Category Archives: Business Reports

By Barbara King

For grandparents, the relationship with a grandchild can be one of the most important things in the world. But what happens when the child’s parents prevent you from seeing or having a relationship with them? 

Sometimes, the only recourse left to grandparents is to petition for grandparents’ visitation rights from Family Court. But do grandparents have visitation rights in New York? 

Visitation rights vary from state to state, but generally speaking, grandparents’ visitation rights are not as extensive as those granted to the child’s biological or adopted parents. But grandparents do have a statutory right to petition for visitation, even if the child’s parents are unmarried, have been legally divorced or one is deceased.

These limited rights to visitation are not extended to aunts and uncles, great-grandparents, or other family members, except in circumstances where the child’s natural parents and grandparents have both passed away, or are otherwise legally barred from access to the child. Adoption is not a barrier to a biological grandparent’s rights to request visitation, but the child’s best interest, including health, safety, and welfare are the primary considerations.

What if the custodial parent is opposed?

The state of New York recognizes that a child’s parents have the fundamental right to raise their children in the manner they feel is best for the child, including who is or is not allowed to visit with them. As such, a Family Court will grant visitation rights to grandparents who have an already established relationship and/or have been denied access to their grandchild if it is deemed by the court to be in the child’s best interests.

By Sara Mannix

Artificial Intelligence is already being used daily in marketing agencies to conduct buyer persona research, data analysis, create designs and edit photography, and even build code. 

As of this early stage, we have decided that while AI has its strengths, it works best when complementing the skills of a proficient marketer. I share the viewpoint of my colleague Karl Sakas, who aptly stated, “Anyone can create average work with AI. But if you want above-average work, you’ll need humans using AI.”

In the future, I envision AI playing a central role in streamlining various tasks within a marketing agency. For instance, my personal AI assistant would notify me of scheduled calls, such as an upcoming appointment I have with Alessandra in Italy. It would conduct research on Alessandra, her business, and her industry, providing me with valuable information before the call. 

AI would enable real-time translation, voice mimicry, and visual alterations during the video call to ensure seamless communication. Once the call concludes, an email follow-up would be automatically generated, summarizing the meeting takeaways and next steps. These action items would also be added to my task management system and scheduled accordingly. Furthermore, I could delegate the task of writing a proposal to my AI assistant, which would send it on my behalf. Once engaged, the billing process would also be automated by AI.

In the creative department, the collaboration between the creative director and an AI designer would expedite the process of designing logos, taglines, branding colors, messaging pillars, and website concepts, all optimized to Google’s strictest standards. With the assistance of AI, the design process could be accomplished within hours as opposed to days. Subsequently, the website engineer would work alongside a coding assistant, utilizing AI to expedite the website development process, reducing it from months to hours.

By Dorothy Rogers-Bullis

If you’re feeling some whiplash with your professional work style and setting, you’re likely not alone. We went from working a traditional five-day workweek in-person in the office, to working a hybrid schedule, to going fully remotely during the pandemic, to today when many companies are requiring that employees return to the office either full-time or for part of the week. It’s been a whirlwind few years.

With this return to the office, companies are looking for fast solutions to upgrade their existing office or outfit new commercial space. They recognize that employees who have grown accustomed to working from the comfort of home need an incentive to come back into the office, which can include updated work spaces.

In addition to that, with the tight labor market, top talent is in high demand. Companies need to put their best foot forward to entice these prospective employees to join their ranks. These human-centric factors, among others, are contributing to the rise of one of today’s hottest office trends: digital component construction. And one of the industry leaders in this popular trend by storm is Falkbuilt.

Digital component construction from Falkbuilt blends the speed of off-site component fabrication with the precision of digital design. Customize walls, doors, offices—whatever your creative vision is for your commercial space.

But these aren’t the low-quality, prefab materials you might be imagining. This is high-design and construction that is built to last. Falkbuilt uses sustainable and recycled materials, reinforced with steel, so it is strong yet less expensive to produce and assemble than a traditional sheetrock commercial interior. Falkbuilt materials also prioritize safety, featuring a one-hour fire rating.

By Mark Prian The original Setting Every Community Up for Retirement Enhancement (SECURE) Act of 2019 was designed to expand access to tax-advantaged retirement savings accounts, and it made changes to existing laws to ensure that older Americans are less likely to outlive their retirement assets. The intent of this act was also to...

By Alan VanTassel

In today’s business landscape, it is far too common to have bosses who yell, threaten and micromanage their way to the top—at the expense of their employees. 

Anyone who has ever worked for someone who has exhibited these characteristics will tell you that it is not an effective management style. These types of leaders lose a lot of trust and potentially, their workforce.

The best sales leaders, however, are humble bosses who empower their employees, are open to feedback and inspire their team to perform high quality work. They are also aware of their own weaknesses, how those weakness fit with others’ strengths, and they want to improve. 

These traits make them focused on “big picture” goals that go far beyond their own corner office.

Current research suggests that placing a spotlight on humble people might yield better business results than putting the boasters on a pedestal.

So, would you consider yourself a humble sales leader?

Quick, answer this question: which of your colleagues are humble? You will be surprised to find out that the answer you gave is likely wrong. Why? Because humble people don’t flaunt that trait. And many people, including pretentious ones, try too hard to be seen as humble and even helpful just to make a good impression on others.

Business founders and owners are often outstanding visionaries. Being a visionary, however, sometimes comes with blind spots. You may be “the bee’s knees” at casting a vision for your company, yet unknowingly neglect certain employee needs that are vital for your vision to become a reality.

If this assertion surprises you, consider your immediate response to one question about your business. 

“What does success look like?”

Your answer undoubtedly relates to the long-term vision for your business, whether that has to do with revenue goals, expansion plans, innovative product lines, or some other “big picture” results. Your image of success is crystal clear in your mind. 

You can pinpoint metrics and milestones that will mark your progress. You can’t wait to celebrate when you finally see your vision played out in the real world. Given this clarity about how success looks, how it is measured, and how it is celebrated, you are motivated and engaged and know just what you need to do.

But there is something important to remember: the people who work for you may not think in such “big picture” terms. They may understand and acknowledge the grand vision for the company, but that is not their day-to-day existence and experience. They have a job to do, such as making sales, making calls, or making widgets. That is what consumes their time and attention.

By Rose Miller

I was asked to speak recently on the value of training programs. I was excited to speak on this topic because I’ve witnessed many examples of the damage caused by untrained managers, who are not self-aware nor able to embrace a culture of learning.

More managers are being asked to take on daily tasks instead of managing processes. It is a common mistake for managers who are new in the role to fall back on operational tasks because they lack the training to convert their energy into planning and directing from a strategic perspective. 

Insecure managers are always in the weeds and micromanage every operational piece of the company. Unfortunately, these behaviors also demonstrate a lack of managerial training and a lack of trust with their staff. 

Things can quickly go very badly when a manager is poorly equipped to deal with continual and relentless business issues. Signs begin to emerge. The person becomes abrasive, tends to ignore internal problems, keeps secrets, steals credit for others’ work, or passes blame for anything that goes wrong. 

All these behaviors stem from a deep lack of professional training. 

As insecurities rise, the person becomes very defensive, has difficulty accepting any type of constructive criticism and acts like a know-it-all. Their ego won’t let them admit to mistakes.  They push decisions off to others, or worse yet, become paralyzed in committing to any decision whatsoever.  

Lack of training presents itself in many negative ways. Here are some real-life stories of individuals, who exhibited self-development needs:

• A manager is screaming at an employee so loudly that the entire company hears and shudders.

• A manager secretly labeled as a bully by employees, sends a company-wide email criticizing an employee on their team.

• A manager loses his temper, picks up a chair and throws it at an employee.

• A senior manager embroiled the company in litigation due to promises he couldn’t deliver.

• A manager begins to make up lies to the Board about revenue objectives and fires individuals who report the errors found in the revenue projections. 

Luckily, some managers will have an epiphany and begin to realize their deficits are impacting the company’s ability to reach its goals. I congratulate the emergence of self-awareness. Here are some excellent ways to embed a culture of learning.