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Understanding What Drives Success and Productivity for Your Team

Understanding What Drives Success and Productivity for Your Team

Written by Deo MwanoBeing Productive in Addressing Negative Behaviors That Impact Workforce Productivity and EfficiencyRecently, an audio recording was leaked from Jamie Dimon’s(CEO of JP Morgan) town hall meeting with his leadership team, where he expressed frustration over cultural and behavioral trends within his workforce that he believes are negatively impacting productivity and efficiency.Some of his key concerns included:Remote workers who are not fully engaged during meetings and are distracted by their phones.The overuse of meetings, committees, and group discussions, which are delaying decisions and slowing down action.Inconsistencies in work preferences that do not contribute to productivity.Employees isolating themselves within their own comfort zones, engaging only with familiar communities rather than broadening their perspectives.Generational differences in work behaviors, particularly those of Gen Z and younger millennials.Below is the audio link to the town hall recording.https://www.youtube.com/shorts/6glAn-Gj9LMAddressing Workforce Challenges ProactivelyHearing Dimon’s frustration at such a high level was revealing. At DMC, we work with our partners to help them establish clear employee expectations that define workforce culture, operations, job duties, and performance standards. This includes outlining how employees should show up for work, what is expected of them, and the consequences of failing to meet those expectations.We collaborate closely with senior leadership teams to ensure consistency in how expectations are communicated, governed, and demonstrated. A key aspect of this work involves working with different departments to understand their unique cultures and expectations.Using Real-World Scenarios for TrainingOne of the most effective methods we implement is role-play training videos that depict real workplace scenarios—both positive and negative behaviors. These videos provide a visual representation of what is expected in the workplace, often incorporating light humor to make the message more engaging.During these training sessions, employees are encouraged to ask questions about expectations and policies, fostering an interactive learning experience. These discussions also allow managers and directors to address misinterpretations of policies and behaviors, ensuring that everyone has a shared understanding of workplace expectations.However, setting expectations alone is not enough. It’s essential for organizations to evaluate how employees engage with these policies over time. Leaders must assess whether policies are understood, effectively implemented, and aligned with the company’s broader goals.Examples of Role-Play Videos DMC Creates for Our Partners:https://www.youtube.com/watch?v=zVR_RkoOSLAhttps://www.youtube.com/watch?v=mJ_4qi6S14E&t=23sWhere Is Leadership in Addressing Workplace Behaviors?As I listened to Jamie Dimon express his frustration, I couldn’t help but wonder: Where are the COO, HR leaders, and learning & development teams?If certain behaviors are negatively impacting business operations, there needs to be a proactive approach to address them. This does not mean simply condemning employees but rather:Setting clear expectations and ensuring they are well understood.Demonstrating expected behaviors rather than just discussing them.Implementing accountability measures for those who violate policies.Measuring the Impact of Workplace BehaviorsTo effectively address workplace challenges, organizations must quantify the impact of negative behaviors:How many employees are engaging in behaviors that violate expectations?What percentage of the workforce is contributing to inefficiencies?Are current policies and benefits inadvertently encouraging unproductive habits?In some cases, companies resort to removing perks and benefits to curb certain behaviors. However, without properly diagnosing the root cause, such actions may penalize the entire workforce for the actions of a few. Instead, organizations should conduct in-depth investigations to understand what’s driving these behaviors before implementing broad changes.For instance, remote work comes with both advantages and disadvantages. Instead of eliminating it outright, companies should analyze how different factors contribute to productivity and efficiency and design solutions accordingly. Before implementing drastic changes, running a pilot program to measure the impact of potential solutions can help organizations make data-driven decisions.Understanding Generational Differences in the WorkforceDemographic preferences play a crucial role in workplace behaviors.Expectations for Gen Z and millennials may differ significantly from Gen X and baby boomers due to their unique experiences and work habits.Some generational behaviors stem not from company policies but from broader societal and technological influences.Organizations need to recognize that trying to force a single approach across all generations may not be practical or effective.Instead of stigmatizing one generation over another, companies should focus on engagement strategies that respect generational differences while establishing non-negotiable workplace expectations that apply to all employees.Building a Strong Workforce Culture Through Clear ExpectationsLeadership teams must be intentional in understanding what drives their employees and how they work best. The key to maintaining operational efficiency without compromising on workplace culture is finding common ground that aligns business objectives with workforce preferences.Organizations should invest in demonstrating expectations rather than just talking about them. This means:Actively engaging with employees.Clearly articulating what is expected.Using practical demonstrations and training to reinforce workplace behaviors. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Is Meritocracy Better Than DEI?

Is Meritocracy Better Than DEI?

Written by Deo MwanoIn today’s society, there are ongoing debates surrounding meritocracy and DEI (Diversity, Equity, and Inclusion)—but the real discussion should be about meritocracy versus equity. Over the past year, and more intensely in recent months, the pushback against DEI initiatives has escalated. Critics of DEI argue that hiring decisions should be based solely on skills, talent, and experience, without any other considerations. Interestingly, many DEI practitioners would agree that individuals should be evaluated based on their merit. Most DEI professionals do not advocate for hiring underqualified candidates who lack the necessary skills or expertise. However, hiring and promotion decisions are more complex than they appear, leading to conflicts between employers and employees on the best approach to recruitment and workforce development.The Role of Meritocracy in HiringAt DMC, we have collaborated with our partners for the past eight years on recruitment, retention, and employee engagement. While meritocracy is an essential approach to hiring and promotions, our experience has shown that employers consider many other factors when selecting the right candidate for their organization.The baseline qualifications—skills, talent, and experience—serve as prerequisites that most employers use to determine who advances to the interview stage. These qualifications are typically standardized and incorporated into hiring processes. In our experience, we are often invited to participate in hiring discussions, particularly for Director and VP-level positions.Once employers identify a shortlist of candidates, the hiring conversation shifts beyond just merit. Factors such as:Personality and leadership styleExperience managing large projects and annual budgetsAbility to navigate workplace dynamics, including union relationshipsPresentation and communication skillsAt this stage, hiring teams assess candidates holistically, considering both tangible and intangible qualities. We have observed this pattern across various industries, where decisions extend beyond the fundamental qualifications of skill, experience, and talent.The Unwritten Rules of HiringDespite the argument for a strict meritocratic approach, hiring decisions often involve subjective considerations that go beyond merit. In our work, we have encouraged organizations to explicitly list all the factors influencing their hiring decisions—many of which are not officially documented. These unwritten rules often include organizational preferences and biases that shape their definition of the "right candidate."If companies truly want a merit-based hiring process, they must be transparent about all the factors they consider. This means:Clearly outlining all hiring criteria beyond skills, experience, and talent.Acknowledging any preferences or biases that influence decisions.Using transparent evaluation metrics and rubrics to assess candidates objectively.The Intersection of Meritocracy, Equity, and InclusionA well-structured meritocracy—one that genuinely prioritizes talent and experience—naturally supports equity and inclusion. It ensures that individuals are evaluated for what they bring to the table based on their qualifications. However, the challenge lies in identifying and addressing the additional considerations that influence hiring decisions.For true merit-based hiring to be effective, organizations must be honest about what drives their decisions beyond merit alone. Whether it’s leadership style, personality, or workplace dynamics, these factors should be acknowledged rather than hidden. Transparency in hiring evaluations, clear rubrics, and open discussions about selection criteria are crucial for a fair and equitable hiring process.At DMC, we advocate for a transparent meritocracy—one that clearly defines all hiring factors and ensures that the best candidates are selected based on both qualifications and clearly stated organizational needs. Expanding Meritocracy to Include EquityIf organizations do not evaluate their preferences and biases in how they approach merit selection, many qualified groups that are often overlooked will continue to be excluded. As a result, these individuals will never be seen in the hiring pipeline, reinforcing the same talent pools and limiting diversity in the workforce.At DMC, when addressing equity for underrepresented groups, we focus on awareness in various industries and occupations. We encourage organizations to develop relationships with diverse community groups to introduce people to industries they may not have previously considered. This exposure allows communities to gain awareness, acquire necessary skill sets, and understand the career pathways required to enter these professions.For many of our partners, this approach has yielded significant benefits. Several organizations face workforce shortages and struggle to maintain a strong talent pipeline. To remain competitive and continue delivering high-quality services or products, businesses must expand their reach beyond a single community or recruitment pipeline.To address this, companies should:Build relationships with diverse communities.Create pathways for new talent to enter industries.Help individuals understand career opportunities and the skills required.This approach never compromises on skill sets or experience but instead creates opportunities for more communities to enter new industries. By equipping individuals with the necessary skills and knowledge, they can pursue these careers with excellence.A true meritocracy can still incorporate equity, ensuring that organizations understand how candidates arrive at opportunities and how they prepare for success. A transparent hiring process that values both merit and equitable access will ultimately build a stronger, more competitive workforce. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Establishing the Need for Change: Bridging the Gap From Training Room to Workplace

Establishing the Need for Change: Bridging the Gap From Training Room to Workplace

Written by Andrea BruneauWe’ve all seen it. You and your team attend a highly engaging training session, leaving inspired, brimming with ideas, and ready to tackle new challenges. Yet, a month later, you notice that old habits persist, and few of the skills or knowledge from the session have been applied.Why is it so difficult for teams to turn training insights into meaningful, everyday practices? Often, the answer comes down to one critical factor: the lack of an internalized need for change.This blog marks the beginning of our series, "Bridging the Gap from Training Room to Workplace," where we explore the key barriers that prevent teams from effectively implementing what they’ve learned. In this first installment, we dive into the importance of fostering a genuine need for change. Future articles will tackle other key factors in creating lasting success.Why the Need for Change MattersTraining sessions are designed to provide information, tools, and frameworks to help teams improve their skills and performance. However, the first key step in real transformation is not when knowledge is shared, but when individuals and teams believe change is both necessary and achievable. Without that belief, new knowledge stays theoretical, and actionable growth becomes unlikely.Why? Because humans are creatures of habit. Teams gravitate toward comfort and familiarity. Unless the need for change feels urgent, deeply relevant, and aligned with organizational goals, people default to the status quo. A training session can light a spark, but if there’s no fuel to keep it going, it quickly fizzles out.Signs You or Your Team May Not Have Internalized the Need for ChangeResistance to Feedback: Dismissing constructive criticism or viewing it as an attack rather than an opportunity for growth.Superficial Participation: Attending training sessions but failing to engage deeply or reflect on their relevance.Lack of Follow-Through: Initial enthusiasm for new ideas or strategies fades quickly without consistent application. If you are not seeing changed behaviors then it is time to assess buy-in.Rationalizing Current Behaviors: Making excuses for why current habits don’t need to change (e.g., “It’s always worked this way”).How to Internalize the Need for ChangeHere are practical strategies to cultivate belief in the necessity for change:1. Identify the Pain PointsExplain why the training or new approach is relevant and necessary to address specific challenges, or achieve strategic goals. Growth often begins with discomfort. Reflect on where current habits or practices are falling short and consider the potential negative impacts if they remain unchanged.What’s not working in the current approach, and why?Where are the same challenges repeatedly occurring?What’s at stake if change does not occur?2. Give Direct and Honest FeedbackHonest feedback is essential for helping employees see why change is necessary and how it impacts their growth and the organization’s success. By addressing specific performance gaps, recurring issues, or missed opportunities, employees can clearly understand what’s holding them back and why change is critical.Highlight the real-world consequences of inaction.Provide specific examples to make issues tangible and actionable.Foster a dialogue to build trust and drive commitment to improvement.3. Visualize the Benefits of ChangeHighlight the positive outcomes of adopting new practices. Clearly define new expectations, and what they look like in practice. Paint a vivid picture of what success looks like.How will improving this skill impact your career, or job performance?What will your team or organization gain from this change?What personal rewards (e.g., reduced stress, increased confidence) can you expect?4. Connect Change to Personal ValuesPeople are more likely to embrace change when it aligns with their core values. To foster this connection, start by identifying the values that resonate most with your team or organization. Clarify how the proposed change supports those values and creates a stronger sense of purpose.How does this change align with what matters most?How will it help achieve long-term goals?How does this change reflect our organizational mission or vision?Reinforce these connections consistently to ensure the change feels meaningful and aligned with deeply held priorities, increasing the likelihood of sustained commitment.5. Model the BehaviorWhen a leader models new behavior, it sends a powerful, tangible message to employees that change is not just important but expected, fostering a sense of urgency among employees to adapt. Seeing leadership embrace the change highlights its relevance, making it clear that these behaviors are essential for success in the workplace. For instance, after training on effective communication, a leader who actively practices active listening and clear messaging sets a visible standard that encourages employees to improve their own communication skills.The Bottom LineThe true transformation happens when you deeply believe that change is both necessary and achievable, and commit to making it happen. Fostering an internalized need for change is the critical first step in bridging the gap between training and real-world implementation. Without this foundation, even the most engaging training sessions risk falling flat. Leaders must recognize that true transformation requires helping individuals and teams connect change to their values, goals, and day-to-day realities. By identifying pain points, providing honest feedback, and aligning change with personal and organizational priorities, you can pave the way for lasting success. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Building Strong Human Connections in the Workplace: Why It Matters and How to Foster It

Building Strong Human Connections in the Workplace: Why It Matters and How to Foster It

This blog was inspired by a recent post I shared on LinkedIn about how Deo Mwano Consultancy helps organizations create spaces and implement strategies that strengthen human connections and foster collaboration to improve productivity and success.Two responses to my post stood out:"Deo Mwano, building strong human connections is key. Investing in employee experiences can transform teams and lead to lasting success. How have you seen this play out?""Deo Mwano, have you noticed how team dynamics completely transform when we prioritize genuine connections over quick performance fixes?"These thoughtful comments sparked deeper reflection on the importance of prioritizing human connection in the workplace and the profound impact it can have on team dynamics and organizational success. Stay tuned as I share examples and strategies on how investing in employee experiences can create lasting, positive transformations.In today’s fast-paced and competitive work environments, building strong human connections often takes a backseat to meeting deadlines and achieving organizational goals. However, workplace success is deeply rooted in the ability of employees to work together with respect, empathy, and collaboration.At its core, building strong human connections is about seeing the people you work with holistically—beyond their work roles. It’s about recognizing their unique identities, characteristics, and experiences that influence how they show up at work. When organizations and individuals make the effort to foster these connections, they create a more inclusive and productive workplace.Why Human Connections MatterHuman connection at work is not just about fostering camaraderie; it’s about influencing how we engage with one another on a fundamental level. When we see our colleagues as multidimensional human beings, it enables us to approach interactions with greater empathy and understanding. This doesn’t mean giving someone a pass if they fall short in their responsibilities. Rather, it’s about finding common ground and fostering a mutual sense of respect that makes collaboration more effective.At Deo Mwano Consultancy (DMC), we work with organizations to address challenges in workplace dynamics. A recurring theme we’ve observed is the lack of consideration and respect among employees. This often stems from the high-pressure environments where self-preservation takes precedence, leading to negative perceptions of colleagues. In many cases, these perceptions prevent employees from seeing the humanity in one another, further fueling workplace tensions.The Role of Perspective in Reducing Workplace FrictionWhen employees fail to see their colleagues holistically, they may focus on perceived flaws without recognizing their own imperfections. Conversely, they might miss the shared positive attributes that could bring them closer together. This lack of perspective often manifests in environments where tensions are heightened, such as between union and non-union employees.In organizations with both union and non-union teams, we’ve frequently encountered an "us vs. them" mentality. This division often arises from factors beyond the employees’ control, such as organizational policies or resource allocation. However, when employees begin to understand that both groups share similar challenges and pain points, they can find common ground. This realization fosters collaboration and a sense of unity, shifting the focus from competition to problem-solving.How to Foster Human Connection at WorkFostering human connections at work requires intentional effort from both leadership and employees. Here are a few strategies to build and sustain meaningful connections in the workplace:See Beyond Roles Recognize employees as individuals with unique identities, challenges, and contributions. This holistic view helps break down stereotypes and fosters empathy.Create Opportunities for Collaboration Encourage cross-functional projects and initiatives that bring diverse teams together. When employees work toward shared goals, it creates a sense of unity and purpose.Promote Open Dialogue Establish safe spaces where employees can voice concerns, share experiences, and discuss challenges. This openness helps employees see the humanity in one another.Address Root Causes of Tension Identify systemic issues that create friction among employees, such as resource inequities or unclear expectations. Tackling these issues head-on can help reduce misunderstandings and foster trust.Celebrate Shared Successes Recognize and celebrate the contributions of all employees, regardless of their role or background. This reinforces a culture of appreciation and mutual respect.A Call to Action for OrganizationsBuilding human connections in the workplace is not just a nice-to-have—it’s a critical component of organizational success. When employees feel respected and valued, they are more likely to collaborate effectively, innovate, and remain engaged. For organizations looking to improve workplace dynamics, fostering these connections should be a top priority.At DMC, we’ve seen firsthand the transformative power of human connection. By helping organizations and their teams see beyond roles and titles, we’ve supported them in creating environments where empathy, respect, and collaboration thrive. Whether it’s addressing tensions between union and non-union employees or fostering inclusion across diverse teams, the impact is clear: workplaces with strong human connections are better equipped to achieve their goals.ConclusionWorkplace success depends on more than just individual performance—it requires teams to work together with empathy and respect. By focusing on building strong human connections, organizations can reduce tensions, foster collaboration, and create a culture of mutual respect. It starts with seeing people as they are: human beings, complete with their strengths, challenges, and potential. The DMC Team has more than 30 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses and organizations. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
The Leadership Edge: Identifying and Promoting Emotional Intelligence in Emerging Leaders

The Leadership Edge: Identifying and Promoting Emotional Intelligence in Emerging Leaders

Written by Andrea BruneauWhile developing a training on adaptive leadership, I was reminded of the critical role emotional intelligence plays in effective leadership. Leadership styles vary widely—autocratic, democratic, transformational, transactional, situational, and more—and most individuals naturally lean toward one or two of these approaches. However, the strongest leaders are those who possess the self-awareness to understand their default tendencies, recognize how they respond under stress, and communicate effectively with others. Equally important is their ability to assess how others operate, identify their needs, and determine what inspires them. By adapting their approach to fit the situation and the individual, these leaders demonstrate the hallmarks of emotional intelligence. Organizations must ask themselves: Are we actively identifying and cultivating these skills, both in our hiring processes and among our current emerging leaders?Technical skills alone are not enough to ensure success in leadership roles. Emotional intelligence (EI), the ability to understand and manage one’s emotions while empathizing with others, has become a critical determinant of effective leadership. For emerging leaders, EI is not just a nice-to-have trait; it’s an essential capability that shapes their ability to inspire, collaborate, and drive results. Organizations that prioritize hiring and developing leaders with high emotional intelligence are better positioned to thrive in dynamic environments.Why Emotional Intelligence Matters in LeadershipEmotional intelligence contributes to various aspects of leadership, including:Improved Communication: Leaders with high EI can effectively convey their thoughts and actively listen to their team members, fostering open and productive dialogues.Enhanced Team Collaboration: Understanding and respecting diverse perspectives enables emotionally intelligent leaders to build cohesive and high-performing teams.Conflict Resolution: Leaders with strong EI can navigate conflicts with empathy and tact, ensuring that disputes are resolved constructively.Resilience in Challenges: Emotional intelligence equips leaders with the tools to manage stress and adapt to change, inspiring their teams to do the same.Building Trust and Loyalty: Leaders who demonstrate empathy and authenticity cultivate trust, which strengthens employee engagement and retention.Identifying Emotional Intelligence in Emerging LeadersSpotting emotional intelligence during the hiring process can be challenging but not impossible. Here are key traits and behaviors to look for:Self-Awareness: Candidates who can articulate their strengths, weaknesses, and personal values exhibit a strong sense of self-awareness, a foundational component of EI.Interview Question: "Can you describe a time when you received constructive feedback? How did you process it, and what changes did you make as a result?"Empathy: Look for signs of empathy through candidates’ ability to understand and address the needs or feelings of others, often revealed in situational questions or group interactions.Interview Question: "Tell me about a time when you had to support a colleague who was struggling personally or professionally. How did you handle it?"Adaptability: Emerging leaders with high EI show a willingness to embrace change and learn from setbacks, demonstrating resilience and flexibility.Interview Question: "Can you share an example of a time when you had to adapt quickly to a significant change? How did you approach the situation, and what was the outcome?"Active Listening and Curiosity: Pay attention to how candidates engage during interviews. Those who ask clarifying questions and provide thoughtful responses likely possess strong active listening skills.Interview Question: "How do you ensure that you fully understand someone else’s perspective during a discussion? Can you provide an example of when this skill helped resolve a misunderstanding?"Conflict Management Skills: Probe candidates on past experiences with handling conflicts. Their ability to approach these situations diplomatically can indicate emotional intelligence.Interview Question: "Describe a conflict you faced in a team setting. How did you approach resolving it, and what was the result?"How to Identify and Develop Emotional Intelligence in Your OrganizationWhile hiring for emotional intelligence is important, it is equally critical to identify and nurture the aforementioned skills and abilities in emerging leaders who are already within your organization. Here’s how you can do this effectively:Performance Reviews with an EI Lens: Incorporate assessments of emotional intelligence into regular performance reviews. Look for traits like empathy, adaptability, and collaboration in current leaders.Internal Feedback Mechanisms: Utilize 360-degree feedback to help leaders gain insights into how they are perceived by peers, subordinates, and supervisors. This process encourages self-awareness and growth.EI-Focused Training: Offer targeted training programs and workshops to help existing leaders develop skills in emotional regulation, active listening, and conflict resolution.Leadership Coaching: Provide access to coaches or mentors who can guide emerging leaders in refining their emotional intelligence and applying it to real-world situations.Stretch Assignments: Assign projects or roles that push leaders out of their comfort zones, allowing them to practice adaptability, empathy, and effective communication under new circumstances.Developing Emotional Intelligence Post-HireHiring for emotional intelligence is only the first step. Organizations should invest in ongoing development opportunities to help emerging leaders strengthen their EI. This can include:Training Programs: Offer workshops on active listening, conflict resolution, and emotional regulation.Mentorship: Pair emerging leaders with seasoned mentors who demonstrate high EI to guide their growth.Regular Feedback: Foster a culture of continuous feedback to help leaders refine their emotional intelligence over time.ConclusionEmotional intelligence is a game-changer for leadership. By prioritizing EI in your hiring process and supporting its development both during and after hiring, your organization can cultivate a new generation of leaders equipped to navigate complexity, foster collaboration, and drive sustained success. As the workplace continues to evolve, emotionally intelligent leaders will remain the cornerstone of thriving teams and organizations. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
The Power of Purpose and Community: Lessons in Perseverance from Small Business Owners

The Power of Purpose and Community: Lessons in Perseverance from Small Business Owners

Written by Andrea BruneauThe Maximize Positive Impact Conference brought together a diverse group of small business owners, cultural change leaders, and non-profit visionaries to share their stories. The discussion centered on how these leaders strengthen relationships with customers and employees, foster inclusivity, and overcome challenges to maximize their positive impact on the communities they serve. Our small business panel included participants from a $3 million support program launched in partnership with the City of Manchester: Jenn Share of To Share Brewing Company, George Jumpp of Jumpp Chiropractic, and Jose Lopez of Liberty Taxes (Franchisee). Small businesses are more than just storefronts—they’re the heart of our communities. At the Maximize Positive Impact Conference, business owners and leaders shared powerful lessons on resilience, adaptability, and the critical role of community support, especially during challenging times like the COVID-19 pandemic. From building loyal relationships to advocating for inclusivity and awareness, these stories highlight the mutual benefits of rallying behind local businesses. Here’s a snapshot of the insights shared, highlighting resilience, purpose, and the profound impact of community support. Discover how these small businesses continue to thrive, and what we can do to support small businesses in our communities.Identifying Your Impacted CommunityOne of the central questions panelists explored was: How do you deepen your perspective on who your impacted community is?Understand the Real Roadblocks: Begin by identifying the barriers your audience faces. Pay close attention to who is not included and examine why they may be excluded. By addressing these gaps, businesses can create more equitable and meaningful connections.Broaden Inclusivity: Creating opportunities for representation ensures that all voices within a community are heard and valued.Lessons in PerseveranceThe COVID-19 pandemic presented extraordinary challenges, particularly for small businesses. Panelists shared the strategies that kept them afloat during such turbulent times:Build Neighborly Relationships: As one panelist, Jenn, put it, "Our customers are our literal neighbors." Many businesses survived because loyal locals intentionally supported them during tough times, even buying more products than they needed to help them stay afloat.Operate with Purpose: Recognizing the bigger picture is key. George, one panelist, explained that knowing failure would impact their ability to help the community kept them motivated to persevere.Embrace Agility: Businesses like Jose’s pivoted to online options during the pandemic, enabling them to continue serving their customers when face-to-face interaction wasn’t possible.The Drive Behind Small BusinessesWhat motivates small business owners to keep going in the face of adversity? For many, it’s the desire to relieve stress for their customers and the joy of helping others. Jose shared, "Helping people is at the core of what we do. It’s our driving force."The Importance of Community EducationA consistent theme across all panels was the need for greater education within communities:Customer Awareness: Many small businesses struggle with visibility. Customers need to know they exist and how to access their services.Engaging Decision-Makers: It’s equally important for business leaders and local decision-makers to understand the vital role small businesses play in the community. Advocacy and collaboration can help bridge this gap.How You Can Support Small BusinessesSmall businesses are the backbone of local communities, but they need more than good intentions to thrive. Here are tangible ways our panelists suggested you can make a difference:Shop Local: Spending money at local businesses directly supports your community, as those dollars go right back into the local economy.Leave Positive Reviews: Online reviews can significantly impact a business’s reputation and success. A kind word goes a long way.Be Thoughtful About Criticism: Negative reviews can be devastating for small operations. If you have an issue, consider addressing it directly with the business before posting online.Resilience and Community at the CoreThe discussions at the Maximize Positive Impact Conference underscored a critical truth: small businesses thrive when their communities rally behind them. They offer more than products and services—they bring neighbors together, create opportunities, and fuel local economies.By supporting small businesses, we ensure that our communities continue to flourish, reinforcing the mutual benefits of shopping local and fostering connections that uplift everyone involved. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.