Around the Chamber-Sept-23

AROUND THE CHAMBER September, 2023

In This Issue

3 - Chamber Briefs

12 - Behind the Scenes (Lindsay Whitaker)

18- New Member Spotlight (The Chipman Inn) 30 - Best Practices

Bristol Harvest Festival

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CHAMBER BRIEFS Jim Douglas to Keynote Chamber’s Annual Awards and Hall of Fame Dinner Former Vermont Governor Jim Douglas will be the keynote speaker at the Addison County Chamber of Commerce’s 2023 Annual Awards and Hall of Fame Induction on Thursday evening October 26th.

Plan to join us at the Vergennes Opera House and celebrate your fellow members at this special event. For more information and to register, go

HERE 41st Annual Vergennes Day Attracts Record Crowds!

The weekend event began on Friday, August 25th with the Chamber’s “Eve of Vergennes Day Street Dance” and continued all day on Saturday, August 26th with the 41st Annual Vergennes Day and drew record crowds to the Little City!

An estimated 2,000 jammed the City Green as well as downtown restaurants, ice cream establishments and retail shops.

Jim Douglas

24th Annual

BRISTOL TOWN GREEN SATURDAY, SEPTEMBER 23 10 AM - 4 PM

Scan Me! GOLD SPONSOR

FAMILY FUN Live Music 65+ Vendors Horse & Trolley Ride Great Food Pony Rides and more!

The Stampede Walkathon & 5K MUSIC SPONSOR

BENEFACTORS

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s e n e c S e h t Behind with ker a t i h W y a s Lind

Each month, "Behind the Scenes" features an interview with a leader in our community designed to provide readers a glimpse into his/her interests and passions inside and outside of the workplace This month, "Behind the Scenes" sat down with Lindsay Whitaker, the new Executive Director at Common Ground Center What is your hometown?

Chattanooga, Tennessee, nicknamed The Scenic City, and regionally known for red barns that read “See Rock City”, a geological attraction.

Where did you go to school?

In middle and high school I attended a performing arts school before spending junior and senior year at a non-arts school, which had more football and less leotards. I earned my B.A. in Business and Organizational Management at Maryville College, a small private liberal arts school in East Tennessee.

First ever job?

I worked at a Smoothie King, making (and sampling) lots of smoothies.

Lindsay Whitaker Who do you most admire?

My mom! I might not have said that while I was growing up, but it’s true now! She was a single mom who raised me, my sister, and played a huge role in chauffeuring a bevy of our friends around to musical rehearsals, friend’s bands, sports, etc. Our small house was always a social hub, and she continues to host with such grace and warmth. She’s a great cook, and anytime I’m struggling with a recipe, I call her and ask if Betty Crocker is in. She knows this means we’re about to talk about recipes!

Favorite movie, TV Show?

The TV show Lost was (and still is) epic television.

This was pre streaming services, and I was in college. I remember huddling into dorm rooms to watch the latest episodes. It was important to be on time, because there weren’t reruns, or other ways to catch up if you missed its broadcast time. I’m currently really enjoying Only Murders in the Building on Hulu.

Typical work week?

I am still so new in my position that it’s a bit like drinking from the fire hose, but every day is different! Some days it’s running payroll, another day it’s checking out a funky smell in a cabin, diving into fundraising documents, or reviewing by-laws. I’m a pretty solid MondayFriday 830am-430pm shift though.

s e n e c S e h t Behind with aker t i h W y a s d Lin

Who was your greatest inspiration growing up?

I was a competitive gymnast for many years, and always loved watching the Olympics. I have strong memories of the Magnificent Seven (The 1996 US Olympic Women’s Gymnastics Team). I remember watching the Olympic trials on our wooden box t.v., with rabbit ear antenna to boot. I was mesmerized by their grace, strength, and bravery of these women. I was involved in competitive gymnastics for a long time, and could really appreciate the discipline and endurance of these athletes.

Biggest Career Challenge?

Navigating the mission & margin relationship is always challenging for non-profits, and the same is true for Common Ground Center.

Offering low cost highly impactful mission related programming doesn’t necessarily create revenue. Without revenue, how do we pay staff, keep the lights on, or cover our expenses?

Nonprofits really have to get creative with revenue models and focus on diversifying portfolios. To that end, donations and grants we receive can exponentially take pressure off of earning revenue from the community we’re trying to support, and allow us to remove financial barriers in order to make camp available for all!

Favorite type of music?

Anything that makes me feel. Sometimes thats Radiohead, Lauren Hill, Steely Dan, Phish, Taylor Swift, Neutral Milk Hotel, the Hamilton cast recording, A Tribe Called Quest, John Hartford, Sturgill Simpson, but of course, Dolly Parton

Favorite Vacation Spot?

The Cinque Terre holds a hard to beat top spot for me.

Dramatic cliffs, warm cerulean waters, history, food, wine. What’s not to love?

What's the greatest career risk you have taken?

Next to having a baby during a pandemic, I’d say taking on this new position as Common Ground Center’s Executive Director. Risk is really too strong a word, but it’s a big job. My predecessor was here a long time and well loved by the community. I’m eager to usher in Common Ground Center to the next phase of growth!

What's the one thing you would like to see change in your business/industry?

I’d love to see more nonprofits partnering together to bolster the work we’re all doing!

There are a lot of nonprofits out there with shoestring budgets that could really have a stronger impact with more support. Although, I really admire statewide organizations advocating for initiatives at the state level for change around universal school meals and early childhood education.

NEW MEMBER SPOTLIGHT

This month, Around the Chamber (ATC) sat down with Elizabeth Guilbeau, the new owner of the Chipman Inn ATC: Can you share the story behind your move from Texas to Vermont?

The move from Texas to Vermont was a wild ride for us! Vermont's breathtaking landscapes and the potential for our family's growth just lured us in. Chris often muses about how Vermont's slower pace has turned us into true appreciators of life's simple joys. I'm right there with him, soaking up every moment.

ATC: How has your family been adapting to the Vermont lifestyle?

It's been a whirlwind, but the kids really cracked us up on their first day of school when they said it felt like Christmas – and it was only in the 60s! And then when there was a heat advisory here when it was 89 outside... back in Austin, 89 degrees in September would be declared a cold front! Our first Vermont winter is sure to be a grand adventure. I'm hoping the kids take a liking to winter sports. Personally, I find my joy in admiring the winter wonderland from the cozy embrace of a roaring fire indoors – and Chipman Inn just happens to have a beautiful fireplace.

Elizabeth, Chris and family, the new owners of the Chipman Inn

ATC: What fascinated you about the Chipman Inn? Oh, the Chipman Inn has a charm like no other!

Its rich history had me hooked from the start. I can't help but think of all the stories this old place holds. The previous owner regaled us with tales of the area, which deepened my love for it.

The towering trees nearby even remind me of my grandparents' place in Parke County, Indiana. Every time I step outside here,it conjures memories of my late grandma, whom I held dear, and serves as a gentle nudge to pick up the phone and give my 92-year-old grandpa a call!

NEW MEMBER SPOTLIGHT

ATC: Have you stumbled upon any unexpected discoveries at the Inn since taking ownership?

The ghosts weren't too surprising – after all, it's a two-century-old inn! But what's really piqued our curiosity is finding old photographs and diving into the inn's fascinating history. One great discovery was a matchbook labeled "The Chipman House" – its original name. That find inspired me to consider renaming the place "Chipman House" as I've been saying this is more of a house... a home, giving travelers respite, rather than an old inn. After all, it wasn't built as an inn, it was built to be the home of Daniel and Eleuthera Chipman in 1828.

ATC: What future plans do you have for the inn?

ATC: Do you have any events/gatherings planned for this fall/winter at the Inn our readers should know about?

As of now, our event calendar is a bit blank.

However, we're eager to begin showcasing Right now, it's a bit of a juggling act with hosting Chipman Inn as an ideal venue for hosting guests and ongoing renovations. We're private events such a book clubs, parent groups, committed to ensuring the inn meets all safety or supper clubs. regulations, which has been quite the challenge.

Navigating Vermont's health and fire codes, ATC: Is there anything else you would like to tell especially with our current kitchen setup, has us? been an adventure in itself. But we've revamped our menu to meet safety and health standards I'd like to express our sincere gratitude to with the kitchen we have to work with, and everyone who's joined us on this exciting we're optimistic about fully complying soon so journey at Chipman Inn. Our town's support we can serve a wider variety of foods. Plus, we're means the world to us, and we're thrilled to thrilled about turning the old "Tap Room" into continue making our inn a warm and welcoming "Chipman House" – a lively coffee shop and bar. haven for all. If you ever have ideas, suggestions, 2024 promises to be exciting! Check our website or just want to say hello, please feel free to and social pages for news like a monthly poets reach out. We can't wait to share more group that will begin meeting in October!! wonderful moments with you in the future!

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Support Your Community and Fellow Chamber Members!

Support Your Community and Fellow Chamber Members!

Support Your Community and Fellow Chamber Members!

Best Practices "Best Practices" is our new recurring feature designed to give your organization helpful advice for maintaining efficient operations

Managing a Multigenerational Workforce

There are currently four generations active in the workforce, each with unique characteristics that influence how they communicate, think, and work. While these distinct characteristics can be assets, more often, they lead to misunderstandings and difficulties when it comes to managing multigenerational teams. It is vital for business owners, managers, and team leaders to understand each generation so they can best lead a multigenerational team with diverse talents and skills.

Generations that Make up the Workforce Baby Boomers, ranging in age from 59 to 77 years old, are the oldest generation currently in the workforce. While baby boomers are nearing or past 65, many do not have enough money saved for a comfortable retirement and may opt to work into their 70s. Growing up without much of the technology used today, they prefer phone calls and face-to-face interaction, allowing them to have strong interpersonal skills.

They are also generally known for being competitive and having a strong work ethic while making personal sacrifices for professional success.

Generation X, ranging in age from 43 to 58, make up a third of the workforce. They are known for being adaptable to new technologies, independent, and resourceful, a reflection of their being the first generation to grow up with computers.

Millennials were the first generation to reach adulthood in the new millennium, and range in age from 27 to 42. They are the largest group currently in the workforce, at 35 percent, and tend to be tech-savvy and achievement oriented. They thrive best in environments where they feel appreciated and place more emphasis on work-life balance compared to the generations before them.

Generation Z is the newest generation in the workforce and is known for being the most diverse in American history. They range in age from 11 to 26 years old, and tend to be more open-minded, independent, and autonomous. As the first true tech generation, born into a world with internet, they are used to absorbing large amount of information, can easily handle multitasking, and take advantage of opportunities for intellectual growth.

Best Practices Managing a Multigenerational Workforce Multigenerational Management Practices to Try Accommodate Diverse Work and Communication Styles: Employees of different ages will have different work styles and preferences, and respecting and accommodating those styles will create a happier and more effective workplace.

Adopting flexible hours can accommodate all employees, and a hybrid workplace can allow both those who work best in an office and those who work best from home the ability to succeed. Different generations will also prefer different communication styles, as both communication methods and language have evolved over time. Older generations prefer phone calls and write more formal emails, while younger employees write quick, short direct messages and may not feel the need for greetings or signatures in emails. Understanding that no one communication styles is right and that each has varying levels of politeness to each generation is crucial to leading a multigenerational team. The best practice is to utilize multiple communication methods including email, messaging, face-to-face meetings, and texting when appropriate to ensure all employees build connections and receive critical messages. Plus, regardless of generation, it never hurts to receive an important message more than once.

Acknowledge Differing Priorities and Be Flexible: In a multigenerational workforce, employees span the full range of life stages. Some may be preparing for retirement, while others require flexible schedules to take care of young children, and some will have just graduated from school and be living on their own for the first time. Because each one of your employees will be at a different stage in their life, they will each have different priorities, and no one is more important than the other. Flexibility cannot be exclusive to employees with families and, instead, should be provided to everyone. Benefits, too, cannot be provided only to some employees, such as parental leave and fertility benefits, which are generally geared towards one generation. Instead, offer benefits that could be used by all generations, or add benefits that are targeted towards other age groups, as well.

You could, for example, allow paid time off for those with sick pets or ailing parents who don’t have traditional caregiving roles but need time to care for loved ones, or offer educational benefits for those who want to attain higher degrees.

Encourage Knowledge Sharing: Different generations have different strengths and knowledge, and sharing that knowledge with one another can increase intergenerational learning. By creating mentorship initiatives or pairing employees from different generations on a project, you can effectively tap into each of their unique skill sets, making for a better finished product, a more collaborative and knowledgeable team.

Best Practices Managing a Multigenerational Workforce Acknowledge Power Dynamics and Establish Trust: When a team is made up of multiple generations, younger generations may feel nervous asking questions or feel as though they need to prove themselves, and older generations may coddle younger generations or dismiss them as inexperienced. As a manager, you should keep an eye out for these power dynamics and speak up for those who may be nervous or whose contributions are not being taken seriously. The key to avoiding these power dynamics altogether is to build trust within your team. It is important for your employees to get to know each other not just as colleagues, but as people, and you should help to facilitate the building of these relationships through teambuilding activities. Fighting stereotypes by learning about the individuals on your team will also help to break down these power dynamics, and shutdown ageism.

Establish Boundaries and Respect: Not only do employees need to respect each other and their differences, but they also need to respect boundaries. A significant amount of time has passed between when Baby Boomers were first entering the workforce to now, when Gen Z is entering the workforce, and times have changed.

Different generations will have different ideas about what should and should not be discussed in the workplace, as well as how to talk about certain topics. While it is important to not uphold stigmas around certain topics, it is also important to discuss them in a way that makes everyone on your team feel comfortable and included. It is not necessary for every person to agree but is it necessary that everyone feels comfortable and understands why some discussions have to be had.

Normalize Feedback: Feedback is important in a multigenerational workforce, and it needs to go both ways. As a manager, you should receive employee feedback regarding your leadership, given the difficulties in leading a multigenerational team. However, not all employees necessarily feel comfortable providing feedback through typical channels. Instead, allow your employees to reach out and meet with you directly, or fill out an anonymous online form to provide feedback. That way, team members of all generations feel as though they can contribute honestly, allowing you to get a more accurate idea of your managerial styles and adapt to best support your employees. In the opposite direction, many members of younger generations want to feel appreciated and acknowledged at work.

Frequent feedback and praise can help these team members feel a stronger sense of belonging and encourage them to work harder.

Each generation offers unique strengths and talents that they can contribute to the workforce, and with the right leader, a multigenerational team can bring learning opportunities, foster mentoring, allow you to pool skills, and increase innovation. By being sensitive to individual needs and encouraging respect, trust, and collaboration, managers can reap the benefits of a diverse team while creating a healthy, unified company culture.

HERE

HERE

Officers Robert Feuerstein, Kennedy Brothers (Chair) Megan Mandigo, Marble Trail Financial (Treasurer) Nancy Foster, Champlain Valley Properties (Secretary) Adam Rainville, Maple Landmark (Past Chair) Phil Summers, ACCOC (Executive Director) Directors Dickie Austin, Black Sheep Bistro Amy Carlin: Middlebury College Doug Dewitt, Bristol Financial Services Meaghan McLaughlin, National Bank of Middlebury Ned Horton, Otter Creek Bakery and Deli Marty Kulczyk, Robert Frost Mountain Cabins Bethany Dever, Dever Accounting Services Article IV, Section D Designate Directors Karen Duguay, Better Middlebury Partnership Renny Perry, Addison County Economic Development Corp.

Renny Perry, Vergennes Partnership Bill Sayre, Addison County Regional Planning Commission Alicia Standridge - Bristol Core