Brenda C. Freeman (Source: Sean Drake)

Brenda C. Freeman
Title: Chief Marketing Officer, Animation; Youg Adults & Kids Media; Turner Broadcasting
Location: Atlanta
Age: 43
Power Play: Manages a budget of nearly $50 million and a staff of 140; responsible for marketing, creative, and strategy for three TV networks that are in 100 million households.

What is an effective strategy for building in-house collaborations?
Collaboration between key departments, or key stakeholders, allows for creative, out-of-the-box solutions to business objectives. In order to collaborate, there needs to be a mutual goal of winning and growing the business, and the only way to do that is to have one plus one equal three. By that I mean the ability to look at problems from very different perspectives gives a company the ability to reimagine the “value chain,” and that is where true innovation can occur resulting in growth for the business. When we put plans together, we make sure we have mutually aligned goals and objectives and that everyone buys into them, and that the benefit is seen regardless of what department you may be in.

How has the value of professional collaborations been manifested within Turner’s franchises?
We just finished going through a major rebranding of the Cartoon Network. We basically repositioned it and broadened the overall promise of what Cartoon Network means—the brand is more than cartoons. We didn’t use an out-of-house creative agency to come up with the new branding and positioning—we used our internal creative. Using an outside agency would have shut down some of the [in-house] creative juices. To make such a fundamental change in strategy,  you need to make sure the entire organization is part of the solution. Leveraging the creative talent within our departments was a big accomplishment, and it helped us get tighter alignment as an organization in our new direction. Certainly it’s a huge cost benefit to  leverage your internal resources. We had numerous budget cuts reflective of the economy. It’s been a tough ad sales market—and that will continue in 2010. Fact is, you have to make major changes and do more with less; therefore your human capital becomes more important.

Would you advocate appointing one custodian to shepherd in-house partnerships?
I don’t advocate having one custodian. That puts the burden of forging bridges on one person—which is too risky—instead of it being essential to the culture of the organization. It needs to be part of what you stand for as a company, versus having one person responsible for forging those [collaborations]. I believe that as a senior manager, part of your responsibility is to constantly look for those opportunities and lead the way, showing by example the places where you’re working across and finding synergistic opportunities, not worrying so much about the boxes of an organizational chart, in terms of where you’re supposed to stay. One of the things we’ve found for sure is that the most successful organizations are way more matrixed versus [having workers who] stay within their boxes. Sometimes being matrixed can get a little confusing, but it also requires more constant communication, and that helps cross and forge those bridges.

When old, dysfunctional habits counter the creation of stronger alliances between departments, what approach might help turn the corner?
I think you need to have radical brainstorming that doesn’t take into account the walls of history and previous policy. It’s almost like zero-based budgeting or zero-based brainstorming: What’s the ideal scenario, what does that ideal solution look like and then build from there. What you’ll find is that some of the original boxes that you have in an organizational structure probably need to be rearranged to leverage the synergy inherent within the company.

This article originally appeared in the February 2010 issue of Black Enterprise magazine.

My education begins in the vineyards and distillery at Hennessy (www.hennessy.com). The vineyards of the Cognac region have more than 5,500 growers who produce white wine for cognac making. Harvesting begins and ends in October. Pressing and fermentation, an age-old process, are closely monitored as they greatly determine the quality of the eau-de-vie (a colorless fruit brandy). And chaptalisation, the addition of sugar, is forbidden by law. Over a period of 24 hours, a master distiller delicately cuts the three liquids produced by the second distillation, separating the heart from the heads and tails—the heart is a clear spirit that will be aged to produce cognac.

My first sips of L’or de Jean Martell, a limited $3,600-a-bottle ultra cognac introduced by Martell last year, are over dinner at Chateau de Chanteloup, Maison Martell (www.martell.com). Some general tasting principles: a tulip glass retains aromas and reveals them with great delicacy; the temperature of the cognac should match the ambient temperature; a white background should be used to examine color and nuances; and the glass should be rotated to aerate and accelerate the release of aromatic compounds.

At Rémy Martin (www.remy.com), cellar master Pierrette Trichet steers our hands-on blending session. Rémy is known for its fine champagne cognacs, meaning its eau-de-vie—more than 700 of which were blended for Rémy Martin Extra—come from the prized Grande Champagne and Petite Champagne growing areas within Cognac. The four-hour “Rendez-vous Rémy Martin” offers a tour through the House of Rémy, a tasting session, and a sumptuous meal.

During my overnight stay at Chateau Courvoisier (www.courvoisier.com), I encountered “cognac paradise”—an 1892 vintage with floral, truffle, licorice, and vanilla notes. In developing its eau-de-vie, Courvoisier uses only French oak barrels in the aging process. When humidity, dryness, and temperature are in balance, the spirit mellows and ages harmoniously. The oldest cognacs are kept in a select dark cellar known as “the Paradise.” Courvoisier works closely with more than 1,000 winegrowers who harvest from the top four growth regions, each distinguished by soil characteristics. A cognac must age for at least 24 months after the distillation period before it can ship to market; these earn the very special, or V.S., designation. A very superior old pale (V.S.O.P.) is aged for four years, and an X.O. (extra old) at least six years.

The experience of a divine cognac, its complexity and the history it embodies, commands respect. Visit www.tourism-cognac.com or www.cognac.fr to enhance your appreciation of this fine spirit.

This article originally appeared in the January 2010 issue of Black Enterprise magazine.

Every Thai king, from 1782 to the mid-20th century, has lived on the bedazzling Grand Palace compound. Today, vendors hustle their wares before tourists can slip inside the palace’s guarded white walls. There are about 400 Buddhist temples or wats in Bangkok—more than 300,000 in all of Thailand. These sacred spaces are part of the fabric of village life, facilitating meditation, learning, even medical treatment. To align mind, muscles, and joints for the long excursion ahead, we savor 60 minutes of rejuvenation at S Medical Spa (www.smedspa.com).

Half the fun of a road trip occurs on detours and pit stops. On this first leg, curiosity steers us to taste test local fruit at Klang Dong, a bustling roadside market with a bounty of durian, betel nut, and dragon fruit. Nearby is another intriguing site: Wat Thep Phithak Punnaram, where the snow-white Luang Pho Yai Buddha, 150 feet by 90 feet, gazes down from the plush mountainside. It is the largest Buddha in the region. By lunchtime we’re near Khao Yai National Park and sitting before a plate of stir-fried fillet of ostrich at the Great Hornbill Grill in PB Valley (www.khaoyaiwinery.com), an estate that produces world class wine—in fact, Japan consumes 25% of its export. We then retire to Kirimaya (www.kirimaya.com) and indulge in guilt-free affordable luxury that includes an attentive staff, a Jack Nicklaus golf course, and hiking trails in lush, majestic surroundings.

For US$6 at The Jungle House (www.junglehousehotel.com), the adventurous among us are strapped into a seat atop an elephant as it traces a treacherous, muddy forest trail and murky water. Half of Thailand’s more than 7,000 elephants work, and the others are wild, our guide Yui tells us. The government frowns on mahouts (handlers) bringing elephants to urban areas to entertain tourists. To top off an exhilarating day, I scour a night market to find vendors selling crickets, grasshoppers, and beetles to test my stomach. Frying made them more palatable, even tasty. Back on the road we’re heading to Surin, a province famed for its annual elephant roundup, and nearby Ban Tha Sawang silk-weaving village—where we shop but also linger to observe the weavers. A driver and car for a road trip cost 2,500 baht per day (US$50), not including gas.

Our extraordinary sojourn ends at Ubon Ratchathani, the easternmost Isaan province that borders Laos and Cambodia. The Tohsang Khongjiam Resort (www.tohsang.com) rests along the Mekong River and offers a serene setting for breakfast. While visiting the Koo-Har-Sa-Wan temple, I wandered from the group and stumbled upon eight monks eating with villagers who invited me to dine. The road less traveled offers amazing Thai experiences. Visit www.tourismthailand.org to chart your own course.

Click here for more great features from BlackEnterprise.com Travel

The Federal Aviation Administration and National Air Traffic Controllers Association have publicized differing accounts of staffing at the nation’s busiest airports. According to NATCA, retirement of air traffic controllers is outpacing recruitment. “We’re at a low we haven’t seen in 16 years,” offers union spokesman Doug Church. But according to its Website, the FAA plans to hire 1,914 controllers in 2009. “In supervisory positions training the next group of traffic controllers, we steadily recruit,” states FAA spokeswoman Laura Brown. The Bureau of Labor Statistics projects 10% growth through 2016. Overall, projections are similar for equipment mechanics and service technicians. Job growth for airline pilots and flight engineers through 2016 is projected at 13%.

“Every pilot in the air needs a support team on the ground,” offers Jill Meridith, associate director of undergraduate admissions at Embry-Riddle Aeronautical University. Among Embry’s 33 degree programs, the most popular are aeronautical science, aerospace engineering, and air traffic management—which has steady double-digit enrollment growth. Certification in aviation environmental science, aerospace studies, or aviation management satisfies entry requirements to numerous aviation disciplines. The FAA Collegiate Training Initiative, military service, and testing through the Office of Personnel Management are all viable means to prepare for a career in aviation. The Airports Council International and American Association of Airport Executives are information portals that offer career links.

The industry offers hundreds of career possibilities including accident investigator, cabin designer, airport art exhibit curator, and first-class executive chef. Careers in aviation reach above and beyond passenger-contact positions in airports; the sky is truly the limit as these four professionals prove.

Renee Chatman
Air Traffic Controller
Atlanta Air Route Traffic Control Center, Hampton, GA

Emergencies are rare and can stem from a cracked windshield, blown tire, engine failure, or severely sick passenger, according to 20-year veteran Renee Chatman, who was in air traffic control training when she first handled an adrenaline-racing emergency, eventually ushering in a safe landing for a Learjet pilot who pushed his aircraft beyond an altitude that would ensure enough oxygen in the plane.

“People often ask if it’s a stressful job. My answer is yes, it can be if you are not prepared,” Chatman confides. Originally from Baton Rouge, Louisiana, Chatman discovered air traffic control in the Navy. She completed four months of screening at the Mike Monroney Aeronautical Center in Oklahoma City, then two and a half years of on-the-job training at Atlanta Air Route Traffic Control Center in Hampton, Georgia—her current base. Aside from handling emergencies, air traffic controllers facilitate the safe and orderly flow of aircrafts through airspace and must read weather symbols, describe weather on a radar display, and have a general knowledge of thunderstorms. “You also learn the characteristics of airplanes,” adds Chatman, who is 46.

Nationally, there are 21 air traffic control centers like Chatman’s. The airspace she manages includes Charlotte, North Carolina; Knoxville, Tennessee; and Birmingham, Alabama.

Controllers earn $30,000 to $150,000, depending on the region. Chatman is a member of the National Air Traffic Controllers Association and National Black Coalition of Federal Aviation Employees.

When she entered the field, Chatman was the fifth black woman at her center. Overall, there were roughly 25 black men out of 450 controllers, she recalls. Eighteen years later, there are about 50 black controllers. “Things have gotten better because of organizations like NBCFAE, but the numbers aren’t where we would like them to be.”

David L. Campbell
Senior Vice President,
Technical Operations & Chief Operating Officer
American Eagle • Dallas/Fort Worth

Dave, this is your crew,” is how a manager introduced David L. Campbell to his first supervisory position six months after Campbell joined the airline. “Hope you’ll be happy together.” Campbell recalls a big mechanic sitting in the back of the room challenging him with, “What qualifies you to be my supervisor?”

Today, after 19 years Campbell, 48, manages about 1,400 mechanics and engineers and has 2,398 pilots on his roster. He also oversees mechanical and technical operations at American Eagle, a subsidiary of American Airlines, with an operations budget of $1 billion for aircraft maintenance and serves as the chief operations officer.

Originally from Sardis, Mississippi, Campbell wasn’t allowed to fly while in the Air Force because he wore corrective lenses. But by the end of his tour of duty he’d earned FAA certification, a bachelor’s of science degree in business management, and practical experience repairing airplanes. Engineering is one of the important aspects of the job and plays a critical role in our daily operations.” Engineers in aviation must have a college degree and technical training.

Campbell is enthusiastic about the commercial airline industry because “it is challenging, and engaging.” But success at this level, for Campbell, comes back to the people factor. “Simply listening to team members, and empowering them to do their jobs.”

Thella F. Bowens
President & CEO San Diego County Regional Airport Authority, San Diego

Thella Bowens oversees 380 employees supporting 18 airlines, 600 flights, and 50,000 passengers each day, but these numbers don’t reveal the level of intensity for day-to-day operations at San Diego International Airport and Airport Authority. Bowens, 59, manages an operating budget of $145 million and a $370 million capital budget, implements airport policies, and is hands-on in dealing with community and environmental concerns. She is regularly engaged with airline executives, legal consultants, development committees, the Chamber of Commerce, her staff, and a slew of other stakeholders. “The airport, no matter who it’s operated by, is not an island unto itself. It is heavily integrated into the community,” she says. “It is an asset that creates traffic, noise, and emissions.”

Such issues involve other agencies in the community, so aside from operational and technical acumen, good political instincts are critical.

“You can take many roads to get where I am,” offers Bowens, who earned a bachelor’s of arts degree in political science from Barnard College. “There are people in this business who have business, law, and engineering backgrounds.” The salary generally ranges from $150,000 to more than $300,000, and is influenced by the size of the airport, the complexity of the airport system, and the region’s cost of living. There are about nine other African Americans who manage a U.S. airport.

African Americans who are in this business are probably the first or second generation; it takes time to develop the numbers,” says Bowens, who’s worked 21 years in aviation. “It is a very dynamic and fascinating business,” she adds. “When people work at airports they tend to get jet fuel in their veins—it just becomes part of your DNA.”

Kimberly McCommon
Captain ­ExpressJet Airlines
Chicago

Out of approximately 150,000 pilots, Kimberly McCommon can literally name the black female commercial airline captains in the industry. “There are only about 50 of us,” she says. McCommon never thought she’d be part of such an exclusive group. With a degree in business from Florida A&M, she intended to become an athletic director but had difficulty finding a post. She settled for a gate agent position with United Airlines but soon joined the Organization of Black Airline Pilots because of her appreciation for the industry.

In 1997 she joined FedEx as a customer service representative and then became a flight attendant for Northwest. But her activity in OBAP solidified her ambition to fly. She enrolled in Western Michigan University’s 16-month program for minority students called the International Pilot Training Center Program, and eventually became a first officer flying for a private jet company, only to be later laid off and forced to accept a desk job.

“In this business, you make sacrifices,” McCommon remarks on her juggling of her work schedule to find time to increase her flight times. By qualifying for a training scholarship, she began working with a regional airline five years ago and was upgraded to captain in 2007. “Stress is high, but you can’t take your problems with you into the cockpit. You have to be 100%; if you’re not you’re dangerous to yourself and others.”

This story originally appeared in the July 2009 issue of Black Enterprise magazine.

Title:

What’s your perception of the value and function of standards to a brand?

We have standards within Four Seasons to make sure the customer experiences the same high level of service at all times. We have learned that one of the most important things to our customers is no surprises. Hassle-free visits are very important, especially in this day and age as people are very strapped as a result of the economy. From an employee perspective, standards allow employees to learn and understand what the expectations are of our organization. It doesn’t stop them from going above and beyond a particular performance standard. Standards are a baseline for performance, it’s the very minimum that customers would expect us to perform and achieve for them.

In light of the economy, how have you adjusted business practices to preserve and build brand loyalty?

Discounting doesn’t give you more business. In this economy, we see that people that aren’t traveling simply aren’t traveling. To discount isn’t going to spur any new activity. We’re very confident in the service and product that we provide and that doesn’t change based on the strength or weakness of the economy. Consistency is key, especially in a market like this. for those customers that are investing in us, partnering with us in times like this, it’s more important than ever that they feel the same level of care, the same support that they would get at any other time. That does not mean that we have not had to respond to market conditions. The economy forces us to be more efficient, to share best practices, and to be better business people. You start to deconstruct your expenses to show a return from a customer services perspective, an employee relations perspective, or from a business profile perspective. As long as the service or product that you’re delivering satisfies one of those filters, stay confident keeping it in place.

Damage control is an uncomfortable but necessary process in rescuing a brand’s image. How do you handle complaints, mistakes, etc?

You can be forgiven once; if you don’t address a complaint then you lose that customer. We can never rely on the customer telling us there was a problem, that’s why it’s important to be intuitive.  You have to see the problem, even if the customer doesn’t perceive or report it as a problem. If there’s a stain on the carpet and the customer doesn’t notice or mention it, it doesn’t change the fact that there’s a stain. We treat that as seriously as if a customer called. We respond with urgency and transparency, take care of the customer first, and then go back and assess whether it was a system issue, a training issue, or did we just make a mistake. All of our managers and employees are empowered to make decisions to take care of a customer right away if there is a complaint. They don’t have to say, “I have to ask the boss.” We trust our employees.

Identify one fear or habit a brand steward should discard and why?

Never be afraid to talk to your customers; you need to worry when you’re not talking to them. If you don’t stay close to them, you lose them. They are the only barometer you have in any business. If you are measuring your own success then you’re sticking your head in the sand.  If you’re not willing to listen because the message isn’t positive then you need to look in the mirror and ask, “Why am I in this business?”

This story originally appeared in the April 2009 issue of Black Enterprise magazine.

The Mayan High Temple (Source: Lamanai Outpost Lodge)

There are eight in our group of bird watchers, novice hikers, and seasoned thrill seekers who have ventured to a destination where roughly 50,000 Mayans lived between 1500 B.C. and the early 1700s. Situated north of Belize City, it’s the jewel of the Orange Walk District, which offers wilderness adventure and archaeological expeditions.

In the 20th century major excavations of the area unearthed temples of an ancient Mayan civilization that survived the Roman Empire. Hieroglyphic decoders believe the site carvings record sensational stories of war and peace.

The trails to the Mayan ceremonial site at Lamanai are swarming with ruthless mosquitoes that laugh at repellent, but the view from the summit of the High Temple will take your breath away. There are other excursions: At daybreak bird watchers in our group set out to scout for gray catbirds, great kiskadees, and mangrove swallows. After dusk they revisited the riverbank to stalk nocturnal birds, while the rest of our group went crocodile hunting. Well, we accompanied the guide who caught (and released) the toothy reptiles.

Leaving Lamanai we traveled by river, highway, and rugged dirt roads to our lunchtime pit stop at Crooked Tree Wildlife Sanctuary, a haven for migrating birds. Crooked Tree is noted for its abundance of cashew trees, which fuel a fledgling cottage industry. Verna Samuel served a sampling of her cashew creations after lunch at Bird’s Eye View Lodge (www.birdseyeview belize.com). The forested Cayo District, 90 minutes southwest of Belize City, was our next overnight destination. This region offers cool creeks and the dramatic Thousand Foot Falls that plunge 1,400 feet.

By day four we arrive at the bungalows and communal house at Pook’s Hill a 300-acre reserve and rain forest near the Maya Mountains, where our group geared up to canoe through Barton Creek Caves. Rainwater created underground rivers and carved cave systems that were inhabited by deities and Mayan ancestors. In Mayan culture, caves (actuns) were a portal to the gods of the underworld and are where sacred rituals and sacrifices occurred. Skeletons, footprints, pottery, and cathedral ceilings are discovered in Belize’s 250 cave systems.

Belize City is not the capital but richly represents the pulse of the country—it’s also a hub for island-hoppers. The country is bookended by Mexico and Guatemala and is two hours south of Miami. English is the official language though Spanish is widely spoken by its 320,000 residents. At the Belize Legacy Beach Resort the cedar and mahogany condos are appointed with the modern comforts city dwellers relish, and destination treats such as deep-sea excursions, aromatic spas, and fine dining by head chef Rafael Valdez.

Activities such as snorkeling in Shark Ray Alley in the Hol Chan Marine Reserve allow brave souls to pet and feed stingrays and Nurse sharks. Nightfall lures sleepless souls to Wet Willy’s in San Pedro Town, where two strong drinks of rum and the rhythmic sounds of crickets serve as a relaxant. I enjoy a sound sleep ready to wake to a new adventure with nature. Visit www.travelbelize.org to research other attractions in Belize.

This story originally appeared in the March 2009 issue of Black Enterprise magazine.

Click here for more great features from BlackEnterprise.com Travel

“Within one month I had an offer after interviewing with three companies,” recalls Frederick, originally from Washington. Today, as a senior risk analyst for Montpelier Reinsurance, Frederick admits that demand for talent definitely worked in her favor and is still a challenge for the island.

A self-governing territory of the United Kingdom, Bermuda’s economy is primarily based on financial services and tourism. There is also light manufacturing. The reinsurance sector has grown steadily over the last 20 years, and several American companies migrated there following the September 11th attacks and Hurricane Katrina.

Frederick is enjoying her new lifestyle in Bermuda. She has participated in the End-to-End Race, which spans the 22 miles of the island. “My first year I biked it in two hours,” she boasts. Frederick doesn’t golf but appreciates it as a main attraction on the island. The wildly popular Bermuda Music Festival and PGA Grand Slam are among special events for 2009, as well as the Tall Ships Atlantic Challenge in June, commemorating Bermuda’s 400th anniversary.

ACCOMMODATIONS
Located on the waterfront in the reinsurance district, the Fairmont Hamilton Princess (www.fairmont.com/hamilton; 76 Pitts Bay Road, 441-295-3000) [1] is the preferred address of professionals for conferences and business luncheons. The ambiance exudes the grandeur of English tradition, and the service is impeccable. Guests have access to the exclusive Riddell’s Bay Golf & Country Club (www.riddellsbay.com) [2] located near the sister property, the Southampton Princess.

Cambridge Beaches Resort & Spa (www.cambridgebeaches.com; 30 King’s Point Road, 441-234-0331), “is very secluded and nice if you are looking to relax in a serene setting,” says Frederick. This cottage-style resort on 30 acres offers three private pool suites and holistic therapies at its Ocean Spa.

DINING
The Harbourfront (www.harbourfront.bm; 21 Front St., 441-295-4207) [3]. Tempura dishes and aged prime cuts grace the menu that features Japanese cuisine and steakhouse favorites. Try the wild king salmon and linguine aragosta doused in a spicy tomato cream sauce indoors or on the outdoor terrace with a delicious vista of Hamilton Harbour.

Beef enthusiasts nicknamed Barracuda Grill (www.barracuda-grill.com; 5 Burnaby Hill, 441-292-1609) “seventh heaven” because of the savory cuts of certified Angus beef served as grilled T-bone chops and bone-in rib eye steaks. A popular spot for executives, the restaurant offers a business lunch menu. Executive Chef Derek Myers’ yellowfin tuna marinated in togarashi spice with a lemongrass bonito flake reduction gets rave reviews.

LEISURE
Stroll along Hamilton’s Front Street—the main artery of the capital city—for luxury shops and casual dining options. Steer your scooter to Church Street to explore artistic expressions at the Bermuda National Gallery (www.bng.bm). Or visit the historic St. Peter’s Church [4]. Maritime life is a rich chapter in Bermuda’s history; explore shipwrecks on a dive or swim with playful dolphins at the Maritime Museum (www.dolphinquest.org). Trek 120 feet underground to tour the enchanting, hidden Crystal & Fantasy Caves (www.caves.bm). More than 300 bird species make for lively bird watching.

This story originally appeared in the February 2009 issue of Black Enterprise magazine.

Click here for more great features from BlackEnterprise.com Travel

With a population of 220,000, Orlando is also the headquarters for Darden Restaurants, Hughes Supply, Tupperware Corp., and Disney. Furthermore, two of the nation’s largest hospitals, The M.D. Anderson Cancer Center and the Burnham Institute for Medical Sciences, will unveil Orlando campuses in 2009 as Nemours Children’s Hospital breaks ground. Also, a new basketball arena and renovation of the Citrus Bowl are expected to attract world-class sporting events.

“There’s a lot of opportunity for businesses here,” says Vel Johnson, owner of Vasaj Communications, a full-service public relations consultancy. Johnson, 41, was born in Muenchweiler, Germany, and lived in Tallahassee for 18 years before moving to Orlando about two years ago. She knew no one in her adopted hometown, but easily found business resources.

“Orlando is proud of its small business advocacy and development enterprises such as the African American Chamber of Commerce of Central Florida, the Disney Entrepreneurs Center, and University of Central Florida’s incubation program, designed to nurture entrepreneurial stability and economic growth among small business proprietors,” says Johnson. She also sees great opportunity coming. “Orlando is more upbeat and centered to growth and business. It has an eclectic mix of people and everything you need, no matter what your lifestyle.” To check out Orlando’s other alluring offerings, visit Visitorlando.com.

ACCOMODATIONS
Situated in the heart of the downtown experience, the [3] Grand Bohemian Hotel (325 South Orange Ave., 407-313-9000, www.grandbohemianhotel.com) in Orlando’s financial district is a landmark building with easy access to museums, and the banking and government districts. Johnson notes that it’s well-known for its Sunday Jazz Brunch ($54). Reservations are recommended.

The graceful fountains and palm trees that trim the entrance and archways of the [2] Grande Lakes Orlando (400 Central Florida Parkway, 407-206-1100, www.grandelakes.com) make you feel like you’re in a tropical city, Johnson says about this Ritz-Carlton sister property. “It’s one of the most refined luxury experiences, and a gorgeous place to hold board meetings to impress corporate clients.”

The Gaylord Palms Resort Hotel and Convention Center (6000 W. Osceola Parkway, Kissimmee, 407-586-2000, www.gaylordhotels.com/gaylord-palms), just on the outskirts of downtown Orlando, is modeled after a grand, turn-of-the-century Florida mansion. The striking property contains 1,406 rooms, more than four acres of indoor gardens, a spa club, shopping, and casual restaurants and lounges to cater to guests.

DINING
Around 7:00 p.m. is the right time, says Johnson, for savoring the lake view and a glass of Merlot from a table at [5] Seasons 52 (7700 Sand Lake Rd.,407-354-5212, www.seasons52.com). “I like that every season they change their menu and emphasize the nutritional benefits and calories in their meals. My favorite dish is the caramelized sea scallops with roasted asparagus and tomatoes, served with pearl pasta.”

An M.B.A. association meeting was the last occasion that brought Johnson to Kobe Japanese Steakhouse and Sushi Bar (2901 Parkway Boulevard, 407-396-8088, Kissimmee, www.kobesteakhouse.com), where certified Angus and Kobe beef is served in specialties such as the Imperial Dinner. The hibachi-style food preparation with chef table service adds dazzle and amusement to the dining experience, which is great for large groups.

For unwinding at the end of the week, Johnson takes her appetite for Spanish paella and rum teriyaki glazed salmon to the [4] Samba Room (7468 Sand Lake Rd., 407-226-0550, www.sambaroom.net), where the ambiance is business casual. A deejay spins for salsa classes on Friday nights, and every Saturday a Latin band plays.

ATTRACTIONS
“Down here everyone wants to know if you golf. I took a golf class shortly after moving here to learn the real technique of the sport,” says Johnson, who occasionally plays at a country club. A course she recommends is the [1] MetroWest Golf Club (2100 South Hiawassee Road, 407-299-1099, www.metrowestgolf.com).

This story originally appeared in the January 2009 issue of Black Enterprise magazine.

Click here for more great features from BlackEnterprise.com Travel

If you don’t pay attention to the elements you are responsible for and you’re racing to get to the end, you may find that you’ve shown up without all the pieces. You can’t be so focused on racing to finish first. You have to distinguish what is important to whatever your goal is — in my case, producing a show. You have to make sure that you’ve got all your pieces in line and you’ve got to make sure you achieve the creative vision. That is more important than the race.

Detours can threaten success and lead to frustrating trials. What’s your strategy for surviving such hurdles?
When our contestants go to detours, there is a pro and a con. In business I try to take that same philosophy. Am I going to hastily run through it to get it over with? Or am I going to step back and take my time, focusing on how strategically best to approach it?

How do you stay at the top of your game?
Sometimes the day is hard. If I can stay positive and stay focused and get to the end of the day, I’m on top. Those are daily personal rewards. You keep that in your forefront and let that be your mission — then there are no bad days.

Do you fear or prepare for that moment when consumer attention to your product fades?
We prepare! There is nothing that you can produce that is not going to eventually become old. As producers, we are always thinking about how to keep our product fresh and not become complacent. You have to always look at how to reinvent it — in reality TV they sometimes call it “the twist.” In the end, in general life and other creative forms, you’re gonna have to remember that when its gone it’s nothing personal.

Are you compelled to build upon the amazing record of earning five consecutive Emmys? If so, what’s at the core of your determination?
I was trained by some of the best. They taught me a standard that I bring to the game. It is an honor to be recognized after all the years I put into producing it. I try to maintain the level of quality I was trained to deliver: perseverance, focus, and dedication to what we’re setting out to do. The five Emmys say the work has been acknowledged. You got to do it because it’s what you do; it’s what you love; it’s what you’ve chosen to be your career. If you get lost in trying to win awards at the cost of not enjoying what you do, you may be very disappointed. If I had been working to get an Emmy, I would have missed it because it’s been 24 years. I probably would have given up a long time ago if that was my only objective. In the early days, I didn’t know that award existed. I just enjoyed getting up every day, showing up for 18-hour shifts, and enjoying what I do.

Which combination of sensibilities is essential to navigating the rank and file of retail?
Successful leaders have a very good knack for selecting talent. They understand that as leaders, the IQ of the team is much more important than the IQ of the person leading the team. Selection of talent is critical. Second to that, you have

to understand what steps you have to take to develop your own skills. You have to be very honest and have clarity around [what] you are good at and things you need to work on. Electing people is important and being able to develop oneself is equally important. The other thing that is essential is the ability to effectively communicate. As leaders who have spent a lot of time getting advanced education, we are sometimes fearful of creating things that are simplistic. Sometimes we think a simple plan may make us appear simplistic as leaders [and] as people. I’d argue that the most effective leaders are very good at taking complex analyses and processes and developing a simple way to articulate them.

Are people skills the hallmark of a great leader?
“People skills” is an overused term. It means you’ve taken the time to get to know the inner workings of the people you interact with. You understand their strengths and developmental needs. You understand their natural competencies, and the things that put them outside their comfort zone. When you truly understand your team’s skills, simply stated, their people skills, you then have the ability, as great leaders do, to get more from them than they ever thought possible. And you get it in a way that allows them to transport what [they've learned]. The great thing about people skills is that [they are] transferable from industry to industry, function to function. Great leaders are like great farmers-they fertilize and grow everything around them. If you have good people skills you [will see it] in the people around you, in how well they progress in their career and sustain a high level of performance.

How have the metrics used to judge a person’s people skills changed over the last 10 years?
The good news about the last 10 years is that you have a lot of available resources-online tools and very systemic tools. Things like online 360-degree evaluations that allow a person to get anonymous feedback from their peers, direct reports, and supervisors. It’s a 360-degree look [with] the person providing their own input on what they believe are their strengths and different leadership competencies. This is a very good evaluation because it gives you the opportunity to compare a person’s internal perceptions about their leadership skills [and] people skills to what their direct reports, peer group, and supervisors think.

We also use different types of assessments to measure business competencies along a lot of different areas such as business acumen around finance [and] people development. We are measuring competencies by putting them through role-playing to see how they react in a real-world situation where they’re dealing with conflict, addressing a group, or [have] to take data and put that into a workable process [to] present to a group of people. These systems are great, personally, but nothing substitutes spending time face-to-face with the people that work on the frontlines of the organization.

One thing that I do that is very useful, and is something my company encourages, is town hall-style meetings. I go into the store and gather 20 employees around a table and have a candid conversation about how the business is going. More often than not what comes out of those sessions is that they would talk about the leaders that support them. So I get a clear, unfiltered message from the associates who interact with our customers-how they feel about the leadership competencies and people skills of the leaders that support them.

How do you define brilliance in retail industry terms?
I define brilliance as someone who has the ability to create a team that drives sustainable results. In business you have economic cycles where you’ll have positive results. Then, the results will trend down [and] at some point trend back up. Without fail, you have leaders in every industry, retail included, that find a way, even in economic down times, to get a team to perform at a very high level, to deliver results consistently and in a very sustainable fashion. There is nothing magical or mystical about success. It’s about creating a clear vision, developing a good plan, understanding the needs of the customer, staffing a team that can deliver upon that, and having good measurements in place to understand how you’re progressing. Then you make the necessary adjustments by listening to customers and your team-making the necessary course correction but reacting quickly and delivering value. Success itself is a definition of brilliance.