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Three Rules for Connecting in a Crisis
Silence can be a dangerous strategy for companies right now, but striking the right tone in communications isn’t easy. Here are three rules for staying connected through the crisis. In the midst of the COVID-19 outbreak, no business wants to strike the wrong note with customers, employees, or the public. Marketing may seem like an irrelevant […]
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Silence can be a dangerous strategy for companies right now, but striking the right tone in communications isn’t easy. Here are three rules for staying connected through the crisis.
In the midst of the COVID-19 outbreak, no business wants to strike the wrong note with customers, employees, or the public. Marketing may seem like an irrelevant discipline at the moment, but that is only if it’s conducted on a purely transactional basis. This is no time to launch a sales pitch, but the best marketing practices are rooted in cultivating relationships. And a crisis is no time to check out from those relationships.
The best companies will ensure that all stakeholders feel valued and heard, and that includes current and potential customers. They will incorporate weekly phone calls with VIP customers, emails providing thought leadership to a broader audience, and targeted outreach to prospective clients. Employees should be encouraged to reach out to their client contacts as well, ideally with an informed perspective to share.
Rule #1: Lead with compassion
However, the number one rule for all these interactions is they need to be rooted in an authentic concern, and an eagerness to help in any way possible. It’s about how they’re doing and if there is anything you can do to help. Call VIP clients on a weekly basis, or even host some virtual happy hours on Zoom.
These conversations always begin with asking about them, their family, and their communities. You cannot expect anything in return. Right now, it’s about connecting and staying laser-focused on ways to help their business or their community. It can be as simple as sending a helpful book through Amazon. Or, clients may be looking for ways to contribute, so be quick to offer information for worthwhile groups that are on the frontlines of tackling this coronavirus crisis. Folks are eager to help any way they can, and there is value in directing them to high-quality charities and causes.
Some might feel as though people are too overwhelmed for such quick chats, but there is a real need for conversation these days, even among CEOs. It’s easy to forget that being CEO is a lonely job, and these chats are a way to commiserate, brainstorm, or just connect with someone at a human level. The happy hours that you host on Zoom can allow your clients to exchange ideas with people they normally would not interact with, and that can lead to all kinds of creative solutions.
But what about those prospects that were in the funnel when this situation hit? Once again, there is a temptation to avoid contact for fear it will be misconstrued. However, radio silence can also be mistaken as disregard. They will remember that this vendor didn’t reach back out until it was time to sell again. If there is an authentic interest in how they are, and what they need, that is going to foster a much closer relationship, and that is the kind of connection that will serve the business best in the long run.
Rule #2: Deliver value in every interaction
There is still a place for email outreach, although be warned, there are already parodies of some companies’ more ham-fisted attempts to connect via an email blast. Emails can easily feel like a company is checking a box. Avoid such missteps by including a piece of thought leadership in the note. Always read articles and studies and look for great ideas to share. This is no time for empty gestures, and spreading expert insight is a terrific way to make that contact matter. Sometimes it can be industry specific, but often it will just be a useful way to cope with a crisis.
Another way to deliver value is by leveraging one’s current network, by making introductions or hosting group video chats that mix people of different skill sets and perspectives that still have something in common. I did something similar while the chief marketing officer (CMO) of a major law firm.
I would suggest that they reach out to fellow lawyers from other practice areas, to build a group with unique perspectives, but with something in common, such as being in their 30s and having kids. At the time, this was based around fostering new business, but these small squad bonds can also foster goodwill and fresh solutions among major clients.
Such times may also be the chance to offer products or services at a deeply discounted rate or for free. I served at a SaaS business that had a product to help a remote workforce and they offered that for free for the next few months, to both current clients and prospects. The prospects may have been putting off a trial period, but this was a chance for them to experience all the benefits for a period of time. And if that service helped them weather a disruption of this magnitude, there is no better ad than that.
Rule #3: Empower employees to reach out
As a CMO, it might seem more natural for you to do this kind of networking and outreach, but companies should empower all their employees to reach out to their customer contacts. This kind of authentic and informed concern should spread throughout the organization. Remind employees to do a little research about that person’s community, industry, and company before picking up the phone. Read a company’s press releases on their website to see how they’re communicating with the public about the current situation, or see if there are any interesting industry studies they might find useful. Again, thought leadership is a vital currency right now.
Still, any and all communication needs to be authentic. Faking it will not work. There has to be a real devotion to putting their needs first. But this isn’t hard, since we’re social animals. We thrive on connection and are hardwired for collaboration, no matter how often social media might make it seem otherwise.
Bottom line
Focusing on the needs of others is a discipline, but it’s incredibly rewarding. I know that focus has only helped me cope with the current uncertainty, and it’s also made me appreciate the folks in my life more than ever before. With COVID-19 keeping us apart, simple human connection might be the most valuable thing any of us could provide, regardless of industry or title.
Don Lee is partner & CMO at Chief Outsiders (www.chiefoutsiders.com), a fractional CMO firm focused on mid-size company growth. He works with CEOs to accelerate growth by developing and implementing marketing strategies aligned with the organization.

MVHS reaches furlough agreement with most employee unions
UTICA — The Mohawk Valley Health System (MVHS) has signed an agreement with most of its employee unions that enables members to participate in an “organization-wide, four-month furlough” of about 20 percent of the system’s employees. The unions New York State United Teachers (NYSUT), Communications Workers of America (CWA), and United Food and Commercial Workers
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UTICA — The Mohawk Valley Health System (MVHS) has signed an agreement with most of its employee unions that enables members to participate in an “organization-wide, four-month furlough” of about 20 percent of the system’s employees.
The unions New York State United Teachers (NYSUT), Communications Workers of America (CWA), and United Food and Commercial Workers (UFCW) signed the memorandum of agreement (MOA), which MVHS described as “unprecedented” in an April 28 news release.
The fourth union at MVHS — the New York State Nurses Association (NYSNA) — rejected the hospital’s offer to furlough the nurses in the St. Elizabeth’s collective-bargaining unit. Instead, it has opted to invoke the layoff provisions in the contract.
That means the affected NYSNA nurses will not receive the same benefits (health insurance, life insurance, disability insurance) as the other union members that accepted the hospital’s furlough offer, MVHS says.
MVHS says the furloughs decision was one of several initiatives undertaken to regain financial stability amid the COVID-19 crisis.
MVHS says it is similar to many other hospitals and health systems across the country that are facing “devastating” financial losses due to investments made in expanding capacity for a potential surge of COVID-19 patients while simultaneously suspending “lucrative” elective surgeries and procedures and reporting a drop in doctor’s visits and patient volumes across the health system.
Furlough details
Furloughed MVHS staff remain employees of the organization and aren’t terminated, the organization explained. As patient and surgery volumes increase, the health system anticipates calling its furloughed employees back to work “as the need arises.”
MVHS also notes that employees who are furloughed can apply for unemployment insurance, including the $600 unemployment benefit add-on from the federal government enacted for the COVID-19 crisis.
Employees will also retain the employer contribution to their health-insurance coverage.
MVHS is planning to suspend employer contributions to the 401(k)/403(b) plans for both furloughed employees and those still working.
The health system has also implemented cost-cutting initiatives that included salary reductions for MVHS leadership and employed providers, a hiring freeze, and a freeze on new tuition reimbursement. MVHS notes that it will pay for the semester tuition that had already been committed.

Upstate University Hospital sends third group of nurses to Long Island hospital
SYRACUSE — For the third time in as many weeks, Upstate University Hospital has sent a group of nurses to Stony Brook University Hospital to aid that facility in its care of ill COVID-19 patients. The group of 13 intensive-care unit nurses departed the hospital on the morning of April 28, “for what is expected
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SYRACUSE — For the third time in as many weeks, Upstate University Hospital has sent a group of nurses to Stony Brook University Hospital to aid that facility in its care of ill COVID-19 patients.
The group of 13 intensive-care unit nurses departed the hospital on the morning of April 28, “for what is expected to be a two-week stay,” Upstate Medical University announced.
“I am truly humbled by the efforts of our Stony Brook teams — and the efforts of our health care teams here at home,” Nancy Page, Upstate’s chief nursing officer, said in a statement. “The teams, wherever they are caring for patients, most certainly define ‘Upstate Strong.’ ”
Stony Brook University Hospital has been a “key facility” in the treatment of COVID patients on Long Island, Upstate said.
“We know Stony Brook needs support for its nurses and other professionals and we are proud to be able to send teams of our talented staff to our sister hospital,” Dr. Robert Corona, CEO of Upstate University Hospital, added.
The first team from Upstate left for Stony Brook April 9 and included 22 nurses. The second wave of Upstate staffers departed for Stony Brook April 21. That group of 20 included nurses, pharmacists, pharmacy techs, and respiratory therapists.
With this latest group of 13, Upstate has now sent 55 employees to assist another SUNY campus in COVID-19 patient care.
When Upstate asked for volunteers to help at Stony Brook, “many” raised their hands, according to Page.
Emery House, one of the first nurses to head to Stony Brook, said the experience was “beneficial for all.”
“For us it wasn’t a matter of why go there, but why not. We found this to be a mutual beneficial situation for the staff at Stony Brook as well as us,” House said in a Health Link on Air podcast. “We knew they were in pretty desperate need for help and it was certainly not going to hurt us to go and learn more about this disease.”
House said she was “grateful” for all the support and well wishes from both Stony Brook personnel and Upstate staff related to her visit downstate.

State orders health plans to provide cash-flow relief for hospitals during pandemic
“Hospitals continue to be on the front lines during this state of emergency and are stretched financially and administratively,” Linda Lacewell, DFS superintendent, said in a statement. “This directive will help provide much-needed cash flow to hospitals at a critical time in our fight against COVID-19.” The letter orders New York-regulated health insurers to “immediately”
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“Hospitals continue to be on the front lines during this state of emergency and are stretched financially and administratively,” Linda Lacewell, DFS superintendent, said in a statement. “This directive will help provide much-needed cash flow to hospitals at a critical time in our fight against COVID-19.”
The letter orders New York-regulated health insurers to “immediately” process for payment outstanding hospital claims.
In addition, in collaboration with DFS, the insurers should work with hospitals in their networks to provide additional financial assistance “if needed and feasible,” focusing on “community, rural, and safety-net hospitals.”
DFS also directs health insurers to suspend preauthorization requirements for all services performed at hospitals, including lab work and radiology, until June 18 of this year, and not conduct retrospective reviews of hospital claims until June 18, “subject to limited exceptions.”
The department also orders insurers to not make medical-necessity denials related to emergency-department and inpatient hospital treatment for COVID-19.
“This directive will ease the financial burdens facing many hospitals throughout the state, especially community, rural, and safety-net hospitals, as they struggle to respond to the COVID-19 pandemic,” Dr. Howard Zucker, commissioner of the New York State Department of Health, said. “Hospitals are on the frontlines in the battle against COVID-19. This directive will help ensure they have the resources they need to continue to fight.”
“Severe financial stress”
Many hospitals are under “severe financial stress” due to the suspension of elective surgical procedures and increased costs resulting from COVID-19, DFS said.
During this “time of emergency, it is in the public interest for all stakeholders” to support hospitals, “particularly community, rural, and safety-net hospitals,” to ensure that patients continue to get the care that they need. “Recognizing the importance” of protecting the public and of maintaining the financial stability of hospitals, the health-insurance industry has “stepped up and worked closely with DFS to provide necessary relief” to hospitals during this crisis.
DFS worked with the Healthcare Association of New York State (HANYS), Greater New York Hospital Association (GNYHA), New York Health Plan Association (NYHPA), and the New York State Conference of Blue Cross and Blue Shield Plans (NYSCOP), the department said.
“We appreciate DFS taking this strong action to eliminate administrative barriers to care for all hospital-based treatment during this crisis. Furthermore, requiring plans to infuse cash through expedited payment of monies owed and to work with hospitals to provide additional financial assistance is the right thing to do, and an important step toward hospitals being able to continue providing care during this crisis,” Bea Grause, president of HANYS, said.

CenterState CEO, KeyBank announce $150K small business emergency relief grant program
SYRACUSE, N.Y. — CenterState CEO on Friday announced a $150,000 small-business stabilization fund from which grants are available for “under-resourced” small businesses affected by COVID-19

Utica announces first round of economic-stimulus loans
UTICA, N.Y. — Utica Mayor Robert Palmieri on Thursday announced the first round of loans for local businesses that applied for the city’s economic-stimulus loan

Montgomery to start as SUNY Poly chief diversity officer on July 1
MARCY — The man who currently serves as dean of the School of Public and Human Services at Mohawk Valley Community College (MVCC) has accepted a new role at a neighboring school. SUNY Polytechnic Institute (SUNY Poly) on April 16 announced it has appointed Mark Montgomery as its chief diversity officer. At SUNY Poly, he
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MARCY — The man who currently serves as dean of the School of Public and Human Services at Mohawk Valley Community College (MVCC) has accepted a new role at a neighboring school.
SUNY Polytechnic Institute (SUNY Poly) on April 16 announced it has appointed Mark Montgomery as its chief diversity officer.
At SUNY Poly, he will work to “deploy strategic and sustained approaches to further advance a culture of diversity, equity, and inclusion for the institution’s students, faculty, and staff,” the university said.
Montgomery is scheduled to join SUNY Poly on July 1, in advance of the class of 2024’s orientation.
“I am thrilled to welcome Dr. Montgomery to SUNY Polytechnic Institute. He brings true depth of knowledge in the areas of diversity, equity, inclusion, student success, and retention, and we are looking forward to his leadership and efforts to further enhance our culture so that everyone, no matter their background, feels safe, valued, uplifted, and welcome on our campuses,” Grace Wang, interim president of SUNY Poly, said in a statement.
A “D” student
A native of the Oneida County hamlet of Bridgewater, Montgomery says he “isn’t shy” about sharing how he graduated a “D” student from Mt. Markham Senior High School and ranked 112th of 126 students in his class. Montgomery faced financial, health, and speech difficulties.
Poised to overcome his obstacles after graduating from high school, he earned his associate degree in human services from MVCC, where he received awards for academic excellence.
In 2000, he received a bachelor’s degree in psychology from SUNY Poly. Montgomery continued his education at the University of New England in Biddeford, Maine, where he earned a master’s degree in education with a focus in academic motivation, specifically related to inmates. Montgomery received his Ph.D. in education in February 2014, focusing on how systemic influences impact student motivation and performance.
In 2015, Montgomery began providing workshops in elementary schools and high schools to train teachers, administrators, and others to motivate students across cultural lines. He was nominated for the SUNY Chancellor’s Award in 2009 for excellence in service, and in 2015 received the Outstanding Community Service Award from Mohawk Valley Frontiers.
New York Enacts Paid Sick-Leave Law
The budget bill signed by Gov. Andrew Cuomo on April 3, includes an amendment to the Labor Law that requires New York employers to provide sick leave to employees. The legislation becomes effective 180 days after it was enacted, which appears to be Sept. 30, 2020. The amount of sick leave an employer is required to
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The budget bill signed by Gov. Andrew Cuomo on April 3, includes an amendment to the Labor Law that requires New York employers to provide sick leave to employees. The legislation becomes effective 180 days after it was enacted, which appears to be Sept. 30, 2020.
The amount of sick leave an employer is required to provide and whether the sick leave is to be paid or unpaid depends on the size and net income of the employer:
– Employers with 4 or fewer employees and a net income of $1 million or less in the prior tax year must provide employees with up to 40 hours of unpaid sick leave in each calendar year;
– Employers with 4 or fewer employees and a net income of greater than $1 million in the prior tax year must provide employees with up to 40 hours of paid sick leave in each calendar year;
– Employers with between 5 and 99 employees must provide up to 40 hours of paid sick leave in each calendar year; and
– Employers with 100 or more employees must provide up to 56 hours of paid sick leave in each calendar year.
The number of employees that an employer has is determined on a calendar-year basis, which for this limited purpose means the 12-month period from Jan. 1 to Dec. 31. For all other purposes under the statute (such as, for instance, the accrual or granting of sick leave), a calendar year means either the 12-month period from Jan. 1 to Dec. 31 or a regular and consecutive 12-month period as determined by the employer.
Employees accrue leave at a rate of not less than 1 hour for every 30 hours worked. If an employer decides to provide its employees with the total amount of sick leave required at the beginning of the calendar year, the employer cannot reduce the amount of sick leave provided based on the number of hours actually worked by an employee during the year. Employees begin to accrue paid sick leave when the law goes into effect or upon the employee’s date of hire, whichever is later. Although employees may begin accruing leave prior to Jan. 1, 2021, employers are not required to begin to allow employees to take sick leave under the statute until Jan. 1, 2021.
Employers may set a reasonable minimum increment for the use of sick leave, but it may not exceed 4 hours. Unused sick leave may be carried over by employees to the following calendar year, but employers with fewer than 100 employees may limit the use of sick leave to 40 hours per calendar year, and employers with 100 or more employees may limit the use of sick leave to 56 hours per calendar year. Employers are not required to pay employees for unused sick leave upon separation from employment.
Sick leave may be taken:
– For a mental or physical illness, injury, or health condition of an employee or an employee’s family member, regardless of whether the illness, injury, or condition has been diagnosed or requires medical care at the time that leave is requested;
– For the diagnosis, care, or treatment of a mental or physical illness, injury, or health condition of an employee or an employee’s family member, or for preventive care for an employee or an employee’s family member; and
– For an absence from work for the following reasons related to an employee or an employee’s family member being the victim of domestic violence, a family offense, a sexual offense, stalking, or human trafficking:
• To obtain services from a domestic-violence shelter, rape-crisis center, or other services program;
• To participate in safety planning, to temporarily or permanently relocate, or to take other actions to increase the safety of an employee and/or an employee’s family member;
• To meet with an attorney or other social-services provider in relation to a criminal or civil proceeding;
• To file a complaint or domestic incident report with law enforcement;
• To meet with the district attorney’s office; or
• To take any other actions necessary to ensure the health or safety of an employee or an employee’s family member, or to protect those who associate or work with the employee.
Under the law, the term “family member” means an employee’s child, spouse, domestic partner, parent, sibling, grandchild, grandparent, and the child or parent of the employee’s spouse or domestic partner. Employers may not require an employee to disclose confidential information relating to the reason for the use of sick leave. The law also protects employees from retaliation for using sick leave and requires employers to restore an employee returning from sick leave to the same position, with the same pay and other terms and conditions of employment.
Any employer that has adopted a sick-leave policy or paid time-off policy that provides employees with an amount of leave that meets or exceeds the amount required by the statute and satisfies the accrual, carryover, and use requirements of the statute is not obligated to provide any additional sick leave under the statute. Employers that enter into a collective-bargaining agreement on or after the effective date of the law that provides comparable benefits to employees in the form of leave, compensation, other benefits, or some combination thereof are also not required to provide additional sick-leave benefits, as long as the agreement specifically acknowledges the requirements of this law.
Notably, the statute requires that any paid sick leave be compensated at an employee’s “regular rate of pay” or the applicable minimum wage, whichever is greater. It is not clear from the statute whether the term “regular rate” will be interpreted in the same manner as the term is defined under the Fair Labor Standards Act. If it is, employers may be required to include certain forms of compensation in the sick-leave payments other than just the employee’s base hourly wage, such as commissions or non-discretionary bonuses. Prior to the effective date of the law, the state commissioner of labor will likely issue regulations and other interpretive guidance, which may shed some light on this issue.
Employers should review their paid-time-off and sick-leave policies at this point to determine how, if at all, they may need to be revised to comply with the new law. However, before finalizing policies and communicating them to employees, it may be worthwhile to wait for the issuance of regulations and guidance from the Department of Labor.
Nicholas P. Jacobson is an associate attorney in the Labor & Employment practice of Bond, Schoeneck & King PLLC in Syracuse. This viewpoint article is drawn from an April 16 post on the firm’s New York Labor and Employment Law Report blog. Contact him at njacobson@bsk.com
Is Your Company’s Bench Deep Enough During Difficult Times?
In the uncertain times that COVID-19 produced, business leaders were forced to face the fact that employees might not be available every day to do their jobs. That is either because of their own health concerns or because they were scrambling to make child-care arrangements because of school closings. And, as the economy takes a
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In the uncertain times that COVID-19 produced, business leaders were forced to face the fact that employees might not be available every day to do their jobs. That is either because of their own health concerns or because they were scrambling to make child-care arrangements because of school closings.
And, as the economy takes a hit, some businesses may need to downsize, leaving the remaining workers to take on duties they are unprepared for and weren’t hired to carry out.
That’s one reason why it’s always a good idea to cross-train employees, allowing someone else to step in when circumstances necessitate it.
Ultimately, you want everyone who works for you to broaden their knowledge and expand the scope of what they normally do. The result is a more efficient and productive workplace.
In [my] younger days, [I] was an Army Ranger, where the need to cross-train was inescapable. If you are on a critical military mission and someone goes down, another Ranger needs to take over that person’s duties. Otherwise, the mission would be scrapped.
The average business day may not be as severely distressing as a military mission, but just as in the military, cross-training comes with benefits. It prevents mistakes. It improves accuracy. It saves time. It saves money.
And each additional duty an employee can take on during uncertain times could make the difference on whether a project or order is completed on time, and whether missed deadlines leave customers unhappy, costing the business money — or even leading to it going out of business.
Some business leaders may say they just can’t work in the time for cross-training because they and their employees are too busy. They probably are busy, but it needs to be a priority and they need to figure out a way to find the time. We’re probably seeing right now just how important it can be.
Here are a few suggestions for working cross-training in to harried schedules:
• Make use of downtime. Few people are busy every minute, so take advantage of any downtime to slip in cross-training. That way no one is just sitting around waiting for the next project.
• Schedule time. I’m skeptical when people tell me they don’t have any downtime, but let’s assume that’s so. Then I recommend you set aside time specifically dedicated to cross-training. It’s that important. Figure out who you need to cross-train, and find the areas of your business where cross-training will pay off the most.
• Implement “lunch-and-learns.” Nearly everyone eats lunch or takes a break at mid-day, and that’s a great time to set up some lunch-and-learn times when someone in the company can teach others about what they do.
An added bonus to cross-training is people who don’t normally interact are brought together and develop a better appreciation for what others do. That helps to create an even greater sense of team throughout the organization, which is especially important during difficult times like these when everyone needs to pull together.
Bill Higgs is author of “Culture Code Champions: 7 Steps to Scale & Succeed in Your Business” (www.culturecodechampions.com/training). He trains companies on how to improve their bottom line by improving their culture, and recently launched the “Culture Code Champions” podcast.
How To Draw On The Power of Perseverance During COVID-19
People’s ability to keep up their spirits is being put to the test during the COVID-19 pandemic. Health concerns, job worries, and disruptions to day-to-day
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