Jess Jacobs, 25
Actress and Co-Founder of Invisible Pictures
In Hollywood, withstanding bias, sexism and ridicule is an everyday occurrence for women, given men’s executive positions in the industry. Actress Jess Jacobs, for one, was 24 when she started feeling a lack of respect from the companies she was auditioning for. “I was reading scripts where women characters were passive recipients of the world around them rather than active participants in it,” says Jacobs, who then launched a female-led, female-sourced production outfit of her own. “I wanted to use content creation and my experience as a storyteller to change the narrative.”
1. What made you choose this career path? What has been your greatest achievement?
I have worked as an actor since I was 15, so it’s really the only job I’ve ever known. As I’ve grown in the industry and as a woman, I have found empathy to be a critical trait, and being an actor is being a professional empathizer. My job is to put myself in other people’s shoes, to find the humanity in even the most difficult of individuals. However, after a number of years and a number of exciting successes, I was looking around and finding myself often feeling uninspired. I was watching women’s stories turned into niche films and television. I was reading scripts where women characters were passive recipients of the world around them rather than active participants in it. So it became obvious rather quickly: I wanted to use content creation and my experience as a storyteller to change the narrative and work towards bringing underrepresented communities who have been made invisible by systems and institutions around the world into the mainstream. And so Invisible Pictures was born. Between being an actor and being a producer, I am honored to embody multiple stages of the storytelling process. My greatest achievement has been my contribution to the building of a space to make all of those things possible, always in community with other artists and producers and creative minds.
2. What’s the biggest criticism/stereotype/judgement you’ve faced in your career?
Ask any young woman in Hollywood, and they’ll tell you that some version of “you’re too…” is a daily occurrence. Actresses, especially, are subject to every judgement under the sun. I also have been told throughout my career numerous absurd things. Besides the classic “you’re too old for…” right after “you’re too young for…” and so on. I was once told that I was tough to cast because I “didn’t have a quirk, like frizzy red hair,” as if that physical “quirk” was somehow my missing link.
I think the spark for me, though, really came when I wanted to produce my own content because I was tired of reading passive women characters, and someone told me that I couldn’t be a producer and be taken seriously as an actor simultaneously so early in my career. I was told I was too unknown to make a difference. I was told I was too small to change things. I was told I couldn’t pursue two passions at the same time. So, of course, I knew I had to go out and do just that.
3. How did you #SWAAYthenarrative? What was the reaction by those who told you you “couldn’t” do it?
The biggest limitation I have faced in my career is the immense amount of unintentional sexism that seeps into content at all levels of the media, from small independent projects to major network TV shows. This kind of content is not only uninspiring to me as an individual, but also sends the message of disempowerment to all women who consume the content and internalize these messages around the world.
The biggest stereotype I have faced in my career is the fact that walking into rooms with heavy hitters as a young woman is often met with a twice up-and-down and a patronizing smile indicating an obvious lowering of expectations. A lot of these limitations and stereotypes led me, in more ways than one, to rely on other people to tell me how to live my life. The messaging I had received was that I was not in a position to own my power or to be a leader. I was waiting for someone to give me a shot, rather than standing up and building my life, my career and my passion for myself.
4. What did you learn through your personal journey?
I overcame the stereotypes and limitations I faced by looking at all of them as opportunities. Every obstacle was a chance to learn something, to take a risk, to show myself what I was capable of. If the stereotype says pretty women can’t be intelligent and successful in business, then I would be sure to put on my favorite outfit for a meeting. If the stereotype says young women can’t be trusted with important responsibilities, I would take on more than anyone thought I could handle and confirm myself capable. And as much as I’ve learned, I am still working everyday to approach things as a woman rather than trying to beat a man at a man’s game. As a millennial, I have an instinct for digital content which is so valuable in the industry today and finding a producing partner with an expertise in traditional media was, and is, so much more fulfilling than trying to act like I can do it all alone. Before my 25th birthday, I co-founded Invisible Pictures, with my producing partner, Emmy-nominated industry veteran and one of the most incredible women I know, Audrey Rosenberg. We are dedicated to authentic stories which are not normally represented or elevated in dominant culture.
5. What’s your number one piece of advice to women discouraged by preconceived notions and society’s limitations?
My one piece of advice: Do it anyway. Society’s limitations are perpetuated by our willingness to let them have power over us. Preconceived notions are only notions. Go make your own rules.
4 Min Read
In 2020, as the world turned on its axis, we all held on for dear life. Businesses, non-profits, government organizations, and entrepreneurs all braced for a new normal, not sure what it would mean, what would come next, or if we should be excited or terrified.
At the same time that everything is shifting, being put on hold, or expanding, companies have to evaluate current talent needs, empower their teams to work from home, discover new ways to care for clients from a distance, and navigate new levels of uncertainty in this unfamiliar environment. Through it all, civilians are being encouraged to lean into concepts like "resilience" and "courage" and "commitment," sometimes for the first time.
Let's contrast what the business community is going through this year with the common experience of the military. During basic training, officer candidate school, multiple deployments, combat, and reintegration, veterans become well-versed in resilience, courage, and commitment to survive and thrive in completing their mission. Today, veterans working in the civilian sector find the uncertainty, chaos, instability, and fear threading through companies eerily familiar.
These individuals do not leave their passion and sense of service behind when they separate or retire out of the military. Instead, typically veterans continue to find avenues to serve — in their teams, their companies, their communities.
More than ever before, today's employers who employ prior military should focus on why and how to retain them and leverage their talents, experience, and character traits to help lead the company — and the employees — to the other side of uncertainty.
What makes veterans valuable employees
Informed employers recognize that someone with a military background brings certain high-value assets into the civilian sector. Notably, veterans were taught, trained, and grounded in certain principles that make them uniquely valuable to their employers, particularly given the current business environment, including:
It's been said that the United States Armed Forces is the greatest leadership institution in the world. The practices, beliefs, values, and dedication of those who serve make them tested leaders even outside of the military. Given the opportunity to lead, a veteran will step forward and assume the role. Asked to respect and support leadership, they comply with that position as well. Leadership is in the veteran's blood and for a company that seeks employees with the confidence and commitment to lead if called upon, a veteran is the ideal choice.
The hope is that all employees are committed to their job and give 100% each day. For someone in the military, this is non-negotiable. The success of the mission, and the lives of everyone around them, depend on their commitment to stay the course and perform their job as trained. When the veteran employee takes on a project, it will be completed. When the veteran employee says there's an unsurmountable obstacle, it is so (not an excuse). When a veteran says they're "all in" on an initiative, they will see it through.
Strategy, planning, and improv
Every mission involves strategy, planning, and then improvisation from multiple individuals. On the battlefield, no plan works perfectly, and the service member's ability to flex, pivot, and adapt makes them valuable later, in the civilian sector. Imagine living in countries where you don't speak the language, working alongside troops who come from places you can't find on a map, and having to communicate what needs to get done to ensure everyone's safety. Veterans learned how to set goals, problem-solve challenges, and successfully get results.
With an all-volunteer military for decades now, every man and woman who wore our nation's uniform raised their hand to do so. They chose to serve their country, their fellow Americans, and their leaders. These individuals do not leave their passion and sense of service behind when they separate or retire out of the military. Instead, typically veterans continue to find avenues to serve — in their teams, their companies, their communities.
When companies seek out leaders who will commit to a bigger mission, can think strategically and creatively, and will serve others, they look to veterans.
Best practices in retention of veteran talent
Retention starts at hiring. The experience set out in the interview stage provides insight about how it will be to work and grow within the team at the company. For employers hiring veterans, this is a critical step.
Veterans often tell me that they "look to work for a company that has a set of values I can ascribe to." The topic of values can serve as an opportunity for companies seeking to retain military talent.
The veteran employee may have had a few — or several — jobs since leaving the military. Or this may be their first civilian work experience. In any case, setting expectations and being clear about goals is vital. Remember, veterans are trained to complete a mission and a goal. When an employer clarifies the mission and shows how the veteran employee's role supports and fulfills that mission, the employee can more confidently and successfully complete their work.
Additionally, regular check-ins are helpful with veteran employees. These employees may not be as comfortable asking for help or revealing their weaknesses. When the employer checks in regularly, and shows genuine interest in their happiness, sense of productivity, and overall job satisfaction, the veteran employee learns to be more comfortable asking for help when needed.
The military is a values-driven culture. Service members are instilled with values of loyalty, integrity, service, duty, and honor, to name a few. When they transition out of the military, veterans still seek a commitment to values in their employers. Veterans often tell me that they "look to work for a company that has a set of values I can ascribe to." The topic of values can serve as an opportunity for companies seeking to retain military talent. Make it clear what your values are, how you live and act on those values, and how the veteran's job will promote and support those values. Even work that is less glamorous can be attractive to a veteran if they understand the greater purpose and mission.
Today, veterans working in the civilian sector find the uncertainty, chaos, instability, and fear threading through companies eerily familiar.
Finally, leveraging the strengths and goals of any employee is critical, and particularly so with veterans. If you have an employee who is passionate about service, show them ways to give back — through mentoring, community engagement, volunteerism, etc. If your veteran continues to seek leadership roles, find opportunities for them to contribute at higher levels, even informally. When your veteran employee offers to reframe the team's mission to gain better alignment across the sector, give them some runway to experiment. You have a workforce that is trained and passionate about and skilled in adapting and overcoming. Let them do what they do best.