Business Woman August 2020

August 2020

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~ August 2020 | BUSINESSWoman

Security PLANNING FOR YOUR

Inside

WHAT’S 4 LETTER FROM THE EDITOR 7 Performance Management

How to improve performance management (part 2).

9 Accountants

Should you hire an accountant?

11 Motivate Your Sales Force

Three ways to motivate and manage your sales force for high performance.

13 401(k)

When times are tough, is it worth dipping into your 401(k)?

15 Vaccinations

4 reasons you should vaccinate your child.

17 When Life shifts, Shift your Practices

• Retirement Readiness Planning • Financial Issues of Divorce • Investments • Long Term Care Insurance • Portfolio Analysis & Design • Securities Brokerage Services “Working with my clients to help achieve their ďŹ nancial goals and dreams.â€?

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Transitioning after COVID-19.

19 Opioids

Three tips to survive on hydrocodone and other opioids.

21 Aquatic Therapies

McKenzie and Aquatic Therapies put patients back in charge.

23 women to watch

New hires and promotions.

23 MEET and Greet

Regional networking events and meetings.

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5 cover story Niki Lannigan is highly involved in the community. She has a number of specialty certifications she uses at Ultra Med Spa and is happiest when helping others. This has led to aiding sex-trafficking survivors by removing the tattoos that their owners marked them with.

Although Lannigan was recently diagnosed and is battling stage 3 breast cancer, this mother of four doesn’t let much slow her down.

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Editor’S

I

Note

August 2020 Vol. 17 - No. 8

PRESIDENT AND PUBLISHER

’m hoping you have been well this past month. and their engagement, but also in the amount of time So many of us look forward to summer your human resources staff spends on traditional review vacations and, although it may be more of a processes that don’t fit business needs anymore. staycation, I trust you are finding places to Similarly, what used to motivate salespeople may not visit outside your home for a much-needed change of be what inspires them today. Discover which factors may scenery. How far that destination is, of course, will better contribute to your sales force’s success or failure. depend on your level of comfort in venturing out. I have Many people experience occasional or mild back loved watching my grandsons pain. Are you one of them? Learn play baseball and soccer again. some approaches you can try at It’s handled a little differently, but home to relieve back pain. If these they’re able to enjoy the sports suggestions don’t relieve your pain they love and camaraderie with or it is worsens, then it’s time to teammates. connect with your spine specialist.

It took me a little while to get I hope you will consider visiting Little girls with dreams used to working from home. I have the Dauphin County Women’s Expo a designated work area; however, become women with vision. on Aug. 29. It will look different it’s the kitchen table. If I had due to the safety precautions we – Chitra Baskar children still at home and a husband will have in place. You’ll still find who wasn’t as understanding as he many businesses and organizations is, it certainly wouldn’t be ideal. that are looking forward to getting But now I’m starting to go back to back into the community and the office, and I find that now the meeting you again. To learn more things I need are at my house! about the safety precautions being Many of us are transitioning back to the office. Look taken, please visit the Dauphin County Women’s Expo at inside for tips to help you adapt faster by understanding www.aGreatWayToSpendMyDay.com. your practices and how they can work for you.

Stay well.

What worked in the past doesn’t always work in the new workforce. Last month we featured part one of a look at performance management and how it’s changing. Check out this month’s article to find out why your company may want to look into updating your system. Doing so has benefits not only for employees Christianne Rupp, Vice President and Managing Editor

“”

Donna K. Anderson

EDITORIAL Vice President and Managing Editor

Christianne Rupp Editor Megan Joyce Contributing Writers Dr. Kaliq Chang Suzy Cohen Gerri Knilans Melinda Harrison Lynda Hudzick Cheryl Maguire Kent Peterson Madison Sharick Hal Shelton

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Story

CAREER

COVER

Helping Herself by Helping Others

By LYNDA HUDZICK

N

iki Lannigan used to think that when she grew up, she would “move to a big city … but it never happened,” she said. Instead, this married mother of four spends her days in Lancaster County living, working, and helping others in many different ways.

Lannigan is a licensed medical aesthetician, a certified laser technician, and a certified oncology skincare therapist and is currently studying for her phlebotomy and master esthetician certification.

Presently, she is working as a licensed medical aesthetician at Ultra Med Spa in Lititz, but she started out on a very different path.

“I worked in the corporate world for many years, launching events for skincare, makeup, and fragrances,” she said.

Lannigan recalls leading the team that brought Paris Hilton to Park City in 2009 and working with Usher to launch his fragrance in Macy’s, New York. But when she was told to lay off a large part of her team during the Christmas season, she “decided I was tired of the corporate world,” she said.

She then became certified in doing weddings and events, often doing up to 22 weddings a year, plus charity events and launches.

Lannigan later opened her own boutique, selling items for those events, and hosted special fun nights in her shop, such as “Diva Night” for the ladies and “Bourbon and Beards” for the guys so they didn’t feel left out.

Yet she felt strongly that she

Lannigan demonstrates the laser technique used to “remove” a tattoo.

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Career Although not the removal of a survivor tattoo, Lannigan shows the progression of a tattoo removal.

wanted to help others in more ways than just doing charity events or fundraisers, so Lannigan went to school for her esthetician license.

“I worked in a few salons doing facials and waxing, but I wanted to do treatments that were more clinical,” she said.

She worked for a time in a medical spa that had different locations and traveled among those, but later on she helped open a medical spa in the Harrisburg area as their lead medical esthetician.

“I absolutely loved it,” she said.

“Then I was diagnosed with stage 3 breast cancer.”

Around the same time, she was approached to interview at Ultra Med Spa, and when she got the job there, she realized what a blessing it was.

“It is three minutes from my home and three minutes from where I receive my chemo treatments,” Lannigan said. “The staff is great, and they let me hold events, so I get to help patients, plus add my experience with events. And we are fortunate to have just opened another location in Lancaster called Ultra Aesthetics.”

Lannigan provides a variety of services that include tattoo removal, medical-grade chemical peels, acne and aging treatments, oncology facials, and scar removal.

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“My favorite part is helping patients feel good and look good,” she said.

One of the biggest ways Lannigan is making a difference for others is by providing the removal of tattoos from survivors of sex trafficking.

“I was contacted by a friend who works at a nonprofit who said she had a survivor that had a tattoo she wanted removed … I told her to bring her in; it would be free,” Lannigan said.

“When I met this beautiful and smart young girl, it changed my life forever. I didn’t want to ask questions, not sure if she wanted to speak about it, but she just started talking,” she said.

Often these victims are marked with a tattoo on their forehead, eyelid, cheek, or fingers.

“Children are marked differently — they have their captor’s initials on them,” Lannigan said. “I went to a meeting about local sex-trafficking in the state and was shocked at how prevalent it is … There are local hotels in Lancaster County where this is happening. Some kids are snatched or kidnapped, some are preyed upon. At Ultra Med Spa, survivors can call us if they have been a victim of sex trafficking, and we will remove the tattoo for free.”

Always wanting to give back, Lannigan once started a nonprofit

~ August 2020 | BUSINESSWoman

cheering squad with a friend because “we were signing our daughter up for cheering, and there were multiple families that could not afford the fee … so we started our own group,” she said.

There were no fees for uniforms or competitions, but the members of the group had to participate in fundraisers.

“In turn, we taught them to give back to the community,” she said.

That giving back included having the squad members perform in various residential nursing homes in the area, the holding of food drives for local families, and putting together baskets for local families in need.

“That one squad we started with turned into three,” Lannigan said.

“We even placed third at nationals!”

Even before she was diagnosed with breast cancer herself, Lannigan also felt a strong calling to help women who were battling cancer.

“Treatment can wreak havoc on the skin,” she said. “It can make women mentally sad that their appearance has been affected … plus a facial is relaxing and feels good.”

So she and two other aestheticians went to a facility on the West Shore and provided facials for women from a cancer support group where “every single one of them either cried or hugged us

and thanked us … saying they had not been that relaxed or felt that good in months.”

Lannigan was providing these treatments right around the time of her own diagnosis, and said when she got in touch with her contact for the event, “she asked me if there was anything wrong,” Lannigan recalls.

“I told her I was just diagnosed with breast cancer. She told me she believed our paths crossed for a reason, and she knew the surgeon I was going to see. She explained to me everything that was going to happen — the group of women that I was treating would become my support group.”

Last year, Lannigan was nominated for the Goodwill Ambassador Award at the Conference for Women, something she said was quite an honor. As someone who has spent her life helping others in so many ways, Lannigan is now learning from her own experience battling cancer that there are many ways in which she can continue to do so.

“I have recently undergone a double mastectomy with reconstruction surgery,” she said. “I have eight months of immunology possibly with chemo for the next eight months and 32 radiation treatments … but I’m a survivor, so I will beat this.”

CAREER

How to Improve Performance Management (Part 2)

By KENT PETERSON

P

erformance management is changing. It might be time to throw your old plan out the window and look at how you can get better results and more engaged employees.

The movement away from relying too much on traditional annual performance appraisals is already underway. An estimated one-third of U.S. businesses have overhauled their performance-appraisal process, and many have thrown out annual reviews altogether.

What’s driving the changes?

Businesses cite many factors, but foremost is a poor return on investment; in simple terms, the time and money that traditional performance management requires produces disappointing results.

Research by the Society for Human Resource Management finds managers spend an average of 210 hours every year on performancemanagement activities and employees spend 40 hours per year.

One Deloitte manager called the traditional review process “an investment of 1.8 million hours across the firm that didn’t fit our business needs anymore.”

How to Improve Your PerformanceManagement Plan If you’re ready to make the move to

improve performance management, it might seem like an overwhelming task — but it doesn’t have to be.

Focus on one improvement at a time and before you know it, you’ll see impressive results.

Here are some ideas and best practices to consider: Put Frequent Feedback First As we’ve said, old-school annual reviews aren’t enough. Employees prefer and respond better to frequent, ongoing feedback. Consider what mixture of semiannual formal reviews, quarterly progress reviews,

monthly one-on-ones, and weekly check-ins would work best in your organization.

Keep things simple so they don’t require too much time. Even informal chats in the break room can help managers and leaders learn what’s on employees’ minds and build relationships with them. Annual reviews can still have their place as a summary of the year’s feedback and the results of performance goals.

Give Formal Review Questions a TuneUp Conventional performance

appraisal questions like, “How valuable is this employee on a scale of one to 10?” are too subjective.

Imagine the difference if you instead asked, “What would you do if this employee were offered a job elsewhere?” Questions like this, which require thought, can produce more insightful and objective answers than asking for numbers that might mean different things to different managers.

You can also improve your questions by considering what you want the review to accomplish.

For example, is it about evaluating

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performance, fostering development, or both? What employee qualities are most important to measure?

Align your questions with your organization’s objectives and your employees’ interests.

One more suggestion: Limit your performance appraisals to a few key questions. Too often, the long list of required questions is a burden to complete.

Separate Performance Appraisals from Compensation Discussions When traditional annual reviews are used to determine pay raises, it can throw a wrench into the conversation. Employees may be tempted to say whatever they think will get them a raise instead of answering questions honestly.

What’s worse, that pressure to pad numbers may not even be necessary; many managers award or withhold raises based on how much money is left in the budget, not the employee’s performance. Take the pressure of salary negotiation off the table, and you’ll get more honest answers

that will let you use reviews to help employees actually become better workers.

Focus on the Future To avoid the trap of unproductively dwelling on the past, Gallup recommends using coaching conversation to collaborate with employees on what’s happening now, what needs to happen next, and how to get there.

Set clear expectations for behavior and performance, and explain how success will be measured. Use open, honest, and ongoing twoway dialogue to help employees feel heard and understand how their future actions can best align with company objectives. Managers may need formal training to sharpen their coaching skills.

Build on Strengths It pays to accentuate the positive.

Research shows when managers focus performance discussions on employee weaknesses, performance declines by 27%. But if they focus

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on employee strengths instead, employees show a 36% improvement.

This doesn’t mean ignoring weaknesses; it simply means you’re likely to see better results and happier employees when you first help them build on their strengths.

If you must give negative feedback, be as specific and objective as possible and let them know you believe in their ability to improve.

• 24% lower turnover (in highturnover organizations)

Help Employees Grow In the LinkedIn Workplace Learning Report, 94% of employees say they would stay at a company longer if it provided great learning and development opportunities. Find out what your employees want to pursue and learn, and then give them a pathway to do so.

Set and track realistic, achievable goals. Give them added responsibilities and training to help develop their careers. Look for opportunities to fill internal needs with people you already have by developing employees for key roles.

These benefits are remarkably consistent across different industries, company sizes, and economic conditions.

Additional benefits of performance management include:

Choose the Right Software Good performance-management software can help you automate processes, optimize reporting, analyze data, and strategize for the future.

But there are many software platforms to choose from, and it’s essential to find one that’s a good fit for your needs and future growth.

You’ll find detailed advice about that in the free BambooHR ebook, The Definitive Guide to Performance Management.

What Are the Benefits of Sound Performance Management?

When you do performance management the right way, it fosters greater employee engagement by providing timely, actionable feedback and ample opportunities for development. Gallup research finds that companies with highly engaged employees see a wide variety of business benefits, including: • 17% higher productivity

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• 20% higher sales • 21% higher profitability • 41% lower absenteeism

• 59% lower turnover (in low-turnover organizations) • 28% less shrinkage • 70% fewer employee safety incidents • 40% fewer product defects

• Improved employee motivation and morale • Greater ability to identify employee skill gaps and training needs • More consistency in evaluating and developing employees And let’s not forget the other benefits we’ve mentioned in this article, such as improved communication between managers and employees, clearly defined employee expectations, and increased employee satisfaction.

Reaching Your Destination Where do you want your organization to be next month, next year, and in years to come? Once your leaders have charted the course, it’s up to your employees to take you there.

Don’t count on yesterday’s flawed appraisal process to help.

A robust, efficient performancemanagement system can guide your workers on the path to your organization’s goals, magnify their contributions, and speed them ahead on their individual career journeys, too. Improving your firm’s performance management is a worthwhile investment in their future — and yours.

• Kent Peterson is a writer for BambooHR, the HR software designed to help small and medium-sized businesses create amazing workplaces. He has also created award-winning work for television and radio. www.bamboohr.com

CAREER

Should You Hire an Accountant?

By HAL SHELTON

I

t’s easy to think of accounting or recordkeeping as a “necessary evil,” created and maintained to satisfy government reporting — primarily taxes.

But the fact is that beyond being something you’re required to be doing under the law, accounting and recordkeeping systems are created for you to make informed customer, marketing, pricing, and vendorrelated decisions.

Accounting Tasks Successfully managing a small business involves managing your cash. Your accounting system is critical for knowing how much cash you have in the bank each evening and if you can meet your expected expenses.

Three general activities are required for setting up and

maintaining an effective accounting and recordkeeping system.

1. Setting up the system: Creating a process to track transactions and make projections can be accomplished using a notebook, spreadsheets, or accounting software.

2. Entering transactions: Transactions entered may include sales made, cost of materials purchased, employee compensation and benefits, hours worked, rent, IT, insurance, office supplies, and other expenses paid.

3. Reporting actual results or the projections of future results: Reports may cover the status of potential customers, sales made, sales made where customers have not yet paid, expense comparisons with the budget and same period last year,

and all sorts of tax reports, financial statements, and information needed to satisfy bank loan covenants.

To Outsource or Not When you set up your business, one of your first decisions is to determine who should handle these accounting activities. The three choices are to do it yourself, assign someone on your team to do it, or to outsource to a bookkeeper or accountant. Often with a startup, you are the only employee and there are limited funds available, so initially the founder frequently does all the bookkeeping.

As soon as you have sufficient discretionary funds, you can consider outsourcing the task. The key is to decide if bookkeeping is the best use of your time.

You started your business because you are good at selling, developing

apps, manufacturing a product, consulting, or whatever other activities produce sales. Is it more valuable to spend your time producing sales or doing book keeping? Unless you are in the financial services sector, it is unlikely accounting is your strength.

If you decide to outsource, there are two types of financial professionals to consider: a certified public accountant (CPA) and a bookkeeper. Each has vastly different skills and rates, and you will want to retain both, but for different tasks.

Certified Public Accountant A CPA has been certified by a state examining board as having met the state’s legal requirements.

These professionals are granted certain responsibilities by statute, such as the ability to certify financial statements, and may be held liable

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for professional misconduct.

Accountants, like doctors and other professionals, are both generalists and specialists. Accounting specialties include tax accounting, mergers and acquisitions, and nonprofits. You need to find the right match for your needs; at first this will mostly be general accounting work.

Depending on the market and work complexity, CPAs may charge $100 to $300 an hour. So, it makes the most sense to hire an accountant only for complex or high-value projects, such the quarterly financial reports (especially if you are required to give these to a bank or under a government contract), tax filings, ongoing or case-specific advisory services, or the financial section of your business plan.

Until your company reaches several million dollars in sales, it is more economical to outsource these tasks rather than having a full-time accountant.

To find a CPA, talk to other business owners or check out

these two sites: CPA directory (www.cpadirectory.com) and the National Society of Accountants (www.nsacct.org).

Bookkeeper Performing basic, day-to-day activities is best left to a bookkeeper.

These tasks include gathering employee timesheets, submitting purchase-order invoices for you to pay, collecting customer payments, preparing bank deposit statements, and entering all the transaction information into your accounting and recordkeeping system.

Depending on the market and tasks assigned, a bookkeeper charges $25 to $35 an hour. Many small businesses retain a part-time bookkeeper to help set up their accounting system and enter all the transactions until business growth justifies a full-time position. Even if you decide to do the bookkeeping yourself, you still may want a bookkeeper to help you set up the accounting system.

Bookkeepers with knowledge of

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other similar businesses will know which categories of revenue and expense are typical in your industry to track and report, thus saving research time and ensuring your system is set up most effectively.

To find a bookkeeper, ask an accountant for recommendations of bookkeepers they have worked with and vetted. You can also go to the American Institute of Professional Bookkeepers.

Therefore, you will need some understanding of what is included.

Review important materials and ask for explanations if anything seems unclear.

Key Lessons:

Don’t Outsource It and Forget It Consider outsourcing to an accountant and/or bookkeeper if you do not have the time, skills, or inclination to do this work. However, bear in mind that this is not a situation where you hire these folks and then forget about the subject.

It is your company, and the financial statements are yours. When you present the financial statements to a bank, file your tax return, submit invoices to a government procurement official, or any other such use, you will be the one signing the document.

• W hen deciding whether to seek accounting assistance, consider where your time is best spent.

• An accounting and recordkeeping system is mainly for you, to assist in making good decisions; it is not primarily for satisfying government reporting.

• There are substantial differences in the skills and costs of hiring an accountant or a bookkeeper, so hire each where there is the best match.

• Hal Shelton is an experienced business executive. He is a SCORE mentor, angel investor, and author of The Secrets to Writing a Successful Business Plan, an Amazon bestseller. He can be contacted at henry.shelton@scorevolunteer.org.

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Read it online, in print, and on mobile/tablet devices.

Convenient Print Edition Plus Extensive Online, Searchable Directory

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CAREER

Three Ways to Motivate and Manage Your Sales Force for High Performance

By GERRI KNILANS

E

very business owner wants to have a highly motivated, top-producing sales team, regardless of who is responsible for performing the sales management function.

The pressing question is how to achieve that goal.

While many factors contribute to sales management success or failure, there are three basics to consider.

They are: 1. Understanding what motivates an individual 2. Developing skills and providing the effective tools necessary to succeed 3. Establishing a collaborative environment that fosters engagement, teamwork, creativity, and innovation Understanding Motivation Psychologists and others have studied what motivates people for hundreds of years. The question at hand was always to try to understand and explain why people behave the way they do and what leads them to make decisions.

Abraham Maslow, a noted 20thcentury psychologist, published the famous “hierarchy of needs.� In his motivational model, physical needs are at the bottom of a pyramid, followed by safety, love, esteem, and self-actualization at the top. The idea is that each succeeding need cannot be addressed until the one(s) below it have been satisfied.

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Roy Chitwood, the president of Max Sacks International, an international sales training and consulting firm, looked at it a different way. His theory focused on “universal buying motives.” These include desire for gain, fear of loss, comfort and convenience, security and protection, pride of ownership, and satisfaction of emotion.

Contrary to popular belief, money isn’t the only incentive that motivates an individual. While the strength of a buying motive varies for each individual (buyer or seller), being able to tap into this information helps the sales manager know how best to appeal to and support the salesperson — in much the same way that a salesperson should understand the buyer’s motives.

Developing Skills and Providing Effective Tools Just like there is no single motivation that will appeal to the entire sales force, every member of the sales team has vastly different skillsets. Some are more tech savvy; others have stronger interpersonal skills.

Regardless, it is the sales manager’s job to continually assess salespeople and help them become better listeners, presenters, or speakers.

Daniel Pink, TED speaker and author of Drive, The Surprising Truth About Motivation, advocates for mastery, which builds confidence and self-reliance. His premise is that people want to feel achievement.

Selfactualization achieving one’s full potential, including creative activities Psychological needs

Esteem needs prestige, feeling of accomplishment Belongingness & love needs intimate relationships, friends

Basic needs

Safety needs security, safety Physiolgical needs food, water, warmth, rest

Source: Wikipedia

They want to succeed, but often, they don’t know how.

Sales managers who teach their sales teams with patience, creativity, and compassion, rather than judgments, measurement, and badgering, will inspire their sales personnel to want to learn and get out there and close more sales. “How can I help?” will win more loyalty than, “How come you’re behind?”

Similarly, it is important for sales managers to provide their teams with the tools they need to excel.

Whether those tools come in the form of laptops, mobile devices, iPads, high-quality presentation

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Self-fulfillment needs

~ August 2020 | BUSINESSWoman

materials, CRM systems, and other means of tracking the sales process and progress, all are necessary for continuous improvement.

Creating Collaborative Environments Collaborative goal setting addresses two needs: the company’s and the salesperson’s. Goal setting by itself is a double-edged sword.

Sales objectives provide a highpoint to aim for, but they need to be finetuned for differing individual performance IQs. “Rainmakers” (top sales performers) may not need the same incentives as the core performers.

From a Harvard Business Review article, “Motivating Salespeople: What Really Works,” authors Thomas Steenburgh and Michael Ahearne say, “Core performers usually represent the largest part of the sales force, and companies cannot make their numbers if they’re not in the game.” The right culture will inspire both groups.

While money is one form of motivation (desire for gain), salespeople at all ends of the rainmaker spectrum need to feel valued (satisfaction of emotion) and rewarded (security and protection) for who they are and what they bring to their profession (pride of ownership). That’s why a transparent,

collaborative environment of trust, creativity, and innovation is paramount.

Even in a collaborative environment, however, sometimes salespeople are in a position for which their skillsets and personality are no longer a match for today’s business development. If a sales rep has the desire, contributes to the team, works hard, and is committed to the company’s success, maybe there’s a way to retain them in a different capacity.

How Can We Help Each Other?

Sales managers need to be champions of encouragement, support, and validation for the teams they manage. One way to start is to make sure every salesperson knows the company’s mission and vision and their role in achieving those aims. When salespeople know and understand the “why,” they are likely to become more performancedriven.

Second, sales managers need to demonstrate their support consistently, even when sales don’t meet expectations. It’s especially tempting to point fingers at times when sales fall short, but doing so serves no useful purpose.

A better alternative to playing the blame game is to have open dialogues, review sales individuals’ motivating factors, hone old skills and embrace new technologies, and implement positive changes that will make it rain sales dollars in the months to come.

For those who have lost their commitment to the company’s mission and vision and who aren’t dedicated to improving their skills, they will probably realize it is time to go. If they don’t, management will make the decision for them.

• Gerri Knilans is president of Trade Press Services. As marketing communications strategists, serving organizations of all sizes and types since 1995, the company provides writing, media outreach, and general marketing support to help clients accelerate growth and generate more visibility, credibility, and name recognition in their marketplaces. Visit www.tradepressservices.com or email gerri@tradepressservices.com.

CAREER

When Times are Tough, Is It Worth Dipping into Your 401(k)?

By MADISON SHARICK

C

onsidering taking a loan or withdrawal from your current employer’s plan?

When times get tough financially, it can be tempting to dip into the pot of money you have invested for retirement through your 401(k). Is that a good option?

Well, it depends. There are a number of factors to weigh before taking a 401(k) loan or withdrawal from your current employer’s plan.

Here, I’ll answer some common questions you might consider when

weighing this decision.

What should I consider first when thinking about taking a loan from my 401(k)?

Before weighing any financial decision, it’s important to know what your options are. You should confirm that borrowing from your 401(k) is even possible with the plan you have now. Your plan must have a loan provision as part of its design for a loan to be available to you.

It’s also important to find out if your plan could allow you to have more than one loan at a time.

Your plan may require your spouse to approve your loan, and some plans require you to wait a certain amount of time after paying off a loan before you can apply for another one.

How much can I borrow from my 401(k)?

The minimum amount you can borrow is determined by your plan,

and the maximum amount you can borrow is based on a formula set forth in regulations under the Internal Revenue Code. Your plan may impose a lower limit.

If you have not had a loan previously, the maximum you can borrow is 50% of your vested account balance or $50,000, whichever is less.

If you have had a loan previously, the maximum amount you can borrow is the lesser of: • 50% of your vested account balance

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Career

minus your current outstanding loan balance, or • $50,000 minus your highest outstanding loan balance within the last 12 months How do I pay the loan back?

Loans normally are paid back through payroll deduction.

Generally, you must pay the loan back over five years; a loan used to purchase a primary residence can have a longer payback period.

If you leave your company, in most cases the outstanding balance must be paid back by the filing date of your tax return for the year you separate from the service.

If you do not pay back your loan, any outstanding balance will be considered a distribution. Any pretax amount, both contributions and earnings, will be included in your income and may be subject to a 10% penalty if you are under age 59 1/2, with some exceptions.

What kind of interest rates and fees can I expect?

You will pay interest on your loan back into your retirement account.

The interest rate you pay on your loan is often lower than other sources of borrowing. That interest rate may be less than what you would have otherwise earned on

your money had it remained in your account.

Your plan may charge you a fee for processing the loan.

Is it possible to just withdraw money from my 401(k) rather than borrowing it?

Generally speaking, most 401(k) plans will not permit you to withdraw money while you are still an active employee. However, there are two kinds of withdrawals a plan may offer while you remain employed: Hardship: some plans allow you to withdraw money while still an active employee if you have an immediate and heavy financial need related to the following: • Medical expenses • Education expenses • Purchasing a primary residence • Preventing foreclosure

In-service: some plans allow you to withdraw money, while still an active employee, once you reach at least age 59 1/2.

For both hardship and in-service withdrawals, it’s important to note: • Your plan can specify the source(s) and order of money withdrawn (for example, pretax deferrals, Roth deferrals, and matching contributions, among others).

• Pretax amounts withdrawn from your account are considered taxable income.

• If you withdraw from your Roth account, and it is a nonqualified withdrawal, earnings are considered taxable and a 10% penalty may apply.

• Your plan can limit how often you may take a withdrawal.

primary

• Your plan may require your spouse to approve your withdrawal.

Each item has additional details and requirements, and your plan may only allow some of these. Your plan may specify other requirements for you to receive a hardship withdrawal.

Lastly, starting in 2020, the SECURE Act allows for penaltyfree withdrawals to pay expenses related to the birth or adoption of a child. Parents with a new child may withdraw up to $5,000 without being subject to the 10% penalty on withdrawals prior to reaching age 59 1/2. The $5,000

• Repairing residence

damage

to

• Funeral expenses

amount is available to each parent (so $10,000 total for a married couple).

There is a lot to consider when making a financial decision of this sort. It’s best to work with a financial adviser to build a comprehensive plan to help quantify the impact that a 401(k) loan or withdrawal would have on your financial situation, both in the long and short term.

• Madison Sharick, CFA, CFP®, is manager of financial planning for PNC Investments. She holds the Series 7 and 66 licenses and has earned both the Certified Financial Planner and Chartered Financial Analyst designations.

Previously, she held positions with PNC’s Asset Management Group and Equity Management Corporation, as well as Fragasso Financial Advisors, based in Pittsburgh. www.pnc.com The material presented herein is of a general nature and does not constitute the provision by PNC of investment, legal, tax, or accounting advice to any person, or a recommendation to buy or sell any security or adopt any investment strategy.

Opinions expressed herein are subject to change without notice. The information was obtained from sources deemed reliable. Such information is not guaranteed as to its accuracy. You should seek the advice of an investment professional to tailor a financial plan to your particular needs.

Don’t miss another issue!

March 2019

GUIDING YOUR TEAM TO SUCCESS A LOOK AT COMMON DIGESTIVE DISORDERS

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~ August 2020 | BUSINESSWoman

4 Reasons You Should Vaccinate Your Children

By CHERYL MAGUIRE

the laptop and confirmed that my son received all the immunizations for whooping cough (also known as pertussis).

“Even though your son got his shots, there is still a small possibility he could have it. Since your other

children have been vaccinated, it is unlikely they could get it, but if he has it, they would need to be treated with antibiotics as a precaution.”

My son did not have whooping cough. During the few days it took

to receive the results, I was grateful all of my children were most likely protected from it.

According to the CDC, immunizations can help protect your child from contracting 16 different diseases. Some of these

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FAMILY

“I

’m going to test him for whooping cough,” the doctor said.

“But he was vaccinated for it, right? How could he have it?” I asked.

The doctor did a few clicks on

FAMILY

illnesses could be deadly, including the flu. Go to the CDC website (w w w.cdc.gov/vaccines/pa rents) and see a list of recommended vaccinations and the age they should be administered.

Some parents are worried about their child contracting autism from receiving vaccinations. A study conducted in 2014 of 1.2 million children concluded there was no link between autism and vaccinations.

Save Your Child’s Life and Others In 2014, the CDC released a press statement that stated over the past 20 years, immunizations have prevented 21 million hospitalizations and 732,000 deaths.

These successful statistics are related to the creation of the Vaccines for Children program, which was developed in response to a reemergence of measles in 1994.

This program is a federally funded program that provides vaccines at no cost to children who qualify due to lack of insurance

or income. If your child is under 18 and does not have health insurance, he can still be immunized at little or no cost to you through the VFC program.

More specifically, diphtheria, polio, influenza (flu), measles, and bacterial meningitis are all diseases that have been deadly for children, but due to vaccinations, the number of deaths has either decreased or is nonexistent.

In the 1920s, every year over 150,000 worldwide would die from diphtheria, but due to immunizations today, there are only a few cases a year. Similarly, during 1916, polio caused 6,000 deaths a year in the U.S., but today, it is considered eradicated due to vaccinations, with the last known case in 1979.

There is a vaccination for the HPV infections. The HPV infection can lead to cancer in both men and women (cervical cancer).

HPV infections cause over 17,000 cancers in women and over 9,000 cancers in men each year in the

United States. Receiving this immunization prevents contraction of the HPV infection and, in turn, the development of its related cancers.

By getting your child vaccinated, you are also saving the lives of people who did not get immunized, a condition referred to as herd immunity. If a certain percentage of a community is immune from a disease, it protects those people who are not immune.

Economic Benefits for Society According to an analysis by the CDC, hospitalizations avoided and lives saved through vaccination will save nearly $295 billion in direct costs and $1.38 trillion in total societal costs. The annual loss to the U.S. economy due to the flu is $87.1 billion.

Side Effects are Rare It is rare to have a serious side effect from receiving vaccinations.

The most common side effect is soreness in the area where the shot

was administered. The benefit of preventing a possible deadly disease far outweighs the mild side effects of the immunization.

The Science Supports the Decision There is a significant amount of research and statistics that supports the benefits of receiving immunizations for children and adults. It also has been scientifically proven to be safe and effective against preventing contraction of the disease.

• Cheryl Maguire holds a master’s of counseling psychology degree. She is married and is the mother of twins and a daughter. Her writing has been published in The New York Times, Parents magazine, AARP, Healthline, Your Teen magazine, and many other publications. You can find her at Twitter @CherylMaguire05 Editor’s note: Of course, we are just beginning to see the costs related to COVID-19 and are hopeful we will have a vaccine for it in the near future.

Keeping Yourself Healthy Take Steps to Protect Yourself Clean your hands often t Wash your hands often with soap and water for at least 20 seconds, especially after you have been in a public place, or after blowing your nose, coughing, or sneezing. t If soap and water are not readily available, use a hand sanitizer. Cover all surfaces of your hands and rub them together until they feel dry.

Semi-Private and Private Yoga In our classes, we combine thoughtful sequencing, a dose of inspiration, and a spirit of playfulness to help you deepen your practice and awareness of your body. We seek to help others in nurturing their body, mind, and soul with yoga.

Our hope is that the practice you develop on mat will transfer off mat, leaving you feeling nourished, balanced, and refreshed.

Breathe@LittleYogaPlace.com www.LittleYogaPlace.com facebook.com/ LittleYogaPlace 717-471-8328 Landisville, PA

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t Avoid touching your eyes, nose, and mouth with unwashed hands.

Take steps to protect others t Cover coughs and sneezes. t Cover your mouth and nose with a tissue when you cough or sneeze or use the inside of your elbow. t Throw used tissues in the trash. t Immediately wash your hands with soap and water for at least 20 seconds. If soap and water are not readily available, clean your hands with a hand sanitizer that contains at least 60% alcohol.

Social distancing 6 feet

t Stay home as much as you can, and if you must go out, maintain at least 6 feet of space between yourself and others.

When Life Shifts, Shift Your Practices

By MELINDA HARRISON

C

their aptitudes. How did you adapt your work practices in a home environment? What new things did you learn while working remotely?

How will you need to adapt again when you return to work?

Proficiency: High performers are always developing their skillset and knowledge base and nurturing

Regulation: An office environment requires you to selfregulate, but this is often easier to

Lifestyle

OVID-19 has upended life as we know it, and all generations have needed to adjust to the change and shift in our daily routines.

Maybe you are getting the hang of this new work-from-home scenario now.

But as businesses reopen, you’ll need to transition back to the workplace, which will reflect the new normal of physical distancing measures. These changes won’t be easy and will take place slowly, so once again you’ll need to adjust how you work. Start by thinking about how your work practices have changed to meet the demands of these uncertain times.

Many of us have a set of daily practices that we use to achieve our career goals. In my book, Personal Next, I explore nine practices that athletes develop in pursuit of their competitive goals and how they can use these same practices to create success in a life postsport. These same practices are often the drivers of success in highperforming businesspeople.

Whether you are a CEO, a manager, or just starting your career, the trick now is to bring awareness to these practices and to figure out how to make them work for your new situation.

If you take the time now to answer these questions about your own practices, you will adapt faster when you arrive back at your desk.

do since the office space is already regulated: there no kids doing online schooling or mounds of laundry to distract you. When you were working from home, what were your unique challenges around self-regulation? What will you miss about working from home when you go back to the office? What are you looking

forward to on your return?

Attitude: High achievers understand that results are influenced by how you approach work daily. How did your attitude shift when you were working from home? Did you notice a change in your co-workers or direct reports’ attitude? When your attitude felt

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negative, how did you get back into a positive frame of mind?

Lifestyle

Commitment: When you work in an office away from home, it is easier to separate your commitments, such as meetings, knowledge gaining, and administration, from your household chores, connecting with family and friends, and fostering personal well-being. How will your commitments need to change when you return to the workspace? What actions can you take now to ease the shift for you and your family and co-workers?

Tuned In: In the workspace, you must be sensitive to relationships, the environment, and how you contribute to the company as a whole. But the isolated nature of work from home may trigger reactions in family and co-workers that are unhelpful. Tuning in to these reactions is key. When someone makes a demand that seems unreasonable, ask yourself what the person is really asking for. Can

you meet that need right now? If not, can you circle back later to do so?

Identity: How you craft your identity often includes factors other than your work title or your career accomplishments. That awareness of self may also include your strengths, values, biases, goals, and self-expectations, as well as how you influence and interact with others. Has working from home changed how you view your different roles? Does this impact how you will see yourself once you return to the office?

Confidence: Simply put, confidence is a belief that you can complete a task or solve a problem. But we all build confidence in distinct ways. You may correlate it with experience and expertise or an enduring faith in your potential. Have you noticed an increase or decrease in your confidence, or in those you work with, during this work-from-

home period? How might this affect you when you return back to working collaboratively in an office?

Emotions: Strong and empathetic leaders are skilled at managing emotions to achieve desired outcomes, something we call emotional intelligence. This ability is needed in complex situations so that individuals can respond thoughtfully rather than just reacting.

Working from home is definitely a complex scenario as your home life almost certainly mixes in and not always seamlessly. What are the primary emotions that you are feeling? Are certain emotions more prevalent in your team? And how are you managing them?

Secure Base: A secure base is a trusted place, object, person, or community that allows for vulnerability and can be called on in times of need. For many of us, how we access our secure base as it applies to the workplace has

changed. When you return to the workspace, popping into a colleague’s office for a chat or going for a coffee offsite may not be available in the same way. Do you have a secure base? How has it changed? How are you showing up as a secure base for those who trust you?

The changes we are all experiencing both personally and professionally require agility in how we operate. Since each of these nine practices is influenced by the pandemic, sharpening your awareness of how your work practices is a key component in that ability to be flexible. As your practices change again over the next few months, that flexibility will allow you to achieve your goals in a positive and productive way.

• Melinda Harrison is an Olympian (1984), a certified executive coach and the author of Personal Next: What We Can Learn from Elite Athletes Navigating Career Transition. To learn more go to http://melindaharrison.com

The help caregivers need to care for themselves and others! 

Business Strategy and Planning

Features

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Organizational Alignment

• Directory of Providers

Learning and Development Systems

• Books and Resources

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• Support Organizations • Articles

How well are you addressing these top business priorities?

Achieving organizational excellence requires ongoing attention and action in these other areas. synãpsys effects change-enabling solutions through our ability to identify and address complex issues identified within the hidden dimensions of an organization’s culture, standards of performance, measurements, results, individuals, and groups.

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(717) 285-1350

3 Tips to Survive on Hydrocodone and Other Opioids

By SUZY COHEN

V

Wellness

icodin and Lortab are two brand names of one of the most popular drugs in the entire world. Generically, it is called “hydrocodone with apap,” where the “apap” is an abbreviation for acetaminophen (a.k.a., Tylenol).

When I worked in a busy retail pharmacy, this medication was on the fast-mover shelf because it was dispensed by the thousands each day.

Hydrocodone/apap is a prescription analgesic and in the category of “opioids,” which you’ve been hearing a lot about lately.

Opioids are manmade drugs intended to work similarly to the naturally produced opiates made in your body.

The opioid drug binds to the receptor on your cell’s outer membrane and unlocks a variety of feel-good, numbing compounds that relax your body, increase pleasurable feelings, and suppress pain signals.

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“

If you require this medication, there are three important tips you should know about: 1. Never stop suddenly. If you’ve been supported on this medication for more than two weeks, do not stop suddenly. It has to be weaned.

Your body has already grown tolerant to the medication, and stopping suddenly could produce dangerous withdrawal effects.

Step down your dose due to the downregulation of receptors that normally process important neurotransmitters, such as serotonin, acetylcholine, glutamate, GABA, and dopamine.

2.

Reduce side effects.

Hydrocodone/apap (Vicodin) is known to cause constipation as its No. 1 side effect. You can and should anticipate it, and take a stool softener like docusate.

I recommend plenty of water each day and a diet that is rich in fiber, fruits like prunes, and even oatmeal. If this does not help, an

abdominal pain despite continued or escalating dosages of narcotics prescribed in an effort to relieve the pain.

If you’ve been supported on this medication for more than two weeks, do not stop suddenly. It has to be weaned. Your body has already grown tolerant to the medication, and stopping suddenly could produce dangerous withdrawal effects.

”

over-the-counter laxative like Miralax (polyethylene glycol 3350) or a fiber supplement like Metamucil could help.

For those of you who have been on this medication or a similar one, such as oxycodone/apap (Percocet) or OxyContin, for a

long time, be aware of a condition termed “Narcotic Bowel Syndrome,” or NBS. This condition causes gastrointestinal hypersensitivity. It’s terribly under-recognized! NBS is characterized by the progressive and somewhat paradoxical increase in

3. Never drink alcohol or take sleepers. Opioids are CNS depressant agents that slow everything down, including respiration.

Alcohol does that too, and so do Benadryl and a host of benzodiazepine drugs.

You should never combine two or more CNS depressants because it could slow your breathing down or stop it completely! This is how unintended deaths occur.

By the same token, herbal sedatives are also CNS depressants, so do not combine your opioid medication with magnolia bark, skullcap, lavender, California poppy, lemon balm, valerian root, and others.

• This information is not intended to diagnose, prevent, or treat your disease.

For more information about the author, visit suzycohen.com.

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Information Kit!

McKenzie and Aquatic Therapies Put Patients Back in Charge of Pain Management

By MEGAN JOYCE

W

“Basically, we determine what effects certain movements have on the patient’s symptoms,” Cario said. “The clinician then develops a plan to correct or improve the patient’s mechanics through the application of a series of forces in a specific direction, allowing the reduction of the patient’s impairment.”

After obtaining a thorough patient history, the clinician asks patients to perform repeated movement testing in which he or she identifies the patient’s baseline pain or motion deficits.

“Should one direction of movement positively or negatively change the patient’s baseline symptoms, the patient is then classified into subgroups based on their movement assessment,” Cario said. “Treatment is then initiated in the movement direction that

improves the patient’s condition.”

After the assessment, the therapist classifies the patient’s condition in one of four “syndrome” categories: • The derangement syndrome – An internal obstruction or blockage is causing a disturbance in the normal position of an area of the body • The dysfunction syndrome – A deformation of soft tissue over time is causing contraction, scarring, adherence, or shorting of the affected area • The posture syndrome – Pain is the result of a mechanical deformation arising from prolonged positional or postural stresses to areas of the body • Other – All non-mechanical issues

Depending on the classification of the patient’s symptoms, Cario then “prescribes” a series of movements or specific exercises that address the individual’s needs.

The McKenzie method can be used to treat all musculoskeletal impairments of the neck, back, and extremities, including the shoulder, knee, and ankles, but Cario warned patients with serious pathologies — such as spinal or joint pain caused by cancer, infection, fractures, neurological deficits, or nonmechanical pain — may not respond to the method.

The overall goal, he added, is not only to recover the patient’s functioning and prevent symptoms from recurring, but also to “educate and empower our patients to reduce, maintain, and prevent further injury through self-guided forces and movements.”

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Wellness

hen it comes to navigating your own health, there’s something to be said for the restorative powers of selfmanagement. As much as it wears you down physically, chronic pain can have a corrosive psychological effect as well, as it begins to feel like the pain is simply happening to you without you having any role to play in its mitigation.

Being actively engaged in the eradication or lessening of your pain is a part of most physical therapy in general, but its importance is especially highlighted in aquatic therapy and in therapeutic settings that use the McKenzie method.

Developed by New Zealand physical therapist Robin McKenzie in the early 1980s, the McKenzie method centers around the premise that most musculoskeletal disorders are mechanical in nature and can be managed successfully by the patients themselves once they are taught how.

When first meeting a new patient, McKenzie therapists use an evaluative process that relies on the therapist’s ability to identify and differentiate mechanical issues in the body after observing the patient perform a series of movements and exercises.

The examination system is based on symptom pattern behavior and the mechanical response, said Michael Cario, therapy director for the OSS Health outpatient therapy clinics. Cario treats patients at OSS Health in York.

therapy lead clinician at OSS Health York.

“An aquatic program is a rehabilitative treatment approach using water principles and properties of a controlled environment in a pool,” Mylet said. “Patients are able to engage muscles for resistance strengthening, stretch muscles with proper relaxation techniques, perform gait and balance training, and unload joints to improve symptoms. Think of it as getting the benefits of movement and exercise while in a pool!”

Many of those benefits are imparted by the nature of water itself.

Warm water temperature enhances muscle stretching and relaxation, decreasing pain levels. The buoyancy of the water helps support weak muscles or unstable joints and aids in ease of certain movements.

Water’s viscosity creates resistance against which the patient performs his or her exercises; the addition of specific equipment can generate even more drag.

“This allows muscles to be

Wellness

McKenzie practitioners, including Cario, encourage patients to continue the therapeutic exercises from home. In fact, their success largely depends on them doing so.

“The McKenzie Method relies on the education, empowerment, and compliance of patients to maintain their reductive strategies or load progression,” Cario said. “Patients are encouraged to perform self-treatment techniques when outside of the clinic … consistency and frequency of movement [lead] to a successful outcome using the method.”

In aquatic therapy, the patient partners with the supportive and rehabilitative properties of water to improve their condition.

Aquatic therapy has been shown to be beneficial for a wide variety of ailments, including degenerative joint disease, autoimmune disease, neurological conditions, acute or chronic pain, balance deficits, and musculoskeletal conditions including tendonitis, sprains, strains, and postoperative orthopedic conditions, said Meg Mylet, full-time aquatic

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challenged to overcome an increase in force, promoting strength gains,” Mylet explained.

Water creates hydrostatic pressure perpendicular to the body, allowing for strengthening of muscles in all directions, Mylet said. Hydostatic pressure also enhances the patient’s joint positional awareness, improving his or her proprioception — the sense of self-movement and body position — which is especially helpful for patients with joint sprains and torn ligaments.

“In addition, hydrostatic pressure aids in reducing edema with compression of soft tissues and blood vessels,” she added.

For postsurgical patients, aquatic therapy can begin after a degree of soft-tissue and incision healing has taken place.

“With physician clearance/ recommendation and proper dressing of incisions, aquatic therapy can be initiated as early as a few days after surgery,” Mylet said. “We typically see patients start an aquatic program between two and four weeks

postoperatively, still considering incision and soft-tissue healing principles.”

Aquatic therapy is not recommended for patients with cardiac disease, fevers, infections, or incontinence — or for those who cannot swim.

But for those for whom aquatic therapy is an option, Mylet has seen the rehabilitative benefits.

“We have observed the achievement of positive outcomes in countless patients,” she said. “Patients are afforded the opportunity for early ambulation post-surgery in the water. Patients have responded to aquatic therapy by experiencing decreased joint forces, resulting in pain reduction, decreased fear of falling due to improved balance, and increased strength of weak muscles due to the support, assistance, and resistance of the water.

“Aquatic therapy is a successful therapeutic intervention to regain movement and strength for patients, allowing patients to return to a desired level of function.”

Meet and

Greet

5th Wednesday Networking Lunch 11:30 a.m. – 1 p.m.

Held ONLY 5th Wednesdays of the year Rotating location – West Shore Area 30 S. Main St., Mechanicsburg Mitzi Jones mhjsunshine@aol.com American Business Women’s Association (ABWA) Camelot Chapter 6 p.m.

3rd Monday of the month The Radisson Penn Harris Hotel & Convention Center, Camp Hill Marianne Troy, President 717.802.5622 mariannetroy@gmail.com www.abwa.org/chapter/camelot-chapter Lancaster Area Express Network 7:15 – 9 a.m.

3rd Wednesday of the month Lancaster Country Club 1466 New Holland Pike, Lancaster Amy Winslow-Weiss www.laen-abwa.org Lebanon Valley Chapter 6 p.m.

4th Wednesday of the month Hebron Fire Hall 701 E. Walnut St., Lebanon Penny Donmoyer 717.383.6969 www.abwalebanonpa.com Penn Square Chapter 11:45 a.m. – 1 p.m.

1st Thursday of the month Hamilton Club 106 E. Orange St., Lancaster Laurie Bodisch, President 717.571.8567 abwapennsquare@gmail.com www.abwapennsquare.org Yellow Breeches Chapter 6 p.m.

4th Wednesday of the month Comfort Suites 10 S. Hanover St., Carlisle Kerina DeMeester kerina1011@gmail.com

Executive Women International Harrisburg Chapter 5:30 p.m.

3rd Thursday of the month Rotating location Julie Young 717.713.7255 www.ewiharrisburg.org

Watch

Ashleigh Finkenbinder has been hired as a CRNP to Urology

of Central PA. She earned bachelor’s degrees in biology/ pre-med from Shippensburg University in nursing from Misericordia University and her Master of Science in nursing family nurse practitioner from Chamberlain University.

International Association of Administrative Professionals Capital Region of Pennsylvania LAN Meeting locations vary Pam Newbaum, CAP-OM, LAN Director 717.782.5787 pneubaum@pinnaclehealth.org www.iaap-harrisburg-pa.org

Donna Giberti has been hired as the new program finance and grants compliance manager for Cumberland Area Economic Development Corporation. Giberti’s resume includes 12 years in the engineering and architecture industry with office management, accounting, grant writing/ compliance, and project management experience.

Pennsylvania Public Relations Society 5:30 p.m.

Last Thursday of the month Larissa Bedrick, President pprshbg@gmail.com www.pprs-hbg.org

Lori Lighty has been hired as the new office manager for Cumberland Area Economic Development Corporation. Lighty has 35 years of experience in administrative and office management roles with legal firms and sole practitioners. She is also a notary public for the Commonwealth of Pennsylvania.

Shippensburg Women’s Area Networking (SWAN) Noon 1st Wednesday of the month Rotating location Lisa Mack, President shipswan@yahoo.com www.facebook.com/shipswan Women’s Business Center Organization (WBCO) – A program of the York County Economic Alliance 11:30 a.m. – 1:30 p.m.

2nd Tuesday of the month September through May Heritage Hills Golf Resort & Conference Center Windows Ballroom (next to Oak Restaurant) 2700 Mount Rose Ave., York For more information on registering or membership, contact Sully Pinos at spinos@ycea-pa.org

Katie Roof was promoted to vice president of clinical care and quality for Masonic Villages. She provides strategic direction and leadership for clinical operations. She has a degree in nursing from Widener University and is pursuing her nursing home administrator license.

Celebrate your achievements!

Did you or someone in your organization get a promotion? Did you hire someone spectacular? Did you or your company receive an award?

BusinessWoman magazine would love to let the world know!

Upload your picture(s) and information at: businesswomanpa.com/career-moves-achievements Email your announcements of career advancements and professional new hires to crupp@onlinepub.com.

Photos should be saved as a tiff, jpeg, pdf or eps at 300 dpi. Mail to: BUSINESSWOMAN, 3912 Abel Drive, Columbia, PA 17512. Photos sent through mail will not be returned. Please – no duplicate releases.

Women’s Capital Area Networking (WeCAN) 11:30 a.m. – 1:30 p.m.

3rd Wednesday of the month Radisson Hotel 1150 Camp Hill Bypass, Camp Hill Abeer Allen, President info@wecanconnect.org www.wecanconnect.org Women’s Network of York 11:30 a.m.

3rd Tuesday of the month White Rose at Bridgewater 601 Chestnut Hill Road, York Theresa LaCesa, President womensnetworkofyork.com www.facebook.com/wnyork

Marketing and Your Business You need to get your product or service in the hands of potential consumers.

Marketing does that, and it includes sales, public relations, pricing, packaging, and distribution.

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August 2020

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Connections

Central PA Association for Female Executives (CPAFE) 1st Wednesday of each month Refer to website for the meeting location Lori Zimmerman, President 717.648.0766 www.cpafe.org

Insurance Professionals of Lancaster County (IPLC) 5:45 p.m.

3rd Tuesday of the month, Sept. – May Heritage Hotel 500 Centerville Road, Lancaster Krista Reed, Treasurer kristamariereed@gmail.com www.internationalinsuranceprofessionals.org

Women to

All Events Now Going Virtual! aGreatWayToSpendMyDay.com 2020

25 th

omen’s Expo Same great events but …

• They’re online virtually • They take place over multiple days • Ability to visit event and return often • There is no need to wear a mask!

Health & Wellness • Finance • Home Shopping • Technology • Beauty Nutrition • Fashion

and more!

Enriching women’s lives through these events: • Cumberland County • Dauphin County

• Lancaster County • Lebanon County

3912 Abel Drive Columbia, PA 17512 businesswomanpa.com

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