Social Venture Innovation Challenge Winners are Changing the Landscape of What's Possible in New Hampshire

Our next generation of business leaders and innovators are jumpstarting their careers through the University of New Hampshire's Social Venture Innovation Challenge (SVIC), which asks participants to imagine creative new business solutions to the most pressing environmental and social challenges in our communities. As a collaboration between the Carsey School for Public Policy and the Paul College of Business and Economics, SVIC equips students with a wealth of knowledge, resources, and mentorship to make their business ideas a reality.

UNH and NHBSR have partnered to support these young business professionals in their endeavors, as we realize how important it is for us to train the next generation of sustainabiliy leaders. Juliana Good of Crescendo Inclusive Curriculums and Andrew DeMeo of Half-Acre Beekeeping will be attending NHBSR's Spring Conference on May 2, where they will develop relationships within the larger NHBSR community and explore ways to help make their social innovation ventures successful!


Crescendo Inclusive Curriculums


Juliana Good created Crescendo Inclusive Curriculums as a way to address the lack of representation of specials needs students in the performing arts communities. Very few youth with special needs are involved in music, theater, and arts because teachers do not have the resources, experience, or training to include all students in the classroom. By encouraging participation from all students and especially among a community that would greatly benefit from being involved in the arts, Crescendo Inclusive Curriculums seeks to sustain the arts in our public schools and for generations of young artists. Currently Juliana is building the 


cross-sector partnerships and programmatic foundation to be able to launch a pilot for Crescendo Inclusive Curriculums in NH within the next year.

"I believe that being engaged in business is not just a question of profit. It's a questions of what your mission is and what you want to do to leave a mark on this world," Juliana earnestly and enthusiastically articulates, " I think that if you have the skills and resources to sustain a mission through a business, then that's a wonderful opportunity and one that I certainly am excited to be able to pursue."                                                                                                                                                      


Half-Acre Beekeeping 


Bees are dying off at alarming rates and collapses in their population will have catastrophic consequences on our agriculture and food supply. "Bees affect all of us," Andy DeMeo, Co-founder of  Half-Acre Beekeeping stresses, "Pollinators play a very important role in our society, so it's important to not just appreciate and understand them, but to actively support them."

Half-Acre Beekeeping, which launched just this month, aims to make supporting local beekeeping accessible to anyone, while promoting a better, more ethical and environmentally friendly alternative to large-scale commercial honey production.

Half-Acre Beekeeping customers purchase hive shares or honey sourced from Half-Acre hives placed on local farms. The

unnamed.jpgbees themselves are bred from local populations and pollinate local crops in New Hampshire. By not transporting large colonies of bees from location to location (the predominant model of most commercial beekeepers), Half-Acre lessens the stress on the insects, minimizes the spread of diseases, and decreases their own carbon footprint.

"I feel that NHBSR is a natural fit for a business like Half-Acre," states Andrew, "While we of course want to run a commercially sustainable business, environmentalism is core to our mission.  My partner and I want to be connected with similarly minded businesses and individuals. Sustainability is such a multifaceted issue and the more ways we can tackle it, from different business areas and places in society, the better. I'm excited to meet as many people as I can at the Spring Conference."                                                                


You can reach out to Julianna at (480) 335-8767 and Andy at (603) 845-9816. Be sure to introduce yourself at our Spring Conference on May 2 and give these young entrepreneurs a warm welcome to the NHBSR community.


Photo credit 1: Perry Smith     Photo credit 2: Alexandra Allen     Photo credit 3 & 4: Perry Smith Photography, Half-Acre Beekeeping


By Andrew Winston, Author and Founder of Winston Eco-Strategies & NHBSR's 2017 Spring Conference Keynote

Day 2 of the Greensboro lunch counter sit-ins, Feb. 2, 1960 (Picture: Jack Moebes / Corbis)

After surviving yet another mass murder at a school — a problem that only America seems to struggle with — many students have had enough. Led by impressive, articulate, passionate teenagers from Parkland, Florida, a national movement to tackle guns is finally building.

The vicious attacks on these kids started immediately. The most vile accusations — that the survivors appearing on TV aren’t even students at the school — are not even worth the time spent writing this sentence. But another common complaint, and the most laughable, is that teens are too young to run a movement (and thus must be pawns of some liberal conspiracy).

Former GOP Congressman Jack Kingston — a man who has lost his way somewhere — tweeted, and repeated on CNN, his skepticism: “Do we really think that 17-year-olds on their own are going to plan a nationwide rally?”

Um, yes. Yes we do.

The history of young people sparking revolutions is long and illustrious. The lunch counter sit-ins in Greensboro, North Carolina were a pivotal moment in shifting the national discourse on segregation. The four young men — really kids at the time — that organized and led the protests were students at North Carolina Agricultural and Technical State University. And they were all teens.

Look at the resolve on the faces of David Richmond, Franklin McCain, Jabreel Khazan, and Joseph McNeill as they walk into the Walgreens… (the more famous picture above was actually day two, and included two new protestors, William Smith and Clarence Henderson).


Image from Wikipedia


A few years after the sit-ins, the March on Washington, made most famous by Martin Luther King Jr’s “I Have a Dream Speech”, was led by students, including Representative John Lewis, just 23 at the time.

Five years before Greensboro, Rosa Parks would not move to the back of a bus in Montgomery, Alabama, sparking the most famous protest of the era. But Parks wasn’t actually the first to refuse to leave her seat. Nine months earlier, that honor went to Claudette Colvin, a 15-year-old girl.

And of course, the modern equivalent of these pioneers is the young woman with a will of steel, the Pakistani hero Malala Yousafzai, known as just Malala (How many people have one-name fame in their teens?). Malala started blogging about living under the thumb of the Taliban when she was 11 years old. By 15, she was so threatening, the Taliban shot her in the head.

1neztzl5xelhianqvagyiuw.pngMy point is not a subtle one. Don’t dismiss these Parkland teens because they’re young. Watching how well they handle themselves and how they speak to power is thrilling.

Emma Gonzalez, David Hogg, Delaney Tarr, Cameron Kassky and others are using all forms of media expertly to create impact. And they’re effectively railing against a system that has allowed kids to be massacred at school. They act fearless and speak truth to power.

Kassky stood calmly in front of U.S. Senator Marco Rubio on CNN. He asked Rubio repeatedly to stop taking money from the NRA. When the Senator said he would accept support from anyone who supported his agenda, Kassky shot back, “Your agenda’s protecting us, right?”


Cameron Kassky and Senator Marco Rubio                                            Emma Gonzalez and David Hogg on CNN

I have two boys, 14 and 11. I honestly fear for their safety. I’ve felt powerless at times to change their reality of “active shooter drills” and living scared. So I’ve watched in awe as these teens, just a few years older than my son, have done so much so fast. They’ve gathered massive numbers of supporters online: Gonzalez collected 1.1 million Twitter followers in just a couple of weeks — that’s half a million more than the NRA has. These kids have created a national movement, all in the face of vicious attacks.

They are challenging what the adults in the room have allowed to become reality. They don’t want to accept that people should have such easy access to an AR-15. Or, to bring in other problems that affect the youth even more than us, they’re not happy that we’re not fighting climate change and building a clean economy (see a beauty of a tweet from David Hogg).

One of the big differences between this gun safety movement and what’s come before is the reaction from companies. Business is now expanding it’s “social responsibility” and sustainability agenda to include a long list of issues, from immigration and DACA, to LGBT and lobbying for climate action. They’re finally moving on guns. A growing list of big organizations, mainly in the travel sector (like United and Hertz), are ending co-marketing arrangements with the NRA and discounts for members. And on February 28th, Dick’s Sporting Goods announced it would no longer sell “assault-style firearms” or high-capacity magazines, or sell guns to people under 21.

These are brave kids. And I know that that they’re not really fearless. Instead, they have that sense of invulnerability that only teens have which allows them to power through any fear.

These teens are blissfully unaware of what’s “impossible”

But they also have a blessed ignorance — not of facts, which they seem to command pretty well. No, they’re blissfully unaware of what’s “impossible.” They choose to ignore that they’re not supposed to ask for a ban on weapons of war in civilian hands. They don’t know that some politicians are “unbeatable” in their districts, so they just plan to vote them out.

These kids, like their predecessors from Alabama to Pakistan, can change what’s possible.

And millions of them will be voting in 2018 and 2020.

Read the original article here



MEMBER FEATURE: a conversation with Jessica Kinsey, Career Development Manager at Cirtronics and NHBSR Board Member

screen_shot_2018-02-22_at_4.08.33_pm.pngThe customer is always right is an age-old adage central to prominent business models, where focus on corporations, their suppliers, and increasing demand are the factors driving a company’s decision making. Cirtronics, a 40% employee-owned advanced manufacturing technology company in Milford, NH, offers a more expansive model, upholding a central commitment to also serving its employees, local community, and the environment.

Cirtronics has become a leader not only in advanced manufacturing, but also in championing a philosophy of service.


Cirtronics make a special effort to have its employees always feel connected. Everything from the company’s communications to the layout of its facilities is designed to promote interaction, responsiveness, and transparency. Cirtronics' offices and manufacturing spaces are wide open and efficient with wheels on everything from the chairs to the supply carts.

Cirtronics has a similar approach to cultivating the growth of its employees.

“We respond to our employees’ interests by giving them the support, training, and freedom they need to branch out into different departments,” explains Jessica Kinsey, Career Development Manager at Cirtronics. “They are then able to contribute in ways that speak to their own skills and interests and are, consequently, stronger and more invested employees.”

The Cirtronics Community Out-Reach Program (CCORP) aims to donate 10% of company profits to local charities. Last year this amounted to around $100,000 in donations. Cirtronics also supports local nonprofits by providing fundraising teams, space for meetings and events, and volunteer opportunities. CCORP actively connects employees to local volunteer opportunities and pays them for 36 hours of their volunteer time.

Just as the company is employee driven, committees like CCORP are comprised of rotating employee-owners who aim to address community needs with the skills and resources Cirtronics has to offer.

Another rotating employee-owner committee, the Environmental Stewardship Program (ESP) seeks to reduce Cirtronics’s carbon footprint. One of ESP’s initiatives, the Conservation Station, was highlighted in NHBSR’s 2016 Sustainability Slams and resulted in a 90% reduction in non-biodegradable plasticware usage.

One of the ESP’s most successful campaigns is the twice-yearly highway cleanup program where employee-owners collect nearly 100 bags of roadside trash. Going out, having employees strap up their boots, and get dirty is just one very visceral way that Cirtronics exemplifies leading by its principals.


Kinsey stresses, “When we’re able to align the work we do with our core values, we’re truly able to thrive, grow, and contribute our best each and every day. This philosophy and our commitment to service is woven into the DNA of Cirtronics. We see our investments in our employees and their wellbeing, our local community, and the environment as key factors driving our success.”

Connect with Jessica at our Spring Conference on May 2 in Concord or reach out to her by email at!!

By Joseph Keef, President and CEO of Pax World Funds, NHBSR Member

Over the past several months, we have witnessed a parade of famous names linked to sexual harassment and assault scandals – Harvey Weinstein, Matt Lauer, Charlie Rose, Mark Halperin, Louis C.K., Mario Batali, Democratic Senator Al Franken, Republican Representative Trent Franks – and there are likely more to come.

We have also witnessed brave women coming forward and the meteoric rise of the #MeToo movement, Time Magazine bestowing “Person of the Year” honors for such bravery, and women in the entertainment industry launching “Time’s Up” to clean up showbiz.

This has all the markings of a turning point in the fight for gender equality.  If so, we should be careful not to focus exclusively on individual behavior – be it individual misconduct or individual bravery – such that we miss a larger lesson about organizational behavior and how institutions can build positive cultures where sexual harassment and violence are no longer tolerated.

There can be no doubt that male predatory behavior against women needs to be confronted and stopped.  However, while changing individual behavior is certainly part of the answer, it is not a sufficient answer because women will continue to be at risk unless and until we usher in larger changes.  These changes must take place at the organizational level so that workplaces – be they movie studios, network news rooms, corporate C-suites, factory floors or the Halls of Congress – are made safe.

By focusing on organizational behavior, I also think we can help people feel empowered to be part of the solution.

As the President of a financial services company, I am particularly optimistic that investors can be part of the solution, and that if we apply a gender lens when we invest, we can change organizational behavior and advance gender equality in the workplace.

How do we do this?  How do we change workplaces so that all employees, particularly women, are safe and secure, respected and listened to, empowered and advanced?

Culture and Governance

First, we need to understand that workplaces plagued by harassment and violence generally have two fundamental flaws: (1) poor cultures, and (2) poor governance.  Second, we need to understand that one key to building stronger cultures and better governance is embracing greater gender diversity in corporate leadership.

First, culture: A company’s culture encompasses its mission and values and includes not only the way employees are treated but the way they treat each other.  A culture that fosters mutual respect, tolerance, teamwork, diversity and inclusion, collaboration, innovation, and an abiding commitment not only to employees but to the larger community is a culture where sexual predation, harassment and violence are not tolerated.  Conversely, a culture where predation, harassment and violence do occur is a culture that is failing in fundamental ways.

Many things can be done to improve a company’s culture but one critical building block is a gender diverse leadership team – more women on the board and in senior management.  Numerous studies have shown that more women in corporate leadership is correlated with improved financial performance.1  But other good things happen too: greater transparency, collaboration and innovation; more robust dialogue, greater due diligence and improved decision making; better talent cultivation and retention; more effective risk mitigation and crisis management; improved ethical orientation and corporate social responsibility; and yes, positive changes in the behavior of men and better protection against sexual harassment.2

Simply put, ending sexual harassment requires a stronger, more positive workplace culture and the key to a better workplace culture is more women in leadership.

Second, governance: A company’s governance is essentially the system of rules, norms, policies and processes through which it operates, including effective oversight and accountability.  Where governance is strong, and oversight and accountability are taken seriously, sexual harassment and violence are less likely to occur.  Again, research suggests that governance is stronger where women are better represented on corporate boards, on key board committees, and in senior management.  Studies have shown that female directors have better attendance records than male directors, make board and committee monitoring more careful and exacting, and that boards with a critical mass of three or more women score higher on a range of organizational issues including leadership, accountability, innovation, motivation and work environment.3  When women are at the table the discussion is richer, the decision making process is better, management is more innovative and collaborative and the organization is stronger.

Eliminating sexual harassment and violence in the workplace requires strong cultures and strong governance, and these in turn are boosted by more women in the boardroom and more women in senior management.  Gender diversity may not be the only answer to eliminating workplace harassment and violence, but in my view it is the key answer.

Does anyone really believe that companies with all-male boards and male-dominated management teams will make the elimination of sexual harassment and violence top priorities?  The question answers itself.

Yet women only hold 24% of corporate board seats and 17% of senior management positions in the Year 2018!4

This needs to change – and this we CAN change.

Gender Lens Investing

Investors need to be the key constituency for promoting greater gender diversity on corporate boards and in the corporate C-suite.  After all, it is shareholders who own these companies, and corporate boards are supposed to represent the shareholders’ interests. If diverse leadership teams perform better than non-diverse leadership teams, as the research suggests, then it is in the shareholders’ interest and it is the board’s duty to embrace greater gender diversity.

So, who are these shareholders/investors I am talking about?

Well, you and me: together, we probably own shares in most major U.S. corporations, either through mutual funds, or our 401(k) Plan at work, or through our financial advisor.

And how can we, as investors, convince companies to embrace change?

It’s simple: By investing with a gender lens.

Gender lens investing, a fast-growing sector within the financial services industry, integrates gender concerns into investment decisions to yield positive financial returns and positive social outcomes for women.

My company has been part of the gender lens landscape from the beginning, and in 2014 we launched the Pax Ellevate Global Women’s Index Fund (PXWEX), the first mutual fund to invest in the highest-rated companies in the world for advancing women through gender diversity on their boards and in executive management.  Of the companies in the Fund, 99% have two or more women on their board and 91% have three or more women on their board.  Women hold 35% of board seats and 29% of senior management positions among companies in the Fund, vs. global averages of 24% and 17%, respectively.5  In other words, the Fund provides the opportunity to invest in companies that are global leaders in advancing women, and on the front lines of battling harassment, violence and inequality.

Other companies are beginning to offer gender lens strategies as well.  Recent papers by Veris Wealth Partners and the Wharton School Social Impact Initiative describe the landscape of gender lens investing, including various funds available to invest in as well as how these strategies can potentially improve the lives of women.6  A recent book, Gender Lens Investing, provides a smart summation of what is happening in the field. 7

As investors, we now have the opportunity – and a range of choices – if we want to invest in companies that support women and promote gender diversity.  By seizing this opportunity, we can not only support companies that are supporting women; we can also promote better cultures and better governance in corporate America, and make a genuine difference when it comes to sexual harassment and violence.

In fact, we can not only invest in companies that are advancing women, we can also put pressure on companies that aren’t doing enough.  A key element of gender lens investing is engaging with companies, encouraging them to do better.  For example, since 2010 my firm has voted its proxies against or withheld support from more than 1,100 corporate board slates due to insufficient gender diversity, and we then register our concerns by writing letters to the companies explaining why we opposed their board slates.  We also file shareholder resolutions asking companies to add more women to their boards.  As a founding member of the Thirty Percent Coalition, we have worked with other institutional investors to convince over 150 companies to add women to their boards.

We have also filed shareholder resolutions asking companies to conduct pay audits to determine if disparities exist between male and female employees.  We convinced Apple – the biggest company in the world – to take such steps and a shareholder resolution we filed with Oracle received a majority of votes from outside shareholders.

We even petitioned the Securities and Exchange Commission to require companies to disclose pay ratios between male and female employees.  While I don’t expect action on this petition under the current administration in Washington, I do believe that more disclosure and transparency will eventually incentivize companies to do more to close the wage gap.

The point is this: our investments can make a profound difference when it comes to promoting gender equality.

Time’s Up

So, would you rather be invested with companies that care about women’s issues and are working to advance women or do you invest through financial advisors or mutual funds that pay no heed to the urgent call for gender equality that is rippling across our nation and across the globe?  The choice is yours: you can be part of the problem or you can be part of the solution.

And if Hollywood wants to be part of the solution, and Hollywood stars really want to say, “Time’s Up” when it comes to gender discrimination and violence, they can put their money where their mouth is – and where their values are – by changing the way they invest.  Believe me, their money, if invested with a gender lens, could make an enormous difference.

The choice is ours.  When it comes to ending discrimination against women and promoting gender equality, each of us – through our investments – really can become part of the solution.  It’s high time we did.  Time’s Up!


Read the original article here

by MeiMei Fox, Forbes Contributor

“Businesses hold most of the resources in the world, and I believe they have a responsibility to be part of the solution to many of the world’s most pressing challenges : poverty, hunger, climate change, etc. The state of the world demands that businesses step up to do their part.” So says Atlanta McIlwraith, senior manager of community engagement and communications at Timberland.


[Photo: McIlwraith celebrating Timberland's two-millionth tree planted in Northern China’s Horqin Desert. (Courtesy of Timberland)]

The global lifestyle brand works hard to make its products responsibly, protect the outdoors, and serve communities around the globe where employees live and work. Lately, McIlwraith's focus has been on meeting with potential partners who can help bring Timberland’s urban greening efforts to life. From 2001-2015, the company planted 8.7 million trees. They plan to make that 10 million trees by 2020.

In a nutshell, McIlwraith’s role involves building partnerships, driving community impact, and telling stories. She leads a team of Global Stewards, passionate employees who volunteer for a two-year term to drive service and corporate responsibility in their locations, adapting global strategies in locally-relevant ways. She also manages Timberland’s award-winning Path of Service volunteer program, which provides employees with 40 paid community service hours per year. For partnerships, McIlwraith recommends and manages Timberland’s relationships with nonprofit organizations that align with company goals.

atlantamcilwraith_blog_2.png[Photo: McIlwraith led volunteers to reconstruct gardens in the South Bronx, NY. (Courtesy of Timberland)]

As a child, McIlwraith already was deeply connected to her life purpose, which was to save the environment and help people less fortunate than herself. It wasn’t until she got to college, however, that she learned how to channel that concern through activism. Her first jobs focused on community organizing for an electoral campaign and then Public Citizen’s CongressWatch in Washington, D.C.

While living in D.C., McIlwraith had an idea to launch her own socially responsible business. Anita Roddick, founder of The Body Shop, was her inspiration. McIlwraith read Roddick’s book, Body and Soul:  How to Succeed in Business and Change the World, to determine the best way to approach the business leader, and found that she couldn’t put it down. “I literally stayed up all night to finish and walked away with an overwhelming conviction that I needed to work with Anita,” McIlwraith said. Eight months later, she had secured at job at The Body Shop, designing and launching the company’s public awareness and action campaigns for its U.S. retail stores.

Eventually, McIlwraith landed on corporate social responsibility (CSR) as the place where she wanted to play, and Timberland has proven a great place for her to do so. Her job allows her to make a difference on a global scale and empower others to do the same – whether by supporting a community garden in the Bronx that enables residents to grow their own food, or helping reforest Haiti and improving farmer incomes in the process.

McIlwraith finds that cynicism and apathy are some challenges she faces in her chosen career path. But, she says, “the reward is knowing that I’m part of creating a successful model of sustainable business. I am proud to work for a company that sets an example of doing well while doing good. I don’t have to check any values at the door to get my job done at Timberland.”

McIlwraith offers this advice to young people who want to make a career change or start a new career that is aligned with their life purpose. “Be curious, take risks, and trust your gut. Leverage your networks. Learn what you need to do to get hired in that field and read relevant books, follow the news, take a class, and/or join a professional network or association with people who can guide and mentor you (like Net Impact). Volunteer in your community on specific projects that can help you have a meaningful impact while developing the skills and experiences you’ll need to make your case to potential new employers. Ask for feedback on every interview so you can learn and improve. Finally, don’t give up. The right opportunity is out there for you; you just need to find it.”

Read the original article here  

(Photo credit: Greg West Photography)

Member Feature:  A conversation with Delise West, president of Human Resource Partners 
Office Locations: Dover and Concord, NH

We had an opportunity to talk with Delise West, president of Human Resource Partners (HR Partners), one of ournewest members. Founded in 2003, HR Partners will be celebrating 15 years in 2018. Delise explains that she started the company for a couple of reasons— family being first and foremost. Her position as U.S. Human Resources Director for an international biotechnology company required too much travel and as a new mother this position was no longer a fit. At the time Delise had been working with her sister-in-law, a small business owner, on some HR issues. It was through this work that gave her the insight that small and medium-sized businesses have HR needs but are not at a size that warrants hiring an HR professional on staff. Delise reached out to the former Women’s Business Center in Portsmouth and tapped into their resources to get started. New Hampshire’s business foundation is primarily comprised of companies with under 100 employees, many with fewer than 50 employees.  HR Partners’ focus is to be the HR department for businesses of this size. She shares that at the time she started the business, clients didn’t understand the full breadth of HR. She quickly learned that she had a lot of education to provide to prospective clients in order for them to understand that what HR does isn’t just benefits and payroll or hiring and firing. Where Delise and her team really add value is by bringing a more strategic look at HR to support a client’s business goals and objectives while also focusing on workplace culture and employee productivity. The team often works with managers and their teams to help navigate some of the issues that come up. Workplace culture is a topic that more and more companies are focusing on as employees and potential employees look to culture as a deciding factor when determining the company for which they will work.

In 2008, HR Partners faced a pivotal moment, when its biggest client cut their workforce in half and this client exited. It was at this time Delise knew that in order to scale the business it was essential she hire her first employee and spend more of her time focused on marketing and business development. Tonya Rochette, VP HR Solutions based at the firm’s Concord office, was hired and is now Delise’s business partner. The staff now totals 7, with plans for future growth. Over time they’ve found the service delivery model that works best for their clients is an ongoing monthly retainer where her team becomes an extension of the client’s team which includes a regular onsite presence at the client’s location. Using HR Partners as their outsourced “HR Department” afford a client’s leadership to stay focused on their core strengths so they can be less distracted and grow in turn their business.  

Tonya and Pubali Chakravorty-Campbell, VP Operations and Organizational Development, went through Leadership NH together—and made a wonderful new connection. Two years ago Pubali, a former business owner herself, joined the team, bringing her extensive talents including business operations, executive coaching, organizational development and training. Pubali’s skillset has been a great addition and many of HR Partners’ clients have already benefited from her talents.

When Delise talks about sustainability, she looks at their model for the work they do, focusing on hiring people on a part-time basis, which gives employees the flexibility they are looking for in their life. Many work from home or work at a client’s location, offering a great deal of flexibility with schedules.

We asked Delise what gets her excited about her work and she answered that having an impact on a client’s business so they are more successful is very meaningful. To help a client retain employees longer, communicate better, improve the success of a new employee or supervisor transition into their role, are all aspects of this fulfilling work. Educating and reminding people about the importance of effective communication remains a critical piece of their work.

Delise shares that she’s always been socially conscious, so she was excited to learn about NHBSR and it made sense to join as a member. She and her team as excited to learn more about what other organizations are doing and how they are making an impact.

Please help us welcome Delise and her team. Many of you may have met Pubali, who was a speaker at the Spring Conference in May.

You can reach Delise at …, 603.749.8989 and learn more about HR Partners at

by Bea Boccalandro


We take a third of our waking breaths at work. As if this hefty contribution of time weren’t enough, we also invest emotionally. We agonize over a conflictwith a colleague, obsess over a forthcoming presentation, rejoice in attaining a quarterly goal and otherwise live the ups and downs of our workplaces.

No wonder we arrive home barely capable of boiling water for a macaroni dinner. Work consumes whatever enthusiasm, brilliance and patience we might have possessed upon awakening. The next day we repeat the cycle of expending most of our time and energy at the plant, store or office. 

In other words, work is rarely a sideshow to life. Most often, it’s the immobile core around which we find time to enjoy neighbors and family, pursue interests, find love and raise children.

Yet, the most common critique I get of my presentations is that, by helping people to make a social impact from their everyday work or to “job purpose,” I overvalue work. Our personal lives, not our jobs, are meant to fulfill. Work is merely a mechanism to affording a fulfilling personal life, say my critics. 

Don’t think that I’m a dour workaholic disinterested in family, friends and fun. I’ve turned down speaking engagements because they conflicted with my mom’s birthday, a weekend of skiing with friends and, most pathetic of all, my need for sleep. Clearly, I’m not a paragon of career ambition. Like my critics, I confer more importance to my non-work life than to my work life. Most of us do. That hardly means, however, that we should accept work that depletes rather than enriches. 

I baked a bland quiche once (well, OK, several times). It delivered calories and eliminated hunger pangs but had no other positive attributes. I cleverly tried to highlight the silky chocolate mousse and free-flowing alcohol during dinner conversation, but these could not redeem the meal.

Sadly, many of us have jobs like my quiche. Our labor allows us to meet basic needs like food, shelter and safety, but feels dull. We, therefore, downplay work. We autopilot through five-sevenths of our days, re-engaging with life on Friday evenings for two precious days. Yet, under the dead weight of our jobs, we’re unable to pull ourselves out of the workweek doldrums to claim a rewarding life. This explains why if we’re very dissatisfied with work, it’s almost certain (84%) that we’re not very satisfied with life.[1] Similarly, if our job satisfaction drops by 10%, our life satisfaction drops, on average, by 6%.[2]

Creating a fulfilling life around drab work is as difficult as creating an extraordinary dinner around a flavorless main course. It’s a heck of a lot of work for a minuscule chance at success.

It’s time we accept that our best chance at a fulfilling life is through fulfilling work. This week, I challenge you to explore what changes to your job would make it, and thus your life, more rewarding. Let me know what you discover.

Bea Boccalandro is founder and president of VeraWorks, a global consulting firm that advises executives and helps brands make a positive social impact, including Aetna, Bank of America, Disney, FedEx, Hewlett Packard Enterprise, IBM, Levi’s and PwC. Bea focuses on “job purposing,” the management practice of heightening employee engagement, performance and wellbeing by igniting everyday jobs with social purpose. To learn more about job purposing, download Bea’s free Job Purposing Essentials paper for managers, or follow Bea here on LinkedIn and on Twitter.

[1] Tom W. Smith, “Job Satisfaction in the United States” (Chicago: NORC/University of Chicago, 2007).

[2] Happiness Research Institute and Krifa, Job Satisfaction Index 2017 (Copenhagen: Happiness Research Institute, 2017). 


by Bea Boccalandro

Think your fancy modern job is better than the primitive jobs of our ancestors? 

caveman_beaboccalandro_image.pngMaybe not. 

It’s unlikely cave dwellers grumbled about the day they endured to put dinner on their stone tables. Anthropologists believe pre-historic humans legitimately enjoyed working. The legacy of these happy laborers appears to survive in our genes. Why else would so many of us hunt deer, catch fish and gather berries for fun?

What's more, our modern view that work is the unpleasantness necessary for survival would confound our forefathers and foremothers. Hunter-gatherer communities didn't even have a word for “work.” Procuring food and shelter were not distinctly different from playing with the kids or drawing on the cave wall.

We upright and suited modern humans, on the other hand, mostly see work as a necessary transaction. Fewer than half of Americans are happy workers, per research by the Conference Board. We don’t only have a word for this unpleasantness, we have several: Labor, grind and toil, to name a few more.

Why has work devolved from fulfilling to depleting over the centuries? Mainly because we inadvertently stripped it of social purpose. More than just a way to feed our nuclear families, the work of generations past inherently made a positive social impact. Hunting and consuming a wooly mammoth, for example, was a community endeavor that fed and clothed dozens of individuals. It felt meaningful and connected.

Don’t sharpen your flint and rush into the forest just yet. There is a way to keep today's comfortable jobs and recover the fulfilling purpose that is our legacy. It’s a practice called job purposing that stretches jobs, just a tad, to make a positive social impact through everyday work. If you work at a restaurant, job purposing might entail serving a meal to homeless individuals after closing or sourcing ingredients from local family farms. If you're a hairdresser, job purposing might be a matter of becoming trained on local domestic violence services and connecting clients when appropriate. Whatever your job, you can twist it towards social good. For six simple ways to do this, see prior post. 

History of work expert Richard Donkin says that “The creatures that stepped down from the trees and began to roam upright over the land appear to have developed something beyond the need to survive ... they seem to have moved with a sense of purpose.” Donkin believes this has been passed down to us. “If anything drives our organizations today it must be a similar purpose.”

What can you do today to reclaim your legacy, as a human, of purposeful work? (Whatever you decide to do, I would love to hear about it.)

Bea Boccalandro is founder and president of VeraWorks, a global consulting firm that helps companies — including Aetna, Bank of America, Disney, FedEx, Hewlett Packard Enterprise IBM, Levi’s and PwC — contribute to societal causes. Bea focuses on “job purposing,” the management practice of heightening employee engagement, performance and wellbeing by offering them the opportunity to make a societal impact through their everyday jobs. To learn more about job purposing, download Bea’s free Job Purposing Essentials paper, or follow Bea on Twitter.

MEMBER FEATURE: a conversation with Ashley Larochelle, Vision Activation Manager



We’re all familiar with line “Love makes the world go ‘round,” but what about food? Doesn’t food make the world go ‘round, too? “I think you can make a case for that,” laughs Ashley Larochelle. Ashley is the vision activation manager at the New Hampshire company called MegaFood. If anybody can make the case, it’s Ashley and her colleagues!

Founded in 1973 in Derry and now based in Londonderry, MegaFood manufacturers and sells whole food supplements nationally and, increasingly, worldwide. The firm’s two brands, MegaFood® and INNATE Response Formulas®, were launched, respectively, in 1983 and 2003 when the company was named BioSan. In 2012, Robert U. Craven became CEO following the retirement of company founder Carl Jackson, and BioSan became FoodState, now MegaFood.

Producing wholesome and nutritious supplements has always formed the “what” of MegaFood's business; Ashley says the “why” is something everyone at the company has been doubling down on in recent years. “Our mission is to improve lives and inspire others to do the same,” Ashley explains. “At MegaFood, we’re all about community, and community begins at home in the way the company treats its employees and in the way we steward the environment.”

foodstate_1.jpgFor starters, the company’s employee-run Wellness Warriors bring health and wellness close to home by helping to make MegaFood a healthy place to work through organized team runs, lunch and learn events, educational posting, and reimbursement not only for gym membership but also for the purchase of home exercise equipment and videos and membership in local CSAs. A second employee-run group, of which Ashley is a founding member, is the Culture Club. Drawing members from every corner of the organization, the CC has introduced some pretty neat community-building initiatives. These include quarterly Town Hall meetings for all staff, 24 hours of paid, community volunteer time, and an annual MVP program for employees who really wow their managers. A leadership development program called Flight School developed at MegaFood offers managers a platform to develop best practices while strengthening company culture

foodstate_2.jpgAs a green company, MegaFood uses primarily unboxed, glass bottles in its product packaging and, in 2016, was able to conserve over a million gallons of water used in its manufacturing processes by updating some processes and equipment. The company dedicates its sourcing efforts to supporting small, family-owned enterprises doing business on a smaller scale. “We source locally wherever possible,” says Ashley, “but regardless of where a particular ingredient comes from, we are fanatical about its purity and just as fanatical about being transparent to our customers.”

In the growing, multi-billion dollar natural products industry, MegaFood enjoys no inconsiderable national renown for its unabashed advocacy of making trust and transparency the key differentiators setting the good players apart from the not-so-good players. To walk the talk and drive the point home, MegaFood became the first company in the nation to offer 24/7 live streaming of its manufacturing facilities and to post, unabridged, all reports from third-party quality inspections.

With BHAGs* such as “ending nutritional poverty,” “changing the world,” and “improving lives and inspiring others to do the same,” MegaFooders rarely lack for lots of motivation in their daily work. And who can blame them if they do agree that love isn’t the only thing that makes the world go ‘round?

Please help us welcome Ashley and the MegaFood team!

Ashley welcomes the chance to speak with anyone who is interested in learning more. She can be reached via email at or by phone (603) 216-0910. 


* Big, Hairy, Audacious, Goals


The way businesses engage in Corporate Social Responsibility (CSR) is changing.  carterfoster.png

Take Timberland as an example. In 2015 the outdoor lifestyle brand created 84 percent of its footwear products with at least one material containing recycled, organic, or renewable content. It has planted more than 8 million trees since 2001. To date, Timberland employees have served over one million volunteer-hours in communities around the world.

The bar is being raised for small businesses, too.

In part, this is because the Millennial workforce is demanding it. A study by Intelligence Group found that 64 percent of Millennials say they want to work for a company that’s striving to make the world a better place. As consumers, people are becoming more aware of the practices company’s take – or fail to take.

Further, more businesses are finding that CSR programs help grow their business.

Recently, the Calypso team attended the annual New Hampshire Businesses for Social Responsibility (NHBSR) Spring Conference. Each year, speakers and attendees show how driven they are to better the environment, society, and the workplace.

The presentations this year left the audience with a cohesive message: People are at the center of everything you do. People are your business, your customers, and the driving force behind change.

As keynote speaker and author Andrew Winston said, “Business cannot thrive unless the planet and its people are thriving.”

With all this in mind, it’s startling that more businesses are not adopting CSR programs into their business.

In our experience, while most clients are open to developing a CSR program, others meet it with heavy resistance. Often, this comes from a misunderstanding about how a CSR program can work for their business. But as successes have shown, it’s not as dramatic a risk some may believe. Or they see it as incongruous with their business goals. But this is only true if you fail to account for the wide array of CSR options.

Whatever your specific case is, here’s what must be account for to make your CSR a success:


Not every program will work for you. And you shouldn’t try to affix something to your business that doesn’t feel right. But that’s not an excuse for doing nothing—in fact, inaction could be seen as equal to bad action.

Whatever shape your CSR takes, it needs to be authentic to your business model, its leadership, and its employees.

Consider the now-pulled Pepsi commercial featuring Kendall Jenner. This is a great example of what could result from inauthentic social activism. Before the ad aired, neither Pepsi nor Kendall Jenner was associated with the cultural movements portrayed. What resulted was a tone-deaf flop, not a groundbreaking social statement by Pepsi.

Compare Pepsi’s flop to the Ben and Jerry’s Democracy campaign. Chris Miller discussed the planning and execution of this campaign during his NHBSR keynote. The numbers he shared were quite impressive. Not least among them were the thousands of people they helped register to vote, and a 7:1 ROI they saw as a result of their activism.

“Combine issue advocacy with marketing. And build a better business.
And build a better world.” – Chris Miller

You might be saying that Ben and Jerry’s has a history of doing that sort of thing, so of course it went well. And that’s exactly the point. The more dedicated—either through a track record or noticeable support—the less it will seem off-brand, exploitative, and phony.

Timberland, unlike Ben and Jerry’s, does not immediately bring to mind bearded liberals in Vermont. Yet they too have robust CSR and sustainability initiatives.

At this year’s NHBSR, Margaret Morey-Reuner, director of strategic partnerships for Timberland, and Bill Besselman, executive vice president of Thread, spoke about their partnership, which helps Timberland bridge CSR and sustainability initiatives. During their session, Morey-Reuner explained how their partnership with Thread is one of many ways the brand strives to be a responsible community partner. Often, Timberland can help achieve business goals with their CSR and sustainability initiatives.

For instance, say Timberland has a CSR initiative to help farmers in developing countries. They could place more of their efforts on cotton farmers and help the farmers reach a certain yield. Then, Timberland can shift that relationship from philanthropist to business partner, thus achieving one goal of helping farmers, while achieving a second of using only organic cotton.

There are many ways to tie business goals to a CSR initiative. If a company wanted to cut operational costs, it could lower its carbon footprint and in return, save money. If you’re having trouble creating the right teams, invest in your employees’ well-being. Just look at what W. S. Badger Co does. Talk with one of their employees. You’ll quickly learn how dedicated they are to the brand and how proud they are to work there.


Having a plan to better society is not the same as being better for society. That much should be obvious. You may have felt it in meetings before. Your team shares awesome ideas to help cut trash consumption or wants to plant a company garden in the open field next to your building. Then come researching solutions, contacting partners, organizing employees, getting board members to fund the project. The stack of action items can demoralize even the most hardened advocate.

To paraphrase Bill Besselman of Thread, there’s no shortage of great ideas. The problem is actually turning an idea into action. Plus, it’s difficult. That’s why you should align your CSR with the values of your business or its employees. It’s much less difficult to do things when they are a business priority.

Whatever you do, don’t be like Volkswagen and other companies that have set lofty and have failed, sometimes disastrously, to follow through. Here are three things to help you implement your successful CSR program:

  • Create your CSR program with a long-term goal in mind. Whatever issue your CSR program hopes to tackle, it likely cannot achieve it in a day. Cut yourself some slack by taking small actions that can build up to a larger, more impactful result.
  • Next, engage your employee base. Poll them to see what issues they care about or how they want to help. As mentioned above, people are motivated and inspired by a company they feel is making the world a better place. Listen to that motivation and put it to good use.
  • Finally, don’t forget to track your progress. A CSR program, like any feature of your business, should measure and report its progress. A successful CSR program sets realistic and measurable goals and prioritizes action items. Whether it’s for internal or external use, you should be tracking all the actions of your CSR programs.


Once you’ve created a successful CSR initiative, don’t forget to share it with the public. Unfortunately, this is one of the most overlooked aspects of a CSR program. But it could be your business’ biggest success at gaining positive media attention.

Sharing the great things your business does can create lifelong advocates for your brand. It can boost employee morale—who doesn’t want to brag about their great employer that’s making news?

Plus, your influence can lead to more businesses doing right by their employees, their community, and the world.

Carter Foster is a Digital Marketing Coordinator for Calypso Communications, 603-431-0816 or
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