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Organizational Change Made Easy: Give Them a Better Option
One of the most pervasive “truths” about organizational change is what change is hard. It’s “common knowledge” that people resist change. We all “understand” that change is difficult, change is slow, and change initiatives often fail. We have ample evidence to believe this so. There are estimates that upward of 70 percent of all large-scale […]
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One of the most pervasive “truths” about organizational change is what change is hard. It’s “common knowledge” that people resist change. We all “understand” that change is difficult, change is slow, and change initiatives often fail. We have ample evidence to believe this so. There are estimates that upward of 70 percent of all large-scale change efforts fail. It’s just too difficult. People don’t want to change. It’s obvious. We hear things like, “A leopard doesn’t change its spots” and “People don’t change.”
I’m going to assert that’s what people say when they fail to understand and do what it takes to really change an organization. I’ve been part of many large-scale change initiatives where the total opposite is true, where people freely, gladly, quickly, and dramatically change how they think and behave. Water does not have to be motivated, encouraged, or convinced to flow downhill (it does so naturally). Neither do people, when there is good reason to be different.
It’s quite simple: People change when they are inspired by what they see and feel is being offered to them. When that happens, they move naturally toward it. It’s not complicated and it’s not hard. It’s exciting, energizing, and fulfilling for everyone involved.
The first time I saw this was at the Fleischmann’s Division of Nabisco Foods, some 20 years ago. Fleischmann’s was the poorest-performing division at Nabisco. It was losing money year after year. People were despondent. Leaders came and went. The division had the most off-trend products in the company.
But a new leadership team was brought in. I worked with the team to craft a clear direction — to become the “recognized leader in innovative refrigerated foods” — and a compelling culture of openness, teamwork, trust, innovation, and collaboration. Within three months, the entire feel of the Fleischmann’s Division began to shift. Levels of enthusiasm and pride began to rise. The willingness of employees to get out of their bunkers and interact with each other increased. Fostered by cross-functional breakthrough teams focused on cost-savings, new product development, and other exciting initiatives, people across the division, and those who supported it, began to feel that Fleischmann’s was the place to be.
One senior manager who had left Fleischmann’s and returned as we were midstream with the Fleischmann’s revival, looked me up and asked what had happened. I asked him what he saw. He said, “You’ve created a blame-ectomy here,” noting that when he had been here before everyone blamed everyone else when something went wrong. Now, he saw people pulling together to make things right when things didn’t go as planned.
Why was it so easy to change? Five things happened — none of them complicated, and each of them important.
The simple truth is that we gave everyone in the process a much better option. Given a choice of being depressed or excited, isolated or connected, failing or succeeding, doing something big or barely surviving, being trusted or being suspect, everyone gladly chose the new set of options. It wasn’t hard. It didn’t require much persuasion. It didn’t take long.
Even the most cynical and resigned employee had a revelation and a total change of heart. After an all-day meeting with the senior executive team he said, almost teary-eyed, “I’ve worked here for over 15 years. In that time, I’ve never sat in on an executive team session, let alone ever being asked my opinion about anything.” It didn’t require much for him to get on board and ride/drive that train. He was convinced and emotionally all-in.
These simple principles have held true for every successful large-scale organizational change initiative in which I’ve participated. Give people a much better option and they will take it. Get them involved and get them to believe and they will run through walls to win. Why not? People feel more fulfilled and excited. And the business results started to follow. It is in their self-interest to change and to create something they will remember forever.
Thomas D’Aquanni, an executive and leadership development coach, is principal at D’Aquanni and Associates in Cazenovia. Contact him at tom@daquanni.com or (973) 464-4734, or visit www.daquanni.com
Sustainable Entrepreneurs and their Ventures
It is a recognized driver of innovation providing enormous opportunity for business. Consultancies such as McKinsey and large corporations like Target have created successful whole divisions related to it. Colleges and universities are offering more programs and degrees to meet the demand for it. Investors are investing in it, and consumers are demanding more of
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It is a recognized driver of innovation providing enormous opportunity for business. Consultancies such as McKinsey and large corporations like Target have created successful whole divisions related to it. Colleges and universities are offering more programs and degrees to meet the demand for it. Investors are investing in it, and consumers are demanding more of it. Most importantly, entrepreneurs are incorporating it into their core values, differentiating, and innovating new business models and products and services due to it. They all see opportunity in it.
The “it” is sustainability.
If you are considering diving into sustainable venturing, you may be wondering what is involved in being a sustainable entrepreneur. Generally, the term entrepreneur is found to mean “one who creates value by bringing together a unique combination of resources to develop and pursue economic opportunity.” This definition can vary slightly in the minds of individuals and still allow us to have a well-understood exchange without any discontent or misunderstanding. The definition of sustainable or sustainability, on the other hand, poses some issues.
There is still no consensus on the definition of sustainability in the business realm, which has hampered discussion at all levels. However, the most commonly agreed-upon definition comes from the Brundtland Report out of the United Nations from about 25 years ago. Here it was defined as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs.”
Most commonly, people hear sustainable ventures characterized by concepts such as the “Triple Bottom Line” or as involving the 3Ps of people, planet, profit. The ultimate goal is to hit the trifecta, by successfully balancing considerations of all three components in the business venture.
So, if purpose and profit are not then fundamentally at odds, but at balance, and there is opportunity to be had, what makes for a successful sustainable venture? Among other things, one tool to assist the sustainable venture is a list composed by Freya Williams in her book “Green Giants.” It is a list of six internal business drivers that when used together have driven sustainable brands to success.
Everything considered, I suppose we could define a sustainable entrepreneur as an individual who creates socially and ecologically sustainable value by bringing together a unique combination of resources to pursue an economic opportunity. He/she does so while realizing that there is no line drawn in the sand about how much social or ecological good is good enough. Ultimately, a sustainable venture’s emphasis or weighting of social and environmental values will reflect the values of the founders themselves.
Best wishes to those aspiring entrepreneurs who are looking to — and seasoned entrepreneurs who already are — doing well by doing good.
Karen Livingston is a business advisor at the Small Business Development Center (SBDC) at Onondaga Community College. Contact her at livingsk@sunyocc.edu
Why Donald Trump won the presidency
A few thoughts about the recent presidential election. A big reason why Donald Trump outsmarted his opponents is he is a business guy. An entrepreneur and a developer. This business guy looked at spending campaign money differently than his politician opponents did. A business guy asks, “If we spend this money, will we get a
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A few thoughts about the recent presidential election.
A big reason why Donald Trump outsmarted his opponents is he is a business guy. An entrepreneur and a developer.
This business guy looked at spending campaign money differently than his politician opponents did. A business guy asks, “If we spend this money, will we get a proper return? Show me how.” A politician says, “Spend the money. We’ll squeeze more from our big donors.” Result: Trump spent a fraction of what his opponents spent. And whipped them.
In office, politicians say, “Spend more money. We’ll get it by borrowing more. Or we can raise taxes.” Here’s hoping this business guy does not succumb to such thinking. Here’s hoping he will come to Washington with the attitudes about spending he displayed in the campaign.
Bring together a mob of CEOs. From companies in finance, investments, drugs, media, etc. First, you will see big differences. Steel and mining and oil guys will be much rougher characters than guys from banking, finance, and pharmaceuticals. They will be more down-to-earth. Gruffer in language and manners.
Now observe the CEOs from truly entrepreneurial businesses. Especially developers. They are more creative and usually more colorful than the others. They refuse to go along with popular thinking. Think Ted Turner and Richard Branson. Both famous for rude language, social awkwardness, and original thinking.
Trump outfoxed his opponents because he thinks like a business guy and the creative, unpredictable developer he is. His opponents thought like politicians and were plodding and predictable.
Developers have to see and envision things others do not or cannot. They look at derelict buildings and imagine renovations and new uses. They look at swamps and see shopping malls or housing developments.
Trump looked upon the American scene and saw dissatisfactions that his opponents ignored. He saw opportunities his opponents missed. And when he pursued them, he used imagination his opponents simply did not have.
I hope he will bring imaginative, creative thinking to Washington. Thinking that does not always call for throwing money at our problems.
I hope Trump will bring some of the disciplines of business to Washington. Only with such discipline do we have a hope of cutting some of the waste. He has promised to appoint business people to key positions. Their thinking could be refreshing.
I hope Trump will bring some understanding of small and mid-sized business to Washington, D.C. There has been sweet little of it the last 20 years. Our tax and regulation idiocies are smothering this community.
By the way, a lot of commentators tell us Trump will have many problems learning to deal with politicians. I am sure he will. But they ignore the fact that politicians are going to have to learn to deal with Trump. In the primaries and the general election, they were not up to that challenge. He left them in the dust, scratching their heads. In the process, Trump guillotined the Bush dynasty and collapsed the corrupt Clinton machine.
The mainstream media totally misread the Trump phenomenon. Because they are so biased toward the left. And because their people listen mostly to each other.
They take little input from people in places like Toledo, Grand Rapids, Green Bay, Binghamton, and Utica.
From Tom…as in Morgan.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta. Several upstate radio stations carry his daily commentary, Tom Morgan’s Money Talk. Contact him at tomasinmorgan.com
The Only Obamacare “Replacement’ is Repeal
President-elect Donald Trump has already issued a “Contract with the American Voter” and has vowed to “repeal and replace” Obamacare. And those who advocate for health freedom and patient privacy are holding him to it. Among them is Citizens’ Council for Health Freedom (CCHF), which has long called for full repeal of the Affordable Care
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President-elect Donald Trump has already issued a “Contract with the American Voter” and has vowed to “repeal and replace” Obamacare.
And those who advocate for health freedom and patient privacy are holding him to it.
Among them is Citizens’ Council for Health Freedom (CCHF), which has long called for full repeal of the Affordable Care Act (ACA), rather than replacing it with another plan that is bogged down with federal controls and does not return health freedom to patients and doctors.
Now that he has been elected, President-elect Trump should work to repeal Obamacare without delay. Waiting for agreement on replacement would lead to disaster. Constitutionally, health care should be returned to the states; we don’t need another federally controlled plan. And this should be done quickly as a main priority in President Trump’s first 100 days in office.
Repeal is a very realistic possibility with a GOP-controlled House and Senate, but Obamacare is also a huge liability for Democrats. We had life before Obamacare; we can have life after Obamacare. Today, many people are looking at skyrocketing premiums they just can’t afford and are considering alternatives such as paying the penalty tax and not being covered at all. Obamacare has created a crisis, not a solution.
The problem with health care is that the government should not have been involved in the first place. To return affordability and freedom to patients and doctors, health care must head in a completely opposite direction — back to direct payments and indemnity insurance. Essentially, we need to go back to the future, one without all the costly interference, intrusions, regulations, and profiteering interlopers.
We hope President-elect Trump is truly committed to repealing Obamacare and it wasn’t an empty campaign promise. But to delay repeal because lawmakers can’t agree on a replacement squanders the precious time we have to be freed from this damaging health-care law. Ultimately, there may never be a repeal if we wait for a replacement. And unless the replacement returns health care to the states, we’d be trading in one version of federal control for another. The only “fix” is full repeal and returning health care to the states, which is required under the 10th Amendment.
Going forward, there are at least 10 things President-elect Trump should do until a repeal bill is signed, and especially if Congress resists repeal.
Finally, as his first executive order after inauguration, President-elect Trump should rescind the federal regulation that forces Medicare-eligible Americans to enroll in Medicare Part A (hospitalization) or lose their Social Security payments. There’s no reason for private insurance to end at age 65. This is the first freedom he can return to all Americans — the freedom and the right to stay out of Medicare.
Twila Brase, RN, is president and co-founder of CCHF (www.cchfreedom.org), which says it is a patient-centered, national health freedom organization based in St. Paul, Minnesota that exists to protect health-care choices, individualized patient care, and medical and genetic privacy rights. This opinion piece is drawn from a news release CCHF issued on Nov. 14.
Dermody, Burke & Brown, CPAs, LLC
MEGHAN ALBERTS, CHRISTOPHER DANIEL, and EMILY DISCENZA of Dermody, Burke & Brown, CPAs, LLC, have been named senior associates. Alberts is in the firm’s audit & accounting department. She received her bachelor’s degree in accounting and an MBA from Le Moyne College and is also a CPA. Daniel, a CPA, is a tax senior associate. He received both a
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MEGHAN ALBERTS, CHRISTOPHER DANIEL, and EMILY DISCENZA of Dermody, Burke & Brown, CPAs, LLC, have been named senior associates.
Alberts is in the firm’s audit & accounting department. She received her bachelor’s degree in accounting and an MBA from Le Moyne College and is also a CPA.
Daniel, a CPA, is a tax senior associate. He received both a bachelor’s degree in accounting and an MBA from SUNY Oswego.
Discenza, a CPA, is in the firm’s audit & accounting department. She received her bachelor’s degree in economics and Italian studies from University of Rochester and her master’s degree in accounting from Syracuse University.
Dermody, Burke & Brown also recently hired ALONZO BERTRON as an associate in its tax department. He received his bachelor’s degree in accounting from SUNY Geneseo. Prior to joining the firm, Bertron worked in public accounting at Provvidenza & Wright CPAs, LLC in Pittsford. He is currently working to complete the certification process to earn his designation as a CPA.
Contact The Business Journal News Network at news@cnybj.com

Ashley McGraw Architects has hired WHITLEY WILLIAMS as an interior designer. She received her bachelor’s degree in environmental and interior design from Syracuse University. Contact The Business Journal News Network at news@cnybj.com
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Ashley McGraw Architects has hired WHITLEY WILLIAMS as an interior designer. She received her bachelor’s degree in environmental and interior design from Syracuse University.
Contact The Business Journal News Network at news@cnybj.com

ADMAR Construction Equipment & Supplies announced that DREW DUNHAM has joined its staff in Syracuse in sales development. Most recently, he served as a commercial-leasing representative for DiMarco Realty Services. Dunham earned his bachelor’s degree in interpersonal communication from Bowling Green State University. Contact The Business Journal News Network at news@cnybj.com
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ADMAR Construction Equipment & Supplies announced that DREW DUNHAM has joined its staff in Syracuse in sales development. Most recently, he served as a commercial-leasing representative for DiMarco Realty Services. Dunham earned his bachelor’s degree in interpersonal communication from Bowling Green State University.
Contact The Business Journal News Network at news@cnybj.com

The SUNY board of trustees has appointed DR. BAHGAT G. SAMMAKIA interim president of SUNY Polytechnic Institute. A SUNY distinguished professor and an “internationally recognized” scholar in electronic systems integration and packaging, Sammakia has served as the VP for research at SUNY Binghamton since 2010. His appointment is effective on or about Dec. 1. Sammakia has been
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The SUNY board of trustees has appointed DR. BAHGAT G. SAMMAKIA interim president of SUNY Polytechnic Institute. A SUNY distinguished professor and an “internationally recognized” scholar in electronic systems integration and packaging, Sammakia has served as the VP for research at SUNY Binghamton since 2010. His appointment is effective on or about Dec. 1.
Sammakia has been at Binghamton University since 1998. He holds 21 U.S. patents and 12 IBM technical disclosures, has published more than 250 technical papers, and contributed to three books. Sammakia earned his master’s degree and doctorate from the University at Buffalo. He holds a bachelor’s degree in mechanical engineering from Alexandria University in Alexandria, Egypt.
Contact The Business Journal News Network at news@cnybj.com

JAMES FREDERICK, M.D. of Community Health and Behavior Services (CHBS) at Upstate Cerebral Palsy will transition to the chief medical officer of the Upstate Family Health Center, Inc. in 2017, coinciding with CHBS’ primary-care services name change to Upstate Family Health Center, Inc. Frederick has been a primary care provider in the Utica area for more
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JAMES FREDERICK, M.D. of Community Health and Behavior Services (CHBS) at Upstate Cerebral Palsy will transition to the chief medical officer of the Upstate Family Health Center, Inc. in 2017, coinciding with CHBS’ primary-care services name change to Upstate Family Health Center, Inc. Frederick has been a primary care provider in the Utica area for more than 35 years.
Past honors he has received included the Patient’s Choice Award, Bridges to Excellence, Diabetes Care Recognition NCQA Diabetes Physician Recognition Program, and most recently, the 2016 Physician of the Year award in the Excellence in Health Care Awards, put on by BizEventz and the Business Journal News Network.
Contact The Business Journal News Network at news@cnybj.com

MARK A. WALKER has joined Security Mutual as senior VP, chief actuary. He brings extensive experience in actuarial valuation and financial reporting, asset-liability management, risk management, and product development and implementation. For the past 10 years, Walker was chief actuary at Transamerica Life and Protection in Cedar Rapids, Iowa. He graduated from South Dakota School of
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MARK A. WALKER has joined Security Mutual as senior VP, chief actuary. He brings extensive experience in actuarial valuation and financial reporting, asset-liability management, risk management, and product development and implementation. For the past 10 years, Walker was chief actuary at Transamerica Life and Protection in Cedar Rapids, Iowa. He graduated from South Dakota School of Mines and Technology, where he earned a bachelor’s degree in mathematics.
Contact The Business Journal News Network at news@cnybj.com
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.