Massachusetts has always been, and continues to be, the home to innumerable entrepreneurs. Businesses are born here and thrive here, as that entrepreneurial spirit continues to flow, and small businesses will continue to launch from here.

The Commonwealth offers many programs that continue to offer support to people from all walks of life who have a dream of business ownership. To find more information on assistance in starting a business, you can download this list from mass.gov

Here are some of the most recent statistics from the U.S. Small Business Administration:

715,425 – As of 2021, there are 715,425 small businesses in Massachusetts, making up 99.5 percent of all businesses in the state.

1.5 million – Small businesses in Massachusetts employ approximately 1.5 million. That is roughly 45.7 percent of all employees in the state.

49.2 – According to the 2021 Massachusetts Small Business Profile, women made up 49.2 percent of workers and owned 39.6 percent of Massachusetts small businesses.

$1.6 billion – In 2019, reporting banks issued $1.6 billion in loans to Massachusetts small businesses with revenues of $1 million or less (per the Community Reinvestment Act).

32,248 – According to the 2021 Massachusetts Small Business Profile, 32,248 small businesses are owned by veterans.

Around the Region
Town of Brewster
Source: census.gov, censusreporter.org
Form of Government: Open Town Meeting
Incorporated:1803
Demographics
Total population: 10,318
Female: 51.8%
Male: 48.2%
White: 94.7%
Black: 1.0%
Asian: 0.6%
Native American: 0%
Persons reporting two or more races: 1.6%
Hispanic or Latino: 2.2%
Total housing units: N/A
Family households: 4,198
Average household size: 2.27
Median household income: $75,321
Per capita income: $45,363
Mean travel time to work: 22.3 minutes
Educational Attainment (age 25+)
High school graduate: 96.9%
Bachelor’s degree or higher: 49.0%

When codfishing took a big hit in the Gulf of Maine close to a decade ago, longliner Eric Hesse went looking for something else to do in winter and found himself helping scientists test autonomous research vehicles and underwater gliders.

That introduction led to work on a project that may help explain cod’s decline.

When scientists with Woods Hole Oceanographic Research Institution reached out a few years ago about helping with the Ocean Observations Initiative Pioneer Array, he was in. The array, about 75 miles south of Martha’s Vineyard, is made up of seven moorings along and across the Continental shelf. Supplemented by gliders and an underwater vehicle, the array is situated at the dynamic intersection where ocean currents meet in “fronts,” where nutrients and other properties are exchanged between the coast and deep ocean.

The array is supported by individual fishermen like Hesse and a team of commercial fishermen called the Shelf Research Fleet, part of the Commercial Fisheries Research Foundation in Rhode Island. Hesse works with the gliders.

One discovery written up in scientific papers is how a more frequent meandering or “wiggly” Gulf Stream creates “warm core rings” interacting with the Outer Continental Shelf. These warm salty rings can extend 60 nautical miles, can be 20 degrees warmer than the waters around them, and are coming closer to shore. They can last several weeks and shut off a fishermen’s catch, of lobsters for instance, or bring new species.

More work needs to be done, but scientists have suggested the Gulf of Maine’s increasing surface temperature, coupled with the changing Gulf Stream, may have caused the collapse of the cod fishery in New England.

A women-owned custom boat building and repair company in Dennis was among 13 Baystate manufacturers receiving grants from the Commonwealth of Massachusetts’ new Massachusetts Manufacturing Accelerate Program (MMAP).

Gov. Charlie Baker and Lt. Gov. Karen Polito announced the winners for the first round of grants on Jan. 27, awarding $2,157,416 to 13 manufacturers from across the Commonwealth.

Olsen Marine of East Dennis, which received a $65,000 grant, also operates The Duck Boat Co. The company’s capital equipment purchase includes converting workspace and additional equipment for increased production, including an automated fiberglass fabric cutter. This more streamlined production allows Olsen to not only meet the current demand for its boats, but also pursue expansion into other markets for future products and capabilities. Through these improvements, Olsen can improve its workspace and production capabilities, plus attract new employees and double its workforce.

Launched in June 2021, MMAP aims to co-invest in small- to medium-sized manufacturers to better prepare their businesses to meet the demands of “Industry 4.0,” the innovation-driven production methods powered by smart technologies such as data analytics, cloud computing, artificial intelligence, automation and connected technologies to stay competitive.

“Massachusetts manufacturers continue to play an important role for our economy, both here in Massachusetts but also nationally, where they’re contributing to critical sectors such as energy, defense and healthcare,” said Baker. “Through these MMAP grants, we are bolstering 13 companies through infrastructure investments that will drive innovation, increase efficiency and boost job growth across the state.”

Other grant winners were: Advance Welding/Kielb Welding Enterprises of Springfield;Associated Environmental Systems of Acton; AccuRounds of Avon; Atech Turbine of Auburn; Boulevard Machine of Westfield; Guardair Corp of Chicopee; Hi-Tech Mold & Toolof Pittsfield; International Fabric Machine of Boston; JetCool of Littleton; Klear Vu Corp of Fall River; Marzilli Machine Co., Inc. of Fall River; North Easton Machine of North Easton.

SOURCE: https://cam.masstech.org/mmap

Turner Elected Corporator, Trustee At MV Bank
Jennifer Smith Turner was elected to the board of trustees of Martha’s Vineyard Bank at the Nov. 10 Annual Meeting of the Corporators for Vineyard Bancorp, a mutual holding company.

Turner, a corporate executive, is also the author of two poetry books and a novel. As an author and poet, she has been a featured speaker at Yale University and University of Pennsylvania Kelly Writers House. She has also been featured on NPR and Connecticut Public Television.

A full-time resident of Martha’s Vineyard, Turner’s corporate career includes serving as interim president and board member for the Newman’s Own Foundation.

Prior to relocating to Martha’s Vineyard, Turner led the Girl Scouts of Connecticut as president and CEO and served as Deputy Commissioner of the Connecticut Department of Economic and Community Development. In her early career, Turner served in several executive roles in the Insurance industry.

Peabody Properties Receives Diversity, Equity & Inclusion Award
Peabody Properties, a group of property management and real estate firms, was recently awarded the Diversity, Equity, and Inclusion Award by the Institute of Real Estate Management® Boston Metropolitan Chapter No. 4 at the chapter’s annual meeting Dec. 2.

The award recognizes outstanding leadership in ensuring that all people feel a sense of belonging in the workplace. In particular, Peabody Properties was selected as a result of the organization’s efforts to promote diversity, equity, inclusion, culture competency and development among staff, residents, vendors, contractors, coworkers, peers, and community; implement policies and procedures in key areas of diversity, equity and inclusion for recruitment, employee retention, residential leasing and retention programs; encourage volunteerism in the community with regard to cultural connections and/or diversity outreach programs; and proactively contribute to local diversity and minority issues by building relationships with diverse communities and educating citizens on matters of diversity disparities.

Peabody Properties also spent the year closely examining its diversity, equity, and inclusion efforts – with its staff members, clients, residents and community partners.

Acella Construction Promotes Tripp, Evans
Acella Construction Corporation has promoted Jilliane Tripp of Pembroke to Estimating and Marketing Assistant and Krista Evans of Lakeville to Senior Project Manager.

Tripp’s responsibilities include analyzing blueprints, specifications, proposals, and other construction documents to assist project lead estimators. In addition, she is involved in the coordination of Acella Construction’s social media and its branding campaign.

Tripp joined Acella Construction in February 2020 as an Administrative Assistant.

Evans, who specializes in academic construction, is responsible for management direction to multiple construction projects, maintains close contact with clients, monitors construction and financial activities to ensure proper project completion.

She joined Acella Construction in July 2012 as an Administrative Assistant.

Seamen’s Bank Promotes Residential Lending Officers

Seamen’s Bank announced the promotions of Amy Wheeler of South Dennis to the position of Director of Loan Servicing, Carlo Caramanna of Provincetown to the position of Director of Residential Lending, Ross Sormani of Provincetown to the role of Senior Mortgage Originator, and Samantha Keller of Provincetown to the role of Mortgage Originator.

Wheeler first joined Seamen’s Bank in 1991. In her new role, she will oversee Loan Servicing as a new and separate department of the bank.

Caramanna joined the Seamen’s Bank Residential Lending Team as Mortgage Originator in February 2020, bringing with him over two decades of banking experience. In his new role, he will oversee mortgage originations, underwriting, processing, and closing functions, as well as overseeing the support staff in these areas.

Sormani began his banking career in 2001 after a successful career in Provincetown real estate. He joined Seamen’s Bank in 2010 as a mortgage specialist with expertise in assisting customers with obtaining their first homes and in construction lending.

Keller also joined Seamen’s Bank in 2020 and brings more than two decades of banking and loan origination experience to Seamen’s Bank. She worked for 12 years in California in the wholesale mortgage loan industry before returning to the East Coast, where she spent the next 10 years working in lending to the commercial lending field.

Peak Physical Therapy & Sports Opens Clinic In Cohasset
Peak Physical Therapy & Sports Performance recently announced plans to open a new clinic at 231 Chief Justice Cushing Highway (Route 3A), inside the Brass Kettle Building in Cohasset.

Chatham Bars Inn Named To Condé Nast Traveler’s 2022 Gold List

The Chatham Bars Inn has been awarded one of the Best Hotels & Resorts in the World and the Best Hotels & Resorts in the U.S., Canada and the Caribbean by Condé Nast Traveler’s 2022 Gold List.

The Gold List collected recommendations from Condé Nast Traveler’s entire global crew, including locations from California to Beijing of hotels and cruises readers have seen in years past, and also destinations the editorial team treasures.

The oceanfront resort has 217 rooms and suites, an exclusive spa, dining, private beach and recreational options. Chatham Bars Inn is located at 297 Shore Road in Chatham. For more information, visit www.ChathamBarsInn.com

Montanez Installed as ARM

Linda Montanez of Cranberry Management LLC in Middleboro was installed as an Accredited
Residential Manager® of the Institute of Real Estate Management® during the Boston Holiday Celebration and Chapter Awards Night held at Granite Links in Quincy.

Montanez is a senior property manager.

The ARM residential property management certification teaches early-career real estate managers the core competencies to manage residential properties successfully.

Mid-Cape Athletic Club Opens New Tennis Facility
The Mid-Cape Athletic Club, a full-service fitness and tennis facility in South Yarmouth, opened its new tennis facility on Dec 9.

The temperature-controlled facility contains four tennis courts in addition to the five indoor courts original to the building,

Construction began in August 2020 and included removing the foundation of the original bubble built in 1984 that was damaged beyond repair several years ago during a storm.

Visit www.midcapeathletic.com for more information.

Nocturnal Print Opens In Kingston
The Kingston Business Association welcomed new business Nocturnal Print to town in December with a ribbon-cutting ceremony at the company’s 42 Elm St. location.
Nocturnal Print is a full-service screen printing and embroidery company specializing in high-end screen printed apparel, custom fast turnaround embroidery, and other printed items.

The company is owned by Brandon Downton, a Plymouth resident.

Quinlan Named President Of South Coast Improvement
South Coast Improvement Company (SCIC), a design-build general contractor serving states in the eastern region of the United States from the Mississippi River to the Atlantic Ocean, recently promoted Henry Quinlan to president of the Marion-based company.

Quinlan takes over for his brother, SCIC founder Tom Quinlan, who will remain on with the company in a business development and advisory role.

The company was founded in 1997 and is recognized today as a leader in senior living construction. In addition, SCIC has seven projects in Massachusetts in the affordable housing sector, a market the company has targeted for growth.

Rockland Trust Recognized For Minority Lending
Rockland Trust was recognized as the 2021 number one lender to Minority Entrepreneurs by the Massachusetts office of the U.S. Small Business Administration (SBA).

In fiscal year 2021, 41 percent of the bank’s total SBA loans went to minority-owned businesses.

The Coop Appoints Driscoll Hyannis Branch Manager
The Cooperative Bank of Cape Cod has appointed Lisa Driscoll to the position of Assistant Vice President, Hyannis Branch Manager – Small Business Specialist.

Driscoll, of Plymouth, is an accomplished retail banking executive who joins The Coop from Citizens Bank, where she served as a branch manager for six years. Driscoll also has more than 17 years of retail experience, serving in a variety of roles, leading sales, and specializing in customer service.

In her new role at The Coop, Driscoll will be responsible for developing and leading the Hyannis branch team to exceed client expectations and cultivate client loyalty while delivering a robust suite of banking services. Driscoll will also be instrumental in developing relationship strategies and partnerships with local organizations, with a strong focus on community outreach and small business banking.

Skrickis Named Partner At DePaola, Begg & Associates
DePaola, Begg & Associates, P.C. has announced the addition of Kevin Skrickis, CPA, as a partner in the firm effective Jan. 1, 2022.

Skrickis, a Sandwich resident, has been with DePaola, Begg & Associates since 2007. He works with clients to provide expertise in tax preparation, tax planning, accounting and assurance services.

Skrickis earned his master’s degree in Accounting from Bridgewater State University. He was a 2021 recipient of Cape & Plymouth Business Media’s 40 under 40 award and has served as treasurer for Cape Cod Young Professionals, while currently serving as treasurer for the Estate Planning Council of Cape Cod.

Rogers Named Managing Director of Care Coordinate, LLC
Care Coordinate, a statewide network that provides access to high-quality and cost-effective home and community-based services, has named Sean Rogers as its managing director.

A senior-level executive with extensive home care and community-based experience, Rogers most recently served as vice president of Strategy and Development at Amedisys, a leading provider of in-home healthcare for older adults. Additionally, he has held state government leadership positions at the Executive Office of Elder Affairs where he served as director of Operations, and with the Department of Mental Health as director of Budget and Core Services for the metro-suburban region.

In this new position, Rogers will leverage the strength of Care Coordinate’s network of Aging Services Access Points to offer a single, statewide entity for insurance plans, Accountable Care Organizations, and other providers and payers to manage and administer long-term services and supports that drive quality care and improved outcomes for its partners. Services offered include in-home case management, care transitions, provider network management, third-party billing and claim operations, and consultative solutions.

Rogers received his education and training in Human Resource Management, Financial Systems, Administration and Leadership from the United States Coast Guard.

Oliver Receives Northeast Women in Banking Award
Lisa Oliver, chair, president and CEO of The Cooperative Bank of Cape Cod, has received a Northeast Women in Banking award from Banking Northeast Magazine.

The award recognizes the growing impact that women have on the banking industry, honoring trailblazers who are leading the way for other women to succeed in financial services careers.

Oliver joined The Coop in 2017, becoming the first woman CEO in the bank’s 100-year history. During her tenure, she has driven profitable growth with an increase in assets from $903 million to $1.3 billion today. She was instrumental in the establishment of The Cooperative Bank of Cape Cod Charitable Foundation Trust, which significantly expanded the bank’s philanthropic reach by awarding more than $500,000 in grants to date to local nonprofits addressing needs and challenges of the community.

Oliver has also created an employee work environment to support a culture of collaboration and communication and has achieved 50 percent gender diversity on the bank’s Board of Directors and on its senior leadership team.

An active member of the community, Oliver serves as a board member of the Massachusetts Bankers Association; a board member and treasurer of the Cape Cod Chamber of Commerce; a board member, Governance Committee member and leader of the Fund for Women and Girls of the Cape Cod Foundation; Ambassador Committee member of the YMCA of Cape Cod; and committee member for Women United, United Way of Cape Cod.

Acella Construction Promotes Lloyd To Project Manager
Acella Construction Corporation of Pembroke has announced that George Lloyd of Norwell has been promoted to Project Manager.

In this role, Lloyd plans and oversees the building process of construction projects from start to completion, with a focus on academic and small corporate projects.

Lloyd joined Acella Construction in June 2019 as a Project Coordinator and was promoted to Assistant Project Manager shortly thereafter.

Hillman Joins United Way Of Greater Plymouth County

United Way of Greater Plymouth County has named Trayce Hillman to its team in the role of Director of The Family Center and Community Connections of Brockton.

She will oversee our Community Connections program and help the Family Center team in meeting their mission of strengthening families, building communities and preventing child abuse and neglect.

Hillman has 32 years of experience in the Massachusetts’ Probation system, the last 11 years as a Senior Community Probation Officer. Trayce is also the founder of the nonprofit Choices4Teens, which provides community-based, after-school mentoring that empowers youth to expand and manage life choices toward achieving individual potential.

Rabideau Named Director Of Operations At Cape Cod Museum of Art

The CCMoA Board of Trustees announced the promotion of Michael Rabideau to Director of Operations of the Cape Cod Museum of Art.

Rabideau joined CCMoA in January 2021 as Operations Manager and has played a key role in the management and success of the museum this past year, applying his years of business experience to the needs of the museum.

He was the founder, president and publisher of Rabideau Media Group, Hyannis for 15 years. The group’s publications included Cape Cod Magazine, South Shore Living, Chatham Magazine, Cape Cod Guide and Cape Cod Parent and Child. Prior to founding Rabideau Media, he held management positions with several media companies on the East Coast.

Rabideau will work alongside Director of Art Benton Jones.

Greater Plymouth Habitat Receives $2,500 Grant

Habitat for Humanity of Greater Plymouth has received a $2,500 grant from St. Anne’s Credit Union, which will support pre-development costs at multiple prospective sites in the organization’s service area.

The funds will be allocated to early-stage costs including engineering, surveying and architectural needs in order to build affordable homes for low- to moderate-income families in need of adequate shelter in the towns of Plymouth, Carver, Kingston, Middleboro, Lakeville and Plympton.

Habitat is regularly engaged with evaluating potential sites for building affordable homes in the area and these funds will assist with moving projects forward through the pipeline, said Jim Middleton, Executive Director of Habitat.

The organization most recently completed two homes in Plymouth in early 2021. Construction labor is provided by volunteers and selected partner homeowners help to build their own homes as well. Habitat homeowners also pay an affordable mortgage.

Campbell Named Executive Director For Community Systems, Inc.

Community Systems, Inc. Massachusetts, a nonprofit agency providing direct support services to adults with intellectual and developmental disabilities throughout Plymouth County and across Cape Cod, has named James Campbell, as executive director.

Campbell joined Community Systems Inc. in 2014 as Executive Director of CSI Virginia. He is a military veteran with more than 20 years of nonprofit leadership experience, overseeing community-based services in the mental health and I/DD sectors.

Campbell’s passion for nonprofit leadership led him to pursue a doctorate in Global Leadership, specializing in Organizational Management.

CSI Massachusetts supports more than 200 persons with disabilities by providing case management and independent living supports, small group homes, shared living opportunities, and day supports.

YMCA Cape Cod Elects Three New Members

Three new board members were elected to the YMCA Cape Cod Board of Directors at the organization’s December board meeting.

Jason Bordun, Steve Johannessen and Eric Raines join the current 24-member board to set strategic direction and policy, guiding the Y’s work of strengthening community through youth development, healthy living and social responsibility.

Johannessen is Chief Financial Officer and Treasurer at Cape Cod 5.

Raines is a Senior Ombudsman Specialist with the Federal Deposit Insurance Corporation, working with risk management, compliance, and receivership disciplines.

Bordun has been a professional in the technology field including the past 17 years at The Cooperative Bank of Cape Cod as Vice President of Information Systems.

The board also elected new officers for the 2022 term. Yarmouth resident Dave Botting, president and CEO of Community Connections inc., will serve as board chair; Brad Crowell of Dennis will serve as first vice chair. and Allison Davis of Marstons Mills, will serve as second vice chair and secretary. Newly elected board member Steve Johannessen of Bourne will serve as treasurer.

Heroes In Transition Welcomes Daley To Board

Sarah Daley of Mashpee, a longtime volunteer and supporter of Heroes In Transition, will be strengthening her relationship with the Mashpee-based nonprofit as its newest board member.

The owner of Project Play as well as Lotus Cove Yoga and Meditation, Daley has taught yoga classes at Otis Air National Guard Base, and at HIT’s Reboot Program which empowers and provides support to female veterans, service members, and spouses. She has also organized activities for military families during HIT’s Families In Transition Camp.

Daley’s support of Heroes In Transition has also included participating in its Ruck4HIT twice, all of its Not Your Ordinary Ruck4HIT 5Ks, and running the Falmouth Road Race with Team HIT. She also has volunteered for its Fall Gala.

She is a 1981 graduate of Boston College.

O’Brien Joins South Shore Chamber

Marshfield resident Jill O’Brien has joined the staff of the South Shore Chamber of Commerce as Engagement Lead.

O’Brien will work with members, partners and funders to align the chamber’s benefits and values to support their strategic goals. She will serve as a daily point-of-contact for the chamber’s membership as well as prospective members interested in joining. In addition, she will coordinate, promote, and lead chamber networking events and develop new initiatives that respond to market insight. She will also serve as staff liaison to chamber volunteer groups including Ambassador Group and Human Resources Group.

A native of Honolulu Hawaii, O’Brien earned a bachelor of arts in art history from Skidmore College and a master’s degree of Business Administration from Fordham University. She has years of experience in major gifts fundraising at higher education institutions and also several years in teaching.

Cape Cod Foundation Launches Pilot Grant Program

The Cape Cod Foundation has awarded a total of $200,000 through its pilot Comprehensive Capacity Building Grant Program to five local nonprofit organizations: Calmer Choice, Cotuit Center for the Arts, Cultural Center of Cape Cod, Independence House, and Samaritans on Cape Cod and the Islands.

Each nonprofit will receive $10,000 for immediate general operating support and $30,000 for capacity building project implementation over the course of the innovative two-year program.

The foundation has partnered with industry expert TSNE Mission Works to conduct a capacity building assessment with each nonprofit and to provide the foundation with technical assistance throughout program design and implementation.

The program also includes a unique peer-learning cohort model to strengthen and leverage their individual and collective impact as they address issues affecting Cape Cod residents. The executive directors and board chairs from each nonprofit will meet regularly to build relationships, share knowledge, and facilitate collaboration.

The exact project each nonprofit undertakes will be based on the organizational assessment and developed by each grantee based on individual input and needs.

Habitat for Humanity of Greater Plymouth
160 North Main Street (PO Box 346)
Carver, MA 02330 · 508-866-4188
www.hfhplymouth.org · support@hfhplymouth.org

Stats
Total number of employees: Office: 1 full-time,
2 part-time; ReStore: 1 full-time, 3 part-time
Annual revenues: $916,516
Year established: 1995

Mission
Habitat for Humanity of Greater Plymouth brings people together to build homes, communities and hope. We work to build
strength, stability and self-reliance through affordable housing.

Geographic Area
Plymouth, Carver, Kingston, Middleboro, Lakeville, Plympton

Leadership
Jim Middleton, EXECUTIVE DIRECTOR
David Drain, BOARD PRESIDENT

Board of Directors
Dennis Crimmins, VICE PRESIDENT, Attorney
Dottie Kelley, CLERK, Retired Retail Owner
Doreen Bent, TREASURER, ARCH Cutting Tools
Laura Buckley, South Shore Workforce Board
Donna Fernandes, Kinlin Grover
Den Forbes, Retired Military
Barbara Graveline, North Easton Savings Bank
Nicole Joy Hales, PR First
Lisa O’Neill, Kinlin Grover
Jonathan Wells, Cape Cod 5
Melissa Weber, MountainOne Bank

Giving & Volunteer Opportunities
All contributions make a difference in our ability to provide decent affordable homes for families who will benefit from stable, secure housing. Everyone needs a foundation to build a future and we rely on the generosity of individuals and businesses to help us deliver for these families. We seek business sponsors for our Home Dedications and fundraisers, as well as discounted materials and trade services. We always welcome support from donors through giving, attending events, or donating goods to our ReStore. Volunteerism is our heart and soul, with all-volunteer crews building homes alongside our future homeowners, and supporting the office and ReStore.

Top Goal
Secure donated land for our next home build.

Heidrea for Heroes
10 Cordage Park Circle, Suite 224 · Plymouth, MA 02360
774-773-3951 ·heidrea4heroes.org ·info@heidrea4heroes.org

Stats
Total number of employees: 1 full-time, 1 part-time
Annual revenues: $275,000
Year established: 2013

Mission
We are dedicated to providing custom support to military veterans and surviving spouses facing hardships and transitions in civilian life. Our assistance includes adaptive housing renovations, qualified home repairs, vehicle modifications, and veteran/family support to help alleviate challenges during difficult times in order to make a positive difference in the lives of veterans and their families.

Geographic Area
Southeastern MA and Cape Cod

Dorothy Savarese, who has been Cape Cod 5 Chair and CEO for the past 17 years, plans to retire from the bank in May 2023.

Matthew S. Burke, Co-President, will be promoted to Chief Executive Officer at the Cape Cod 5 Annual Meeting on May 18. Burke will become a member of the board; he is expected to become chair of the board the following year. Savarese will serve as executive chair until May 2023, when she expects to retire from the bank.

As executive chair, Savarese will support board activities and facilitate the leadership transition.

In addition to being the chair and CEO of Cape Cod 5, Savarese has served in various leadership roles with the bank for 29 years.

Robert A. Talerman, Co-President, will be promoted to President of Cape Cod 5 and will become a member of the board. Talerman will also be elected as chair and President of the Cape Cod 5 Foundation.

“It has been a privilege to serve Cape Cod 5’s customers, employees and community members for nearly 30 years, and I look forward to continuing to support our mission as Chair of the Board,” said Savarese. “Cape Cod 5 has been purpose-built to assist our customers and communities in strengthening their financial health, and we will continue to adapt and grow in these efforts through Matt’s strong and thoughtful leadership. I am excited about Matt taking on this role, as he has an impressive and demonstrated ability to anticipate future needs and opportunities and to lead the organization in an inclusive way to deliver on its goals and commitments.”

Burke has served as Co-President of Cape Cod 5 since 2019, working closely with Savarese and the management team to develop and implement the bank’s strategic plan as well as the bank’s ongoing technology evolution. Both leadership initiatives are critical to supporting customer needs and fulfilling the bank’s mission, Savarese said.

A United States Army veteran with an undergraduate degree from UMass Dartmouth and graduate degree from the UMass Boston, Burke brought his public accounting and community banking experience to Cape Cod 5 in 2012 and served as Director of Accounting and Finance before being promoted to Chief Financial Officer in 2014, and subsequently to Co-President in 2019. Burke is an active member of the community, serving on the Boards of the YMCA Cape Cod, Cape Cod Technology Council, Boys & Girls Club of Plymouth and the ABA Stonier Graduate School of Banking at Wharton.

“I am honored and grateful for the confidence that Dorothy and the rest of the board have placed in me,” said Burke. “Working with Bert, the management team and our talented employees, I will continue to lead Cape Cod 5 as a purpose-driven organization dedicated to enriching the lives of our customers and communities. I look forward to continuing to build upon the respectful, inclusive and engaging culture that has been cultivated under Dorothy’s leadership.”

Talerman has been with Cape Cod 5 for 14 years and oversees all of its customer-facing business lines, including banking services, residential and commercial lending, and wealth management. He is a graduate of Amherst College and has worked in banking for over 30 years. Among his many community roles, Talerman serves as president of the Kelley Foundation, a board member of Cape Cod Healthcare, and a past chair of the Cape Cod Chamber of Commerce.

“I am so fortunate to be part of Cape Cod 5 and the positive difference our employees have on our customers and our communities,” said Talerman.

“During Dorothy’s tenure as CEO, Cape Cod 5 has grown in size, scope and strength. Her passion for its mission and commitment to service have been embedded at every level of the organization. Cape Cod 5 is a forward-leaning, nationally-recognized organization because of her efforts, and for that, we are forever grateful,” said Tom Evans, Cape Cod 5 Vice Chair of the Board. “I know I am speaking on behalf of the entire board, when I say we have been so impressed by Matt’s contributions over the past decade and know that Cape Cod 5 is in the right hands to lead it during its next chapter.”

Savarese has led Cape Cod 5 since 2005, during which time it has more than tripled in size from $1.4 billion in assets with 295 employees serving customers from 16 locations to $4.6 billion in assets with 550 employees and 26 locations. Cape Cod 5 is the top mortgage lender and holds the leading deposit market share in Barnstable County, with continued growth on Nantucket and Martha’s Vineyard and in Southeastern Massachusetts. Prior to serving as CEO, Savarese launched the bank’s Trust & Asset Management department in 2003, which has grown to over $1.5 billion in assets under management.

For the past four years, Cape Cod 5 has been named one of the Top Places to Work by Boston Globe and one of the Best Banks to Work For by American Banker. Savarese served as Chair of the American Bankers Association and Massachusetts Bankers Association, respectively, on a number of federal and state advisory committees and councils and was included on the list of American Banker Magazine’s 25 Most Powerful Women in Banking for the past 10 years.

By Jean Moto

Since this month’s issue is dedicated to the up and coming businesses on the Cape and Islands, we thought we’d share some of our thoughts as to what likely makes these businesses so successful. 

Our experience tells us time and time again that great businesses do more than work hard. They have a vision, they know where they want to go and they are accountable.  

We asked a few of our mentors to share with us what they see as the defining characteristic of the successful businesses that they work with. There responses are great guidelines for all companies:

“Great businesses are obsessed with their customers. They are constantly listening to 

their customers to understand how they can provide more value.  They make decisions based on what benefits their customers, and they measure their success based on customer satisfaction.” – Tom Soldini, Management Consultant

“They keep employees informed of the good, the bad and the ugly.  This is key, whether it’s a change in ownership, change in management policies, benefits or even a strategic plan. They need to understand the power of employees. Transparency and open communication with all levels of the company can help move it ahead and help employees feel invested in the organization. Make them part of the solution and success.” – Bonnie Olson, Human Resources Director

“Successful businesses start with a budget and then make it work for them. A budget is the tool they use to project their cash, to help them make informed decisions, and to help them stay on target and meet their goals. Speaking from experience, it’s easy to get caught up in the excitement and frenzy of starting up and forget to go back to your budget basics.” – Kim Marchand, CFO

“They use metrics. ‘Okay’ organizations set objectives but outstanding organizations apply Key Performance Indicators (KPIs) to measure their performance against their stated objectives. They use those KPIs to determine the corrective actions that need to be applied to the deficiencies in their business plan execution.” – Marc Goldberg, Trade Show Exhibitor Training and Effectiveness

“Successful startups are flexible and start by taking small steps, learning what works and what doesn’t and then modifying direction to leverage that learning or undertaking a rethink to refocus their plan. They know it’s better to grow from strengths, always keeping their well-defined end goal in sight. Patience is a virtue they embrace, understanding that working through the ugly parts of a start-up will make them stronger for the future.” – Jean Mojo, Marketing

These SCORE mentors (and 35 more) are available to help you start and grow your business.  Our mentors have experience in a broad range of categories. Let us know what kind of help you need. 

Give us a call at 508-775-4884 or email at capecodscore@verizon.net to set up a free, confidential mentoring session.  We’re with you!

Jean Mojo is a certified mentor at SCORE.  She has an extensive background in marketing, having owned a marketing services agency and worked in both product management and advertising. 

By Carol K. Dumas

In 1982, with only $1,500 from a tax return and lots of ambition, mechanic Harry Clark founded South Shore Generator Sales & Service out of the basement of his East Wareham home, with the help of his father, a generator technician, and his wife Lois.

South Shore Generator, celebrating 40 years in business this year, continues to provide generators and service them for homes, businesses, industry and government and other organizations. It has remained a family-owned and operated business throughout its history; today, South Shore Generator is proudly co-owned and run by Harry Clark’s son Eric and daughter Bernadette. 

“What distinguishes us is our goal of providing superior generator sales and service in a friendly, responsive and courteous manner, with honest family values,” says Eric Clark, who serves as CFO. He started working part-time for his father during high school years and continued through college, learning and performing every aspect and position within the operation.

Bernadette recalls mowing the grass and planting flowers, and, when she was 11, making sandwiches for the staff and taking service calls during Hurricane Bob.

“As I got older I wanted to step outside the business and had some other random part-time jobs during the summers, but in the end I came back to plant my roots, “ says Bernadette, who serves as Treasurer with a focus on leading the sales team for the company. 

Bernadette went on to study at UMass Amherst, and Eric at UMass Dartmouth, both graduating with degrees in Business Management and Economics.

South Shore Generator currently employs 36 from its Cranberry Highway, Wareham location, including 17 field technicians and four solar power solutions specialists. Their coverage area includes Eastern Massachusetts, Cape Cod and the Islands as well as Rhode Island. 

The recent popularity of generators for both residential and commercial use has meant a huge increase in business for the company over the years and the company plans to keep its singular focus. 

“As the need for power increases so does the need to always have it,” says Eric. “For 40 years we have only focused on generators, that trend is not going to change. It is better to be great at one thing, than average at many.”

Eric also notes that business itself has changed over the years.

“There are no more handshake deals, everything is document, document, document now. Everyone wants some kind of paperwork,” he says. “We had to create a ‘special contracts’ position just to deal with all the special needs and special websites and special processes larger customers request today.” 

Currently lead times on generators are higher than they have ever seen “due to the ongoings of the world around us in addition to the demand and the increase in major storms around the world,” Eric adds.

Bernadette notes that technology has been the greatest change for the generator business. Remote monitoring of generators has become commonplace.

“Computers hold the key to efficient operations and whether it be operating software or monitoring software or tracking software or even generator software for controls; everything is always changing,” she says. “A lot of it is for the better as it allows us to do more, know more and be more efficient in all of it, but never did I ever think we would be moving to a world where job tickets would not exist and people barely needed to speak in order to do business; we use so much email its incredible.”

As for the future, the goal is to continue to grow at a modest pace, they say.

“We’re going to keep doing what we’re doing because it’s working,” Bernadette says. “We are so grateful and blessed to have the best staff of skilled technicians and support people who really care about what they’re doing and the people we’re affecting on a daily basis. We’re looking to expand and hire more talent to keep taking care of generator customers in our area.”

“We are a very financially sound and conservatively run company and we have a great balance in all departments of young and experienced employees,” Eric says.” We invest in training yearly or as often as we can for all of our people to stay on top of the latest trends and products. We don’t see generators going away anytime soon. And as long as they exist, so will the need for service and maintenance.”

By Karyn Rhodes

If you’re like many businesses today, you probably have some employees who work from home, at least some of the time. But this arrangement can be challenging, and getting it right is essential to productivity, engagement, and motivation. So how can you fine tune your processes to make sure you’re managing remote workers effectively?

Here are eight tips to help you manage your remote workers.

1. Check In Frequently 

Be sure to schedule regular conversations to check in on how employees are doing. There’s no such thing as over communication, but keep in mind that everyone has different preferences for communication. Whatever format they choose, these touches will provide employees a predictable forum where they can share their questions and concerns and will be heard and not feel forgotten.

2. Ensure Your Team Has the Right Tools

Telecommuters likely have all the technology they need to be successful such as computers, webcam, software, and internet. But you’ll want to check in regularly to make sure they are properly equipped and have access to remote training on the tools so they can operate effectively at home. It’s also important that they know who to contact if they experience an issue, for instance. 

3. Establish Guidelines for Escalation 

With remote work, it can be challenging for employees to reach others when they need to. To help ensure problems get escalated and addressed in a timely manner, set guidelines for communicating urgent issues. For example, instead of email, you may instruct workers to text. Remind them to keep their calendars up to date and turn on out-of-office messages if they’ll be away from their desk for a period of time.

4. Foster Interaction 

Remote workers rely on daily emails and phone and video calls, but in addition to utilizing these tools for scheduled meetings, they can also be used to help minimize feelings of isolation among team members. To help employees stay healthy and happy at home, structure ways for them to have conversations about non-work issues. That may mean starting each team meeting by spending a couple of minutes asking workers about their weekend or even holding a virtual event. For example, you could send a food delivery or snack package to your staff in advance for them to enjoy with their colleagues during a videoconference.

5. Give Encouragement And Support

While remote work is increasingly desirable among employees, it can also bring with it a unique set of challenges, from distractions to work-life unbalance. When managing remote workers, it’s important to be sensitive to these issues so be sure to ask about their concerns, acknowledge what you hear, and show empathy. Help them identify solutions such as setting limits on how long they work before taking a break. Be careful not to overload them with too much work or too tight deadlines since employees may feel overwhelmed.

6. Be Flexible 

To maximize the work-life balance for remote employees, be flexible. For example, if you have an eight-hour workday, allow workers to structure their day as they see fit – as long as they meet their obligations and deadlines. This approach can free them up to pick up a child from school in the middle of the day or bring a loved one to a doctor’s appointment, which will contribute to their satisfaction and loyalty. 

7. Keep the Focus on Outcomes

Inherent in remote work is a greater sense of independence and many employees welcome the freedom to complete their work without being micromanaged. But to make sure they still meet their goals, it’s important to clearly define expectations up front. Ask if they understand where to focus to ensure alignment to eliminate uncertainty. Then allow your workers to own how they will achieve them – but let them know you’re there to support them in being successful.

8. Hold In-person Team Gatherings

While remote workers have all likely gotten accustomed to meeting virtually, it’s still important to engage in person periodically. In fact, almost half of employees say face-to-face interactions are appealing. To keep this type of engagement up with remote staff, try to schedule in-person gatherings once or twice a year to build stronger and more meaningful relationships.

With telecommuting likely here to stay, it’s essential for companies to understand how to ensure continued success with the arrangement. That means reviewing your policies and practices to give employees what they need to thrive remotely. 

Karyn H. Rhodes is vice president HR Solutions at Complete Payroll Solutions. She specializes in all areas of human resources, including strategic planning, employee and labor relations, recruiting, compliance, training and development, compensation and benefits, policies and procedures, organizational development, executive coaching, workforce planning, and affirmative action plans. More info at completepayrollsolutions.com

By Bill O’Neill

Dr. Clara Mesonero knows the challenges of learning English as a second language – or, in her case, a third. 

Born in Chattanooga, Tenn., she spent her first 10 years in Germany and before her family moved to Spain, where she graduated from medical school. She learned English through full immersion when she started her medical residency at the George Washington University Medical Center in Washington, D.C. 

That life experience made her sympathetic when she learned through a friend that there was a shortage of English as a Second Language (ESL) courses on Cape Cod. 

“We just put our heads together and said, ‘Let’s start a language school here,’” she said. “After we asked our Brazilian friends and Spanish-speaking friends, they all were so excited.” 

Mesonero and co-founder John Vazquez opened the Cape International Language Academy (CILA) in September 2021. Classes are limited to eight students and offer three levels of ESL. 

CILA’s mission, according to its web site, is “to empower our international community on Cape Cod to participate fully in the local economy through world-class language instruction; to provide foreign language instruction to English-speaking business owners, health care professionals, law enforcement, and first responders; to enable English speakers to engage with people from other cultures using different languages, both locally and abroad.” 

She said she saw the need, among other places, when she remodeled her home. “The crew came and only one spoke English. It was very hard for us to communicate. In many niches on the Cape, it’s a great benefit to have access to learning a language,” she said. 

ESL classes offer people a greater variety of economic options and also can help ease into the Cape’s melting pot, she said. 

“What happens is that when someone is new to the United States, they get together with their family members and friends and they kind of isolate themselves,” she said. “That’s how they feel safe. We teach them English and say, ‘The world is yours. Walk out the door. Try to mingle.’ At first, they are very shy and scared.” 

Mesonero, who’s lived on Cape Cod since 1988, is well-plugged into the community. A pathologist at Cape Cod Hospital, she’s a past president of the Osterville Rotary Club and owner of Linguistic Communication Services. 

“As I got involved with the community, I realized there were so many Spanish-speaking people on the Cape that I hadn’t met,” she said. She formed a Spanish club that now has 15 countries represented. “We get together for cultural events and share our lives and problems and successes. We also realized that there’s a lot of people here who are very educated and cannot represent themselves well because they don’t speak the language very well.” 

Among CILA’s instructors is Marineti Matos, who teaches ESL and a course on U.S. citizenship. Her students’ primary languages include Portuguese, Spanish and Russian. “I had one student who was American-born but spoke no English because she had been taken back to Brazil when she was little,” she said. 

Matos grew up in Brazil, primarily speaking Portuguese, but had early exposure to another language. 

“My grandparents on my father’s side were from Portugal, and on my mother’s side from Italy,” she said. “So I grew up with my grandmother yelling at me in Italian, so I’ve always been involved with the languages one way or another.”

Matos began learning English in grade school. One of her teachers told her she had a gift for languages. When she finished high school, she found a job in a manufacturing plant and took English lessons after work. Two years later, she qualified to become an instructor and began teaching English to children. When she was 23, she moved to the U.S. to work as a translator and interpreter. 

“I love to share my knowledge,” Matos said. “I’m a very excited person inside a classroom, and I can make an hour and a half class seem like 30 minutes. And I keep on learning. I learn every day, I study every day, I keep on growing. You can never stop learning a language, even if it’s your own.” 

In addition to ESL classes, CILA offers small group and private classes in Spanish, Portuguese and German for people who want to learn a new language. “There’s already people waiting to learn Italian,” said Mesonero.  “We’ve gotten a lot of demand from the community, people that we didn’t think were going to be interested. It’s amazing how many teachers, for example, are eager to learn Portuguese to get to better know their students and their families.”

“Yesterday, we had the first class of Portuguese, and the teacher said the first hour, the students wanted to know about the culture,” she added. “How do I address them? If you say this, do they get offended?’ I think by learning each other’s language and culture, we can all work together.” 

By Catherine M. DiVita

Massachusetts employers now have another issue to worry about when preparing to terminate an employee: whether the employee has submitted a written statement “rebutting” information in their personnel file. In December 2021, the highest court in Massachusetts ruled that an employee cannot be terminated for exercising this right because it falls within the “public policy” exception to the “at will” rule.

Personnel Records Law

As many Massachusetts businesses know, an employee must be notified of information placed in their personnel file that may negatively affect the terms and conditions of their employment. M.G.L. c. 149, § 52C. The employee must be notified within 10 days of the information being placed in the file. Upon written request, the employee must be allowed to review their personnel file within five business days. A copy of the file must also be provided within five business days of the employee’s written request for it. 

A “personnel record” is one that identifies the employee and may affect their employment circumstances. At a minimum, it includes: 

• The employee’s name, address, and date of birth;
• Job title and description;
• Start date;
• Job application, resumes and other information submitted to the employer in response to the Job posting or ad;
• Rate of pay and any other compensation;
• All performance evaluations, including self-evaluations, written warnings, probationary periods, waivers, and dated termination notices; and
• All other documents regarding discipline of the employee.

If there is disagreement regarding any information contained in a personnel file, removal or correction of the information can be mutually agreed upon by the employer and employee. If no agreement is reached, the employee has the right to submit a written statement explaining the employee’s position with respect to the disagreement. The statement must be included in the employee’s personnel file.

The Public Policy Exception To The ‘At Will’ Rule

Massachusetts, like most states, presumes that the employment relationship is “at will.” This means that either the employer or employee can terminate the relationship at any time for any reason – or no reason at all. Under these circumstances, the employee has no reasonable expectation to continue employment and no entitlement to any specific period of employment.

Massachusetts law recognizes an exception to this rule when an employee is terminated contrary to a “well-defined” public policy. The courts have narrowly construed this exception to avoid transforming the “at will” rule into one requiring just cause for termination. The exception has been recognized when an employee is terminated for:

• Asserting a legally guaranteed right (e.g., filing a worker’s compensation claim);
• Doing what the law requires (e.g., jury duty or enforcing safety laws);
• Refusing to do what the law forbids (e.g., committing perjury); and
• Performing important public deeds, even though the law does not absolutely require them (e.g., Cooperating with a criminal investigation or filing a complaint of illegal activity).

The public policy is often grounded in a statute passed by the legislature. 

Protection of Right To Rebut Information In Personnel File

Massachusetts courts have expanded this exception by recognizing that an employee may not be terminated solely for what is written in a rebuttal statement related to information in their personnel file. The statement must explain the employee’s position with respect to a disagreement on information in the file. Even if the rebuttal is “intemperate or contentious,” its submission is protected, so long as it does not include threats of violence, abuse or “egregious” remarks.

The decision gives new teeth to Massachusetts’ personnel records law. The law is enforced by the Massachusetts Attorney General’s Office, and the penalty for violations is a fine of between $500 and $2,500. Now, employers who terminate an employee that has recently submitted a rebuttal statement face some risk that the employee could argue that termination was made because of the rebuttal. These situations may arise frequently, given that negative information in a personnel file routinely precedes a termination. Employers who wish to terminate such an employee should ensure there is a justifiable and well-documented reason to terminate the employee irrespective of the rebuttal. An at-will employee who filed a rebuttal can, of course, be terminated for any other legal reason. That reason should just be clear and not linked to the rebuttal statement.

Catherine M. DiVita, Esq., is an employment law attorney at the Boston law firm of Conn Kavanaugh Rosenthal Peisch & Ford LLP. Feel free to send questions to cdivita@connkavanaugh.com.

This column, which may be considered advertising under the ethical rules of certain jurisdictions, is intended as a general discussion of the topics covered, and does not constitute the rendering of legal advice or other professional advice by Conn Kavanaugh Rosenthal Peisch & Ford LLP or its attorneys.

By Gerry Nadeau

I joined Rockland Trust in 1984. It was my first professional position out of college, and because I was new to the workforce, I entered a training program where I received the opportunity to learn about each area within the bank. 

It was an efficient way to get a feel for our culture, how we treated our customers, and also ensure that I was well versed in bank operations and our offerings.

A lot has changed since then, especially in terms of our digital functionality and customer offerings. What hasn’t changed, however, is the importance we place on relationships. 

We now have a lending team of more than 70 individuals, including about 20 lenders who joined us from East Boston Savings Bank in mid-November. That’s quite an increase year-over-year and I never imagined our lending team would be this extensive. 

When navigating growth and change like this, I’m continually reminded that in order to do it successfully,i t’s important to focus on the three key points that were impressed upon me in my earliest years at Rockland Trust.

1. Culture is important. A company culture that ensures everyone knows they belong, have a place, and are valued is becoming increasingly rare, but it is still one of the most valuable assets an organization can offer. When we support and invest in each other, we strengthen the entire team, and this puts us in the best position to support our customers. The past few years were certainly unexpected for everyone, but celebrating successes, coaching through challenges, and checking on colleagues is how we made it through–as a team.
2. Focus on relationships. Building strong relationships will always be our main objective.We believe in supporting one another and going the extra mile to ensure our customers are positioned for success. For example, a majority of the bank employees worked around the clock to provide over $1 billion in Paycheck Protection Program loans for businesses in our community throughout 2020 and 2021. During that time, tensions were high, but we were committed to ensuring that every business owner that wanted a loan received one. This is true of everything we do, and that’s why we have been recognized as one of the World’s Best Banks by Forbes for the second time in a row. 
3. Add value. Responsiveness is just one component of ensuring customer and colleague success. The other is asking the right questions and then providing the right guidance. This is usually the culmination of cross-departmental teamwork (from when to conduct a 1031 exchange, to how to set up a family trust, and everything in between). It is true that we have grown significantly since I joined the bank, but it’s also true that our expertise has grown with it.  When we connect with our customers it’s not just to address a particular loan need, or next leasing opportunity, it is to ensure that all of our customers’ concerns are met and that we are providing valuable guidance and expertise for their long-term success. 

The past year has been a challenging one for all organizations. For us at Rockland Trust, it started with supporting our customers through the third round of the Paycheck Protection Program, followed by the announcement of our now completed merger with East Boston Savings Bank, and then all the planning that came with it. One thing I know for sure,is that we will continue to keep culture, customers and  knowledge at the forefront of our activities in the years ahead. This strategy has served us well for more than 110 years and I believe it will continue to do soin the years to come.

Gerry Nadeau is President and Chief Commercial Banking Officer at Rockland Trust. For more about Rockland Trust, visit https://www.rocklandtrust.com/

By Martha R.A. Fields

In November 2021, the U.S. Department of Labor reported that 4.5 million American workers voluntarily bid adieu to their jobs. This “Great Resignation” is the largest number ever of staff who told their employers to “take their jobs and shove them.” 

To tackle this labor staffing shortage and its “long-haul” impact, organizations must employ novel approaches to compete in this competitive “employee’s job market.” During my career as a former vice president at a Harvard Medical School teaching hospital and the CEO of my international management and human resources consulting firm, OKI ME, LLC, I have never seen so many clients desperately asking me to help them solve their labor shortages. They want it to end. Unfortunately, the Great Resignation will not likely cease soon. 

Here are several new directions that organizations should consider to solve their labor shortages. 

Networking

The number one way people find jobs is through networking. 

When jobs become open, employers often initially try filling them by actively recruiting outside candidates. Since unemployment rates are low and most people are already employed, that method can lead to a dead end. Boost those efforts by making your staff “goodwill ambassadors.”

I was startled by a comment in an article by Indeed, one of the most popular U.S. online job websites. It stated that the number one way to find a job was not through them, but to: “Ask your network for referrals.” If Indeed is telling candidates that the best way to find a job is by people inside companies, why not listen to their advice? Increase employee referral bonuses so staff are incentivized to become your “goodwill ambassadors” and get the word out to their networks about your open positions.

Look Inward

Take time to better forecast your labor needs. Create initiatives that prepare staff to assume  vacancies before they occur by upgrading their skill sets. Provide mentoring, succession planning, and coaching so they are qualified for positions when they become available. Acknowledge applications of all internal candidates.

If an employee possesses all the essential functions of the job but lacks a few items in the “prefer category,” consider hiring that person immediately. NEVER lower your standards but a slightly imperfect person may be perfect to fill your vacancy. 

Retain Great Staff 

Organizations would be wise to spend more on retention efforts and figuring out how to make their environment so attractive that productive staff  do not want to leave. Turnover costs are staggering. According to Gallup, the cost of replacing an individual employee can range from one-half to two times the employees’ annual salary.

Research from the Boston Consulting Group found that there is “a widening mismatch between the job environment employees want—and now expect—and the one their organizations have.”

Whether your leaders are new to their roles or seasoned, managing people in the new hybrid workplace requires new skills. As a colleague said, “To manage people,  I am now a COVID police, daycare and elder care advisor, Zoom expert, and you name it!”

Managers with a “my way or the highway” style will do nothing but send your business traveling down a destructive road. Employees do not want bosses who only view them as worker bees producing honey for the bottom line. Educate leaders that they must demonstrate to staff  WIIFYAM – What Is In It For You AND Me. 

Help Staff Find Purpose, Success

 Studies show that more people desire purpose in their work. In my book, “The Okinawa in Me:  Finally Finding My IKIGAI (Reason for Being!),” I discuss that not only does purpose help staff find life, work and healthy aging success, it can also add seven good years to their lives. 

You will retain top talent and solve your labor shortage if staff feel they can find purpose, life, work, and healthy aging success by working for you!

Cape Cod resident Martha R. A. Fields is a consultant, educator, inspirational speaker and the author of eight books. She is president and CEO of an international management consulting firm, OKI ME, LLC which provides consulting, leadership development, executive coaching and educational programs to help organizations understand how to solve their labor shortages. Fields can be reached at 919-576-3649 or at martha@martharafields.com