Ten Principles of a Character Coach provides clear experienced-based advice on how to be a character coach.

Within Ten Principles of a Character Coach, Coach Gary Waters defines a character coach as someone who lives a life with integrity, honesty and moral values. He speaks specifically on how the sport of basketball has been riddled with scandals in recent years on the high school and college levels; and how the governing authorities are committed to repairing the reputation of college basketball. Ten Principles of a Character Coach addresses many of the issues that young men and women are experiencing in the athletic arena today. Coach Waters believes character and values need to be a high priority in those individuals tasked with guiding young people, as well as themselves.

Note; 98% of the players graduated college who were coached by Mr. Waters he told Good News.

Furthermore, Coach Waters is convinced that following the principles within Ten Principles of a Character Coach will benefit anyone in developing their character. Ten Principles of a Character Coach (ISBN 978-1631950858 by Morgan James Publishing (December 15, 2020) Available on Kindle for $11.68 and $12.30 as a Hardcover) is for anyone looking to hone their leadership abilities and improve their communications in every aspect of their lives.

In an interview on your program Coach Waters can talk about:

How he will be working with police departments across the nation to end systemic racism and instill the 10 principles found in his book to offer a great sense of integrity, character, empathy, and leadership in law enforcement.

How the 10 principles come together to make an incredible leader

How he stayed focused on his team and continuing to lead when fortune, fame, and celebrations were around every corner.

What the most challenging issues are that face young athletes today and how this book can help them overcome them

How applying these 10 principles got him to where he is today

and much more!

Praise for Ten Principles of a Character Coach

“Character Coach is a breath of fresh air. It is a reminder that the real value of coaching is ‘influence’ not a won/loss record.

I highly recommend this book, especially for young coaches.”

—Dale Clayton, Vice President, Nations of Coaches

“This book is definitely insightful; every coach and manager

will benefit greatly from reading it. It’s a must read for any leader.”

—Johnny Dawkins, Head basketball Coach, Univ. of Central Florida

“The Ten Principles of a Character Coach is an effective guide for us always to

‘Do the Right Thing!’ The reader will find in this journey a plan to reach the ultimate victory of being a value-driven character coach.’’

—Laing Kennedy, Former Athletic Director, Kent State University

“Throughout the reading of Character Coach, it gives youa unique and personal perspective that all coaches at any level will be able to appreciate and learn from.

This book is a must-have for anyone who wants to enrich his or her life, as well as the lives of those around them.”

— Ernie Kent, Former Head Basketball Coach, Washington State University

Basketball Specialist/Director, Athletes in Action (AIA) “Gary has written a must-read that transcends any professional genre. The 10 Principles of a Character Coach

establishes character and morality-driven fundamental practices, for all aspiring and veteran coaches to infuse, into their coaching DNA.

This book is a blueprint for individuals, who aspire to lead others.”

—Mike Krzyzewski, Hall of Fame Inductee, Head Basketball Coach, Duke University

“In a world where values seem to be decreasing and tweets are increasing, the standards by which we measure a person’s character has become blurred.

Gary Waters 10 Principles of a Character Coach reminds us what is important and how to conduct our lives to make a difference, in the lives of others.

This book guides us through Waters’ life experiences as a coach, father and man of God, sharing golden nuggets of wisdom on character building.”

—Bill Self, Hall of Fame Inductee, Head Basketball Coach, University of Kansas

“In my 48 years of coaching, Basketball has always been a vehicle to develop the next generation. The life lessons learned in athletics are instrumental in the growth

of the student-athlete. The Character Coach epitomizes the foundational truths of integrity, discipline and character.”

—Vivian Stringer, Hall of Fame Inductee, Head Basketball Coach, Rutgers University

“With the ever-evolving dynamics in any professional genre, there remains one

constant for all leadership success; CHARACTER. Gary Waters

has done a tremendous job of conveying practical character attributes,

for leadership development. The Ten Principles of a Character Coach is a must-read for all professionals.”

—Tom Izzo, Hall of Fame Inductee, Head Basketball Coach, Michigan State University

Publisher: ‎ Morgan James Publishing (December 15, 2020)

Language: ‎ English

Hardcover: ‎ 136 pages

ISBN-10: ‎ 1631950851

ISBN-13: ‎ 978-1631950858

About the Author

Coach Gary Waters earned his reputation building college basketball programs. He was the winningest coach in the history of Cleveland State University. During his time at the school, Coach Waters won 194 games and led the Vikings to six postseason appearances. In 2009, Cleveland State made the NCAA Tournament and advanced to the second round after shocking Wake Forest. He rebuilt three programs — Kent State (92-60, five years), Rutgers (79-75, five years) and CSU — into winners. Coach Waters led Kent to its first NCAA Tournament appearance in 1999 and a second in 2001 before leaving for Rutgers. The winner of numerous honors, he was 2008 Horizon League Coach of the Year; 2011 Horizon League Champions; inducted into The Ferris State University and Kent State Hall of Fame; and winner of the John Lotz Barnabas Award by the Fellowship of Christian Athletes for the 2009-10 season. Coach Waters was named a Master Coach by the Nations of Coaches in 2015 and served on the board of the National Association of Basketball Coaches. Coach Waters is a Detroit native and graduated with a B.S. in Business Administration from Ferris State in 1975, a B.S. in Business Education from Ferris State in 1978, and an M.A. in Educational Administration from Central Michigan in 1976. He currently resides in Tampa, Florida. Check out his website @ www.coachwaters.com and get social with the coach on FaceBook | Twitter!

#Ten, #Principles, #Coach Gary Waters, #basketball, #scandals, #years, #high school, #college #interview #Author #book

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‘Getting ethnic consumers’ is not just about leaving money on the table, it will determine which brands win or lose. We are at the tipping point where the American critical mass is Multicultural and ‘minority-majority’ is an oxymoron. The need to do Multicultural marketing right is painfully obvious.
Multiculturals are nearly 40% of U.S. consumers who spend $1.7 trillion yet still get under 18% of all ad dollars, and less of company resources. U.S. kids are already majority-ethnic, Millennials will be in 2022, and all of America by 2040. Key states like Texas, California and Florida are led by Hispanics, and ethnic-skewed top 15 DMAs, which make up half of our economic activity.
Hispanics, African Americans and Asians will power all future growth in population, jobs, new HH formations and new customers – as aging Non-Hispanic Whites decline. National minority-targeted media, digital, and social platforms and content continue exploding, as do sophisticated research and data analytics to develop and evaluate multicultural marketing efforts, and a shift of cultural openness in overall attitudes to foster Multicultural marketing.
While major players in telecom, CPG, QSR, Automotive and banking have been effectively addressing ethnic consumers for decades, they still drive the bulk of MCM ad spend growth. Most of the Fortune 500 are still reticent, late in the game or not doing it right. It is not just about a few adjunct in-language TV spots, influencers, soccer, events or social. It’s about a top-down, thoughtful, holistic and organization-wide approach that impacts the company’s goals, metrics, research, operations, resource allocation, strategies, target segmentation and execution. And tactically, hopefully make English ethnic efforts BAU because it is way overdue – we did our first English McDonald’s Hispanic spot back in 1989.
Recently, a Univision C-suite executive asked me ‘Liz, don’t you get tired of the constant education to deaf ears and wish you had gone Wall Street like your Stanford buddies?’ The answer: No, I am still an avid preacher and believer in marketing, love the multicultural, uber connected world we live in, and never give up… because money talks.’ So I urge Fortune 500 stakeholders to get it right. And here are my top ten pitfalls to watch out for.

1. Approaching The Market As If It Were A Blended or Monolithic Reality.
Don’t assume one size fits all or that the lowest common denominator approach is viable for long-term growth and success.
The answer: Personalized marketing will be even more critical based on the expectations and needs of Multiculturals, Millennials and Gen We. The optimal marketing approach is more of both ethnic targeting plus leveraging broader-appeal strategies for all.
Multicultural marketing has certainly evolved from the orphan regional efforts and silo years, to the post-pubescent total market homogenization, and now the Multicultural-led total market. Yet few have matured to the adulthood rich with complexity where the truth lives. For Hispanics, there is granularity by country of origin, acculturation, integration, generational distance and language; for AA, single female HOH decision-makers vs. traditional families, single young influencers or matures; and for Asians, by acculturation, or country, like Chinese vs. Filipino vs. Korean. Marketing can be incisive, geo-targeted, layered, or general as desired, depending on the objective and ROI parameters. But the first priority is honing the common base to maximize the brand voice and investment, and as a DDB-bred ad executive, I totally get finding the universal truths of human nature. Yet while a LCD approach works at times, it’s not going to drive consistent growth. The need to address target specificity and needs to drive deep relevance is vital in the increasingly geo-targeted, digital and social me-centric era we live in – where we must know customers profoundly and use customization on a grand scale for two-way brand connections with multiple targets, platforms and technologies.

2. Oversimplifying and Under-estimating the MCM Potential.
Don’t delegate MCM sizing to a junior person or intern, or think it’s just a big deal in a few markets.
The answer: Dig deep, understand and quantify the size and potential of each segment rigorously, the sub-segments within, roll-up by market and product, and reapply per initiative.
To build sustainable and profitable brand relationships, you must delineate an accurate ‘lay of the land’ view with the bandwidth of data, information, evidence and expertise to make the best and most judicious choices. Quantify the national impact by aggregating the target potential by market, by product, by store or zipcode. Figure out how to package meaningfully so it resonates within your organization. Establish the right metrics to identify the priority targets and roll out plans applying the proper analytics, research partners and tools like Simmons, Nielsen, TNS, Millard Brown and Horowitz.

3. Not Grasping the Ethnic Differences Related to Your Category.
They are likely not at the same point of category lifecycle or brand development, and culture lifestyle, demos and preferences impact their category behavior, needs and response.
The answer: Knowledge-based strategies require discipline to ensure all consumer factors weigh in. Identify the category differences that matter, and assess how far to drill-down efforts.
Some differences matter to drive sales, some don’t, but the assessment is necessary to answer that. Understand their differences in demos, family dynamics, culture, lifestyle, psychographics, product usage, preferences, and buying influencers which trigger perceptual and behavioral differences in how they define quality, value and loyalty; buy and use products, media and services; what motivates them and how they respond to marketing and ads. For example, in telecom, Hispanics are the heaviest mobile and data users, AA the highest TV entertainment and latest gadget users, while Asians skew broadband Internet – and this varies by market and sub-demos. Thus, address strategic, message and tactical implications for the common segment approach, and then pertinent sub-segment variances.

4. Inadequate Allocation Of MCM Company Resources.
Don’t say ‘This is all we have for Multicultural this year’ or allow territorial departmental silos to cause ineffective resource allocation to Multicultural marketing and hinder business growth.
The answer: Understand upfront the market in totality and by segment to objective budget allocation on segment revenue and upside, identify any programs/processes requiring recalibration, and address nuanced needs/opportunities across 360 strategies-tactics.
Inadequate pre-planning, lack of sound research, analysis or metrics, limited efforts, sub-standard concepts, and poor execution devalue the MCM potential. MCM should be an integral part of the top corporate strategies and planning process. There are likely disconnects in strategy, unidentified chances to leverage data, or missed opportunities from internal and external stakeholders. Within total resources, properly allocate MCM budgets by target share, revenue and potential, and weigh spend trade-offs across all the 5 P’s. Think about the money spent researching GM customers and identifying breakthrough product, insights or ads, while MCM cultural relevance, response, understanding or motivations dwarf in attention. The more this is done, the more impact ethnic marketing has in the mix. The best MCM marketers have recalibrated the organizational culture and programs where needed, and the way teams work so efforts are sustainable.

5. Executing short-term MCM Programs that Must Immediately Pay Out.
Multicultural efforts, generally added by switching dollars ‘from the GM’, are unrealistically expected to incrementally pay out in a limited time, with little costs for customer loyalty.
The answer: The right expectations and metrics, consistent marketing, engagement and two-way communication are all critical, and the base cost to maintain and grow customers.
There is a base cost for attracting, getting, growing and keeping Ethnic customers, and the MCM Program should not pay out solely on incremental sales. Short-term messaging and lack of customer engagement leads to poor brand perception, discounting, and churn. And don’t assume that brand affinity among AA will remain so without deep roots in their community; or brand familiarity in Mexico/LatAm will automatically transfer here without nurturing that relationship. A great example is Colgate-Palmolive left behind by P&G. Just like the GM, you need a consistent, integrated branding, retail, promotional and loyalty plan, a sound campaign across media and touch-points in the purchase path and customer lifecycle. Employ the proper research to ensure Ethnic segments are well defined and represented; and have realistic, measurable goals. We call this effective Transculturation, making your company Ethnic-relevant.

6. Not recruiting or Staffing Multicultural Marketing Appropriately.
Don’t have staff who happens to be ethnic lead Multicultural efforts, assume interspersing Multiculturals across departments is the holy grail, or recruit your housekeeper to evaluate work done by an experienced creative with a Masters.
The answer: Cultural leadership driven by a central group is foundational to success, layered with some cultural competency across all decision-makers, and an understanding of its importance across the organization. Effectiveness is not found in either extreme of silos or total market blending.
Assure Multicultural efforts are led by a multi-disciplined Ethnic marketing group with the depth of experience to guide strategies upfront at the high-level; have ongoing strategic oversight to feed into the brand as a whole; define where it makes sense to align or diverge; adeptly develop, execute and assess initiatives; assure ads are tested for validity; and be fully accountable for MCM performance. While also integrating Ethnic personnel across departments is beneficial, this alone fails as departmental management is still GM-driven, no one is accountable, and insufficient time is allocated to the ongoing depth of MCM segment knowledge and analysis required. While leaders like McDonalds entrench this philosophy with all marketing filtered by Multicultural leadership, I have also witnessed the loss of MCM accountability, dilution of efforts, and business erosion with various clients taken by the total market ‘efficiency’ model.

7. Consistently Opting For GM Translations, Benetton or Blended Casting.
Sometimes a concept or initiative transcends ethnicities, but consistently employing and force fitting a ‘universal’ approach is ineffective and dilutes all efforts and impact.
The answer: Leverage both universal commonalities and unique segment needs or opportunities. While always within a single brand platform, the target consumer should ground the segment efforts.
Seek synergies where it makes sense but don’t force-fit. It’s about transculturation, a relevant application of your brand essence to Multicultural segments, which usually results in a successful combination of three approaches – universal, parallel or unique. The ‘universal’ approach is a program, message or execution that works equally well across all segments (with minor tweaks); the ‘parallel’ approach makes strategic sense for all segments but may vary in product, message, nuances or casting; and the ‘unique’ approach is an initiative, promotion, channel or strategy necessary or opportunistic for one single segment, which may or may not cross-over to others.

8. Mistaking Language for Culture And Not Knowing the Difference.
There are the ‘fixers’ who use in-language as the solution to effective MCM marketing; the ‘uninformed’ who minimize the impact of cultural relevance regardless of language; and the ‘blinders’ who do not see the importance of either culture or language.
The answer: The currency of culture is how and where Multiculturals spend their time and money, the basis of effective marketing, with both native and English efforts key to maximize reach and impact.
Multiculturals, while integrated strongly or somewhat into the dominant culture, are set apart from others by their roots, context and idioms language abilities because they have access to a unique world of culture, people, way of relating, values, passions, content, music, food, sports experiences and media, and that they desire to maintain. There are three types of marketers that miss the mark. The most common are the ‘fixers’ who rely only on in-language efforts to define Hispanic or Asian efforts, but as most Multiculturals are bilingual/bicultural, they transition seamlessly in between, thus both in-language and English-targeted ads are important. The ‘uninformed’ misguidedly believe their GM spots work equally well, and while at times it does, it is not as effective as targeted efforts, as it’s foremost about cultural relevance, and staying culturally rooted is an inherent choice made by most African-Americans, Asians, and Hispanics whether foreign or US-born. Lastly, I’ve had Client ‘blinders’ who say ‘Half of them see our English spots, so we are covered since they’re the ones with the money anyways.’ They don’t get that over 20% of Hispanics have income over $100k income and Asians the highest of all, so they can likely afford the product, and their connection to cultural content and in their native language remains strong because is the language of the heart, even among bilinguals.

9. Assuming You Know the Target, Stereotyping & Cultural Appropriation.
Making generalizations about Multicultural consumers results in superficial or ineffective work, missed opportunities, negative stereotyping, and at worst, inadvertent racism and backlash.
The answer: A knowledge and demand based view and cultural lens and insight are key to a sound marketing strategy and ads. Assure you have the personnel, research, listening tools and hard data competency to know the difference, and avoid cultural appropriation.
We all know Hispanics are group-oriented, but showing a family with grandma in tow is not effective advertising – it’s how this collective lens affects their lifestyle, influencers and decisions. A Benetton Millennial cast piled into a car does not assure car buyers. Salsa is sold more than ketchup, but only 15% of buyers are Hispanic, and suburban White men consume 80% of urban AA hip-hop music. False assumptions and faux pas stem from ignorance, lack of perspective, and unvetted bad judgment. I almost choked when asked to translate Taco Bell’s ‘Run for the border’ for Hispanics. Another client wanted a ‘high level’ Asian campaign since ‘All Asians are smart’. Home Depot got ostracized for a tweet with African-American drummers and a Caucasian disguised as a gorilla, asking, ‘Which drummer is not like the others?’ Houston 1836 failed as the new MLS team name tied to its founding year, but also Texas winning independence from Mexico, offending its Mexican soccer fan base. Starbucks’ good intentions of engaging customers in race-related discussions was rejected by most ethnicities, and Kendal Jenner’s Pepsi ad showed just how bad it could get. And beware of poor GM translations, from the classic ‘Got Milk?’ campaign launched in Spanish as ‘Are you lactating?’; ‘Come alive with the Pepsi Generation’ translated in Chinese as ‘Pepsi brings your ancestors back from the grave’; to ‘Life Takes Visa’ translated in Spanish as ‘Life Drinks Visa’ which was confusing and culturally clueless. And be careful not to be seen as a quick fix, cliché or offensive when localizing regional text, radio or video. All of this counts as cultural appropriation, the ‘silent racism, disrespect, ignorance, tokenism, discrimination, pandering or cultural white-washing of marketing and advertising’ – which you must be aware of to avoid potentially catastrophic blunders.

10. Not Finding The Right Agency Partners.
Don’t settle for your GM agency hiring a few ‘ethnic experts’, just because Multicultural is now one of the few growth areas left, and also dominates youth, digital and social.
The answer: Hire the right ethnic agency with proven success, depth of knowledge and experts, which takes years to develop and effectively guide Clients strategies and profit.
Find the right ethnic agency that lives and breathes Multicultural. By definition, Multicultural experts have a uniquely broader perspective, as they have to be well versed in ‘GM/White’ consumers to lead the client and identify the commonalities and differences, whether in cultural cues, behavior, preferences, needs etc. Thus, are in the best position to feed the core MCM insights that will help fuel better ideas, opportunities and growth. Make them a part of the broader agency team that helps drive the company’s efforts. They are used to working collaboratively, have an engrained philosophy to work harder and smarter, and love challenging the status quo. Also, in shifting your GM strategy to be more culturally relevant, in addition to culturally focused efforts, there are several viable approaches. The ‘multi-agency reconciliation model’ has Ethnic agencies weigh in on overall marketing strategy and efforts (e.g., Wal-Mart); the ‘GM agency co-option model’ where they co-opt or buy-out a MCM agency, or create multicultural competency internally to better serve a Multicultural total market (e.g. Ogilvy); and the ‘Ethnic agency inversion model’ where Ethnic agencies go after the total market, competing on their deeper consumer knowledge. Bottom-line, hire a true MCM agency, and try a new one – like INFUSION by Castells.

About Liz Castells-Heard
CEO/Chief Strategy Officer of INFUSION by castells
Liz Castells-Heard is a ‘tell it like it is’ strategic thought leader and industry force with a Stanford MBA, finance and psychology training, 37 years of Multicultural, GM and Client experience with hundreds of brands, and unique brand of ‘brains, heart and grit’ with her analytical acumen, diverse skill-set, energetic style, solid values, and fearlessness.
Her agency, INFUSION by castells, is a leading national Multicultural agency providing Clients best-in-class marketing leadership and consistent results ‘no matter what’ by infusing strategic acumen, cultural insights and ROI-powered ideas. They create strategic brand and performance-driven creative with innovative 360° activation. The creators of Transculturation, they guide clients McDonald’s, Toyota and Charter Communications to profitably integrate Multicultural efforts across the P’s. The agency, founded in 1998 and formerly known as Castells & Asociados, is now minority and women-owned, expanded its Multicultural capabilities, and now has offices in both NY and LA.
Liz is regularly tapped industry source, speaker, and sits on the board of The LaGrant Foundation, which offers scholarships, internships and mentoring to Multicultural youth in pursuit of marketing/advertising careers. Education is her passion, which she calls the ‘equalizer’ to possibility. Liz is also a member of Easter Seals, AHAA/CMC, AMA, City of Hope, New America Alliance, SBSAA, Mentoring Partnership, Women In Management, and Who’s Who.
Fully bilingual and bicultural, Liz was born in Cuba, raised in Europe, Puerto Rico, and ten diverse U.S. cities. She lives with her husband Alan of 34 years in LA, has 7 godchildren, 2 German-Shepherds, a Chihuahua, and loud macaw (whose colorful personality matches hers).

Contact:
Liz Castells-Heard | CEO, Chief Strategy Officer | INFUSION by castells
liz@adcastells.com, Executive Asst.: carolina@adcastells.com
865 S. Figueroa St. Suite 1100, LA, CA 90017 | m: 213-305-4129 | p: 213.688.7217
122 East 42nd St. Suite 2305, NY, NY 10168 | p: 606.649.5600
www.adcastells.com

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Recipient and Finalists to Receive Cash Honorariums, with Generous Support and Resources Provided by the GRAMMY Foundation^®‘s Education Champions Box Tops For Education^®, Converse,

Ford Motor Company Fund, Journeys, And Microsoft Surface, With Additional Support From Universal Music Group

Inaugural Award will be Presented at the Special Merit Awards Ceremony & Nominees Reception during GRAMMY^® Week 2014

WHO:             A total of 10 music teachers from ten cities across eight states have been announced as finalists for the first annual Music Educator Award presented by The Recording Academy^® and the GRAMMY Foundation^®. In total, more than 30,000 initial nominations were submitted from all 50 states.

WHAT:           The Music Educator Award was established to recognize current educators (kindergarten through college, public and private schools) who have made a significant and lasting contribution to the field of music education and who demonstrate a commitment to the broader cause of maintaining music education in the schools. A joint partnership and presentation of The Recording Academy and the GRAMMY Foundation, this special award will have its inaugural presentation at the Special Merit Awards Ceremony & Nominees Reception honoring recipients of the Lifetime Achievement Award, Trustees Award and Technical GRAMMY^® Award during GRAMMY Week 2014.

As announced on the 55th Annual GRAMMY Awards^® by President/CEO of The Recording Academy and GRAMMY Foundation Neil Portnow, TV and radio host/producer and GRAMMY Foundation Honorary Board Chair Ryan Seacrest, and six-time GRAMMY^® winner Justin Timberlake, the award was open to current U.S. music teachers, and anyone could nominate a teacher — students, parents, friends, colleagues, community members, school deans, and administrators. Teachers were also able to nominate themselves, and nominated teachers were notified and invited to fill out an application.

One recipient will be selected from 10 finalists each year, and will be recognized for his/her remarkable impact on students’ lives. The winner will be flown to Los Angeles to accept the award, attend the 56th Annual GRAMMY Awards ceremony, and receive a $10,000 honorarium. The nine finalists will receive a $1,000 honorarium, and the schools of all 10 finalists also will receive matching grants. The honorariums and grants provided to the finalists and schools are made possible by the generosity and support of the GRAMMY Foundation’s Education Champions Box Tops For Education^®, Converse, Ford Motor Company Fund, Journeys, and Microsoft Surface, with additional support from Universal Music Group.

WHEN:           A complete list of finalists is below. The winner will be announced in January. Applications for the second annual Music Educator Award are currently online; to nominate a teacher, visit GRAMMYMusicTeacher.com. The deadline to nominate is March 31, 2014. The application process will adjust each year to allow the broad array of effective teaching styles and methods used in the discipline to be recognized and awarded.

First Name      Last Name                  School                                                 City                             State

Lisa                  Bianconi                      Kurn Hattin Homes for Children                     Westminster                 Vt.

Charles            Cushinery                    Ed W. Clark High School                     Las Vegas                    Nev.

Andrew                        DeNicola                     John P. Stevens High School               Edison                         N.J.

Vivian              Gonzalez                     South Miami K-8 Center                      Miami                          Fla.

Kent                 Knappenberger                        Westfield Academy and Central School          Westfield                     N.Y.

Kathrine           Kouns                          Horizon High School                           Scottsdale                    Ariz.

Glen                 McCarthy                     George Mason University                    Fairfax                         Va.

Steve                Vutsinas                       Grassfield High School                                    Chesapeake                 Va.

Jo                     Wallace-Abbie             Plano West Senior High School                       Plano                           Texas

Mary Jo           West                            George Mason High School                 Falls Church                Va.

Established in 1957, The Recording Academy is an organization of musicians, songwriters, producers, engineers and recording professionals that is dedicated to improving the cultural condition and quality of life for music and its makers. Internationally known for the GRAMMY Awards — the preeminent peer-recognized award for musical excellence and the most credible brand in music — The Recording Academy is responsible for groundbreaking professional development, cultural enrichment, advocacy, education and human services programs. The Academy continues to focus on its mission of recognizing musical excellence, advocating for the well-being of music makers and ensuring music remains an indelible part of our culture. For more information about The Academy, please visit www.grammy.com. For breaking news and exclusive content, follow @TheGRAMMYs on Twitter, like “The GRAMMYs” on Facebook, and join The GRAMMYs’ social communities on Foursquare, GetGlue, Google +, Instagram, Pinterest, Tumblr, and YouTube.

The GRAMMY Foundation was established in 1989 to cultivate the understanding, appreciation and advancement of the contribution of recorded music to American culture. The Foundation accomplishes this mission through programs and activities that engage the music industry and cultural community as well as the general public. The Foundation works in partnership year-round with its founder, The Recording Academy^®, to bring national attention to important issues such as the value and impact of music and arts education and the urgency of preserving our rich cultural heritage. In recognition of the significant role of teachers in shaping their students’ musical experiences, The Recording Academy and the GRAMMY Foundation are partnering to present their Music Educator Award. Open to current U.S. music teachers in kindergarten through college, the first Music Educator Award will be presented at the Special Merit Awards Ceremony & Nominees Reception during GRAMMY Week 2014. To nominate a teacher for the second annual Music Educator Award, please visit GRAMMYMusicTeacher.com. For more information about the Foundation, please visit www.grammyfoundation.org. For breaking news and exclusive content, please like “GRAMMY in the Schools^®” on Facebook at www.facebook.com/grammyintheschools, follow the GRAMMY Foundation on Twitter @GRAMMYFdn at www.twitter.com/GRAMMYFdn and join us on Instagram @GRAMMYFdn at www.instagram.com/GRAMMYfdn.

America’s schools have earned more than $558 million through the Box Tops for Education^® program since the program started in 1996, including $80 million in the 2012–2013 school year alone. More than 90,000 schools use that cash to purchase items such as computers, library books, art supplies, and playground equipment. Schools can earn up to $20,000 by clipping Box Tops from 250 products and can earn eBoxTops® by shopping online through the Box Tops Marketplace. To learn more and for a list of participating products, visit www.btfe.com. Facebook at www.facebook.com/BoxTopsforEducation, Twitter at www.twitter.com/BTFE and Pinterest at www.pinterest.com/Boxtops.

Converse Inc., based in N. Andover, Massachusetts, is a wholly owned subsidiary of NIKE, Inc. Established in 1908, the Converse brand has built a reputation as “America’s Original Sports Company” and has been associated with a rich heritage of legendary shoes such as the Chuck Taylor^® All Star^® shoe, the Jack Purcell^® shoe and the One Star^® shoe. Today, Converse offers a diverse portfolio including lifestyle men’s, women’s and children’s footwear, apparel and accessories. Converse product is sold globally by retailers in over 160 countries and through 78 company-owned retail locations in the U.S. For more information, visit media.converse.com.

Ford Motor Company Fund & Community Services works with community partners to advance driving safety, education and community life. For more than 60 years, Ford Motor Company Fund has operated with ongoing funding from Ford Motor Company. The award-winning Ford Driving Skills for Life program teaches new drivers through a variety of hands-on and interactive methods. Innovation in education is encouraged through national programs that enhance high school learning and provide college scholarships and university grants. Through the Ford Volunteer Corps, more than 25,000 Ford employees and dealers work on projects each year that better their communities in more than 40 countries. For more information, visit www.community.ford.com.

Journeys is a leader in the teen specialty retail scene, with more than 800 stores in all 50 states, Puerto Rico and Canada. Journeys uses fashion savvy and merchandising science to keep in step with the fast-paced footwear and accessories market for 13- to 22-year-old guys and girls. Journeys offers a wide variety of trendy, relevant brands that cater to teens that seek the hottest, new styles. However, the Journeys store is more than a retail environment — it’s an extension of the teen lifestyle. From the plasma TVs playing exclusive content and the latest music videos, to the visual merchandising strategy and promotions, to the employees whose image and style reflect the customers’ lifestyle and attitude. In addition, Journeys reaches its customers through www.journeys.com, a mobile website, catalog, national advertising, strategic cross-promotions, social media and grass-roots events like the Noise Tour. Journeys — An Attitude You Can Wear! Journeys is a division of Genesco Inc.

Microsoft’s Surface tablet is designed to be the one device for everything in your life. Every Surface offers ports, Office, and covers on which you can type. Whatever you want to imagine, create, and share—Surface makes it possible to do it all. And more. For more information about Surface, please visit ww.surface.com.

Universal Music Group is the global music leader, with wholly owned operations in 60 territories. Its businesses also include Universal Music Publishing Group, one of the industry’s premier music publishing operations worldwide. Universal Music Group’s labels include A&M/Octone, Angel, Astralwerks, Blue Note Records, Capitol Christian Music Group, Capitol Records, Capitol Records Nashville, Caroline, Decca, Def Jam Recordings, Deutsche Grammophon, Disa, Emarcy, EMI Records Nashville, Fonovisa, Geffen Records, Harvest, Interscope Records, Island Records, Machete Music, Manhattan, MCA Nashville, Mercury Nashville, Mercury Records, Motown Records, Polydor Records, Republic Records, Universal Music Latino, Verve Music Group, Virgin Records, Virgin EMI Records, as well as a multitude of record labels owned or distributed by its record company subsidiaries around the world. The Universal Music Group owns the most extensive catalogue of music in the industry, which includes the last 100 years of the world’s most popular artists and their recordings. UMG’s catalogue is marketed through two distinct divisions, Universal Music Enterprises (in the U.S.) and Universal Strategic Marketing (outside the U.S.). Universal Music Group also includes Global Digital Business, its new media and technologies division and Bravado, its merchandising company. Universal Music Group is a fully owned subsidiary of Vivendi.

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