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Since 2020, businesses have been forced to adapt on several fronts. A turbulent market, supply chain disruptions, and a national reckoning on social justice and equality all created challenges that couldn't be ignored. While some seek a return to normal, others aren’t reminiscing. They’re using the present to highlight their true priorities and chart a stronger path forward.
To celebrate businesses that become stronger through adversity, we’re speaking with Black, Hispanic and Latino, women, veteran, disabled and LGBTQ+ business owners about their success.
This is the second conversation in our ongoing series, “Thriving in uncertain times,” where we hear from business leaders on how they build resilient organizations. This time, Frederick Royall III, National Head of Diverse Businesses for JPMorgan Chase Commercial Banking, spoke with author, civic leader and philanthropist Janice Bryant Howroyd—the first Black woman to found and build a billion-dollar business.
Howroyd’s company, The ActOne Group, helps clients navigate the labor market by keeping current employees engaged and finding ways to attract new employees. The company delivers technology, people and process principles from a culture of inclusiveness. Howroyd ensures those same principles are evergreen inside her own organization.
She believes professionals want to be challenged and empowered at work, gaining opportunities to build new skills and advance their careers. When jobs feel stagnant, workers look elsewhere.
“We have a mantra that everyone on our team knows,” Howroyd said, paraphrasing a saying attributed to fast-food pioneer Ray Kroc. “And that is: ‘When we’re green, we grow; when we’re ripe, we rot.’”
Side note: Background music plays.
Text on screen: Thriving in Uncertain Times.
Logos: J.P. Morgan; (and) Chase (with the Chase octagon symbol).
Text on screen: Talent Management - Recruitment, Retention and Upskilling.
On screen: A man with close-cropped dark hair and brown eyes, Frederick Royall III, begins a virtual interview from his office. He wears a blue dress shirt and dark suit jacket.
Text on screen: Frederick Royall III, National Head of Diverse Businesses, JPMorgan Chase Commercial Banking.
Frederick Royal III: Given the nature of your business, Janice, I'm especially interested in hearing your thoughts on talent management.
Text on screen: What's your approach to attracting top talent?
Frederick Royal III: Have you had to do anything differently to attract top talent across diverse populations?
On screen: A woman wearing a red blouse and glasses, Janice Bryant Howroyd, speaks from her desk. A lamp and a vase of yellow roses are to her immediate left, and windows with open shades are behind her.
Text on screen: Janice Bryant Howroyd, Founder and CEO, The Act One Group.
Janice Bryant Howroyd: For all of our years in business, ActOne Group has lived from a belief that the worker is the center of our universe. It also is important to us that we keep our promise to workers, that we encourage their confidence in us as their advocates. Within the supplier network of over 2,800 vetted and trusted staffing companies, we're reaching millions of workers who trust us to deliver what we promise. Certainly as many companies did, we innovated through COVID to ensure people knew options, their processes, and, truthfully speaking, care. It's been I believe that, that is what we do so well. You see, when we do those things when times are not pressing, it gains us the confidence of workers and clients when times get tough.
Text on screen: How do you keep your employees engaged?
Frederick Royal III: Can you talk about how you've kept your employees engaged? And what types of upscaling opportunities are you offering to help retain them?
Janice Bryant Howroyd: Our employee retention rate is crazy terrific. People don't stay with us because they get comfortable. They stay because they're safe to stretch and grow. Whether we grow through upskilling, continuous teachings or external engagements and opportunities, we're trusting ourselves to go where we've not been before. Someone once asked me, “Aren't you afraid that if you keep investing in your development organizations, your employees are gonna leave you once they've learned everything you've taught?” And my response was, and it continues to be, “My fear is not what would happen if they don't learn and stay. My fear is that they stay and don't learn.” Education is freedom, and with freedom, the door opens both ways.
Frederick Royal III: I'm writing that one down, thank you.
Text on screen: How have you continued to build your business through the existing downturn?
Frederick Royal III: How have you been able to approach the existing downturn and still continue to invest and build your business?
Janice Bryant Howroyd: Our approach to staffing through market downturns for our clients is the same as for ourselves. So one thing is true, and it's not often acted upon by some companies, and that is that downturns are brilliant times to reassess processes and market waves, not just headcount. Keeping the commitment to talent is key. They can deal with your issues, your upturns, and are quite savvy about their worth. They want to work with companies that they feel are trustworthy and that will invest in their growth as part of the company's growth. That's what we do.
Frederick Royal III: Janice, this has been an incredible conversation. We really appreciate your insights, your best practices, the success stories that you've shared. Thank you for taking the time for speaking with us.
Janice Bryant Howroyd: Oh, thank you so much. Thank you for a terrific partnership. Thank you for the service you bring to all the communities that depend on you.
Logos: J.P. Morgan; (and) Chase (with the Chase octagon symbol).
Side note: Legal disclosures
Text on screen: Chase, J.P. Morgan, JPMorgan, JPMorgan Chase, and Story by J.P. Morgan are marketing names for certain businesses of JPMorgan Chase & Co. and its affiliates and subsidiaries worldwide (collectively, "JPMC", "We", "Our" or "Us", as the context may require).
The material contained in this video is intended as general market commentary and does not constitute legal, tax, investment, accounting, financial, business, real estate, or any other advice, and should not be relied upon as such. The views, opinions, estimates and strategies expressed in this video are those of JPMC , or other featured speakers, and may differ from those of Commercial Banking or other JPMC employees and affiliates. This video in no way constitutes an offer or commitment to provide a particular product or service. Products and services offered by JPMC and its affiliates are subject to applicable laws and regulations, as well as our service terms and policies. Not all products and services are available in all geographic areas or to all customers. Credit is subject to approval. Rates and programs are subject to change; certain restrictions apply.
This content does not constitute J.P. Morgan research and should not be treated as such. Any views expressed are often based on current market conditions and are subject to change without notice. Any statistics referenced have been obtained from external sources deemed to be reliable, but we do not guarantee their accuracy or completeness. In no event shall JPMorgan Chase nor any of its directors, officers, employees or agents be liable for use of, for any decisions made or actions taken in reliance upon, or for any inaccuracies or errors in or omissions from, the information in this video.
Equal Housing Lender.
Copyright 2023 JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC. Deposits held in non-U.S. branches are not FDIC insured.
END
Here’s something you probably won’t hear from every CEO: Howroyd says she doesn’t long for the days of steady, reliable supply chains. The past few years were an important wake-up call for institutions that got stuck in old ways of doing things.
With a “perfect storm” of COVID-19, volatile financial markets and a national reckoning on social justice and equality, companies were finally encouraged to rethink practices and purposes, Howroyd said. She believes future disruptions will also provide learning opportunities.
“Disruption allows so much more spotlight to those innovative thinkers who are stepping up and creating new solutions for us every day—and new ways, methodologies, technologies to support those solutions,” she said.
Side note: Background music plays.
Text on screen: Thriving in Uncertain Times.
Logos: J.P. Morgan; (and) Chase (with the Chase octagon symbol).
Text on screen: Supply Chain - Transitioning from global to local partners.
On screen: A man with close-cropped dark hair and brown eyes, Frederick Royall III, begins a virtual interview from his office. He wears a blue dress shirt and dark suit jacket.
Text on screen: Frederick Royall III, National Head of Diverse Businesses, JPMorgan Chase Commercial Banking.
Frederick Royal III: Janice, as you know, the supply chain is on every business owner's mind.
Text on screen: What type of supply chain disruptions has The Act One Group encountered?
Frederick Royal III: What type of supply chain disruptions have you encountered with your own business?
On screen: A woman wearing a red blouse and glasses, Janice Bryant Howroyd, speaks from her desk. A lamp and a vase of yellow roses are to her immediate left, and windows with open shades are behind her.
Text on screen: Janice Bryant Howroyd, Founder and CEO, The Act One Group.
Janice Bryant Howroyd: Because we service clients across different spectrums, marketplaces, regions, the ActOne Group shares the same supply chain issues that these companies will have. Now unique within our environment will be those people's readiness over the last couple of years to work in remote and hybrid circumstances. If you will, envision the picture of the passing the torch in an Olympic run. That's what companies have been working through, regardless of their service or product. And we've had to support them in the ways that we didn't need to pre-COVID. We've been able to be links in that broken supply chain, helping to pull it back together.
Frederick Royal III: One of the key themes we've seen is: many companies have now shifted to working with local and regional suppliers to offset the challenges of relying on a global network. What advantages – if any – do you see with this approach?
Text on screen: What do you think about companies shifting from global to local partners to mitigate supply chain disruptions?
Janice Bryant Howroyd: For some time now, enterprise-size companies have recognized the value that local companies bring to them. Let's be clear: being a local company doesn't always mean that you're a small company, nor does it mean that you're unable to deliver across global supply chains. With the advantage of technology, AI, and robotics, small companies are able to oftentimes pivot or be more agile toward a large enterprise need than larger companies might be.
Frederick Royal III: Can you talk a little bit about the, your view on the supply chain disruptions and are these here to stay? And if so, how do you think you will adjust your business long term?
Text on screen: How do you think about—and manage through—supply chain disruptions?
Janice Bryant Howroyd: Allow me to lean back a little when I respond to this. I pray that these disruptions are here to stay. Not only has it afforded us opportunities to rethink legacy ill practices, it's encouraged us as business owners to truly value employees differently. We've been through three distinct disruptions…almost parallel to each other. We've had the disruption of COVID, we've had the financial markets upset, and we've had the issues of social justice and equity. All of these came in a huge, perfect storm and I think that we are learning from them. One reason I will tell you I candidly pray that disruptions continue to occur, and that is because it allows so much more spotlight to those innovative thinkers who are stepping up and creating new solutions for us every day and new ways, methodologies, technologies to support those solutions. So call me Pollyanna if you will, but I like to see some bright in the middle of the darkness.
Frederick Royal III: Yeah, no, I love it, love it. And also love the glass half-full attitude around what the opportunity presents. Janice, as you know, this issue will be with us for months to come, if not years. And we are grateful for your thoughts on how to manage through ups and downs. Thank you, Janice.
Janice Bryant Howroyd: Thank you so much.
Logos: J.P. Morgan; (and) Chase (with the Chase octagon symbol).
Side note: Legal disclosures
Text on screen: Chase, J.P. Morgan, JPMorgan, JPMorgan Chase, and Story by J.P. Morgan are marketing names for certain businesses of JPMorgan Chase & Co. and its affiliates and subsidiaries worldwide (collectively, "JPMC", "We", "Our" or "Us", as the context may require).
The material contained in this video is intended as general market commentary and does not constitute legal, tax, investment, accounting, financial, business, real estate, or any other advice, and should not be relied upon as such. The views, opinions, estimates and strategies expressed in this video are those of JPMC , or other featured speakers, and may differ from those of Commercial Banking or other JPMC employees and affiliates. This video in no way constitutes an offer or commitment to provide a particular product or service. Products and services offered by JPMC and its affiliates are subject to applicable laws and regulations, as well as our service terms and policies. Not all products and services are available in all geographic areas or to all customers. Credit is subject to approval. Rates and programs are subject to change; certain restrictions apply.
This content does not constitute J.P. Morgan research and should not be treated as such. Any views expressed are often based on current market conditions and are subject to change without notice. Any statistics referenced have been obtained from external sources deemed to be reliable, but we do not guarantee their accuracy or completeness. In no event shall JPMorgan Chase nor any of its directors, officers, employees or agents be liable for use of, for any decisions made or actions taken in reliance upon, or for any inaccuracies or errors in or omissions from, the information in this video.
Equal Housing Lender.
Copyright 2023 JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC. Deposits held in non-U.S. branches are not FDIC insured.
END
Howroyd believes managing resources in uncertain times starts with leaders being accountable and realistic about their situation. CEOs and owners must take the lead, but that doesn’t mean they should handle things alone. Financial planning is detail-intensive and time-consuming, and Howroyd leans on partners who complement her skills to shape her decisions.
In the early days of growth, that could be a professional mentor. As companies scale up, they can add financial experts to their C-suite and establish powerful banking relationships, Howroyd said.
It also helps to supplement your C-suite with external perspectives who can deliver hard truths and anticipate real risks. She likens a CEO’s viewpoint to a swan on a quiet pond.
“Sometimes we believe the conversations we have when we’re talking about our brands so dynamically that we forget we’ve got to step back and understand what’s underneath the water,” Howroyd said. “We’re not looking at all of the ruffle and kerfuffle that’s going on.”
Side note: Background music plays.
Text on screen: Thriving in Uncertain Times.
Logos: J.P. Morgan; (and) Chase (with the Chase octagon symbol).
Text on screen: Financial Discipline and Strategic Planning - Adapting to market challenges.
On screen: A man with close-cropped dark hair and brown eyes, Frederick Royall III, begins a virtual interview from his office. He wears a blue dress shirt and dark suit jacket.
Text on screen: Frederick Royall III, National Head of Diverse Businesses, JPMorgan Chase Commercial Banking.
Frederick Royal III: It seems especially important right now to be disciplined in how you manage resources. Can you talk a little bit about how you balance the need to be nimble with the need for financial discipline amidst market downturns?
Text on screen: How do you balance the need to be nimble with the need for financial discipline?
On screen: A woman wearing a red blouse and glasses, Janice Bryant Howroyd, speaks from her desk. A lamp and a vase of yellow roses are to her immediate left, and windows with open shades are behind her.
Text on screen: Janice Bryant Howroyd, Founder and CEO, The Act One Group.
Janice Bryant Howroyd: One of the best things that we can do as we look at risk management is to assess where we are in the moment in a truthful way. It never is not the responsibility of the CEO or the owner to be a lead in this. And by that I mean: you've gotta truthfully look at how you are setting expectations for growth as well as how you're meeting the needs and demands of the present. All of those require an attention to financial detail that some business owners who've grown their businesses from ground up, candidly speaking, don't have. And I will share with you that I'm one of those people, so I have to have partnerships that allow me to make very smart decisions. And so you have a responsibility to research the market for those best partners who can bring the skills and talents you don't have internally. You've also gotta be truthful with the people who work in your organization about where the ability to stretch is and where the ability to stretch does not reside.
Frederick Royal III: Can you share how that approach changes as volatility increases? What about when you're scaling up?
Text on screen: How does that approach change as volatility increases or when you're scaling up?
Janice Bryant Howroyd: Years ago, I began teaching something called the ABCs of Success. A is about asking the right questions; B is about being where you say you're gonna be, not just where you need to be; and C is about clear and connected communication. I think those ABCs apply today very well. There’re oftentimes can be an urgency to growth that a business owner who is a founder of a company will have that just doesn't make sense for the organization. And that's why I think not only those ABCs are important, but bringing in external perspective can be very helpful. Candidly, it can hurt a lot to turn down new business opportunities. It'll hurt a lot more to fail at them.
Frederick Royal III: Can you go back to some, perhaps some of the earlier days in terms of what type of resources or challenges that you may have had when you were starting your own company? And how did you overcome them?
Text on screen: What challenges did you face when starting The Act One Group, and how did you overcome them?
Janice Bryant Howroyd: One of the key challenges I had was to get the confidence of people I've not yet done business with to believe that I could deliver to them. So for me, it became a matter of going back to the basics and actually never overpromising, always overdelivering, and staying close to the customer so you can understand the changes in their business. Sometimes you can anticipate from that how they are gonna require you to change and you don't end up responding so much as you are being able to offer proactive solutions. And every client enjoys when they sense that you're engaged in the needs, the opportunities, and the risks that they face every day.
Frederick Royal III: Janice, this has been such important discussion. Thank you so much for sharing your views, both around financial discipline and strategic planning. You have given us a lot to think about.
Logos: J.P. Morgan; (and) Chase (with the Chase octagon symbol).
Side note: Legal disclosures
Text on screen: Chase, J.P. Morgan, JPMorgan, JPMorgan Chase, and Story by J.P. Morgan are marketing names for certain businesses of JPMorgan Chase & Co. and its affiliates and subsidiaries worldwide (collectively, "JPMC", "We", "Our" or "Us", as the context may require).
The material contained in this video is intended as general market commentary and does not constitute legal, tax, investment, accounting, financial, business, real estate, or any other advice, and should not be relied upon as such. The views, opinions, estimates and strategies expressed in this video are those of JPMC , or other featured speakers, and may differ from those of Commercial Banking or other JPMC employees and affiliates. This video in no way constitutes an offer or commitment to provide a particular product or service. Products and services offered by JPMC and its affiliates are subject to applicable laws and regulations, as well as our service terms and policies. Not all products and services are available in all geographic areas or to all customers. Credit is subject to approval. Rates and programs are subject to change; certain restrictions apply.
This content does not constitute J.P. Morgan research and should not be treated as such. Any views expressed are often based on current market conditions and are subject to change without notice. Any statistics referenced have been obtained from external sources deemed to be reliable, but we do not guarantee their accuracy or completeness. In no event shall JPMorgan Chase nor any of its directors, officers, employees or agents be liable for use of, for any decisions made or actions taken in reliance upon, or for any inaccuracies or errors in or omissions from, the information in this video.
Equal Housing Lender.
Copyright 2023 JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC. Deposits held in non-U.S. branches are not FDIC insured.
END
The key to resiliency, according to Howroyd, is earning buy-in from employees. When conditions become difficult, workers want confidence that their employer is still delivering on its values and its commitments.
“I’ve grown my business since 1978,” Howroyd said. “I have grown through many financial downturns, many disruptions, many tech requirements in order to stay in front of the fray.” The processes and technologies The ActOne Group has implemented in that time are key to its global growth, she added. (The company serves more than 17,000 clients in 35 countries worldwide.)
Team members also pick up on leaders’ personal approach, not purely numbers and metrics. “Many of us can achieve certain milestones in life,” she said. “But to be successful in that, we have to do it in a way that we enjoy. We have to do it in a way that we are proud of.”
Side note: Background music plays.
Text on screen: Thriving in Uncertain Times.
Logos: J.P. Morgan; (and) Chase (with the Chase octagon symbol).
Text on screen: Business Resiliency and Leadership - How to keep everyone work-ing from the same playbook.
On screen: A man with close-cropped dark hair and brown eyes, Frederick Royall III, begins a virtual interview from his office. He wears a blue dress shirt and dark suit jacket.
Text on screen: Frederick Royall III, National Head of Diverse Businesses, JPMorgan Chase Commercial Banking.
Frederick Royal III: Business resiliency is always a priority, but as you've certainly seen, every CEO has their own take on what that means. Janice, what does business resiliency mean to you?
Text on screen: What advice do you have for diverse business owners navigating today's challenges?
On screen: A woman wearing a red blouse and glasses, Janice Bryant Howroyd, speaks from her desk. A lamp and a vase of yellow roses are to her immediate left, and windows with open shades are behind her.
Text on screen: Janice Bryant Howroyd, Founder and CEO, The Act One Group.
Janice Bryant Howroyd: Business resiliency for me is about the commitment that the employees in my organization feel I'm delivering on to them. In order for a business to have resiliency, yes, you've gotta have the financial areas taken care of, you've gotta have a read on the market, and you've gotta have solid supply chains. Most importantly though, you've gotta have employees who really get where you're going and wanna go there with you.
Frederick Royal III: As you think about strategy, how do you balance meeting the short-term goals of the business while also still making progress towards your long-term vision?
Text on screen: How do you balance short-term goals and your long-term vision?
Janice Bryant Howroyd: When a team is heading out on that, let's say it's basketball, it's important that the team, that the coach, that the general manager are all reading from the same playbook, and that they've contributed to what they see in that. How does that translate in terms of being a business owner? Well, you've got to be able to make certain that you are putting the resources in front of the people who are expected to deliver. You've heard me often speak of the urgency of growth that entrepreneurs have. That is one of the areas that entrepreneurs often failed the fastest in, because in an urgency to growth, they denied themselves realistic perspective about where they are today.
Frederick Royal III: Where are you investing for continued growth?
Text on screen: Where are you investing for continued growth?
Janice Bryant Howroyd: The key investment we're making right now is in our people. We are doing upskilling, we are doing reskilling, and we are assuring that we're hiring people in a way that they can feel the growth alongside us. It's always the smartest bet to assure that you're investing in growing people, not just hiring new people.
Frederick Royal III: Janice, how can businesses ensure resiliency in an impending recession?
Text on screen: How can businesses ensure resiliency in an impending recession?
Janice Bryant Howroyd: Recently in Florida, one of my VPs said something that we've been repeating a lot at ActOne. He simply stated, “I refuse to participate in a recession.” What he meant by that was, I'm gonna put all of my efforts in, how do we do what we do well? How do we learn to do it better? And then how do we ensure that it has value and worth to those people who are buying it from us and those people who are helping us to deliver it? And that’s simple. Simple doesn't always mean easy, but it does map out a good plan to approach uncertain economic times.
Frederick Royal III: You've written a book called “Acting Up.” What do you think makes a leader worth following?
Text on screen: What do you think makes a leader worth following?
Janice Bryant Howroyd: In order for employees to want to follow a leader, that means that they have to be going in the right direction. I think how is important, that you are leading in a way people want to follow you, not just leading them to where they want to go. You're basically asking me; how do people get to be successful under someone's leadership? Success is the progressive realization of a worthy ideal. If you believe the person who's leading you is on that journey, then you're gonna follow them.
Frederick Royal III: Janice, this has been an amazing conversation. Thank you.
Logos: J.P. Morgan; (and) Chase (with the Chase octagon symbol).
Side note: Legal disclosures
Text on screen: Chase, J.P. Morgan, JPMorgan, JPMorgan Chase, and Story by J.P. Morgan are marketing names for certain businesses of JPMorgan Chase & Co. and its affiliates and subsidiaries worldwide (collectively, "JPMC", "We", "Our" or "Us", as the context may require).
The material contained in this video is intended as general market commentary and does not constitute legal, tax, investment, accounting, financial, business, real estate, or any other advice, and should not be relied upon as such. The views, opinions, estimates and strategies expressed in this video are those of JPMC , or other featured speakers, and may differ from those of Commercial Banking or other JPMC employees and affiliates. This video in no way constitutes an offer or commitment to provide a particular product or service. Products and services offered by JPMC and its affiliates are subject to applicable laws and regulations, as well as our service terms and policies. Not all products and services are available in all geographic areas or to all customers. Credit is subject to approval. Rates and programs are subject to change; certain restrictions apply.
This content does not constitute J.P. Morgan research and should not be treated as such. Any views expressed are often based on current market conditions and are subject to change without notice. Any statistics referenced have been obtained from external sources deemed to be reliable, but we do not guarantee their accuracy or completeness. In no event shall JPMorgan Chase nor any of its directors, officers, employees or agents be liable for use of, for any decisions made or actions taken in reliance upon, or for any inaccuracies or errors in or omissions from, the information in this video.
Equal Housing Lender.
Copyright 2023 JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC. Deposits held in non-U.S. branches are not FDIC insured.
END
Want to learn more about Janice Bryant Howroyd? In this bonus video, Howroyd recalls what drove her to start her own business, explains her giving philosophy and shares advice for fellow business owners.
Side note: Background music plays
Text on screen: Thriving in Uncertain Times.
Logos: J.P. Morgan; (and) Chase (with the Chase octagon symbol).
Text on screen: Meet Janice Bryant Howroyd - The first Black woman to found a billion-dollar business
On screen: A man with close-cropped dark hair and brown eyes, Frederick Royall III, begins a virtual interview from his office. He wears a blue dress shirt and dark suit jacket.
Text on screen: Frederick Royall III, National Head of Diverse Businesses, JPMorgan Chase Commercial Banking.
Frederick Royal III: Janice, thank you for joining us today. Let's go back to your roots in North Carolina…
Text on screen: How have racism and sexism shaped you?
Frederick Royal III: …and would love just to kind of get your perspective around how both racism and sexism that you encountered helped shape the person that you are today and how you lead today.
On screen: A woman wearing a red blouse and glasses, Janice Bryant Howroyd, speaks from her desk. A lamp and a vase of yellow roses are to her immediate left, and windows with open shades are behind her.
Text on screen: Janice Bryant Howroyd, Founder and CEO, The Act One Group.
Janice Bryant Howroyd: Wow Fred, you're jumping right into it, and I'd expect no less of you. Actually, racism and sexism have not shaped me. And let's be clear that while yes, they were clear and present dangers during my childhood in North Carolina, they've continued to be present throughout my life's journey. You see, racism and sexism depend on lies to be persistent. And it's only through truth, and truth doing, truth telling and truth doing that we are really able to weigh them down. You have to understand that when I arrived in Los Angeles years ago, the difficulties of sexism that women faced was as aggressive and condemning in that city as the racism in my North Carolina girlhood hometown was.
Frederick Royal III: Let's talk a little bit about ActOne.
Janice Bryant Howroyd: Well, while I didn't know it then, it was to some degree just my sassy resistance to facing defeat that provided me the oomph to get started. This same sassiness has fed my continued growth as a person and as a professional.
Text on screen:
Act One Group:
Janice Bryant Howroyd: My dear brother-in-law, Tom Newman encouraged me to hang my shingle. He saw the impact that I'd made in his office. You may recall A&M Records and that was one of the first companies I worked with that wasn't officially a client. But once I had completed work for them, Tommy asked me how much I had charged him and I responded, “Nothing.” It was unthinkable to him that I would do that, as unthinkable as it was to me that I would've charged a friend, anybody's friend, by helping them. So, Tommy told me that I was not “the help,” and that I was a professional who had done for them what they had not done for themselves.
Text on screen: What's your philosophy on giving back?
Frederick Royal III: You sit on a number of boards and it had such an impact. Can you talk a little bit about why you believe giving back is so important?
Janice Bryant Howroyd: What I do, I like to think, is give forward. Giving forward is dearly important to me because it's how my presence in the world community is earned. ActOne Group does business in 35 countries and many people are impacted by our work, but we're paid to do this good. The good we do that we're not paid via invoice is what is important too. And so doing well and doing good at the same time, I believe it sincerely is a fail-proof formula for self-healing, self-generation, and selflessness.
Text on screen: What's your view on today's business environment?
Frederick Royal III: What is your general outlook for today's business environment?
Janice Bryant Howroyd: ActOne works across many markets, industries, and communities, and each of these has a perspective. We live our culture. You've heard it before, we talk about standing on our FEET, F-E-E-T: freedom to innovate, excellence, and delivery; everything and everyone matters; time to understand. All of these are critical to us and in a TikTok world, we have to continue to invest time and resources to understand conditions, threats, and opportunities.
Text on screen: What advice do you have for diverse business owners navigating today's challenges?
Frederick Royal III: You have such a unique insight. Would love for you to provide advice to the diverse business community that is navigating a pretty challenging environment today.
Janice Bryant Howroyd: My advice to diverse owners is the same as to all business owners: never compromise who you are personally to become who you wish to be professionally. It continues to be critical to building teams who are not simply taught by you, but who also respect and trust you. That's the goal. Be encouraged that success is as much your right as anyone else's. Even as you assuredly may from time to time be asked to give twice as much to receive half your worth. Stay the course, keep your faith, and bring somebody along with you.
Frederick Royal III: Janice, this conversation has been extraordinary. Congratulations on all of your success and thanks again for sharing your time and experience with us.
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Looking for more insights from diverse business owners? Check out the first installment in our “Thriving in uncertain times” series.
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