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Interviews

Vera Bumpers

Vera Bumpers was named METRO’s first female police chief in 2014. She is the agency’s first woman to serve at every level of command: officer, sergeant, lieutenant, captain and assistant police chief. She joined the security department of METRO in 1981, before the system established its own police force.

HOUSTON WOMAN MAGAZINE: What attracted you to the field of law enforcement and to the METRO Police Department specifically?
 
CHIEF VERA BUMPERS: I was attracted to law enforcement because I like helping people and making a positive impact. A friend, who was working at METRO, shared the vision and future plans for a METRO Police Department and encouraged me to apply.
 
HWM: Challenges are part of everyone’s professional journey. Please tell us a bit about one or two challenges you have faced in the past, as well as how you met or overcame them?
 
BUMPERS:  The challenges that I faced on this journey ignited growth and prepared me for leadership. One challenge was learning to be confident in a male-dominated profession. I was not going to allow gender or size to define me or what I could contribute. I would encourage myself and sought out opportunities to learn from others, male and female.  
 
Another challenge was balancing work and home. The demands of the profession can be overwhelming mentally and physically. I found that balance is important. Taking time to enjoy family and have personal time help me stay focused.
 
HWM: Were there any men or women who served as mentors for you? Helped you through the tough times? Taught you about leadership?
 
BUMPERS: There were historical and current leaders that have been mentors or persons from whom I gleam leadership qualities. The leadership qualities that were written about Harriett Tubman, Shirley Chisolm and Barbara Jordan have been foundational inspiration for me. Other mentors are a couple of dedicated women and men who are former and current agency chiefs.
 
HWM: What is the size of your department? Do you anticipate a need to grow the department (in terms of numbers)? If so, what factors would impact your ability to do so?
 
BUMPERS: The METRO Police Department has approximately 186 sworn personnel and 70 non-sworn. I anticipate growth in the department because the transit system is growing and communities are connecting. I don’t see any major negatives to the department growth. The METRO Police Department is committed to keeping a safe and secure transit system for the customers and for the employees.
 
HWM: Are there many women in the department? How are individuals recruited to work for the METRO Police Department?
 
BUMPERS: There are currently 34 female police personnel. We recruit through speaking with Academy classes, written advertisement and our best resource, word of mouth.
 
HWM: What are the primary duties of a METRO police officer – in terms of authority and territory?  
 
BUMPERS: The METRO Police Department was established in 1982, and our primary focus is to help keep our transit system moving safely and securely for our customers. METRO Police Officers are fully commissioned Peace Officers in the State of Texas.  MPD’s jurisdiction spans throughout the transit system, into parts of  four counties: Harris, Ft. Bend, Montgomery and Waller.  
 
HWM: How would you describe the relationship METRO police officers have with the public?  
 
BUMPERS:  METRO police officers have a very good relationship with the public. We conduct customer surveys to evaluate how we are viewed by the public. The outcomes of those surveys and our interactions with the public have been more positive than negative.
 
HWM: What advice do you give METRO police officers about interacting with the public?
 
BUMPERS:  I encourage officers to interact with the public when patrolling the system.  Every quarter we have “Meet METRO PD” day at a transit center, park & ride or rail platform. On that day, command staff and officers greet customers, disseminate information and survey cards. I also encourage supervisors and officers to attend community events and mentor at schools in the METRO service area. 
 
HWM: What is the most important thing you’d like our readers to know about the METRO Police Department? 
 
BUMPERS: The METRO Police Department is a team of professional law enforcement officers who operate with integrity. This team stands on the (3) Cs — Communication, Cooperation and Commitment. We will communicate with our customers and each other, we will cooperate with our customers and stakeholders, and we will demonstrate commitment to serve and protect.
 
Beverly Denver is the editor and publisher of Houston Woman Magazine.
 

Gina Luna

Gina Luna is chairman of JPMorgan Chase in the Houston Region and chief executive officer of Middle Market Banking. She is active in recruiting, mentoring and leadership development programs within the organization. In January 2015, she began a one-year term as chair of the Greater Houston Partnership. 
 
 
HOUSTON WOMAN  MAGAZINE: You are often quoted as saying, “I love Houston!” Would you tell us one of the things you love most about our city?
 
GINA LUNA: I love Houston’s welcoming spirit. I came from a small town as a summer intern and immediately felt welcome. Houston embraces newcomers and helps those who are willing to work hard to succeed at what they are trying to accomplish. Houstonians take personal ownership of making our city a great place to live, work, raise a family and build a business.
 
HWM: You have a lot of responsibilities in your leadership role at Chase. Why have you so willingly and enthusiastically taken on the many additional responsibilities as the board chair of the Greater Houston Partnership? 
 
LUNA: I believe, as leaders in our community, it is incumbent on us to work together to ensure that Houston is a great place for our kids to grow up, and hopefully, choose to live in as adults. The Partnership is a great place for community-minded business leaders to come together to tackle our region’s unique challenges. I feel like my time invested with the Partnership is impactful to my business and the community. 
 
HWM: Houston has enjoyed and been recognized for many of its successes in recent years. Would you remind of readers about some of those most significant? 
 
LUNA: Houston has been on quite the roll lately, and not just for its economic success, but also its outstanding quality of life. A few examples includes Houston being named the Top City for College Grads, One of the Best Cities for Young Entrepreneurs and America’s Most Diverse City. There is something for everyone in Houston, and that makes it a compelling story as our economic development team goes out to recruit companies to Houston.
 
HWM: The GHP works in many areas, including expanding Houston’s global reach. How are you going about doing that?
 
LUNA: We recently announced that Houston is one of eight U.S. markets selected to participate in the 2015 Brookings Global Cities Exchange. This program will bring Houston into a network of 28 U.S. cities, each developing unique regional export plans and strategies to increase Foreign Direct Investment. This prestigious program will make our region even stronger on the global stage.
 
HWM: We hear a lot about the UpSkill Houston. What is it, exactly?  
 
LUNA: Employers tell us every day they need more workers with better and more diverse skills. But, we are not training workers fast enough, contributing to a skills gap that impacts everyone.
 
UpSkill Houston brings together everyone in the workforce ecosystem, including employers, community colleges and training providers to invest in people and ensure that Houstonians have the skills needed to find success in high demand careers.
 
A strong workforce system is critical to our competitive stature among leading global cities.. And, it will change lives.
 
HWM: Are there other ways in which GHP is specifically investing in people?
 
LUNA: Yes, another way we are investing in people is through our new Talent Attraction Initiative. Launched in 2014, this initiative will utilize Houston’s new “City With No Limits” image campaign to help recruit college graduates from schools across the country. People around the country know about Houston because of our tremendous economic success. But, we need to do a better job of communicating the amazing quality of life you can have in Houston. 
 
Houston is a city filled with lush green spaces, great arts and cultural institutions and a world-renowned restaurant scene. These are all things young professionals are looking for when choosing a place to start their careers. We are specifically targeting professionals in energy, life sciences, technology and advanced manufacturing.
 
HWM: Tell me a little about the Early Matters initiative the Partnership helped start.   
 
LUNA: Early Matters is Houston’s early childhood education coalition. It is another program that affords us a tremendous  opportunity to invest in people and have a long-term, meaningful impact. As we explored the critical elements of the entire workforce pipeline, it became clear that a solid, early start is critical for success in life. The data shows that kids who are not reading at grade level by the end of the third grade are four times more likely to drop out of high school.  This is the baseline education required for the training we are talking about in UpSkill Houston.  If we lose the kids early, it’s extremely difficult to get them back and help them become successful.  
 
HWM:  What are your thoughts about oil prices and their impact on our economy?
 
LUNA: No question that low prices are having an impact on our economy. No one has a crystal ball to tell us exactly how the story will play out this time, but thanks to the conscious efforts of many of our leaders who were here during the dark days of the 1980s, our economy is both more diverse and resilient. I expect that Houston will come out stronger as a result.
 
HWM: What is one of the GHP’s top priorities during the current Legislative Session?
 
LUNA:  State transportation funding, for sure. Much has been said about the $5 billion of new annual funding needed to keep pace with our state’s growth, and we are encouraged by the conversations now happening in Austin, indicating there may be a path forward to secure these dollars.
 
Locally, it’s time we join together, as a community, to take a hard look at our region’s overall mobility plan. Houston’s population growth rate leads the nation, and this puts a strain on our local roadways. Expect to see the Partnership play a leading role to convene the key transportation stakeholders and address this issue.
 
HWM: What is critical to the success of the Partnership during your year as chair and in the years to come?
 
LUNA: The key to the success of our organization rests on the shoulders of Houston’s business leaders and their collective willingness to join the effort and assume leadership roles in moving our region forward. These leaders must possess a willingness to collaborate, putting their own agendas to the side, to fight for what will make Houston greater.
 
Beverly Denver is the editor and publisher of Houston Woman Magazine. 
 
 
 
 
 
 
 
 
 
 
 
 
 

Joan Eischen

Joan EischenJoan Eischen is the director for advisory services with KPMG LLP, a U.S. audit, tax and advisory firm. She has more than 20 years of experience as an international business development specialist and has traveled to Europe, North and South America selling complex products and services. Now with the publication of “Energy and the City,” a career guide for women offering raw advice from leading female energy executives in Houston, Eischen adds “author” to her resume.

HW: Please tell our readers about your new book, Energy and the City.

JOAN EISCHEN:  “Energy and the City” profiles 31 senior executive women in the energy industry. This book is not an exhaustive study, rather a fireside chat with the women who lead in a male-dominated industry. These corporate pioneers entered the industry at a transitional time —  in the 1970s and 1980s — when women were hardly present in energy companies. The women I interviewed talked about the changes to both the workplace and home front. These brought, for those who followed, better work environments and more personal choices. The book focuses on the challenges women faced as a minority in a room full of men and how they overcame obstacles. Some may think the issue of female career advancement is no longer valid, but the experiences of these women, and my own experience, show that this is not true. 

HW: Were there any themes that emerged in  the interviews you conducted?   

EISCHEN: Yes, three. Visibility leads the discussion on the first major areas: creating your own personal brand and finding your voice in the shift from team player to leader. Sponsorship is required for advancement. Mentoring is valuable for personal development and networking is essential, but women need sponsors to get ahead. Work/life balance or what I prefer to call “personal choices” is the largest obstacle for career advancement and the women interviewed share their experiences on how they managed career and family. Most of the advice is equal for men and women
.

HWM: Where did you get the idea for the book?

EISCHEN: I am an international business development specialist who has lived in six different countries on three continents in very male dominant industries like manufacturing, defense and energy. In 2005, I was a managing partner for a global energy magazine. One of my responsibilities was to interview industry leaders. After several months, I realized that I wasn’t talking to any women. I reviewed 10 years of publications that focused on energy, and I saw women were not featured as prominent players. Women are still few in the industry. When I moved to Houston in 2007, I joined Women’s Energy Network and served for over three years as its program director. I started meeting women who were breaking glass ceilings in the energy industry. Even then, we found it difficult to find 18 women each year to serve as role models for our luncheons and special events. 

HW: How did you select the women featured?

EISCHEN: My first interviews were with the women who gave their time to Women’s Energy Network; they came to speak to the organization as role models and mentors for our membership. They recommended other women, and the list got longer and longer. It really took off. Executives like to share their experiences and advice. There are so many amazing and accomplished women working in the energy industry in roles that were once deemed “for men only.” It is very exciting to read their stories.

HW: What is the target audience of your book?

EISCHEN: The target audience is a wide range of young women (and men) —  from high school and university students to new hires and mid-level talent. It is a powerful read for the new hires who are entering the energy industry and needing some guidance, as well as for those at mid-level, stuck in the talent pipeline.  

HW: How are you reaching this audience?

EISCHEN: It’s been a mixture of using the book as a discussion platform and mentoring tool. Prior to the book being published, I was invited to Florence, Italy to speak to Valore D’, the Italian women’s group. This group of executive women is leading in some of the world’s largest corporations. Last year I participated in the “Young Women Energized,” a high school program developed by Women’s Energy Network that educates young female students about the industry and the careers available. It is interesting that young women today who are good in math and science are still being guided to study medicine rather than other fields like engineering, math or technology. We are able to provide our experiences working in energy. I presented to the Rice LEAD (Leading through Empowerment Affiliations and Development) group of women, and I will be speaking to a coed group for the new Petroleum Engineering program at the University of Houston. And, of course, I am invited to speak at company woman’s groups’ lunch and learn, internal book clubs and annual women’s summits. I was the keynote speaker for the first inaugural women’s resource group summit for Baker Hughes. That was a lot of fun.

HW: What bit of advice did you receive from the women that stood out the most?

EISCHEN: I learned that senior executives are available, and they want to share their experiences and give advice. What we need to understand is they are very busy and have many demands on their time. If you want their time, you need to have a plan and purpose and provide feedback. In my book, I give examples of how to be a good mentee. One topic that came up that I didn’t expect (and I have included as a main chapter) was “Choosing Your Partner and Lifestyle.” All the married women I interviewed acknowledged the support they had at home.

HW: Where can our readers find your books?

EISCHEN: “Energy and the City” is now available at www. Amazon.com and at Barnes and Noble. Brazos Bookstore on Bissonnet also has the book in stock.

Annette Santos is a journalism major at the University of Houston and intern at Houston Woman Magazine.

Sarah Weddington

weddington Sarah Weddington is a nationally known attorney and  spokesperson on  leadership and  public issues. She  gained worldwide fame when, at the age of  26, she  represented “Jane  Roe” in the landmark Roe v. Wade      case in the U.S.  Supreme Court. Her argument made  her the youngest person ever to win a  case there.  Weddington’s experience and charisma  make her a  highly sought-  after speaker. So, when I heard she  would be presenting at The  Junior League  at the  annual meeting of the Federation of Houston  Professional Women, I  jumped at the opportunity to  go hear her speak. As it turned out, I was  granted an  exclusive, one-on-one interview with her just prior to  the big event. Below are some of the  things we talked  about.

 HW: Most of our readers know you are a Texan but know little about your  upbringing. Would you tell us about it?

 SARAH WEDDINGTON: I was born and raised in Abilene, Texas. My father, Herbert Ragle, was  a Methodist minister. From a very early age, I loved to talk. I was also someone who wanted  to change things. 

HW: Please tell us about your education. 

WEDDINGTON: I graduated from McMurray University in my hometown of Abilene and then went on to Austin to earn a J.D. degree from The University of Texas School of Law.  

HW: What attracted you to the legal profession?

WEDDINGTON: I think I was   always interested in law, but the Dean at McMurray discouraged me. He said being a lawyer would be too tough for a woman.

HW: What exactly did he mean by that?

WEDDINGTON: He said he didn’t see how I would be able to work as a lawyer and still have enough time for a family - to take care of children, clean the house, cook meals, etc.

HW: You’re kidding, right?

WEDDINGTON: No, I’m not. It was the 1960s. Times were very different then.

HW: So, how did you end up in law school? 

WEDDINGTON: I  moved to Austin and went to work as a clerk typist in the Texas Legislature. The more I watched what was going on there, the more I thought, “I can do that.” So, I applied for law school. There were 125 students in my class. Only five were women. One of  the five was U.S. Senator Kay Bailey Hutchison.

HW: Was it difficult to land that first job after law school?

WEDDINGTON: It was difficult for a lot of women back then. At the time, law firms weren’t willing to pay travel expenses to and from interviews, as they did for the men. Law partners didn’t view the expenditures as wise investments. They just assumed all women lawyers would get married, have children and quit. 

HW: So, what did you do?

WEDDINGTON: I went to the Placement Office at the law school and complained about it. The Dean was told, and he agreed “it wasn’t fair.” So, he started making calls to the law firms.

HW: What happened next?

WEDDINGTON: I was interviewed by a law firm in Dallas, and the travel expenses were paid. I wasn’t offered a job, however. The partner said he wasn’t sure the wives were ready for a female attorney in their midst.Thirteen years later, while I was working in the Carter Administration, that same partner was considered for an appointment as a federal judge. I was one of those asked to make recommendations for or against his appointment. 

HW: May I assume that man did not get the appointment?

WEDDINGTON: Yes, but not for the reason you might think. He never called and asked me to help him. Instead, he had one of his  assistants call for him. If he had called me himself, I would have given him the nod.

HW: A few years after the Roe v. Wade case was settled, you were elected to the Texas House of Representatives, the first woman ever elected to represent Austin. You served two terms, and I understand you had an administrative assistant of note.

WEDDINGTON: Yes, I did. An amazing young woman named Ann Richards. The same Ann Richards who later became our governor.

HW: The two of you were founding members of the Foundation for Women’s Resources. Would you tell our readers about that organization?

WEDDINGTON: I’m very proud of my involvement with the Foundation for Women’s Resources - as one of the first board members  and helping with the creation of Leadership Texas and Leadership America. The founding members of the Foundation felt more women were needed at all levels of Texas life, both in business and politics. We wanted women to be able to meet more people and get a statewide perspective on things. The Foundation’s key programs accomplish that.

HW: You have been such a great leader and now you speak often on the subject of leadership. How do you define leadership?

WEDDINGTON: Always the same. Leadership is having the willingness and ability to leave your thumbprint. That often means stepping out, speaking up and taking risks. 

HW: You will be retiring from your adjunct professor duties at The University of Texas in Austin at the end of this school year. What’s next for Sarah Weddington?

WEDDINGTON: I believe life is best lived  when looking forward, but it’s best understood by looking backward. I think that’s why the rearview mirror in an automobile is smaller than the windshield. It’s what’s ahead that is most important; I know there will be new chapters in my life. I’d like to write a book on leadership, travel and speak more.

Beverly Denver is the executive editor and publisher of Houston Woman Magazine.

VICKIE MILAZZO

VickieMilazzoFrom a shotgun house in New Orleans to owner of a $16 million business, best-selling author Vickie L. Milazzo, RN, MSN, JD shares innovative success strategies in her new book, “Wicked Success is Inside Every Woman.”

Milazzo is a Houstonian and the owner of Vickie Milazzo Institute, an education company she founded in 1982. Recognized as the pioneer of a new profession, she built a professional association of approximately 5,000 members.

HW: Despite status quo statistic — women early 75 percent of what men earn and hold only 15 percent of the C-level positions — you believe there is an opportunity-filled future for women. Why?

MILAZZO: Because the qualities that are valued in today’s socially driven culture — participation, engagement, collaboration, relationship-building, and appreci- ation for the greater good — come naturally to most women. Women simply need to be willing to reach out and grab the coming opportunities.

HW: It sounds like you believe women in the workplace have the advantage over men right now. 

MILAZZO: Men certainly exhibit many of these qualities, but women synthesize these strengths into a potent energy that is distinctively female. We should not be afraid to express them. Women do have every advantage right now. We’ve never been better-positioned to make our mark.”

HW: In your book, you tell women to “negotiate like you mean it.” Why do you think some women need help when it comes to negotiating?

MILAZZO: Many women aren’t comfortable dealing with negotiations, even when something they really want (and deserve) is on the line.Some think, “The economy still isn’t great so I’d better lie low. No, it’s not what I was hoping for, but if I get too pushy I’m sure they’ll pass me over for one of the other candidates. I should just be grateful to have made the cut.”This might seem like common sense, but settling for less than you’re worth is a big mistake — even in the wake of the Great Recession. In fact, it might even cost you the job.

HW: How could “settling for less” cost someone a job?

MILAZZO: When I’m hiring, I actually weed out candidates who underprice themselves; I assume they won’t perform at the level I expect. In my eyes and in the eyes of many other CEOs, job candidates actually lose credibility when they underprice themselves. 

HW: A recent article in The New Yorker, might prove your theory right. It found that only seven percent of women negotiate their salaries up-front when entering a new position…compared to 57 percent of men.

MILAZZO: Those statistics are pretty telling, and I want them to change. Women can and do negotiate all the time outside the workplace — with spouses, with kids, with teachers, with friends — and we can do it in a professional setting, too. It’s just a matter of changing the way you think about asking for money.”

HW: In your book, you give women nine tips to help them ask for the money. First, you say, “never let them see you as a commodity.” What do you mean by that?

MILAZZO: Commodities are easy to obtain and easy to replace. And, that’s certainly not how you want to be perceived at your job. I tell women to do what they need to do to stand out. Get in the middle of everything and bring new ideas to the table. Build relationships throughout the company. If you’re able to make yourself invaluable and leverage the things that make you unique, you’ll also make yourself impossible to replace.

HW: You also tell women to “distinguish ambition from greed.” Would you elaborate on that idea?

MILAZZO: Prior to launching yourself into a negotiation, it’s a good idea to take a step back and ask yourself why you’re working toward this particular goal. For example, you’ve been in your current position for two and a half years without a significant raise, and you think your skills are worth much more. Before you march into your boss’s office, ask yourself: Why do I want a raise? Do I just want more money, or am I honestly interested in advancing in this company?

HW: You also tell women to “be your own number one fan.” Do you mean it’s okay to toot your own horn?

MILAZZO: To a certain extent, we’re actually wired to nurture and care for others and to put the good of the whole over our own personal interests. While these impulses aren’t inherently bad, it’s time for a news flash: if you don’t announce your own achievements, you can bet that no one else is going to do it for you. With humility, make sure you’re keeping your name, your accomplishments, and your skill set in front of everyone.

HW: Another tip of yours is to “ask for everything at the beginning of the negotiation.” I can just learn some of our readers saying, “But, that would be coming on too strong!”

MILAZZO: This can also be a difficult strategy for women to adopt. We don’t want to appear overly aggressive, so we don’t put all of our cards on the table at the beginning of negotiations. We think we’ll get the other person used to the idea gradually. But especially in business, adding on as you go along generally isn’t a good idea; it makes you appear unfair.

HW: You also tell women to “ask for more than you think you can get.” But, isn’t that being greedy?

MILAZZO: Remember the old adage: Nothing risked, nothing gained. Don’t jump too fast to say “yes” to the first offer, even if you think it’s fair. It's always smart to assess the situation, the person making the offer and how far you might be able to go before signing your name on the dotted line. Chances are, if your request for more is denied, you’ll still be left with the initial offer.

Editor’s Note: “Wicked Success is Inside Every Woman” is available now at bookstores nationwide and from major online booksellers. To learn more, visit www.wickedsuccess.com.

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