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The Values of the Family-Owned Business
Family-owned businesses can excel at generating economic value by creating broad-based value for all stakeholders (not just shareholders). This includes employees, customers, and society in general. According to a PWC report: “Many of today’s most successful family businesses are extending the power of their values to benefiting others — not only their businesses and people, […]
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Family-owned businesses can excel at generating economic value by creating broad-based value for all stakeholders (not just shareholders). This includes employees, customers, and society in general. According to a PWC report: “Many of today’s most successful family businesses are extending the power of their values to benefiting others — not only their businesses and people, but also the communities in which they operate, as well as the projects and philanthropies that fit their personal mission.”
While the family-owned business has its share of challenges, it also maintains some positive qualities that are a match to today’s market, especially in the area of values. In today’s market, individuals are increasingly looking to their job to provide more than just a paycheck; they are looking for the workplace to provide a sense of meaning and purpose that matches their values. Alongside social ventures, family-owned businesses play a significant role in providing this added dimension.
Family-owned businesses tend to have unwritten values that are built-in, not bolted on, and which serve in building culture and behavior that employees can relate to and thrive within. Family business see less turnover — on average a 9 percent turnover vs. 11 percent turnover for non-family businesses. Ultimately, employees who derive meaning from their work are more than three times as likely to stay, report an increase in job satisfaction, and experience increased engagement at work. For the business a commitment to culture and values translates to customer service — take care of your employees and they will take care of your customers.
Two key values reported consistently in family businesses include resilience over performance and community connections. Both have a tie in the creation of wealth, reputation, and employee engagement and retention.
Resilience over performance
As opposed to publicly-owned enterprises which have an average CEO tenure of 6 years, family businesses, on average, have the same CEO for 20 years. While sometimes seen as a potential hindrance to innovation in family-owned businesses, it also translates to the businesses being run with a sense of stewardship and of heritage. The sense of stewardship brings management to build closer relations with employees — creating a sense of loyalty and of purpose.
While there are strong exceptions, a significant number of family-owned businesses place employees ahead of growth and shareholders. Many forgo excess returns during good times to increase the chance of survival during the difficult times. Decisions are made with a look to continuity and long-term considerations of the viability of the business, to future-proof the business. Profitability is a means to the end goal of survival in the long-term.
Community connections
Connections and support of the community provide the family-owned business with benefits outside of economic returns including bolstering reputation. In an E&Y survey, more than half of family businesses engage in community-impact investing, especially as it relates to education. Engaged owners are involved and have a social commitment to the community in which they work and live. For employees, it instills a sense of pride in the business’s contribution to the community and their part in it. This connection to the community increases the life satisfaction of employees and builds resilience.
In the end, while all businesses are guided by values, family-owned businesses have the unique capacity to authentically align with an employee’s desire for meaning in the workplace and create shared value.
Karen Livingston is a New York State certified business advisor at the Onondaga Small Business Development Center, or SBDC. Contact her at livingsk@sunyocc.edu

History from OHA: Mooo…ving Ahead! The Story of Byrne Dairy
In January 1933, Byrne Diary (formerly the Bonnie Dale Dairy Company) was founded by local Syracusan, Matthew V. Byrne. Eighty-five years later, Byrne Diary continues to offer a variety of wholesome dairy products throughout the Northeast. Matthew Byrne located his first processing plant at 306 W. Genesee St. (located kitty corner from the current-day Dinosaur
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In January 1933, Byrne Diary (formerly the Bonnie Dale Dairy Company) was founded by local Syracusan, Matthew V. Byrne. Eighty-five years later, Byrne Diary continues to offer a variety of wholesome dairy products throughout the Northeast.
Matthew Byrne located his first processing plant at 306 W. Genesee St. (located kitty corner from the current-day Dinosaur Bar-B-Que). He constructed this building in 1920 and his first tenants were the Miller Tire Co. (he was a distributor for their tire line) and the Grange Federation League. When he began his dairy venture, Byrne redesigned the “Byrne Square Building”, a flat iron building noted for its ornate trim and terracotta façade, to meet his processing needs. It was bounded on all sides by large plate-glass windows that invited the general public to view the milk being pasteurized and processed. From this location, eight horse-drawn yellow and brown painted wagons distributed the milk daily throughout Syracuse and its environs.

Matthew Byrne turned the day-to-day running of the business over to his three sons — John, William, and C. Vincent — in 1946. The business continued to flourish and, in 1948, the family moved the milk plant to a larger facility located at 240 Oneida St. Milk deliveries were, by then, being made primarily by motorized vehicles, allowing the dairy to deliver its products to a wider audience more efficiently (the last horse was retired in 1952).
Byrne Dairy in 1954 decided to purchase the McMahon Dairy in Central Square. This acquisition made Byrne Dairy the third-largest dairy business in Central New York at the time and allowed the company to expand its presence into the southern portion of Oswego County as well as further facilitate its operations in the North Syracuse, Cicero, and Brewerton areas of Onondaga County. Home deliveries continued until the spring of 1977 when, due primarily to increases in gas prices, they were suspended.
Another milestone occurred in the early 1970s when the company purchased its own bulk milk tanker. Byrne Dairy was then able to pick up the milk directly from dairy farmers in the area under contract with them, thus eliminating the middleman. The company increased the size of its fleet of trucks as business demands increased. Convenience stores offering all of Byrne’s products were first built in the early 1950s, but have since expanded to include the sale of other grocery items, along with gas, in order to appeal to today’s more convenience-minded society. During the late 70s and early 80s, the business expanded to include its own brand of ice cream and butter. To remain competitive in its core business, Byrne Dairy even offered milk in diverse flavors such as strawberry and banana and green milk in celebration of St. Patrick’s Day.
The business enlarged and updated its Oneida Street plant in the late 80s, allowing Byrne Dairy to increase its production by 25 percent. One of Byrne Dairy’s most innovative updates occurred in 2004 when it opened its new manufacturing plant in DeWitt. This plant was devoted to producing the company’s ultra-pasteurized products. Ultra-pasteurization extended the shelf life of dairy products to 140 days. Byrne Dairy is one of only a handful of family-owned and managed dairies to build this type of plant.
Just recently, further investment and expansion resulted in the construction of a 75,000-square-foot facility in Cortlandville. This facility is dedicated primarily to the manufacture of Byrne Hollow Farm yogurt and to promoting agri-tourism. Perhaps as a throwback to its original building, a viewing mezzanine was designed for visitors to watch the manufacturing process. Eighty five years of innovation and dedication permit the company’s slogan “Byrne Diary Milk is Mighty Fine” to continue to ring true today.
Karen Y. Cooney is support services administrator at OHA in Syracuse.
Adios California. Will the Golden State secede or split up?
Many in upstate New York would like a split here, too Many Californians dream their State will secede from the U.S. That dream could become reality. And it might not be a bad idea. The Golden State already behaves as another country. It passes laws that spite the U.S. government. It encourages more illegal immigrants
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Many in upstate New York would like a split here, too
Many Californians dream their State will secede from the U.S. That dream could become reality. And it might not be a bad idea.
The Golden State already behaves as another country. It passes laws that spite the U.S. government. It encourages more illegal immigrants to come. The state goes to extremes to protect the many illegals who live there. It proclaims its own clean-air standards. It tells auto makers what vehicles they can and cannot market in California. The state fights the mere suggestion of tamping the flow of illegals with a wall.
Lately California has made it illegal for residents to comply with U.S. laws it doesn’t like.
The gap between California’s policies and those of the U.S. government seems to widen by the year. The state’s pastime is to file lawsuits against our federal government.
Those who favor secession remind us the state’s economy is the 7th largest in the world. They tell us California has enough population and wealth to operate as another country.
I can imagine this happening. Millions of California voters make clear they don’t think much of the rest of this country. So be it.
If California became a country I imagine it would be as benign toward the U.S. as is Canada. The border would maybe be seamless. Maybe. One problem would be that the U.S. would want to screen travelers. That is because so many people in California are there illegally.
Trade between California and the U.S. would probably not change. Some folks would rush to live in the new country. Many would depart. Beyond that, lives on both sides of the border would probably not change much. For a while, that is.
Ultimately, California the country would probably merge with Mexico. That may seem far-fetched. But consider that within a decade or so the majority of Californians will be of Hispanic origin. And if California was a new country, millions more Mexicans would surely stream into such a friendly state. Legally or illegally. California barely notices the difference.
These days the state has no problems with illegals voting. Imagine it, then, as a country. With several million more illegals — many of them voting. With a growing majority of Hispanics. If you can imagine that, you should be able to imagine majorities voting for union with Mexico. And I believe Mexico would welcome it.
There are many Californians who would prefer something different than this. They want to break the state into two or more new states. One of the new states formed would be for the extreme progressives and high-tech types — basically, urban California. Another new state formed from California would be for rural and more conservative types.
Many people in New York and Illinois push for the same. Those efforts have merit, too. Clearly, some state governments neglect many of their citizens and the areas where they live. They do so because their legislatures are top-heavy with members from heavily populated areas.
Upstate New Yorkers will raise their hands at this suggestion. Imagine Upstate as a separate state. Do you think for a moment such a state would have allowed the hallowing out of its many upstate cities and towns? That is what took place. Do you think such a state would have greeted the closing of thousands of factories with ever-higher taxes and more business-choking regulations?
The evidence is overwhelming: Downstaters could give a damn about Upstate. Downstate representatives call the shots in Albany. And they care sweet little about Upstate’s woes. If they even know where the likes of Watertown, Oswego, Utica, Jamestown, Olean, Dansville, and Norwich are located. When the governor decides to pour money into depleted Buffalo his pals line their pockets with it. And the promised jobs evaporate.
An upstate legislature would look after Upstate far better than Albany does. Just as a downstate legislature would govern Illinois with more concern than Chicago machine pols do.
Would the U.S. suffer terribly if California seceded? Probably not much. Would Californians and New Yorkers suffer if their states divided? They would likely be better off. In the remaining states as well as the new states.
I would regard such developments as signs of health. Healthy countries flex and adapt to current realities. They modify their institutions and structures — to respond to, and make the most of, significant changes in their midst. Maybe the time is ripe for this country to flex a little.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta. You can write to Tom at tomasinmorgan@yahoo.com. Read more of his writing at tomasinmorgan.com
Want to Help the World? Commit to Resolve Conflict
In a world riven by tension, one skill stands above all others: the ability to resolve conflict. It is the paramount challenge of our time. I’ve seen first-hand its importance — in Congress as part of a legislative process that, at least at the time, was mostly focused on resolving differences, and as co-chair of
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In a world riven by tension, one skill stands above all others: the ability to resolve conflict. It is the paramount challenge of our time.
I’ve seen first-hand its importance — in Congress as part of a legislative process that, at least at the time, was mostly focused on resolving differences, and as co-chair of two key national committees that were constituted along partisan lines, the 9/11 Commission and the Iraq Study Group. Here’s what I’ve learned.
First, to resolve conflict, you have to be committed to doing just that. When the 9/11 Commission met — at a time when many people just wanted to assign blame for the attacks on our country — we were often encouraged to take a confrontational approach by issuing hundreds of subpoenas that would force officials to testify and to turn over documents. We rejected that approach. There’s an old saying, “If you want to go fast, you go alone. If you want to go far, you go together.” That was our experience.
Another key to resolving conflict involves starting with facts. Focusing on them helps the various parties — which are sometimes very far apart ideologically — find some common ground and develop a relationship that permits them to go forward.
Building on that start, it’s crucial to develop collegiality. Because if you’re serious about resolving conflict, you’ll be spending a lot of time with the people you’re dealing with — so, good communication is crucial. This does not just involve talking. It means listening, asking questions, weighing arguments and options, and probing together whether disagreements can be resolved.
Compromise is a dirty word for many people, but it’s hard to resolve conflicts without it. Trying to understand other participants’ problems — and then trying to let everybody leave having gained something — can make the difference between success and failure.
Finally, it’s important to make sure to include all the parties to a conflict and to address all the core issues — and when in doubt it’s better to include than exclude. For a resolution to be sustainable, the key players must be brought into the process and the core issues considered.
All of this takes skill, patience, and understanding. And these attributes are not as common as they should be. But developing conflict-resolution skills is worth the effort. Because if you look around, the need for them does not appear to be going away.
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.
JEFF ADKINS has been hired as a digital production specialist at LP&M Advertising in Syracuse. His background includes digital and web design, production management, pre-press, and animation. Adkins has served as an adjunct professor, won numerous photography awards, and is a graduate of SUNY Oswego with a master’s degree in web design and multimedia technology.
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JEFF ADKINS has been hired as a digital production specialist at LP&M Advertising in Syracuse. His background includes digital and web design, production management, pre-press, and animation. Adkins has served as an adjunct professor, won numerous photography awards, and is a graduate of SUNY Oswego with a master’s degree in web design and multimedia technology.
ELIZABETH SCHULTZ has been promoted to art director at LP&M. She was formerly a graphic designer. Schultz graduated from the College of Saint Rose with a bachelor’s degree.
ANTHONY ROJAS of Dalpos Architects and Integrators has been promoted to firm associate. He joined Dalpos in 2007 and is the firm’s senior designer. Rojas currently serves as 2018 president-elect for the American Institute of Architects – Central New York Chapter. He holds a bachelor’s degree in architecture from Florida International University.
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ANTHONY ROJAS of Dalpos Architects and Integrators has been promoted to firm associate. He joined Dalpos in 2007 and is the firm’s senior designer. Rojas currently serves as 2018 president-elect for the American Institute of Architects – Central New York Chapter. He holds a bachelor’s degree in architecture from Florida International University.
SUNY Polytechnic Institute (SUNY Poly) has hired ANDREA LAGATTA as assistant VP for development, serving on both the Utica and Albany campuses. She brings more than 30 years of experience in all aspects of development, including major giving, annual giving, special events, grants, and stewardship. LaGatta has served as director of development at St. Elizabeth
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SUNY Polytechnic Institute (SUNY Poly) has hired ANDREA LAGATTA as assistant VP for development, serving on both the Utica and Albany campuses. She brings more than 30 years of experience in all aspects of development, including major giving, annual giving, special events, grants, and stewardship. LaGatta has served as director of development at St. Elizabeth Medical Center/Mohawk Valley Health System in Utica, in addition to working within the foundation office at Faxton St. Luke’s Healthcare in Utica. She holds a bachelor’s degree from SUNY Empire State College and an associate degree from Mohawk Valley Community College.
ELIZABETH KOSAKOWSKI has been named director of clinical documentation improvement and coding at the Mohawk Valley Health System (MVHS). She began her career at St. Elizabeth Medical Center in Utica as director of health-information management in 2002. Kosakowski previously held several positions in the health-information management field. She earned a bachelor’s degree in health-information management
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ELIZABETH KOSAKOWSKI has been named director of clinical documentation improvement and coding at the Mohawk Valley Health System (MVHS). She began her career at St. Elizabeth Medical Center in Utica as director of health-information management in 2002. Kosakowski previously held several positions in the health-information management field. She earned a bachelor’s degree in health-information management from SUNY Empire State College in Saratoga, and an associate degree in medical-records technology from Mohawk Valley Community College. Kosakowski is a registered health-information technician, certified coding specialist, certified tumor registrar, AHIMA certified ICD-10 trainer, and certified clinical-documentation specialist.
HOLLY BURLINE has been named nurse navigator at the MVHS Breast Care Center located at the Faxton Campus. She has been an employee of Faxton St. Luke’s since 2001 and worked as a staff RN in telemetry and pediatrics. Burline most recently served as a case manager at the St. Luke’s Campus. She received her bachelor’s degree in nursing from Utica College.
MICHELLE FREDSELL has been named director of health information management (HIM) operations at MVHS. She has worked in the field for more than 20 years and previously held the position of regulatory support manager in HIM. Fredsell was also previously privacy officer at St. Elizabeth Medical Center in Utica for 10 years. She holds an associate degree in health -nformation management from Mohawk Valley Community College, an advanced coding certificate from Utica College, and is certified as a registered health-information technician and in health-care privacy and security.
Loretto has promoted ALISHA HOSEIN to nurse manager at its Fahey location. An employee at Loretto since 2016, she has been a nurse for 11 years. Hosein’s past experience includes working at St. Joseph’s Health as part of its medical/surgical telemetry unit, and at the Syracuse VA Medical Center working on the medical/surgical oncology unit.
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Loretto has promoted ALISHA HOSEIN to nurse manager at its Fahey location. An employee at Loretto since 2016, she has been a nurse for 11 years. Hosein’s past experience includes working at St. Joseph’s Health as part of its medical/surgical telemetry unit, and at the Syracuse VA Medical Center working on the medical/surgical oncology unit. She holds an associate degree in science and earned her nursing degree from St. Joseph’s College of Nursing and has also earned basic life support certification from the American Red Cross.
NATASHA GLYNN has been hired as director of clinical recruitment and retention at Loretto. She recently launched the health-care division for CPS Recruitment in her role as director of healthcare staffing. Glynn has 20 years of experience in the health care industry, including more than a decade of recruiting for health care. She earned her bachelor’s degree in health science from Florida Gulf Coast University.
Barclay Damon announced that law clerks PETER J. EVANGELATOS and FORREST T. YOUNG were admitted to the New York State Bar and named associates at the firm. Evangelatos is a member of the intellectual property litigation practice area. He graduated from Albany Law School of Union University and served as a judicial intern for U.S.
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Barclay Damon announced that law clerks PETER J. EVANGELATOS and FORREST T. YOUNG were admitted to the New York State Bar and named associates at the firm. Evangelatos is a member of the intellectual property litigation practice area. He graduated from Albany Law School of Union University and served as a judicial intern for U.S. District Judge Lawrence E. Kahn and as a summer associate for the Long Island intellectual property firm Carter, DeLuca, Farrell & Schmidt.
Young is part of the environmental, regulatory, and project development practice areas. He graduated from a joint degree program at Syracuse University College of Law and the Syracuse Maxwell School of Citizenship and Public Affairs, and worked as a Department of Justice legal intern in its Criminal Division’s Public Integrity section before spending two years in Barclay Damon’s summer associate program.
WILLIAM B. CABLE has joined Barclay Damon as its new Syracuse office manager. He brings seven years of experience from BrownGreer PLC’s Richmond, Virginia, and New Orleans, Louisiana, offices, where he worked up from a contract-claims reviewer position to his most recent position as a senior analyst in October 2012. Cable reported directly to the New Orleans partner while overseeing and leading a team of 150 experts across the New Orleans office and 30 satellite offices in the Gulf Coast region.
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