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Women Supporting Women

Meghan Rothschild

Meghan Rothschild

When Meghan Rothschild launched Chikmedia as a two-woman operation five years ago, she was determined to build a successful marketing firm that focused heavily, if not exclusively, on women and brought a fierce attitude and a sense of fun into the work. Five years later, as the head of a small team with an ever-growing clientele, she says those philosophies haven’t changed — nor has the need for a company that reminds women of the power they wield when they lift each other up.

Marketing has come a long way in the 21st century, Meghan Rothschild says, in ways many companies struggle to understand.

Take social media.

“When we first started, social media wasn’t what it is today — it was something that businesses absolutely used, but it wasn’t this intricate skill set you have to educate yourself about in order to be up to date on the latest trends. That’s been one of the biggest advances,” said Rothschild, whose marketing firm, Chikmedia, recently celebrated its fifth anniversary.

“We’ve learned how to use social media from a business perspective in a really successful way,” she went on. “Our social-media management is much more comprehensive, and includes graphic design and creating custom content, and using the live features and story features on all the platforms. That’s evolved quite a bit. But other things about this business are the same, like writing press releases and helping people have grand openings at their businesses.”

“You have all these places that have ample budgets, or have a staff person dedicated to marketing. We like to work with the companies that don’t have that. Marketing is such an important part of business ownership that people forget about.”

Chikmedia is unique in other ways, though. For one, Rothschild — who gives herself the title “chief badass” — says she started the business to put an emphasis on female-run organizations and women business owners with an “edgy, fierce, and authentic” approach.

At its inception, Chikmedia focused mostly on social media, graphic design, and public relations. However, the firm has expanded its services outward, with branded events (more on that later) and a series of educational workshops that aid businesses with social media, personal branding, PR 101, and crisis management, to name a few topics.

While not all clients are female-run companies, the average client, Rothschild explained, is a woman who owns a small to medium-sized business who isn’t sitting on a six-figure marketing budget and, therefore, needs to be creative with her efforts.

“We sort of thrive in that space, finding unique and creative ways to engage audiences that aren’t going to cost you $100,000,” she said. “You have all these places that have ample budgets, or have a staff person dedicated to marketing. We like to work with the companies that don’t have that. Marketing is such an important part of business ownership that people forget about.”

Among its newer clients are the region’s new Futures Collegiate Baseball League team, the Westfield Starfires. Chikmedia also worked with Square One, a Springfield nonprofit that provides a range of early-education and support services, in launching a new service line that expands childcare to all hours of the day. The company has also partnered with Dunkin’ Donuts in sponsoring several events.

In short, it’s a varied clientele, which means a lot of education going both ways.

It all feeds into a “fierce” attitude she further describes as “bold, empowering, having confidence, and positioning clients in a way that they are the experts on their subject matter.”

In fact, Rothschild said, empowering women is at the core of everything she does, having been harassed and encountered inappropriate treatment many times in the corporate world — and not only by men.

Educational workshops

Educational workshops have become a staple of Chikmedia’s services — and a way to put more autonomy in clients’ hands.

“It’s one thing to walk into an environment and not be supported by your male peers, but to encounter that from your female peers is really something. It’s frustrating,” she said. “I said, ‘this is going to stop with me. I’m going to start a company whose mission and sole purpose is women lifting each other up instead of tearing each other down.’

“As a culture,” she went on, “it’s really easy for us to give each other a hard time and drag each other down and be super competitive, but we want to be the complete opposite of that — women supporting women.”

Choosing a Path

Rothschild had been in marketing for eight years — with stints as marketing and promotions manager at Six Flags, development and marketing manager at the Food Bank of Western Massachusetts, and director of marketing and communications at Wilbraham and Monson Academy — when she teamed up in 2014 with Emily Gaylord, who brought a strong design skillset to the partnership they called Chikmedia.

With about two dozen clients coming aboard in the first few months, including Bueno y Sano, UMass Dining, Papa John’s, ArchitectureEL, Energia Fitness, SkinCatering, and Lioness magazine, they were, frankly, overwhelmed with the early response and realized they had something that was more than a “side hustle,” as Rothschild put it.

Gaylord eventually left the company to pour more of her time and passion into the Center for EcoTechnology, where she works as Communications and Engagement director. Meanwhile, Rothschild was balancing ownership of Chikmedia with a full-time gig at IMPACT Melanoma. A survivor of the disease who had built a national platform for skin-safety advocacy, she was working for IMPACT as Marketing and Public Relations manager when he realized she had to make a choice.

“I spent about four years at IMPACT, and last year, the success of Chikmedia was getting to the point where it wasn’t sustainable — I couldn’t do both. And I felt like Chikmedia was the right path.” Today, she still serves as a spokesperson for IMPACT, which is among Chikmedia’s clients.

As the company has grown its client base, Rothschild said, so has its emphasis on education and training, both one on one with clients and in the community.

“We’ll do a training for anyone. We did one-hour training for a client on Constant Contact; she was new to the software, so she brought me in, and I walked her through,” she recalled. “If you have someone in your office that’s supposed to be managing Instagram and they don’t know how to use it, instead of giving them a month or two months to learn all the intricacies of it, bring us in for an hour, and we’ll educate them on what to do. That way, we’re putting the power back into corporate hands. A lot of people would love for us to manage their social media, but it’s not the most cost-efficient thing as opposed to us coming in and training your staff how to do it.”

“I’m going to start a company whose mission and sole purpose is women lifting each other up instead of tearing each other down.”

She also teaches personal branding and social media at Springfield College, calling education a “side passion” alongside marketing and helping firms grow. Often, she takes what she’s done in those classes and packages the material into condensed workshops for clients and other audiences, like a three-part series she recently conducted on navigating one’s personal brand — what it is and why it’s important.

“It’s super relevant,” she said. “Think about social media. Even though universities are starting to adapt, starting to insert it into the curriculum, it’s definitely not a standard part of the curriculum. So I’m helping to fill that void until everyone catches up.”

While teaching, though, she’s often learning — specifically, about each client and industry she takes on.

“Our specialty is learning the industry, and we’re working with everything from financial investment firms to UMass Dining, Dunkin’ Donuts, local spas like SkinCatering and Beauty Batlles, nonprofit organizations, event-planning companies … we’re sort of a mix. I always say to clients, if we don’t know something about this subject matter, we’re going to learn it.”

She tries to be honest with each potential client, too. “I’ve had people come to me and say, ‘this is what I need,’ and I’ve said, ‘I don’t think we’re the right fit for you; I think you should go to XYZ.’ Or, ‘I don’t think you’re ready for marketing yet; I think you should see a business advisor first.’ We’re not going to put a square peg in a round hole. We want the right fit.”

Fun with a Purpose

In all those efforts, she’s also passionate about keeping the emphasis on making marketing and branding fun. When BusinessWest sat down with Rothschild and Gaylord five years ago, after the launch of Chikmedia, they said if they’re another stressor in a client’s day, they’re not doing their job right. Today, as the sole business owner, Rothschild has not abandoned that philosophy.

“I can be hard to stay true to that because, as an entrepreneur, you’re trying to stay afloat and get all the work done. But I made a promise to myself when I made this a full-time job I was going to continue that path and have fun in everything I do. You spend the majority of your waking hours at work; you’d better enjoy what you do and be passionate about it.”

Ashley Kohl, owner of Ohana School of Performing Arts

Ashley Kohl, owner of Ohana School of Performing Arts, was one of many women business owners show-cased at Chiks’ Night Out.

Part of that sense of fun comes out during the firm’s branded events, such as Chiks’ Night Out event, which took place in Springfield in March to promote the spring line of Addy Elizabeth, a chic clothing boutique.

“All the focus is on women entrepreneurs, so all the models and sponsors are women entrepreneurs. We’re not calling them models, but women business owners. When they walk on runway, we describe their outfit — and their business. So women are learning what women on the runway have to offer them in terms of services.”

Then there’s a bus tour called Chiks’ Day Out, a sort of shopping trip where every stop is a female business.

“That’s how our events are positioned,” Rothschild said. “We want leave them tingling, saying, ‘oh my God, there’s such a need for this — for women to connect in a fun way.’ It creates a sense of community.”

Chikmedia promotes connections through its strong social-media presence as well, on platforms like Facebook and Instagram, as well as its own blog — not to mention its line of branded merchandise, like T-shirts emblazoned with phrases like ‘Boss Chik.’

“I see women wearing our T-shirts, hats, and sunglasses, and I’m not sure if there’s another local firm that has that kind of presence,” she told BusinessWest. “I really am proud of that, how we’ve been able to leverage our own brand to help our clients.”

Besides its core team of four in Western Mass., Rothschild has an intern in Providence, a part-time accountant, and contractors spread out over its service areas, which extend beyond this region into Boston, Cape Cod, Rhode Island, and Charlotte, N.C. In today’s high-tech world, she said, there’s plenty a company can do remotely for clients, although she needs to be in front of them for certain tasks, like running events and producing video content for social media.

And there’s plenty of room for the firm to grow, she noted, adding that its success in its first five years has been a gratifying challenge — in every sense of both words.

“I’d be lying if I didn’t I say I enjoy being my own boss,” she said. “Of course, as an entrepreneur, you say, ‘I’m going to manage my own schedule and take vacations,’ and the reality is you never take vacations. Even when you go on vacation, you’re on the phone. When you’re a business owner, you’re the business. It’s my burden to bear; its not someone else’s. It’s not someone telling me to do something; it’s me being accountable to myself.”

Still, she added, “I love marketing and PR, I love social media, I love writing. Having control of my own company makes me happy, and my team makes me happy — they’re smart, awesome people. I genuinely love what I do.”

Joseph Bednar can be reached at [email protected]

Health Care

Combating ‘Hair Interruption’

By Mark Morris

Joan Quinn, coordinator of the Wig Boutique at the Cancer House of Hope in West Springfield.

Joan Quinn, coordinator of the Wig Boutique at the Cancer House of Hope in West Springfield.

When a cancer patient goes through chemotherapy treatment, feelings of nausea, fatigue, and hair loss are all common physical reactions. For women, loss of hair often adds an emotional element of humiliation and shame.

“I don’t call it hair loss; I call it hair interruption,” said Joan Quinn, coordinator for the Wig Boutique at the Cancer House of Hope (CHH) in West Springfield, who sees her mission as helping women look good and feel better about themselves while their hair grows back.

And she is passionate about her work, as will become abundantly clear.

The Center for Human Development (CHD) runs the Cancer House of Hope as a free community resource to provide comfort and support in a home-like atmosphere for anyone going through cancer treatment. Yoga classes and Reiki massage are among the many services offered there.

As for wigs … Joseph Kane, former director of the Cancer House of Hope (he left that position for another opportunity earlier this month), admits that, while they’ve always been available, they were often treated as an afterthought.

“If someone asked for a wig, we’d pull one out of a plastic tub, and it usually looked like it had bed head; it wasn’t ideal,” he said, adding that this important service has come a long way in recent years thanks to Quinn, who not only provided the drive to create and stock a boutique where there was none, but also staff it with volunteers, maintain a steady inventory, and raise needed funding to keep the operation thriving.

Our story begins with a visit to CHH by one of Quinn’s neighbors, who left her tour thinking that the wig service, such as it was, needed serious help, and that Quinn, a cosmetology-field veteran of more than 50 years who spent 26 years teaching the subject at Springfield Technical Community College, was just the person to provide that help.

“If someone asked for a wig, we’d pull one out of a plastic tub, and it usually looked like it had bed head; it wasn’t ideal.”

“My neighbor said, ‘oh, Joan, I know your standards, and this doesn’t meet them. You should stop in and see them.’”

She did, and this was, coincidentally, after an answered prayer left her looking for a way to give back — and in a big way.

Indeed, a few years earlier, Quinn’s son suffered from a heart condition that required a transplant. As he was living in Iowa City, Quinn flew there to help. “During that time, I prayed that he would receive a heart transplant and promised God that, if he lived, I’d give back tenfold.”

Her son did receive a transplant and is healthy today.

Feeling that she now had to deliver on her promise, Quinn had no idea how she could help the American Heart Assoc. But when the need for a better wig situation presented itself at CHH, she knew immediately she could make a difference.

And she has. Now in operation for more than three years, the Wig Boutique is currently booking appointments five days a week with three volunteer consultants. Quinn estimates the facility has provided more than 300 wigs for cancer patients since opening.

For this issue and its focus on healthcare, BusinessWest explores how the Wig Boutique came to be and why the services it provides are so important to women battling cancer.

Root of the Problem

As she retold the story of how the boutique was launched, Quinn noted that, under some health-insurance plans, cancer patients can purchase a wig and get reimbursed after the fact. In order to be covered under MassHealth, cancer patients must travel to its contracted wig provider located in Worcester.

When Kane learned that three wig providers in the area went out of business, the thought of a dedicated wig program began to sound like a viable idea.

“When I met Joan, she had a vision to make the wig boutique feel like a higher-end service,” Kane said. Likewise, Quinn credits Kane for what she called his “blind faith” that she could convert one of the rooms in the Cancer House of Hope into a boutique on a zero budget.

Volunteer Jan D’Orazio in the Wig Boutique.

Volunteer Jan D’Orazio in the Wig Boutique.

The energetic Quinn began by figuring out how many wigs CHH had and how to get them into presentable shape. Tapping into her network, she convinced her former teaching colleagues at STCC to open their cosmetology classrooms during summer break and made arrangements to have 110 wigs washed. “We even brought in people who didn’t know how to wash wigs, but we taught them.”

Now with a starting inventory, Quinn needed to purchase shelving material and clean lighting for the room. “It had to be organized, and it had to be cheerful,” she explained. “I could not envision people coming in to look through a tub of wigs.”

Before she even had shelves, Quinn approached local businesses and asked them to sponsor $20 shelf tags to be placed in front of each displayed wig. In a short time, she raised enough to pay for the building materials.

While planning the design of the room at the Home Depot, Quinn lamented that she had enough money for materials but not enough to cover labor. The Home Depot associate told her about a program the store sponsors where it would pay for the labor as a donation, a big step toward executing Quinn’s vision.

The finished room resembles a true boutique, displaying 59 wigs under clean lighting with a fitting chair and a full-length mirror. Kane said the boutique provides a unique experience for cancer patients.

“It gives someone who is losing her hair a chance to come in, meet with a professional, and leave with something that does not look like a wig — all for free,” he told BusinessWest. “It’s really powerful.”

When women first come in for a consultation, Quinn said, they are often reliving the horror of having cancer and confronting the reality of their hair falling out.

“Many of the women we see are depressed and fearful of taking off their head covering,” Quinn said. “While we can’t take away their fear, we reassure them that we work with many people in their situation and that this is a safe place.”

She added that the dozens of wigs displayed in the room help to shift the women’s focus away from themselves and onto which style of wig they might want.

“Current wig styles change quickly, so we’re always looking for new styles and quality wigs,” she noted, adding that she approached Sally’s Beauty Supply in West Springfield and left her name on a piece of paper to call if they ever had wigs they wanted to donate. The manager of Sally’s happened to pin Quinn’s contact information on a bulletin board, and one day, when the company discontinued its line of high-end wigs, Quinn got the call and filled two shopping carts with donated wigs. In addition to local donations, CHH receives wig and accessory donations from as far away as North Carolina and California.

Quinn told BusinessWest she is grateful for her network of volunteers and professionals, whom she refers to as her “angels.” She works with many salons in the area whose owners are often former students.

Quinn approached salons with a fundraising idea for the Wig Boutique called “Hang Cancer Out to Dry,” consisting of a small, desk-sized clothesline where customers can attach cash donations with miniature clothespins.

“In its first 17 months, this effort has raised more than $10,000,” Quinn said, adding that it’s not unusual for a salon owner to raise $300 from customer donations and then match it with a $300 donation of their own.

While Quinn pursues donations with great drive and enthusiasm, she also goes after volunteers the same way. Jan D’Orazio was shopping for Christmas decorations at Michael’s when Quinn approached her and asked if she was a hairdresser. D’Orazio replied that many years ago she was, but hadn’t done it in a long time.

“I must have been having a good hair day, because the next thing I knew, Joan was showing me pictures of the boutique on her iPad and encouraging me to join her,” said D’Orazio. “By the time I got to my car, I said, ‘what did I just agree to do?’”

Quinn freely admits she chased down D’Orazio and is glad she did. “Jan is very calm, and she makes people feel comfortable.”

Joni Provost also works with D’Orazio and Quinn as a volunteer coordinator for the Wig Boutique. The three women provide consulting services on selecting wigs. They do not cut or style the wigs, but encourage having that done at a hairdresser. Quinn said sometimes a woman brings along her hairdresser to the boutique. “We want people to feel this could be their hair and their length.”

A Cut Above

D’Orazio said one of the most rewarding parts of working at the Wig Boutique is seeing her clients change in demeanor.

She said many women who come in are feeling down and have what she described as a “cancer look.” The consultation helps to brighten their day and change their whole outlook.

“Last week, a lady came in who is fighting her third bout with breast cancer. When she was getting ready to leave, she was so happy and told me, ‘I feel like Cinderella; I don’t look like I have cancer anymore.’”

Those sentiments speak to how the boutique is providing not only hair and a certain look, but a chance for women to feel better about themselves as they confront perhaps the most difficult time in their lives.

Thus, it’s changing lives in a profound way.

Women of Impact 2018

Leaders Who Have Been to the Top

BusinessWest’s chosen Women of Impact for 2018 know what it’s like to surmount challenges, tackle huge obstacles, and clear bars they’ve set very high.

As they receive their awards on Dec. 6, they and a gathered audience of friends, family, and colleagues will hear some motivational words from someone who’s done all those things in a very literal sense.

Indeed, the keynote speaker for the Inaugural Women of Impact Awards will be Lei Wang, the first Asian woman to climb the highest mountain on every continent and to ski to both the North and South Poles. 

Wang, who earned a bachelor’s degree in Computer Science from Tsinghua University in Beijing, an M.S. degree in Computer Science from University of North Carolina Chapel Hill, and an MBA in Finance and Marketing from the Wharton School of the University of Pennsylvania, was on track for a promising career in information technology — until she discovered her passion for mountaineering in 2004 and set her dream on reaching the peak of the world’s highest mountains on seven continents and skiing to the North and South poles.

With no previous athletic training, she started with running, from one mile to a marathon. She built her basic fitness foundation and learned the craft of climbing from scratch. She gave up a normal life to dedicate herself to this undertaking and overcame many physical and ideological challenges with her commitment and determination. Her remarkable journey culminated at the top of Mount Everest on May 24, 2010. With that climb, she became the first Asian Woman to successfully reach the world’s seven summits and two poles.

Wang now shares her reflections and experiences in front of a wide range of audiences as a motivational speaker. At the Dec. 6 event at the Sheraton in Springfield, she’ll be sharing the day with eight women who have reached the pinnacle of their chosen profession, but who have also devoted their lives and their careers to finding ways to give back to the community.

That’s why they’ve been chosen as Women of Impact, with the emphasis on both women and impact.

The Women of Impact for 2018 are:

• Jean Canosa Albano, assistant director of Public Services, Springfield City Library;

• Kerry Dietz, principal, Dietz Architects;

• Denise Jordan, executive director, Springfield Housing Authority;

• Gina Kos, executive director, Sunshine Village;

• Carol Leary, president, Bay Path University;

• Colleen Loveless, president and CEO, Revitalize Community Development Corp.;

• Janis Santos, executive director, HCS Head Start; and

• Katie Allan Zobel, president and CEO, Community Foundation of Western Massachusetts.

The awards luncheon will begin at 11 a.m. with registration and networking. Lunch will begin at noon, followed by the program and introduction of the Women of Impact by Kate Campiti, associate publisher of BusinessWest and Healthcare News and Tamara Sacharczyk, news anchor and I-Team reporter for WWLP-22 News.

The Inaugural Women of Impact is sponsored by Bay Path University, Comcast Business, Country Bank, and Granite State Development Corp, with media sponsor WWLP-22.

For more information or to purchase tickets, call (413) 781-8600, or go HERE.

Thank you to our sponsors:


Sponsors:

Bay Path University; Comcast Business; Country Bank; Granite State Development

Exclusive Media Sponsor:

Springfield 22 News The CW

Photography by Dani Fine Photography

Women of Impact 2018

Assistant Director for Public Services, Springfield City Library

Photo by Dani Fine Photography

 

She Keeps Writing New Chapters to a Story of Community Activism

Jean Canosa Albano says she’s been called an ‘honorary Latina,’ not once, but on a number of occasions.

That’s not an official title by any means — there’s no plaque or certificate to this effect, obviously — but it might be the honor, or designation, she’s most proud of.

That’s because, while she’s not Hispanic in origin, she speaks Spanish — she’s studied it here and abroad — and has therefore made thousands of non-English-speaking visitors to the Springfield City Library more comfortable and better able to utilize its many resources.

More importantly, though, she has advocated for that constituency — and in many ways become part of it — during a lengthy career devoted not only to library science but to community building and community involvement.

A few weeks back, Albano again led a contingent from the Springfield City Library marching in the annual Puerto Rican Parade through downtown Springfield, something the library has done the past several years. It’s a symbolic step and an indicator of how the institution, and especially Albano, have taken great strides, literally and figuratively, in efforts to serve that constituency and connect it with resources.

“I’m not a Latina — I have a different heritage,” she told BusinessWest. “But I have embraced it as much as somebody from outside the culture can. “I’ve been called an honorary Latina, and I love it when I hear people say that.”

But service to the Hispanic population is only one chapter, albeit an important one, in the story of Albano’s career spent with the library — and as someone committed to being involved in the community and inspiring others to get involved.

“I’m not a Latina — I have a different heritage. But I have embraced it as much as somebody from outside the culture can. “I’ve been called an honorary Latina, and I love it when I hear people say that.”

To put that service, and her career, in their proper perspective, she said that all through it, she has adopted a variation, if you will, of Shirley Chisholm’s often-quoted bit of advice. The first black woman elected to Congress famously said, “if they don’t offer you a seat at the table, bring a folding chair.”

“I feel very fortunate — the Springfield community is very open and welcoming, so I haven’t had to bring my own chair very often,” Albano explained. “But I have made my own invitation sometimes; when I see something going on in the community that I would like to get involved in or when I think the library could benefit from me being there, or when we have something to offer, I won’t be shy about inviting myself to be part of it.”

Examples of this mindset abound, from her participation in the Reading Success by Fourth Grade initiative to Gardening the Community; from summer learning groups to the Young Professional Society of Greater Springfield.

With that last one, she acknowledged that maybe — that’s maybe — she’s not exactly in the target demographic group. But she saw a group with an intriguing mission and another opportunity to help strengthen the community through her own involvement.

“I said to myself, ‘they’re doing cool work, but maybe I’m a little old for that group,’” she recalled. “Then I saw some news coverage on them and heard that they didn’t have an age limit, so I decided to join. I go to the social events, and have learned about the small-business development happening in those circles, and connected them to the library; I really enjoy it.”

Jean Canosa Albano, right, with friends Maria Acuna, a Realtor, and Holyoke City Councilor Gladys Lebron, at the 2015 Puerto Rican Parade.

Jean Canosa Albano, right, with friends Maria Acuna, a Realtor, and Holyoke City Councilor Gladys Lebron, at the 2015 Puerto Rican Parade.

As she said, she’s been making her own invitations and getting involved. And while doing that, she’s always looked for new and different ways to help others get involved and help them develop professionally — especially women and minorities.

Which brings us to “My Beloved Springfield,” a women’s leadership panel and information fair she created. The most recent edition, staged last spring, featured a host of speakers discussing the paths they took to leadership positions, including Springfield City Councilor Kateri Walsh; Arlene Rodriguez, a senior advisor for the Mass. Department of Higher Education; and others.

Looking back on her career, Albano said her command of Spanish has created opportunities for her — when she entered a poor job market in the mid-’80s, it helped her land a job with the Springfield City Library. And in many ways, she has dedicated her career to creating opportunities for others.

As we explore the many ways she has done that, it will certainly become clear why this public servant, who keeps writing new chapters to her story of involvement, is a Woman of Impact.

A Good Read

‘Spanish desirable.’

That’s the two-word phrase that caught Albano’s attention as she read a job posting for the library position that would become the springboard for a career she says she “fell into.”

It was as a library associate with the Brightwood branch in the city’s North End neighborhood, heavily populated by Hispanics then and now.

“I remember saying to my mother, ‘I think this is a job I can do and that you would love,” Albano recalled, adding that her mother wanted to get into library science after high school, but was hindered by the cost of higher education.

Turns out, she came to love it herself — not only the job, but working with and on behalf of the residents of that neighborhood.

“Speaking Spanish was a real help in not only communicating with people, but also getting out into the community, becoming part of it, and discovering what the people there wanted and needed — from the library and from life — so we could respond,” she said. “I remember going to the old version of the Puerto Rican Festival or just going out onto Main Street or visiting schools; there was a lot of filling in the gaps and building bridges — and that’s been the way I approach my work to this day.”

Indeed, while Albano moved on from the Brightwood branch — she came to the central library in 1989 — she has continued to build those bridges, taking her service to the community far outside the library walls, while also making that institution a welcoming and responsive resource for city residents.

In her role as assistant director for Public Services of the libraries, she wears a number of hats — as well as an ‘Hablo Español’ button. She’s involved with a variety of human-resources functions, including hiring and recruiting, and as she recruits, she’s looking for individuals who embody what she calls a ‘turned-outward attitude’ with regard to the institution and how it must function.

Albano acknowledged that, overall, the library’s role within the community has changed somewhat over the past 30 years, and so have the duties of those who work there.

She can recall working on the reference desk decades ago and fielding a wide range of questions from callers who couldn’t simply Google things when they needed the answer to a pressing question. She remembers fielding queries on everything from stock prices on a specific date to the ISBN (International Standard Book Number) for specific titles so people could order them (now, they just go on Amazon) to Dr. Seuss and his history in Springfield.

Today, while there’s still a reference desk, the librarian spends less time behind it, and the questions are generally much different than those of a generation or two ago.

“People will ask how they can upload their résumé to a specific site, or how they can tell if a website is legitimate,” she told BusinessWest, adding that today, libraries, while still storehouses of books and information, are more community hubs than anything else.

“The library is a place to be when you need some solace, a place to be when you need to reflect, a place to meet with neighbors and strengthen community,” she said. “It’s also a place to research your entrepreneurial idea, gather together to learn, and build community.”

Spreading the Word

When the Springfield City Library created a number of outreach teams several years ago, Albano was assigned — actually, she assigned herself — to lead the civic and community-engagement team.

The key word in that phrase, of course, is engagement, she said, adding that the group focused on connecting people with their city and getting them involved with government and the many issues impacting the community.

“A lot of people feel disconnected, and we wanted to do something about that,” she said, adding that, through partnerships with the Springfield Election Commission, the Secretary of State’s Office, the League of Women Voters, the Women’s Fund, and other groups, the library has helped stage ‘meet the candidates’ events and other informational programs.

“Speaking Spanish was a real help in not only communicating with people, but also getting out into the community, becoming part of it, and discovering what the people there wanted and needed — from the library and from life — so we could respond.”

Like “Slots, Pot, Veal, and Schools,” an intriguingly titled program focusing on the four ballot questions for last year, dealing with casinos, marijuana, animal welfare, and charter schools.

“That was a heated debate moderated and filmed by Focus Springfield,” she recalled. “And it was released throughout the Commonwealth, so we had hundreds of views beyond the people in the room.”

In recent years, the library has coordinated a host of other programs, including one on how to run for office and what it’s like to serve in an elected position, she said, adding that 30 or even 20 years ago, it is unlikely that the city library would have been involved in such matters. Today, though, as part of its changing role, the institution is acting as (or much more as) a connector and a convener.

And Albano has been at the forefront of many of these efforts, especially with the Hispanic population and other often-underserved constituencies.

The Hispanic population is now quite large in Springfield, said Albano, adding that, in the public schools, at least 60% of the students are Hispanic. These numbers demand attention, she went on, adding that institutions across the city, including the library, need more than people on their staffs who can speak the language — although that certainly helps.

They need people who can connect with that population, advocate on its behalf, and connect people with resources.

The city’s response, and the library’s response, to the needs of those impacted by Hurricane Maria is a good example, she told BusinessWest, adding that staff members there helped with everything from attaining a library card to figuring out where to receive help with insurance matters, and host of other issues.

“We were always thinking about ways to make a stressful time, a very traumatic time, less stressful,” she said, adding that thousands of refugees came into this region, and most all of them needed help on many levels.

While the Hispanic population has been a primary focus of Albano’s time and energy, so too has been the subject of leadership and helping others develop those skills.

Which brings us, in a roundabout way, to Sonia Sotomayor’s historic visit to Springfield in 2015 as part of the Springfield Public Forum, an opportunity Albano said she ran with.

Indeed, she was able to obtain multiple copies of Sotomayor’s book in English and Spanish and set up a book-discussion group. She was also able to help arrange a meeting with the justice, the nation’s first of Hispanic descent, prior to her talk.

Sotomayor’s book is titled My Beloved World, and it, and the justice’s visit, inspired Albano to launch “My Beloved Springfield,” a now-annual program that brings in women leaders to tell their stories and lead a moderated discussion.

It’s simply one aspect of her broad efforts to help foster the next generation of leaders for this region, a role she takes very seriously.

“If you’re going to truly be a woman of impact, you have to pass things along,” she explained. “You have to make opportunities known to others, and you have to help them get there.”

Volume Business

As noted earlier, Albano hasn’t had to bring too many lawn chairs with her during her career. Indeed, she’s been given seats at a number of tables.

But she has invited herself to get involved on many occasions and in many ways, bringing the community into the library and the library into the community while doing so, and strengthening both.

Thirty years after taking a job her mother would love, she has come to love everything about it, especially the many forms of outreach.

She loves those almost as much as being called an honorary Latina.

George O’Brien can be reached at [email protected]

Cover Story

Working in Concert

Executive Director Susan Beaudry

Executive Director Susan Beaudry

As the Springfield Symphony Orchestra prepares to kick off its 75th season on Sept. 22 with “Gershwin, Copland, and Bernstein,” it faces a host of challenges shared by most orchestras its size, especially a changing, shrinking base of corporate support and a need to make its audiences younger. Susan Beaudry, the SSO’s executive director, says the way to stare down these challenges is through imaginative responsiveness — and especially greater visibility through stronger outreach. And she’s doing just that.

Susan Beaudry says there’s a great deal of significance attached to the fact that the Springfield Symphony Orchestra turns 75 this season — starting with the harsh reality that fewer institutions of this type are reaching that milestone.

Indeed, several orchestras, including one in New Hampshire, have ceased operations in recent years, and many, if not most, others are struggling to one degree or another, said Beaudry, executive director of the SSO for more than a year now.

The reasons have been well-documented — the decline of many urban centers where such orchestras are based, falling attendance, declining corporate support, ever-increasing competition for the public’s time and entertainment dollars, and an inability to attract younger audiences are at the top of the list. The SSO is confronting these obstacles as well, Beaudry told BusinessWest, as well as the additional challenge of not knowing who will manage its home (Symphony Hall) after the Springfield Performing Arts Development Corp. announced last week that it will no longer manage that venue and CityStage, leaving the immediate future of those venues in doubt.

But while the institution is not as healthy financially as it has been in the past, it embarks on its 75th season on solid footing (there’s been a 20% increase in the annual fund since Beaudry’s arrived, for example), with determination to stare down the challenges facing it and seemingly all arts institutions, and optimism that an improving picture in Springfield and especially its downtown will benefit the SSO moving forward.

And Beaudry is a big reason for all of the above.

The former director of Development for the Boston Symphony Orchestra, Beaudry was recruited to the SSO three years ago to lead development efforts for the institution. When Peter Salerno retired in the spring of 2017, she became interim executive director and later was able to shed that word ‘interim.’

“If you’re always doing your product behind closed doors, then it’s easy for other people to decide who you are and to give you an identity in the community. So it’s our job to open those doors, to get out, and to be playing.”

She brings to her role experience with not only fund-raising but business management — she’s a graduate of the Isenberg School of Management at UMass Amherst, began her career as a national and international product marketing manager for Gardner-based Simplex, and operated her own restaurant.

She’s calling on that wealth of experience to create a new business plan for the orchestra — figuratively but also literally — that focuses on raising the profile of the SSO, introducing more people to orchestral music, and taking full advantage of what is, by most accounts, a rising tide in Springfield and its downtown.

Summing it all up, she said the orchestra has to do much more than what it’s done through most of first 75 years — perform about once a month, on average, at Symphony Hall.

“One thing that I’ve recognized since I’ve been here is that we can and must do a better job with our outreach and education and sharing the good work that we do with the community,” she explained. “If you’re always doing your product behind closed doors, then it’s easy for other people to decide who you are and to give you an identity in the community.

Principal percussionist Nathan Lassell

Principal percussionist Nathan Lassell was one of the SSO musicians featured at a recent performance at the Springfield Armory, an example of the orchestra’s efforts at greater outreach within the community.

“So it’s our job to open those doors, to get out, and to be playing,” she went on, adding that there have already been some good examples of this effort to move beyond Symphony Hall and creating more visibility. There was the SSO string quartet playing in the renovated National Guard Armory building at MGM Springfield’s elaborate gala on the eve of its Aug. 24 opening. There was also a sold-out performance of percussionists at the Springfield Armory on Sept. 1, a performance that Beaudry described as “the coolest chamber event concert I’ve ever seen in my life,” and one that did what needs to be done in terms of changing some perceptions about the institution.

“People were cheering and laughing, and it was so engaging,” she recalled. “People walked out literally moved; they now have a new perception of what orchestral music can be like.”

There will be more such performances in the future, including 4U: A Symphonic Celebration of Prince, an MGM presentation featuring the SSO, on Sept. 18, said Beaudry, adding that, overall, the orchestra, at 75, must create the opportunities and support system it will need to celebrate 100 years and the milestones to follow.

It’s a challenge Beaudry fully embraces and one she’s essentially spent her career preparing for. And she believes the timing is right for the SSO to hit some very high notes moving forward.

“We’re sitting at the pinnacle place,” she said. “We have a chance to hit it out of the park.”

Achievements of Note

It’s called the League of American Orchestras.

That’s the national trade association, of you will, for symphony orchestras. The group meets twice annually, once each winter in New York and again in the spring at a different site each year; the most recent gathering was in Chicago.

At that meeting, as at most others in recent years, the topics of conversation have gravitated toward those many challenges listed earlier, and especially the one involving lowering the age of the audiences assembling at symphony halls across the country.

“Every arts organization is looking to lower the average age of its patrons,” she explained. “That’s the only way to secure your future — having people joining you at those lower ages, at a lower ticket price, and eventually that will filter upwards and be your replacement audience.”

Chicago and New York are only a few of the dozens of cities Beaudry has visited in her business travels over the course of her career, especially when working for Simplex, maker of the time clock, among many other products, as divisional senior marketing director — specifically, a division devoted to a fire-suppression and alarm product line.

“This was a job where you on a plane every Monday, and you didn’t come home till Friday,” she explained, adding that this lifestyle — especially eating out all the time — helped inspire what would become the next stage in her career, as a restaurateur.

“As a result of all this travel, I became very interested in regional cuisine,” she explained. “When you’re the marketing person visiting from headquarters, they want to take you to what they’re proud of — their symphony, their museum, their opera, and their best restaurant; after a while, those meals start to grow a little thin, as do your pants.

“So I would say, ‘instead of going to a big, fancy meal at yet another steakhouse, let’s find a little hole in the wall that’s a representation of what the cuisine is in this area,’” she went on. “So I became really interested in food.”

So much so that, when she became a mother, and that ‘get on a plane Monday, return home on Friday’ schedule wasn’t at all appealing anymore, Beaudry, after staying at home for a few years, opened her own restaurant, Main Street Station, in Chester, not far from her home and where she grew up, and just down the street from the Chester Theater Company, which her parents ran.

She described the venture as a hobby, one she pursued for three years, before “returning to work,” as she called it, specifically with the Boston Symphony as director of the corporate fund for Tanglewood. She stayed in that job for seven years before being recruited to South Florida to set up the annual fund for Junior Achievement, before returning to this region.

She said she was approached by David Gang, president of the SSO (he’s still in that role) and encouraged to apply for the open position as director of Development for the orchestra. She did, and came aboard nearly three years ago.

Beaudry said she welcomed the opportunity to succeed Salerno, and for a number of reasons. First and foremost, there was the opportunity to lead an orchestra, one of her career goals. But there was also the opportunity to orchestrate (no pun intended) what would have to be considered a turnaround effort for the institution.

And as she commenced that assignment, she did so knowing that she had a number of strong elements working in, well, harmony.

“People were cheering and laughing, and it was so engaging. People walked out literally moved; they now have a new perception of what orchestral music can be like.”

Starting with the conductor, Kevin Rhodes, who has been with the SSO for 18 years, remarkable longevity in that profession, and has become in ways a fixture within the community.

“He’s such a high-energy, high-profile person,” said Beaudry. “And he’s so willing to jump in to help promote the SSO. In the commercials on TV, he’s willing to dress up in costume, be in character, and be light and silly. And that goes a long way toward changing the perception of what’s happening at Symphony Hall, that it’s not stodgy and stuffy and only for a certain demographic.”

Another strong asset was the board, Beaudry went on, adding that many of the 30-odd members have been with the institution for many years and thus bring not only passion for the SSO but a wealth of experience to the table.

“We’ve been lucky to have board members who have stayed with us for a very long time,” she explained. “So you have institutional knowledge and history and some people who have been through the ups and downs of the organization and can give new leadership like myself feedback about things that have been tried in the past, things we haven’t done in a while that might be successful, and more. To have that kind of leadership has been very helpful.”

Sound Advice

But a well-known, community-minded conductor and a committed board are only a few of the ingredients needed for success in these changing, challenging times, said Beaudry.

Others include imagination, persistence, and a willingness to broaden the institution’s focus (and presence) well beyond what would be considered traditional.

And this brings us back to that list of challenges facing the SSO and all or most institutions like it, starting with the development side of the equation, where the corporate landscape is changing. Elaborating, Beaudry said that, in this market and many others, fewer large companies remain under local ownership, and thus there are fewer potential donors with keen awareness of the institution, its history, and importance to the city and region — a reality far different than what she experienced in Boston.

“The corporations have left or merged — you used to be able to hit five banks in a week and take care of half your season in corporate sponsorships,” she told BusinessWest. “Now, you have to call long-distance; running into the bank president on the street corner just doesn’t happen anymore. You’re taking to someone who doesn’t have any idea what you are or who you are to the community or what the giving history or the relationship history has been, and, sometimes, not interested in learning about it.”

Then, there’s the growing competition for the time and entertainment dollars of the public, she noted, especially the young professionals that comprise the constituency the SSO — and all arts institutions, for that matter — are trying to attract.

“You need people that have discretionary income and time,” she explained, adding that the latter commodity is becoming the more difficult for many people to amass. “Busy parents who are running to soccer games and ski races and cross-country matches are exhausted come Saturday night. Not only are we competing with how busy family lives have become, we’re also competing with the ease of entertainment right in your home. Come Saturday night after a really busy work week and really busy Saturday taking care of your life, do you have the energy to get dressed up on Saturday night and go out when you can order a pizza, open a bottle of wine, and order any movie you want on Netflix?”

In this environment, which, she stressed again, is not unique to the city and this symphony orchestra, greater outreach, and making more introductions, is all-important.

“If the environment’s changed and you’re still doing the same things, eventually you’re going to see your own demise,” she said. “So you need to be reactive and responsive. One of the things I’ve done is increase the number of events that we have. Events are a nice way to introduce yourself to the community, shake a lot of hands, and meet a lot of people in one evening — and from there you can build further relationships and start meaningful relationships around giving.

This was the case at the Armory concert and the performance at MGM’s grand opening, she said. Hearkening back to the former, she said it’s clearly an example of what the SSO needs to do more often — partnering with other organizations and institutions within the community and putting itself in front of before new and different audiences.

“The Armory had a concert series, and we contacted them and said we wanted to participate,” she recalled. “As a mission-driven community partner, we need to be doing more of that; we need to be out in the community.”

And the performance resonated, she said, not just in enthusiastic applause for the performers, but, perhaps even more importantly, in pledges for all-important financial support.

“I literally had people telling me, as they were leaving, that they were going to be giving us more money — they were so impressed, they wanted to increase their gift to us,” she recalled. “And in the end, that’s what keeps us playing — people loving what we do and becoming excited to support it.”

While adding more events, the SSO is also adding more family-oriented performances to its lineup, said Beaudry, adding that, in addition to the annual holiday celebration in early December, there will be On Broadway with Maestro Rhodes, featuring songs from Oklahoma, Carousel, Guys and Dolls, and other Broadway hits, and also a Movie Night with Maestro Rhodes, featuring music from Gone with the Wind, Casablanca, Lawrence of Arabia, and many other timeless hits.

Moving forward, Beaudry said the opening of MGM’s resort casino and the coming of big-name acts like Stevie Wonder, who performed on Sept. 1, and Cher, who’s coming to Springfield on April 30, will bring more people to Springfield and, hopefully, expose them to more of its assets, like the SSO, CityStage, and others.

“As they say, a rising tide lifts all ships,” she noted, adding that the SSO could certainly be one of those ships, especially if works to become more visible across the area and even more of the fabric of the community. “When people are checking out a new place, sometimes they’ll open themselves up to new experiences.”

The Big Finale

Taking in a performance by a symphony orchestra would be a new experience for many, and moving forward, it is Beaudry’s goal — and mission — to make it something … well, less new.

It’s a challenge facing all those attending meetings of the League of American Orchestras, and one that can only be met, as she’s said repeatedly, by being imaginative, responsive, and reactive.

Beaudry and the SSO are working diligently to be all those things, and because of that, and to borrow a term from this industry, things are more upbeat.

George O’Brien can be reached at [email protected]

Women in Businesss

Leadership Course

Nancy Buffone

Nancy Buffone

Nancy Buffone has three degrees from UMass Amherst and has spent her entire career working for her alma mater. The job titles and long lists of responsibilities have changed over the past 23 years, but the one constant has been that she loves — really loves — coming to work every day. As a manager, leader, mentor, and role model, she says it’s her mission to make all those on the teams she supervises feel the same way.

Nancy Buffone says that as a manager — and as a leader — one thing she tries to do is put herself in the shoes of those she’s supervising.

And in the case of younger staff members, that’s not a hard assignment, because she’s certainly been in those shoes.

Indeed, not long after graduating from UMass Amherst more than 20 years ago, Buffone went to work for the institution in the Provost’s Office. A few decades later, she is associate vice chancellor of University Relations, a relatively new realm at the school, has two offices, and manages roughly 35 people handling a wide array of assignments, from planning commencement to putting out the alumni magazine to dispensing news.

Putting herself in the shoes of those carrying out that work enables her to better understand their wants, needs, anxieties, and challenges, she said, and overall, it makes her a better leader and the offices she supervises better places to work.

“If you don’t enjoy coming to work, it can be really hard to come to work every day,” she said, making an observation that essentially defines her approach to management.

Becoming a more effective leader is one of the few things not actually listed on Buffone’s job description (we’ll get into what is a little later on), but professional development is something she takes very seriously.

In fact, earlier in her career, while working for the university’s Provost’s Office, she developed a leadership program for academic department chairs — an initiative that filled what she saw as an enormous need.

“This was something brand new, and there was a lot to the job. It was a new challenge, and it was something just so out of the box, so out of the comfort zone for me.”

As part of her own professional-development efforts, she became a participant in the Leadership Pioneer Valley program, specifically as a member of its class of 2013. She said the experience not only provided her with a much better understanding of the four-county region — one of LPV’s stated goals — but helped her do something she said all good leaders need to do — step out of her comfort zone.

In this case, that meant taking on the additional responsibilities of the Communications Department with University Relations, which effectively tripled her workload and the number of people she was managing.

“This was something brand new, and there was a lot to the job,” she said. “It was a new challenge, and it was something just so out of the box, so out of the comfort zone for me.

“And to some extent, it still is, but I love it,” she went on. “This is a place to get creative and take a lot of the work that we’re doing here every day and think about how we’re going to tell that story; that’s fun, and that’s a challenge for me.”

Her ability to move well beyond that comfort zone has been invaluable as she has taken on that ever-growing list of responsibilities, many if not most of which have to do with telling the university’s story — and telling it much better than it was told decades ago.

In many respects, it’s better story to tell these days, said Buffone, who was in a particularly good mood on the day she spoke with BusinessWest because the new U.S. News & World Report rankings of the nation’s colleges had just come up, and the university had moved up a few notches in many of the categories.

“We keep moving in the right direction,” she said, noting, for example, that the school moved up from 29th to 26th on the list of best public institutions, and from 75th to 70th among all schools.

Meanwhile, her career has taken on the same general trajectory as the university’s. For this issue and its focus on women in business, we talked with Buffone about her multi-faceted role at the university, but moreso about the broad subject of leadership and her ongoing efforts to improve those skills.

Background — Check

There are two large bowls of candy in Buffone’s office at the Whitmore Administration Building on the UMass Amherst campus. And it’s the same in her other office on University Drive, where the Community Relations staff is based.

The candy serves many purposes, she told BusinessWest, noting that, in many respects, it is an icebreaker and a temptation that brings people to those offices, which they generally leave with more than a miniature Mr. Goodbar or Reese’s Peanut Butter Cup in their hand. Indeed, they also generally leave with a smile.

“We work very hard at our jobs, so I want to laugh very hard while we’re working,” she said of her general approach to management and leadership. “I want to make sure we’re having a good time while we’re doing this.

“As for the candy … my only rule is that you’re not allowed to ask — just take,” she went on. “But over the years, the candy has been a nice icebreaker for people, and it brings people in — it’s an opening.”

Stocking her office — and later her offices — with candy is just one of the traits Buffone has developed in a career that has seen her take on a growing list of responsibilities since she graduated from the university in 1995.

Nancy Buffone sums up her broad job description by saying that that many employees she now supervises are tasked with “telling UMass Amherst’s story.”

Nancy Buffone sums up her broad job description by saying that that many employees she now supervises are tasked with “telling UMass Amherst’s story.”

As a student, she took a job working in the Provost’s Office (the provost is the chief academic officer on the campus) and had the opportunity to work for and be mentored by Judy Barker, who, as fate would have it, retired soon after Buffone graduated.

She was offered a job approximating the one Barker held, thus commencing a 14-year stint in the Provost’s Office that turned out to be learning experiencing on a number of levels.

“It was an amazing educational opportunity,” Buffone recalled. “I learned so much not just about how UMass works, but also higher education and especially public higher education. Being in the Provost’s Office, I never knew from day to day what I’d be working on; my position evolved into more of a generalist position that allowed me to get involved with many different things.”

That list included everything from working on a number of search committees for many senior administrative positions to creating new events on campus, working with the news office to promote faculty honors, and much more.

Along the way, she worked for several provosts who also became mentors, and she also earned two more degrees, including a doctorate in higher education policy and leadership. She said she was given the opportunity by those provosts to take what she was learning in the classroom and apply it in the workplace, especially within the broad realm of leadership and, more specifically, the academic department-chair level.

“Looking at what universities did to train the next person to be in the chair’s role, it became clear that at most places … it was nothing,” she explained. “So I was able to create an orientation leadership program for new department chairs that still exists today, although in a slightly different format.”

That program was among the hardest things to give up as Buffone moved on to the next chapter in her career in early 2009, as executive director of External Relations and University Events as part of the new University Relations department.

That office, created by then-Chancellor Robert Holub, is tasked with a wide variety of assignments, including community relations, events, media relations, federal and state government relations, and more. Early on, Buffone was placed in charge of events, with one of the first being the school’s 150th anniversary, a party that was several years in the making.

“We work very hard at our jobs, so I want to laugh very hard while we’re working. I want to make sure we’re having a good time while we’re doing this.”

These days, she leads two teams, one handing events and community relations and the other assigned to communications — a very broad term covering everything from the alumni magazine to the college website.

As she said, the expansion of her duties and the title on her business card tripled her workload and put dozens more people under her supervision, giving her more opportunities to apply lessons learned in graduate school and also while working with and for many great mentors.

Leading by Example

When asked to describe her style of management, Buffone paused for a second before noting that she’s from New York (Long Island, to be more specific) and thus relies heavily on sarcasm.

And then gave an example. Sort of.

“I learned how to manage by making mistakes, and I try not to repeat my mistakes,” she said with a laugh. “I started small, managing one person, and then four, and then it grew seemingly overnight when I took on the communications team. But whatever the number is, it’s really about trying to understand what I can do for the people I work with every day to make their jobs easier.

“If they can focus on what they need to do, especially the creative people … if I can make it so they can focus on what they’re trying to accomplish and not worry about distractions, then that means they’re going to be better at their jobs,” she went on. “I’m trying to create an environment that will foster that creativity and foster collaboration; to me, that’s really important.”

As for her own professional development, Buffone said her involvement with LPV enabled her to do something she really needed to do but was hard pressed to find the time for — doing some reflection on what she wanted to do and where she wanted to go professionally.

“I think it’s hard to find the time to think about what you want and about how to get where you need to go when you’re moving from project to project — it’s just too fast sometimes,” she explained. “Leadership Pioneer Valley offered that opportunity to really think about what I wanted and what skills I needed to keep moving forward.”

Elaborating, she said that, through her LPV experience, she decided she needed to get more involved in her community (Amherst), and she has, serving as a town meeting member and as president of the Amherst Area Chamber of Commerce board.

Meanwhile, at the office — or, again, at both her offices — she works hard at her job and equally hard at making sure people enjoy their jobs, something she believes is key to promoting creativity and, ultimately, better, more effective telling of the university’s many stories.

That includes the staging of what she called ‘standing meetings,’ which are just that — 15-minute meetings, instituted about five months ago, in which the participants stand and, in this case, keep a huge inventory of individual projects (700 a year for the communications department alone, by Buffone’s estimate) on track.

“The meetings will go half an hour even though they’re supposed to go 15 minutes,” she explained. “But if you’re sitting, the meeting can go way too long; that’s the thinking, and they’ve been pretty effective.”

As have most of her initiatives, all aimed at not only getting the word out about everything going on at the school, but making everyone on the team as enthusiastic about their role as she is.

“I’ve been really lucky; I’ve been at UMass for 23 years now, and I love my job, I really do, and I love coming to work just about every day,” she said. “And that’s how I want the people I work with to feel.”

Grade Expectations

Unlike the university itself and several of its departments — from food service to the marching band — there are no rankings for communications and events departments.

But there are still measures of success, and plenty of them, Buffone said, listing everything from letters to the editor of the alumni magazine (they show that the material is being read) to feedback on a host of events, to the sense of satisfaction showed by her team members when one of those events is over.

Another measure might be how many times she has to fill those candy bowls — which is often. That shows that people are breaking the ice, coming into her offices, communicating, and enjoying their hard work.

Which, at this university and within this department, is an effective course of action — literally and figuratively.

George O’Brien can be reached at [email protected]

Women in Businesss

Giving Credit Where It’s Due

Jennifer Calheno

Jennifer Calheno was tasked with taking LUSO Federal Credit Union from $36 million assets to $100 million in 10 years. She did it in seven.

Jennifer Calheno started working at LUSO Federal Credit Union as a teller when she was just 17 — actually, a much different LUSO than the one that exists today.

Back then, this was a tiny operation — three teller windows, a handful of employees, and a small back room in a nondescript building on East Street in Ludlow. There were just a thousand members or so, all of them part of the town’s large and very proud Portuguese community.

At the time, the credit union closed mid-afternoon on Wednesdays, Thursdays, and Fridays and reopened in the evening; Calheno, daughter of one of the institution’s board members, would work that 6-to-8 shift, not ever thinking that her very part-time job would become a career.

Today, as noted, it’s a much different LUSO, with more than 6,000 members, $220 million in assets, a gleaming new 15,000-square-foot headquarters building further down East Street, a second branch in Wilbraham, and more than 40 employees.

And Calheno, working in concert with an ambitious, forward-thinking board and that growing staff, has a lot to do with all that growth. If not the architect of that transformation — and she took on that role to some extent as well — she was certainly the builder. Taking full advantage of a spate of mergers and acquisitions within the financial-services industry and new regulations that have allowed credit unions to move well beyond their original charters and customer bases, she put LUSO on a strong growth trajectory.

And kept it on that path over the past 20 years.

When hired, she was charged with taking the credit union from $36 million in assets to $100 million in 10 years, and without diluting capital. She did it in seven years, primarily through much more aggressive marketing and building name recognition.

“I do not find myself to be an expert in everything, because then I wouldn’t be good at anything. I bring in people who are good at what they do and I listen to what they have to say, and I take their opinions into value.”

“Marketing was my focus while earning my bachelor’s degree, and I always thought that was something that was weak here,” she recalled. “We had to get over that stigma of being just the Portuguese credit union because of our name, and we did that.”

Specifically, LUSO, which originated with the Portuguese-American Club in Ludlow, changed and expanded its charter to serve anyone who lives, works, worships, or attends school in Hampden County.

“That was the pivotal changing point for us,” she noted. “That allowed me to expand my marketing, expand my targeting, and to really get out of that mindset that we were the Portuguese credit union serving the Portuguese community; slowly but surely, the message caught on.”

And while LUSO has grown in terms of assets, members, employees, the use of cutting-edge technology, and every other suitable measure, Calheno says she’s grown as a manager and a leader, learning, among other things, about how to manage work and life, grow a thick skin, listen effectively, and surround herself with individuals whose talents complement, but don’t necessarily duplicate, her own.

“I do not find myself to be an expert in everything, because then I wouldn’t be good at anything,” she explained. “I bring in people who are good at what they do, and I listen to what they have to say, and I take their opinions into value.”

In doing all that while growing assets and membership, Calheno has also raised the institution’s profile and gotten the credit union and its employees more involved within the community, especially with young people and the all-important realm of financial literacy.

Indeed, every Wednesday, without fail, Calheno returns to her teller roots and sits behind a small desk at St. John the Baptist School (which she attended as a child), taking deposits from the students — and teachers — there.

She says these duties represent equal parts role modeling for employees who are also active within the community and simply giving back to the town that has been her lifelong home.

“It gets me out of the office, and it’s really fun,” she said, referring not only to her banking duties, but her work teaching classes for Junior Achievement.

For this issue and its focus on women in business, we talked with Calheno about LUSO and its profound growth, but also the many roles she takes as president and CEO of the credit union, including mentor, role model, and yes, teller at St. John the Baptist School.

By All Accounts

Calheno remembers the considerable amount of flak she received from the community when plans for LUSO’s new headquarters building were announced back in 2005.

It wasn’t the bank’s expansion that had people riled up, but the chosen location — the long-time home to the Double D Dairy Bar, a small mom-and-pop restaurant and local institution.

“They made the best ice cream … everyone loved the Double D,” said Calheno, who placed herself firmly within that constituency.

What the general public didn’t know, but Calheno did, was that the mom and pop behind the Double D were quite ready to call it a career, and the landmark’s days were numbered anyway.

Today, it’s home to a start-of-the-art facility that clearly speaks to how far the credit union has come over the past 20 years, or since Calheno decided to take her career back to where it started not quite a decade before.

Jennifer Calheno says she honed a number of skills over her 20 years at LUSO

Jennifer Calheno says she honed a number of skills over her 20 years at LUSO, especially the ability to effectively listen.

By that time, Calheno, just 26, had earned her MBA from Northeastern, spent some time in banking — as manager of one of WestBank’s in-store branches in Chicopee — and taken a job with the Secretary of State’s office, one that didn’t have much growth potential, as she recalled.

Meanwhile, the manager of LUSO at that time, someone Calheno worked for during her teller days, was getting ready to retire. While looking to replace her, the credit union’s board was also looking to grow the institution — and also for someone who could make that growth happen.

“The board had come together with a strategic plan — they wanted to grow the member base, they wanted to grow the asset size, and they felt they needed a new organization chart, a new structure, in order to that; they wanted to bring in a CEO,” she recalled, adding that, because she had an MBA and some experience in the business, she was asked to put together a job description for this CEO in waiting.

She did so, and while drafting it, she began to see a match between the board’s needs, her own skills, and her desire to find employment that challenged her professionally and personally.

“I thought to myself, ‘with my background and my experience, and knowing LUSO the way I do, I think this is something I can do,’” she recalled. “I looked at other opportunities, but I felt that this was a chance to come back to the organization that gave me a start, and I felt more confident coming into an organization I already knew so much about. I knew the culture, and I’d lived in this community practically my whole life.”

She recalled that she was probably the least experienced of the 15 eventual candidates for the position, at least when it came to management. But she also believed she would work the hardest to gain the respect and recognition of the board and achieve the aggressive goals spelled out in that aforementioned strategic plan.

Fast-forwarding a little, she was awarded the job, and took it with the expectation of still being in it 20 years later.

“I clearly recall a conversation I had with Mr. Dias at that time,” she said, referring to Joseph Dias Jr., founder of the credit union. “I told him I wasn’t looking for this to be a jumping ground to something else; I’m looking at this opportunity to be my career. I told him I wanted to succeed, and if I succeeded, then LUSO would succeed.”

To make a long story short, that’s exactly what’s happened; over the past 20 years, both she and the institution have grown immeasurably.

While only 26 when she took the helm, Calheno said she already understood that she was only as good as the team in place around her, and by team, she meant both the board and the employees she worked with.

“I don’t think that any opinion is not worth listening to. If that opinion jibes with where I was already going, excellent — then, it’s an immediate ‘awesome, let’s go with it.’ If it’s something different from what I’m thinking, I’m going to pursue it further.”

In both cases, there was passion for the institution and a shared vision, she said, adding that both are necessary ingredients in any success formula.

“They give me a lot of freedom, and they give me a lot of trust,” she said of the board, adding that she has taken full advantage of both to meet the ambitious goals for assets and memberships, build and open the new building, add the branch in Wilbraham, and, overall, take LUSO to a much higher plane, one she probably couldn’t have been envisioned when she was working the night shift while in high school.

In turn, she awards those working with and for her a large amount of trust — at least when she feels it’s been earned.

“I don’t micromanage — I don’t have time to micromanage,” she said. “And I do have a lot of trust in the people here. I wouldn’t have put the management team in place the way I have if I didn’t believe in them to do things the way I want them done.

“But if you start to do things not the way I want them done … then we have a problem,” she said. “If you were to ask people here about my management style, they would say, ‘the less we see of Jen, the better job we’re doing.’”

She said the most important skill she’s developed over the years is listening and valuing the thoughts and opinions being expressed.

“I don’t think that any opinion is not worth listening to,” she told BusinessWest, adding this constitutes sound advice for all managers. “If that opinion jibes with where I was already going, excellent — then, it’s an immediate ‘awesome, let’s go with it.’ If it’s something different from what I’m thinking, I’m going to pursue it further, and I’m never just going to disregard someone.”

As for work-life balance, this is for her, as it is for most women with ‘president and chief executive officer’ written on her business card, a real challenge, one that isn’t really mastered, but dealt with to the best of one’s ability.

“My family sometimes does say to me, ‘put the phone down’ or ‘get away from the computer,’ because my job is not a 9-to-5 job,” she said. “My job is 24/7, and I do tell my family that sometimes, LUSO has to come first. If I can do both, I will. Multi-tasking? That’s what I do all day, every day.”

Dollars and Sense

Calheno’s office in the new headquarters building is large, modern, and bright — there are four glass walls, after all.

Through those walls she can see the offices around her, Ludlow Country Club across the street, and the parking lot where the Double D once served up ice cream. Figuratively speaking, though, what she can see is how far she and LUSO Federal Credit Union have come in 20 years, and especially since she was a teller there in high school.

What she can see is how those remarks she made to Joseph Dias all those years ago — about how she wanted to succeed, and if she did, LUSO would succeed as well — have come to fruition.

From all angles, and in every way, it’s quite a view.

George O’Brien can be reached at [email protected]

Opinion

Opinon

By Suzanne Parker

Politics affects nearly every aspect of our daily lives. But for some groups, including women and girls, what happens politically has a disproportionate impact on their health, safety, and well-being.

Many of the issues heavily debated right now — the economy, healthcare, gun control, and education — carry tremendous consequences for those most vulnerable and with the least amount of political power due to factors such as gender, age, race, and ethnicity.

This is why it’s so important for girls to be civically engaged as early as possible. Through the Girls Inc. ‘She Votes’ initiative, girls realize the power of their voices, learn about the structure and role of the U.S. government, and are inspired to lead and become future female leaders.

Through ‘She Votes,’ girls research candidates, hold mock debates, meet with elected officials, visit polling places, and even help register voters.

Building a more equitable society means educating and empowering girls to be actively involved in civics and the political process. Three key reasons why it matters right now:

1. Starting early means greater likelihood of voting

We know there is a relationship between youth civic education and their political engagement and future voting. When we help young people understand early on why voting is important, how the political process works, voting rights, and their local government, they build a lifelong commitment to being civically engaged. During the 2014 midterm elections, only 12% of eligible 18- to 21-year-old college or university students voted.

2. Women are still very underrepresented in public office

Women remain underrepresented among state governors, in Legislatures, and in local office. Women of color are further underrepresented as elected officials. While women make up more than half the U.S. population, they are represented by a Congress made up of 80% men. Educating girls and young women about this reality can empower them to change it. A government cannot represent the will of the people unless it reflects their diversity.

3. The 2018 midterm elections

On average, voter turnout is about 60% in a presidential election years, but only 40% during midterm years. Yet Congress (as well as local leaders) determines many of the policies that impact our daily lives. With a number of key issues affecting women and girls on the legislative agenda, this year’s election will play a critical role in determining whether girls in this country have the rights and opportunities they need to grow up healthy, educated, and empowered.

At Girls Inc., we believe the recruitment of women into political and other forms of leadership must start with girls. We encourage area residents and business leaders to use this year’s election season to engage and empower the girls in your lives — and make sure you vote, too.

Suzanne Parker is executive director of Girls Inc. of Holyoke; [email protected]

Women of Impact

The Inaugural Women of Impact Awards

BusinessWest has consistently recognized the contributions of women within the business community and has now created the Women of Impact awards to honor women who have the authority and power to move the needle in their business; are respected for accomplishments within their industries; give back to the community; and are sought out as respected advisors and mentors within the field of influence.  Nominees can be high-level executives, entrepreneurs, leaders of a non-profit organization, business owners, volunteers, or mentors: any inspirational woman, at any level in her career, who is doing remarkable things.

Nominations are now closed for 2018, but you may submit a nomination for 2019 consideration.

The 2018 Women of Impact honorees  will be announced and profiled in the October 29 issue of BusinessWest and  will be honored at the Women of Impact Luncheon Awards on Thursday, December 6, 2018 at the Springfield Sheraton Monarch Place Hotel.

Click here to view nomination information, requirement, and to submit your online nomination form.

For sponsorship information contact:
Kate Campiti 413.781.8600 (ext. 104) [email protected]
Kathleen Plante 413.781.8600 (ext. 108) [email protected]

Event Information
Date: Thursday, December 6, 2018
Time: 11 a.m.-1:45 p.m.
Location: Sheraton Springfield, One, Monarch Place, Springfield, MA 01144
Tickets on Sale: October 1, 2018; Price $65/person; $650/table of 10
For more information: Call (413) 781-8600 x100 or email at [email protected]

Sponsored by:

 

Opinion

Editorial

Talk about a good problem to have.

There are so many women running for the Merrimack-Valley-based congressional seat being vacated by the retiring Niki Tsongas that women’s advocacy groups don’t really know what to do.

In the past, they would know exactly what to do — endorse the one woman who might be running for the post amid a crowded field of men.

This year, though, they have to choose which woman to endorse, and there were five of them at one point. Like we said, that’s a good problem to have. Actually, it’s a great problem to have, and women’s advocacy groups across the region, the state, and the country, are now facing it.

Indeed, women are running for political offices of all kinds, and at all levels, in record numbers, according to the Center for American Women and Politics at Rutgers University. In fact, people are calling this the ‘year of the woman,’ and with very good reason.

It’s a stunning development in some ways and a very positive one on many levels. Sparked by the #MeToo movement as well as by the ineffectiveness of leaders in Washington to accomplish much of anything, women are stepping off the sidelines and into the political fray, if you will.

And it’s about time.

Indeed, while one can argue the degree to which women have broken through the glass ceiling in business — some would say they have; others would contend that they still have a ways to go, especially when it comes to seats on corporate boards — there is no debating that when it comes to politics, the ceiling remains.

There has been some progress over the years, but the governing bodies in this country are still dominated by men — white men to be more specific.

And while many of them represent their constituents well, it just makes sense that governing bodies are more effective — and address the wants and needs of all people — when they are truly diverse.

And that means more women.

Throughout history, women have been involved in politics, but in most cases, that meant working on behalf of men seeking office. There’s nothing wrong with that, but in many cases, these women were selling themselves short. They were working for someone they thought could listen, act on what they were hearing, and lead effectively. And if they wanted to find someone who could do all that, all they need do was look in the mirror.

But, quite obviously, they needed to do more than that. They needed to find the courage — because that’s what’s required — to put themselves out there, defend their views, and be willing to handle the personal attacks and all the other forms of mud that are part and parcel to running for office.

This year, thousands of women are finding that courage, and it is certainly the most positive development — politically speaking — that we have seen in some time.

Not all these women will win office, obviously. But that’s a secondary consideration at this point. They are winners simply because they are running, and the country wins as well.