Page 10 - BusinessWest February 17, 2025

EDITORIAL >>
Celebrating the Difference Makers
The name came naturally.
Indeed, as the leadership team at BusinessWest was final- izing plans to create a new recognition program back in 2009, all that remained was a name. And as they talked about the individu- als, nonprofits, and institutions that could, and would, be honored in the years to come, Difference Makers was the logical fit.
It says it all, and it describes, efficiently and succinctly, the dozens of honorees recognized since we launched this endeavor 16 years ago. It’s the same with the eight honorees for 2025, all of whom are making a difference in their own way, as is made clear in the stories in the special center section of this issue. They are:
• Jennie Adamczyk, executive director of Providence Ministries for the Needy (PMN). She oversees programs that include a soup kitchen, a pantry, sober homes for men, and a warming shelter. But it’s not what she does that makes her a Difference Maker, but show she does it, with determination and imagination that mirrors that of PMN founder Sr. Margaret McCleary: if she sees a need, she works aggressively to meet it.
• Sheryl Blancato, CEO of Second Chance Animal Services. She’s a true believer that all animals deserve a second chance, and from humble beginnings 26 years ago, she and her team have cre- ated a wide-ranging nonprofit, including four veterinary hospitals, that helps more than 56,000 animals each year. Her goal has always been to help not just pets, but their families, in an effort to keep them together.
• Andrea Bordenca, CEO of DESCO Service. Yes, she’s the leader of a successful healthcare emergency field-service response organization, but she’s a Difference Maker because of her many ini- tiatives to bring people together, create dialogue, build community, and help young people, women, and other constituencies become the best versions of themselves.
• Mychal Connolly, owner of Stand Out Truck. He’s a serial OPINION >>
entrepreneur and the successful owner of a unique marketing busi- ness, but he’s a Difference Maker because of the way he’s become a mentor, role model, and true inspiration to aspiring entrepreneurs, particularly young people, and for the way he’s helped many of them overcome challenges and get off the ground or to the next level.
• John Delaney, director of Ride to Remember. When a fellow Springfield police officer, Kevin Ambrose, died in the line of duty, Delaney helped create what has become one of the region’s pre- mier bicycling events — not a competitive ride, but a communal one that has raised awareness of fallen heroes and money for a host of important charitable causes across the region.
• John Doleva, president and CEO of the Naismith Memorial Basketball Hall of Fame. When he took this job, he expected to stay a few years and then return to the sporting-goods world from which he came. Instead, he’s stayed more than 20 years, leading the Hall through myriad challenges while also becoming greatly involved in the Western Mass. community, especially with programs involving young people and sports.
• The Michael J. Dias Foundation. From the crushing loss of her son to drug addiction, Grace Dias created a supportive commu- nity of fellow grieving parents — and then created something more: an organization that operates three (soon to be four) sober homes where individuals in recovery can develop resilience, responsibil- ity, accountability, and a chance to move on to a successful life of independence.
• Dan Moriarty, president and CEO of Monson Savings Bank.
A star athlete in high school and college, and a participant in mara- thons and Ironman competitions today, he makes frequent use of sports phrases and metaphors, especially those involving the impor- tance of teamwork. He practices what he preaches and leads by example, and has built a strong team that is committed to getting involved and giving back. BW
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Effective Communication Is Key
BY SAM BORSARI
Emerging human-resources (HR) professionals are faced with a rapidly changing business environment, which has greatly emphasized the value of effective communication. Hybrid and
remote workforces have become a reality for many, which means there are greater communication barriers than there were several years ago. Additionally, the shifting workforce brings generational dif- ferences that must be addressed.
Emerging HR professionals need to ask themselves, ‘how am
I communicating with intention to maintain expectations, engage- ment, and culture for those working in various capacities?’ To make matters more challenging, these professionals are also learning how to navigate a seemingly complex political environment, which has triggered swift employment-law changes. Clearly communicating these updates while working to reduce internal conflict is essential to mitigate risk and ensure understanding.
Coinciding with effective communication, emerging HR profes- sionals should focus their attention on developing their emotional intelligence (EQ) — the ability to recognize, understand, and manage both their own emotions and their relationships with others. EQ is comprised of self-awareness, self-management, motivation, empathy, and social skills.
While this may seem apparent to some, emotional intelligence
is essential for emerging HR professionals, as it helps foster trust among their employees and strengthens internal relationships. By having a high level of emotional intelligence, emerging professionals will be able to lead by example and encourage a culture of collabora- tion and open communication. It will also allow them to better man- age difficult conversations with more confidence.
Emerging HR professionals are in a unique and exciting posi-
tion. They bring fresh eyes and a new perspective to pre-established processes. However, implementing change within an organization as an emerging professional comes with challenges, especially when it comes to gaining the respect and influence of senior leaders. This hurdle can create a mental roadblock, limiting the individual’s ability to drive change and showcase their potential leadership capabilities. This is why honing influence and relationship-building skills is essential for emerging HR professionals. While this doesn’t happen overnight, developing business acumen and learning to align HR initiatives with broader business goals is a way to start. These skills will allow emerging professionals to have a voice at the table and a chance at greater success within their HR role.
If emerging HR professionals aren’t initiating change themselves, they are at the forefront of managing it, whether due to evolving employment laws, shifting business landscapes, or changing work- place expectations and/or culture. This is now more apparent than ever. Emerging HR professionals must be able to guide their team through transitionary periods and help them navigate uncertainty. These moments present a valuable opportunity to demonstrate lead- ership ability and resiliency even in high-pressure situations.
This makes adaptability and change management incredibly important skills to develop. To build on this, emerging profession-
als should focus on staying up to date with compliance changes, embrace the idea of continuous learning, and develop strategic proce- dures to support their organization through periods of transition. BW
Sam Borsari is a member experience specialist with the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org
10 FEBRUARY 17, 2025
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