Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.

Visions Federal Credit Union to open new branch in Cortland this year
CORTLAND, N.Y. — Visions Federal Credit Union has plans to open a branch at 137 Clinton Ave. in Cortland later this year. The office will mark Visions’ first in Cortland County. The new branch is expected to open in late fall at the site of the former Tim Hortons. The credit union bought the property, […]
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
CORTLAND, N.Y. — Visions Federal Credit Union has plans to open a branch at 137 Clinton Ave. in Cortland later this year.
The office will mark Visions’ first in Cortland County. The new branch is expected to open in late fall at the site of the former Tim Hortons.
The credit union bought the property, Mandy DeHate, assistant VP of marketing at Visions, tells CNYBJ in an email. She declined to say how much it will cost the credit union to open its Cortland branch.
Visions hasn’t yet selected a contractor to prepare the space, but the credit union is working with local contractors in the Cortland area to facilitate landscape maintenance and site-improvement work, according to DeHate.
The credit union is also working with smartDESIGN Architecture, PLLC of Batavia on the design concept, she says.
The Cortland branch will have four or five employees, which will include a mix of existing personnel and new hires.
“Our members in Cortland County have asked for an office for some time, and we’re excited to make it happen,” Ty Muse, president and CEO of Visions Federal Credit Union, said in a statement. “We’re looking forward to bringing more members in and sharing all the good that Visions can do.”
Members can expect more information from Visions and its social-media channels in the months to come, the credit union said.
Endwell–based Visions Federal Credit Union is a nonprofit financial institution completely owned by its members. Established in 1966, Visions serves more than 210,000 members in communities throughout New York, New Jersey, and Pennsylvania. The credit union has nearly $5.2 billion in total assets, according to data from the National Credit Union Administration.

Community Bank System hires Karaivanov to oversee non-banking units
Investment-banking veteran was Community’s financial advisor DeWITT, N.Y. — Community Bank System, Inc. (NYSE: CBU) recently announced that it has hired an experienced investment banker who helped advise it on mergers and acquisitions (M&A). The DeWitt–based banking company said Dimitar Karaivanov will be joining as its new executive VP of financial services and corporate development,
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
Investment-banking veteran was Community’s financial advisor
DeWITT, N.Y. — Community Bank System, Inc. (NYSE: CBU) recently announced that it has hired an experienced investment banker who helped advise it on mergers and acquisitions (M&A).
The DeWitt–based banking company said Dimitar Karaivanov will be joining as its new executive VP of financial services and corporate development, effective June 4.
He will oversee Community Bank System’s non-banking subsidiaries and financial-services businesses and operations. That includes the employee-benefit services and institutional-trust businesses, the wealth management and investment-advisory units, and the insurance and risk-management businesses. These financial-services business lines account for about one-fourth of Community Bank System’s consolidated operating earnings, the banking company said in a news release.
In addition, Karaivanov will have oversight of the company’s corporate-development efforts, which includes both the bank and financial-services businesses.
Karaivanov has more than 15 years of experience as an investment banker for banks, other financial institutions, and fintech companies. He joins Community Bank System from Lazard Middle Market, where he served as a managing director and member of that firm’s financial institutions group (FIG) since June 2018. Prior to joining Lazard, Karaivanov was a managing director in FIG investment banking at RBC Capital Markets, where he counseled financial-services clients on more than 30 M&A transactions topping $20 billion in total deal value, according to his biography on the Lazard website. He also held positions in FIG investment banking at Janney Montgomery Scott and Bear, Stearns & Co.
Karaivanov advised Community Bank System on its more than $300 million acquisition of Merchants Bancshares, Inc., the largest statewide independent bank in Vermont, in a deal that was announced in October 2016 and closed in May 2017.
“We are delighted to have Dimitar join our executive management team. I have known and worked with him for the past 15 years and he is one the most strategic and astute financial thinkers I have ever worked with,” Mark E. Tryniski, Community Bank System’s president and CEO, said in the release. “… He brings a detailed understanding of the company’s strategy, business, culture, and people, which he has acquired by serving as our primary financial advisor over the last decade. He is the right person to lead our financial services businesses and will bring tremendous knowledge and experience to our merger and acquisition strategy, which continues to be an important element of our overall strategic objectives.”
Community Bank System operates more than 230 branches across upstate New York, northeastern Pennsylvania, Vermont, and western Massachusetts through its banking subsidiary, Community Bank, N.A. With assets of more than $13.9 billion, it is among the country’s 125 largest banking institutions. The company’s non-banking businesses include Community Bank Wealth Management Group, OneGroup NY, Inc., and Benefit Plans Administrative Services, Inc.

State launches new office of financial inclusion and empowerment
Linda Lacewell, superintendent of financial services, has also announced Tremaine Wright — previous representative for the 56th district of the New York State Assembly — as the office’s first director. “This office will advance the Department’s strategic financial inclusion initiatives, beginning with an inventory of services available from community organizations, advocacy groups, and industry across
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
Linda Lacewell, superintendent of financial services, has also announced Tremaine Wright — previous representative for the 56th district of the New York State Assembly — as the office’s first director.
“This office will advance the Department’s strategic financial inclusion initiatives, beginning with an inventory of services available from community organizations, advocacy groups, and industry across the state. The office will also pilot and develop policy initiatives designed to help further financial inclusion and empowerment,” Lacewell said. “Tremaine Wright’s extensive background and expertise as a consumer advocacy leader and government representative will be a critical asset for the Department and for New Yorkers.”
As director, Wright will develop and implement policy and programs for the new office of financial inclusion and empowerment, the state’s first office focused on community wealth-building, DFS said. The office will work with stakeholders across the state to identify and develop strategies to increase household and community wealth, particularly for “historically underserved” populations, and to help connect consumers with local services.
The office of financial inclusion and empowerment will coordinate existing work and initiatives across New York with community partners to develop and incubate new ideas and approaches to “economic empowerment and justice,” and be a source of New York-related data analysis and research. The new office will maintain a centralized list of financial-services counseling providers — across housing, student loan, debt, and general financial literacy — throughout the state. It will also coordinate state and local services aimed at expanding access to credit and opportunities for wealth building.
“Lack of access to affordable banking products have traditionally led to exclusion and predatory lending within low-income communities and communities of color,” Wright said. “I look forward to joining the DFS team and supplementing their ongoing work with advocates and everyday New Yorkers to advance DFS’ economic-justice initiatives designed to identify and remove barriers to accessing financial services.”
About Wright
Before this appointment, Wright was elected to the New York State Assembly on Nov. 8, 2016, serving the Brooklyn borough of New York City. She was chair of the New York State Black, Puerto Rican, Hispanic & Asian legislative caucus and chair of the Assembly Subcommittee on Foster Care.
Prior to her election to the Assembly, Wright practiced law at Brooklyn Legal Services and private law firms. She also owned and operated a neighborhood coffee house from March 2006 to September 2015. Wright earned her law degree from the University of Chicago Law School and her bachelor’s degree from Duke University.

NYCUA’s Mellin applauds NCUA offering relief to credit unions
The board of directors of the National Credit Union Administration (NCUA) on April 16 approved an interim final rule that will provide important financial relief and flexibility to credit unions. That’s according to an April 19 posting on the New York Minute blog on the New York Credit Union Association (NYCUA) website. In a message to
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
The board of directors of the National Credit Union Administration (NCUA) on April 16 approved an interim final rule that will provide important financial relief and flexibility to credit unions.
That’s according to an April 19 posting on the New York Minute blog on the New York Credit Union Association (NYCUA) website.
In a message to credit unions, William Mellin, president and CEO of NYCUA, said that the passage of the interim final rule is a “timely and much-needed victory” for credit unions.
“The Association has heard from credit unions across the state about how deposit increases have skewed balance sheets and driven down net worth ratios,” Mellin said. “That’s why last month we joined with [Credit Union National Association (CUNA)] and other state leagues in urging NCUA to adopt a new interim final rule — just like this one — that would provide relief to credit unions experiencing prompt corrective action issues related to an increase in share growth.”
Specifically, the interim final rule temporarily reduces the earnings-retention requirement for federally insured credit unions classified as adequately capitalized, and temporarily permits an undercapitalized credit union to submit a streamlined net worth restoration plan if it becomes undercapitalized “predominantly because of share growth.”
The interim rule is similar to the rule that the NCUA board previously approved in May 2020, which expired at the end of the year. Because of the pandemic’s continued financial and economic disruptions, the board determined it was “necessary” to reintroduce these two temporary relief measures related to earnings-transfer waivers for adequately capitalized credit unions and net-worth restoration plans for certain undercapitalized credit unions, according to the NCUA.
The New York Credit Union Association is the trade association for the state’s credit unions, which collectively hold more than $100 billion in assets and serve 6 million members.

Alternatives to make $2.5M in business loans in next 3 years in Schuyler County
ITHACA, N.Y. — Alternatives Federal Credit Union of Ithaca announced it plans to make more than $2.5 million business loans throughout Schuyler County over the next three years. The financing will help support both existing businesses and help build new business enterprises, Alternatives said in an online news release. Eligible applicants must fall within the
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
ITHACA, N.Y. — Alternatives Federal Credit Union of Ithaca announced it plans to make more than $2.5 million business loans throughout Schuyler County over the next three years.
The financing will help support both existing businesses and help build new business enterprises, Alternatives said in an online news release. Eligible applicants must fall within the median family-income guidelines set annually by the U.S. Department of Housing and Urban Development (see income limits at https://bit.ly/3gtCWZA).
“Alternatives Federal Credit Union is excited to work even more closely with community partners, organizations, area businesses, and other leaders in Schuyler County, as we commit to deploying $2.52 million in business loans in Schuyler County,” James Hunter, chief lending officer at Alternatives, said. The funds will be disbursed over the course of three years, wrapping up at the end of December 2023, he added.
“In addition to these loans, we’re thrilled to provide free business coaching and technical assistance to 100 aspiring and/or established entrepreneurs through December 2023,” Kathleen Clark, senior director of community development at the credit union, said.
Alternatives’ main office is located at 125 N. Fulton St. in downtown Ithaca. It has four additional ATM locations in Ithaca, per its website. Alternatives has 10,886 members and $145.2 million in total assets, according to data from the National Credit Union Administration.
Founded in 1979, Alternatives describes itself as a community development credit union (CDCU), member-owned, locally controlled, and self-supporting. A CDCU is a credit union with a mission of serving low and moderate-income people and communities.

Chemung Canal Trust gets approval for new branch near Buffalo
ELMIRA, N.Y. — Chemung Canal Trust Company, a unit of Chemung Financial Corp. (NASDAQ: CHMG), on March 25 received approval from the New York State Department of Financial Services (DFS) to open and operate a new branch office in the town of Clarence in Erie County. “With the COVID-19 pandemic financially squeezing New Yorkers and
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
ELMIRA, N.Y. — Chemung Canal Trust Company, a unit of Chemung Financial Corp. (NASDAQ: CHMG), on March 25 received approval from the New York State Department of Financial Services (DFS) to open and operate a new branch office in the town of Clarence in Erie County.
“With the COVID-19 pandemic financially squeezing New Yorkers and Main Street businesses across the state, it is now more important than ever for consumers to have access to affordable and reliable financial services and products during a difficult time,” Linda A. Lacewell, New York’s superintendent of financial services, said in a news release. “Chemung Canal Trust Company now has DFS approval to serve local families and businesses as the greater Buffalo community works to rebuild and recover.”
The new Chemung Canal Trust branch will be located at 9159 Main Street, Suite 1B, in Clarence.
“We are excited that the bank will be entering the Western New York market in Clarence with a dedicated lending presence,” Anders M. Tomson, president and CEO of Chemung Canal Trust and Chemung Financial, said in the DFS release. “Buffalo, along with its surrounding communities, makes up the largest market in all of Upstate New York, and we are excited to bring our brand of professional, personal and client-first lending services to the region.”
Last Oct. 21, Chemung Canal Trust announced it would expand its lending operations to serve the City of Buffalo, as well as Erie and Niagara Counties. The bank said it was planning on opening a loan production office “in the near future.”
In its Form 10-K annual report filed with the U.S. Securities & Exchange Commission on March 24 of this year, the banking company said it was planning to open a full-service branch at the same location, pending approval from regulators.
With the new additional branch office, Chemung Canal Trust will operate 31 offices in New York state. As of last Dec. 31, parent company Chemung Financial had total assets of $2.3 billion.
VIEWPOINT: Post-Pandemic Money Moves: Financial Considerations For Business Owners & Leaders
The COVID-19 pandemic inflicted unforeseen hardship on countless businesses across New York state and beyond, causing many business owners to tap into personal savings or retirement accounts to endure the devastating economic fallout. For many of these business owners, the impact of the pandemic forced tough decisions that have come at the cost of self-sacrifice to remain
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
The COVID-19 pandemic inflicted unforeseen hardship on countless businesses across New York state and beyond, causing many business owners to tap into personal savings or retirement accounts to endure the devastating economic fallout.
For many of these business owners, the impact of the pandemic forced tough decisions that have come at the cost of self-sacrifice to remain solvent. Depleting emergency savings, halting contributions to a retirement plan, not taking a paycheck, and lowering federal and state tax withholding are some of the common emergency tactics used by business owners over the last year to keep their businesses and finances as healthy as possible.
In an environment where prioritization was key to staying afloat, it has taken ingenuity, creativity, and a whole lot of grit to get through the current economic climate. As we cautiously turn the corner, it is time for business owners and leaders to devise a plan to start saving again for retirement and to replenish personal losses.
Understand retirement needs
Gain a clear understanding of how much money you will need to live on in retirement, especially when your business is no longer picking up the tab for some expenses. Sit down, consider your lifestyle, and determine what that top-line number is to support your needs down the road. Your priorities may have shifted over the last year, so now’s the time to take that second look and see what holes need to be filled.
Many small-business owners view the sale of the business as their retirement plan. And that’s more than a little troubling, given only a fraction of America’s entrepreneurs are properly prepared. Often, the plan is that, when they retire, they transfer the business to a family member in exchange for a share of the future wealth. Sometimes, they negotiate a buyout, or sell it off and turn that business into cash. This “all eggs in one basket” approach is dangerous for several reasons. Below are four ways business owners can ensure they have saved enough for retirement:
• Run your numbers to get a sense of what your living costs might be when you stop working. This could result in a wake-up call to create alternative saving vehicles.
• Hire a financial advisor who will partner with you to review all the pieces of the puzzle. Advisors and planners will help you devise a financial plan, which encompasses retirement, protection, and estate planning. For business owners, this can be especially complex given succession planning and what happens to the business after the owner retires.
• Start a diversified retirement plan, such as a SEP-IRA, SIMPLE IRA, Solo 401(k), or SIMPLE 401(k).
• Keep it simple. Invest in a target-date fund that automatically adjusts the balance of your fixed-income investments and stocks based on your age. Select the target-date fund based on the age you expect to retire.
Replenish emergency savings
If this last year has taught us anything, it’s that businesses need an emergency fund. Changes in the economy, regulation, or the tax landscape can result in financial instability for a business, which can be daunting without a safety net. For small businesses, it can be challenging to find resources to stash away. However, there are some ways to sock money away without considerably impacting cash flow.
• Keep at least 10 percent of annualized revenue in the bank
• Build unanticipated expenses into your projected profit/loss
• Save larger amounts during prosperous times
• Know how much you will need to keep running in a crisis
• Continually reevaluate monthly operating expenses
• Transfer a small amount from each transaction into savings
• Automate savings
• Anticipate slow periods based on seasonal revenue
• Forecast high
Start a diversified retirement plan
This is where you, as a business owner, can lead yourself and your employees on a path to financial recovery. You do not need to max out contribution limits, but the funds will help trim your tax bill now and grow tax deferred until you make withdrawals in retirement. In most cases, the cost of opening and administering a plan is relatively small. The four main options are a SEP-IRA, a SIMPLE IRA, a Solo 401(k), and a SIMPLE 401(k). For all but SEP-IRAs, a business can be a sole proprietorship, a partnership, a limited-liability company, or a corporation.
• A SEP-IRA or a Simplified Employee Pension is a retirement plan for small business with one or more employees. You, the business owner, count as an employee. One of the best features of this specific type of retirement account is that it can be set up and funded between year’s end and your tax-filing deadline. The SEP is funded pre-tax, which means you will get a tax deduction at the time of contribution. However, taxes will be owed when you make a withdrawal from your SEP-IRA.
• A SIMPLE IRA is a retirement plan for owners with 100 or fewer employees. Contributions are pre-tax and taken directly out of employee’s paychecks, similar to a 401(k).
• A Solo 401(k) is for self-employed people without employees (except perhaps a spouse). One of the potential benefits of a Solo 401(k) is the flexibility to choose when you want to deal with your tax obligation. To understand Solo 401(k) contribution rules, you want to think of yourself as two people — an employer and an employee. The contribution limit for 2021 is $58,000, with an additional $6,500 catch-up contribution if 50 or older. Within that overall $58,000 contribution limit, your contributions are subject to additional limits in each role. As the employee, you can contribute up to $19,500 in 2021, or 100 percent of your compensation, whichever is less. As the employer, you can make an additional profit-sharing contribution up to 25 percent of your compensation or net self-employment income, which is your net profit less half of your self-employment tax and the plan contributions you made yourself. The limit on compensation that can be used to factor your contribution is $290,000 in 2021.
• A SIMPLE 401(k) is for a business with 100 or fewer employees. Plans combine the features of a traditional 401(k) with the simplicity of SIMPLE IRAs. SIMPLE 401(k) plans work more like a traditional 401(k), but employees’ contributions are capped at the lower annual amount. Under a SIMPLE 401(k) plan, an employee can elect to defer compensation. But unlike a regular 401(k) plan, you, the employer, must make either a matching contribution up to 3 percent of each employee’s pay, or a non-elective contribution of 2 percent of each eligible employee’s pay.
It’s important to remember that retirement planning and economic recovery are unique to each individual business owner, but there are some general rules of thumb that can be helpful across the board. With proper planning and strategic financial moves, the path to financial recovery is in sight.
Jennifer Green is a VP and senior wealth advisor with Tompkins Financial Advisors in the Fayetteville area. Contact her at JGreen@tompkinsfinancial.com or (315) 720-8017.

AmeriCU Credit Union offering certified financial counselors
ROME, N.Y. — AmeriCU Credit Union recently announced the certification of 12 credit union financial counselors. To earn certification, an individual must complete required examinations as provided by the Credit Union National Association’s Financial Counseling Certification Program (FiCEP), AmeriCU said in an online news release. These counselors are available to provide AmeriCU members with personalized
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
ROME, N.Y. — AmeriCU Credit Union recently announced the certification of 12 credit union financial counselors.
To earn certification, an individual must complete required examinations as provided by the Credit Union National Association’s Financial Counseling Certification Program (FiCEP), AmeriCU said in an online news release.
These counselors are available to provide AmeriCU members with personalized financial-wellness guidance and counseling. They can assist with reviewing credit reports, budgeting, navigating financial hardships, and setting long-term goals.
“We are proud to have AmeriCU Member Relationship Advisors who have obtained the specialized skills, knowledge, and certification as financial counselors necessary to guide members to financial security,” Dyana Herrig O’Neill, senior VP of member relations, said. “This provides a value-added service to our membership.”
Certified financial counselors are currently available at AmeriCU financial-center locations that include Syracuse’s Armory Square, Auburn, Camillus, Cortland, Cicero, Fayetteville, Herkimer, Liverpool, Lowville, Oneida, Syracuse, and Watertown, per the release.
AmeriCU Credit Union, headquartered in Rome, serves nine counties in Central and Northern New York. In operation for more than 70 years, AmeriCU has more than 145,000 members, 19 locations, and $2 billion in assets.

M&T Bank profit jumps in Q1 compared to year-ago quarter
BUFFALO, N.Y. — M&T Bank Corp. (NYSE: MTB), the largest bank ranked by deposits in Central New York, reported net income of $447 million in the first quarter, up 66 percent from nearly $269 million in the same quarter in 2020. The Buffalo–based banking company reported earnings per share of $3.33 in the first quarter,
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
BUFFALO, N.Y. — M&T Bank Corp. (NYSE: MTB), the largest bank ranked by deposits in Central New York, reported net income of $447 million in the first quarter, up 66 percent from nearly $269 million in the same quarter in 2020.
The Buffalo–based banking company reported earnings per share of $3.33 in the first quarter, up from $1.93 in the year-earlier earnings period.
“We are pleased with our results for the first three months of the year. The residential mortgage banking and trust businesses had strong revenue growth and expense levels were well-contained after considering the usual seasonal increase in salaries and employee benefits expenses. Our outlook on forecasted credit losses improved considerably,” Darren J. King, executive VP and chief financial officer, said in the banking company’s April 19 earnings report.
M&T Bank’s net operating earnings per share came in at $3.41 in the first quarter, up from $1.95 in the year-ago quarter. That easily beat the consensus analysts’ estimate of $2.96 per share, according to Zacks Equity Research.
M&T Bank’s quarterly revenue totaled $1.49 billion in this year’s first quarter, down 1 percent from the year-ago earnings period. However, the latest revenue total surpassed the Zacks consensus estimate of $1.47 billion.
M&T Bank, with total assets of more than $150 billion, operates bank branches in New York, Maryland, New Jersey, Pennsylvania, Delaware, Connecticut, Virginia, West Virginia, and the District of Columbia. M&T Bank holds nearly 20 percent of total deposits in the 16-county Central New York area, the highest among all banks.
VIEWPOINT: 6 Facets of Human Needs that Drive Business Success
In good economic times and bad, some businesses find a path to success while others are forced to board up their windows and doors. What’s the difference between those that soar and those that flounder? Ultimately, business success comes down to how well the people who work for that business perform. And employee performance, good or bad,
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
In good economic times and bad, some businesses find a path to success while others are forced to board up their windows and doors.
What’s the difference between those that soar and those that flounder?
Ultimately, business success comes down to how well the people who work for that business perform.
And employee performance, good or bad, usually can be traced to leadership — whether company leaders want to admit it or not.
When teams break down and employees disengage, leaders and managers typically don’t question their own strategies.
Instead, they blame the people assigned to carry out those strategies. If they are feeling charitable, leaders and managers say those people were bad fits. If they aren’t feeling generous, they call them whiners, complainers, or failures.
But in about 80 percent of cases, I believe it’s not that the people are the wrong people for the job, but rather that leaders aren’t prepared to handle what I call “human moments,” because they fail to understand and address these natural human needs.
There are six facets of human needs that leaders must consider if they expect teams to perform at the highest level possible.
Those facets are:
• Clarity. In too many workplaces, people are unsure what’s expected of them or how their jobs fit into a larger plan. People on teams sorely need clarity, or they will lapse into confusion. Specifically, team members must understand the purpose of the team itself, their role within it, the team’s outcome goals, and how their team fits within the larger organization.
• Connection. Human connection is indispensable to healthy teams and is premised on connection to common core values, physical place, and a larger company culture. The trick is in creating those connections. One way is an exercise I refer to as 3-2-1. People in a group are asked to share three events they have experienced, how they responded to them, and how those events impacted them. Then they share two childhood stories or coming-of-age adolescent memories. Finally, they share one of their biggest fears.
• Contribution. Teams within an organization should never exceed 15 people, and leadership teams should be even smaller. The reason is the larger the team, the less inclined individuals are to contribute. One of the best things we can do as leaders is acknowledge the human psyche’s need to contribute and to reward it.
• Challenge. Leaders and managers often are hesitant to challenge others, not wanting to push people or make them uncomfortable. But when we withhold opportunities that challenge people, we ultimately deny others an important human need. The trick is to make sure challenges are productive. They should be difficult, but not so overwhelming that people withdraw if they fall short.
• Consideration. Everyone feels the need to be recognized and valued. Unfortunately, leaders and managers often spend so much time on toxic or poor-performing people that they neglect everyone else. You can’t obtain and retain the most-talented people if you don’t show them respect and consideration at every stage of the journey. They must be recognized for good work, thought about for promotions, and reminded of how critical they are to the organization.
• Confidence. Self-assurance is fragile and can be easily shaken, which is why it’s critical for leaders instill confidence in their teams. People fearful about failing become hesitant, avoid difficult challenges, and are less productive. But if you have confidence, even the hard stuff doesn’t seem so daunting. When leaders, managers, or facilitators help build confidence in their teams, they can inspire others to achieve audacious, improbable goals.
When all six of these facets are fully accounted for in teams, people can gel with one another, operate harmoniously, engage in healthy disagreement, and achieve important objectives.
Jeanet Wade, the ForbesBooks author of “The Human Team: So, You Created a Team But People Showed Up!” (www.thehumanteambook.com), is founder of the consulting firm the Business Alchemist.
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.