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A role for salespeople: Helping customers navigate the pandemic’s emotional challenges
Now that we are once again getting open for business, this raises the question of what we will be talking about with customers. Millions of Americans remain unemployed, more are still on furlough, while others are underemployed. Countless businesses are on the brink and others are going over the edge. Too many families will remain in […]
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Now that we are once again getting open for business, this raises the question of what we will be talking about with customers. Millions of Americans remain unemployed, more are still on furlough, while others are underemployed. Countless businesses are on the brink and others are going over the edge. Too many families will remain in the grasp of financial hardship for months, some for years.
And then there is coping with upended lives, dashed dreams, sleepless nights, endless worries, mind-boggling stress, as well as the painful aftereffects of social isolation. In such circumstances, who would dare minimize, let alone turn a blind eye to the realities of life for so many?
If this picture is even close to accurate of where we find ourselves today, then talking with people can be a helpful task, one that deserves to be near the top of the list of our priorities. What is needed isn’t difficult to accomplish. It’s simply giving people an opportunity to talk about what is important to them, to share their thoughts, feelings, and, yes, their fears. We may be resilient, but all of us can benefit from support and understanding.
Even though being helpful is rather simple, not many of us find it easy to speak about much other than sports, the weather, or the boss’s limitations. This is where professional salespeople can come into the picture to play a role. Unfortunately, as it turns out, those in sales, are both an undervalued and underused business resource.
When it comes to connecting with people, few others are better prepared than are salespeople for engaging others in helpful and sympathetic conversations. Before rolling your eyes and passing this off as another crazy idea, consider the following:
• Except for those in sales, there are few among us who are trained and skilled listeners, who know how to put others at ease. This is how they earn their living.
• Salespeople know how easy it is to turn off customers by talking themselves right out of a sale.
• They are astute at asking questions that give customers permission to express themselves.
• Although they can be accused of being overly zealous and pushy, experience has taught those in sales the value of patience.
• Because their antennae are always up, they’re sensitive to a person’s feelings. By coming on too strong or inappropriately, they know they will drive prospects away.
• They recognize that customer connection and intimacy are at the heart of selling.
• They know that telling a good story is one of the best ways to engaging customers. At the same time, they learned not to talk about themselves.
• Salespeople also know why it’s important to slow down and remain silent so customers have time to think.
But this is not all. To their credit, salespeople don’t wallow in pessimism. When something goes wrong — and it always does — they dust themselves off and make another call. Even on the darkest day, they are (thankfully) upbeat and optimistic. The salesperson’s cup is more than half full.
All of this adds up to one conclusion. Those in sales are an incredibly valuable resource for doing good at a time when many are isolated and alone in one way or another and long for someone to notice them, whether it’s in the course of the day, around the neighborhood, at work, or anywhere else — including making a sale.
This suggests that there are always opportunities if you seek them out, even in trying times. And this is certainly one of them. Even though you may be preoccupied with your own issues, it can also be that there are customers who need to know you are concerned about them and their well-being.
Expecting anyone to change the world is certainly asking too much. Even so, as a salesperson, you can demonstrate your commitment to helping customers by putting your skills to work beyond closing sales. You can make a difference by engaging your customers in such a way that enhances your relationship with them. It may not change the world, but it will help make it better for them and help your business thrive.
John Graham of GrahamComm is a marketing and sales strategy consultant and business writer. He is the creator of “Magnet Marketing,” and publishes a free monthly eBulletin, called “No Nonsense Marketing & Sales Ideas.” Contact him at jgraham@grahamcomm.com, (617) 774-9759, or visit: johnrgraham.com.
How Brands Can Respond To A Crisis With Empathy
A public crisis often results in a call to action. The COVID-19 pandemic is the latest and perhaps largest case in point, hitting every aspect of American society and prompting the need for aid, whether it comes from federal and state-government agencies, or from a small restaurant owner serving free meals to the unemployed and
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A public crisis often results in a call to action. The COVID-19 pandemic is the latest and perhaps largest case in point, hitting every aspect of American society and prompting the need for aid, whether it comes from federal and state-government agencies, or from a small restaurant owner serving free meals to the unemployed and homeless.
Some well-known U.S. brands are helping, too, illuminating different ways businesses can show social responsibility at a time of great social strife. The uplifting theme throughout is that empathy is not in short supply.
Empathy is the cornerstone of a sustainable and continually successful business — empathy for and between your employees, and by extension empathy for others, especially in times of need.
This value is part of the foundation that makes your people want to perform and want to do good for others. Now more than ever, people want to work for companies they feel are making a positive impact in the world. The COVID-19 pandemic is showing that beyond how you look as a brand, it’s what you do that matters. Consumers want to see companies that, through their actions, show that they care.
Here is how brands can respond with empathy, both to employees and consumers, during a crisis:
• Don’t slash philanthropy. Budgets often have to be trimmed in a crisis, but the giving category should remain a priority. It’s very easy for someone making a budget to say, “We’re going to increase our margin by 3 percent by getting rid of philanthropy.” But doing so further diminishes your culture, dehumanizes the company, and sends mixed signals about your values. Find a way to make that part of your budget work. If there is an opportunity to shift your corporate-giving strategy to focus less on finances and more on donated time or goods, try taking that route. It’s a great way to keep your philanthropy intact while still saving where you can.
• Manage layoffs with compassion. The difficult economic consequences of COVID-19 have forced many companies to release workers they would otherwise retain. A public-health situation out of businesses’ control makes decisions about layoffs, and delivering the news to employees, extra difficult compared to other situations. Although the need to cut costs is understandable, a leader should think with empathy and creativity when deciding. Consult your managerial team about how the company can save as many jobs as possible. What are the other options to reduce costs? If some layoffs are still necessary, take extra care to tell employees with empathy and compassion and treat them with dignity and respect. Stress to them that it’s about a global pandemic and not about their job performance. Offer to provide any support for them that you can and offer to serve as a reference.
• Be sensitive, don’t self-promote. The purest and most-effective way to help during a crisis is to proactively provide solutions to help people cope with the emergency. While showing social responsibility can be good public relations for business, there is a fine line at such a stressful time between a business being perceived as opportunistic or relevantly helpful. Brands need to display sensitivity in tragedies and natural disasters. You don’t want to appear that you are trying to cash in. That will come back to bite you. This is the time for brands to show empathy and authenticity. That means, as a company, ask yourself questions about how you can help and be human in the process.
It’s inspiring to see the different ways brands are giving to those in need. This pandemic will change some things about how companies do business, and I expect that social responsibility will rise on the priority list for many brands.
Ed Mitzen (www.edmitzen.com) is the ForbesBook author of “More Than a Number: The Power of Empathy and Philanthropy in Driving Ad Agency Performance” and founder of Fingerpaint, an independent advertising agency grossing $60 million in revenue.
Rule by Executive Order Must End in New York State
“It would be chaos and mayhem. It’s totally opposite everything he’s been saying. I don’t think it is plausible. I don’t think it is legal.” Gov. Andrew Cuomo said these words in late March. The coronavirus was raging downstate, and President Trump was considering asking New Yorkers traveling to other states to quarantine upon arrival.
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“It would be chaos and mayhem. It’s totally opposite everything he’s been saying. I don’t think it is plausible. I don’t think it is legal.”
Gov. Andrew Cuomo said these words in late March. The coronavirus was raging downstate, and President Trump was considering asking New Yorkers traveling to other states to quarantine upon arrival. Cuomo wouldn’t hear of it. He threatened legal action against Rhode Island Gov. Gina Raimondo when she pushed a similar policy.
Gov. Cuomo must have a pretty short memory. He recently signed a vague, confusing executive order requiring travelers from states with elevated COVID-19 infection rates to quarantine for 14 days. (When he was threatening to sue Rhode Island, the infection rate in New York state was about three times higher than the benchmark for triggering quarantine for travelers coming to New York now, according to the Empire Center’s Bill Hammond.)
Hypocrisy aside, there are obvious problems with the order. There is no carve-out for healthy military personnel returning from reserve duty who need to return to civilian work. Because the data changes daily, there is no way people with secondary residences can plan to visit their homes during the summer with any certainty. An individual planning to visit family in New York can pass a COVID-19 test on a Monday, have the infection rate in their state rise slightly overnight and wake up on Tuesday needing to quarantine for the entirety of their planned trip.
What does this mean for trucking companies? What does this mean for out-of-state individuals who have business in industries that have reopened in New York state? Isn’t the whole reason we are encouraging mask-wearing, promoting increased hand-washing, and requiring social distancing is because we know it’s impossible to guarantee everyone we run into is healthy?
The notion that anti-law-enforcement protestors can flood our streets and carry on with their lives afterward but military personnel are forced to quarantine for weeks is deeply insulting.
Taken with the governor’s announcement that gyms, movie theaters, bowling alleys, and shopping malls will remain closed in Phase 4, this is a frustrating time for New Yorkers who believe it’s time to continue moving forward. My colleagues and I sent a letter to the legislative leaders in the Senate and Assembly urging them to remove the governor’s executive powers and restore normal government order. We need checks and balances. We need to stand up as a legislature and do what we were elected to do — govern.
Brian M. Kolb (R,I,C–Canandaigua) represents the 131st Assembly District, which encompasses all of Ontario County and parts of Seneca County. Contact him at kolbb@nyassembly.gov
U.S. leadership is being challenged
We are living in a time when the limits of American power are being severely tested. Our adversaries are watching closely. They see us withdrawing from our longstanding leadership role. Eager to fill the vacuum, they are looking for ways to gain leverage, to challenge our strengths, and exploit our weaknesses. Our allies worry about
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We are living in a time when the limits of American power are being severely tested. Our adversaries are watching closely. They see us withdrawing from our longstanding leadership role. Eager to fill the vacuum, they are looking for ways to gain leverage, to challenge our strengths, and exploit our weaknesses.
Our allies worry about our differences: how to deal with Russia and China, how to carry out trade, and other important issues.
President Trump has alarmed allies with his sudden decisions to pull out of the World Health Organization and several other international agencies, and his talk of inviting Russian President Vladimir Putin back into the G-7 economic planning group.
President Trump is also planning to reduce troop levels in Germany and sub-Saharan Africa, worrying our friends and several members of Congress. He says he wants to withdraw from the Middle East, which would please both China and Russia, who are increasing their influence in the region.
Iran is pushing the U.S. in the Persian Gulf area. The Iranians are cautious, wanting to avoid war. But they are accelerating their efforts to produce nuclear fuel and ignoring requests from international agencies to inspect suspected nuclear sites.
Meanwhile, the Islamic State group, which lost its last territory over a year ago, is resurgent, launching attacks in Iraq and Syria.
China works steadily to reduce our influence worldwide. As we step back in Asia or Africa, the Chinese are eager to move into the vacuum. In recent months, China has stepped up its aggression in the South China Sea, massed troops on the border with India, made threatening moves toward Taiwan, and worked to rewrite the rules for governing Hong Kong.
Russia is active, too. Its warplanes have made aggressive moves toward U.S. military aircraft in the Black Sea, the Mediterranean, and off the coast of Alaska. Russia has deployed a “hypersonic” weapon that could fly fast enough to evade our missile-defense systems.
It’s not surprising that all this testing is taking place at a time we are distracted from global leadership by internal problems. Our economy entered a recession in February after 128 months of expansion. The COVID-19 pandemic has killed more than 120,000 Americans, idled businesses, and driven the unemployment rate to its highest levels since the Great Depression. The federal deficit has reached levels not seen since World War II, yet little attention is being paid to it. There seems to be no clear path to rebuilding the economy.
Massive protests against racial injustice have highlighted divisions in our country and raised doubts about our institutions. Polls suggest that, in the view of many Americans, our political and economic systems are not working well. 80 percent of them say circumstances in the U.S. are out of control.
Political polarization continues to grow. Often, we see those who disagree with us as not only wrong, but morally unfit. As a nation, we seem to have lost a robust capacity to confront our problems and repair our faults. In a statement lamenting America’s “tragic failure” of racism, former President George W. Bush, said this is a time to listen, not to lecture. As Americans, we have to acknowledge our differences, listen to those who disagree with us, and work with all to move ahead.
Internal challenges are not new, of course, but it’s worrisome that they have reached such an intense level. It will not be quick or easy but in this time of testing, as acute as any challenge we have ever faced as a nation, it is urgent that we regain our confidence and our capacity for global leadership. If we don’t, others are waiting to replace us.
Lee Hamilton, 89, 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.

Broome County hotels had just over one-quarter of their rooms occupied in May, per report
BINGHAMTON — Hotels in Broome County saw a slight pickup in guests in May compared to April, but occupancy was still substantially down from a year ago due to the coronavirus pandemic’s impact on travel and hospitality, according to a recent report. The hotel occupancy rate (rooms sold as a percentage of rooms available) in
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BINGHAMTON — Hotels in Broome County saw a slight pickup in guests in May compared to April, but occupancy was still substantially down from a year ago due to the coronavirus pandemic’s impact on travel and hospitality, according to a recent report.
The hotel occupancy rate (rooms sold as a percentage of rooms available) in the county was 27.2 percent in May, up from 25.7 percent occupancy in April, but down nearly 57 percent from 63 percent occupancy in May 2019. That’s according to STR, a Tennessee–based hotel market data and analytics company.
Broome County’s revenue per available room (RevPar), a key industry gauge that measures how much money hotels are bringing in per available room, was $19.14 in May, up slightly from $16.81 in April, but down 71.5 percent from than $67 a year ago.
Average daily rate (or ADR), which represents the average rental rate for a sold room, was $70.39 in May, an improvement from $65.48 in April, but off 34 percent from more than $106 in May 2019.

Dermody, Burke & Brown, CPAs, LLC recently hired CHRISTINE SAAR as a tax senior manager in its Syracuse office. She is a CPA with a diverse background in both public and private accounting. Saar’s specialties range from tax planning and compliance for small, closely held businesses to large, consolidated manufacturers. She brings more than 18
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Dermody, Burke & Brown, CPAs, LLC recently hired CHRISTINE SAAR as a tax senior manager in its Syracuse office. She is a CPA with a diverse background in both public and private accounting. Saar’s specialties range from tax planning and compliance for small, closely held businesses to large, consolidated manufacturers. She brings more than 18 years of public accounting experience to the tax department at Dermody, Burke & Brown. Saar holds a bachelor’s degree in accounting from Clarkson University.

Riger Marketing Communications has hired ANN ROSE as art director. With more than 20 years of experience, she will take a lead role in the agency’s creative endeavors. Rose has broad experience as a graphic designer and marketing strategist, having worked in agency, freelance, and corporate environments. She most recently worked in health-care marketing. Rose
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Riger Marketing Communications has hired ANN ROSE as art director. With more than 20 years of experience, she will take a lead role in the agency’s creative endeavors. Rose has broad experience as a graphic designer and marketing strategist, having worked in agency, freelance, and corporate environments. She most recently worked in health-care marketing. Rose brings Riger and its clients a fresh perspective as a multi-tooled creative problem solver, strategist, and writer who excels in graphic and digital design, brand development, web design, and production. She holds a bachelor’s degree from California State University, Long Beach.

KURT RADEMACHER has joined Barton & Loguidice (B&L) in the facilities practice area as senior managing engineer in the firm’s Syracuse office. He received his bachelor’s degree in mechanical engineering from Clarkson University. Rademacher has nearly 20 years of experience in quality review, HVAC analysis, system selection and presentation, project execution and planning, construction support,
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KURT RADEMACHER has joined Barton & Loguidice (B&L) in the facilities practice area as senior managing engineer in the firm’s Syracuse office. He received his bachelor’s degree in mechanical engineering from Clarkson University. Rademacher has nearly 20 years of experience in quality review, HVAC analysis, system selection and presentation, project execution and planning, construction support, peer review, and proposal development. As a mechanical engineer, he has led teams, performed and reviewed design of mechanical systems for municipal, industrial, and federal projects. Rademacher’s breadth of work includes municipal building, laboratories, mission-critical systems, electrically hazardous environments, pharmaceutical cGMP, bio-gas cogeneration, code review, odor control systems, and evaluating LEED for buildings with high process energy in municipal, federal, energy, industrial, and higher education markets. Rademacher is a licensed professional engineer in New York and a LEED-accredited professional.
WILLIAM DUSSING has joined B&L’s facilities practice area as chief electrical engineer in the firm’s Syracuse office. He received his associate degree in mechanical technology from Onondaga Community College. He started in 1985 as an electrical designer and worked his way up to a licensed professional engineer. Dussing has 35 years of experience in low, medium, and high-voltage electrical design, project management, product application, and maintenance & testing of electrical apparatus. Previously, as a senior project engineer, he interfaced with local utilities and governing agencies on system protection projects which included protective device application, settings and coordination, short circuit analysis, arc-flash assessment, load flow, system planning, and feasibility studies. Dussing has expertise in power-system design, including layout and integration of electrical utilities, bulk-power substations, and underground and aerial distribution systems. He was also the senior engineer responsible for the design, layout, and integration of two separate pilot battery-energy storage systems (BESS) projects in the Northeast, as well as technical assistance for many others. These included system protection, utility interface equipment, and interconnection. Dussing is a licensed professional engineer in New York and Maryland, holds OSHA certifications in construction safety and health, and has extensive training in the facilities-engineering practice area.

DR. JASON R. FORNI, a former military podiatrist, has joined Carthage Area Hospital’s Podiatry Clinic, located at 3 Bridge St. in Carthage with longtime podiatrist Debra Williams. Forni is from Mentor-on-the-Lake, Ohio, where he attended high school. He continued his education with a bachelor’s degree in biology from Cedarville University in Ohio and received his
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DR. JASON R. FORNI, a former military podiatrist, has joined Carthage Area Hospital’s Podiatry Clinic, located at 3 Bridge St. in Carthage with longtime podiatrist Debra Williams. Forni is from Mentor-on-the-Lake, Ohio, where he attended high school. He continued his education with a bachelor’s degree in biology from Cedarville University in Ohio and received his doctorate in podiatric medicine from Ohio College of Podiatric Medicine. After college, in 2008, he began his career in the Army. Forni’s military career led him to Fort Gordon, Georgia for his residency and his chief residency at Fort Bragg, North Carolina. He was chief of podiatry at Fort Stewart, Georgia from 2011-2016 and was an adjunct professor at the Army Medical Department Center and School at Fort Sam Houston, Texas from 2015-2016. Most recently, Forni was the chief of podiatry at Fort Drum. During his time in the military, he received the Army Commendation Medal, National Defense Service Medal, Global War on Terrorism Medal, among others. Forni is board-certified in foot surgery by the American Board of Foot and Ankle Surgery.

Eastern Shore Associates Insurance
ERYL CHRISTIANSEN was promoted from president to CEO and president of Eastern Shore Associates Insurance (ESA), at the agency’s annual meeting in April. Christiansen has been with ESA for 10 years and served as president for the past two years. JOSHUA WILLIAMS was recently hired as a life-insurance agent and broker at ESA. He is
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ERYL CHRISTIANSEN was promoted from president to CEO and president of Eastern Shore Associates Insurance (ESA), at the agency’s annual meeting in April. Christiansen has been with ESA for 10 years and served as president for the past two years.
JOSHUA WILLIAMS was recently hired as a life-insurance agent and broker at ESA. He is based at ESA’s Fulton office. Before joining the firm, Williams worked for the past five years in financial services. He holds an associate degree in business administration and management from Mohawk Community College.
THOMAS ANTHIS joined the ESA board as a member at large. Anthis, an insurance agent and broker in ESA’s North Syracuse office, has been with the firm for five years.
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