Diversity Woman Magazine

SPR 2018

Leadership and Executive Development for women of all races, cultures and backgrounds

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18 D I V E R S I T Y W O M A N S p r i n g 2 0 1 8 d i v e r s i t y w o m a n . c o m We Mean Business > time for Latin music, and it's becoming much more global, ranging from Ricky Martin to Pitbull and Maluma. DW: What is your main mission these days with the Latin Grammy Awards? DA: To position the Latin Recording Acad- emy as a leading brand for companies and corporations to align themselves with, and to reach, this very valuable consumer— the Hispanic and Latin consumer who has strong purchasing power, strong opinions, and strong values. We've seen the blessing of aligning ourselves with Fortune 500 com- panies—McDonald's, Walmart, Mastercard, and luxury brands that have never ex- plored marketing to the entirety of the Hispanic community: Mexicans from Mexico, Spanish from Spain, Portuguese, and Brazilians. Music is something that represents the culture and values, and it's a passion point for Hispanics. DW: Is it tough to market to all of those different cultures at once? DA: e exciting thing is just that—the richness and the diversity of the cultures, and those differences. Just from a mu- sical standpoint, the countries all have their own histories and genres—it's so fascinating. is allows a brand, instead of just doing an endorsement, to align with us and how we represent the cul- tures. For me, coming from a sports back- ground, it's like the Olympics—bringing all the sports together and culminating in one event a year. DW: With the Leading Ladies initiative, what professionals did you want to honor, beyond well-known performers? DA: At the top level, C-level positions, you have very few women, even though there are many women in the industry— they're just stuck in lower administrative roles. So we decided to honor six women who are trailblazers in the industry in a very diverse area—to look at the women in business and STEM, like music engi- neering. at is the most male domi- nated, but you find women who have risen through the ranks, like the CMO of Univision to a music engineer who has done mixing for Madonna. ese are His- panic women whose stories are not being told, but there's also a tangible takeaway, where we could put the profits from the event into a scholarship for young wom- en who wanted to pursue careers in the music industry. DW: When you started out, were you optimistic or pessimistic about working in the traditionally male sports industry? DA: I knew I would need to work harder, and the standards would be higher, and I had to be careful with my reputation and the perception I created—indeed, like a men's sports league. But on the flip side, you can turn your obstacle into an advan- tage, like David and Goliath. Sometimes when you have an advantage, it's actually a disadvantage—people expect more from you. As the underdog, you can come in and be innovative and stand out. I also had a strong mother who gave me self-confidence and who told me I could do anything my brother could do, from an early age. Now that I am a mom myself, it's important to instill that in our kids because it manifests itself later in your confidence—that you actually think you are equal and that you treat everyone equally. DW: What makes a good salesperson— is it sheer talent, or can it be learned? DA: It's probably a mix. ere is definitely some natural inclination, something in- nate in some people, that gives them an edge—maybe being an extrovert and not being afraid to ask for things—but then there are people who feel strange asking for money. Many times the person who knows how to listen and understands timing and keeps up in a different way with their contacts and creates strong relationships is the one who does well. One of my biggest lessons from business school is that sales shouldn't be a zero- sum game; it should be an opportunity for us to provide a solution to a client, and for the client to gain that solution— finding a win-win. DW: What object in your office says the most about you? DA: I think it's the picture of my family— we have two kids, ages three and four— which reminds me that I'm this complex person with two aspects of my life. I can be a professional and a supportive mom and wife. Millennials are pushing us to create more balanced lifestyles, and hav- ing become a mom, I strive to find an opportunity to do both in a way that al- lows me flexibility and to be present in both areas. DW: What was your first job as a teen- ager and what did you learn from it? DA: I wasn't even a teenager—I was 12 when I organized a babysitters club in my classroom. I organized about 14 of us, and we babysat younger kids. We charged $2.50 an hour, and we went as a team, two babysitters at a time. It was an exciting project—it was a small school, and the younger kids wanted the older kids to babysit them. We learned how to make money, manage money, and create a schedule. It was fun and it also taught us about working as a team. It was cool— my first foray working with a group of women. DW Katrina Brown Hunt is a frequent contributor to DW. Sometimes when you have an advantage, it's actually a disadvantage— people expect more from you. As an underdog, you can come in and be innovative and stand out.

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