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VIEWPOINT: The Art of Compliance: Doing What’s Right, Not Just What’s Required
The rest of society got a taste of what corporate compliance officers go through when the COVID pandemic forced restrictions and requirements on the entire population. Suddenly, people were told to wear masks, social distance, and wash their hands more regularly and thoroughly than ever before. Plenty of people didn’t like that, trying to dodge the new […]
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The rest of society got a taste of what corporate compliance officers go through when the COVID pandemic forced restrictions and requirements on the entire population.
Suddenly, people were told to wear masks, social distance, and wash their hands more regularly and thoroughly than ever before. Plenty of people didn’t like that, trying to dodge the new rules or openly defying them, even as clerks, store managers, police officers, and health professionals firmly reminded them they needed to comply.
In somewhat the same way, compliance officers for a business may appear to act as the resident scolds, reminding people when their plans or actions come into conflict with state or federal rules and regulations that govern their industries.
It doesn’t always go over well.
People often resist compliance because they don’t like to be told what to do. But compliance is about doing what’s right, not just what’s required.
Companies can face hefty fines when they fail to comply with rules that govern their activities, whether the non-compliance was inadvertent or intentional. A couple of examples: In 2020, Capital One was fined $80 million for a data breach that exposed customers’ personal information the previous year. The Cheesecake Factory came under scrutiny and reached a $125,000 settlement with the U.S. Securities and Exchange Commission (SEC) over the SEC’s allegation that the company misled investors about the impact of the COVID-19 pandemic on its business.
So, whether you are the CEO of the company or a compliance officer, how do you make sure people are doing what they need to do? Here a few tips:
• Listen. If you want people to listen to you and embrace your advice, you need first to listen to them, to understand their fears, their challenges, and their motivations. You need to be able to answer the “why” behind the what, such as: Why do I need to comply? What’s in it for me if I do? When it comes to compliance, the key message is that you have to listen well, hear what they are saying, and then mirror back to people that you understood them.
• Inspire and motivate. Logic alone doesn’t always win out, which may be frustrating for some leaders, but that’s when the art and science of compliance and of leadership must come to the fore. You need to touch both hearts and minds to inspire and motivate people. The trick is to get people to want to comply. Depending on who you are speaking to, you may be able to reach them rationally and sensibly. But sometimes you may need to go deeper and find out what motivates them. For example, if you are dealing with young people fresh out of college, you might show them how compliance connects to a broader purpose, that it’s not just about following some rule, but also about helping people in some way.
• Be tough. Eventually, though, you may need to get tough. You must draw limits. You have to discipline people if they don’t comply and put themselves and others in jeopardy. You must know where to draw the line, but you have to do it consistently and fairly, and you must communicate the limits very clearly.
At the end of the day, effective compliance boils down to understanding people as human beings and using that understanding as an effective leader to inspire the desired behavior. You have to connect compliance and everyone’s role to a cause greater than any one person, a cause greater than themselves. Connect with their passion and you will inspire their compliance. Fundamentally, most people are good and want to do what is right. Apply that understanding to win them over to start winning with compliance.
Steve Vincze is author of the upcoming book “Winning with Compliance: Strategies to Make Commercial Compliance Your Competitive Advantage” and president and CEO of TRESTLE Compliance, LLC (www.trestlecompliance.com), a consulting firm that provides compliance, risk, and regulatory services.
CEO FOCUS: Southwest Airlines, Welcome to Syracuse
One of the most consistent priorities identified by our members large and small and across every sector — is air service. We regularly hear about the need for more competition, lower fares, and more nonstop destinations. And of course, [that leads to] the inevitable question: when is Southwest coming? [Now], we can answer that question, as
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One of the most consistent priorities identified by our members large and small and across every sector — is air service. We regularly hear about the need for more competition, lower fares, and more nonstop destinations. And of course, [that leads to] the inevitable question: when is Southwest coming? [Now], we can answer that question, as Southwest Airlines has announced it will begin service in Syracuse Nov. 14.
Southwest will begin offering three flights a day between Syracuse and Baltimore-Washington International Airport. From there, Southwest passengers can connect directly to 68 other cities. [The airline will also offer] weekly flights directly to Orlando, which introduces even more competition on that route. Nonstop flights to additional cities could be announced in 2022.
One of the things that struck me in our conversations with Southwest, and something we can all take pride in, is the growth potential they see in this market. Originally, Syracuse was to be an additional feed into their network or an “origin” market. However, after spending some time here, they saw all this region has to offer, including the Adirondacks, wine country, world-class fishing and so much more. It was then they recognized Syracuse as a “destination” point on the Southwest map.
Beyond tourism, we know that competitive air service is a vital factor in economic development and that frequent service to a variety of destinations attracts firms by facilitating face-to-face contact with businesses in other cities. This is why our team, led by Kevin Schwab, has advocated for enhanced air service and why welcoming Southwest is an important milestone in those longtime efforts.
Our region is also incredibly fortunate to have the exceptional team at the Syracuse Regional Airport Authority, led by Jason Terreri and Jennifer Sweetland. They have done an amazing job of making the case why Syracuse should be Southwest’s newest destination by providing data and giving Southwest’s route planners a real picture of what’s happening here. It is exactly the forward thinking, innovative outreach that we envisioned a decade ago when we led the push to create a professionally run airport authority in Syracuse.
It is also important to acknowledge those CenterState CEO members who demonstrated that enhanced air service is priority to the business community by stepping forward with $250,000 in contributions to our Air Service Development Fund. The fund was critical to our pitch to Southwest and will be used to offset startup costs in the market and help to ensure that Southwest gets off to a successful start in Syracuse.
[The Southwest] announcement is one that we can all celebrate, as strong air service reflects on the strength of our regional economy. We look forward to continuing our efforts to deliver better, [less expensive], and more convenient air service to Central New York. For more information, contact Kevin Schwab, CenterState CEO’s senior aviation industry advisor, at kschwab@centerstateceo.com.
Robert M. Simpson is president and CEO of CenterState CEO, the primary economic-development organization for Central New York. This article is drawn and edited from the “CEO Focus” email newsletter that the organization sent to members on June 10.
OPINION: The Middle East Commands our Attention
Looking back over the years that have been involved with foreign policy, I find it noteworthy that policymakers spend so much time and attention on the Middle East. It has only 3 percent of the world’s population and is not particularly wealthy or powerful, but the world watches and is often fixated there. The region is in
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Looking back over the years that have been involved with foreign policy, I find it noteworthy that policymakers spend so much time and attention on the Middle East. It has only 3 percent of the world’s population and is not particularly wealthy or powerful, but the world watches and is often fixated there.
The region is in a state of permanent conflict with periodic bloodshed. A lasting solution is unlikely.
Last month the international focus was again on the Israeli-Palestinian conflict. As tensions rose, Hamas militants fired rockets into Israel, and Israel launched air attacks on Gaza. Twelve Israelis and at least 230 Palestinians were killed. President Joe Biden got involved, speaking by phone with Israeli and Palestinian leaders. Secretary of State Antony Blinken flew to the region to support a cease-fire and offer U.S. help rebuilding Gaza.
Along with the Israeli-Palestinian conflict, the Middle East faces tensions that cry out for attention, including wars, terrorism, autocratic rulers, lack of vibrant economic growth, and human-rights abuses. It is a diverse region, with countries that vary widely. The largest nation by population is Egypt, with a little over 100 million people. The largest by area is Saudi Arabia, about three times the size of Texas. At the other extreme is Bahrain, with fewer than 2 million people in a country about the size of a typical Indiana county.
The region has a young population, with about half the people under age 24, but education lags. There is a mismatch between the knowledge that students learn and the skills that employers require. According to UNESCO, one in five children in the region are out of school, often because of wars and violence. Girls are more likely than boys to be deprived of education.
The region’s economy depends overwhelmingly on energy; it is home to about half the world’s proven oil reserves. Saudi Arabia has the second-most oil reserves in the world, behind Venezuela, and is the top exporter and the No. 2 producer of oil. But despite the energy wealth, the Middle East is responsible for only about 4 percent of the world’s GDP. Germany, for example, has fewer than one-third as many people, but the German economy is larger than that of the entire Middle East and North Africa.
Many of the largest and most powerful countries in the Middle East are ruled by royal families or military leaders. Democracy struggles to be born in most of the countries. Instability and terrorism plague the region, including Iraq, where about 2,500 U.S. troops remain to guard against a resurgent ISIS. In Syria, 10-year civil war has killed hundreds of thousands of people and displaced 12 million from their homes. In Yemen, an anti-government uprising morphed into a proxy war with forces backed by Saudi Arabia and its allies on one side and by Iran on the other. A financial crisis threatens stability in Lebanon.
With so many intractable problems and so little reason for optimism, it’s tempting to divert our attention, but the Middle East cannot be ignored. Its location — where Europe, Asia, and Africa converge — gives it strategic importance. Its energy resources have a global impact with far-reaching consequences. Its volatility could spark outbreaks of carnage and chaos.
It is, of course, the cradle of three great religions: Islam, Judaism, and Christianity. More than half the world’s people practice religions that have their holiest sites in the Middle East.
No wonder, then, the region has long captured our attention. That will not change.
Lee Hamilton, 90, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south central Indiana.

ANGELA KREZMER has been appointed senior VP and chief financial officer (CFO) of Generations Bank. She joins Generations from Prosper Bank in Coatesville, Pennsylvania, where she was the CFO. Before that, Krezmer was CFO at Fairport Savings Bank, near Rochester. She has worked in the banking industry since 2008. In her new position at Generations
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ANGELA KREZMER has been appointed senior VP and chief financial officer (CFO) of Generations Bank. She joins Generations from Prosper Bank in Coatesville, Pennsylvania, where she was the CFO. Before that, Krezmer was CFO at Fairport Savings Bank, near Rochester. She has worked in the banking industry since 2008. In her new position at Generations Bank, she will oversee the bank’s financial strategies and SEC-reporting obligations following the recent initial public offering (IPO) of its new holding company, Generations Bancorp NY, Inc. (NASDAQ: GBNY). Krezmer is a graduate of Rochester Institute of Technology and the ABA Stonier Graduate School of Banking.

MATT TOMAZIN has recently been promoted to treasurer and senior VP at Tompkins Financial Corporation. He will report to Frank Fetsko, chief operating officer of Tompkins Financial. Tomazin joined Tompkins in 2019 and has 14 years of total experience in the financial industry. He will be responsible for managing bank liquidity, interest rate and capital
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MATT TOMAZIN has recently been promoted to treasurer and senior VP at Tompkins Financial Corporation. He will report to Frank Fetsko, chief operating officer of Tompkins Financial. Tomazin joined Tompkins in 2019 and has 14 years of total experience in the financial industry. He will be responsible for managing bank liquidity, interest rate and capital risk, while optimizing earnings by balancing customer needs, market conditions, investment, and wholesale borrowing strategies. Tomazin is an active member of his community, serving on the Town of Newark Valley Planning Board, Tioga County Planning Board, and Tioga County Rural Economic Area Partnership Board.

SERAF DE SMEDT has been named president of Duvel USA — the parent company of Brewery Ommegang of Cooperstown. De Smedt has served as the chief finance and administration officer for Duvel Moortgat since December 2013. Duvel Moortgat is a fourth-generation, family-owned craft brewery based in Puurs-Sint-Amands, Belgium. The company owns and operates 10 breweries
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SERAF DE SMEDT has been named president of Duvel USA — the parent company of Brewery Ommegang of Cooperstown. De Smedt has served as the chief finance and administration officer for Duvel Moortgat since December 2013. Duvel Moortgat is a fourth-generation, family-owned craft brewery based in Puurs-Sint-Amands, Belgium. The company owns and operates 10 breweries in the U.S. and Europe, including Brewery Ommegang in Cooperstown. With the transition to his new role, he will work closely with the U.S.-based leadership team while continuing to oversee the global-finance team for Duvel Moortgat.
John McDonald, founder of Boulevard Brewing Company in Kansas City, who stepped in as interim president for Duvel USA in late January, will return to retirement with this transition. De Smedt will split his time between Belgium and the U.S. Prior to joining Duvel Moortgat, De Smedt served as CFO at Lineas, a Belgian rail freight company between 2009 and 2013, and as associate principal at McKinsey & Company, a consultancy between 2001 and 2009. He started his career as a senior auditor at PwC, an auditing firm, between 1996 and 1999.

JUSTIN MILLER has joined CenterState CEO as its digital-communications manager. Miller most recently served as executive producer and digital lead for iHeartMedia Syracuse. He comes to CenterState CEO with more than nine years of experience in the communications field, including digital-content development and social-media management. In his role as digital-communications manager, Miller is responsible for
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JUSTIN MILLER has joined CenterState CEO as its digital-communications manager. Miller most recently served as executive producer and digital lead for iHeartMedia Syracuse. He comes to CenterState CEO with more than nine years of experience in the communications field, including digital-content development and social-media management. In his role as digital-communications manager, Miller is responsible for building and maintaining a strong web and digital presence for the organization; curating and developing content for social and digital platforms to support programing and events; and growing and engaging the organization’s audiences to strengthen its voice and impact. Miller earned a bachelor’s degree in communications from Lasell College in Newton, Massachusetts. He resides in Fairmount.

CARLA DESHAW was recently appointed new director of the Center for Adult and Continuing Education at Cazenovia College. DeShaw is a continuing-education administration, workforce development, and grant-writing professional with nearly 30 years of experience. She joined the college in May. DeShaw earned an associate degree in business administration from Cazenovia College in 1984 and previously
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CARLA DESHAW was recently appointed new director of the Center for Adult and Continuing Education at Cazenovia College. DeShaw is a continuing-education administration, workforce development, and grant-writing professional with nearly 30 years of experience. She joined the college in May. DeShaw earned an associate degree in business administration from Cazenovia College in 1984 and previously served there as a head volleyball coach and alumni board member. She later earned a bachelor’s degree in vocation/technical education, a master’s degree in educational administration, and a certificate of advanced study in educational administration from SUNY Oswego. DeShaw recently retired after 12 years as executive dean of community education and workforce development for Cayuga Community College in Auburn. Prior to that, she spent nine years as assistant director of continuing education for the Madison-Oneida BOCES Consortium of Continuing Education. She earlier worked as coordinator of adult & continuing education for the Delaware Chenango Madison Otsego BOCES in Norwich. Widely recognized for her work in workforce development, DeShaw created the Mohawk Valley Manufacturer’s Consortium for incumbent worker training in lean manufacturing, management development, and technical skill development. She also secured more than $16 million in grant funding for workforce development and other initiatives while at Cayuga Community College.

Syracuse University has renamed University College as SU College of Professional Studies
SYRACUSE, N.Y. — University College at Syracuse University is now operating as the Syracuse University College of Professional Studies. The SU board of trustees approved

Syracuse airport earns ACI health accreditation
’s airports, per its website. The Syracuse airport earned the accreditation following an “extensive evaluation process meant to ensure the airport is providing a safe
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