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NEW HARTFORD — Which is your favorite: cat, dog (with or without hydrant), puppy, cow, or crane? The question is not directed to animal lovers, but rather, to yoga practitioners. Yoga is sweeping the nation. According to a 2016 study by Ipsos Public Affairs, the number of American yoga practitioners increased from 20.4 million in
NEW HARTFORD — Which is your favorite: cat, dog (with or without hydrant), puppy, cow, or crane? The question is not directed to animal lovers, but rather, to yoga practitioners.
Yoga is sweeping the nation. According to a 2016 study by Ipsos Public Affairs, the number of American yoga practitioners increased from 20.4 million in 2012 to more than 36 million in 2016. The study also concludes that yoga is for everybody: The number of male practitioners has risen in four years from
4 million to about 10 million last year, and the number of 50-plus practitioners has jumped from 4 million to just under 14 million in the same period.
In 2012, yogis (male practitioners) and yoginis (female practitioners) spent $12 billion on items such as classes, clothing, equipment, and accessories. By 2016, such spending by yoga enthusiasts jumped to $16 billion. The study also confirms the recent, growing popularity of yoga: 74 percent of respondents have been practicing for fewer than five years and 9 of 10 are familiar with yoga, up from 7 of 10 in 2012.
Yoga comes in so many flavors that it’s catching up to Ben & Jerry’s. You can start with gentle postures called “Hatha” or “Ananda” or, if you prefer pairing alignment with a playful spirit, try “Anusara.” Need something more physically demanding, “Ashtanga,” “Power Yoga,” “Vinyasa,” and “Bikram” should fill the bill. Looking to add flexibility and endurance to your strength, there’s “Iyengarand.” If you are a dancer, try “Kali Ray TriYoga,” and if you practice yoga to develop spiritually, try “Sivananda,” “White Lotus,” and “Jivamukti.” Are you recovering from surgery, a recent injury, or joint pain? “Viniyoga” and “Yin” are two popular options. In yoga, there is no “one size fits all.”
“Yoga is for everybody,” says Gina Rossi, a yoga instructor at In Bloom Yoga in New Hartford. “In my class, I teach a [wide] variety of people from teenagers to MBAs. They attend to improve their health and to rejuvenate their spirit.”
Martha Kodsy, the managing owner of In Bloom Yoga, points out that “… one of the practitioners is on the Utica College football team … [and adds] … that yoga is so popular we are planning to offer classes for pre- and post-natal women this fall. We’re also considering offering classes to those who are developmentally disabled.” The popularity of yoga includes 37 percent of practitioners with children under the age of 18 who have taken yoga classes or are regular practitioners.
While yoga is normally practiced either in a studio or a gym, one reason for its popularity is that it can be practiced anywhere. The Ipsos study found that 81 percent of practitioners had practiced outside a studio within the past year. For those who prefer communing with nature, there is yoga in the snow, in a hammock, or standing up on a paddle board. If you hanker for indoor variations, you can practice yoga at happy hour, using your dog as a prop (don’t try it with a chihuahua), in a salt room, in mass meditation, and as a couple.
The founder of In Bloom Yoga was Terra Meenan.
“Terra developed a real passion for yoga,” opines Kodsy. “Her dream was to create a peaceful and non-competitive atmosphere for anyone to benefit from the healing effects that yoga has on the mind, body, and soul. Her passion took her to a number of cities in America and Europe, and she received her 200-hour, certification-training in Thailand. Terra returned to her hometown to share the benefits of yoga and to provide the opportunity to connect with our spiritual self and to enjoy the physical healing of this 5,000-year-old practice.”
In Bloom Yoga
In Bloom Yoga Center, LLC opened in New Hartford on Oct. 29, 2015. The business leases 1,800 square feet of space and employs nine contractors as instructors, all of whom are certified and each teaching a different variety of yoga. The studio serves between 400 and 500 practitioners and teachers, of whom 85 percent are women. Kodsy owns 60 percent of the enterprise and Meenan the remaining 40 percent. The company currently generates less than $200,000 in annual revenue at its sole location, but that is rising.
“Business here is growing,” states Rossi. “The location is central to a number of activities, so our clients may piggyback on shopping in the area or conducting business. Yoga then becomes just part of their day. While the location is … [an asset] to attracting and retaining clients, I think more people are [finally] coming to understand that yoga complements other forms of exercise, supports a positive self-image, and offers stress relief. Through the relationships I have built with our … [practitioners], I also know they are far more active than … [non-practitioners].”
Rossi’s observations are borne out by the Ipsos study. Thirty-seven percent of practitioners participate in other group exercises compared to only 9 percent for non-participants. Practitioners have a more positive image of themselves reflected in their mental clarity, good balance, physical strength, agility, dexterity, and range of motion. The demographics of the practicing community also includes better nutrition, living green, and donating time to the community. In addition, the report also indicates that the prime reasons people practice include improved flexibility, stress relief, meditation, and increased strength.
Building the business model
The Ipsos study found that only 11 percent of yoga studios generate more than $200,000 of income annually. The survey data shows that studio revenue streams typically include income from classes (34.5 percent), clothing (27.4 percent), equipment (21.4 percent), and accessories (16.7 percent). Some rely on income by renting part of their space. (Gyms offer other fitness or exercise options and may supplement this with wellness and health services.) On the expense side, the biggest costs are rent and instructors, followed by marketing, advertising, insurance, etc. “We depend primarily on income from our classes,” posits Kodsy, “but we have expanded our outreach to include events, free classes, and workshops, and we are exploring the idea of a retreat and selling yoga apparel, equipment, and accessories. I know that our success is based, in part, on the convenience of our location, comfort, and cost, but I’m convinced that our instructors are the most important factor. They are all certified, have years of experience teaching, and are committed to continuing education to improve their skills. That’s why we focus on the instructor’s knowledge of yoga, the quality of instruction, the personalities of the teachers, and the variety of classes offered. We also are careful to offer classes when they are convenient for our clients, whether it’s morning, afternoon, evening, or weekends.
“I’m convinced this business will grow,” avers Kodsy, referring to the pool of
208 million Americans who are not currently practicing yoga. “Think of all those who are non-practitioners or … [lapsed] practitioners. In our area, we really don’t have much competition. One possibility under consideration is to open a second location.”
To get past the barriers to practicing yoga — it’s boring, only for women, a fad, just for young people, only spiritual, not physical enough — In Bloom Yoga has embarked on an aggressive marketing campaign. “We know that personal interest and family/friends are the top reasons people are motivated to take up yoga,” says Rossi. “We also know that they are motivated to start and continue practicing for the same reasons — a concern for their personal flexibility, stress relief, and general fitness. Practitioners’ concerns also include the cost of classes, convenience, and the quality of instruction.” So how does In Bloom Yoga address these facts?
“We start with our pricing, which is very competitive,” answers Kodsy. “We also offer a variety of membership options to respond to our clients’ needs. As for the quality of instruction, we hire only experienced teachers. And no one in the area has a more convenient location or more variety in programming. Our challenge is to get the word out and promote our brand. For that, we rely heavily on social media.” Ipsos confirms that Kodsy is in the mainstream of studios, relying on Facebook (In Bloom Yoga has 2,000 followers), Instagram, and Twitter as the primary vehicles. “In addition to posting online, we post tons of information on our website,” continues the managing owner. “The teachers always communicate before and after class as well as emailing students and other teachers directly.”
The managing owner developed her passion for yoga after meeting Meenan in 2016. Kodsy left her hospital-administrative position after nearly 25 years of service and took private lessons from Meenan, where she learned not only the physical benefits of yoga but also the power of mindfulness. Buoyed by her personal experience, Kodsy engaged Meenan to work with her special-needs son. When Meenan took a leave of absence, Kodsy stepped in to manage the business. A life-long resident of Oneida County, Kodsy and her husband have three children.
Kodsy feels that yoga in America is headed in the right direction. As for the Greater Utica area, she sees the potential to bring In Bloom Yoga to a larger audience. For her, yoga is not only a business, but it’s also a passion to which she is dedicated. The combination augurs well for the growth of In Bloom Yoga as it rides the booming, national wave.
Editor’s Note: CNY Executive Q&A is a feature appearing regularly in The Central New York Business Journal, authored by guest writer Jeff Knauss, who is co-founder of his own digital-marketing firm. In each edition, Knauss chats with a different executive at a Central New York business or nonprofit, with the interview transcript appearing in a conversational
Editor’s Note: CNY Executive Q&A is a feature appearing regularly in The Central New York Business Journal, authored by guest writer Jeff Knauss, who is co-founder of his own digital-marketing firm. In each edition, Knauss chats with a different executive at a Central New York business or nonprofit, with the interview transcript appearing in a conversational Q&A format.
In this issue, I speak with Thomas Carman, president and CEO of Samaritan Medical Center, located in Watertown. He has been Samaritan’s leader since April 2004.
KNAUSS:Tell us a little about your background, Tom.
CARMAN: I’m a native of Maine and went to college in Boston at Massachusetts College of Pharmacy. I’m a pharmacist by training. I met my wife while we were going to pharmacy school. She’s also a pharmacist, originally from Syracuse. Upon graduation, I spent a couple of years in the public health service at a hospital on Staten Island in New York City. When I left the public health service, we moved to Central New York and settled in Cortland. I worked for Cortland Memorial Hospital (now known as Cortland Regional Medical Center) from 1981 until 2004. I then moved to Watertown to work for Samaritan.
I started at Cortland Memorial Hospital as a staff pharmacist and held several different positions over the years before I became the president and CEO the last seven years. We have four children, so it was important for us to stay near Syracuse because that’s where my wife’s family was living. They were aging, and we wanted to be close by, but I was looking for a different challenge. I was selected to take the role here at Samaritan in 2004, and I have been here ever since.
KNAUSS:That seems like quite the rise in your career, going from a pharmacist to a hospital president and CEO. What do you think are some of the qualities that led you down that path?
CARMAN: I think some of the attributes that led me here come from my early work experience. When I was in high school, I started working in a corner drug store and that’s what really got me interested in pharmacy. Early on, I was also thinking that I would like to own my own store. When I went off to college and began to train as a pharmacist, I moved into hospital pharmacy and really fell in love with clinical pharmacy.
So, as you can see I am interested in business but have a passion for clinical. As my career progressed and I was able to move into managerial positions, it allowed me to combine that clinical background with the business background. That has really helped me over the years. To be in my position and understand patient care, to be able to understand the dialogue between physicians and administrators, physicians and nurses, and other health-care professionals is very important. That background has been really valuable throughout my entire career.
KNAUSS: f I were to ask your staff about your leadership style, what do you think they would say?
CARMAN: I think that they would note that I’m a very open leader, very transparent. I think they would also note that in my role, I have been focused on the future. I spend much of my time working strategically and am concerned more about where the organization has to go in the future. I don’t allow myself to get into the weeds, but I understand the operations very well, understand what’s going on, and my staff appreciates that. We’ve developed a strategic plan that has now been updated twice
KNAUSS: Tell us about the strategic plan?
CARMAN: The initial plan was targeted inwardly. It was focused on strengthening the Samaritan brand. It included a goal to make sure we had the right facilities, a facility master plan. It considered the services that we offered, with a particular focus on the physicians who provided those services. We had an emphasis on physician recruitment and retention. We also developed a goal around performance improvement and the quality of our services. We began to compare ourselves to national best practices and national standards. At the same time, we invested in our workforce, with a goal around workforce development. Fort Drum is the only Army division post of 10 across the country that does not have a hospital. Because of this unique situation, we had a goal to support Fort Drum.
When the 10th Mountain Division was posted at Fort Drum back in 1985, they didn’t put a hospital on post. They didn’t put schools on post, and a lot of housing for soldiers and families was in the community. It’s one of the most integrated military communities that you’ll find, which is why one of our goals was to ensure that we were supporting Fort Drum with health-care services.
This organization was led well by that strategic plan. The board did a great job to put this together. That plan served us well until about 2011. We’ve since updated that plan to consider the needs of the Accountable Care Act and the transformation we are going through in health care today.
It will be interesting to see what happens to that in the future, but our current strategy is around being a highly reliable organization, focusing on the quality and safety of our services It’s focused on serving community needs, making sure we’ve got the right services to meet this community’s needs. It’s also focused on population health and insuring that an entire cohort of patients who may have a similar disease state are taken care of. As an example, we have about 10,000 diabetics in our region for which we’re responsible. How do we take care of them? How do we ensure that they are getting the care that they should receive?
We have specific organizational goals around population health, and we are a part of the North Country Initiative (NCI). NCI is a clinically integrated network that includes Samaritan and five other hospitals throughout the region. The board is made up of 23 individuals, 17 of which are physicians. It’s physician-led and has obtained great participation from across the three counties — Jefferson, St. Lawrence, and Lewis. It’s beginning to put some things in place relative to population health.
I would also note that, in our current strategic plan, we continue to maintain goals related to Fort Drum, because that is such a unique relationship.
We’re also focused on our workforce. Much of our workforce efforts over the last seven or eight years has been around leadership development. In health care, we often take the best clinicians and make them a manager. That doesn’t make them the best leader, so we need to train and support them. A lot of our efforts have been around training our leaders to allow them to be comfortable to engage our staff. We have some wonderful staff and we need to make certain that they can help us with understanding the best way to provide for our patients.
KNAUSS: The first time I visited Samaritan Medical Center, I was greeted with a smile from everyone I walked by, which was at least 10 to 15 people. Talk a little bit about how you’ve developed that culture.
CARMAN: Clearly, it is all about culture, and culture is not something that changes overnight. Rather, it changes over time. Some have suggested it can take a good 10 to 12 years to change culture. For many years, we’ve been focused on the patient experience. That’s very important to us. But, let me step back and note that really, what we’re trying to provide is high value. When we think of value, we think of quality and experience, as well as the efficiency. With quality, we think of the clinical quality, which is obvious. But that’s often not what the patients can measure. What the patients can measure is the experience, and so we must be much more aware of what that experience means to them. We’ve also recognized that for the patient experience to be achieved, we’ve got to make sure that we have the engagement of our staff. The employee experience is also very important. When we combine the two of those together, that is the patient experience along with the employee experience, we refer to it as the “Samaritan Experience.”
To me, it is a journey. It has something that will never end and we want to continue to get better at it. When you note the friendliness of the culture, I think that is a bit of a reflection of my own personal style as it reflects how I greet people not only in the organization but in the community. It maybe goes back to my days in retail, but I’ve also always been very warm and welcoming, and I think it’s important to create that relationship with our staff. I go to every single orientation. I provide an overview of the organization. I have all the new staff members introduce themselves, and I have a chance then to get to know the staff.
We have 2,200 employees who I try to get to know through an orientation process and ongoing rounding. What really made a difference for us was when we adopted patient-centered leadership about eight years ago. That allowed us to find a way to empower our staff through our leaders, and that’s when we started the training for the leaders to provide them with a background that they needed to engage our staff. Also at that time, we began to look at how we reward, how we recognize, and we adopted values. This is where we started to see a real change in the culture, which is what you witnessed.
We established a group of staff and leaders to look at standards of performance, and we began to adopt certain standards. What you noted is one of the standards that came out of this group. That group came across the best practice of the 10-5 rule. What that means is that when we see someone coming down the hallway within 10 feet, we will acknowledge him/her. We try to make eye to eye contact and smile and recognize them. When we get to within five feet, we’ll say hello and greet that individual. This has been extremely valuable since we moved into an expanded new facility in 2010, which is much larger and more complicated to navigate. It caused our staff to quickly recognize when people were lost or confused and not quite certain which way to go.
Our staff then recognized that it was not enough to greet and acknowledge, but also to say, “Can I help you?” It is not uncommon for a staff member to now say, “I’ll walk with you or show you where you need to go.” The staff has done a great job of being much warmer and welcoming to the people who come here whether they are patients, friends, or family. This is because of the efforts that started about a decade ago.
KNAUSS: What do you do to recruit and retain top-level talent?
CARMAN:Recruitment and retention is very important to us. First off, we have focused a great deal over the last decade around physician recruitment and retention because it can be very challenging recruiting physicians and very critical for our community. What we’ve done is to put a group together that includes physicians, members of our boards, along with leaders of the community. They work together to identify what specialties are needed. Then, we try to be much more proactive about the approach, because physician recruitment is not something you can react to. It often can take a year, two, or three to recruit a particular specialist.
We also recognize that we wanted to retain the great staff we had, as well as the new recruits. We not only focus on the front end of recruitment but we’ve also focused on the backend of retaining. We’ve had tremendous support here. As an example, our foundation coordinates a group that focuses on what we can we do better so that we not only help the recruited physician but the spouse of that physician also. We often find that it’s not the physician who becomes disenchanted, but it’s the spouse. We have to make certain that the family is very satisfied with the environment. We focus on physicians because of the uniqueness and the challenges across the nation of finding the right physicians.
When it comes to our leaders, professionals, and front-line staff, we also go through a similar process of trying to find the right people for our organization. Hiring for behavior, trying to get the right people knowing that we can train them for what we need them to do. We also started a formal staff retreat called “The Samaritan Experience” a year ago. We took all 2,200 of our staff through training between January and June. Now that we’ve trained the entire staff, new employee orientation begins with that formal retreat.
The Samaritan Experience Retreat is a way for us to try to translate our values into our day-to-day work. This was not something that management decided to do. Rather, it was something our staff said “We want to do for our fellow staff members.” What they really wanted to accomplish with the retreat was to set the expectation for how we want to treat one another. That is how employees want to treat other employees, which will set the framework for how we want to treat our patients
About the author: Jeff Knauss is co-founder of the digital marketing agency, Digital Hyve, and has always had a passion for learning about successful executives and their stories. He also is a current board member of Byrne Dairy, the Food Bank of CNY, and Loretto Foundation. For more on Knauss, check out www.digitalhyve.com.
SYRACUSE — With the first phase of the emergency-department project complete, Crouse Health now focuses on the second part of the project. The next phase targets the existing emergency department, says Kimberly Boynton, president and CEO of Crouse Health. “It will be renovated into space for our PromptCare patients and will we close the PromptCare
SYRACUSE — With the first phase of the emergency-department project complete, Crouse Health now focuses on the second part of the project.
The next phase targets the existing emergency department, says Kimberly Boynton, president and CEO of Crouse Health.
“It will be renovated into space for our PromptCare patients and will we close the PromptCare across the street and that will be happening in September 2018,” says Boynton.
The existing PromptCare facility will remain open and available to patients until it’s time to move into the renovated space, Boynton adds.
“The importance of that is that it now brings the spaces contiguous to each other, so if you need the emergency room and you show up in PromptCare right now, you have to travel across the street or vice versa. Well, now, when you need our services, you’re going to enter through one door and we’re going to help with that decision of PromptCare versus [emergency department],” says Boynton.
Boynton on July 12 spoke with CNYBJ after Crouse Health formally opened the emergency department after Hayner Hoyt Corp. completed the first phase of construction on the $38 million project.
Its infrastructure and technology advancements make the new department “the region’s most innovative and modern facility,” Crouse Health boasted in a news release announcing the formal opening.
Besides the July 12 formal opening event, Crouse Health also held a community open house on July 13, and a tour for regional emergency-services providers the day after that.
The new space is “three times larger” than the current emergency-services area, the hospital added.
“We often refer to the emergency department as the front door to the hospital. That has always been the case here at Crouse, with some 54 percent of the patients we care for entering our system through the [emergency department],” Boynton said in her remarks at the formal opening event. “This important project has been years in the planning and is a tangible expression of Crouse’s mission to provide the best in high-quality, efficient, and accessible patient care…,” said Boynton.
Crouse is naming the new department in honor of William and Sandra Pomeroy.
The hospital in March 2016 announced that the William G. Pomeroy Foundation provided a “generous” donation that placed the Pomeroy name on the hospital’s renovated emergency department. Crouse didn’t disclose how much the foundation donated.
“A lot of blood, sweat, and tears by many people made this happen on time, ahead of schedule,” William Pomeroy said in his remarks during the formal-opening ceremony.
Pomeroy credited Crouse Hospital for preparing him in 2004 for a “life-saving,” stem-cell transplant in Boston following a leukemia diagnosis.
The modern economy is in a constant state of change, which means businesses — large and small — must move quickly in response to market shifts. Even the strongest companies will cycle through good times and bad. Bringing out the best in employees is a challenge in even the best of times. According to Gallup,
The modern economy is in a constant state of change, which means businesses — large and small — must move quickly in response to market shifts.
Even the strongest companies will cycle through good times and bad. Bringing out the best in employees is a challenge in even the best of times. According to Gallup, only 32 percent of U.S. workers felt engaged in their jobs in 2015, which was a pretty good year for the economy and business growth.
So imagine the struggle of keeping the best workers happy when the business transitions through a down cycle? And it will. Every business goes through four repeating phases: startup, high growth (the “tornado”), declining growth (the “avalanche”), and consolidation.
Picture the employees sliding downhill in that avalanche, and you get the idea. It’s up to a company’s leaders to help them hold on, to turn the inevitable transition period from exhausting to exhilarating.
How does a business leader manage that through possible layoffs and pay cuts or, at the very least, major changes to the processes that are used to get the work done every day?
Start putting people in the roles that fit them best
This is the time to ask some tough questions. Who on the staff is so tired and discouraged they can no longer do their jobs well? Who has been moved outside their normal roles, and how are they handling their new positions? Do they need to be moved back or not? Once you have answered these questions, you can step back and take a more accurate look at your staff. You’ll be able to add people where you need them — and remove people where you don’t.
Expect resistance to change
If this is painful for you as a manager, think about how it is for staff members who have a lot less control over the situation. How you and your leadership team present change to your staff can make a world of difference. Employees who feel involved in the change and understand what’s going on demonstrate a more rapid recovery and may even perform better in the end.
Clear and frequent communication is vital
If you introduce processes that staff members don’t understand or haven’t learned, you’re going to slow things down rather than speed them up. Invest in your people. Make sure they always have proper training and equipment.
During the consolidation period between high times and low times and back to high times again, a leader’s primary role is to rally those frazzled and frustrated troops.
Make sure everyone understands you’re in the midst of a normal process. And keep waving that flag so that no one gets discouraged.
Dave Hopson, Ph.D., is author of “Surviving the Business Storm Cycle: How to Weather Your Business’s Ups and Downs,” (www.davehopson.com) and managing partner at Triumphus, which offers IT consulting services to companies from startup through exponential growth to IPO.
After rising to a nearly three-year high in June, the Empire State Manufacturing survey general-business index fell 10 points in July to 9.8. The survey results indicate that new orders and shipments grew “at a somewhat slower pace than in June,” the New York Fed said. The manufacturing index had risen 21 points in June
After rising to a nearly three-year high in June, the Empire State Manufacturing survey general-business index fell 10 points in July to 9.8.
The survey results indicate that new orders and shipments grew “at a somewhat slower pace than in June,” the New York Fed said.
The manufacturing index had risen 21 points in June to 19.8, its highest level since September 2014.
A positive index reading indicates expansion or growth in manufacturing activity, while a negative number points to a decline in the sector.
The results of the July survey indicate that business activity “grew modestly” for New York manufacturers, the Federal Reserve Bank of New York said in its report issued July 17.
The survey found 30 percent of respondents reported that conditions had improved over the month, while 20 percent of manufacturers said that conditions had worsened.
Survey details
The new-orders index edged down 5 points, but at 13.3, it still showed that orders increased “at a fairly solid clip.”
The shipments index fell 12 points to 10.5, suggesting that shipments grew, “but at a slower pace than last month.”
The unfilled-orders index dropped below 0. The delivery-time index was “little changed” at 4.7, pointing to somewhat longer deliver times, and the inventories index fell to 2.4.
The index for number of employees fell for a third consecutive month, though it remained positive at 3.9, a sign that employment was growing, but not as rapidly as in earlier months.
The average-workweek index fell to 0, indicating that hours worked remained the same.
The prices-paid index was “little changed” at 21.3, as was the prices-received index at 11.0, suggesting that the pace of price increases “held steady,” the New York Fed said.
Indexes assessing the six-month outlook remained “favorable,” though firms were “somewhat less optimistic” about future conditions than in June.
The index for future business conditions fell 7 points to 34.9, and the index for future new orders fell 9 points to 33.4.
Employment was expected to increase “modestly,” though the average workweek was expected to decline slightly.
The capital-expenditures index slipped to 15.0, and the technology-spending index was at 11.8.
The New York Fed distributes the Empire State Manufacturing Survey on the first day of each month to the same pool of about 200 manufacturing executives in New York. On average, about 100 executives return responses.
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