbating in front of female colleagues. Jian Ghomeshi, who was accused of sexual assault by more than 20 women, will have an article in the October 11 edition of the New York Review of Books that purports to reflect on this exact situation — what happens to men after they are accused of sexual assault. Ghomeshi was acquitted of sexual assault charges and settled an additional sexual assault charge "with a peace bond and public apology" as noted by an editor's letter preceding his piece. And, as the Senate considers a Supreme Court nominee who has been accused of sexual misconduct by three women, many in the national spotlight have argued not over whether the nominee is guilty of assault, but whether it would actually matter if he was. The President of the United States cast doubt on nominee Brett Kavanaugh’s accusers, wondering why Dr. Christine Blasey Ford, the first to come forward, took decades to do so. That gave rise to #WhyIDidntReport — yet another social media movement in which survivors were forced to explain the systems of oppression, shame, and fear that kept them from reporting their assaults.

With all that, many have wondered what #MeToo has really changed, if anything. Certainly, things are different now, some have said. It would be hard for things to stay the same after a nationwide, even global, conversation about sexual misconduct. But when it comes to justice for survivors, experts say the systems in place are largely the same.

“Not yet that we’ve seen, at least tangibly. But, we don’t have any data,” Sara McGovern, RAINN spokesperson said, when asked whether her organization had noted any shift in how law enforcement fields sexual assault reports, and whether that translates into convictions. “Anecdotally, we’re seeing more people reach out for help and more people tell their stories. So, many people who might have kept that inward — even if they aren’t reporting to law enforcement — people are more willing to talk about sexual violence.”

Joanne Smith, founder and executive director of Girls for Gender Equality, told Teen Vogue that #MeToo has harnessed the "power of survivors naming and speaking aloud their experiences," and begun to change how survivors are believed. Still, she said there needs to be "institutional change" that comes along with these social shifts.

"Standing alone, these moments of individual accountability are insufficient to create the lasting change we need and deserve," Smith said. "Our challenge now is to meet the courage these survivors have shown in speaking out, again and again, with institutional courage."

Part of this institutional courage, Smith said, is the option of justice.

"Survivors first and foremost need to be believed," she said. "Survivors need real solutions to the violence they experience — strategies to prevent violence from happening in the first place, strategies to respond to incidents of violence when they occur, and strategies to help individuals seek justice and accountability for the harm that has been caused. "

Jess Davidson, the interim executive director of End Rape On Campus, an anti-sexual violence group, told Teen Vogue that the iteration of #MeToo that we’ve seen in the last year has actually highlighted how unfriendly the justice system is for survivors.

“I think what the last year has done in a really remarkable way is shed light on the ways these systems are designed to fail survivors,” she said. “I don’t think we’ve gotten to the level yet of reforming all these systems.” While Davidson said #MeToo has made survivors feel that they’re more likely to be believed if they do report, she said that doesn’t necessarily translate into actual justice when it comes to law enforcement. “Undoing these systems [that] are designed around horrible old laws designed to protect white men … we have not reached that level of action. Our society has just come around to the idea that there is something wrong.”

In New York City, reports of rape increased significantly — in some parts of the city reports increased more than 50% year to date over 2017 — which may indicate some progress, though it's unclear whether the increase is because of more reports or more rapes. But the same didn’t hold true in other major cities. In Washington D.C., reports of sex abuse decreased by 4% in the same period of 2017. In Philadelphia, rape reports decreased by 7%, while they decreased by 12% in Los Angeles. Rape arrests, however, increased by 12% in Los Angeles at the same time. In Chicago, reports of criminal sexual assault did increase by 4%. In Atlanta, reports remained mostly unchanged.

But these patterns are also hard to track. An increase or decrease in rape reports or arrests may not be attributed to a movement, but rather to an increase or decrease in rapes. And, towns and cities record their data independently, and have varying definitions of rape, making it hard to compare city to city. Statistics on conviction rates may be outdated — country-wide in 2015, only 310 out of every 1,000 rapes would be reported to police, and of those 310 that were reported, only 57 would lead to arrest and six would result in the incarceration of the rapist. And while #MeToo caught on in the United Kingdom, too, rape prosecutions there have reportedly plummeted, with authorities charging 23% fewer alleged rapists in 2017-2018 than in 2016-2017. Still, we know that relatively few rape reports turn out to be false.

There are many reasons why survivors may choose not to report their assaults to law enforcement, and McGovern stressed that going to law enforcement doesn’t make an assault more legitimate than someone who chooses not to report. “We always tell people there’s no right way to react after being sexually assaulted,” McGovern said. “The reality is that some people are not going to be comfortable going to law enforcement or reporting. That’s completely their choice.”

The barriers survivors face from law enforcement may be the issue at hand, Davidson said. Many survivors may choose not to report their assaults to law enforcement because of these low conviction rates, or because of the victim blaming that often happens when survivors do come forward. Others may not want to withstand the shaming that may come with a trial, and in places like college campuses, Davidson said some survivors choose not to come forward for fear their friends or social circle won’t believe them. These barriers of entry to the justice system are particularly strong for queer people, people of color, transgender people, undocumented people, and other marginalized people, Davidson said, who may not trust police because of historical violence against their communities.

That's why Smith said we can't just work within our current criminal justice system.

"There are significant gaps in the possibility of our progress without an alternative approach to justice. Our options for justice must be more comprehensive than what our punitive criminal justice model currently offers us," she said. "We look to the incredible contemporary scholarship and activism of our partners and visionaries in the deep work of transformative and restorative approaches to justice, Mariame Kabaand Andrea Ritchie, who have committed their life’s work to rethinking justice for survivors — and accountability for those who cause harm."

If we’re gauging how #MeToo has changed circumstances for survivors, justice can’t be ignored, Davidson said. If people who are assaulted still feel stigmatized by the system that’s supposed to help them, how far can we really presume to have come?

“I think the idea of seeing #MeToo and survivor justice as different is flawed,” Davidson said. “As me too interacts with all of these levels at which rape culture functions, we are going to have to shift toward a more justice oriented conversation, and watching likes on Facebook and Twitter turn into real action. I believe that’s where the movement is going."

Smith said that action should include all people and all institutions. It's not enough to change just one thing — the world does need to change.

"We are calling on an intergenerational movement that includes young cis[gender] and trans[gender] women of color, non-binary and gender nonconforming youth that feel and believe that they are part of a movement to end sexual violence," Smith said. "We are calling for changes in federal and state law, and in culture and policy in companies, schools, and other institutions, to ensure that we are supporting survivors to deliver accountability, justice and healing, but also to change the culture and systems of permission that leave folks vulnerable, allow for an abuse of power, and have made sexual violence a systematic epidemic in the first place."

#MeToo #anti rape culture #anti abuse culture #survivor justice #justice system #teen vogue #info #information #downwithabusiveshipping #not sure what else to tag this

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lindedunn34 · 2 months

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Unleashing Creativity: Inside Stephanie Mitchell's AD Lab

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#Stephanie Mitchell – The AD Lab

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leftpress · 7 years

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Reimagining the Working Class: A Roundtable on Economic and Racial Justice in the Age of Trump

By Ignacio M. Sánchez Prado, Sue J. Kim, Keona K. Ervin, Andrew Hoberek, Min Hyoung Song, Curtis Marez | JANUARY 14, 2017

ANDREW HOBEREK: Since November 8, there has been a lot of talk about how Donald Trump appealed (or Hillary Clinton failed to appeal) to voters on economic issues. This discussion has generally focused, in an extremely limited way, on a real or imagined group of white working-class voters in the “Rust Belt,” with the unfortunate effect of reigniting debates about the difference between class and identity politics — as though economic justice were not also crucial to people of color and other minority groups. Moving forward, how can we overcome this false distinction and think about economic issues in a way that encompasses — while taking full account of the differences among — various groups?

KEONA K. ERVIN: In the cacophony of voices weighing in on the meaning of Donald J. Trump’s presidential election victory, an old construction, the “(white) working class,” has reemerged in public discourse. Embedded in this concept is the assumption that the American working class is not only white, but male. Pundits have been telling stories about the forgotten and ignored “white working class,” suggesting that Trumpism is what results when white working-class resentment goes unacknowledged. The outcome of the election, we are told, may best be understood as the failure of the Clinton campaign and the effectiveness of Trump strategists to appeal to (white) workers’ economic concerns. Decades of alienation and hardship have resulted, according to this narrative, in an economic resentment forceful enough to transform a quintessential Wall Street tycoon into a so-called populist savior. The election of Trump, commentators tell us, was an understandable response to years of neglecting white working men.

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We’ve been here before. Associating white masculinity with “the working class” has long served particular political and economic purposes. Throughout American history, white, male, able-bodied, industrial, and trade unionist defined the American working class. This understanding shaped public policy, American trade unionism, notions of the “deserving” and “undeserving” poor, and designations of which laboring bodies mattered to the state.

Studies have, of course, taught us differently. Workers of color and women workers of color were much more than simple contributors to the story of the making of the American working class. The labor they performed — confined as they were to menial, low-wage jobs — became critical arenas for class formation, working-class struggle, and class consciousness. One need only look to the corpus of works on capitalism and slavery or those which address black women’s labor within the carceral state, for example, to discover how our story of American labor fundamentally shifts when we bring forgotten laboring bodies into the story of the “house of labor.” Meanwhile, labor historians have interrogated the racial and gender categories of whiteness and white masculinity that have undergirded our traditional conception of the working class. Such works radically disrupt and move beyond the false binary of class versus “identity politics.”

For one thing, invocations of the white working class often ignore the ways in which the economic resentments of white working-class people are conceptualized and expressed through race. Moving from the assumption that invoking class automatically means that race isn’t at work, commentators who cited white voters’ support for Obama in the 2008 and 2012 elections as evidence that white working-class voters for Trump weren’t motivated by racism, for instance, missed how race, as George Lipsitz says, “takes place” or finds expression through economic entitlement and possession. Trump supporters’ racism, misogyny, homophobia, transphobia, and support of mass deportations, a wall along the US–Mexico border, and a Muslim registry are inextricably bound up with their economic resentment. In this respect, the “white working class” construction fails to confront Trump supporters’ erroneous zero-sum calculation that advancement for racial, ethnic, and sexual minorities and women means economic misery for them. The act of making “white working class” synonymous with “Trump supporter,” moreover, diverts attention from the cross-class and cross-gender unity among white voters for Trump. What about white middle- and upper-class Trump supporters, and the white women who supported his candidacy? It also makes monolithic assumptions about the politics of white working-class people, erasing white working-class men in the rural- and post-industrial-Rust-Belt-America, for example, who hold anticapitalist and antiracist views.

And yet, the economic suffering of the white working class is real, and our political discourses have, in fact, often ignored white working-class suffering for a variety of reasons, good and bad. Neoliberal policies, corporatization, deindustrialization, the erosion of the social safety net, the gutting of public institutions, expanding marketization, and rising inequality eviscerated the working class in general. And while it is clear that economic restructuring since the 1970s differently impacted the segments of this class — and that these differential impacts matter — we can’t lose sight of the serious precarity that all working people face. The problem with discussing the white, male working class is not that it has not also suffered from these shifts, but that unexamined constructions of labor as white and male incorrectly advance a line of thinking that people who are understood to “bear” race — immigrants of color, Muslims, blacks, Latinxs — lack class concerns. Let’s engage the work of Kimberlé Crenshaw, BYP100, and Angela Davis, for example, to understand why such conceptualizations are a dead-end.

The “white working class” construction thus flattens our analysis and stifles our political imagination. It renders workers of color invisible and ignores their economic concerns. Constructions of the “white working class” also tend to render working-class struggle itself, especially that which emerges from mobilizations by workers of color and struggles that exist outside of the traditional framework of industrial trade unionism, as politically unintelligible. Yet working-class movements like the Fight for $15 and struggles waged by the National Domestic Workers Union and the Chicago Teachers Union — some of the most important of their kind today — would have been impossible without the innovative political leadership of women workers of color. Worker centers like the Coalition for Humane Immigrant Rights of Los Angeles and Latino Union of Chicago do critical work in merging struggles for immigrant rights and worker power. UNITE HERE, a union for workers in the hospitality industry, is among the leaders of its kind as it builds a multiracial worker movement; its culinary union Local 226 was crucial to one of 2016’s few Democratic Party wins in Nevada, a “swing” state.

There are many more examples (too many to cite here) that are not only disrupting long-held ideas about the composition of the American working class, but are also advancing innovative tactics and strategies of worker self-organization. To imagine alternative futures we need to build a labor movement that centers social justice. We need to reignite efforts to mobilize and establish solidarity among members of the real American working class, efforts that necessarily involve the struggle to “free white working people from the paltry wages of whiteness,” as Robin D. G. Kelley has put it. Visionary struggles — past and present — that have accurately defined the working class and have imagined working-class struggles in the largest and most inclusive terms serve as models for identifying and targeting common enemies and working toward a better future for all workers.

SUE J. KIM: As with the phrase “regular Americans,” the term “working class” often refers implicitly to white workers, but quite often these days, the actual phrase “white working class” is used. These terms generally refer to those in rural and urban areas devastated by deindustrialization. We must, we are told, feel their pain. Such insights have gone hand in hand with the exhortation to leave behind “identity politics” and “diversity,” which have, so the claim goes, distracted liberals and the left generally from the problems of the working class.

I will be among the first to admit that there are problematic forms of identity politics — particularly the sort of liberal multiculturalism which focuses on simply adding “diverse” folks to existing corporate, governmental, and institutional structures. But critique of these problematic and ultimately superficial forms of decolonization is not the object of these recent appeals. Rather, the “class versus race” dichotomy is designed to defang progressive movements seeking to undo the ravages of both.

The idea that we should pay attention to the white working class instead of “identity politics” ignores the actual history of how issues of identity and class have always been intimately interconnected at least since the beginnings of capitalism. Learn about the origins of colonialism with the Dutch East India Company or the British Royal Niger Company, or read the work of Manning Marable and Angela Davis. Study the history of most Asian groups in the United States — our polyglot histories are more often than not the results of a combination of commerce/labor needs, colonialism, and the Cold War. The issues informing the Dakota Access Pipeline protest did not suddenly arise in 2016. Issues of race, gender, and class are by no means “new” issues — they are literally woven into the fabric of American and Western society. It’s only the explicit discussion of these histories and ongoing processes that is relatively new.

So attempts to divorce class from race have two major implications. First, they suggest that issues of race, gender, sexuality, disability, et cetera, are at best distractions from the “real issues,” at worst exercises in self-affirmation. While issues of identity formation are critical — especially for the young — almost all such movements are also critiques of structures and systems of exploitation and oppression, ranging from the prison-industrial complex to reproductive access to education. Progressive anticapitalist, antiracist, feminist, LGBTQ, climate change, and other activists understand that identity is always embedded in social structures — including the identity category of “white working class.” Only an extremely superficial notion of identity politics or diversity asserts that the main issue is individual identity.

Second, such stances often imply that poor- and working-class whites are somehow subhuman. Many seemingly compassionate gestures participate in a long history of “sympathy” that in fact dehumanizes the other. Coded in such conversations is an undercurrent of blame of “others” who live only in certain parts of the nation (the South, the deindustrialized Rust Belt). An atmosphere of melancholy and mourning, hilariously depicted in Dave Chappelle’s Saturday Night Live’s sketch about election night 2016, haunts the disbelief of white liberals in particular. As Patrick Thornton puts it, we need to “stop infantilizing and deifying rural and white working-class Americans.” Rather, we should treat working-class people — like all people — like human beings, which means listening to their concerns as well as holding them responsible for their thoughts and actions.

The difference is between “blame” and scapegoating, on one hand, and understanding causes, on the other. It’s one thing to understand that the system is broken for a lot of people. It’s another thing to blame the disastrous results of this election on the sheer ignorance of “deplorable” members of the lower classes. We must hold people accountable for their views, but by the same token, we must examine our own complicity in producing the terrible state of education, health care, child care, jobs, prisons, drug addiction — the list goes on. Post-election stories on NPR and in other venues repeatedly suggest that we should try to understand these natives from a foreign land called the “white working class,” rather than examining the histories and reasons for why social groups have taken certain forms.

Some poor whites voted for Trump. But so did suburbanites with no good reason other than a combination of racism, misogyny, Islamophobia, homophobia, transphobia, xenophobia, et cetera. In fact, the majority of people whose income is under $50,000 voted for Clinton. White people across the board — in terms of education, age, economics — voted for Trump and his particular brand of white supremacy and xenophobia. A study of far-right movements in the United States and Europe that was conducted before the election found that “far-right party platforms differ from country to country, including on major social issues like feminism and economic issues like the size of the welfare state. The one issue every single one agrees on is hostility to immigration, particularly when the immigrants are nonwhite and Muslim.” And yet the narrative we keep hearing is that “the white working class” voted Trump into office.

The Democratic Party in the United States — by shifting to the center/right during the Clinton era — turned its back on the working classes and people of color, and these multiracial working classes are struggling. Yet despite this, many working-class whites and people of color I know did not vote for Trump. Even knowing that the Democrats would not necessarily make their lives substantially better, they chose to vote for Clinton. Their votes were acts of self-sacrifice and generosity on a scale that pundits and politicians seem incapable of comprehending, and that we seldom hear about.

So my ire is reserved for the significant portion of upper-middle-class voters who voted for Trump, as well as for those who refuse to examine why the working class across the board may have felt at best tepid about the Democratic ticket. As Julianne Escobedo Shepherd writes, “One of the worst and most dishonest liberal sayings is ‘It’s not about race, it’s about class,’ as though race and class are not as uniquely intertwined as every other demographic […] It’s about class, it’s about race. And we’re all fucked because of it.”

CURTIS MAREZ: Both sides of the class versus race debate in critical accounts of Trump’s election presuppose the question, “What do white working-class voters want?” This of course centers whites and marginalizes people of color in representations of the working classes (and the plural here is important). Since so many of Trump’s white supporters are middle and upper class, the focus on “the white working class” defines class in abstract, culturalist ways at some distance from material realities. Many Trump fans, to paraphrase Stuart Hall, experience their class via their race and gender (and vice versa).

At the same time, most of the Muslim, Mexican, and black people whom Trump has vilified labor for a living. He has thus pitted different workers against each other while imaginatively excluding people of color from the category “worker,” here imagined to mean “deserving, white worker.” Trump’s agenda was, arguably, not so much to exclude workers of color as to discipline them and “put them in their place.” Women of color in particular bear the brunt of such attacks. And commentators who have unthinkingly reproduced traditional conceptions of a white, male working class have been complicit in these assaults.

It is almost as though scholars in Ethnic Studies, Gender Studies, and related interdisciplinary fields have not spent the past quarter century, at least, analyzing inequality in terms of intersecting hierarchies of race, class, gender, sexuality, and ability. In a foundational 1991 article, for example, UCLA law professor Kimberlé Crenshaw famously theorized the concept of “intersectionality,” and her discussion of Trump in this essay was prescient, to say the least. Drawing on the work of another black feminist scholar, Valerie Smith, Crenshaw analyzed intersections of race and gender in the Central Park rape case, where the young men of color accused (and subsequently exonerated) of raping a white woman were racialized as “savages,” “wolves,” and “beasts.” “Given the chilling parallels between the media representations of the Central Park rape and the sensationalized coverage of similar allegations that in the past frequently culminated in lynchings,” Crenshaw wrote, “one could hardly be surprised when Donald Trump took out a full page ad in four New York newspapers demanding that New York ‘Bring Back the Death Penalty, Bring Back Our Police.’” In the period when Trump was focusing attention on the Central Park case, many equally horrific rapes occurred, the majority of whose victims were women of color. Yet none “elicited the public expressions of horror and outrage that attended the Central Park rape,” leading Crenshaw to conclude that black women are devalued both because they are black and because they are women.

I was reminded of that part of Crenshaw’s essay when Trump launched his presidential campaign by foregrounding the figure of the Mexican rapist. A blatant appeal to white nativists, this figure not only vilified working-class immigrant men but also implicitly invoked violated white women while diminishing the violence faced by women of color. And even as Trump has launched assaults on people bearing the disproportionate burden of intersecting inequalities, he has set out to undermine the interpretive frameworks that would help us to understand these people’s struggles. Trump stands on the shoulders of decades of right-wing efforts to discredit education in general and research and teaching about intersections of class, race, gender, and sexuality in particular. His criticisms of “political correctness” can be traced to the early 1990s, when — as Chris Newfield details in Unmaking the Public University — conservative intellectuals and think tanks began using the concept in an effort to defund public universities. The revived battle against political correctness that was already underway in red state legislatures before Trump took the wheel is partly a war on working-class students of color and their worldviews. As Roderick Ferguson argues, the student demands of the 1960s and 1970s prioritized the dramatic redistribution of resources and greater access for working-class students of color, and Trump’s reanimation of “political correctness” is a club wielded against such aspirations.

Similar logics are at play in campaigns against Ethnic Studies in Arizona high schools and elsewhere, and more broadly, in the state-level gutting of public education from colleges to K–12. All the news stories of Trump-inspired hate speech in high schools and elementary schools suggest the culmination of a long reactionary march though the public school system, aimed at bullying the next generation of low-wage workers of color and reproducing white-nationalist constituencies.

Liberal political analysis and representation that focuses on children is sometimes criticized for displacing a larger critique of structural violence with sentimental invocations of threatened innocence. But I want to end by discussing a different sort of child-focused movement operating at the intersection of class, race, gender, and generation. Shortly after Trump announced his campaign, a group of fifth graders from Bell Garden Elementary in Montebello, California, a significantly Latinx area and school district, lobbied the California State Legislature to pass a bill encouraging public school teaching about the era of mass deportations in the 1930s. This was the era during which as many as a million people of Mexican descent, including a number of US citizens, were deported from California to Mexico. As fifth grader Nicole Sandoval told reporters, “My whole class felt that this is wrong […] It happened to kids like us who are Mexican Americans, and we do not want history to repeat itself.” Participants in the artificial class versus race debate would do well to ponder the fact that we now live in a world in which working-class girls of color represent the oppositional vanguard.

IGNACIO M. SÁNCHEZ PRADO: If one brackets Donald Trump’s victory, the most dangerous thing that occurred in the 2016 presidential election was the transformation of both the Democratic and Republican parties into full-fledged cultural parties. They both have bases thoroughly defined by clear identity coordinates. The former is, roughly, a multiculturalist urban coalition tied to a progressive form of identity politics (anchored in the expansion of racial and gender rights) while significantly committed (albeit not without dissent) to creative-class neoliberalism — gentrification, innovation, et cetera. The latter is, at its core, a white-supremacist party encompassing a series of radicalized (and occasionally contradictory) right-wing cultural identities — libertarians, Evangelicals, deindustrialized working classes, suburban economic elites — that coalesce around a reactionary nostalgia aimed at the destruction of social institutions created by and in the aftermath of the Civil Rights movements. Without denying that the former coalition constitutes a lesser evil — and recognizing that the Sanders movement may have planted the seeds of a different Democratic party — it is important to recognize that, in their current form, both institutions resort to voter suppression (through voter ID laws, gerrymandering, negative campaigning, misinformation, inaccurate polling, and targeted data-based electoral ground games) to try to win elections on the basis of their existing constituencies. They each represent around 25 percent of the electorate, which means that their strategies ignore roughly 50 percent of the electorate. Most elections are noncompetitive, and the parties have devoted themselves to building up safe districts and territories, that, when they turn “competitive,” can still be won or lost by a small number of points produced by turning out (or failing to turn out) the party bases.

There is no American exceptionalism here. This electoral process is part of a long-term, global erosion of the political that has taken place under neoliberalism. Silvio Berlusconi, Nigel Farage, Marine Le Pen, Viktor Orbán, Mauricio Macri, and Álvaro Uribe are all figures embodying the same logic as Trump: the emergence of reactionary right-wing nationalism to channel the anger of declining middle classes into an adversarial relationship with marginalized constituencies of all sorts (black people, migrants, Muslims, peasants, et cetera). This strategy in turn grows out of the long-term erosion of the middle classes that has already been extensively studied using a number of different names: “Undoing the Demos” (Wendy Brown), “Expulsions, Brutality and Complexity” (Saskia Sassen), “Precarization” (Judith Butler, Isabell Lorey). Of course from a global perspective what is problematic about all these accounts is their nostalgia for a past that was never as rosy or just as it sometimes looks in retrospect. That the Fordist mode of production is now seen as a dream world by many critics of neoliberalism is depressing at best.

What is missing from the conversation is an idea of the future, of utopia, where the divisions of the present can truly be overcome and not simply preempted by the traps of a contemporary discourse that falsely poses the “white working class” and “identity politics” as oppositional terms that one must choose from. Although a few recent writers (like Fredric Jameson, Erik Olin Wright, and Peter Frase) have ventured to speculate what an economically just utopia would look like, contemporary politics are largely held hostage by what Svetlana Boym has called “restorative nostalgia,” a structure of feeling organized around past idealisms or past wrongs that actively blocks our potential futures. This is why the projects that we group under the name “identity politics,” understood as the action of self-asserting marginalized groups to render visible and fight against their oppression, have begun to show their limits and to backfire. Although no one in their right mind would deny the concrete oppression of specific groups and the need to recognize the racialization and genderization of injustice, we must also acknowledge that a significant number of the practices and vocabularies that proponents of identity politics have developed have been co-opted and weaponized by the enemies of justice (men’s rights activists, Christians committed to politicizing what they see as their victimization, critics of political correctness masquerading as champions of the First Amendment, and so forth). To recognize this is not to demonize “identity politics” or to demean the repertoire of political strategies and discourses deployed by peoples marginalized by race or gender. It means, rather, that there are limits of that repertoire that must be acknowledged, both in terms of their political efficacy in addressing their goals of inclusion and justice, and in their heuristic understanding of what marginalization or justice means. That the utterance of “working class” or the idea of class in itself triggers rejection because it is mistakenly identified solely with the white proletariat of the Fordist era, and the fact that our reifications of the concept of race blind us to the marginalization of working-class white subjects, render visible a problem of political forms of mobilization that fail to account for the actually-existing version of the working class today.

We thus need to imagine a future for economic justice that requires neither annulling the plight of individual groups (whether they be Black Lives Matter or the precarized white working class) nor imagining a working-class politics that is inherently white or US-based. For better or for worse, we have very significant solidarity gaps, both within the United States (between whites and nonwhites, but also between and within nonwhite identity groups) and internationally (American workers who fear competition from immigrants, or who want “their” jobs to stay in the United States at the expense of fellow workers in Mexico or China). With the rise of a CEO from the fast-food industry to head the Labor Department, it becomes patently urgent to understand the working class in the racially diverse, multigendered, geographically decentered way it functions today. That entails not only recognizing the differences among workers, but also understanding that any form of engagement that does not account for their relationship to capital and production is bound to fail as a politics. Identity politics, white nationalism, and nation-centric forms of left politics alike are all mechanisms which support neoliberal capital by forestalling the sort of wide, united-front politics necessary to rethink justice. And the sort of white-nationalist reawakening we see today is only possible in the void of economic ways of thinking marginalized subjects at large.

MIN HYOUNG SONG: In 1944 and 1945, the top marginal tax rate in the United States was 94 percent. This meant that any income above $200,000 (or roughly $2.7 million in today’s dollars) would have been taxed at this rate. So, if you made $100 over this limit during either of these years, you would have kept just six dollars of this amount. This is the highest top marginal tax rate ever achieved in this country. Remarkably, this rate stayed over 90 percent until 1964, when President Kennedy finally lowered it to 77 percent. In 2013, the top marginal tax rate was 39.6 percent, up from 35 percent the year before. As sensational as these facts are, we should keep in mind that very few people ever paid this rate and those who did had the bulk of their income taxed at much lower percentages. Nevertheless, as symbol, a steep progressive tax rate speaks to a period of high civic mindedness.

It can be easy to feel nostalgic for this immediate postwar period, when even taxes spoke to a desire to distribute wealth evenly and reflected, if not helped produce, the familiar bell curve of income equality that was the hallmark of this era in American history. We must, however, approach this nostalgia with skepticism, as we know this brief era was marked by all sorts of racial exclusions, along with gender and sexuality discrimination. Someone like me, who was born in Asia to a working-class family, would not have been allowed to immigrate to this country. African Americans, Native Americans, and Latinx would have, alongside Asian Americans, encountered intense housing discrimination, numerous barriers to educational advancement, and few opportunities for work, much less workplace promotion. Homosexuality was labeled an official psychological disorder, white women had few opportunities outside the home, and women of color were disadvantaged in even more daunting ways. It’s easy, of course, to flatten out the past, and exaggerate its worst features. But it’s equally easy to give the past the glow of a golden age that never existed.

I was once asked by a teacher to write about a historical era in the United States that I’d like to visit. I chose the 1920s, mostly because I had just started to read the writings of Hemingway and Fitzgerald, but even then I felt an uneasiness about the kind of racial denial my selection entailed. If I were being honest, I should have written that I wouldn’t want to be an Asian American before the 1980s. Even in the early 1980s, when I was a young boy growing up in a Detroit suburb, I experienced a lot of racism. Strangers yelled slurs at me from passing cars. Service at restaurants, like the local Denny’s, could be noticeably bad, even hostile, when my family and I went out to dine. Students in my middle school teased and bullied me when they weren’t actively pretending I didn’t exist. I would come home and cry in my dining room because I was so miserable. In high school, I worked one summer as a busboy in a restaurant in downtown Birmingham, which was — and I assume remains — an upscale town full of trendy shops and highly educated people. A diner said to me, “It’s hot outside. But your people are used to the heat, so it probably doesn’t bother you.” In the age of Trump, such experiences have again become common occurrences, if they ever went away.

My memories of such racial harassment are, however, tempered by fond memories of the time I spent with my next-door neighbor Art. I was at the time maybe seven or eight, and he was already retired. He liked to hunt and make things. He set up a box with a trap door in his backyard, and a string that led to his back window. When a bird went into the box, he’d pull the door shut. I sat with him for many hours waiting for a bird to do exactly this. Whenever we caught one, we’d let it go. He also took me fishing, and taught me all sort of useful things, such as how to tie a knot properly — which, sadly, I have since forgotten. He would even take me out to eat and introduce me to his friends, all of whom were white like him and some of whom were decidedly less friendly to me. Their curious gazes, barely tolerant because of Art’s presence, called to mind how generous Art himself was.

Art was as far as I know a union man who worked in the nearby automobile assembly line, just like my father did at the time. I like to think that his treatment of me was typical of the world of fraternal solidarity around which the working classes used to organize themselves. Historical accounts speak of how unions hosted reading groups and even sustained theatrical productions among its members, and of course one of the great perks of a job in an automobile factory was that you earned enough not only to own a house and keep you and your family well fed, but also to engage in all sorts of hobbies, like the kind Art excelled at. I always feel lucky to have had Art in my life because he showed me such kindness at a time when I needed it most, and because he allowed me to see a social world that has largely been lost to us. The opportunities for play and socialization that were so obviously a part of working-class experiences don’t seem to exist anymore. Blue-collar jobs don’t pay as well, they don’t offer very good benefits, and they are a lot less secure. While it could be racially exclusionary, it also seems plausible to me that racial boundaries were more permeable than we remember, and that worker solidarity could take many surprisingly capacious forms. The loss of this working-class world is, among other things, something to be mourned. Could it be a model for the kind of world we’d like again to make possible? Or is this merely a flawed left nostalgia?

At no time, it seems to me, has a cross-racial and international popular social movement focused on a coordinated redistribution of wealth downward ever been so urgently needed. Liberal calls to forget identity politics simply do not help in this regard. Mark Lilla’s article in The New York Times is probably the worst example of these calls, though hardly the only one. Lilla insists that

We need a post-identity liberalism, and it should draw from the past successes of pre-identity liberalism. Such a liberalism would concentrate on widening its base by appealing to Americans as Americans and emphasizing the issues that affect a vast majority of them. It would speak to the nation as a nation of citizens who are in this together and must help one another.

This argument mimics the kind of nationalism that Richard Rorty advocated for in one of his final books, and it’s no surprise perhaps that Achieving Our Country has also been widely cited as a prophetic work that somehow anticipates our moment.

My problem with both Lilla and Rorty is that they place the blame for our divisions squarely on racial minorities, women, gays, lesbians, bisexuals, transgender, immigrants, and Muslims. We are the ones who are too focused on what sets up apart, and as a result we fail to see what we have in common, which presumably is our national identity. Not only does this blame the very people put most at risk by a Trump presidency, it also echoes the thinking that allowed Trump (just barely) to be elected. And like all forms of nostalgic nationalism, its vision of the future is built on an idealized vision of the past. What Lilla in particular seems oblivious to is how the emergence of Trump is not an isolated event, but one that is connected to the emergence of far-right leaders in Europe, Russia, India, the Philippines, and elsewhere. What arguments like Lilla’s and Rorty’s miss, then, is the need for greater economic equality that cuts sharply across national boundaries and shores up badly damaged civic institutions in each country.

There have been many recent instances of popular revolt against inequality and for greater democratic forms of government, from the WTO protests in the late 1990s to the Arab Spring, Occupy Wall Street, Syriza, Black Lives Matter, the massive anti–Park Geun Hye demonstrations, Standing Rock, and others. On one hand, there are these movements for greater democracy and more equality. On the other, there are forces that extoll authoritarianism and promote ever greater levels of inequality. If the former are to succeed in countering the rise of what increasingly looks and feels like fascism, they will have to be attentive to differences of every kind. They will have to learn from our hard-fought efforts to be more inclusionary and more respectful of each other. They will have to respect the disabled and the queer alike. They will have to promote women’s reproductive rights and acceptance of religious differences. They will have to fight against the criminalization of the poor and racial minorities. They will have to honor the rights of native peoples everywhere. They will have to understand how local struggles are inextricably part of struggles in far-flung places. And they will, most of all, have to take account of the fact that these struggles take place during a time of intense and increasing ecological crisis. As Jedediah Purdy succinctly observes, “The politics of the Anthropocene will be either democratic or horrible.” Democratic movements cannot afford to pit social and economic populisms against each other. How to maintain the idea that both are, in fact, inextricably bound up with each other — at times perhaps even indistinguishable — is one of the most pressing intellectual questions of our time.

Andrew Hoberek is Professor of English at the University of Missouri, where he teaches classes in 20th- and 21st-century literature and other arts.

Keona K. Ervin is assistant professor of History at the University of Missouri-Columbia. She received her PhD in History from Washington University in St. Louis in 2009.

Sue J. Kim is professor of English and co-director of the Center for Asian American Studies at the University of Massachusetts Lowell.

Curtis Marez is a professor of Ethnic Studies at the University of California, San Diego.

Ignacio M. Sánchez Prado is a professor of Spanish and Latin American Studies at Washington University in Saint Louis.

Min Hyoung Song is a professor of English at Boston College.

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ratishpandey · 3 years

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“It’s not important where you are now,

as long as you're sure about where you're going.”

A coach addresses all areas of the business needed to ensure the client's focus on overall development. Perhaps the element that keeps one focused is the need to be accountable to someone. That someone for an entrepreneur is the Business Coach. The coach becomes the accountability accomplice, assisting them to overcome obstacles to cross the finish line.

The business environment persistently changes more. In response, the key challenges inevitably change. Hence, one needs to adapt & change how one manages the business on an ongoing basis.

Managing change is never easy. If one wishes to stay in the race, they need to be open to seeking help along the way.

Make the best use of Technology

Technology is a consistent and ever-increasing part of any venture today. It is also the fastest-changing component of the business environment. It can be hard to keep up. It is critical for enabling companies to communicate effectively with their workers & clients; improve operational efficiency and thus, gain a competitive advantage. Coaches come armed with strategies to enable the successful adoption of apt technology.

Provide marketing advice

In the formative years of the business, the Entrepreneur has to wear multiple hats. Right from marketing, sales, finance, HR to procurement. It no surprise that their thoughts often get muddled. Coaches provide an impartial perspective to see the unseen adding clarity; to clarify the vision. A seasoned business coach who has insight on branding, marketing strategy, and tactics help grow sales and prevent them from expending efforts on what does not work.

Hone your administration abilities

Coaches help improve management and leadership skills. As a business develops, the entrepreneur moves away from the front-line to the more noteworthy and prominent administrative side. Business Coaches help clients tackle troublesome business issues. Thus, reading the establishment early on to inculcate the ability to face the unavoidable executive storms that lie ahead.

It might come as a surprise to know that even some of the world's most renowned entrepreneurs and business visionaries have turned to business coaches at some point to help them meet their objectives including but not limited to the Reliance Group, Tata Group of Hospitality, Amazon India, Hindustan Unilever and DLF - among organizations; and Bill Gates, Steve Jobs, Barack Obama, Oprah Winfrey - among individual visionaries. From entrepreneurs to athletes to famous personalities, coaching is an asset that all of them swear by, not just to help one achieve goals but to help one formulate a plan for success going forward.

The biggest mistake one can make as an entrepreneur is thinking that they know everything. The best plan of success is knowing when to pull in an expert. To quote Eric Schmidt, the former CEO of Google, "everybody needs a coach".

Running a business, small or large, can far too often feel like fumbling around in the dark hoping you find what you are looking for. In this analogy, though, a business coach serves as your flashlight.

#EthiqueAdvisory BusinessCoach BusinessCoaching SMEBusinessCoach MSMEBusinessCoach BusinessTips BusinessGrowth BusinessStrategy

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profitformulaweb-blog · 4 years

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How to Make Money Online With Affiliate Marketing

The vast majority's comprehension of "member showcasing" starts and finishes with the Amazon Associates program, one of the greatest subsidiary systems on the planet.

For the business visionary, the test with Amazon Associates is constructing enough traffic to create generous income from this channel alone. For the amateur, the traffic obstacle is practically unsurmountable. In any case, don't surrender! You can make a fruitful member showcasing business on the off chance that you do so deliberately.

Learn More How to make money online jetset review

and learn about wp freshstart 5 review

What Is Affiliate Marketing?

Member advertising is the point at which a distributer or organization gives you a cut of every deal they make when you advance them on their site. There are bunches of various subsidiary chances, from courses to web facilitating to books, tapes, and DVDs.

Let the Affiliate Marketer Beware

Partner promotion is frequently touted as an "easy money scam" by obscure locales offering fraudulent business models that guarantee fast money for little exertion. Depend on it—effective offshoot advertisers like Pat Flynn of Smart Passive Income put in a great deal of exertion toward building a crowd of people and making quality substance that will get manageable easy revenue. Hope to do a ton of legwork forthright—yet in the event that you do your best, you can manufacture a strong wellspring of income after some time.

The Key to Successful Affiliate Marketing

So you've focused on building a member business.

Your prosperity as a member advertiser is attached to how you answer these inquiries:

Would you be able to discover items or administrations to offer that offer you an extraordinary commission rate?

Would you be able to discover a specialty advertisement that is probably going to purchase what you are advertising?

Is it safe to say that you are ready to fabricate substance and traffic around these items?

In the event that the response to every one of these inquiries is a resonating truly, instead of making a hasty judgment promptly, set aside some effort to look into whether others are out there making a maintainable subsidiary salary from items and substance right now. One might say, rivalry is something worth being thankful for here—it'll assist you with approving your thought and demonstrate that it merits fabricating a business around.

Instructions to Find a Favorable Commission Rate

Amazon's bonus rate is pennies from every dollar of product that you sell. What numerous individuals don't know is that there are partner openings out there that pay commission rates that are substantially more positive, from $20-$100 (and much more). Peruse associate systems like Commission Junction, Share-a-Sale, Rakuten, and E Junkie for circumstances and their general bonus rate.

Focus on a Niche

In case you're simply beginning, a specialty advertisement is the undeniable approach. Search for a market that has a plainly characterized need and willing crowd. At that point, discover subsidiary open doors that dovetail with that specialty advertisement.

Make an Effective Website

When you have an extraordinary item you have confidence in and an objective market, you'll have to stock a site with quality substance that will assist drive with dealing and member deals. When you have your site set up, you'll need to upgrade it for transformations and deals.

Construct an Audience Through Trust

The best partner advertisers fabricate convincing substance first, and offshoot income later. Chris Brogan has stated: "whenever there's a chance to carry something of significant worth to your locale and bring in some cash for your endeavors, at that point you're taking a gander at what I consider as an extraordinary chance."

To construct a fruitful member program, it assists with thinking about the items you are selling and to offer real an incentive past only a snappy deal. While you can construct a subsidiary business around an item, it helps on the off chance that you really utilize the item and embrace it by and by.

Ensure You Understand Disclosure

The FTC implements a lot of decisions that spread the inexorably professionalizing universe of bloggers and online influencers. Presently you should unveil when you have a money related enthusiasm for an item or administration you include on your blog. This goes for supported posts, yet more significantly, member joins.

Many offshoot advertisers, including Copyblogger Media and Chris Brogan, endeavor to utilize this furthering their potential benefit. How? They utilize the revelation as a chance to discuss the amount they buy and by affection the item they are selling.

Web Jetset Review: Proven Path To Online Success?

Web Jetset is probably the best seminar on subsidiary promoting I've run over.

I've distributed 100's of audits on this site, and I don't state this all the time. Nothing is great, however there's a huge amount of high worth substance here, much in excess of 47 bucks worth.

At any rate, I'll give you what I discovered inside the individuals territory so you can choose for yourself.

Web Jetset Review

I was flicking through Youtube when I saw a video promotion of John Crestani looking at bringing in cash on the web. More often than not I avoid these promotions, however this video looked really intriguing and all around delivered.

I was quick to comprehend what it was about, so I bounced onto John's site and pursued his free online class. The online class was acceptable and it prompts Internet Jetset, so I chose to buy it.

Wanna perceive how I make 6 Figures Online? Snap here.

What Is Internet Jetset?

Web Jetset (IJ) is an inside and out video preparing for $47 that tells total fledglings the best way to begin a partner advertising business without any preparation.

Subsidiary showcasing is selling others' stuff for a commission, I know this works, since I do this without anyone's help. It's a basic and productive plan of action.

Who Is John Crestani?

John Crestani

Other than an ambiguous memory of John chilling in his Lamborghini in a video I saw over a year prior, I really didn't think a lot about this person as of not long ago. All things considered, it turns out he's sort of a serious deal.

Clearly, John went from clothes to newfound wealth by following his enthusiasm for web advertising and never surrendering. In the same way as other effective business visionaries, he had a few mishaps en route.

Here's the run down on his story as indicated by Business Insider:

Dropped out of school and went to Thailand to make sense of things at 21 years old

Peruse "The 4 Hour Work Week" by Tim Ferris (wonderful book btw) and manufactured an eBay business which was later shutdown by Paypal for reasons unknown

Returned to school and began offering answers to tests to understudies (lol) and as you can envision, that didn't go down so well. Be that as it may, he understood he could rake in huge profits selling data

Wound up finding a new line of work at a showcasing firm and sooner rather than later he was the superstar, and made the organization a boatload of money. He requested a raise, his supervisor said no. Along these lines, he did what any self regarding business visionary would do, he left that poop and sought after his online business

That is the general substance of things from what I see in any case.

Quick forward to today, John is 28, and runs various organizations which made over $3.9 million in deals in 2016 alone. He additionally claims his own associate system called Nutryst which has some expertise in wellbeing and health items.

A member organization is essentially only a 'center man' between a client and an item seller and encourages the purchasing procedure. Much like Amazon or ClickBank.

At any rate, his prosperity is reported on believed locales like Forbes, Inc, Yahoo Finance and a lot of others. Not something you see with most item proprietors right now.

Forbes Article

Inc. Article

In the wake of investing some energy tuning in to John's instructing and looking at his business procedure, it's not hard to perceive any reason why he is seeing some mind blowing achievement on the web. He knows his stuff.

However, the inquiry is, does he share his important bits of knowledge with you within?

Purchasing The Product

Turns out purchasing IJ isn't as basic as setting off to the business page and hitting "purchase now".

There are really 2 fundamental ways you can gain admittance to this item, that I am aware of.

You can pursue the free video seminar on his site (http://johncrestani.com) for one. This gives you 4 recordings acquainting you with the idea of associate advertising and give you some beneficial tips. I in reality just viewed the principal video right now he just discharges 1 video for every day and I simply needed the center item. I don't care for hanging tight for content!

Online course Sales Page

The business page for Internet Jetset is really an online course introduction (http://imjetset.com) which is a blend of offers pitch/preparing. It seemed recorded, however worth going to no different.

In contrast with the majority of the business pages I've gone over right now, it was uniquely extraordinary. As opposed to attempting to "push" you into purchasing the item with a wide range of malicious strategies, you join and truly need to pause (I held up more than 12 hours) just to discover what you are purchasing.

At that point… you get some valuable preparation and a diagram of what's in store in the wake of purchasing.

Upsells After Buying

In contrast to most by far of projects right now, there was only one upsell for $187. This is obviously more than 25 hours worth of inside and out meetings and preparing from John and individuals he's trained. I didn't purchase this myself however in light of the fact that I like to perceive how the center item performs first.

Center Training Modules

There are more than 12 hours worth of substance covering points, for example, how to pick a specialty, how to get free traffic and how to set up your battles to bring in cash. Getting your cash's worth here is putting it mildly.

There is a flat out TON of significant substance inside this course.

Center Training Modules

I'll give you a diagram of every module underneath so you realize what's in store…

Module #1: Wealth Transformation Series

This module wasn't accessible at the hour of composing this.

Module #2: The Online Business BluePrint

This is really the 4 section video arrangement you gain admittance to with the expectation of complimentary that I referenced before. As a paying client of IJ, this is fully opened and prepared to see inside the individuals zone. I didn't experience the last hardly any exercises since it's practically only a warm up driving into this program.

Module #3: Introduction To Internet Jetset

There are 5 top to bottom recordings inside this preparation module that run for just shy of 2 hours altogether.

When you move beyond the welcome video, John discusses "acquiring commissions inside 2 hours". This is certainly something I was interested about before. Essentially, he tells you the best way to pursue a free Amazon Associates record, and how to get your partner interface for an item you like.

He at that point discloses how to approach posting this on your Facebook page. At the point when your companions read your proposal and choose to purchase the item, you'll acquire a commission. He gives a guide to follow that he utilized.

It is anything but a longterm methodology, yet I think this is a cool path for individuals to see the procedure in real life. To see that subsidiary advertising is genuine and that it works. It's not tied in with making huge amounts of cash rapidly, it's tied in with considering making the plunge.

This will work on the off chance that you have a sensible measure of FB companions and compose a decent item audit about something they might want. Thus, truly, you can utilize this to win a commission in 2 hours. As "hypey" as it might sound in certain regards, it's valid.

At the point when you win your first bonus on the web, even a little one, it's a distinct advantage. You will be siphoned to proceed with your excursion so it merits attempting.

Different recordings are supreme gold with regards to helping individuals get into the correct mentality and remaining focussed in your business. Getting diverted is exceptionally simple when you are working on the web.

Prologue to Internet Jetset

Browsing messages, web based life, details (Google Analytics and optin rates, etc can be a tremendous time squanderer. John discloses why it's essential to keep focussed and gives you some pragmatic strides to get into an increasingly focussed state, so you can continue through to the end and show signs of improvement results.

He additionally gives some knowledge into why such a large number of individuals bomb on the web and how to defeat any restricting convictions that might be keeping you down.

Module #4: Choosing Your Niche

This was a fascinating way to deal with picking a specialty.

There are three monstrous 'evergreen' specialties on the web: bring in cash, wellbeing, and connections. John encourages you to make sense of which of these you would normally like in a functional manner. This encourages you to get a general thought on what you actually like, and afterward you can bore down into an increasingly refined specialty inside these three.

The preparation at that point examines the different member systems you can join and what makes every one of a kind.

Module #5: Google Organic Traffic

This acquaints individuals with the idea of getting free natural traffic through Google search.

He clarifies the various sorts of sites you can fabricate, for example, survey locales and general subsidiary sites. He likewise gives you some various instances of these destinations so you comprehend what they are about and what makes them unique. Unquestionably some great substance here.

One thing I like about this is the means by which he shows individuals the potential inside probably the most dark specialties. A portion of the marvelous specialty openings I run over myself nowadays really shock me. So it was invigorating to see somebody who doesn't simply say "you should be in the greatest specialty to bring in cash on the web". It's basically false. You would not accept what potential exists in a portion of the 'little' specialties on the web and this module reveals some insight into this.

He at that point proceeds to discuss the rudiments of watchword research and how that fits into the condition. He likewise shows you a one of a kind catchphrase technique he utilizes which I hadn't thought of myself up to this point. It's straightforward, however conceivably powerful. I'm certainly quick to try this one at the appointed time.

Module #6: Free Youtube Traffic

There are 13 recordings inside this module. That is basically a course in itself lol.

There's a flat out boatload of high worth substance inside this module alone, and much like the past module, you get some incredible guides to gain from.

The explanation I loved this, is on the grounds that you are gaining from an effective advertiser who is strolling you through other fruitful advertisers Youtube channels. This is invaluable. Regardless of whether you previously bought in cash on the web, this isn't a module to be missed.

There is simply an excessive amount of substance right now clarify every last bit of it. Ba

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cathrynstreich · 5 years

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Women in Real Estate: Leadership Restructuring at Title Alliance Creates Majority Female C-Suite

Women are taking on leadership positions at a steadier pace than ever before, according to the Pew Research Center. The statistics point to growth across several segments—state government, Fortune 500 companies and universities—but where does that leave the real estate industry?

Majority female leadership in real estate is becoming more commonplace, as exemplified by a recent leadership restructuring at Title Alliance, a family of full-service title insurance and escrow agencies. Over the last few months, Lindsay Smith, Sharon Lontoc and Maria Deligiorgis have assumed their respective positions as chief strategy officer, chief human resources officer, and general counsel and compliance officer, rounding out a majority female C-Suite that already included Lillian ReDavid in the position of chief financial officer.

“The passion and energy from the C-Suite is integral to Title Alliance’s expansive growth,” said Jim Campbell, CEO, in a statement. “It’s inspiring to see women from different career paths pushing Title Alliance forward with strategic mindsets and unique approaches.”

Here, Lontoc, Deligiorgis and Smith tell RISMedia why advancing women within the industry is so important, and how other real estate professionals can find success in leadership roles.

Sharon Lontoc

Chief Human Resources Officer

A graduate of Christopher Newport University and Old Dominion University, Lontoc has held positions including vice president of Employee Relations and director of Human Resources for a top financial services firm. As chief human resources officer at Title Aliance, Lontoc is responsible for developing and executing the human resource strategy and innovative operating models in support of the overall business plan and strategic direction of Title Alliance, with a focus on succession planning, talent management and training and development.

Maria Deligiorgis

General Counsel and Compliance Officer

A graduate of American University Washington School of Law and the University of Iowa, Deligiorgis has spent her entire career in the real estate and title insurance industries working with small and large companies. Deligiorgis focuses on overseeing the business and legal practices of Title Alliance and all its entities, in all operations and in all states. Deligiorgis also supervises and directs underwriting, compliance reports and best practices, along with overseeing SOC 1 and SOC 2 reporting and other compliance endeavors.

Lindsay Smith

Chief Strategy Officer

A graduate of LaSalle University, Smith joined Title Alliance in 2005 and has held multiple roles throughout her tenure with the company, ranging from project manager to director of Sales and Marketing. As chief strategy officer, Smith is responsible for assisting Title Alliance’s CEO, Campbell, in developing, communicating and executing both corporate and JV strategic initiatives as the company continues to move forward with a significant growth trajectory.

Can you talk about the gender gap in leadership roles and how it may be bridged?

Sharon Lontoc: One of my jobs as CHRO is to promote work and learning environments that encourage and support diversity. Merit is the foundation of hires and promotions, but it’s also important to provide the tools and opportunities to support everyone’s career goals and aspirations within our company as well as the industry. Not only can my work in the company and industry support other women in the field, but hopefully serve as a source of inspiration and empowerment.

Maria Deligiorgis: Top executive women can continue to send a strong message that diversity and inclusion are a strategic priority for their company and for the industry. A public presence for women leaders and members of the C-Suite exemplifies a corporate and industry mindset and position of an organization’s commitment to promoting cultural change. To help eliminate continued underrepresentation of women in the C-Suite, implementation of diversity and inclusion initiatives will be a start, but the imagination of top executive women in our industry will also be needed to engage in open, in-depth conversations and stories about experiences and challenges with key men.

My leadership experience is intentional in setting clear expectations enterprise-wide of all managers, mentors and sponsors, and our company is committed to providing the tools to support women effectively. Leadership by top women executives is also a transfer of belief—to inspire all women professionals.

Lindsay Smith: Truthfully, I never looked at it that way. In our company, over 90 percent of our employees are female, so there wasn’t a gender battle to be fought. To that point, I always believed that regardless of gender, the very best person for the job should have it to bring the most value to the organization. I think as a leader you need to focus of having integrity in everything that you do; representing the company’s brand and values; and on uplifting, motivating and encouraging in a positive way those around you.

What is your strategy for continued business growth and what motivates you?

SL: I am very fortunate to be surrounded by incredibly smart, strategic and dynamic colleagues at Title Alliance. They are empowering and encouraging, as well as supportive of each other’s pursuits. Each of them set the bar so high, it shows me that we can have it all.

MD: Certainly, profit and loss accountability and results are motivating, as is skill development. Every handful of years, we speak about the transformation of our industry, and as a strategist and visionary, I want to help toward the development of the next generation of industry professionals—both women and men.

LS: Personally, my “why” is and has always been to make a difference. In our business, we are fortunate enough to be able to form partnerships in states across the country with real estate agents. Through those partnerships, we provide the agents with opportunities to compliantly grow their horizontal income stream through equity. We are able to impact employees in these areas by providing them with a different way of doing business and to give them a platform to expand their worlds—personally and professionally—holding true to our mission. Lastly, as an ESOP company, the strategies set forth and growth achieved impacts every single employee in our family of companies through the ESOP Growth. Continuing to push for excellence and opportunity, for myself and those around me, allows for fulfillment of my “why” at a very high level.

What would you say to other females looking to advance to a leadership position in real estate?

SL: As much as it might sound like a cliché, I think the main thing is to reinforce that there is nothing out of reach. Women and girls can be anything, and we are not limited by our gender. Explore any opportunity, including those in real estate or title, and find what truly interests and inspires you.

MD: While it is aspirational to believe that meritocracy is the determiner of criteria for leadership roles, there are multiple paths to top executive leadership positions, and women could focus their efforts on roles that lead to those paths. Reach out to women leaders and start a conversation.

LS: Be certain that you work for a company that demonstrates the willingness to empower and to grow their employees. Consistently hold yourself (and others) to high standards. Focus on how you can make a difference to impact others. Stay out of drama and don’t ever tear people down. Finally, the best leaders are anything but self-serving. When you demonstrate how what you bring to the table impacts the company, the employees and the clients in a positive way consistently through measurable success and track records, you will have the greatest level of personal and professional satisfaction. And when you’re satisfied in your job, amazing things happen.

Liz Dominguez is RISMedia’s associate content editor. Email her your real estate news ideas at [email protected].

The post Women in Real Estate: Leadership Restructuring at Title Alliance Creates Majority Female C-Suite appeared first on RISMedia.

Women in Real Estate: Leadership Restructuring at Title Alliance Creates Majority Female C-Suite published first on https://thegardenresidences.tumblr.com/

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topicprinter · 5 years

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Hey - Pat from StarterStory.com here with another interview.Today's interview is with Chris Dreyer of Rankings.io, a company that does SEO services for personal injury lawyers.Some stats:Product: SEO for personal injury lawyers.Revenue/mo: $275,000Started: February 2013Location: CaseyvilleFounders: 1Employees: 15Hello! Who are you and what business did you start?My name is Chris Dreyer and I’m the CEO/Founder of Rankings.io, LLC. My company is a hyper-focused SEO (search engine optimization) agency; we help elite personal injury law firms dominate first page rankings.In 2018, we were #858 in the Inc. 5000 list of the fastest-growing companies in America. Our revenue is just under $300,000 per month and we’re on pace for another record-breaking year.What's your backstory and how did you come up with the idea?I graduated college with a History degree, fully intending to become a high school teacher and coach. I landed a job shortly after graduation as a detention room supervisor, of all things.You can imagine what my daily routine was like: sitting in the same small room, managing the same recurring cast of misguided youth and assorted screw-ups. One day, bored out of my skull, I Googled “how to make money online” (not joking: that’s the literal query I used). This led me to a few digital marketing courses and I was instantly hooked.I’m competitive by nature, so I really enjoyed the process of taking a site from nothing to something when I entered the world of affiliate marketing. In short order, I had sites ranking #1 for “double chin,” “stained concrete,” “Acai fruit,” and a host of other terms. By the end of my second year in affiliate marketing, I was making more money from my side job than I was from my primary...so naturally, I did everything that my parents didn’t want me to do: I quit my job, moved to Florida, cashed out my teachers’ retirement account, and threw an enormous party at my new place.imageThe party was so successful that I received an eviction notice shortly afterwards (Mom, Dad, if you’re reading this: I’m sorry).In 2012, the Penguin algorithm update came along and basically nuked my income from orbit (taking my 100+ affiliate sites and making them largely useless), but I found a job with a full-service digital agency that specialized in marketing for attorneys. While that company is no longer in operation, I did learn the ropes of legal marketing, and this further seated my passion for the field/niche.One of the main reasons that I loved working in the legal marketing field was the competition. Ranking affiliate sites was relatively easy and had long since ceased to pose a challenge to me. SEO for lawyers was hyper-competitive and required me to be on my A-game at all times. I loved it so much that in less than two years, I had left and opened my own agency.Take us through the process of starting, launching, and growing Rankings.io.I didn’t save a lot of money when I was younger (as you might imagine, based on how I treated my retirement fund), so I bootstrapped the company with a $15000 loan from my sister, who is herself a very successful entrepreneur (she and her husband own a plumbing company). In the early days, I didn’t have to worry about operations: I didn’t even have any clients yet. I acquired my first clients strategically through LinkedIn, Google+ (now dead), and YouTube marketing.At first, I took on any digital marketing project that came my way; I had to be willing to try. I gave those projects my all and this built a reputation for high-quality work. To this day, our leads are largely from referrals and word-of-mouth. In fact, we only have one full-time marketing staff member.In the earliest days, I ran the business from my apartment. We didn’t have any clients, so all of my time was spent on acquisition. I basically unpacked my brain, creating videos to detail what I knew and used that to build some authority. I would say I created at least one YouTube video per day back then.I was also heavily engaged on GooglePlus (I know, it’s dead now too...but at the time, it was a great source of lead generation for me). I ran a community of legal professionals, whose purpose was to connect lawyers and their peers. Running that community also built a lot of authority for me, as managing those relationships put me in contact with a wide range of lawyers and firms, and made me a known quantity to them.Lastly, I knew from the beginning that LinkedIn would be the most valuable social network for connecting with my specific audience. I spent a lot of time there, networking, creating endorsements, writing recommendations, and participating in LinkedIn groups.From all of these efforts (YouTube, Google Plus, and LinkedIn), I was able to land three or four solid clients within the first month. The revenue from those clients surpassed my “real” employment and gave me a solid foundation from which to begin working for referrals.Back then, we charged regularly $1000-2000/month for SEO. I distinctly remember the first time I signed a client to a $3500/month retainer; I literally did a happy dance.These days, our minimum client engagement is $10000/month, which certainly feels surreal to say when I think back on how things began not so long ago.After my tenth client, I began looking to hire my first employee, as things were moving well enough that I needed the help. At the time, I was extremely pleased to hire Steven Willi (a web designer who also understood SEO), but the years that followed would only serve to reinforce the belief that he was basically a unicorn: for those of you familiar with EOS/Traction, Steven now serves as my Integrator (the individual who executes the Visionary’s ideas and who is the glue that holds the organization together).Even the manner in which we met was frankly serendipitous: we were both attending a very casual birthday party for a mutual friend. I asked him what he did, he said he designed websites, and I said I was looking to hire someone to do exactly that.It’s hard to explain now how lucky I was, having someone like Steven appear at exactly the right time. He’s an absolute stud and he helped propel my business to an entirely new level. In his first week, I signed five new retainers and I can tell you that any nervousness he might have had over making such a bold move (joining a startup) dissipated rather quickly.Interestingly, in terms of scaling the company, things have gone contrary to what one might expect: rather than our teams increasing in size as the company has grown, we have learned how to work leaner and get more with less. One of the biggest advantages of having a hyper-specific niche is that your process creation, SEO strategy, and acquisition all approach the same persona or avatar. An example would be: when doing keyword research, we can create one expanded editorial calendar that will appeal and apply to most of our prospects. In the same capacity, instead of throwing paint against the wall with our marketing budget (hoping that we attract), we throw the paint directly at personal injury lawyers. LOLSince launch, what has worked to attract and retain customers?In all levels of retention, it comes down to some form of warmth and competence (warmth, in that clients want frequent and quality communication, transparency, reliability, etc.; competence, in that they want results). One of the things that we’ve done successfully is separate account management and project management.Our account managers act in a client-facing role; they have their “heads up,” looking for strategic opportunities and advantages, and they guide the client’s campaign. Our project managers have their “heads down,” focusing on completing the work in-scope, on-time, within budget, and correctly.In many digital agencies, the account manager is also focused on implementation. What we found is that when an individual is in the weeds, concentrating on doing the work, it’s difficult to see opportunities. Your head is “down,” if you will. Consequently, we chose to split strategy within the team, putting account managers in the forward-thinking position and project managers dealing with the day-to-day deliverables/execution.This rather simple segmented approach has gone a long way towards helping our retention.Oftentimes, when you hear about the success of a company, you assume that they are bringing a large team to bear. However, we have always focused on maintaining exceptional service first and foremost (rather than expanding our workforce) and this has, in my experience, been easier to do with a lean team. We only have 15 total employees, with only one in Sales and one in Marketing, respectively. Instead of growing horizontally (with a massive volume of sales/clients), we have chosen to concentrate on a more select group of clientele who are also growth-minded when it comes to their firms/practice. The more success that we deliver for our clients, the more opportunities there are for us.Most of our leads come from referrals, due to our reputation for high-quality work. We frequently run Net Promoter Score surveys, gauging our clients’ happiness and willingness to speak on our behalf. In addition, during the exploratory phase of engagement with us, we help those prospects who aren’t a good fit for us find the proper representation (via other agencies whose work we respect). As you can imagine, being so hyper-focused on legal SEO only, we must strategically say no to a majority of our prospects. This lends itself to natural reciprocity, a psychological trigger that Robert Cialdini discusses in his book, Influence: The Psychology of Persuasion.We typically produce at least one solid piece of content per week and try to make each piece epic, with a focus on promoting that content properly, rather than concentrating on generating a large volume of new content in short order.Internally, we refer to our content promotion strategy as “the Jordan Content Promotion System.” It looks something like this:Scheduled social syndications on (23 total; 1 per day for seven days, then 1 per week for 5 weeks, then 1 per month for 11 months):FacebookInstagramTwitterLinkedInPinterestContent/Social Curation on:MediumLinkedIn PulseScoop.itEmpire AvenueEmail NewsletterPaid Promotion:Facebook BoostLinkedIn BoostTwitter BoostInfluencer Fiverr Gigs x20Other:Social SproutTwitter Promote ModeAnother large component of our success with retention is being process-oriented. We are believers in “The Checklist Manifesto” and treat inconsistency as the enemy. These processes are continually improved and tightened, eliminating much of the possibility for missteps, large or small. As a result, our clients know that if we say we’ll do something, it’ll happen exactly according to the blueprint that we lay out for them.Lastly, one of the most important aspects of growth and retention is our specialization in not just SEO for lawyers, but personal injury lawyer SEO. This competitive advantage allows us to refine our processes even further (our editorial calendar, link building techniques, etc. are all focused on one niche); it means that we “speak the language” of our customer much more so than would a generalized SEO agency.How are you doing today and what does the future look like?In 2019, we’re still firmly in a period of exponential growth in terms of revenue (and, more importantly, profit). In my first year, I grossed $79,000, my second, $300,000, and my third was $700,000. In my fourth year, I finally cracked the million mark, grossing $1,100,000. Afterwards, things proceeded at a steady clip, breaking the $2,000,000 mark in the following year and $3,000,000 the year after that.This year, we are aiming conservatively $4,000,000, but regardless of the final number, our profitability will be higher and we’ll continue to focus on high-quality work.One of the biggest changes our agency has made recently is to not only focus on law firm SEO, but to niche down even further and specialize in personal injury law firm SEO. This decision was strategically made: somewhere around ⅔ of our gross revenue was already coming from our personal injury clientele (who made up just under 50% of our client base). By focusing on just those clients who were generating the most revenue for us, we were able to refine our processes and make our team much more flexible and responsive.These changes today are actually an outgrowth of some hard decisions that have been made over the past couple of years: in early 2018, we had to decide whether we wanted to expand horizontally (bringing in clients from other verticals, and growing our company by volume) or vertically (working with a smaller number of clients in larger markets and growing the company through net profitability).Each growth trajectory has its own pros and cons, but for us, our goal was to be the most respected SEO agency in the world and we felt that we couldn’t do that by diluting our focus with horizontal expansion. We are now even more selective when deciding which clients to sign, because we can only work with a limited number of firms and still provide the service that we want/they deserve.Having a smaller number of clients makes us more agile. We can implement strategic initiatives much faster and this innovation allows us to stay ahead of both the curve and our competition. Keep in mind, I want to reinforce that our quality and reputation is the lifeblood of our company and inbound leads; referrals are happily given, because our clients see the difference that we make for them.imageThrough starting the business, have you learned anything particularly helpful or advantageous?One of the most painful learning experiences was the consequences of over-hiring, which I learned in 2017.When everyone gets busy, everyone naturally needs thinks that the company needs to hire more staff, but in most cases, there needs to first be a retrospective on the circumstances that are making us busy and ways that we can improve efficiencies within our existing team.We implemented Profit First accounting practices at the beginning of 2018, which transformed how we looked at our company’s finances. Essentially, it forces us to take the expected profit out first, rather than looking for it in what’s left after the bills are paid. Think of brushing your teeth: when you have a new tube of toothpaste, you are very liberal with how much you put on the brush...but when the tube is almost empty, you can manage to squeeze a lot of use out of very little actual toothpaste. Profit First is a lean methodology to managing your money; it forces you to stop buying new tubes of toothpaste, if you will.What platform/tools do you use for your business?Business Framework - EOS/Traction“EOS®, the Entrepreneurial Operating System® is a comprehensive business system, integrating a holistic business model with a complete set of simple business tools proven business process to align and synchronize all the pieces of your business to produce the results you want.” It’s comprised of six key business factors: Vision, Data, People, Issues, Process, and Traction. We implemented in company-wide in mid-2018 and it has been a game-changer for us.CRM - PipedriveIt’s a simplified, kan ban approach to lead management.Project Management - BaseCamp 3It’s simplified, but it’s also full-featured and easily understood. We have also used Trello, and while we liked some of the features (particularly the visual style), it didn’t allow for organizational hierarchies that we wanted. BaseCamp just makes it easier to manage our teams.Communication - SlackEase of use and familiarity. Everyone texts and Slack is essentially just iMessage.Finance - QuickBooks Online, Profit FirstQBO allows for my Director of Finance and our CPA to collaborate via the cloud (they are not in the same location). Profit First is for the reasons detailed previously.PEO/HR/Payroll - InsperityAgain, ease of use, bundling our benefits, HR resources, and payroll together under one umbrella.SEO Tools - Ahrefs, SEMrush, Agency Analytics, Google Suite, Screaming FrogThe above tools are industry-standard and should be familiar to everyone in SEO. They are to SEO what, say, a socket set is to a mechanic: they’re just a part of every digital marketer’s toolbox (well, at least the competent ones).What have been the most influential books, podcasts, or other resources?I’m a serial reader/listener/pursuer of knowledge and generally consume at least 60 business books per year. Tony Robbins put me on tilt this week when I heard that he read 700 books in seven years; I’m coming for your record, Tony.Books - The E-Myth (Michael Gerber), The Win Without Pitching Manifesto (Blair Enns), Traction (Gino Wickman), Value-Based Fees (Alan Weiss), The Goal: A Process of Ongoing Improvement (Eliyahu M. Goldratt), The Art of Client Service (Robert Solomon), Profit First (Michael Michalowicz).Podcasts - Entrepreneurs on Fire (John Lee Dumas), Smart Agency Masterclass (Jason Swenk), Build a Better Agency (Drew McLellan), How I Built This (Guy Raz)Advice for other entrepreneurs who want to get started or are just starting out?Model the masters.Essentially, find someone whose work you admire and apply both their mistakes and successes to your own trajectory. The old saying that there’s nothing new under the sun is largely true in business: most any mistake that can be made has been, so take advantage of the availability of the stories of others to sidestep the pitfalls that caught them.It isn’t even necessary for those role models to be in your industry. While there are certainly a number of SEO professionals whose work I hold in high regard, there are just as many from other fields who I’ve sought to emulate.Find and concentrate on a unique selling position.If you’re just selling hammers, a consumer is going to shop on price, because there are hammers in many stores. If you focus on a unique service, product, or offering that solves a problem, you are instantly seen as the best… because you’re the only one solving that problem.Due to being the only one, you can dictate your price much more easily. The issue with being just another hammer goes hand-in-hand with another saying I love: “The problem with the race to the bottom is you just might win,” meaning that continuing to lower your prices guarantees that you’ll eventually not be profitable.Some others things I live by:Sales cures all.Don’t do anything half-assed.Integrity is everything.Learn from your mistakes.Are you looking to hire for certain positions right now?We’re always looking for talented and ambitious SEO experts. If that’s you, you can send a resume to [email protected] can we go to learn more?Rankings.ioConnect with me on LinkedIn (I accept all requests)If you have any questions or comments, drop a comment below!Liked this text interview? Check out the full interview with photos, tools, books, and other data.For more interviews, check out r/starter_story - I post new stories there daily.Interested in sharing your own story? Send me a PM

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earlrmerrill · 5 years

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Ballet Des Moines – Executive Director

Reporting to and working closely with the board of directors, the Executive Director (ED), in partnership with the Artistic Director, will be responsible for the overall success and creative growth of Ballet Des Moines, including the vibrancy of its programs, operations, brand, facility, financial sustainability, and impact.

Organization Ballet Des Moines was founded in 2002 as the Ballet Theatre of Iowa. Its inaugural season included The Nutcracker, Swan Lake, and Divertimento. In 2005 Serkan Usta was named Artistic Director and the company was renamed Ballet Des Moines. In 2012 Ballet Des Moines launched its first professional company of resident dancers. Today, the organization focuses on enriching lives in the Greater Des Moines area by delivering excellence in the performing arts and striving to provide the highest level of dance education in the region. Ballet Des Moines’ mission as a professional organization is to offer people of all ages an opportunity to experience world-class ballet. Its vision is to be an integral part of the vibrant arts community by delivering excellence in ballet performance.

In 2009 Ballet Des Moines II was established as the company’s corps of pre-professional dancers who represent the organization through community outreach events and public performances. All members of Ballet Des Moines II are ambassadors for the organization and act as role models in the dance community. The purpose of Ballet Des Moines II is to be a transitory experience for artists pursuing a professional dance career. The experience gives the dancers not only a greater depth of training and diverse performance opportunities but also the tools and real-world experiences that all professional dancers come to expect.

Ballet Des Moines performs a season of three ballets and multiple outreach events in the beautifully restored 1,252-seat Hoyt Sherman Place Theater and other venues in Des Moines. The company is governed by a 12-member board of directors, led by Board President Erin Hockman.

Community State capital, business hub, and Midwestern town, Greater Des Moines prides itself on its schools, friendly communities, short commutes, affordable living, and world-class amenities. Greater Des Moines has been nationally recognized as a top place to live and work by publications such as Forbes and U.S. News & World Report. The city also ranks third in the nation for working parents and first for young families. At 88 percent, the state of Iowa boasts the highest high school graduation rate in the country. Iowa’s ACT and SAT college-entrance exam scores are also among the nation’s best. Des Moines’ employers include corporate leaders such as Principal, Wells Fargo, and Meredith Corporation, more than 80 insurance companies, various agencies headquartered in the Iowa Capitol Complex, and numerous science and health organizations, including five area hospitals.

Greater Des Moines has witnessed rapid development in recent years, with the third highest number of economic development projects in its population group in 2018. A revitalized downtown, changing demographics, multi-billion-dollar investments from Microsoft, Facebook, and Apple, have all been made possible by a forward-looking community that embraces new ideas. These developments are also reflected in the region’s arts and culture environment. New initiatives such as the Des Moines Social Club and Bravo Greater Des Moines are unique examples of visionary partnerships and approaches to investing in the arts.

The region has been rapidly growing over the past decade. In 2017 Des Moines had the fastest population growth of any major metropolitan area in the Midwest—a nearly 42 percent growth since the 2000 census. Since then, the number of people living downtown has more than doubled. As the surge continues, the region’s creative boosters are helping create culture by marketing Des Moines as an affordable option for creative and artistic entrepreneurs. As a result, Mainframe Studios, a 160,000-square-foot studio space located in Downtown Des Moines, is now the largest nonprofit arts space in the United States.

Greater Des Moines is home to a number of signature events, including the Iowa State Fair, Des Moines Arts Festival, and the Iowa caucuses. Arts, cultural, heritage, and recreational opportunities abound. The Principal Riverwalk includes landscaped public spaces, world-class public art, and unique pedestrian bridges and pathways that connect more than 800 miles of trails throughout the region. The 4.4-acre John and Mary Pappajohn Sculpture Park in downtown Des Moines features artwork from some of the world’s most celebrated artists. Other noted institutions include the Science Center of Iowa, Des Moines Art Center, and Des Moines Performing Arts, among others.

Sources: desmoinesmetro.com, dmschools.org, usatoday.com, catchdesmoines.com, futureready.dell.com, citylab.com, balletdesmoines.org, desmoinesregister.com

Position Summary Reporting to and working closely with the board of directors, the Executive Director (ED), in partnership with the Artistic Director, will be responsible for the overall success and creative growth of Ballet Des Moines, including the vibrancy of its programs, operations, brand, facility, financial sustainability, and impact. This individual will be the organization’s lead fundraiser, creating development strategies and implementing action plans that deepen relationships in all segments of the philanthropic community. The ED will effectively manage strategic partnerships, administration, marketing, development, finances, operations, and the supervision and development of human resources. The person in this role will be an active community member in Des Moines to build visibility and financial support for Ballet Des Moines, working collaboratively with the Artistic Director, board and staff members, other arts organizations, and community members to fulfill the organization’s mission.

Roles and Responsibilities

Development and Government Support

Spearhead the formulation of fundraising strategies and implement them with support from the staff and board to increase financial resources through the annual fund, special events, and planned giving fundraising activities.

Create corporate sponsorship opportunities, foundation and government grants, and special campaigns to maintain Ballet Des Moines’ position as a leading arts organization in Iowa.

Drive the cultivation and solicitation of major donors, individuals, foundations, corporations, and government.

Strategic Planning and Community Engagement

Establish, with the Artistic Director and board, the vision for Ballet Des Moines as an organization dedicated to maintaining a comprehensive performance and training institution and oversee short-term operational and long-term strategic planning and implementation processes.

Serve, along with the Artistic Director, as a main spokesperson to establish a broad public image for Ballet Des Moines, clearly articulating the organization’s needs and its long-term impacts on the community it serves.

Initiate, develop, and ensure strong, collaborative, and effective relations with arts organizations, community decisionmakers, government leaders, and other stakeholders in achieving mutually beneficial outcomes.

Oversee the planning, scheduling, management, and evaluation of a diverse array of annual activities.

Affirm Ballet Des Moines’ role as a vital regional arts organization with multiple constituents and develop relationships that enhance the organization’s goals.

Marketing and Sales

Develop marketing, communication, sales strategies, and initiatives that maximize ticket sales and other earned revenue opportunities.

Ensure the highest levels of excellence in the delivery of outstanding customer service.

Governance and Financial Accountability

Collaborate with the board to ensure strong fiscal health and organizational governance, including the scheduling of board meetings and the preparation and delivery of all relevant materials.

Provide support to best utilize the talents and resources of board members, stimulate board involvement, and recruit new members.

Advise the board and its committees on matters within the ED’s scope of responsibility to promote the efficient operation of Ballet Des Moines.

Develop and maintain fiscal responsibility for Ballet Des Moines’ annual operating budget and financial objectives and provide the most effective use of financial resources, working closely with the board.

Establish sound financial management and administrative policies and supervise the development of financial reports.

Enable sound practices and accountability for Ballet Des Moines’ information technologies and cyber security, including donor and patron information.

Understand and maintain compliance with best accounting practices, tax filing requirements, and audits.

Initiate ongoing effective communication with the Board Chair, board of directors, staff, volunteers, and other stakeholders.

Management and Operations

Supervise administrative staff and volunteers to ensure patrons, artists, students, and community members have a welcoming and high-quality experience.

Hire, train, mentor, evaluate, and create accountability measures for staff and volunteers while actively addressing their concerns in creating a safe, forward-thinking, and productive work environment.

Establish appropriate staffing levels with job descriptions, facilitate employee development, and maintain an environment where diverse individuals bring various talents, skills, and cultural competencies together to achieve common goals in support of Ballet Des Moines’ mission.

Monitor programming, operations, and facilities personnel to ensure that organizational policies are efficient and effective in resource utilization.

Ensure that all activities at Ballet Des Moines adhere to contractual agreements, meet legal and ethical obligations, and are consistent with the organization’s mission and values.

Create and actively promote a comfortable and welcoming environment where every stakeholder is treated with dignity and respect in a friendly and personal manner.

Traits and Characteristics A strategic, diplomatic, and entrepreneurial leader, the ED will articulate a vision and, in partnership with the Artistic Director and board, set the tone for Ballet Des Moines as a vibrant center for artistic, cultural, educational, and community activity. With an appreciation for practical accomplishments, the successful candidate will have the ability to manage the long-term strategic goals of the organization along with daily tasks. Resourceful and instinctive, the ED will value partnership, creativity, and self-expression.

Other key competencies include:

Leadership and Goal Orientation – The capacity to organize and motivate other people with a sense of purpose and direction while setting, pursuing, and attaining goals.

Self-Starting, Personal Accountability, and Time and Priority Management – The dexterity to demonstrate initiative and self-control, be answerable for personal actions, and manage time and priorities.

Project Management and Conflict Management – The ability to identify and oversee all resources, task, systems, and people to obtain results while demonstrating resolve to address conflict constructively.

Influencing Others and Futuristic Thinking – The commitment to personally affect others’ actions, decisions, opinions, or thinking to achieve a positive outcome while envisioning or predicting what has not yet been realized.

Qualifications Qualified applicants must have a bachelor’s degree and a minimum of five years of increasing responsibility in a senior management role at a similar dance, arts, cultural, or nonprofit organization. Direct experience in a nonprofit dance company would be an asset. Candidates should possess a strong command of the business and financial side of a nonprofit organization, including financial management, staff development, communication skills, and stakeholder relations. Candidates must know how to work effectively with an artistic director, board members, staff, volunteers, and community leaders. A commitment to Ballet Des Moines’ priorities of creating a highly regarded ballet company, training dancers, building a culture of engagement and innovation, and ensuring a broad base of stakeholder support and financial sustainability is needed.

Compensation and Benefits Ballet Des Moines provides competitive compensation and a benefits package that includes extended health insurance, paid time off and holidays, and the extraordinary quality of life and recreation opportunities offered by the beautiful Des Moines region.

Applications and Inquiries Please submit a letter and resume with a summary of demonstrable accomplishments (electronic submissions preferred) to:

Ms. Jenna Deja, Vice President Arts Consulting Group 201 West Lake Street, Suite 133 Chicago, IL 60606-1803 Tel (888) 234.4236 Ext. 227 Email [email protected]

Ballet Des Moines is an equal opportunity and inclusive employer and welcomes all applications.

Article source here:Arts Journal

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