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Laboratory Alliance: lab careers available for science-minded students
SALINA — Laboratory Alliance of Central New York, LLC is concerned about what it calls an “alarming national shortage” in the medical technology or laboratory workforce. “I call it a silent crisis because nobody really knows what medical technology is,” says Barbara Guiffrida, VP of human resources at Laboratory Alliance. A medical technologist or a […]
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SALINA — Laboratory Alliance of Central New York, LLC is concerned about what it calls an “alarming national shortage” in the medical technology or laboratory workforce.
“I call it a silent crisis because nobody really knows what medical technology is,” says Barbara Guiffrida, VP of human resources at Laboratory Alliance.
A medical technologist or a medical technician handles a patient’s blood work, she notes.
“So when you want to see if you’re a diabetic or you have high cholesterol … that’s how they’re diagnosed … through lab results,” says Guiffrida.
Laboratory Alliance, which says it is the region’s largest clinical laboratory, contends the open jobs have outpaced the number of medical technologists and technician graduates for years.
A medical technologist is also known as a clinical laboratory scientist, Laboratory Alliance says.
The clinical-laboratory worker is an “important player” in the health-care industry, but it’s not a “top-of-mind” career choice because they’re workers who do their jobs behind the scenes and not directly with the patients, Laboratory Alliance contends.
“They’re hidden. They’re behind the scenes. They’re not up front like the nurses or the doctors,” says Guiffrida.
The company argues that a career in laboratory medicine is a “smart choice” for students who enjoy science and want a “strong job market” when they graduate.
Laboratory Alliance is telling anyone contemplating a two- or four-year degree in science to choose medical technology and “there will be a career waiting upon graduation.”
A medical technologist is a person who has a four-year degree in medical technology. A student needs only a two-year degree to become a medical technician. The positions require licensing from New York State, which started about a decade ago, according to Guiffrida.
A graduate with an associate degree can begin with a starting salary about $37,500, a figure that rises to about $42,000 with a four-year degree, says Guiffrida.
“When you go and get your degree, you come out with a career, as opposed to just a degree. That’s why I was so excited about this P-TECH grant for the Syracuse City School District,” she adds.
P-TECH grant
The New York State Education Department awarded the Syracuse City School District (SCSD) a $3 million New York State Pathways in Technology Early College High School (P-TECH) award. The SCSD announced the grant award in early November.
The district used the award to create the P-TECH Health Careers Academy (HCA) at Henninger High School.
The high school will enroll 56 incoming ninth graders to attend the P-TECH Health Careers Academy beginning in the 2016-17 school year, SCSD said.
They will graduate in five to six years with a high-school diploma, an associate degree, industry recognized credentials, and preference for local jobs, according to Laboratory Alliance.
The SCSD will collaborate with SUNY Broome Community College, Onondaga Community College, St. Joseph’s Hospital Health Center, SUNY Upstate Medical University, and Laboratory Alliance of Central New York on this project.
USBLS study
In its news release, Laboratory Alliance cited a 2012 study from the U.S. Bureau of Labor Statistics (USBLS) that indicated 7,100 new jobs in medical and clinical laboratory technology will be created annually by 2022.
In addition, the current workforce is expected to have a replacement rate of 26 percent, totaling an additional 8,500 jobs needed annually for the 10-year period.
Employment of medical laboratory technologists and technicians is projected to grow 22 percent from 2012 to 2022, “much faster than the average for all occupations,” Laboratory Alliance said.
The company also contends that an increase in the aging population will lead to a “greater need” to diagnose medical conditions through laboratory procedures.
And an aging population also means something else.
“We have an aging workforce,” says Guiffrida. “I’ve got more people retiring than people coming in to take their position.”

OVIA adds employee, accounts in Banach Insurance Agency acquisition
OSWEGO — Oswego Valley Insurance Agencies, LLC (OVIA) started 2016 with a new employee and hundreds of new accounts. OVIA acquired the Banach Insurance Agency of Pulaski in a transaction that took effect Jan. 1. The agency didn’t release any financial terms of the acquisition. OVIA handled a “little bit of brokering” with the Banach
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OSWEGO — Oswego Valley Insurance Agencies, LLC (OVIA) started 2016 with a new employee and hundreds of new accounts.
OVIA acquired the Banach Insurance Agency of Pulaski in a transaction that took effect Jan. 1.
The agency didn’t release any financial terms of the acquisition.
OVIA handled a “little bit of brokering” with the Banach agency over the years, says Jim Poindexter, VP of OVIA Insurance Agencies, who works in its Brewerton office.
“We just had a gentleman’s agreement in place that we would get first right of refusal the day that she decided to pack it up and seek retirement,” he adds, referring to Cindy Banach, owner of the Banach Insurance Agency.
The final discussions accelerated last June, he adds. Poindexter spoke with CNYBJ on Dec. 29.
Cindy Banach is retiring, she said in an email response to a CNYBJ follow-up inquiry.
Banach founded Banach Insurance Agency in 1999 in Pulaski, according to the OVIA release. She has worked in the insurance industry for more than 40 years.
“It has been a fulfilling career and I have enjoyed owning my agency, making friends and taking care of our customers,” Banach said in a letter to her clients. “Being blessed with a long and happy career, I have decided to trust my good friends at Oswego Valley Insurance Agencies, LLC, with taking care of our clients and providing their knowledge and products.”
The letter went on to say that OVIA is purchasing the Banach accounts and moving them to its office in the town of Mexico.
OVIA is gaining about 1,200 accounts in the acquisition, says Poindexter.
Kathie Hoffman, who has worked for the Banach agency for more than 10 years, is joining the staff in the OVIA Mexico office, the letter said.
Hoffman is Banach’s lone employee, Banach said.
The addition of Hoffman brings the agency’s employee count to 23, including one part-time worker, according to Poindexter.
OVIA is no stranger to mergers and acquisitions. In December 2014, it announced the acquisition of the Bartlett Insurance Agency of Oswego.
And it appears OVIA will continue its acquisition activity in 2016.
“We are very close to picking up another smaller book of business from an agent up in Watertown, and that should be effective on April 1,” says Poindexter.
OVIA resulted from the 1997 merger of two “longstanding,” local insurance agencies that operated since the late 1800s. Dowd & Harrington, Inc. and Streeter & VanSanford, Inc. merged to form OVIA.
The firm currently operates six offices in Oswego, Onondaga, and Jefferson counties, with locations in Oswego, Fulton, Phoenix, Brewerton, Mexico, and Clayton. The offices serve more than 10,000 clients.
Mohawk Valley Health System to consolidate urgent-care services at Faxton Urgent Care
UTICA, N.Y. — Mohawk Valley Health System (MVHS) plans to consolidate all urgent-care services at Faxton Urgent Care at 1676 Sunset Ave. in Utica. MVHS
EBRI: Consumer-driven health plans impact attention to costs, behavior
People who have consumer-driven health plans (CDHPs) appear to pay more attention to their health costs and behavior. That’s according to new research that the Washington, D.C.–based Employee Benefit Research Institute (EBRI) released last month. EBRI works to contribute to, encourage, and enhance the development of sound employee-benefit programs and sound public policy through objective
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People who have consumer-driven health plans (CDHPs) appear to pay more attention to their health costs and behavior.
That’s according to new research that the Washington, D.C.–based Employee Benefit Research Institute (EBRI) released last month. EBRI works to contribute to, encourage, and enhance the development of sound employee-benefit programs and sound public policy through objective research and education, according to its website.
Adults who have a consumer-driven health plan and a high-deductible health plan (HDHP) were more likely than those in a traditional plan to “exhibit a number of cost-conscious behaviors.”
The finding is part of the 2015 EBRI/Greenwald & Associates Consumer Engagement in Health Care Survey (CEHCS).
The CEHCS examined differences and similarities among individuals enrolled in traditional health plans, CDHPs, and HDHPs.
The report also looked at consumer engagement more generally and health-care decision-making, cost and quality information, participation in wellness programs, opinions about provider engagement, cost-sharing incentives related to plan type, and telemedicine. Findings from this survey are compared [with] previous EBRI surveys on the subject.
Other findings
The study also found evidence that adults in a CDHP were more likely than those in a traditional plan to be “engaged” in their choice of health plan, according to EBRI.
It found that CDHP enrollees were more likely than traditional-plan enrollees to “take advantage” of various wellness programs, such as health-risk assessments, health-promotion programs, and biometric screenings.
“Employers have been interested in bringing aspects of consumer engagement into health plans for many years, not just through greater cost-sharing but also through wellness programs,” Paul Fronstin, director of EBRI’s health research and education program and the report’s author, said in a news release. “Consumer-driven health plans appear to be having that effect.”
Specifically, the EBRI survey found that those in a CDHP or HDHP were more likely than those with traditional coverage to say that they had checked whether the plan would cover care.
They also asked for a generic drug instead of a brand name, talked to their doctors about prescription options and costs, asked a doctor to recommend a less costly drug, talked to their doctors about other treatment options and costs, developed a budget to manage health-care expenses, and used an online cost-tracking tool that the health plan provided, according to the EBRI report.
In addition, those in a CDHP were more likely than those with traditional coverage to say that they had talked to friends, family, or colleagues about the plans; attended a meeting that included explanations on health-plan choices; and consulted with their employer’s human-resources staff about health-plan choices.
Those in an HDHP were more likely than those with traditional coverage to say that they had visited the health plan’s website to learn about their plan; talked to friends, family, or colleagues about the plan; used other websites to learn about their choices; and that they consulted with an insurance broker to understand the plan, EBRI said.
About the plans
Consumer-driven health plans are a combination of health coverage with high deductibles (at least $1,300 for individual coverage in 2015) and tax-preferred savings or spending accounts that workers and their families can use to pay their out-of-pocket, health-care expenses.
A handful of employers first started offering CDHPs in 2001 with health-reimbursement accounts (HRAs) and in 2004 employers were able to start offering health plans with health-savings accounts (HSAs).
The 2015 survey found 13 percent of the population was enrolled in a CDHP, 11 percent enrolled in an HDHP, and 76 percent enrolled in traditional coverage.
The 13 percent of the population with a CDHP represented about 26 million individuals with private insurance, while the 11 percent with an HDHP represented about 22 million individuals.
Methodology
Researchers conducted the 2015 CEHCS within the U.S. between Aug. 4 and Aug. 21, 2015, through a 12-minute Internet survey.
The national or base sample was drawn from Ipsos’ online panel of Internet users who have agreed to participate in research surveys.
More than 2,000 adults ages 21 to 64, who had health insurance through an employer, purchased directly from an insurer, or purchased through a government exchange, were drawn randomly from the Ipsos sample for this base sample.
Researchers stratified the sample by gender, age, region, income, and race. The response rate was 34.4 percent.
As a non-probability sample, traditional survey margin-of-error estimates do not apply, EBRI said. However, had the survey used a probability sample, the margin of error for the national sample would have been plus or minus 2.2 percent.
Hiland joins Harris Beach as partner in Ithaca office
ITHACA — Harris Beach PLLC announced it has expanded its corporate and commercial real estate practices with the addition of attorney Seth T. Hiland as a partner in the firm’s Ithaca office. “Seth is a well-respected practitioner in this region with a diverse corporate, real estate, and business practice that will enable us to provide
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ITHACA — Harris Beach PLLC announced it has expanded its corporate and commercial real estate practices with the addition of attorney Seth T. Hiland as a partner in the firm’s Ithaca office.
“Seth is a well-respected practitioner in this region with a diverse corporate, real estate, and business practice that will enable us to provide greater service to our clients as our practice continues to grow,” Mark B. Wheeler, managing partner of the Harris Beach Ithaca office, said in a news release.
Hiland’s experience includes corporate and business matters, such as entity formation, management, labor and employment matters, and mergers and acquisitions. He also advises individuals and businesses on tax matters, including historic rehabilitation tax credits, contracts, and public and private group health plans, cafeteria plans, and other employee-benefit plans.
Hiland received his J.D. in 2005 from the Cornell University Law School and his bachelor’s degree in 2002 from the University of Notre Dame.
Founded in 1856, Rochester–based Harris Beach has more than 200 attorneys practicing in New York offices that also include Syracuse, Albany, Buffalo, Ithaca, Melville, New York City, Saratoga Springs, Uniondale, and White Plains, along with New Haven, Connecticut and Newark, New Jersey.

“A year from now, you will wish you had started today.” ~ Karen Lamb Several of my columns in 2015 focused on a continued emphasis on revolutionary federal and state health-care reform initiatives. In these columns, you have read about the objectives related to continued reforms of the state Medicaid and federal Medicare programs.
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“A year from now, you will wish you had started today.” ~ Karen Lamb
Several of my columns in 2015 focused on a continued emphasis on revolutionary federal and state health-care reform initiatives. In these columns, you have read about the objectives related to continued reforms of the state Medicaid and federal Medicare programs. This column takes a forward-thinking strategic positioning approach for each and every organization that provides health care and/or social-welfare services.
Remember that the health-care reform initiatives are both revolutionary and, in many cases, unproven. Reform of this nature, in which the state and federal governments are plowing new ground, creates both opportunities and challenges for all health-care providers. Through my participation over the past 18 months in these reform initiatives, I have developed the following list of the Seven Cs of our health-care system. These seven attributes will most likely be more difficult to navigate, than the “Seven Seas” several centuries ago. Each and every provider and stakeholder in health care and human services, on a prospective basis, must adopt an attitude consistent with the following required objectives:
– Cooperation among providers
– Collaboration with others
– Competition for service referrals
– Compensation allocation among providers
– Care coordination with a more intensive scrutiny on identifying the most appropriate and cost-effective site of care
– Convergence of provider activities resulting in shared services, mergers, and affiliations
– Contracting transition from fee for service to value-based performance metrics and outcomes
It is difficult to identify any other industry in our global economy that operates with the attributes listed above. I challenge you to identify any other sector that could operate successfully in an environment that requires complete and total commitment to individual cost-effective outcomes. I have not found one industry that could remotely describe itself as being able to collaborate and compete at the same time that compensation and revenue allocations were being directly impacted by the structural-reform initiatives.
These current reform initiatives follow roughly 40 years of both failed and successful events at controlling the rate of increase in health-care costs. You should remember that the United States spends close to 18 percent of GDP on health-care services. This spending has consistently been at more than twice the rate of any other industrialized nation. Interestingly, our increased spending habits have not resulted in better health outcomes for our citizens in comparison to those nations that spend half of what we do in the U.S. The reasons for this unexplained disparity in spending are complex. While there is no one simple answer or approach, our efforts over the past four decades are certainly appropriate since we must be able to “bend the cost increase curve.” Constraining costs at the same time that 10,000 “baby boomers” each day turn age for the next 17 years will be a monumental challenge.
Before I provide the typical questions that should be addressed by providers, keep in mind the impact of the five 5 As:
– Aging
– Alzheimer’s
– AIDS
– Alcohol and substance abuse
– Accidents
Because of these factors and technological changes, we find ourselves on the doorstep of fundamentally changing the American society’s general expectation that our citizens will “be kept alive” regardless of cost.
So, we have tried many models of health-care reform. You might say that the entire health-care industry and its providers are “experienced veterans” of constant reform and change initiatives. The following list of questions can be both strategic and operational in your organization’s services. Each of them should be considered in a board and management brainstorming discussion, preferably in the next six months.
Strategic/operational questions to be addressed
1) What is the best strategic position for our organization to participate in the DSRIP Medicaid / PPS initiative and the value-based payment reforms being implemented by New York State Department of Health?
2) What is the likelihood or probability of success to our organization if we remain autonomous and “go it alone”?
3) If autonomy is not an option, how many and which regional provider networks (RPNs) should we participate in?
4) What can our organization effectively do to achieve the goal of hospital-facility diversion that is the fundamental objective of DSRIP/PPS for eligible Medicaid individuals?
5) What is the definition of “avoidable hospital facility utilization,” and have we established clear policies and procedures for all staff to follow?
6) Do we have the necessary technology sophistication to be able to make “real time” triage decisions?
7) What is the appropriate structure for our organization to consider in its participation with RPNs?
8) Is participation in an independent provider association (IPA) the appropriate strategy? If not, why not?
9) How many emergency room visits and hospital-admission diversions did we accomplish today, this week, or this month? How did we do it, and are we receiving fair and reasonable compensation for the savings generated by utilizing lower-cost sites of care?
10) The fundamental question that every organization must be prepared to assess and answer is, how many emergency room visits and admissions did we generate from our service population in 2013, 2014, and 2015, and what is a reasonable expectation for a percentage reduction in 2016, 2017, and 2018?
There are no easy answers to the question of how we, as a state and nation, can effectively bend the cost curve on health care. Forty years of reform initiatives have not produced the desired result. It may take another 40 years and the demise of the baby boom generation before we achieve any meaningful results.
Gerald J. Archibald, CPA, is a partner in charge of the management advisory services at The Bonadio Group. Contact him at garchibald@bonadio.com
Critical Business Lessons for Women in Accounting
Mentoring future leaders Mentoring the next generation of female accounting-firm leaders is imperative in my role at The Bonadio Group. Growing the talents of our workforce not only impacts the success of our firm, but also improves the viability of the accounting industry. Since my start more than 15 years ago, I have made it
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Mentoring future leaders
Mentoring the next generation of female accounting-firm leaders is imperative in my role at The Bonadio Group. Growing the talents of our workforce not only impacts the success of our firm, but also improves the viability of the accounting industry. Since my start more than 15 years ago, I have made it my personal mission to share the critical business lessons I’ve learned along the way with the women I’ve had the pleasure to lead.
The five key mantras I have found most helpful in my career include the following:
Know when to say “yes”
Opportunities will arise for you when you least expect them, which makes it even more challenging to make the right decision. These situations often come up at the worst possible time (busy season, vacation time, etc.). Just because an opportunity is there for the taking, it doesn’t always mean that it’s right for you or your career. Take the necessary time to make a well-informed decision about the prospect at hand and discuss it with someone you trust. An unbiased mentor can help you drill down to the important issues you face so you can make an informed decision. This kind of thoughtful approach can provide peace of mind — no matter the outcome.
Know when to say “no”
The word “no” is often the hardest word to say. I’ve found this to be especially true when it comes to career development. Being the go-to girl or being asked to complete a special project or task by a manager or supervisor always seems like a great opportunity. As many of you can relate, early in your career, you would likely jump at the chance to help your leadership team, knowing that it could directly impact your career trajectory. Although it might feel like you should always take advantage of these opportunities for engagement, saying “no” sometimes is important. Think carefully about the additional tasks you may take on and align yourself with leaders that value your time and talent.
Redefine success continually
As you evolve at work and in your personal life, your definition of success continues to develop. Once I became a partner, I had to redefine what my next career achievement would be. With my days as a fledgling accountant in the rear view mirror, I can now place more emphasis on my achievements outside of the office. Thankfully, as you advance in your career, you’re afforded more opportunities to make your personal life a priority. You’ve earned greater autonomy. Remember: work hard, play hard, and enjoy your life outside of the office.
Be bold
Okay, there’s a trick here — be bold, but not too bold. Being bold gets you noticed, but being too bold can negatively affect your career. Take chances and ask for what you want, but also be reasonable.
Be yourself
This is the best advice I can give anyone. It is clearly evident when you are trying to be someone you’re not. Each person’s career is unique based on his or her personality and skillset. My career path to partner was different than those of my colleagues. Use your personality traits to differentiate yourself from the pack and seek out opportunities that are best suited to your strengths.
I am outgoing by nature, and throughout my career, I have gravitated toward opportunities that involve a lot of interaction with people. This includes getting involved in marketing initiatives and training that allows me to use my natural skills to serve as an ambassador for the firm and boost my career at the same time.
You might have heard your parents say that they want to do more for you than the previous generation did for them; I take the same approach with individuals that I mentor. I know they will face myriad unique challenges as they rise through the ranks, but I will always impart the words of wisdom I wish someone had shared with me.
Jamie Keiser, CPA, is a partner at The Bonadio Group. Contact her at jkeiser@bonadio.com.
Metro Fitness Health Club opens 2nd club in Fayetteville
FAYETTEVILLE, N.Y. — Metro Fitness Health Club has added a second location at 6800 East Genesee St. in the village of Fayetteville. Metro Fitness is
This subject sounds like a snoozer. But it may affect your job. Or the jobs of friends or relatives. And it turns the spotlight onto some stupid thinking. We have seen many a big company move overseas lately. To escape our taxes. The big company buys another business that is headquartered in another country. The
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This subject sounds like a snoozer. But it may affect your job. Or the jobs of friends or relatives. And it turns the spotlight onto some stupid thinking.
We have seen many a big company move overseas lately. To escape our taxes. The big company buys another business that is headquartered in another country. The other country taxes business at a lower rate than we do. So the American company moves its headquarters to the low-tax nation — to escape our high taxes. It can do so easily because it bought the other company in the low-tax country.
Our government is crying “foul.” Candidates are blasting these companies. This is unfair, they insist. Businesses are not paying their fair share. These companies are unpatriotic.
I call their wailing “garbage” for a simple reason. We have the highest income tax rate on business in the industrialized world.
Please think about this. Our politicians promise new jobs by the millions. They promise to make America the perfect place to locate your company. They utter a lot of blah blah about how they will light a fire under American businesses. To push them to create those millions of jobs.
And yet they whack those businesses with the highest corporate income taxes in the industrialized world. Could our politicians do anything more stupid in this regard?
Well, yes, they could. And they have. They double-tax companies. They make American companies pay taxes here on income they made abroad. So they’re taxing income that has already been taxed by other countries.
This not taxing. This is plundering. It is greed. It is stupid. It gives the back of the hand to major companies, major employers. And many companies have declared they have had enough.
Now, when they relocate overseas, the companies still pay U.S. taxes — on profit they make here. But they escape the IRS’s greedy clutches with profit they make overseas. And that’s how it should be.
Meanwhile, the Obama administration is doubling down on the stupidity. It is breaking the law with tactics designed to punish these companies. The tactics are failing, because they are stupid. Companies are leaving anyway. The administration is asking Congress to give it more authority to stop these companies from escaping our high taxes.
This is equivalent to you raising and raising your prices on your best customers. When they tell you they are going to the competition — where prices are lower — you blame them, the customers.
So what would be a smart policy? Well, duh, we could lower our tax rates on these companies we want to have locate here. We could reduce the god-awful regulation we impose on them. We could make this country a place where companies actually want to locate.
Ask yourself this question the next time you hear a candidate say that big American companies avoid taxes: If this was true, why do these companies move overseas? If they pay virtually no taxes here, this is Nirvana for them. Why would they move from Nirvana?
Connecticut has been awash in stupid thinking on taxes. Its tax rates are onerous. And so high-earners desert the state in droves. As do many companies. GE is thinking of doing so at the moment. There is a simple lesson here. When you tax businesses and people too much, you get fewer of them.
Meanwhile, when you tax people and businesses less, you attract more of them.
The plain fact is that our taxes on companies are unreasonable. So are our regulations. Both are stupid. As are the people who create them. Many companies are smart enough to escape this stupidity. This is unfortunate for us.
My wish for 2016? More intelligent thinking on this subject in Washington. When I told my wish to Santa Claus, he fell off his sleigh with laughter.
From Tom…as in Morgan.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta, in addition to his radio shows. Contact him at tomasinmorgan@yahoo.com
The Simple Way to Become More Professionally Interesting to People
Have you ever witnessed the “slow link,” when someone is so bored he starts blinking really slowly, his head becomes the heaviest object in the world, and he almost falls asleep while talking to the other person? Don’t let the person causing the slow blink to be you. If you want to become more interesting
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Have you ever witnessed the “slow link,” when someone is so bored he starts blinking really slowly, his head becomes the heaviest object in the world, and he almost falls asleep while talking to the other person? Don’t let the person causing the slow blink to be you.
If you want to become more interesting to people — in business meetings, sales calls, or networking events — there is a simple strategy you can implement. As you look to build your likability, it’s important to become interesting and someone that people want to be around.
The biggest mistake people make is thinking that to become interesting they have to say something interesting. It may sound counter intuitive, but the most interesting people rarely say interesting things. The key to becoming interesting to people is to become interested in them. The less you talk about yourself and the more you put the spotlight on the other person, the more he/she will actually find you interesting and like you in return. The majority of people you do this with will relish the opportunity to talk about themselves, to have someone put the spotlight on them and genuinely listen. When the majority of people are listening, they are not actually listening — they are simply waiting for their turn to talk. They don’t care what the other person is saying and aren’t really interested. Becoming interested in people makes you interesting.
Use the attention-spotlight technique
Now imagine that you are a stage director of a big play and you control the spotlight. You are going to put the spotlight solely on the person with which you are talking. Everything else around the person is black. You are behind the light so you can’t be seen. The spotlight of your attention is solely on this person, not on your phone, not looking around, not checking your watch, but solely on the person.
I want you to be connected to him/her and ask questions, such as: “What is new and exciting in your life?” “What projects are you currently most excited about?” and “What keeps you up at night?” Pay attention to the person’s responses and delve deeper with genuine curiosity.
A friend of mine who is an executive coach told me of an executive client he had who felt he had changed her life. In this life-changing session, the only words he uttered were: “Tell me how you are doing” and then never said another word. He genuinely listened and simply gave this powerful client of his the space to speak. Being allowed to talk, without interruption, led to this game-changing session for his client. He did not interrupt her; he just listened and kept his attention spotlight on her.
By asking open-ended questions, and giving the other person the spotlight, you let the individual you are speaking with direct the conversation. You are not a mind reader; you don’t know what pains or joys this person has and which areas of her life are affected. By asking open-ended questions, you let the person interpret based on what’s most important to her.
An important note about this technique is to avoid inundating people with questions. It’s a conversation, not an interrogation. Make sure to show you are listening by rephrasing the answer in your own words before asking your next question. Utilize active listening techniques like head nodding, saying, “I see,” or “Interesting, tell me more.”
To become more interesting to people, become genuinely more interested in them. Ask questions and listen intently. Keep the attention spotlight on them for the majority of the time. When you increase your likability, you boost the chances of having deep relationships with people. If you increase deep relationships with people, then you raise your chances of success in all areas of your life.
Arel Moodie is the founder of the Art of Likability, which provides research on leveraging likability for business success. He hosts a weekly podcast on his likability research on iTunes that is listened to in over 140 countries. Contact him at www.artoflikability.com, info@artoflikability.com, or (800) 617-9648.
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