By Rose Miller
Who didn’t love Sinatra? Even if you didn’t grow up in his era of popularity, you probably still tap a toe or know a verse of “New York, New York” (not the Alicia Keyes/Jay Z version either).
But I can remember the last few years he was still performing on stage. It wasn’t the wisest choice. The voice was gone and the visual presentation not good. It can be painful to watch a person who is beyond their prime try to keep going well beyond the time to say goodbye.
I’m seeing the same thing in the business world. Both employers and employees who don’t want to admit it is their time to say goodbye. The problem has the same attributes to breaking up with an old lover. You keep at it, keep trying to make it work. You feel badly most of the time. Frowns replace smiles. A sense of emptiness replaces fulfillment.
Yet, sometimes it is better to leave things broken than to hurt yourself during the breakup. From the employers’ side, the end of a long-term relationship with his or her company seems incomprehensible. The person has invested everything into building the business- time, money, knowledge, and relationships were all built around the business. The owner’s identity is tied to the business and is inextricably wrapped in the connection.

Longtime area gastroenterologist Dr. Howard P. Fritz has been named chief medical officer and vice president of medical affairs at Glens Falls Hospital.
He succeeds Dr. Robert Pringle who was serving on an interim basis as the hospital conducted a candidate search.
Dr. Fritz retired as a partner in Gastroenterology Associates of Northern New York in September 2018 after 29 years with the practice.
In his new role, Fritz oversees all clinical operations at the hospital, including adherence to best practices and ensuring overall quality of care; serves as a liaison between the medical staff and administration; and assists in physician recruitment and strategic planning.
“Dr. Fritz is highly respected among the members of our medical community and cares very deeply about making Glens Falls Hospital the best it can possibly be,” said President and CEO Dianne Shugrue. “He has been an advocate for continuous improvement as a practicing member of our medical staff, and is now in an even greater position to lead the way forward from a quality of care standpoint.”
“I believe in the mission,” said Fritz. “Glens Falls Hospital is a not-for-profit, community based hospital. The hospital and the healthcare team that works with and within it are committed to providing high-quality care to as many people as possible, as close to home as possible. I can’t imagine this community without the hospital, and I look forward to working with everyone here to ensure that people get the highest quality care from the time they come in the door to the time they are discharged in better health.”

By James Marco
So much of today’s business literature focuses on culture, ping pong tables, juice bars, and other office perks. These are the types of things that are supposed to attract and retain talent.
The fact is, every company has a “culture.” What is interesting, in many, cases is that management will often see the culture differently from line staff.
Culture is not your mission or vision statement, it’s not found in those motivational wall posters and slogans seen in many office environments. Culture is not found in some grand proclamation from the CEO. And culture certainly isn’t found at a juice bar, cappuccino machine, ping pong table, or bean bag chair.
Culture is found in the daily interactions between staff, the interactions between management and staff, and the interactions of company employees with customers and those with whom you do business. Culture can be a competitive advantage for an organization.
But how do you objectively define your current culture, and how do you change your culture if you don’t like the current work environment?