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How Would The Greatest Generation Feel?
President Trump’s recent trip to Britain and Normandy brought north many stark contrasts. Contrasts between the way most people behaved during the WWII years and now. Given the number of years between then and now, there should be differences — of course. But the nature of some of the contrasts ought to give us pause. […]
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President Trump’s recent trip to Britain and Normandy brought north many stark contrasts. Contrasts between the way most people behaved during the WWII years and now.
Given the number of years between then and now, there should be differences — of course. But the nature of some of the contrasts ought to give us pause.
This was not a political trip. Trump brought no armies of officials to negotiate. This was primarily a state-to-state visit. As evidence, we saw the Queen of the United Kingdom sport her tiara and polish off her best dinner silver. Royal family members donned their silly uniforms and fake medals. This is the routine on state-to-state occasions.
Our president was in the UK to underscore the countries’ historic links. He was in Normandy, obviously, to pay tribute to the brave soldiers who stormed its shores 75 years ago — and to say to the world that we do not forget them or forsake their sacrifice.
If you followed the reporting you saw, of course, a handful of the survivors yet alive, shrunken within their old uniforms. You saw film clips of troops wading ashore. You saw bodies strewn by the hundreds on those bloody beaches.
You read accounts of the war, with its horrors and victories. You read and heard again of the unity of purpose that forged a mighty war machine to smash the German armies.
If you study those years, you will know how most Americans and Brits certainly knew who our enemies were. You will know there was widespread patriotism among the people — broadcast wide by a patriotic media. You will know our leaders could depend upon extensive support from their people — despite political differences.
You will also know how welcoming the Brits were of the support from their American cousins.
What contrasts we see today.
Although this was not a political trip, much of America and Britain’s big media carped and flailed at President Trump. His political enemies cried out for his imprisonment — as soon as they could find a crime to justify it. They rattled on about his new hairstyle and Melania’s fashions. They imagined slights from some royals.
Big media focused on the modest demonstrations and Trump blimps in London. As if they were more newsworthy than the purpose of an American president’s visit.
The Mayor of London openly slimed the president, who slimed back. Parliament’s leader of the opposition insulted the president. He joined a public demonstration against the leader of the UK’s best friend. A stupid move. Trump returned the favor by belittling him.
In contrast to the unity of purpose of the war years, today we have tumult. We are vomit-deep in this age of insult. Politicians, celebrities, and the media take every opportunity to degrade Trump and themselves. One of them claimed he was using the events for political purposes. Claimed the rows of crosses of the American dead were mere props. Some scorned the openly proclaimed prayers — called them partisan.
Unity? In utter contrast to the war years, we today have no unity on the most important issues of the day. Such as whether we should or should not have a border.
We cannot agree on whether or not we should protect Israel from annihilation. Or whether or not China is out to severely damage us. Or whether we should quail or do battle against Iran’s quest for nuclear weapons. Or whether or not climate change will destroy us. Or whether it even exists beyond natural change. Proponents try to squelch the mere debate of this.
In this country, celebrities and the media celebrate the banning of the sorts of prayers our leaders once led. They celebrate the flag burnings and insults launched against our founders and the Declaration of Independence and U.S. Constitution they created.
What label will this era earn? The Age of Carping? The Era of Insults? The Years of Disunity? The Contrast Years?
How would the folks who lived during the war years react to the contrasts that have come about? From what they wrote, said, and did in their times; I doubt they would appreciate or applaud them.
From Tom…as in Morgan.
Tom Morgan writes about political, financial, and other subjects from his home in upstate New York. Contact him at tomasinmorgan@yahoo.com, read more of his writing at tomasinmorgan.com, or find him on Facebook.
Compromise is the Essence of Our Democracy
You may not be ready for next year’s presidential and congressional elections, but in political time, they’re coming up fast. Even politicians who aren’t running for president are crafting their stump speeches. Which means that at some point you’re almost certain to hear someone announce, sternly, “I. Will. Not. Compromise.” And if you’re there in the
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You may not be ready for next year’s presidential and congressional elections, but in political time, they’re coming up fast. Even politicians who aren’t running for president are crafting their stump speeches. Which means that at some point you’re almost certain to hear someone announce, sternly, “I. Will. Not. Compromise.” And if you’re there in the crowd and agree with his or her position, you may even join the applause.
That is understandable, but let me tell you why, far from applauding that line, I shy from politicians who use it. In a democracy, being able to compromise — and knowing how — is a core skill for governing. Shouting “No Compromise!” may fire up the crowd, but it’s a recipe for failure when it comes to getting things done in office.
In fact, it was a core skill even before we had our current system. Pretty much every sentence in our Constitution was the product of compromise, crafted by people who felt passionately about the issues they confronted yet found a way to agree on language that would enable the country to function.
It is true that any legislative body needs members who set out the vision — the pure ideological positions — as part of the public dialogue. But if they’re allowed to control or dominate the process, nothing gets done. When pushed, most politicians understand that cooperation and working together to build consensus have to prevail in the end.
So why doesn’t it happen more? Because compromise is not easy, especially on issues of consequence, and especially today, when the country is so deeply divided and polarized. Even the word itself causes disagreement. To someone like me, it’s a way forward. To others, including a lot of voters, it’s a betrayal of principle.
Once you do compromise, you’ve always got the problem of selling the result to others. Sometimes, in fact, you have the problem of selling it to yourself. When I was in office, I often found myself second-guessing my own decisions. Did I give up too much on principle? Was there another path to the same goal without compromising? Maybe I didn’t give enough? Is the compromise that emerged actually workable?
This last is an important question. Any politician seeking to forge common ground with others has to weigh whether people — voters and colleagues outside the meeting room — will be willing to accept or at least tolerate a compromise. I have certainly encountered politicians who have walked out of efforts to reach agreement because they felt they couldn’t sell it. Or, even more common, politicians who support compromise as long as it’s the other side that does all the compromising.
The thing is, politicians never control the political environment in which they’re working. They have to seek the best solution given the cards they have been dealt. They can’t dictate who is on the other side of the negotiating table, or the political climate in their community.
This makes the kind of people you’re dealing with supremely important. As a lawmaker or officeholder seeking to move forward and faced with colleagues who may hold very different views, you need counterparts who know they need to make the system work and are willing to be flexible. In a way, you’re hoping for politicians who take into consideration the broad concerns of the entire population, not just those who support them or voted for them.
In Central Park one day during WWII, Judge Learned Hand told an assembled crowd, “The spirit of liberty is the spirit which is not too sure that it is right; the spirit of liberty is the spirit which seeks to understand the mind of other men and women; the spirit of liberty is the spirit which weighs their interests alongside its own without bias.” That is also the spirit of our representative democracy, and we need politicians who embrace it.
So when Americans complain about Congress not getting anything done, I have limited sympathy. Congress struggles because it has members who don’t know how to compromise, are afraid to, or don’t want to compromise. And those members are there because we sent them there. In other words, we share the blame.
Lee Hamilton is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at the IU School of Global and International Studies, and professor of practice at the IU School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years, representing a district in south central Indiana.

Pinckney Hugo Group has hired SUZANNE RICE as a digital media strategist, and MCKENZIE CRAMER as an assistant account manager. Rice previously worked in digital marketing at Bankers Healthcare Group and Advance Media New York. She is a Google qualified individual with certifications in Google ads, search advertising, and Google Analytics IQ. Rice has a
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Pinckney Hugo Group has hired SUZANNE RICE as a digital media strategist, and MCKENZIE CRAMER as an assistant account manager.
Rice previously worked in digital marketing at Bankers Healthcare Group and Advance Media New York. She is a Google qualified individual with certifications in Google ads, search advertising, and Google Analytics IQ. Rice has a bachelor’s degree in communication and rhetorical studies from Syracuse University.
Cramer previously worked as a product marketing associate at ADI Global Distribution in Melville. She has a bachelor’s degree in marketing from the Frank G. Zarb School of Business at Hofstra University.

UTIBE OFFIONG has joined Syracuse University as university audit executive. Reporting to the senior VP and chief financial officer and to the university audit committee of the board of trustees, the audit executive provides guidance to Ernst & Young, the university’s co-sourced internal audit partner. Offiong will be responsible for developing and overseeing an effective
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UTIBE OFFIONG has joined Syracuse University as university audit executive. Reporting to the senior VP and chief financial officer and to the university audit committee of the board of trustees, the audit executive provides guidance to Ernst & Young, the university’s co-sourced internal audit partner. Offiong will be responsible for developing and overseeing an effective internal audit program for Syracuse University. She will evaluate and improve the overall effectiveness of the university’s risk management and controls process. Offiong comes to Syracuse from Brown University, where she served as chief university auditor since 2008. At Brown, she was responsible for directing the overall vision for the internal audit function. Prior to Brown, Offiong was director of internal audit at Northeastern University for 14 years. She also has previous experience with the accounting firm, KPMG. Offiong earned an MBA and a bachelor’s degree in business administration from Northeastern University.

CHRISTA LOOMIS has joined Staffworks as a professional division researcher. She will focus on sourcing and screening candidates for clients to fill job vacancies. Loomis previously worked as the manager of group sales and services for Camp-of-the-Woods. She holds a bachelor’s degree from Paul Smith’s College. MEGAN ROWLANDS has joined Staffworks as a talent consultant.
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CHRISTA LOOMIS has joined Staffworks as a professional division researcher. She will focus on sourcing and screening candidates for clients to fill job vacancies. Loomis previously worked as the manager of group sales and services for Camp-of-the-Woods. She holds a bachelor’s degree from Paul Smith’s College.
MEGAN ROWLANDS has joined Staffworks as a talent consultant. In this post, she will identify and work with qualified job candidates and present them to clients with matching needs. Rowlands previously worked as an executive assistant for M. Griffith Investment Services. She holds a master’s degree from Syracuse University and a bachelor’s degree from Boston College.
JOHN STRZEPEK has come aboard Staffworks as a professional division recruiter. He will partner with company executives, HR, and client service managers to help clients meet their short and long-term hiring goals. Strzepek has more than 35 years of experience in customer, operational, financial, human resources, and delivery service work. He previously was the postmaster for the U.S. Postal Service Albany District for 36 years.
The New York Independent System Operator (NYISO) board of directors has appointed RICHARD J. DEWEY, formerly executive VP, as its new president and CEO, effective June 1. He replaced ROBERT E. FERNANDEZ who has served as interim president and CEO since October 2018. Fernandez will become executive VP, general counsel, and chief compliance officer under
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The New York Independent System Operator (NYISO) board of directors has appointed RICHARD J. DEWEY, formerly executive VP, as its new president and CEO, effective June 1. He replaced ROBERT E. FERNANDEZ who has served as interim president and CEO since October 2018. Fernandez will become executive VP, general counsel, and chief compliance officer under management changes announced by the board. Prior to serving as the interim president and CEO, Fernandez was the company’s general counsel and chief compliance officer. Dewey is a 19-year veteran of the NYISO and has held several pivotal executive roles. Previously, he spent several years with Husky Injection Molding Systems and the Niagara Mohawk Power Corporation. Dewey earned a bachelor’s degree in electrical and computer engineering from Clarkson University, a master’s degree in computer engineering from Syracuse University, and is a graduate of Harvard Business School’s General Management Program. As part of the management changes, EMILIE NELSON, VP of market operations, has become executive VP, assuming the roles and responsibilities currently led by Dewey. Nelson joined NYISO in 2004 and leads the market operations team with responsibility for the administration of the wholesale electricity markets. She has more than 20 years of experience in the power industry and worked for several years in power generation. Nelson earned a bachelor’s degree in mechanical engineering from Tufts University and an MBA from Pace University.

Bankers Healthcare Group (BHG) has added five new hires to its Syracuse office. ELIZA SHARPE joins as a junior account manager. She previously worked for Empower Federal Credit Union as both a call center representative and lender. NICK MALVASI joins BHG as an account executive. He is a graduate of Ithaca College and previously worked
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Bankers Healthcare Group (BHG) has added five new hires to its Syracuse office.
ELIZA SHARPE joins as a junior account manager. She previously worked for Empower Federal Credit Union as both a call center representative and lender.
NICK MALVASI joins BHG as an account executive. He is a graduate of Ithaca College and previously worked as a broker for Brown & Brown Insurance.
MERSIDA HASANOVIC has come aboard as a credit analyst. She holds a degree in finance from Le Moyne and previously worked at Aspen Dental in various roles.
KATE COLBERG also joined the BHG credit team as a credit production manager. She previously worked in higher in education enrollment, management, and operations for 15 years.
RANDY MISENCIK joined the firm as a compliance risk analyst. Prior to BHG, he worked at M&T Securities, Inc., conducting risk assessments and providing oversight functions to nearly 800 registered branch offices in about 14 states.

BENEDIKT SANDER has been named executive VP of insurance operations at Preferred Mutual Insurance Company. He has more than 20 years of experience in the insurance sector and in consultancy. Sander previously was senior VP for underwriting strategy for national insurance at Liberty Mutual. He also previously served as the senior VP and product manager
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BENEDIKT SANDER has been named executive VP of insurance operations at Preferred Mutual Insurance Company. He has more than 20 years of experience in the insurance sector and in consultancy. Sander previously was senior VP for underwriting strategy for national insurance at Liberty Mutual. He also previously served as the senior VP and product manager for Liberty Mutual’s workers compensation and commercial auto business, as well as VP, agency relationship management for Liberty Mutual’s Agency Corporation. Sander was also a principal in the corporate strategy & research division of Liberty Mutual. Prior to these roles, Sander held a variety of positions for McKinsey & Company. He earned a master’s degree in economic theory from Cambridge University and an international MBA from the University of Chicago’s Graduate School of Business.

HEATHER KUBACKI has joined Research & Marketing Strategies, Inc. (RMS) as graphic designer & marketing coordinator. She will take the lead in managing RMS communications, including newsletters, press releases, web content, brochures, and marketing materials. She also brings proficiency in graphic design and digital marketing. Prior to joining RMS, Kubacki worked as the graphic designer
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HEATHER KUBACKI has joined Research & Marketing Strategies, Inc. (RMS) as graphic designer & marketing coordinator. She will take the lead in managing RMS communications, including newsletters, press releases, web content, brochures, and marketing materials. She also brings proficiency in graphic design and digital marketing. Prior to joining RMS, Kubacki worked as the graphic designer & copywriter at WCNY, the public broadcaster. She earned her bachelor of fine arts degree in visual communications and advertising from Cazenovia College.

STEPHEN BERGONZI has joined the Friends of the Rosamond Gifford Zoo as director of development. He most recently worked as a major gifts officer at Temple University, in the College of Science and Technology, in Philadelphia. Bergonzi has a bachelor’s degree in history from SUNY Brockport and a law degree from Washington University in St.
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STEPHEN BERGONZI has joined the Friends of the Rosamond Gifford Zoo as director of development. He most recently worked as a major gifts officer at Temple University, in the College of Science and Technology, in Philadelphia. Bergonzi has a bachelor’s degree in history from SUNY Brockport and a law degree from Washington University in St. Louis. He is a member of the Association of Fundraising Professionals.
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