October 2018
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WHAT’S 4 LETTER FROM THE EDITOR 7 Exit strategy
Why every business needs a plan.
9 Office politics
Objectifying office politics.
11 Difficult people
Is there an easy way to work with them?
13 Bosses
Would you rather work for a woman or a man?
A member of the firm’s Tax, Trusts & Estates, Business & Employment and Litigation practice groups, Thea A. Paolini helps individuals and businesses manage a variety of legal issues. With an MBA, she has a special interest in business operations and the workplace environment.
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5 cover story Maude Lallemand stands in front of fire truck #33 at the Colonial Park Fire Company. She is a full-time fire-service professional and the first female to reach her current position of lieutenant. Not an easy career to excel in, Lallemand has a degree in fire science and technology, has more than 500 hours in fire-service training, and holds many professional certifications that you’ll be glad she has if she and her team are ever called to assist you. BUSINESSWomanPA.com
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Editor’S
Note
October 2018 Vol. 15 - No. 10
PRESIDENT AND PUBLISHER
Donna K. Anderson
EDITORIAL
ave you had enough of the rain? We had some hot periods this summer, but it was quite a wet one. Many people in the region experienced flooding in their homes, resulting in not only a lot of frayed nerves, but also physical damage to their properties. Hurricane Florence, though, certainly left a devastating path, and millions of people will be recovering from that for months to come. Can you imagine all of the first responders that were called upon to assist the injured, save the stranded, respond to auto accidents, etc.? Our cover profile is a first responder, a firefighter, and the first female in her department to reach lieutenant. Every time she goes on a call she can be put in harm’s way, but she takes that risk because she has a passion to serve. Read more about this extraordinary woman. With the economy doing so well, many people are changing jobs. One thing to remember when doing so is to carefully consider what to do with your employer-sponsored retirement 401(k) plans. Find out what your options are and why cashing out is probably the worst choice. If you’re reading this, you’re probably a professional and engage with others in the workplace. Office politics,
colleagues who are not team players, great (or not-sogreat) bosses, and difficult people are all part of the mix. Learn how you can handle or at least reduce the impact of all this on you. As I’m sure you are aware, it is Breast Cancer Awareness Month. Three local women share a little of their stories and what helped them through this terrible ordeal so that other women who are living this experience are buoyed. We thank them and wish them continued good health. Ladies, the Women’s Expos begin this month. There is always a lot to see and do, so grab your mom, your sisters, and your friends, and we’ll meet you at the expo! Make sure to mark your calendar and go to www.aGreatWaytoSpendMyDay.com today for your FREE tickets. Happy fall!
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Story
CAREER
COVER
A Burning Desire to Serve By LYNDA HUDZICK
“I
can’t honestly say what drew me into firefighting,” Maude Lallemand said. “But once I started, I was hooked.” This 24-year-old Pennsylvania native is a 2012 graduate of Bishop Carroll Catholic High School, where she joined the volunteer fire department as a junior member. Upon high school graduation, she moved to Harrisburg, where she received her associate’s degree in fire science and technology from Harrisburg Area Community College. “I joined the live-in program at Colonial Park Fire Company while attending college, meaning I was able to room and board at the station and, in return, run calls and attend training for the department,” she said. Lallemand is a fourth-generation firefighter on her father’s side. Her younger brother is also a firefighter, so it’s definitely a passion that runs in the family. “My family has been amazingly supportive of me in the fire service, and I cannot thank them enough for it,” she said. Still serving today with the Colonial Park Fire Company, Lallemand was the first female in the department to reach her current position of lieutenant and feels very fortunate to now have a fulltime career in fire service, BUSINESSWomanPA.com
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having recently graduated from the fire academy in northern Virginia. “I like the idea of being a part of something bigger than myself, working as a team to accomplish a goal, and providing support and care to the community,” she said. Becoming a fire-service professional involves many hours of hard work, both in hands-on training and classroom instruction. “Training in fire service adds up to well over 500 hours,” Lallemand said. Beginning classes introduce students to how fire service works, equipment uses, and a basic understanding of operations. “As you advance, you take more technical classes, including vehicle rescue, high-angle rescue, confined-space work, and much more,” she explained. Lallemand admits the classes can be difficult both physically and mentally, but it is all done in preparation for any possible situations that may be encountered in the field. Lallemand also holds a variety of professional certifications, including firefighter 1 and 2, rope rescue, hazmat operations, vehicle rescue technician, pumps, truck 1 and 2, confined-space operations, first aid, and emergency medical technician. She is proud to be a female fire-service professional and she recognized early on that “I would have to work hard and prove myself to some, but many female firefighters have come before me, and I am sure many will come after, each proving what we can do.” Of course, it has helped that she’s been lucky enough to work with a “great group of guys that accepted me fairly quick,” she said. Her assignments vary on any given day and in any given situation, but Lallemand explained that where she serves can depend on what apparatus she is riding in, and it can even come down to what seat she is sitting in on that apparatus. “Depending on where I ride, I can be assigned to driving the apparatus, pulling hand lines, throwing ladders, or operating as officer of the rig,” she said.
And although she is well trained and prepared, there are still times when she feels the stress of the job. “I’ve been nervous about making the right call as an officer, pulling the right line, or even just messing up, but I have learned to trust my training and experience as well as learn from my mistakes,” Lallemand said. The Colonial Park Fire Company tends to be busier in the summer months. Lallemand attributes that to an increase in people traveling through the area for work and vacation, contributing to an increase in vehicle accidents. “We see an increase in fires as well due to the improper discarding of smoking materials, improper handling of fireworks … and grilling too close to the house or garage,” she said. Naturally, the goal is to always have a positive outcome when called to the scene of an emergency, and as Lallemand said, there is a feeling of pride and accomplishment among the people she works and volunteers with when they are able to help someone in need. But there are also times when a positive outcome isn’t the case, and a life has been lost. “It is in these times when the true colors of the fire service being a ‘family’ show and come in,” she said. “After a severe call, knowing that you can talk to and rely on your fellow firefighters is truly what helps one understand and begin to accept the outcome.” Lallemand thinks that anyone in a public service position does it because they truly enjoy and want to help others, and she is certain that is the reason she does what she does. She also knows that so far, her experience in fire service has taught her that she can accomplish more and push herself further than she thought she could. “Things that at one point I was uncomfortable doing, I can now do without hesitation,” she said. “As for my future, I just hope I have many more successful years in volunteer and career fire service and hope I never lose passion for the job.”
CAREER
Every Business Needs an Exit-Strategy Plan
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By BARRY SPARKS
lthough most business consultants consider an exit-strategy plan essential, only 52 percent of businesses have one, according to the Investor Watch Report. “Based on my experience, that figure is much lower, particularly for small businesses that sell for under $10 million,” says Jason Hubler, founder of Exit Strategy Solution, LLC, in York. “Most mom-andpop businesses have no idea how they will exit their business.” An exit strategy is a plan, ideally in writing, for an owner’s eventual transfer of the business to another owner. Hubler says many small-business owners believe they will sell their business to relatives. Yet, less than 1 in 5 relatives (18 percent) expressed any interest in the business. If an exit-strategy plan is deemed so important, why do so few business owners have them? Hubler, who has a doctorate in business administration, chalks it up to a number of factors.
“Most small-business owners are busy just trying to survive,” he says. “They have little time to think about long-term strategies. And, they don’t want to think about leaving the business. They often wait until their health and their revenues decline before thinking about selling the business.” Experts say there’s a significant psychological barrier to overcome at the thought of not being in business. It is, for some owners, akin to a type of death. Hubler says owning a small business is like having an invisible savings account. You can’t access it without selling. When you sell your business, it’s like breaking open the piggy bank. “Business owners are accustomed to a certain level of income and standard of living,” he says. “Owners need to sell their business to access money to maintain those levels. It’s important to get the most value for your business.” Hubler, however, says very few, if any, small-business owners have
a real idea of the value of their business. “I ask business owners what they think the value of their business is,” he says. “When they tell me the amount, I tell them to divide by four and that’s much closer to the value. It’s very difficult for most owners to be realistic about the value of their business.” According to Investor Watch Report, only 58 percent of businesses have ever had their business formally appraised. “You should know the value of your business from day one and every day moving forward,” emphasizes Hubler, a certified valuation analyst. “It shouldn’t be a guess.” Hubler points out that while an employee only needs to give an employer a month or two of notice about retiring, it typically requires at least three years for an owner to prep a business to sell for a premium price. When should a business owner think about creating an exit strategy?
“As soon as retirement crosses your mind for the first time,” stresses Hubler. “It’s really never too early.” Many business brokers and advisers recommend incorporating an exit strategy into the business plan from the start. Bruce Hakuitzwi, an expert in buying and selling businesses, writes that this is “the smartest plan in today’s fast-moving economy.” He adds that an exit-strategy plan provides a blueprint for success: “It helps define success and provides a timetable for charting your progress.” Hubler says the first steps in developing an exit strategy are determining whom you are selling to and then cleaning up the business’s bookkeeping and accounting to reflect maximum value. He says most business owners are accustomed to focusing on tax reductions rather than increasing value. “For every $1 saved on tax
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reductions, you lose $3-$5 on the value of your company. Owners need to focus on increasing the value of the company in order to obtain the maximum price for the business,” he points out. The next step is to establish an initial value for your business, based on its income and expenses, contracts, customer base, and equipment. There are a number of exit strategies available, and there is no one-size-fits-all. Exit strategies will vary by companies and their specific situations. Exit options include private sales, management buyouts, co-owner buyout, an employee stock-ownership plan, retention of ownership but becoming a passive owner, liquidation, and gifting the business to relatives. Larger companies may consider an initial public offering (IPO) as an option. There is plenty of help available to business owners who want to develop an exit strategy. Hubler says using a business broker or
consultant to develop an exit strategy is similar to using an accountant for financial services or a lawyer for legal services. “The majority of business owners don’t have a full understanding of what it takes to sell a business,” he says. “After all, most of them have never sold a business. Statistics show that 75 percent of business owners think they can sell their business in a year or less. In reality, it takes much longer. “The experience of a business broker is invaluable,” stresses Hubler. “We know how to bring everything together. We know what buyers and lenders are looking for, and we know how to talk their language. You only need one thing not to be right to have your banker and buyer cast doubt on all of your numbers.” Hubler says an exit strategy is a process that requires time, thoughtfulness, and patience. And, in the end, it delivers a tremendous payoff.
CAREER
Objectifying Office Politics By REX CONNER
A
nything described with the word “politics” seems to have a bad connotation. It’s not just the current political environment; it’s the word itself. Think of the roots of the word: “poli” meaning many, and “tics” meaning bloodsucking pests. “Office politics” usually carries the connotation that you have to learn to get along with the powers that be in order to get ahead, or even to survive. To a degree, that’s true; but there is a strategy you can follow that does not require you to sell your soul. The strategy is called “objectifying.” While the word “objectify” might have a bad connotation in
some circles, it simply means to make something objective that is currently subjective and open to interpretation by different people. The root of most all evil in the workplace is subjectivity, especially when the subjectivity shows up in work processes and in communications that deal with a person’s performance. Consider the last three or four conflicts you have experienced in the workplace. With those in mind, drill down to the root of the conflicts. What percentage of the conflicts is caused by a subjective process, with “subjective” meaning it was left open to interpretation? “Process” means the collective steps to
produce an outcome. Your conflicts may have been caused by disagreements on how the work was to be accomplished, or by what the outcome was supposed to be, or by how your performance was evaluated. This is especially true with the important and highly emotional process of how your pay is decided, how you qualify for pay raises, how your job performance is evaluated, how the workload is distributed, or how you must qualify for promotions or advancements. Leaving any of those factors open to interpretation invites conflict. How does this apply to office politics? The more subjectivity there is in the workplace, the
more POOP there is. POOP is an unfortunate acronym for “power over other people.” In the ideal workplace, all work processes and communications about performance are objective — not open to interpretation. Objectivity results in very few disagreements about what should be accomplished, how it should be accomplished, how people’s performances are evaluated, or how people are treated. The more objective the work processes and communication are, the less POOP, or ability for someone to show favor or disfavor to others. For example, Roz had four bosses in a row that liked her work and the results she achieved for
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the company. The fifth boss didn’t like Roz. He changed, on a whim, Roz’s responsibilities and disciplined her for “not being a team player.” Roz was soon forced out of the job. Why? The boss acted well within his role. The company didn’t have objective job descriptions or objective processes for changing job descriptions, so there was nothing to prevent the boss’s actions. The boss’s description of “team player” was, of course, subjective, with no requirement to define it objectively. If Roz had chosen to play the boss’s game, the outcome may have been different, but Roz intentionally refused to play at office politics. Roz’s only hope in this case would have been to establish an objective job description before facing the political situation. Since the company didn’t have any objective job descriptions, Roz would have had to initiate the creation of one, along with reaching an agreement to be evaluated by the objective standards defined
in the job description. Since objectivity in a job description is as rare as an obedient pet cat, it may seem like an unrealistic dream, but (to use a favorite mixed metaphor) it’s not rocket surgery. It can be as simple as listing each task required by the job and then describing the objective standards that will be used to identify success in accomplishing that task. That leads us to another component of the workplace, in addition to job descriptions, that would need to be objectified: communication. “Be a team player,” “show good business acumen,” and “take initiative” are all examples of a neverending list of “fuzzy” communication in the workplace. Fuzzy means that it is subjective — open to interpretation. Not all fuzzy communication is bad, just the communication descriptions that deal with how a person is expected to perform. Office politicians prefer to use
fuzzies so they can reserve the power to interpret the fuzzies to their own preference at a later time. There is a simple process to use to clarify fuzzies before they become the source of conflict. Of course, simple doesn’t mean easy; it means the process is not complex. It involves translating the fuzzies into observable performances. For example, when the office politician says, “You need to be a team player,” the response could be, “OK, help me to know what actions I can take to align with your definition of ‘team player.’ When you observe me being a team player, what are you observing me do?” You then proceed to list the performances as they are defined, clarifying the performances that are still fuzzy. This process may take some time and will definitely take some patience as both people work through a conversation that may have never happened before. The translated observable performances might end up being:
• Arrive at team minutes early
meetings
• Don’t roll your eyes at team members’ comments • Volunteer for assignments on the team That translation process may be lengthy, but it works for all fuzzy language. More importantly, the result is no subjectivity in which to hide. Requirements, and accountability, can be very clear. Your effort to reduce the impact of office politics by objectifying the subjectivity in your job description and in communication about job performance is not an easy path, but it is definitely striking at the root of any political evil in your workplace! • Rex Conner is the author of What If Common Sense Was Common Practice in Business? (available on Amazon). He is the lead partner of Mager Consortium, spending his professional efforts to bring common sense into the workplace. www.magerconsortium.com
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CAREER
Is There an Easy Way to Work with Difficult People? By K. LEIGH WISOTZKEY
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hat makes certain people “difficult” to work with? Do they intentionally set out, every morning, planning to dig in their heels and wreak havoc everywhere they go? It may seem that way, but it’s unlikely that the most challenging people we have to deal with, day in and day out, are consciously scheming to make everyone else miserable. However, the saying goes that “misery loves company,” and it’s a fact that there are many people around us who are miserable, for one reason or another. Miserable people can easily become difficult people, without even trying. Therefore, many of us are faced with “difficult people” — those who challenge us to be diplomatic, professional, and sometimes even civil in our working lives. Difficult People – More Difficult at Work? Since many of us don’t actually choose the people we work with, dealing with the difficult ones can feel like a chore. In our personal lives, we have the choice to deal with them or not. At work, it’s just part of the territory, and you often need some of those most difficult people to get your own job done. Even so, you still might ask yourself, “Do I really have to deal with this?” Whether you have the financial or other freedom to leave a job because of one difficult person, it’s probably worthwhile to work
stressors that contribute to whatever behavior makes them difficult for others to deal with. But as you find yourself in a situation that’s getting heated, there are steps you can take to ease the tension: 1. Remain calm. Don’t take it personally, and don’t get defensive. “Take a few deep breaths. Find your ‘pause’ button. Try to find where this person is coming from,” Styer suggests. “Find compassion and use active listening. The goal is to de-escalate, and if you can remain calm and resist the urge to become defensive, that in itself will de-escalate the situation. ”
through the challenge, and it’s likely to help you in other areas of life, as well. Five Approaches to Dealing with a Difficult Person First, what do we really mean by a “difficult person”? They might be described as angry, doesn’t get along well with others, uncooperative, doesn’t communicate well (if at all), not a team player, or someone who just thinks differently, among other things. “Establishing a nice rapport with co-workers is a proactive way of dealing with difficult people,” says
Donna Styer, professional coach and president of D.R. Styer & Associates. “For example, always say hello, which is important for managers, too.” One key thing to remember is to not allow yourself to take things personally. “It’s not about you — it’s about them,” says Styer. At the root of a difficult person is often fear, and you never really know what’s going on behind the scenes. The person may have financial problems, personal or family illness, an unhappy personal relationship, or any number of
2. Let go of ego and intellect. “There is no win or lose, no right or wrong,” says Styer. “You may be smart and the other person may not be 100 percent correct, but there are ways to say things without offending.” 3. Walk away/detach. If things are getting out of control, and it’s obvious that it’s only getting worse, there are appropriate ways to walk away. For example, “I have to leave for a meeting right now. Can we continue this conversation at 3?” 4. Let it be a test. “Difficult people can be a great test for all of us,” Styer advises. “If you want to evolve, ask yourself, ‘What do I need to learn from this?’”
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If this person is always on your case, figure out what it is that they really want. You may also consider that what bothers us most about other people is often a reflection of ourselves. 5. Have a one-on-one talk. If the situation is ongoing, it may be worthwhile to muster the courage to invite the person to sit down and really talk. Start with sincere, positive statements, and lay out your feelings. “And remember, it’s not about you. It’s about them,” Styer reminds. You could find out that the person has something difficult that they are dealing with, by themselves. Alternative Solutions With all of these approaches, you may still not find resolution. For example, if you’re in a company of 100, and 75 of those people are miserable, this is just plain unhealthy, and it may be time for you to seek other employment. Or you may even find that you are that difficult person! The bottom line is that everyone deserves to be happy (and that won’t be all of the time, of course). Sometimes a sincere compliment goes a long way with someone who just doesn’t seem happy. It also may be helpful to find someone in leadership or a trusted friend to talk with for additional insight. At a certain point, though, it may be worthwhile to hire a professional coach (either personally, or perhaps the company will pursue that option). There may be more to the situation, or there could be someone else stirring the pot. It also could be that it’s a personal issue, and the person really needs counseling. There are so many things that could be going on behind the scenes, and sometimes it takes a professional to help. No matter what approach seems best for you, it all comes down to taking that moment to pause and find compassion. If you can remember that it’s not personal, you may learn what’s really going on and discover a positive way to move forward. Styer suggests, “If we feel that people are doing the best they can, it can be easier to see people as they are and find ways to work in harmony.”
CAREER
Would You Rather Work for a Woman or a Man? By MARINA MCCARTHY
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was trying to figure out how I could take my child to the dentist without using any of my precious vacation time. My plan was to use a sick day, but my boss was adamant that sick days are for when you’re sick. I tried appealing to her as a mother who had somehow survived the doublemarathon of raising children while working full time. “You feel my pain, don’t you?” I asked. “Couldn’t I save that vacation day for vacation?” “I missed out on plenty of vacations when I was raising my kids,” she said. And that was that. She didn’t need to verbalize her rage over how hard it had been in her day, or how no one had given her a break. The full scope of the bitterness was in her tone, and while I vowed, silently, to find a new boss, I also vowed to be a kinder one. Female Bosses = Dragon Ladies? As a nation we seem to have an appetite for narratives that characterize women as terrible bosses. Last year The Atlantic ran an article that aggregates anecdotes about female bosses, suggesting that there are “types,” such as “queen bee,” “dragon lady,” or “emotional softie.” Gah. These terms are so meaningless, but what’s worse is that they play into the double-bind that professional women have suffered from since
forever: We disdain women who act too much like men, but, on the other hand, we disdain women who act too much like women. We’re Goldilocks, looking for that ladyboss who’s not too hard and not too soft, and we seem to think that somewhere out there, there must be a lady-boss who’s just right. I’ve been working for almost 30 years, and I promise you, there’s no lady-boss who’s just right. But also, there’s no dude-boss who’s just right. It boils down to something akin to a geometric proof: Bosses are people; people have baggage; therefore, bosses have baggage. Female bosses are not monsters — but they are human. The Whole Gamut My female bosses have run the gamut from wonderful to harrowing. One of my all-time best bosses was Eleanor, an Irish-Catholic who narrowly escaped the convent by getting married (and divorced) and pushed our little New York City nonprofit organization — in 1991, mind you — to become more inclusive. “Why are there only white people working here?” she asked, and she led the charge to recruit women of color. She had high expectations, exercised empathy, and respected her protégés. She also seemed to possess a sixth sense for when to step in and when to stand back.
My all-time worst boss was an insecure, tyrannical, and paranoid woman who threatened her employees with lawsuits if they said unpleasant things about her or her husband. At night, she read our emails. She bullied her lawyer into writing illegal contracts for us. There was also the department chair, a woman who clearly preferred the company of handsome young men and, once besotted, blatantly promoted their work over that of us women. In the end, though, she seemed like just another workplace hurdle among thousands of workplace hurdles. And then there was the hard-ass boss, Stephanie, the woman who wouldn’t let me use a sick day to take my child to the dentist. I can still work myself into a lather thinking about all those evenings I snuck out of my office on time at 5 o’clock sharp and tiptoed the long way around to the elevator so
Stephanie wouldn’t see me leaving so “early.” And What about the Men? Have the male bosses been any better? Not really. Have they been any worse? Not really. I’ve had that man-boss (haven’t we all?) who cut me off in meetings, or explained things to me that I already knew. I’ve had the man-boss who made inappropriate comments about other young women in the office (as I assume he must have done about me). And the manboss who completely ignored interpersonal conflicts that, as the manager, he should have been mediating but didn’t, because interpersonal conflict was too boring and too hard to deal with. There’s also the fastidious man-boss whose story I tell the most often because it’s so baffling and egregious. A female co-worker and I were kvetching about how
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hard it is to go home at the end of the day and leap into mom duties before you even change your clothes: You have to pick up kids, or get dinner on the table, or manage crises, or all of these things at once. Our boss, whom I’ll call Hugh, rolled his eyes and sighed an enormous sigh of empathy. “I know,� he said. “It’s chaos. It’s exhausting. It’s awful. It makes my stomach get really upset every time I go through it.� For a moment, my co-worker and I thought we had found a kindred spirit, and we were surprised because we had not expected a sympathetic ear from Hugh. Then Hugh said, “That’s why I make sure to come home on the late side, after my wife has already fed the kids and gotten them ready for bed. My stomach just can’t handle all that other mess.� From that day on, every time I heard the click-click-click of his fussy little dress shoes walking down the hall toward my office, my
stomach would turn. But there’s also the man who gives Eleanor a run for her money in the good-boss department. He’s a dad, and when I say that my child just ran into a wall in P.E. and has to go on concussion watch, he says, “Go, do what you have to do; take your time. Nothing that important is going to happen here today.â€? Like Eleanor, he, too, has high expectations, exercises empathy, and respects his protĂŠgĂŠs. He knows when to offer a hand and when to let his people figure things out on their own. These are the qualities you want in a boss — and they’re available to anyone of any sex who wants to cultivate them. • NextTribe is an online magazine for smart, bold women over 45 that offers information, inspiration, and a healthy dose of irreverence on a range of issues related to being this age in these times. For more great info, go to NextTribe.com.
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Changing Jobs? Know Your 401(k) Options By BARRY SPARKS
Cash out. This is the least advised option because it has far more negative consequences than positive ones. Some advisers refer to this as “raiding the piggy bank.” “We strongly discourage this option,” says Jennifer Reisinger,
Lifestyle
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orkers are changing jobs more than ever. Today, the average person changes jobs 10-15 times during his or her career, according to the Bureau of Labor Statistics. That means workers are often in a state of transition. Many people who leave jobs must consider what to do with their employer-sponsored 401(k) plans. The plans, which have grown in popularity the past two decades, offer tax-deferred savings. Contributions are deducted directly from earnings, and many companies will match all or part of an employee’s contributions. In 2015, 54 million Americans were active 401(k) participants, according to Investment Companies Institute. “Since the 1990s, we have seen more companies move away from offering defined-benefit retirement plans to 401(k) plans,” says Edward O’Gorman, chief investment officer for River Wealth Advisors in Harrisburg. “Today, there’s much more mobility in the workforce, and 401(k) plans recognize that.” When employees who participate in 401(k) plans leave a company, they have four options, which are reviewed below:
chief operations officer, River Wealth Advisors. “The only time we would recommend this option is if the person were in a dire situation, such as having lost their job and having few financial resources.” Reisinger says there are a number of penalties if you cash out your 401(k) before age 59 1/2. You will be subject to a 10 percent federal early-withdrawal penalty, plus income taxes. Employers often hold 20 percent of the cash-out just to pay taxes. You could lose up to 30 percent of your withdrawal. This is a hefty price to pay. “It’s important to remember
why you started a 401(k),” stresses Reisinger. “The goals were to save money for retirement and receive some tax benefits. By cashing in, you negate those goals.” As if the penalties weren’t enough, you also lose the potential future earnings of your money compounding in the 401(k). If you took $10,000 out of your 401(k) instead of rolling it over into an account generating 8 percent tax-deferred earnings, your retirement fund could end up more than $100,000 short after 30 years, according to the Financial Industry Regulatory Authority.
Leave it with your old employer. You are not required to roll over your 401(k). It’s important, however, that you compare your old employersponsored plan with your new employer’s. “We recommend a side-byside comparison,” says O’Gorman. “You should look at the plans’ costs, investment options, potential limitations, and other features.” If your former employer’s plan has provided strong returns with reasonable fees, you may want to consider leaving your account behind. If you decide to leave your account behind, you still have the
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option to move it to your new 401(k) or to an IRA at any time. Be aware, however, that you will no longer be able to contribute to the account. Check to see if there are any other limitations. Roll it over to your new employer’s plan. Not all employers allow you to roll over a 401(k) from a previous employer. Check with your employer to find out. If so, compare the two plans. You may benefit from more investment choices, lower fees, and more flexibility with your new employer. Select the plan that best meets your needs. “Rolling over your 401(k) consolidates your funds into one account,” says Reisinger. “It makes it easier to see and manage your funds. We encourage people to keep it simple.” Roll it over into an IRA. When considering the option of keeping your 401(k) with your company or rolling it over to an
There are a lot of investment options, and they can sometimes be confusing. Financial advisers have the expertise and experience to help investors better understand their options.
IRA, you should consider cost and flexibility. The costs associated with a 401(k) can vary significantly. An IRA can cost less, particularly since most have little to no annual fees. Most 401(k) plans offer limited investment options, with the average 401(k) plan offering 20 funds, according to Brightscope. An
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IRA typically provides numerous investment options. A traditional IRA can be rolled over to a Roth IRA, which offers tax-free growth and tax-free withdrawals in retirement. O’Gorman recommends that a financial adviser help with the rollover since timing is essential. The most common mistakes
people make in regard to their 401(k) plans, according to Reisinger and O’Gorman, are: cashing in, doing nothing, and missing the 60day deadline. Reisinger says: “Cashing in tends to be shortsighted and filled with negatives. Doing nothing often leads to missing better investment opportunities that give you more choice, control, and convenience.” O’Gorman adds: “The IRS gives you 60 days to complete your 401(k) rollover to another IRA or qualified plan. If you fail to complete the rollover within that time, the funds will be treated as ordinary income when it comes to tax time. That’s a costly penalty you want to avoid.” There are a lot of investment options, and they can sometimes be confusing. Financial advisers have the expertise and experience to help investors better understand their options. They also can help you manage your personal finances and reach your financial goals.
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Gynecological Care Shifts Focus During and After Menopause By MEGAN JOYCE
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Low bone density is a major factor in fractures of the hip, spinal column, and other bones. Poor balance and decreased strength contribute to risk of falling and, therefore, are risk factors for fractures. These are important factors that should be addressed in the menopause years. “The treatment options for low bone density and osteoporosis have become much more available in the past decade,” Gerbert said. “Low bone density and osteoporosis may be indications for prescription treatment as well as other supplements; this will depend on your individual risk factors.” Linked to low bone density is vitamin D insufficiency, another condition your OBGYN will be on the lookout for as menopause commences. Produced by the body in response to sun exposure or consumed via food or supplements, vitamin D plays a number of important roles in the body’s functioning, including aiding in the absorption of calcium, magnesium, and other minerals. Vitamin D also supports the immune system, brain, and lung and cardiovascular health, among other benefits. “Aging and use of sunscreens, as well as geographic location and regional weather, affect vitamin D production,” Gerbert said. “Many older people are low or even deficient in vitamin D.” Determined via a simple blood test, vitamin D deficiency can be treated with various supplements,
some of which are long term and may require a prescription. When it comes to alleviating the bothersome symptoms of menopause — hot flashes, night sweats, mood changes, and sleep disturbances — your physician may recommend the use of menopausal hormone therapy, or MHT. Estrogen, with or without progesterone, is the most effective treatment for menopausal symptoms, Gerbert said, and “is used for the shortest duration possible. This amount of time can vary tremendously between individuals.” Depending on your preferences and needs, MHT can be administered via pill, patch, cream, lozenge, or a combination of those methods. MHT use saw a steep decline in the 2000s after a 2002 Women’s Health Initiative Study linked MHT with increased risks of coronary heart disease, invasive breast cancer, stroke, and blood clots. More recent research, however, has disputed those claims and found the risk increases to be minimal. “Many women suffered symptoms and were not treated out of exaggerated fear of side effects of MHT,” Gerbert said. “The pendulum now seems to have swung, with MHT being used in moderation and in appropriate cases, as all medications should be. “In healthy women who are less than 60 years old or less than 10 years since menopause, the benefits of MHT are felt to outweigh the risks.” The two routine tests most commonly associated with a woman’s
annual pelvic exam are the Pap test, used to check for cancerous and precancerous cells in the cervix, and the mammogram, the breast cancer screening that begins for most averagerisk women at age 40. Postmenopausal women might wonder if it’s necessary to continue with both screenings. According to the National Institutes of Health, more than 40 percent of all breast cancers diagnosed are in women aged 65 years or older, with a median age for diagnosis of 62. Breast cancer is most frequently diagnosed among women aged 55-64. The need to continue breast cancer screenings via mammography depends largely on a woman’s health status. Women who are over 74 and whose health status leaves them unlikely to live 10 more years may choose to discontinue mammograms. “A simple rule of thumb would be that women who are well enough to consider treatment of a newly diagnosed breast cancer should likely continue mammogram screenings,” Gerbert said. Regular Pap tests are still recommended for women 50-64 years of age, but “some women with a lifelong history of normal Paps may be recommended to have no further pap collections somewhere between 65 and 74 years of age,” Gerbert said. “It is important to keep in mind that the Pap is only a small part of the full pelvic exam, and GYN visits and pelvic exams would generally be recommended to continue [after menopause].”
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he process of menopause brings myriad changes to a woman’s life, including a shift in focus for her routine gynecological care. BusinessWoman spoke with Dr. Kathleen Gerbert, of MayGrant Obstetrics & Gynecology in Lancaster, about the ways in which gynecological care changes both during and after menopause, which occurs on average at age 51, Gerbert said. “Gynecologic preventative care varies by age, and evaluation and treatments are related to the risks associated with that phase of life,” Gerbert said. “In younger years, the GYN visit may center on menstrual issues, contraception, sexually transmitted infections, etc.” As women mature, however, the yearly exam changes in focus but becomes no less important. “The risk of cervical cancer decreases as a woman ages, but the risk of uterine, breast, and ovarian cancers increases,” Gerbert said. “With increasing age, women also become more at risk for low bone density, such as osteopenia or osteoporosis.” Osteoporosis affects about 25 percent of women aged 65 and over, according to the Centers for Disease Control and Prevention. Bone density is best diagnosed through DXA scan, a 15-minute, painless test. Women at higher risk for osteoporosis should begin regular testing between ages 50 and 65, and all women over age 65 should be tested.
Dr. Kathleen Gerbert of May-Grant Obstetrics & Gynecology in Lancaster.
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By MEGAN JOYCE
connect individuals with licensed a stroke — they were at their wit’s caregivers to help with housekeeping, end,” Kay said. “Having someone companionship, transportation, come in and help was pivotal.” Kay also cooking, and recounted the other personalstory of a daughter care tasks. whose mother was “We are a hybrid foundation. in the hospital in No one does hospice care. The what we do,” Kay mother wanted said. “We are, at to spend her final times, the last days at home, place people can but the family go to find the couldn’t find F O U N DAT I O N help they need.” anyone to help. In recognition “We found of Stawovy’s the appropriate breast-cancer battle, the foundation agency, and they sent in a trained also finds home-care assistance caregiver … The mother perked for breast cancer patients and their up as soon as she came home,” caretakers. Kay said. “They spent four beautiful “In times like this, everyone deserves clean sheets, clean bathrooms, and nutritious cooking. Sometimes it’s just about having someone to listen to what’s on your heart,” Kay, a former home-care agency community liaison, said. “It is hard for women to ask for help. Often children and family live far away, and they don’t want to burden their neighbors.” The 501(c)3 foundation generates funding for its grants by partnering with community organizations and through fundraising initiatives, such as golf outings, an endowment program, special events, and charitable contributions. And it all goes toward the foundation’s grants and programs, Kay said, stressing that “no one takes a salary from this organization.” Kay said the feedback they have received from care recipients has assured them they are continuing to help in a way Stawovy would have wanted. “One of our [breast cancer] clients said they needed all the help they could get. They were so tired from working, treatment, and taking care of a spouse that had just had
Che ryl Kay
days together, staying up all night laughing, telling stories, crying, and hugging. What a beautiful way to spend your last days.” The foundation often receives word of people in need from social workers, case managers, and nurse navigators. Each $1,000 grant — estimated to cover about 50 hours of in-home care — is made to the partnering home-care agency, not the individual directly, to cover the cost of the individual’s needed services. Forms and an explanation of the grantapplication process can be found at www.cherylkayfoundation.org. “Having someone to hold you up and say, ‘I’ll be here for you and help you in this fight’ is priceless,” Kay said.
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Wellness
heryl Kay Stawovy lost her life to breast cancer in 2013, but a foundation created in her name soon after has ensured that her legacy and life’s passion live on. Also formed in 2013, the Pennsylvania-based Cheryl Kay Foundation has a mission to improve the quality of living and independence for senior citizens age 79 and older in financial need and for women battling breast cancer, according to its website, www.cherylkayfoundation.org. Stawovy and her sister, Kathi Kay Lenhart, were co-owners of a successful medical waste-disposal company until 2008, when they decided to change course and become franchise owners of a local senior home-care company. The sisters were moved and troubled by what they too often saw: seniors losing their quality of life and independence because they could not afford the out-ofpocket cost of in-home help but who don’t qualify for state assistance. Their career transition bloomed into a dedication to providing meaningful, compassionate service to people in their last years. Then, Stawovy was diagnosed with metastatic breast cancer in 2011. “We wanted to honor her life and keep her memory alive,” Lynne Kay, director of development for the Cheryl Kay Foundation and Stawovy’s sister-in-law, said. “Too many people who needed help couldn’t afford it. We wanted to do something to help those in need and honor Cheryl.” The family-run nonprofit accomplishes this by providing financial grants to home-care agencies to cover services for older adults and women facing breast cancer. In addition to grants, the foundation partners with nonmedical licensed home-care agencies to
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You’re Stronger than You Know
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Wendy Terry
By LYNDA HUDZICK
immediate family has or has had breast cancer,” she said. Her official diagnosis was estrogen-receptor positive, stage 2, invasive lobular carcinoma breast cancer. “I was very lucky that they saw the spots on the mammogram,” Terry said. “Most women get breast cancer in their milk ducts, but mine was in the lobes of the breast and is usually very hard to detect due to being so deep in the breast tissue.”
Wellness
endy Terry received the phone call all women dread on Jan. 5, 2015. “I had my annual mammogram in December 2014 and was told they saw two spots in my right breast that needed to be biopsied,” she recalls. When she was told by her doctor that the biopsy results showed she had breast cancer, she felt a mixture of fear, anxiety, and disbelief, as “no one in my
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Because some of her lymph nodes tested positive for cancer during her lumpectomy surgery, Terry had to complete four rounds of chemotherapy and then 30 radiation treatments, followed up with the hormone drug Tamoxifen. “I decided on the treatment plan that my amazing cancer surgeon, Dr. Brynn Wolff, recommended because after meeting her for the first time, I knew I made the right decision on which doctor I chose to help me win the fight against breast cancer,” she said. Terry credits her family, friends, and the Central Pennsylvania Breast Care Center doctors for helping her get through her treatment and recovery, but she especially appreciates the support from her husband, Carl. “He was my rock through this journey,” she said. “After my diagnosis, I saw a side of him I had never seen. He stepped up and supported our family as I was unable to work … and when I lost my hair due to chemotherapy, he came home from work one day with his head shaved bald so that I wouldn’t feel alone.” Although Terry admits that she was very frightened when she initially received the diagnosis, she decided that she was going to do all she could to beat the cancer. “I had a lot of living left to do,
and I made up my mind that I wasn’t going to feel sorry for myself — that I was going to fight with everything in me,” she said. Terry stressed the importance of keeping up with follow-up appointments and taking all prescribed medications to aid in the recovery process. Unfortunately, she did develop some complications following her initial surgery and had to have several follow-up surgeries. She has also been hospitalized for severe cellulitis and sepsis and, due to ongoing infections in both breasts, she “had to have a complete bilateral mastectomy in February 2018 and another surgery in April 2018.” Terry believes that her April surgery, which was her fourth, was also her last. Today, she is “doing well and I am cancer-free,” she said. For anyone who may have been recently diagnosed and is finding themselves struggling with the overwhelming fear that can come along with a cancer diagnosis, Terry said it’s important not to let the fear win. “You are a lot stronger than you think you are,” she said. “I would also say to rely and lean on family and friends that offer their help during this time. No one can make it through a journey such as this on their own.”
Focus on the Possible
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By LYNDA HUDZICK
side of this and be just fine,” she explained. This year Lawson celebrated being five years out from her breast cancer diagnosis, although she did develop acute myeloid leukemia in 2016 as a result of the chemotherapy. “Thankfully, I ended up finding a donor match and was able to get a stem cell transplant, and I’m in remission from the leukemia as well,” she said. Lawson is an avid fund raiser for the American Cancer Society, starting back in the 2013, the year she was diagnosed. “I formed a team and walked in my first Making Strides Against Breast Cancer walk,” she said. “My goal was to raise at least $2,500 and to be a Pacesetter so that I could get my picture on a track sign.” Her team ended up raising double that amount, and she’s been committed to the cause ever since. “In 2014, I joined the committee for the Making Strides Against Breast Cancer walk, and I’m currently the Up and Coming Pacesetter chair, trying to help and encourage others to raise at least $2,500 for the cause,” she said. The best advice Lawson can share with others who are diagnosed with breast cancer is to remember that there is hope and recovery is possible. There are many long-term survivors of not only breast cancer, but other cancers as well, and as Lawson put it, “there is no reason to believe that you won’t be one of them.”
Jenna Lawson
Wellness
hen Jenna Lawson first felt the lump in her breast in February 2013, she said it felt “rock hard, and I knew it wasn’t good right away.” She was panicked, and “couldn’t wait for the doctor to open so I could get in to see him.” This married mother of one was diagnosed with estrogenand progesterone-positive breast cancer that was also HER2 negative. “I was, however, considered ‘HER2 low’ and was offered the chance to participate in a study where I would be given Herceptin along with Adriamycin/Cytoxan/ Taxol chemotherapies,” Lawson said. She decided to participate because she was young, healthy, and “willing to throw everything at my cancer that I possibly could,” she said. As she progressed through treatment, Lawson went on disability from her job and, as she put it, the silver lining to the whole situation was that she was able to spend time at home with her then 1-year-old daughter. “[My daughter] was definitely the comic relief I needed each day,” Lawson said. She also had a lot of support from her husband, Eric; her mother; and her mother-in-law, but reaching out to as many survivors as she could, either through the internet or support groups, was also a big help. “I needed to know that you could come out on the other
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Every Journey is Unique
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By LYNDA HUDZICK
tarting in her 20s, Judy Konchar began having issues with severe pain in her left breast. She was prescribed some medications to help with the pain and was encouraged to have mammograms every few months, but “the pain just persisted,” she said. “I almost began to treat it as normal.” At each mammogram, “the pain was present, but the tests all showed negative,” Konchar said. “They even tried ultrasound, but
still nothing.” Konchar began to experience migraines from, she believes, having to deal with the intense pain. “The migraines kept coming, to the point of ER visits and IV treatment, followed up with narcotics for the symptoms,” she said. It was after her second daughter’s birth in 1999 that a mammogram finally showed a reason for the pain, but Konchar initially ignored the phone call when it came. “I thought, ‘I know the routine;
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Judy Konchar
it’s time for another test,’” she said. “But then I got a call from the doctor himself. I was told I needed to be seen. I was 35 years old and my youngest child was only 10 months old.” At the appointment, Konchar finally saw the cause of her pain for so long — a mass the size of a golf ball. She was told she needed to have a biopsy done. “My response was, ‘If you want that, buddy, you better put me under’ — and sure enough, he did,” she said. The biopsy showed adenoid cystic breast cancer, a very rare type of nerve cancer where the pain comes from the nerves. “That was Oct. 26, 1999, and by Nov. 2, 1999, I had had a left breast mastectomy,” Kochar said. “I don’t think I really wanted to think about it; all I know is that nothing could be as bad as the pain.” Konchar credits the support of her husband, family, and friends for helping her get through the experience. “There were no support groups back then for breast cancer,” she
said. “It was a month of recuperation and healing before I went back to work and a normal routine, but I had a wonderful caregiver in my husband, visiting nurses, and the surgeon.” Today, Konchar is 19 years cancer-free, and this busy mother and grandmother enjoys being able to support and encourage others who have survived cancer through the ownership of the York Health Boutique for Women, something she’s been doing since 2012. Konchar believes the boutique “helps women know that they can be whole.” Konchar knows it’s important to remember that many pioneering breast cancer survivors have gone before those who are diagnosed today, and with each survival story, more is learned, hopefully moving society closer to a cure. “I have learned a lot about myself by sharing survivor experiences,” she said. “Be happy with the decisions you make for yourself as you go through your own journey.”
Watch
Women to
Courtney Lewis has been hired as director of the financial development department at Schreiber Pediatric. Lewis will oversee Schreiber’s fundraising department. Her work will include directing special events, grant writing, and supporting fundraising communications.
Danielle Martin joined the Landis Homes’ team as the new nursing home administrator. Martin, with 27 years of healthcare experience, was most recently employed as the NHA at Penn State’s Health Transitional Care in Hummelstown.
Kaitlyn Sollenberger has been hired to fill a new social worker position in the Social Services Department at Schreiber Pediatric. Sollenberger brings a background in early childhood education and behavioral health to the department.
Kathryn L. Simpson, attorney with
THIS SPACE COULD BE YOURS!
Applause
ACHIEVEMENTS & Sandra L. Meilton, an attorney with
Daley Zucker Meilton & Miner, LLC, was selected to The Best Lawyers in America for her work in family law and family law mediation. She was also recognized as one of the 2019 Lawyer of the Year Award recipients for the same practice areas.
Mette, Evans & Woodside, was recently appointed to the Pennsylvania Coalition Against Rape board of directors. The mission of PCAR is to work to end sexual violence and advocate for the rights and needs of all sexual assault victims.
See below regarding how to submit your achievements and/or career changes. You have worked hard to get where you are; why not share it with other businesswomen just like you!
Do you have an announcement?
Please email your announcements of career advancements and professional new hires to crupp@onlinepub.com. Electronic photos should be saved as a tiff, jpeg, pdf or eps at 300 dpi. Or mail to: BUSINESSWOMAN, 3912 Abel Drive, Columbia, PA 17512. Photos sent through mail will not be returned. Please – no duplicate releases.
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 Wicked Kitchen 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
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
Yellow Breeches Chapter 6 p.m. 4th Wednesday of the month Comfort Suites 10 S. Hanover St., Carlisle Kerina DeMeester kerina1011@gmail.com
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
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
Pennsylvania Public Relations Society 5:30 p.m. Last Thursday of the month Larissa Bedrick, President pprshbg@gmail.com www.pprs-hbg.org
Executive Women International Harrisburg Chapter 5:30 p.m. 3rd Thursday of the month Rotating location Julie Young 717.713.7255 www.ewiharrisburg.org
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 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 Out Door Country Club 1157 Detwiler Drive, York Laura Combs, President laura.combs@integritybankonline.com www.facebook.com/wnyork
BUSINESSWomanPA.com
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October 2018
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Connections
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
Escape, Indulge, Explore Please Join Us!
ng Shoppi tions stra Demon inment Enterta tments a Spa Tre nars m Se i izes Door Pr re! and mo
E
Oct. 6, 2018 9 a.m. – 2 p.m.
Lebanon Expo Center
omen’s Expo Lancaster County
80 Rocherty Road Lebanon
Oct. 13, 2018 9 a.m. – 2 p.m. Spooky Nook Sports
omen’s Expo Cumberland County
Nov. 10, 2018 9 a.m. – 2 p.m. Carlisle Expo Center 100 K Street Carlisle
2913 Spooky Nook Road Manheim
Sponso rship and ex hib applica itor tio now be ns ing accept ed.
aGreatWayToSpendMyDay.com 717.770.0140 • 717.285.1350
FREE advance guest registration online! ($5 at the door) 717.285.1350
3912 Abel Drive Columbia, PA 17512 businesswomanpa.com
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