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Entrepreneurial Leadership: The Answer to Fixing Our Economy
We need more entrepreneurs and startups in America to restore our economy, one that was once the envy of the world. Entrepreneurs are people who own businesses. However, I know a lot of them that are not very entrepreneurial. Startups are new companies whose failure rate runs between 50 percent and 85 percent, depending on […]
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We need more entrepreneurs and startups in America to restore our economy, one that was once the envy of the world. Entrepreneurs are people who own businesses. However, I know a lot of them that are not very entrepreneurial. Startups are new companies whose failure rate runs between 50 percent and 85 percent, depending on whose statistics you want to believe. Neither is the solution to our problems; what we need is more entrepreneurial leaders.
Entrepreneurial leadership is a special form of leadership that begins with the creative process often referred to as “being entrepreneurial.” This process is commonly described as taking financial risks in the hope of making a profit, or “being enterprising.”
Entrepreneurship, however, is much more than this; it is a process whose purpose is to generate new business. For the purposes of our discussion, business is defined as “products, services, and the organizations needed to deliver them.”
All organizations, regardless of type, need to provide products and services to grow and survive. Business is not only good for the economy; it is the engine that keeps it moving and growing. Entrepreneurs are — and always have been — the major generators of business; however, this need not be the case.
As a preliminary measure, the good entrepreneurial leader realizes that — contrary to what might be the prevailing business ethos — the art of generating new business is selfless, and not selfish. He or she understands that the business world should be a “you” world, not a “we” or “me” world. By that, I mean that good entrepreneurial leaders focus on the needs and wants of the consumer, knowing that by satisfying the consumer first, the “we” and “me” will benefit later.
I have found that entrepreneurial leadership is a process that can be taught and must be learned over time. Many of my students are successful entrepreneurial leaders. Entrepreneurial leadership is not, as many people seem to believe, just the ability to form an organization. Entrepreneurial leadership is much more than creating startups. It is a process whose purpose is generating new business. The process involves recognizing an opportunity to pursue and forming a team and an organization to deliver it, keeping in mind that entrepreneurial leaders are the driving force behind generating new business.
This process isn’t confined to privately owned companies, publicly traded companies, or nonprofits. It’s certainly not confined to businesses just starting out either. Entrepreneurial leadership is vital to all forms of organizations at all stages of their development. It is even essential and possible in government — contrary to popular opinion. Entrepreneurial leaders are the driving force behind generating new business, and all organizations need new business to sustain themselves and grow.
The beginning
The entrepreneurial process begins with recognizing an opportunity, which is the chance to create a product, service, or organization and successfully bring it to market. Recognizing an opportunity can happen in the “startup” stage, or in the midst of a well-established company or organization. The most critical thing an entrepreneurial leader must know how to do is distinguish an opportunity worth pursuing. Pursuing ideas that are not real opportunities is a sure path to failure.
In the grocery industry in the 1990s, 30,000 new products were introduced each year. Considering that supermarkets carried only 25,000 items each, the success rate of new products was less than 1 percent. Yet at Adirondack Beverages, where I was CEO, our new product success rate exceeded 90 percent. How did we accomplish this?
The answer lies in my five-step “Opportunity Model,” which I developed after many years of working in the highly competitive grocery industry. With my team’s help, I tested, implemented, and improved a model that I have used throughout my career as a successful entrepreneurial leader.
The five steps of my “Opportunity Model” are:
1. Identify a commercially viable problem
The problem you identify must be ready to be solved, and the solution to the problem must be commercially viable. In other words, there must be a large enough demand for a solution if the product or service is to be commercially feasible.
2. Create a product or service that has a strong competitive and comparative advantage
Your product or service must be unique, in that it must be positioned as better in some way then existing products and services. Securing effective distribution channels, as well as creating awareness for your product or service, is also essential to achieving a competitive and comparative advantage.
3. Ensure that your product or service is sustainable through patents, trademarks, first-mover advantage, and continuous improvement
Successfully launching your product or service is a great first step, but long-term success is dependent on protecting your intellectual capital with patents or trademarks, or both. Staying ahead of your competitors also means continuously improving your product or service.
4. Secure your product or service’s profitability
Due to initial startup costs, very few products or services are profitable when they’re first introduced. Yet survival and success are dependent on taking in more than you pay out. Profits are for a company what a salary is to an employee.
5. Build an effective team
While nearly all new products or services begin with a sole individual’s idea, they seldom get off the ground without a team. That team should include the entrepreneurial leader, as well as team members with complementary skills.
Knowing how to generate new business, however, is never enough. Doing it demands the ability to lead. Persuading your people to buy into the opportunity, cooperate willingly, and make the opportunity real and successful requires professional and personal leadership.
Angelo Mastrangelo, Ph.D., is an entrepreneur, professor, and author of “Entreprenurial Leadership: A Practical Guide to Generating New Business.” In 2001, he began teaching leadership and entrepreneurship at Binghamton University. In 2007 he was named as one of the top entrepreneurship professors in the U.S. by Fortune Small Business. To learn more about Mastrangelo or contact him, visit: http://www.profmastrangelo.com

Jefferson County vet says launching a new farm brewery is a ‘long process’
EVANS MILLS — Paul Kilgore started home brewing beer in 1994. More than 20 years later, he’s working to open his own brewery. Kilgore is the owner and head brewer of WAORGANY Brewing, LLC, (pronounced WAR-guh-nee). He plans to start operations in Evans Mills (northeast of Watertown) later this year. “It’s quite a long process,”
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EVANS MILLS — Paul Kilgore started home brewing beer in 1994. More than 20 years later, he’s working to open his own brewery.
Kilgore is the owner and head brewer of WAORGANY Brewing, LLC, (pronounced WAR-guh-nee). He plans to start operations in Evans Mills (northeast of Watertown) later this year.
“It’s quite a long process,” says Kilgore, who spoke with CNYBJ on Feb. 25.
WAORGANY Brewing, LLC is a farm brewery, according to its website. The name WAORGANY includes the abbreviations for Washington, Oregon, Georgia, and New York, places where Kilgore has either lived or served in the military.
Kilgore, a veteran of the U.S. Army, cannot conduct commercial brewing activities until the federal TTB and New York grant him a license. TTB is the federal Alcohol and Tobacco Tax and Trade Bureau, which is part of the U.S. Department of the Treasury. He’ll need to secure the TTB brewer’s permit before he can apply for the New York farm brewery license.
Kilgore is taking the steps necessary to secure the TTB license, he says. That process includes securing a location with all the proper equipment.
“Once you have all your equipment in place, then you can apply for your license to brew,” he says.
The application process takes between three and six months to get approval, he adds.
His most immediate objective is finding a location.
“I’m in the process of looking at a few properties right now,” says Kilgore.
He plans to buy an existing structure and modify it to meet the needs of a brewery.
“We’ll probably be doing most of the work that we can ourselves,” he says, noting he’s aware of a contractor he’ll work with once he determines what work needs to be done.
Future operations
WAORGANY Brewing will begin as a manufacturing operation, producing all its beers and ales “in-house.”
“We’re going to be licensed as a New York State farm brewery, so we’ll be able to actually serve our beers directly from a tap room at our facility,” says Kilgore.
With a New York State farm brewery license, he will eventually think about self-distributing the products, he notes.
WAORGANY will be what Kilgore refers to as a nano brewery, meaning it will produce its beer and ales using a three-barrel brew system.
“All the other breweries are five-barrel breweries or bigger,” says Kilgore, referring to all other breweries in Jefferson County.
Project financing
Financing the project is his “biggest” concern as the project moves forward, he notes.
Kilgore estimates it will cost between $300,000 and $500,000 to launch WAORGANY Brewing.
He’ll use some of his own cash. A “long- time friend” might partner with Kilgore. “We’re still trying to work out the details on that,” he says.
Figuring he’ll still need more money, Kilgore plans to seek an angel investor or another partner or pursue additional financing through the U.S. Small Business Administration.
Kilgore figures he’s accumulated about 20 percent of the financing he needs for the project as of late February.
His business plan for the company was among the top finishers in a recent competition for veterans.
The Jefferson County veteran won $20,000 as the 2nd place finisher in the 2016 D’Aniello Family Foundation Business Plan Competition in Charlotte, North Carolina.
Kilgore’s plan for WAORGANY Brewing was part of the competition that Syracuse University’s Institute for Veterans and Military Families (IVMF) organized.
The prize money will be “big help,” Kilgore says, noting he will probably use it to get a new computer and software for the brewery.
“The rest of the money will be used for working capital and whatever kind of equipment we need to get,” says Kilgore.
EBV program
Kilgore served in the U.S. Army for 21 years, including two stints at Fort Drum and a deployment for service in Iraq during 2005 and 2006. He retired from service in 2007.
Kilgore got involved with the IVMF’s entrepreneurship bootcamp for veterans with disabilities (EBV) through Cornell University in late 2014 because “it was still taking applications.”
The instruction included online work and an on-campus residency that lasted nine days, he says.
Kilgore compares it taking a two-year MBA degree program and “cramming it into a little over six weeks.”
“It was pretty extensive,” he says.

St. Lawrence alum Kirk Douglas, wife to give school $2M for scholarships, dorm upkeep
CANTON — A well-known alumnus and his wife are again sharing their wealth with a North Country institution of higher learning. Actor Kirk Douglas and his wife, Anne, are donating $2 million to St. Lawrence University to further endow scholarships and to help maintain a residence hall named after the actor. Douglas, 99, graduated from
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CANTON — A well-known alumnus and his wife are again sharing their wealth with a North Country institution of higher learning.
Actor Kirk Douglas and his wife, Anne, are donating $2 million to St. Lawrence University to further endow scholarships and to help maintain a residence hall named after the actor.
Douglas, 99, graduated from St. Lawrence nearly 77 years ago.
Through the Douglas Foundation, the couple has donated a total of $7 million to St. Lawrence since 2012, the university said in a news release.
This latest gift designates $1 million to the Kirk Douglas Scholarship fund, established in 1999. In addition, the donation includes $1 million to endow the improvement, repair, maintenance, and operation of Kirk Douglas Hall, a 155-bed residence hall that opened in 2014.
The Douglases in 2012 contributed $5 million specifically for the Kirk Douglas Scholarship fund, the school said.
St. Lawrence selects two Douglas Scholars each year from underrepresented and low-income backgrounds.
The school picks the scholarship recipients based on their “demonstrated leadership skills, ambition and potential to contribute to diversity with the campus community,” according to the news release.
St. Lawrence then provides mentoring; a loan-free education including required textbooks; and a “guaranteed” experiential learning opportunity that could be an internship, research fellowship, or other “self-designed opportunity.”
St. Lawrence currently has six Douglas Scholars who come from Schenectady and New York City, along with California, Illinois, Maryland, and Minnesota.
“We are immensely grateful for Kirk and Anne’s continued commitment to St. Lawrence,” William Fox, president of St. Lawrence University, said in the release. “This most recent gift will increase access for cohorts of deserving young scholars and enrich the St. Lawrence experience for many more students.”
Douglas, who grew up in Amsterdam, New York, graduated from St. Lawrence University in 1939 with a degree in English.
As a student, Douglas was president of the student-government organization and a member of the wrestling team and German club, the university said. He also participated in dramatic productions on campus.
St. Lawrence University awarded Douglas an honorary degree in 1958, according to the news release.
Clayton/1000 Islands region to host Empire State Tourism Conference in early May
CLAYTON — The New York State Tourism Industry Association (NYSTIA) will host the 2016 Empire State Tourism Conference, along with I Love NY, on May 2-4 at the 1000 Islands Harbor Hotel in Clayton. “It is an honor for the 1000 Islands region to serve as host of this prestigious conference which will draw tourism
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CLAYTON — The New York State Tourism Industry Association (NYSTIA) will host the 2016 Empire State Tourism Conference, along with I Love NY, on May 2-4 at the 1000 Islands Harbor Hotel in Clayton.
“It is an honor for the 1000 Islands region to serve as host of this prestigious conference which will draw tourism professionals from all corners of this great state,” Michael Folsom, conference chairman, said in a news release. “By being in Clayton, this conference provides an ideal opportunity for the region to shine and share with fellow NY tourist destinations that the 1000 Islands is an extraordinary place everyone should experience and enjoy.”
The theme of this year’s conference is “The Future is Now.” The event will feature a number of breakout sessions and panel discussions on topics ranging from social media to audience targeting. Barbara Wold, an internationally known speaker and authority to the retail, consumer, hospitality, and tourism industries with more than 40 years of firsthand experience in management and marketing, will serve as keynote speaker, as will Michael Johnson, dean of Cornell University’s School of Hotel Administration, according to the release.
“NYSTIA is looking forward to highlighting the tremendous assets of the 1000 Islands Vacation Region during our annual conference,” Jill Delaney, president and CEO of NYSTIA, said. “As New York State’s 4th largest employer, tourism continues to drive the state’s economy, and our conference is sure to further support that momentum with cutting-edge educational programming and collaboration opportunities.”
For more information about the conference, visit www.nystia.org/estc.
New director leading CITEC Business Solutions in Potsdam
POTSDAM — A man who has worked as a business advisor at CITEC Business Solutions since February 2013 is now the organization’s executive director. CITEC’s board of directors has appointed Reg Carter as the nonprofit’s new executive director. Carter started his work as executive director on Feb. 10, the organization said in a news release
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POTSDAM — A man who has worked as a business advisor at CITEC Business Solutions since February 2013 is now the organization’s executive director.
CITEC’s board of directors has appointed Reg Carter as the nonprofit’s new executive director.
Carter started his work as executive director on Feb. 10, the organization said in a news release issued Feb. 28.
He replaces William Murray, who resigned at the end of 2015 to pursue personal interests, a CITEC spokesperson said in an email response to a BJNN inquiry.
CITEC operates at the Clarkson University small-business incubator in Potsdam.
“We received some exceptional résumés from extremely well-qualified candidates,” John Chatterton, CITEC board president and search committee member, said in the release. “After balancing the future needs of the organization along with the critical opportunities CITEC is in the midst of, we felt strongly that transitioning an existing employee with Reg’s qualifications was the ideal path forward.”
Carter has worked as a senior level executive with companies that include Fairfield, Connecticut–based General Electric (NYSE: GE); Stockholm, Sweden–based AB Electrolux; and Merrillville, Indiana–based utility NiSource (NYSE: NI), according to CITEC.
“With our recent contract approval by Empire State Development extending our funding for the next five years, I am excited about our opportunities to bring the experts, programs and resources to the small- and medium-sized firms in our North Country region,” Carter said in the release.
Since joining CITEC, Carter has worked with the leaders of North Country organizations in the areas of strategic planning, business assessments, succession planning, and executive coaching.
Carter will continue providing those services to clients, but his daily activities will “shift to spend more of his time on his leadership role for CITEC,” the nonprofit said.
CITEC describes itself as a nonprofit business-consulting organization that works to “help the small- and medium-sized enterprises in northern New York to thrive, rather than just survive,” according to its release.
It offers clients a consulting team and a “nationwide network” of resources so businesses can “grow strategically, improve profitability and create the competitive advantages they need.”
As a member of the federal and state Manufacturing Extension Partnership program, an independent third party surveys CITEC clients upon project completion. Those clients have reported more than $335 million in results, so far, the nonprofit said.
On average, working with CITEC provides a return of $120 for every $1 of project cost, it contends in the release.
CITEC is the organization’s formal name. It was originally short for Council for International Trade, Technology, Education and Communication.

KeyBank to invest $16.5 billion in its markets to address acquisition concerns
CLEVELAND, Ohio — KeyBank has plans to invest $16.5 billion over the next five years in the communities it serves under its “national community-benefits plan.”
Some politicians cannot understand why so many folks hate politicians. To help them understand, I suggest they simply listen to themselves. Let’s take the battle over the vacancy on the Supreme Court following Justice Antonin Scalia’s death. President Obama has declared he will nominate someone to replace Scalia (He may even have already done so
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Some politicians cannot understand why so many folks hate politicians.
To help them understand, I suggest they simply listen to themselves.
Let’s take the battle over the vacancy on the Supreme Court following Justice Antonin Scalia’s death. President Obama has declared he will nominate someone to replace Scalia (He may even have already done so by the time you read this column). The Republicans say they won’t consider any nomination — because it is an election year. From what I can read, there is not much in our Constitution that says whether this is right or wrong.
The president tells us this is wrong. He calls the Republicans a lot of names over this plan. Vice President Biden says the same. He demands that the Senate should deliberate over the nominee, immediately.
Our Senator Chuck Schumer also scolds the Republicans for their intransigence. Senate Minority Leader Harry Reid echoes those sentiments. In other words, election year be damned. They claim the Republicans are playing politics, throwing sand in the gears of the machine we use to appoint justices.
As mentioned, the Constitution offers no guidance. So these are merely opinions.
Here is why politicians are about as popular as last week’s lunch served for tonight’s dinner. A few years ago, these guys all said the opposite.
In 1992, then-Senator Joe Biden was head of the committee that vetted justices. He proclaimed that nominating judges to the Supreme Court in an election year was wrong. He told us earlier presidents refrained. And President George Bush should follow their example. This is the very opposite of what Biden says now.
In 2007, Senator Schumer said the Democrats should not allow President George W. Bush to fill a Supreme Court vacancy. Bush still had seven months left in office. This is the opposite of what he says now.
Harry Reid has flip-flopped several times on the issue of how the Senate should deal with nominees from the president. And President Obama — when he was a senator — joined in a filibuster on a nominee. In other words, he helped toss sand into procedural gears. His spokesman says the president now regrets that move.
Is this the politicians’ version of the game: “All Change”?
Suppose your friend tells you that such and such is absolutely wrong. A year later he tells you the same such and such is right. After the flip-flop do you take him seriously any more?
Can we take our politicians seriously? This is a pretty big issue. They did not make their remarks casually. They were not caught off-guard in a flippant response. They carefully prepared their remarks. When it helped their cause one year, they said X. When it helped their cause another year, they said Y.
So, were they lying then? Are they lying now? Did they believe what they said then? Do they believe what they say now? Do they believe anything?
Is this indeed just a game to them? A game in which words mean nothing? A game in which they can feed us anything? And we are supposed to swallow it? We, the rubes and patsies?
A child specialist told me once that parents can screw up their kids by doing just this. Kids hate it when parents say something one week and say the opposite the next week. They figure that in one of those weeks the parents lied to them.
This can cause confusion, resentment, and anger.
I wonder if politicians cause the same feelings with voters. By saying what we hear them say over this vacancy — versus what they said before.
Cynics say politicians talk out of both sides of their mouths. They say politicians have no beliefs. And that they will say whatever works for the political moment.
Sometimes the cynics ain’t so cynical. Sometimes they tell it like it is.
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, called Tom Morgan’s Money Talk. Contact him at tomasinmorgan@yahoo.com
The Missing Half of Congress’s Job
Every now and then, I’m asked if I miss Congress. My stock answer is that no, I don’t really miss it, but there are definitely times when I’d like to jump into a policy debate or call congressional hearings. This is one of those times. Over the last few weeks, several media outlets have reported
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Every now and then, I’m asked if I miss Congress. My stock answer is that no, I don’t really miss it, but there are definitely times when I’d like to jump into a policy debate or call congressional hearings.
This is one of those times.
Over the last few weeks, several media outlets have reported that U.S. military commanders want more American troops on the ground in places like Syria, Iraq, Afghanistan, and, most recently, Libya. This ought to have Congress working overtime to prepare for these requests. The military faces serious security challenges in the Middle East, but one can be sympathetic and at the same time skeptical, or at least probing.
Congress should push hard to get answers to some very tough questions. Where are we headed with these proposed troop increases? If they don’t work, what’s next? What’s our exit strategy? What are the prospects for negotiations? We insist that we’re going to destroy ISIS, but no other country in the international coalition fighting the Islamic State seems willing to put forces on the ground. Are we going to be the only one? And just how does the administration propose to destroy ISIS?
Congress has two key functions in our system of government: legislation and oversight. Most public attention — and certainly most media attention — focuses on policy-making and legislative maneuvering. But Capitol Hill’s role in overseeing the executive branch is just as important.
That’s because in seeking answers, Congress can force the President and his top advisers to articulate and defend their policies, their objectives, the steps they’re taking to implement those objectives, and the impact they expect. They need to explain the resources needed to obtain their objectives: in this case, how many troops, how much money, what are the risks to American lives and interests?
Simply put, government functions better when Congress pursues robust oversight. It sharpens objectives, improves government performance, makes the bureaucracy more responsive, and curtails wasteful spending.
Sadly, this key responsibility has fallen into disrepair. Really tough overseers of the administration’s policies — lawmakers interested in government performance, not political one-upmanship — have grown scarce on Capitol Hill. If we want to restore the vigor of the Congress, getting it to look into every nook and cranny of government is vital. The military’s pursuit of growing troop strength and new strategies in the Middle East would be a good place to start.
Lee Hamilton is director of the Center on Congress (www.centeroncongress.org) at Indiana University (IU), 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.
Bowers & Company CPAs has merged with Caswell & Associates, and BRIAN A. CASWELL has joined Bowers as of counsel. In addition to building a successful local CPA firm, Caswell is highly regarded in the accounting industry in the areas of ethics and governance, Bowers contends. Caswell currently serves on the International Standards Board for
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Bowers & Company CPAs has merged with Caswell & Associates, and BRIAN A. CASWELL has joined Bowers as of counsel. In addition to building a successful local CPA firm, Caswell is highly regarded in the accounting industry in the areas of ethics and governance, Bowers contends. Caswell currently serves on the International Standards Board for Accountants, where he is one of only 18 voting members. This committee develops the “Code of Ethics for Professional Accountants,” and for multinational engagements. Caswell is a graduate of Hamilton College (bachelor’s degree), Le Moyne College (accounting post-graduate program), and Syracuse University (MBA).
Firley, Moran, Freer & Eassa, CPA, P.C.
RICHARD SMITH and MARISSA DILAURA have joined Firley, Moran, Freer & Eassa, CPA, P.C. Smith is a senior manager in the tax department with more than 14 years of experience in public accounting, including 10 years working at a “Big 4” firm. He received his bachelor’s degree in accounting and MBA from SUNY Oswego and
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RICHARD SMITH and MARISSA DILAURA have joined Firley, Moran, Freer & Eassa, CPA, P.C. Smith is a senior manager in the tax department with more than 14 years of experience in public accounting, including 10 years working at a “Big 4” firm. He received his bachelor’s degree in accounting and MBA from SUNY Oswego and is a CPA. DiLaura is an in-charge accountant with three years of federal and multi-state tax accounting experience. She is a CPA and received her bachelor’s degree in accounting and MBA from St. Bonaventure University and started her career at RSM US LLP in Boston.
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