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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 […]
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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,
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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,
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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.
OPINION: New State Guidance Allowing for Graduation Ceremonies is Positive Sign
The gradual reopening of New York’s businesses and movement toward normalcy in daily activities has provided a lot of optimism and hope for our small-business owners, consumers, employees, and residents of New York. To that end, my colleagues in the minority conference and I are pleased to see graduating high-school students included in those reopening efforts. New
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The gradual reopening of New York’s businesses and movement toward normalcy in daily activities has provided a lot of optimism and hope for our small-business owners, consumers, employees, and residents of New York. To that end, my colleagues in the minority conference and I are pleased to see graduating high-school students included in those reopening efforts. New guidance was recently announced that will allow in-person graduation ceremonies to take place. This is an important milestone and day for students, and it is critical that no group of individuals is overlooked as we continue to reopen our state.
Earlier this month, members of our conference wrote a letter to Dr. Howard Zucker, commissioner of the New York State Department of Health, advocating for much-needed guidance on high-school graduations and other end-of-year school events. We are thrilled to report that our call for such guidance was heard and both indoor and outdoor ceremonies will be permitted with proper health and safety procedures in place.
While certainly headed in the right direction, we are not out of the woods yet. COVID-19 is still a risk that is still prevalent across the state. However, with the increased availability of vaccines, and the widespread adoption of best practices like mask wearing and social distancing, we are able to begin a path back toward normalization. We must not needlessly restrict important social, recreational, and economic activities without good cause. New Yorkers have learned a great deal and have made incredible sacrifices to change their day-to-day lives. With the proper protocols in place, we can, and we will, be able to celebrate the great accomplishments of our graduating seniors. They earned this day, and they deserve to be able to enjoy it as others have in years past.
The challenges we have faced and the hardships we have endured over the past year have been extraordinary, to say the least. It is extremely important that, now, as the worst parts of lockdown and quarantine subside, we give our residents, students, families, and all those who were forced to forego important milestones and events a chance to experience as much as possible. Being able to walk across the stage, proudly, in front of loved ones is exactly the sort of thing we ought to be working toward making happen on a regular basis.
William (Will) A. Barclay, Republican, is the New York Assembly Minority Leader and represents the 120th New York Assembly District, which encompasses most of Oswego County, including the cities of Oswego and Fulton, as well as the town of Lysander in Onondaga County and town of Ellisburg in Jefferson County. Contact Barclay at barclaw@assembly.state.ny.us.
OPINION: Competition is a Hallmark of the U.S.-China Relationship
We see a new tone in diplomatic affairs between the United States and China, a real change in how both sides view the relationship. Top officials now talk openly about competition — much more so than a few years ago. The fact is that the U.S. and China have long been rivals, competing for influence and
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We see a new tone in diplomatic affairs between the United States and China, a real change in how both sides view the relationship. Top officials now talk openly about competition — much more so than a few years ago.
The fact is that the U.S. and China have long been rivals, competing for influence and advantage. Both want the same thing: to be the final arbiter of political and economic affairs in East and Southeast Asia.
When President Barack Obama called for a “pivot” toward Asia — for drawing down U.S. power in the Middle East and repositioning military resources in the Pacific — a key goal was to check China’s ambitions and to reorient the region away from China and toward the United States. Obama also wanted to incorporate China into the global economy and accommodate China’s rise.
From the standpoint of Obama’s critics, accommodating China was a mistake. Many of these critics favor an aggressive posture toward China. President Donald Trump’s “America First” agenda came with a strong dose of anti-Chinese rhetoric and complaints that China had taken advantage of us. In many ways, Trump’s foreign policy was characterized by an anti-China agenda of tariffs, trade wars, and sanctions, as the U.S.-China relationship reached a historic low point.
China shares the blame for this, of course. When Xi Jinping became China’s leader in 2012, he asserted control over the Chinese economy, dragging China “into the 21st century,” as he put it. He implemented massive building and economic programs. He clamped down on dissent and ushered in a new era of state control over communication and information.
Xi made no secret of the fact he wanted China to become a global military power as well as an economic titan. He aggressively promoted the Chinese yuan as an international currency and launched the Belt and Road initiative, a massive infrastructure project across Asia and Africa. Recently, tensions have flared over a World Health Organization investigation of the origins of the COVID-19 pandemic in Wuhan, China. The U.S. and its allies have accused China of genocidal policies toward the Uighur population in Xinjiang province.
The U.S. rejects China’s territorial claims in the South China Sea, which threaten our allies. The status of Taiwan is another sore point: We provide security and military support for Taiwan, which China claims as its own. China has ratcheted up its control of semi-autonomous Hong Kong, leading to protests.
Despite China’s rise, the U.S. remains the most powerful country in the world, including in the Pacific region. I don’t think there is much evidence for the claim, made by some people in this country, that China is our rival on the international stage. China is a regional power, but its allies are weak and isolated regimes such as North Korea and Myanmar. Most nations in the region have security ties to the U.S. Regional powers like Australia, India, and Japan are staunch American allies.
A challenge for American foreign policy is to identify areas where we can cooperate with China. Interestingly enough, there are several such areas.
We both have an interest in the nonproliferation of nuclear weapons and slowing the spread of nuclear-weapons technology. We both contribute to United Nations-led military peacekeeping operations, reflecting our interest in preventing armed conflict in Africa and the Middle East. Both of us have an interest in preventing humanitarian disasters, both natural and human-caused. And we both would benefit from increased cooperation to prevent future pandemics and disease outbreaks.
Finally, we have a shared interest in mitigating the impact of climate change. As the world’s largest consumers of fossil fuels and emitters of greenhouse gases, the U.S. and China need to be key participants in any effective climate agreement.
The U.S. and China will continue to compete, but we also need to find ways to cooperate.
Lee Hamilton, 90, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south central Indiana.

Dermody, Burke & Brown, CPAs, LLC recently hired CHALEA JONES as accounting specialist in the firm’s Custom Accounting Solutions (CAS) department. She specializes in delivering custom outsourced accounting support to a wide range of clients. Jones joins the firm with years of experience in the medical-billing industry. She is set to graduate in May with
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Dermody, Burke & Brown, CPAs, LLC recently hired CHALEA JONES as accounting specialist in the firm’s Custom Accounting Solutions (CAS) department. She specializes in delivering custom outsourced accounting support to a wide range of clients. Jones joins the firm with years of experience in the medical-billing industry. She is set to graduate in May with an associate degree in accounting from Onondaga Community College.

LAURA JACK, VP for communications at Colgate University, has been named acting chief diversity officer (CDO), providing coordination and oversight for diversity, equity, and inclusion (DEI) initiatives while the search for a permanent hire continues. Overseeing efforts already begun by administrators in the Office of Equity and Diversity and the President’s Office, she will lead
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LAURA JACK, VP for communications at Colgate University, has been named acting chief diversity officer (CDO), providing coordination and oversight for diversity, equity, and inclusion (DEI) initiatives while the search for a permanent hire continues. Overseeing efforts already begun by administrators in the Office of Equity and Diversity and the President’s Office, she will lead Colgate in pursuing a number of key projects. These include planned renovations to provide space for the Office of Equity and Diversity, delivery of the university’s second annual DEI Update, ongoing development of the DEI Advisory and DEI Coordination groups that she will chair, engagement with key campus constituencies to identify next-step initiatives for the DEI Plan, and oversight of searches taking place in the Office of Equity and Diversity including the hiring of a new Title IX coordinator. Jack will also continue to manage Colgate’s communications division. Prior to her arrival at Colgate in 2017, Jack served as VP of development and alumni relations at Howard University. She has held communications positions at the Johns Hopkins University Krieger School of Arts and Sciences and the City University of New York’s School of Professional Studies. A graduate of Pace University, Jack holds an MBA in marketing management and a master’s degree in higher-education administration from Baruch College. She is currently pursuing her Ph.D. in higher education administration at Syracuse University.

ALAN GREER has joined the staff of Klepper, Hahn & Hyatt as an assistant designer. He came to the DeWitt–based structural engineering, landscape architecture, and building-envelope systems firm as an intern in May 2019 and was recently hired as an assistant designer. Greer earned his associate degree in architectural technology from Onondaga Community College.
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ALAN GREER has joined the staff of Klepper, Hahn & Hyatt as an assistant designer. He came to the DeWitt–based structural engineering, landscape architecture, and building-envelope systems firm as an intern in May 2019 and was recently hired as an assistant designer. Greer earned his associate degree in architectural technology from Onondaga Community College.

Geneva–based Finger Lakes Health has appointed CARRIEANN COLF as director of nursing at The Homestead in Penn Yan. She has more than 23 years of nursing experience at The Homestead. Colf started as a charge nurse evening supervisor at the facility in 1998 and was promoted to nurse manager on Unit 3 in 2005. In
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Geneva–based Finger Lakes Health has appointed CARRIEANN COLF as director of nursing at The Homestead in Penn Yan. She has more than 23 years of nursing experience at The Homestead. Colf started as a charge nurse evening supervisor at the facility in 1998 and was promoted to nurse manager on Unit 3 in 2005. In June 2020, she was appointed interim director of nursing. Colf earned her bachelor’s degree in nursing from Keuka College.
TIMOTHY L. PAPSIDERO, M.D. has joined the medical staffs at Geneva General Hospital in Geneva and Soldiers & Sailors Memorial Hospital in Penn Yan as a hospitalist. Prior to coming to Finger Lakes Health, he was a hospitalist at Northwest Permanente in Portland, Oregon. Papsidero completed his residency in family medicine at Southern Colorado Family Medicine in Pueblo, Colorado and earned his medical degree at the University at Buffalo.

Scolaro Fetter Grizanti & McGough, P.C.
JEANINE M. CRYAN has joined Scolaro Fetter Grizanti & McGough, P.C. as an associate attorney in the litigation practice group. She is a graduate of Syracuse University College of Law. Cryan’s experience includes an externship in the EMEA Legal Department of State Street Global Advisors in London, England and an externship with transactional team in
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JEANINE M. CRYAN has joined Scolaro Fetter Grizanti & McGough, P.C. as an associate attorney in the litigation practice group. She is a graduate of Syracuse University College of Law. Cryan’s experience includes an externship in the EMEA Legal Department of State Street Global Advisors in London, England and an externship with transactional team in the legal department of Christie’s auction house. Prior to law school, Cryan was the recipient of a Fulbright U.S. Student Award to Greece. During her time as a Fulbright Fellow in Athens, she taught English at Athens College/Hellenic-American Educational Foundation. Cryan graduated from Hobart and William Smith Colleges, where she studied classics (Ancient Greek and Latin) and education.
MEGHAN REAP has joined Scolaro Fetter Grizanti & McGough as an associate attorney in the estate planning and wealth preservation group. Prior to joining the firm, she was in private practice, concentrating in estate planning and trust and estate administration. Reap also focuses on elder law for long-term-care planning. She is a graduate of the University of Scranton, where she earned her bachelor’s degree, as well as a graduate of Touro College, Jacob D. Fuchsberg Law Center.
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.