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7 Secret Weapons for Entrepreneurial Success
Rarely do entrepreneurs launch businesses without intending to succeed. Starting a business is more than “just business.” It’s personal, too. As business owners, we often look at our company’s ascent to profitability and popularity as a direct reflection of our own worth. There’s a lot at stake, and entrepreneurs need to build an arsenal of […]
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Rarely do entrepreneurs launch businesses without intending to succeed. Starting a business is more than “just business.” It’s personal, too. As business owners, we often look at our company’s ascent to profitability and popularity as a direct reflection of our own worth. There’s a lot at stake, and entrepreneurs need to build an arsenal of techniques to fight adversity and overcome the challenges that stand in the way of their success.
To help you in your uphill battle, here are seven tactics (secret weapons for entrepreneurial success) that work:
1. Stay centered by upholding your core values. Your company’s core values are the heart of your business, and you should use them as guideposts to keep you on the right path. Sometimes, potential customers or existing clients might request you to change your processes or provide services in a way that does not align with your core values. Altering your M.O. for one customer, unless there’s a very distinct advantage in doing so, could have a snowball effect. Ultimately, it could diminish your productivity and detract from your ability to serve other customers effectively.
And usually customers that ask you to compromise your values are generally not the right customers for your business. So, stay true to your core values under all circumstances.
“When your values are clear to you, making decisions becomes easier.” — Roy E. Disney
2. Spend time “on” not just “in” your business. Many business owners get so wrapped up in doing the work — i.e., “working in” their business — that they neglect “working on” their business. That’s unfortunate because planning is integral to business success.
Have a game plan for strategizing goals and objectives for your business. Make planning a priority. Start small to make it manageable, setting aside as little as 15-20 uninterrupted minutes each day or a few days each week for planning. Set up a support network of business peers that will be willing to serve as a sounding board for your ideas. Finally, enlist the help of a business coach or mentor for guidance and feedback.
“Leaders establish the vision for the future and set the strategy for getting there.” — John P. Kotter
3. Exercise patience and persistence when landing those “big fish.” You cannot force trust. Sometimes it can require months — or even longer — of relationship-building to acquire major clients with large-scale revenue possibilities.
Let’s talk social media for example. Many prospects need a great deal of time and information before they decide to entrust others with managing their social-media channels. Often, there are multiple levels of vetting and approval before contractual decisions are made. Although it would be great to see sales cycles much shorter, it’s understandable about the care some organizations take in choosing a partner that will represent their brand on the very visible social-media front.
Of course, merely waiting won’t turn ideal prospects into ideal customers. You need to put your best foot forward from the start and follow through. Put in the effort to understand prospects’ needs. Respond to questions quickly and thoroughly. Identify and address objections or concerns promptly. Finally, don’t leave a meeting, conference call, or email conversation without establishing a follow-up plan.
“Patience, persistence and perspiration make an unbeatable combination for success.” — Napoleon Hill
4. Put laser focus on running your own race rather than dwelling on where your competition is placing. Awareness of your competition is healthy, but don’t let it distract you from developing your business and delivering excellence to your customers. Your company has unique qualities and strengths, and nurturing those characteristics will serve your brand better than trying to emulate a competitor.
“Be yourself because an original is worth more than just a copy.” — Suzy Kassem, Rise Up and Salute the Sun
5. Create content that continually builds your brand reputation. Content doesn’t have to “go viral” to benefit your business. However, it does need to be relevant and deliver something of value to your audience. If you create quality content consistently and share it through your blog, social-media channels, and email, over time you will see sustainable results.
According to Demand Metric, “Content marketing generates approximately three times as many leads as traditional marketing and costs 62 percent less.” Invest in producing and distributing content; it pays off.
Years of consistent blogging have grown my business in ways I never thought possible. In fact, four of our five top clients found us because of my company’s blog.
“Getting an audience is hard. Sustaining an audience is hard. It demands a consistency of thought, of purpose, and of action over a long period of time.” — Bruce Springsteen
6. Set clear expectations to facilitate desired results. Without a clear definition of desired outcomes, how can you know if your business’ efforts are meeting your customers’ needs? Without that clarity, how can you determine the strategies and tactics you must use?
You can’t. That’s why, from the very start, it’s crucial to establish expectations regarding what your company’s responsibilities are, what your client’s responsibilities are, and what results will be considered successful outcomes
Besides getting initial understanding and buy-in from your customers, also revisit expectations often to reinforce them and make adjustments when needed.
“If you align expectations with reality, you will never be disappointed.” — Terrell Owens
7. Accept that there are no shortcuts. Success requires sweat. We live in a magic-pill society. We want results, and we want them now.
Many business owners believe there exists some sure-fire formula for succeeding and others who expect they can become multi-millionaires by working just four hours a day.
That’s not realistic, and it’s a dangerous mindset. While there are best business practices that may universally apply to most startups, there is no one-size-fits-all plan to ensure success. Moreover, most have never met a successful entrepreneur who only worked half days while launching a company.
If you want a profitable business, you need to work for it. There will be long hours, sweat, and tears.
“Success isn’t always about greatness. It’s about consistency. Consistent hard work leads to success. Greatness will come.” — Dwayne Johnson
Rachel Strella is founder of Strella Social Media (www.strellasocialmedia.com), a social-media management company serving dozens of clients nationally. She is a regular contributor to “Small Business Trends” and “Social Media Today” and has been featured in Forbes, ABWA Magazine, PR Daily, SmallBizDaily, Business Insanity Radio, and other major publications.

Oswego Health to use $250K Pathfinder donation for “important initiative”
OSWEGO — Oswego–based Pathfinder Bank recently donated $250,000 to the Oswego Health Foundation. Oswego Health said in a Sept. 6 news release that it plans to use Pathfinder’s donation to support one of its “important health-care initiatives,” which it will announce “in the near future.” “Pathfinder Bank recognizes the impact that Oswego Health has on
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OSWEGO — Oswego–based Pathfinder Bank recently donated $250,000 to the Oswego Health Foundation.
Oswego Health said in a Sept. 6 news release that it plans to use Pathfinder’s donation to support one of its “important health-care initiatives,” which it will announce “in the near future.”
“Pathfinder Bank recognizes the impact that Oswego Health has on our community, including its commitment to continuously invest in ways to improve health and wellness for all residents,” Thomas Schneider, president & CEO of Pathfinder Bank, said in the release. “Our healthcare infrastructure is a basic foundation for economic development in Oswego County. We are pleased to assist Oswego Health with funding major projects and initiatives that will continue to provide accessible and high quality care to best serve our community.”
“Oswego Health is most appreciative of Pathfinder’s gift,” Michael Harlovic, president and CEO of Oswego Health, said. “Tom, his board and bank employees, recognize the significance of ensuring exceptional local health-care services. Thanks to Pathfinder’s support, Oswego Health can continue to invest in new facilities and services, such as our new Behavioral Health Services location on Cayuga Street in Oswego, and our plans to completely upgrade Oswego Hospital’s third and fourth floors to offer private patient rooms, as well as other enhancements. In addition to these projects, this year we have updated many of our public areas and we are currently in the midst of an emergency-department renovation project. Pathfinder’s substantial gift and the health system’s own sound financial management will allow these projects to continue.”
Pathfinder Bank currently has eight full-service branches in Oswego and Onondaga Counties. The bank is a wholly owned subsidiary of Pathfinder Bancorp, Inc. (NASDAQ: PBHC).
Oswego Health is a nonprofit health-care system that includes Oswego Hospital, a 164-bed community hospital providing acute medical, emergency, surgical, maternity and behavioral health care. The health system employs more than 1,200 people, with about 85 percent of its staff residing in Oswego County.
It also operates outpatient centers located throughout Oswego County, including the Fulton Medical Center, offering urgent care, lab, medical imaging, physical therapy and occupational health services; and the Central Square Medical Center, offering urgent care, lab, medical imaging and physical therapy services.
Additionally, the health system operates The Manor at Seneca Hill, a skilled-nursing facility that provides complete rehabilitation services and an adult day health services program; Springside at Seneca Hill, an independent retirement community, and Oswego Health Home Care, a hospital-based certified home health-care agency in Oswego County.
Oswego Health also includes the Oswego Health captive professional corporation, Physician Care P.C., providing physician services in orthopedics, cardiology, otolaryngology (ear, nose and throat), general surgery, bariatrics and primary care.
Outmigration is Draining New York’s Valuable Human Resources
Student enrollment in public schools in New York state is down to nearly its lowest point in close to 30 years. The reason for the drastic drop shouldn’t come as a surprise to anyone living through our state’s appalling economic conditions — people are fleeing in droves to escape sky-high taxes and the cost of
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Student enrollment in public schools in New York state is down to nearly its lowest point in close to 30 years. The reason for the drastic drop shouldn’t come as a surprise to anyone living through our state’s appalling economic conditions — people are fleeing in droves to escape sky-high taxes and the cost of living. Further compounding this unfortunate reality, education costs in the state continue to rise.
For those of us still here, the shrinking population yields enormous fiscal pressure. Losing taxpayers is a problem unto itself, but the ripple effect of the state’s abysmal rankings is forcing our future business leaders, public servants, and entrepreneurs elsewhere. This fact is especially troublesome. New York state’s greatest asset is its youngest residents; they are our future engineers, construction workers, teachers, innovators, and lawmakers. And they’re leaving.
New York has experienced a 10 percent decrease in school enrollment since 2000, while national enrollment during that same span has risen 7 percent, according to a report from the Empire Center. In the last decade, only 100 of the state’s nearly 700 school districts have experienced net enrollment growth. As is often the case, Upstate suffered the greatest blow.
Legislative solutions could stop the bleeding
The Assembly Minority Conference has presented proposal after proposal to make living in New York easier. However, our calls have fallen on deaf ears as other states are welcoming our disenchanted taxpayers and their families.
Reducing spending, cutting taxes, and providing mandate relief are but a few ways our conference has suggested we address this spiraling problem. We have proposed bills A.5942-A and A.9901 to help promote true economic growth and alleviate the tax and mandate burdens crushing New Yorkers in communities across the state. And yet, the Assembly Majority Conference and Gov. Andrew Cuomo have done next to nothing to bring about real reform.
This problem will not go away on its own. We are trending in the wrong direction and there is no end in sight. We need legislative solutions, now, to fix this problem before it gets any worse. Its effects are impacting every facet of our communities, with a dwindling student population being no exception. I call upon the Assembly Majority and the governor to start taking action to move this state in a positive direction; they can no longer continue to allow New York’s population to erode.
Brian M. Kolb (R,I,C–Canandaigua), a former small-business owner, is the New York Assembly Minority Leader and represents the 131st Assembly District, which encompasses all of Ontario County and parts of Seneca County. Contact him at kolbb@nyassembly.gov
Businesses Should Stick to Business, Stay Out of Politics
Suppose you run a small business, maybe a diner, or a shop, or a repair service. And suppose you hold strong political and social views. You hate this candidate and love his opponent. You hate — or love — gun laws. You love — or hate — Planned Parenthood. You think climate-change deniers are idiots —
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Suppose you run a small business, maybe a diner, or a shop, or a repair service.
And suppose you hold strong political and social views. You hate this candidate and love his opponent. You hate — or love — gun laws. You love — or hate — Planned Parenthood. You think climate-change deniers are idiots — or heroes.
Question: Does it make business sense for you to ram your views down your customers’ throats?
This question is pertinent today. For large businesses it certainly is. Nike chooses to feature a rebel from the NFL in its ads. The guy who started the circus of kneeling during the national anthem.
Starbucks waded into the political and social fray. Certainly big media have also done so. Not just in their opinion pages and segments, but also their news coverage. The New York Times proclaimed that slanting its news was just fine in the last election campaign. Hundreds of newspapers have proclaimed, together, they are part of the political opposition to our current president.
Social-media companies inflict their political and social biases on customers. By skewing their search engines. (This morning I Googled a controversial subject that has dominated the news lately. Every article it served up was on the left side of the fence. I gave up after about 50 articles.)
Many publicly traded companies declare their political allegiances. They openly send big contributions to candidates who share their views. This is different than lobbying for laws that will favor them. This is virtually campaigning for a party or candidates.
Does this make good business sense? After all, the companies’ politicking will probably alienate a lot of their customers — or keep people from becoming such. Suddenly, many folks will never buy a Nike product again. Many already boycott companies that boast of views they cannot stomach. Remember the Chick-fil-A brouhaha? Remember how ratings have fallen for the Academy Awards gala?
You would think the guys who run the big companies have thought these policies through. I wonder if they have. Especially when it comes to shareholders. Many companies have angered millions of shareholders. The shareholders are saying, “Stick to business. Conduct your politics outside of this business. Instead of using our money to express your views.”
Big media companies have not thought this through. Not in the business sense. The older major networks took strong political stances on the left — in news and opinion segments. They catered to roughly half the American news-viewing market. This left huge opportunities in the other half of the market. Rupert Murdoch could hardly believe his eyes. He ordered his Fox News to step in and take advantage. This left several networks fighting each other for mere slices of the other half.
This was and is strange behavior by these companies. Their executives would not do this with products like toothpaste and cars. They would not ignore half a market that has no competitors — in favor of a half that is crowded with competitors.
Traditional marketers do not distinguish customers as left or right, Democrat or Republican. They reckon customers are customers. Their receipts do not show for whom people voted. They don’t segregate their bank accounts into left, right, and center money.
But maybe traditional marketing is out of vogue. If so, does the new marketing make good business sense? Thus far, it has not worked well for the NFL.
How would it come down in your favorite supermarket? Suppose it draped big political banners in all the aisles — Vote for Candidate A.
Would you frequent the restaurant that served up political brochures with its burgers? If you disagreed with the brochures, that is.
Call me a traditionalist. Views are views. Opinions are opinions. Free speech is free speech. And most business ought to be business. But what do I know?
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 and read more of his writing at tomasinmorgan.com.
HOLT Architects has hired seven new employees for its health care, higher education, and housing design teams. BRIGITTE ROTKER, a project designer, joins HOLT with more than 15 years of international design and project-management experience from her practice in Venezuela, Switzerland, and Spain. Previously a junior partner at a firm in Barcelona, she holds a
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HOLT Architects has hired seven new employees for its health care, higher education, and housing design teams. BRIGITTE ROTKER, a project designer, joins HOLT with more than 15 years of international design and project-management experience from her practice in Venezuela, Switzerland, and Spain. Previously a junior partner at a firm in Barcelona, she holds a master’s degree of architecture from the Polytechnic University of Catalonia UPC. LACEY BOLTON, a project manager and designer, has 12 years of health-care experience. Her portfolio includes numerous hospital and medical university projects throughout New York. Bolton holds a bachelor’s degree of architecture from the Syracuse University School of Architecture. JUSTIN HICKS, a project designer, has more than 10 years of international design experience from his tenure at firms in Chicago and Washington, D.C. He holds a bachelor’s degree in architecture from the Virginia Tech College of Architecture and Urban Studies. CAROL HONG, an interior architect and project manager, has 15 years of housing and commercial-design experience. She has spent her career working in New York City, San Francisco, and Shanghai, and holds a master’s degree in infrastructure planning, a master’s degree of architecture from the New Jersey Institute of Technology, and a BFA in interior design from the New York School of Interior Design. CHARLOTTE GUYON, project designer, brings eight years of international experience, most recently from Paris, France. Her focus includes housing, education, and commercial work. Guyon holds a master’s degree in architecture from the Brittany National School of Architecture in Rennes, France. MONICA GNYP joins HOLT as a project designer with more than 10 years of experience with educational, municipal, and historic projects. Her work encompasses projects in the local Central New York market, as well as urban jobs completed while working in Boston, Massachusetts. ABBEY WOODS, an architect, joins from Colorado where she has spent the past four years working in housing, higher education, and hospitality. She earned a master’s degree in architecture from the University of Oregon and a bachelor’s degree in environmental design from the University of Colorado.
Loretto recently hired DIANE ZENI DEFERRANTE, M.D., as the medical director of skilled nursing for all three skilled-nursing facilities — Loretto Health & Rehabilitation, The Commons on St. Anthony, and The Nottingham RHCF. She comes to Loretto from Crouse Hospital where she specialized in palliative care. Deferrante held previous positions at Cortland Regional Medical Center,
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Loretto recently hired DIANE ZENI DEFERRANTE, M.D., as the medical director of skilled nursing for all three skilled-nursing facilities — Loretto Health & Rehabilitation, The Commons on St. Anthony, and The Nottingham RHCF. She comes to Loretto from Crouse Hospital where she specialized in palliative care. Deferrante held previous positions at Cortland Regional Medical Center, Hospicare and Southern California Permanente Medical Group, among others. She received her doctor-of-medicine degree from Tufts University, and also holds a bachelor’s degree in psychology from the University of California, San Diego.
PATRICIA VAIL DELLONTE has been hired as director of development for marketing and the Foundation at Loretto. She has more than 30 years of experience in government affairs and comes to Loretto after working as the district director for the Office of U.S. Representative John Katko. Dellonte held previous positions at the Office of U.S. Representative Richard Hanna, Welch Allyn, U.S. House of Representatives, and the White House, among other government offices. She holds a bachelor’s degree in science in organizational management from Keuka College.
DANIEL MORPHET has been hired as the administrator at The Commons on St. Anthony in Auburn. He has more than 20 years of experience working in health care as an administrator, VP, and a consulting administrator. Morphet comes to Loretto after working as an administrator at the Fulton Center for Rehabilitation and Healthcare. He has held previous positions at LeRoy Village Green, Eastside Nursing Home, The Greens of LeRoy Independent Living, and Crest Manor Living and Rehabilitation Center. Morphet holds a bachelor’s degree in business administration and health care administration from Alfred University, as well as being a New York State-licensed, nursing-home administrator.
SCOTT R. PROUDFOOT has joined the Perry & Carroll, Inc. Insurance Agency as CFO and secretary/treasurer. He previously spent 22 years with Streeter Associates, Inc., a general contracting/construction management company. Proudfoot is a licensed certified public accountant and a licensed property & casualty broker in New York state.
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SCOTT R. PROUDFOOT has joined the Perry & Carroll, Inc. Insurance Agency as CFO and secretary/treasurer. He previously spent 22 years with Streeter Associates, Inc., a general contracting/construction management company. Proudfoot is a licensed certified public accountant and a licensed property & casualty broker in New York state.
Massage Envy of Rochester / Syracuse has recently hired SAVANNAH GIBBS as a wellness consultant in its Clay location.
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Massage Envy of Rochester / Syracuse has recently hired SAVANNAH GIBBS as a wellness consultant in its Clay location.
Medical Management Resources, Inc.
Medical Management Resources, Inc. (MMRI) has promoted MATTHEW FULLER to information-systems manager. He has been with MMRI for 21 years. MMRI also promoted KIMBERLY LIDDYCOAT to multi-specialty department manager. She been with the company since 2015. MMRI also recently promoted the following employees: CHASITY MELNICK, NICOLE POLCARO (multi-specialty department), NISA KING, CARRIE LANPHERE, and KRISTA
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Medical Management Resources, Inc. (MMRI) has promoted MATTHEW FULLER to information-systems manager. He has been with MMRI for 21 years. MMRI also promoted KIMBERLY LIDDYCOAT to multi-specialty department manager. She been with the company since 2015. MMRI also recently promoted the following employees: CHASITY MELNICK, NICOLE POLCARO (multi-specialty department), NISA KING, CARRIE LANPHERE, and KRISTA SPADARO (radiology department) rose to group leaders from reimbursement specialists in their respective departments.
Hezel Associates, LLC, has promoted TASHERA BOLDS, Ph.D. to the position of research associate. She is a past Syracuse University STEM fellow, primarily focusing on educational and career pathways for under-represented populations. Most recently, she investigated high school students’ STEM career development. Currently, Bolds also serves as an adjunct instructor at Syracuse University. She holds
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Hezel Associates, LLC, has promoted TASHERA BOLDS, Ph.D. to the position of research associate. She is a past Syracuse University STEM fellow, primarily focusing on educational and career pathways for under-represented populations. Most recently, she investigated high school students’ STEM career development. Currently, Bolds also serves as an adjunct instructor at Syracuse University. She holds a Ph.D. in instructional design, development, and evaluation from Syracuse University.
SUZANNE STEWART has been hired as operations manager. She has experience in human resources, payroll, accounting, leadership, and various areas of administration. Previously employed as a business manager at Morehouse, LLC, and human resources business partner at Strathmore Products in Syracuse, Stewart earned her bachelor’s degree in communications from SUNY Brockport.
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