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Improve Income and Lower Benefits Cost with Good Communication
In my book, “Employees, Kids & Pets,” I talk about how the lack of proper and disciplined communication can lead to unhappy employees and business owners. What I don’t talk about is how profoundly that unhappiness can affect your bottom line. When I say, “communicate with employees,” I don’t mean day-to-day stuff or even formal “task” […]
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In my book, “Employees, Kids & Pets,” I talk about how the lack of proper and disciplined communication can lead to unhappy employees and business owners. What I don’t talk about is how profoundly that unhappiness can affect your bottom line.
When I say, “communicate with employees,” I don’t mean day-to-day stuff or even formal “task” training. What I mean is properly communicating your organizational needs and wishes.
For instance, how many of your employees know what your mission or vision statement is? Have you ever specifically stated it to them, or do you just assume they know? Here is a good test: pick a handful of lower-level employees and ask them to explain, in their own words, what the company actually does. Then ask them who your target customer is? Finally, ask them what is most important to upper management/the owners? If they cannot answer these questions suitably, then there is an opportunity for improvement.
Teach a man to fish
If you explain your expectations, then there are a million other little things employees can figure out for themselves because they know the general direction. For tasks, you can say, “This is the order in which to assemble this car.” But with mission and vision you can say, “We do everything here perfectly and we absolutely want to treat our customers better than anyone else. So, when you are building this car, we want to make sure that no customer ever has a problem and it never has a defect. When you’re building it, know that our mission is for it to be perfect, no matter what.”
Armed with that communication, those employees are now empowered to deal with all kinds of issues that you could never begin to foresee.
For instance, say a car comes down the assembly line in an auto manufacturing plant and the employee notices a mistake done by the person before her on the line. Now, let’s assume these employees are best friends and the one who discovered the mistake knows the other employee’s husband lost his job. Assume they were trained on “how to handle a mistake” but were never given any moral direction on “how to handle a mistake made by your best friend when her husband just lost his job.” What is the line for our torn employee? Maybe she would call attention to the mistake as she is supposed to if her friend’s husband still had a job, but that one little detail might make all the moral difference in the world to her.
If the employees were never told how important perfection is to the company and only told what to do for a mistake, then they can justify a deviation. However, go back up, read the company expectations, and tell me you do not clearly know what it wants and where it stands on this matter or any other number of odd situations surrounding a mistake. Employees of that auto manufacturer know, “This car is going to go down the line with a defect and that’s not good. I need to do something about this or it will be my butt.”
The same thing can happen to a white-collar service business as well, although it tends to be a little more subtle. For instance, I have seen employees block sales because they don’t like a salesperson in a company that relies on sales to stay in business. I have also seen the employees who purposely treated customers poorly because they didn’t like them. The main reason they do this is because no one ever told them that every single sale and customer is important.
How does it affect the bottom line?
The potential fallout from the assembly-line employee making the wrong choice is infinite. The defect could harm another employee down the line and send him out on workers’ compensation or disability. If terminated, the employee might get unemployment depending on the circumstances. The defect could end up on the road and cause an injury lawsuit against the company that could result in all your insurance going up or worse.
The white-collar scenarios can be even worse. Business can be lost, but poor morale due to factions in a company can severely lower productivity and result in workplace violence, harassment lawsuits, and stress-related medical issues.
Why is it so hard?
Communicating in a clear, sensible, and consistent manner is not difficult in theory, but two things tend to get in the way.
The first is the assumption that everyone already knows. “Common sense” is over-estimated. For instance, a scientist might think it is common sense not to mix potassium chlorate and sulfur. A contractor might believe it is common sense not to walk a job site with sneakers. A mechanic may think it is common sense not to touch a spark-plug wire. However, a “common” person would need to experience or be told that potassium chlorate and sulfur explode, nails go through sneakers, and sparkplug wires shock. If you want them to know, you must tell them in a clear, sensible, and consistent manner.
The second is conflict avoidance. Most people avoid conflict. When employees who may already have an edge about them do something wrong, the manager or boss might have a tendency to let it slide or “wait to see if they do it again.” The next time they do it, you are distracted or sick and think, “I’ll say something the third time.”
Issue with lack of consistency
The problem with the above scenario of ignoring bad behavior multiple times is something I call, “Now you’re the bad guy.” When employees do something (whether they know it is wrong or not) and get away with it multiple times, it becomes OK or standard. So, when you finally work up the courage to confront them on the fourth time, they look at you like you’re crazy. They think, “Why are you being such a jerk? This is allowed, this is the way we always do it.”
Don’t be the bad guy and don’t assume your employees know any more than you tell them. It’s not fair to them, your company, or your bottom line.
Eric Egeland is president of Capacity Consulting Inc., based in Rock Hill (Sullivan County), which provides management and business consulting services. Contact him at ericegeland@capacityconsultinginc.com
Legislation expands foreign trade zone to create jobs, investment in CNY
I was pleased to co-sponsor legislation that aims to draw more businesses to Central New York. In March, the New York Assembly unanimously passed legislation that will expand the foreign trade zone. The Senate also passed this bill and it awaits Governor Cuomo’s review. The legislation would expand the foreign trade zone, established at Syracuse
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I was pleased to co-sponsor legislation that aims to draw more businesses to Central New York. In March, the New York Assembly unanimously passed legislation that will expand the foreign trade zone. The Senate also passed this bill and it awaits Governor Cuomo’s review. The legislation would expand the foreign trade zone, established at Syracuse Hancock International Airport, to include Oswego, Cayuga and Madison counties.
This legislation aims to incentivize international trade and create jobs and investment here, rather than abroad. In certain cases, businesses face tariffs (taxes on imports or exports) that penalize companies for making their product in the United States. Foreign trade zones aim to eliminate some of these tariffs and provide advantages to domestic manufacturers.
I am hopeful the governor signs this legislation into law. It would broaden possibilities for more manufacturers to locate in our area and strengthen our region as we seek to add jobs to the local economy.
When companies consider sites to expand or relocate, they have to consider the cost of everything, including taxes. A foreign trade zone would provide our region with an advantage. Expanding such zones would be an asset to our region moving forward in our global economy.
William (Will) A. Barclay is the Republican representative of the 124th New York Assembly District, which encompasses parts of Oswego and Onondaga counties, including Oswego, Fulton, Camillus, and Skaneateles. Contact him at barclaw@assembly.state.ny.us, or (315) 598-5185.
What happened to our vibrant, regional economy?
I hear it all the time. Our region was once the manufacturing hub of America, which created wealth and employment. Our children remained in the area because of the abundant opportunities and family ties. No more. Today we have lost our industrial base and replaced it with institutions of higher education and health-care facilities. A
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I hear it all the time. Our region was once the manufacturing hub of America, which created wealth and employment. Our children remained in the area because of the abundant opportunities and family ties.
No more. Today we have lost our industrial base and replaced it with institutions of higher education and health-care facilities.
A glance at The Business Journal’s Book of Lists from 1993 confirms the rapid transformation. Two decades ago, manufacturing powerhouses like Carrier; Oneida, Ltd.; New Venture Gear; Syracuse China; J.J. Pietrafesa; and Syroco filled the pages of the area’s largest companies. A review of the 2012 Book of Lists “largest companies” is headed by Upstate Medical University, Cornell University, United Health Systems, Faxton St. Luke’s, Syracuse University, and Binghamton University. Of the first 25 on the current list, only four companies are manufacturers.
The despondency over the loss of our local economy reminds me of how America must have bemoaned the loss of our rural way of life. In 1900, half of all our citizens still lived on farms in order to feed the other half. Today, the ranks of our farmers represent less than 2 percent of the population, but the agricultural community not only feeds all of America but also the rest of the world. I’m not aware that anybody still lies awake at night bemoaning the transformation.
While large institutions of education and health care, better known as “eds and meds,” occupy the ranks of the area’s largest employers, our region today also supports a beehive of activity of companies which drive the new economy. Central New York, the Mohawk Valley, Greater Binghamton, the Finger Lakes, and the North Country encompass hundreds of mid-size companies, which are growing rapidly both in revenue and in employment. Names like Bankers Healthcare Group, BlueRock Energy, Byrne Dairy, Agro-Farma, Upstate Shredding, Polaris, PPC, and Usherwood are examples of dynamic companies that are driving the growth.
Because most of these new companies are privately held, they often operate under the radar, unknown not just to the local citizenry but also to the business community. No longer — it’s time to shine a spotlight on the new economy. On July 20, The Business Journal will release the first, comprehensive listing of the largest 500 companies in a 16-county region surrounding Syracuse. The publication is designed to highlight those firms that represent half of the area’s GDP and half of its employment.
Taking a page from the annual Fortune 500, we have dubbed the new publication the Business Journal 500. The Business Journal 500 will contain an alphabetical listing of the companies with valuable information about each company’s size and its key management team. The publication will also contain cross-reference lists of the companies in descending order by annual revenue and by number of employees.
The information contained in the Business Journal 500 is compiled by our staff of researchers, reporters, and editors, who update the information continually. The publication includes all corporations, both for-profit and nonprofit, which are headquartered in the area or which have a substantial presence.
The Business Journal 500 tells an important part of the story of what happened to our regional economy. We are convinced that the community will find it a valuable resource of companies which range in size from multi-billion dollar entities to those generating less than $20 million.
It’s not often that we toot our own horn at The Business Journal, but the Business Journal 500 heralds a new direction in our continuing commitment to gather and disseminate valuable news and information about the business community. July 20 is the start of a new annual publication. We trust you will find it valuable as a resource in explaining our vibrant, regional economy.
Norman Poltenson is publisher of The Central New York Business Journal. Contact him at npoltenson@cnybj.com
Here is a good question that arose during the Supreme Court presentations on Obamacare. Is health care a right? You know, like life, liberty, and the pursuit of happiness? Like the rights spelled out in our Bill of Rights? More to the point: Should it be free? After all, some folks cannot afford health care.
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Here is a good question that arose during the Supreme Court presentations on Obamacare. Is health care a right? You know, like life, liberty, and the pursuit of happiness? Like the rights spelled out in our Bill of Rights?
More to the point: Should it be free? After all, some folks cannot afford health care. If they cannot afford it, it ought to be free to them, right? Public education is. Because we figure that education is a right. So, should health care — bottom line — be free?
Suppose a person has no money. But she has the right to health care. Does that include a heart transplant? At a humungous cost? If not, why not? I can think of any number of procedures and treatments that will cost many hundreds of thousands of dollars to keep her alive. Is she entitled to them? How about a new hip at age 60? At 70? At 80? Is there a cutoff, when a “right” no longer exists?
Recently, students broke into a meeting of administrators at a California college. They demanded free college education. No fees. No tuition. Higher education is their right, they told the world. There are many who agree. College should be as free as public high school, they say.
I wonder. What if the guy wants to pursue a degree in playground supervising? (Some big college football players get such degrees.) Should he get a free four years? Wait, a free six years? Too many college kids take that long these days.
And if the idea is that education is a right and therefore free, how about master’s degrees? And if they are free, why stop there? Some brainy people have two or three master’s degrees. Should they be free? A master’s degree often paves the way for a doctorate. Any reason why we should charge for this? If education is a right, why stop there?
Food, of course, is a right. Lots of people believe that. Food is so much of a right that we the people feed lunch to millions of students every day. We feed breakfast to millions. As well as afternoon snacks. And we dole out billions of dollars in food stamps.
If food is a right, why don’t we have government simply open up grocery stores and hand it out? Why bother with all the red tape associated with food stamps? Government could buy Walmart.
We could locate the Walmarts in the middle of the free housing. The free housing the government provided. Once we agreed that shelter is an absolute right. Whenever anyone needed shelter, he could drop down to the nearest housing office and pick up the keys to an apartment.
As long as we are handing out rights, surely the right to transport is a biggie. You must be able to move from point to point. That being the case, should we declare all trains, subways, buses, and taxis free? As a right? Where those services won’t work, should we hand out cars?
I am not being cynical. Just asking some questions. The main question being: When it comes to our rights, where do we draw the line? Should some surgeries and treatments be free, but not all of them? Should health care be free to some, but not others?
Think about that. Why should my hip surgery be free while your kidney transplant is not?
Lastly, who should make such decisions? Who should decide what is a right and what is not? Who should decide who is entitled to such rights and who is not?
From Tom…as in Morgan.
Tom Morgan writes about financial and other subjects from his home near Oneonta, in addition to his radio shows and new TV show. For more information about him, visit his website at www.tomasinmorgan.com
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Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.