Worcester Business Journal

wbjournal.com | September 7, 2026 | Worcester Business Journal 25 ADVICE & OPINION I n my first week as WBJ editor in 2015, the late great Brian ompson, then president and CEO of the former Commerce Bank in Worces- ter, mailed me a lovely handwritten note welcoming me to the Central Massachusetts business community. ompson's welcome was the first lasting memory of the greatest adventure of my professional life. Now, that adventure is coming to a close. I'm departing WBJ in mid-September and welcoming the next in a long line of WBJ editors to continue the legacy of bringing strong business journalism to the region. My 11-year tenure at WBJ has been a wild one, marked by so many fantastic stories from talented reporters. Yet, when I reflect on my time here, I remember one thing above all else: the people. e Central Massachusetts economy has many strengths, but its true strength lies in its people. More than any other place I've worked, the people here shape the region's success through their talents and hard work. ey collaborate to meet collective goals. ey learn and adapt. Even people who seemingly would be rivals will join forces for the greater good. It's not all sun- shine and rainbows – and never will be – but the professionals here truly care about making Central Massa- chusetts better every single day. It's been amazing to watch. ompson was my first connec- tion to the business community. We met a few days aer I received his letter, and I was shocked by his forthrightness, particularly about WBJ. We discussed its strengths, weaknesses, and the role it played in the business community. Above all else, I realized ompson valued honesty and transparency. From that conversation and thousands more with others over the next decade, I came to under- stand that WBJ's primary product is integrity. at principle shaped every decision I made as editor. Sto- ries needed to be free of bias. Award winners had to be selected in the most upright manner. Each article had to give voice to all reasonable sides. While these may seem like basic journalism tenets, a significant part of my job was enforcing them, in small ways like deciding which press releases became stories and in big ways like determining which investigations merited dozens of hours of a reporter's time. Several times over the years I was asked why WBJ would pursue sto- ries that significant portions of our audience wouldn't like, such as the Polar Park financing coverage, the data-based analysis of Worcester's renaissance, the five-year exam- ination of gender inequity in local business leadership, or the troubles at the Cannabis Control Commis- sion. We wrote these stories because the media's role isn't to tell people what they want to hear. Our role is simply to tell the truth. All this great journalism wouldn't have happened without great journalists, and I've been blessed to work with so many at WBJ: the pug- nacious Grant Welker, the brilliant Katherine Hamilton, the innova- tive Sam Bonacci, the thoughtful and well-connected Emily Micucci, the adventurous Laura Finaldi, the eager Sloane Perron, the writing master Monica Benevides, the instinctive Zachary Comeau, the prodigious Isabel Hart, and the most interesting man in the world, Timothy Doyle. at tradition continues. One of the highlights of my career came this May when Managing Editor Eric Casey was named Journalist of the Year by our international busi- ness journal association. I've been equally fortunate to work with the bold Stephanie Meagher and the steadfast Heide Martin, the greatest research team an editor could want; and two phenomenal designers: the diligent Kira Beaudoin and the artistic Mitchell Hayes. None of this would have been possible without longtime publisher and CEO Peter Stanton, who hired me and gave me the opportunity of a lifetime, and General Manager Kris Prosser, who truly is the heart and soul of WBJ. Many of these people have moved on to their own next chapters, and now it is time for me to do the same. e next WBJ editor is someone many of you may already know: Mark Conti, former Tele- gram & Gazette business editor and managing editor. Conti and new publisher and CEO Tom Curtin will write WBJ's next chapter. Please be as generous with them as you have been with me. Even though I'm departing as WBJ editor, I'm not leaving the region, so feel free to drop me a note. Central Massachusetts will always be a part of my professional identity, shaped by its many won- derful and formidable people. ese connections mean more to me than anything. Even that first connection still has an impact. From the day I received it, Brian ompson's welcome letter has sat in my desk. I read it occa- sionally, for its graciousness and inspiration. at, I will take with me. – Brad Kane, editor Farewell, Central Mass. business community FROM THE EDITOR BY JILL MCSORLEY Special to WBJ T here are countless qualities that create a great leader. It can be overwhelming to try and perfect all the characteristics of a good manager. Although it is important to be efficient in many areas of management, focusing on skills such as confidence, trust, and communication are key in becoming an effective manager. ese three leadership skills can set the tone for an entire team and enhance other leadership skills as well. Have confidence. Energy is conta- gious. Not only should managers project confidence, but they should truly have confidence in their abilities to do their job well. Management isn't perfect but feeling secure about your decisions can put the company at ease. "is doesn't mean you have to be arrogant or feel better than your employees. You're in a management role for a reason, and your confidence will em- power your team to be the best they can be," according to an article by Colorado Christian University. Be trustworthy. Establishing yourself as a trustworthy manager is one of the most valuable qualities in a leader. Without trust, employees may not feel comfortable coming to you for help or guidance with their work. "A great manager builds a foundation of trust by creating a culture of authenticity, mutual accountability, connection, respect, and fun. e team is inspired and empowered to want to do their best every day. ey feel safe to bring their unique talents to the job, try new things and learn from both achievements and missteps," Shanti Gold writes in an article for Forbes. Communicate purposefully. Success comes from managers who can commu- nicate well. Being able to share ideas and collaborate with employees can propel your team in the right direction. "You'll need to master the art of clear, assertive and effective communication, as well as active listening. is involves not only communicating tasks and expectations but also listening to your team's feedback, con- cerns and ideas. e best managers create open channels of communication and make themselves approachable," according to an article by HRMorning. e three most important leadership skills 101: W W

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