Jordan Brand's Larry Miller Redefines Second Chances For Formerly Incarcerated Through A Workforce And Education Initiative
Chairman of the Jordan brand Larry Miller announced a new initiative that gives second chances to formerly incarcerated persons with criminal pasts–just like him.
With the help of his daughter, Laila Lacy, Miller launched the Justice and Upward Mobility Project also known as JUMP to push the formerly incarcerated to the top of hiring managers and chief human resources officers' pool of resumes. Known as a highly ignored demographic, Miller is using his own story of being rejected by then-Big Eight public accounting firm Arthur Andersen when he told the hiring manager the truth about his past.
Years prior, Miller had spent time in a juvenile correction center for his role in the death of another teenager that he mistakenly thought was from a rival gang. After fighting for years to turn his life around, Miller was concerned his secret would get out. 'Every day I'm worried that somehow the story is going to get out and it's going to destroy everything that I had built up to that point,' he remembered while speaking at Fortune's Workplace Innovation Summit.
The work of JUMP is targeted at correcting this wrong while living in digital days, making it harder for the past to be hidden. Supported by corporate partners like NBCUniversal, Cisco, Jobs for the Future, and the Corporate Coalition of Chicago, according to Forbes, the initiative focuses on four pillars of education and employment, advocacy and policy, media and narrative, and coalition building.
The first pillar of education and employment focuses on creating workforce development programs that showcase opportunities to youths and adults still tied up in the justice system. Data from the Harvard Business Review showed persons that once spent time behind bars have a 77% of returning between two and three years — but not without a trade. The number drops to 30% if that formerly incarcerated person learns a skill and decreases more to six percent if they obtain a bachelor's degree.
While encouraging participants to foster relationships with employers in the sports, entertainment, and business fields, Miller's JUMP is committed to working with policymakers at the local, state, and federal level in effort to curate supportive legislation geared toward education and workforce development. It will also help limit barriers for people with arrest records to gain employment, hence giving second chances to those labeled with a negative perception.
To the former Portland Trailblazer president, the data proves that there is a space for the formerly imprisoned to thrive. 'To me, that's a clear indication that if people are able to learn a trade, get an education—do something that allows them to rebuild their life, take care of their families, and get back to their communities, people don't go back to jail,' he said. 'That should be the goal.'
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'99.9% of the time, they act like they don't even recognize our existence, and now they want to throw us a party? No thanks. Having a party is great, but first, let's get your team healthy enough to enjoy it.' He paused. 'They're panhandling a superficial solution to a real problem.' 'And what's the real problem?' I asked. 'They aren't investing in people — they're investing in results. They don't realize that the results will exceed their expectations if you authentically invest in good, hardworking, talented people. Despite the lack of meaningful appreciation and resources, we have a great team. Think what it could be if they added the missing components.' He removed his glasses and wiped his eyes. He stared at me with a tiredness that went well beyond the moment. 'Wouldn't it be nice to have an environment where employees are invested in so much that they could find another job but don't because they love where they work?' he asked. 'That would be nice,' I said. 'What do you think is going to happen?' 'We are woefully under-supported, yet the expectations keep rising. Essentially, we're being set up to fail… either by failing to reach their unattainable bar or by failing our health and family in thinking that we must continue without setting realistic boundaries. Heck, it could end where I cannot meet their increasing expectations, get let go, and cannot even use them as a reference. That would be ridiculous, as I'm a great employee. I feel destined to fail, and that's a horrible feeling.' 'Sounds like fear is playing a role, too,' I said. 'You bet it does! They have me: I am too strapped for time and finances to even look for another job. By the end of the workday, I'm beyond exhausted, have headaches, can't sleep, and am barely present for my family. Yet, I'm doing this for my family. That's messed up. Worst, I actually like my job. Heck, I'm great at it. But who cares? 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You know you are a valuable employee. You mentioned to me earlier that you've been a stellar employee in every job you've had. Guess what? You will be again if you choose to get another job. Stop allowing others to pacify you with empty promises and pizza parties. Speak to what you want, whether a promotion or help … whatever you know to be true. If they don't see your requests as valid, that doesn't make them false. It just means they don't know your worth… make sure you do.' 'I know my worth, but I also know my responsibilities,' he said. 'That's fair. Often, we do things as adults because we 'have to' more than 'want to.' Responsibility isn't meant to be taken lightly or shirked. Over time, however, we must pay attention to patterns, noticing when individuals consistently demonstrate that they are not going to change and when it is upon us to change.' 'I get that. I'm just terrified of letting my family down,' he said. 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