Network Magazine Summer 2021 | Issue 23

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SUMMER 2021

CONNECTING LEADERS | CREATING BUSINESS

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contents 06 A Sustainable Investing

20 Can "No-Poach" Agreements

08 Working From Home The

24 How Can We Handle Returning

Overview

Second Time Around

Be Enforced? Probably Not. to "Normalcy"?

10 2021 Proposed Federal Tax Law 26 Hindsight 2020: The Pandemic Changes: It Ain't Over 'Til It's Over. But What Should You Do Now?

14 "I'm Here Live; I'm Not a Cat" 16 Third-Party Litigation Finance

Disclosure: An Argument for Promulgating Uniform Disclosure Requirements at the Federal Level

18 Living Together Unmarried:

How to Protect Your Rights in an Unmarried Cohohabitation

Impact on Training Delivery

28 How the pandemic drove

creativity and innovation.

42 Video to the Rescue: Getting your Message out During a Pandemic

44 Digital Connections: Donor to Mission

46 3 Must Haves To Maximize

Your Advertising & Marketing Campaigns

48 Vaccinated and Ready to Travel!

30 Discipline & Leadership 50 Understanding Reality After 32 What Should You Expect in HR COVID! Trends for 2021?

52 Cigar Review 34 Real Estate Market Making You Lose Hope?

36 Realtors® Group Launches

Grant for Non-Profits to Honor 100th Anniversary

•adindex 51 Alcom Printing 39 Anthony Limousine 31 ArtsQuest 29 BMI Mergers & Acquisitions 35 Boos Rock Winery 07 Cornerstone 19 Crosson Richetti & Daigle 11 European Wax Center 03 First United Land Transfer 22 Fitzpatrick Lentz & Bubba 40 Greater Lehigh Valley Realtors

43 Historic Bethlehem Museum and Sites

17 Huber, Waldron & Williams 53 John Brown & The Hatchets (Tim Harakal)

05 Lesavoy Butz & Seitz Attorneys at Law

15 Leukemia & Lymphoma Society

25 MC IT - Technology Managed 37 Morganelli Properties 12 Norris McLaughlin Attorneys at Law

13 PenTeleData 17 PeopleFirst 23 Pride Abstract and

Settlement Services

54 Punch Garage 38 Rich Mar Florist 01 St Luke's OMS 47 Triou Marketing 45 The Barristers Club 41 Tri Outdoor 09 X-Golf Lehigh Valley

55 & 56 Olde Homestead Golf Club

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Our leading contributors will continue to change quarterly, sharing information that stays fresh and current. The opinions, tips, and insights on how to best navigate business pitfalls are all provided by the Lehigh Valley's best thought leaders. Our writers are un-censored giving you profound insight from their years of experience from their given field of expertise.

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All Materials © 2021 Network Magazine, LLC. NETWORK MAGAZINE™ is a trademark of Network Magazine, LLC. All rights reserved. Reproduction in part or in full is strictly prohibited. NETWORK MAGAZINE™ is a quarterly publication. The views and opinions expressed in this publication are those of the authors and do not necessarily reflect the official policy or position of NETWORK MAGAZINE™. NETWORK MAGAZINE™ assumes no responsibility for content of advertisement. No representation is made as to the accuracy hereof and is printed subject to errors and omissions.

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A Sustainable Investing Overview WHITNEY BATES. AIF® SENIOR INVESTMENT ANALYST CORNERSTONE ADVISORS ASSET MANAGEMENT, LLC Have you ever thought about investing well while doing so prudently? Sustainable Investing serves as a catch-all term for just that. The phrase embodies a variety of approaches that likely mean different things to different people. It is not an asset class or strategy, and the appropriate implementation method is not the same for all investors. Despite its rapid growth in recent years, the terminology used when referring to sustainable and environmental, social, and governance (ESG) investing remains ambiguous. Whether your focus is ESG Investing, Impact Investing, Socially Responsible Investing, or another facet, investing capital to bring about positive change, both financial and non-financial, remains the ultimate goal.

The outset of sustainable investing dates to at least the early 1700s, with religious organizations excluding investments based on faith-influenced values. Typically categorized as Socially Responsible Investing or Values-Based Investing, these types of strategies use negative screens to remove or avoid particular companies and industries based on the investor’s preferences and biases. Fast forward to the late 1960s, positive screens and Impact Investing take hold as investors look to generate environmental and/or social impact alongside financial returns. Investors contributed to causes such as women’s rights, civil rights, and the anti-war movement as social investing became more mainstream.

A strategy utilizing positive screening is implemented by investing in companies or projects that are considered “bestin-class” on specific ESG issue areas when compared to their peers. These can include factors such as water pollution and carbon emissions (E), gender and diversity of the workforce (S), and a company’s board composition (G). It can also be applied to companies that may not currently meet those standards but are working to improve their practices. For this, consider an oil company, traditionally viewed as destructive or dirty, that is transitioning their business to focus more on renewable forms of energy. The launch of the United Nations Principles for Responsible Investment (PRI) in 2006 further formalized the sustainable investing movement. The PRI represents an independent, global alliance of asset owners, investment managers, and service providers committed to responsible investment. The group set forth six voluntary and aspirational investment principles that offer possible actions for incorporating ESG standards into investment practice.

Asset growth in the space reflects increased interest from investors around the world. As of December 31, 2018, the Global Sustainable Investment Alliance (GSIA) reported

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$30.7 trillion of sustainably managed assets globally1. As of the year ending 2020, assets employing ESG type strategies account for nearly a third, $17 trillion, of all USdomiciled professionally managed assets2. Although interest and participation continue to grow, sustainable investing strategies are not currently implementable to each investor’s standards or causes. One challenge the industry is working through in order to make sustainable investing more easily accessible is the availability, quality, and consistency of ESG-related data. Increased regulation and disclosure requirements, such as those put forth by the Task Force on Climate-related Financial Disclosures and the CDP (formerly the Carbon Disclosure Project), have shifted the landscape in favor of increased transparency across the board. There are currently more than 11,500 companies worldwide that disclose ESG-related indicators and metrics3, and over 125 organizations produce research and ratings on companies based on that data4. Despite the abundance of publicly available data, the lack of standardization in rating methodologies and reporting guidelines often leads to difficulties in determining which metrics are most material to investors and how companies stack up. We delve deeper into the inconsistencies in ESG-related data, reporting, and scoring in our upcoming iQubed article, but rest assured, the data quality and analysis consistency continues to improve.

As the sustainable investing landscape continues to evolve, it is understandable for investors, individuals, and institutions alike to rely on a knowledgeable advisor to navigate the complexities within. Individuals can align their investments with their personal beliefs. Institutional investors acting in the best interest of the organizations they represent can work to integrate the mission of the organization with its investable assets. Opportunities to invest well while doing so prudently exist for those eager to join the movement.

1. GSIA 2018 Trends Report 2. US SIF 2020 Trends Report 3. Bloomberg, 2021 4. Bender, Sun, and Wang, 2017 Securities offered through M Holdings Securities, Inc., a Registered Broker/Dealer, Member FINRA/SIPC. Investment Advisory Services offered through Cornerstone Advisors Asset Management, LLC, which is independently owned and operated.

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WORKING FROM HOME THE SECOND TIME AROUND THOMAS E. REILLY, JR., ESQUIRE PARTNER, BUSINESS SERVICES CHAIR GROSS MCGINLEY, LLP

Channeling my inner Frank Sinatra, working remotely will be lovelier the second time around, once the necessary corrections are made to a business world changed overnight in mid-March 2020 when government response to the COVID-19 pandemic essentially eliminated the traditional office environment as a means of conducting business.

I've never taken a traditional approach to practicing law. My learning curve on remote working was a little further along than most people's; I've been working remotely on a regular basis for the last 20 years. My response to the rest of the business world joining me on March 16, 2020, was, "The genie is out of the bottle; you can't ever put it back."

It appears my prognostication was correct. A survey conducted by FlexJobs in April of 2021 indicated that 65% of people working remotely during the pandemic want to continue doing so, and 58% said they would look for a new job if their current employer requires them to return to the office.

At the same time, 40% of companies surveyed said they intended to keep most of the workforce remote postpandemic, and 90% said digital transformation was a top priority. Employers and employees alike were impressed and amazed at how well their business functioned in a workfrom-home environment.

While remote working is here to stay, it now needs to be revisited as an alternative to the traditional office, not as an alternative to not working at all. Management, technology, security, and people issues that were ignored or minimized during the pandemic now need to be addressed.

The post-pandemic reality is that not every job can be done as efficiently remotely as it can be done in an office environment, and many jobs can't be done at all. In addition, many people, regardless of their position, are just not as effective when working outside of a traditional office environment, or in some cases, not effective at all. Still, some jobs lend themselves to remote working and people who excel at it. Neither reality can be ignored.

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Because it is far more difficult to manage and mentor employees who are physically somewhere else, managers prefer not to. A recent article in the Wall Street Journal reported that managers interviewed believed that remote employees were not as "eager" as those who came to a physical location. Good managers will develop the skill sets needed to interact with remote workers.

Employees who want to continue to work remotely will need to demonstrate the same or a greater commitment to their position than their in-office counterparts. The FlexJobs survey also revealed that 66% of employees working remotely during the pandemic did not have a designated in-home workspace. Post-pandemic, those employees should expect that working from their coffee table or at a chair pulled up to an ironing board will not be viewed favorably.

Employees working from home will need to invest in technology so that the equipment they use at home is equal to or superior to that used in the office. Employers will need to pay more for cyber insurance and will need to invest in upgraded digital security in response to the unprecedented increase in hacks where a company's infrastructure connects to an employee's remote device. Everyone should expect that connecting will get more difficult; the dreaded everchanging password will soon be joined with two-factor identification as a standard best practice and a condition of getting or keeping cyber insurance.

The people issues will also become far more prevalent; in-office employees envious of their at-home counterparts and at-home people believing they are being passed over for raises and promotions because they are not in the office.

These issues can be minimized if policies and employee handbooks are updated to reflect the new hybrid work environment, and every employee knows what is expected from them, regardless of where they work.

The traditional workplace will now co-exist with its remote counterpart. Smart businesses will hire and retain the best employees, regardless of physical location, and properly integrate work from home as an option, but this time do it right, the second time around.

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2021 Proposed Federal Tax Law Changes: It Ain't Over 'Til It's Over.

But What Should You Do Now? JUDITH A. HARRIS, ESQUIRE, LL.M (TAXATION) | EQUITY MEMBER CHAIR, ESTATE TRUST AND TAX GROUP - PA OFFICE NORRIS MCLAUGHLIN, PA

On April 28th of this year, President Biden announced his proposed changes to Federal Tax Law that include, among other things, increases to certain ordinary income and capital gain tax rates, an elimination of the basis "step-up" in excess of certain amounts, and changes to the Federal Estate and Gift Tax laws. These proposed, significant changes are by no means the only such proposals advanced by Democratic legislators—such as Senators Biden, Warren, and Van Hollen-since January, but President Biden's are, as of the writing of this article, the most recent. And he elaborated on his plan more recently, on May 28th, with the release of his proposed 2022 fiscal year budget.

President Biden's proposed changes include the following, under his American Families Plan: Tax Increases: 1. Increase of the top marginal tax rate from 37% to 39.6% for taxpayers earning over $400,000 annually.

2. Increases to capital gains rates to a top rate of 39.6% (the top rate to apply to taxpayers earning over $1 million).

Surprisingly, this capital gains rate increase is proposed to take effect retroactively to the date of President Biden's May 28th announcement, making careful tax planning more difficult for those with appreciated investments or other appreciated assets. 3. More "consistent" application of the 3.8% Medicare tax to those earning over $400,000 per year. The proposal does not clearly define how these income thresholds apply to single taxpayers versus married taxpayers filing separately.

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Taxes at Death: 1. Elimination of the unlimited "step-up" in cost basis of assets held at one's death, limiting it to $1 million per deceased taxpayer. The proposed $1 million limit would include any exclusion of gain on the sale of one's principal residence. Current law allows the cost basis of an asset owned by a decedent to become its date of death fair market value, thereby eliminating any lifetime capital gain on an appreciated asset. Unlike the sweeping and momentous proposal of Senator Bernie Sanders, which would reduce the Estate and Gift Tax exemption from the current $11.7 million per person to $3.5 million, restrict and reduce use of the current $15,000 per person per year annual exclusion, and overhaul the tax efficacy and restrict the use of multigenerational "Dynasty" trusts, GRATs, and Grantor Trusts, President Biden's proposal is silent as to any of these such changes.

Increased IRS Enforcement: The American Families Plan would increase the resources available to IRS to pursue enforcement of tax laws against taxpayers with more than $400,000 of income. Specifically, President Biden has proposed a major expansion of the IRS that would double its enforcement staffing and allow it more latitude in combating tax avoidance and result in significant increases in the probability of audits.

His proposal includes an $80 billion funding increase for IRS over the next 10 years and projects that the plan would generate about $700 billion over 10 years in net revenue.

As this proposal finds its way through the legislative process on Capitol Hill during the next few or several months, what should you do to plan effectively?

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1. ) Review your current Estate Plan in conjunction with your current assets and income. Prioritize a meeting with your estate planning and tax attorney, in conjunction with your accountant, to review your current estate planning documents (Will and any revocable or irrevocable Trusts, Financial and Medical Powers of Attorney, and Living Will) and prior taxable gifts in conjunction with all of your current assets, including but not limited to your highly appreciated assets. Include the following questions in your review: Have you specifically considered the effects of the 2021 Biden and other tax proposals and the effect of the various rate increases and loss of step-up rules vis-à-vis your current Estate Plan?

Can you minimize or prevent unnecessary income tax or Federal Estate or PA, or other state Inheritance Taxes with certain current planning techniques?

Should you sell certain assets now to preclude income and death taxation at higher rates that appear likely in the future?

How will your current estate plan and your intended beneficiaries fare in light of the loss of the unlimited step-up in basis?

Have you considered a conversion of your current traditional IRA to a Roth IRA in 2021?

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Have you evaluated the potential benefits of one or more Spousal Lifetime Access Trusts?

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Does your current Estate Plan—including all beneficiary designations you have on file for your 401(k), 403(b), and other qualified retirement plans or IRAs—adequately include any desired charitable organizations as beneficiaries, and in the most strategic manner?

2. ) Stay actively informed.

The Tax Proposals under consideration on Capitol Hill are several and varied, each with potential and momentous consequences to your estate and tax plan. Expect and take note of developments in the negotiation of these new laws and their proposed effective date over the next few months.

An Allentown native, Judith A. Harris, Esquire, LL.M (Taxation) is an Equity Member of the law firm of Norris McLaughlin, P.A., a full-service business law firm (including Immigration Law, and a member of the MeritasTM Law Firms Worldwide network) with offices in Allentown, PA, Bridgewater, NJ, and New York City, and Co-Chair of the Firm's Estate, Trust and Individual Tax Practice Group.

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We are more than just a collection of lawyers who practice together. We are teammates, colleagues, mentors, and friends committed to a philosophy of service that delivers on promises of quality, integrity, and value. Our clients look to us as their trusted advisors and business partners and we are committed to their success.

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Because federal, state, and local laws undergo reform and change each year, we understand how important it is to keep pace with those changes and adjust strategies and planning accordingly, so our clients remain in compliance with this vital aspect of their businesses.

Judith A. Harris, Co-Chair of the Estate, Trust, and Tax Law Practice Group, has over 30 years of experience in the areas of taxation, wills and trusts, estate administration, business matters, and tax-exempt entities. She handles the resolution of tax controversies for business and individual taxpayers before all divisions of the Internal Revenue Service and the Pennsylvania Department of Revenue. These cases often involve estate, business, and individual audits, or the resolution of collection efforts such as liens, levies, and garnishments by the IRS and state taxing authorities.

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"I'm Here Live; I'm Not a Cat" ANNA JAOUDI, SUMMER ASSOCIATE AT DICKIE, MCCAMEY & CHILCOTE, P.C.

Have you seen "Cat Lawyer" on YouTube? The now-viral video depicts a Texas attorney appearing before the court remotely via Zoom. Unfortunately for the attorney, a video filter that superimposed the image of a cat over his own was inadvertently switched on before the hearing. Upon realizing he appeared before the court as a talking cat, he offered the now-infamous explanation to the court, "I'm here live, I'm not a cat."

While this now-viral technology blunder did not impact his client's rights, "Cat Lawyer" serves as a cautionary tale for legal practitioners and the clients they serve. Pennsylvania Rule of Professional Conduct 1.1 sets forth the lawyer's duty to provide competent representation to his or her client. Comment 8 to that rule states explicitly that a lawyer "should keep abreast of changes in the law and its practice, including the benefits and risks associated with relevant technology…." Thirty-eight states have adopted rules which include technology competence as part of the lawyer's professional, ethical duties.

Since the COVID-19 pandemic began, tech tools such as Zoom, and WebEx have gained traction out of necessity in the legal field. Looking back at Comment 8, our understanding of what "relevant technology" is has undoubtedly changed in the past year. "Relevant technology" has evolved from e-mailing and scanning to conducting depositions and court hearings online via Zoom. Certain jurisdictions have even conducted trials via such platforms.

In the first opinion of its kind, the Pennsylvania Bar Association addressed maintaining ethical practice while working remotely.

They stated that a lawyer's duty to provide competent representation includes the obligation to understand the risks and benefits of technology. Specifically, the opinion highlighted many ways to enhance competence and confidentiality in remote practice, such as avoiding the use of free wi-fi, using multi-factor authentication, and being cognizant of where you are accessing data. The opinion reiterates that lawyers working remotely must consider the security of their systems, which includes confidentiality of client telephone and virtual conversations. They also provided best practices for video conferencing, including requiring a password for meetings and not sharing links to teleconferences on an unrestricted platform, such as social media.

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While many aspects of life are returning to more normal practices, we expect that these virtual options will remain in place. In March 2021, the ABA issued Formal Opinion 498 to address the ethical challenges of practicing virtually. The Formal Opinion reminds lawyers to pay attention to virtual meeting platforms, data exchange platforms, and technology that might be listening, such as microphones and speakers.

Going forward, there are some Zoom and teleconference competence and etiquette considerations to keep in mind as we continue into remote proceedings and communication.

One consideration is to remember to have a clean, appropriate background. Review any documents or bulletin boards that are potentially visible on camera and could breach confidentiality to your clients or become evidence if you are a witness. Consider that your actual or virtual background on camera might convey an impression to the just contrary to the impression you wish to make.

Additionally, leave the room when having a privileged conversation with your client or attorney. It is a good habit never to trust that your computer, phone, or other microphone devices are entirely muted, so carrying on any private conversations should be done completely away from technology.

Finally, make sure to position your camera at eye level and direct eye contact into the camera, not on yourself. Otherwise, it will appear that your attention is directed away from who is on the screen and made them feel like you are distracted. Try to position the window in the top middle of your screen, as close to the webcam as possible. That way, you appear to be making eye contact with whoever is speaking on screen.

When the Winter 2020 issue of Network Magazine was released, the ability of counsel to effectively navigate a remote deposition or hearing was not considered to be within the anticipated (and expected) boards of competence required of attorneys. That has undoubtedly changed, and it remains to be seen whether and to what extent aspects of the practice will remain virtual in the years to come.

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Even in the face of a pandemic and economic volatility, The Leukemia & Lymphoma Society (LLS) mission has never been stronger and neither has the need to help patients who are fighting for their lives every day.

To learn how you can help, reach out to pamela.formica@lls.org

Students of the Year is a philanthropic leadership development program during which exemplary high school students foster professional skills such as entrepreneurship, marketing, and project management in order to raise funds for The Leukemia & Lymphoma Society (LLS). The title Student(s) of the Year is awarded to the candidate or co-candidates in each community who raises the most funds during the seven-week competition.

Third-Party Litigation Finance Disclosure: An Argument for Promulgating Uniform Disclosure Requirements at the Federal Level TREVOR WALDRON

Litigation funding, also known as third-party financing, is a growing force in the American legal system and is poised to become a powerful mechanism utilized by private parties and large law firms to achieve strategic legal outcomes. Wealthy individuals and third-party litigation finance firms provide an expansive array of possibilities that enhance the options and tactics available to a traditional client who otherwise could not afford years of expensive litigation. The power held by third-party financiers is further magnified because of the judiciary's reluctant and passive approach to providing meaningful supervision or reform over the litigation funding process. Moreover, the failure of the American legal system to provide additional safeguards protecting clients against third-party interference in litigation and crippling post-judgment payouts by plaintiffs to thirdparty firms is problematic.

Currently, there no uniform rules regarding disclosure of third-party litigation financing. However, many jurisdictions have enacted local rules and standing orders. Out of the thirteen U.S. Circuit Courts of Appeals, only six have local rules which require parties to disclose the identity of litigation funders. For example, the Third Circuit adopted local rule 26.1.1(b), stating "[e] very party to an appeal must identify on the disclosure statement required by FRAP26.1 every publicly owned corporation not a party to the appeal, if any, that has a financial interest in the outcome of the litigation and the nature of that interest."2 Additionally, the Tenth Circuit local rules require that the entry of an appearance must be accompanied by a certificate listing the names of all interested parties not in the caption of the notice of appeal, so that the judges may evaluate possible 16

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disqualification or recusal and all legal entities that are financially interested in the outcome of the litigation.

However, the largest point of divergence in local circuit rules surrounds the difference between a direct financial interest and a substantial financial interest. For instance, certain local circuit rules in the Fourth Circuit and Sixth Circuit require disclosure if the legal entity has a direct or substantial financial interest, respectively, as opposed to any financial interest, in the outcome of the litigation, which is different than the local rules promulgated by the Third Circuit.

Moreover, at the federal district court level, about one-quarter of the 94 federal district courts have promulgated local rules requiring some form of thirdparty litigation funding disclosure. For example, the Central District of California promulgated a broader disclosure rule with the purpose of assisting judges with possible recusal or disqualification.4 Additionally, in the Western District of Texas, parties may utilize interrogatories to discover if any corporation has a financial interest in the outcome of the litigation and what the nature of the financial interest actually entails.5 Thus, it is clear that some form of disclosure mandate should be included in the Federal Rules of Civil Procedure. Moreover, given the unpredictable nature of the current federal legislative process in Washington, coupled with the complex web of local rules and standing orders throughout federal courts, the Judicial Conference remains the best and most promising place where future uniform litigation funding disclosure requirements could originate.

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LIVING TOGETHER UNMARRIED: HOW TO PROTECT YOUR RIGHTS IN AN UNMARRIED COHABITATION JOSEPH KEMMERLING, ASSOCIATE ATTORNEY CROSSON RICHETTI & DAIGLE LLC

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In America, it is becoming more and more common for couples to live together without getting married.

Cohabitating with a romantic partner may seem like a less complicated option than marriage. Still, unmarried cohabitation can present its own risks that people can and should protect themselves against.

Though Common-law marriage was once recognized in Pennsylvania, it is no longer recognized for anyone who attempts to contract into a common-law marriage after January 1, 2005. This means that just because two people act like they are married does not mean that they will be viewed as married in the eyes of the law. Instead, nonmarried cohabitants need to take specific steps to protect their interests. This can be accomplished in a few ways.

First, Cohabitation agreements can be a great tool for unmarried cohabitants. Cohabitation agreements are like pre-nuptial agreements in that they lay the framework for how things will be handled if the parties separate.

Cohabitation agreements can address a wide variety of issues, including how to deal with property that existed before the relationship, how to deal with property acquired during the relationship, how to split bills and other costs during the relationship, how to deal with any residences, how to handle checking accounts and other financial assets, and how disputes should be handled should the parties break up (whether through mediation or in a specific court). These agreements can give the parties clear guidelines that can help them navigate their relationship and provide them with a roadmap for how to amicably divide their assets should the parties end their relationship. Having a cohabitation agreement can prevent a lot of the fighting that happens during a breakup and make a partition action much easier if necessary.

In addition to cohabitation agreements, parties can be intentional about how they buy real property. For example, parties can enter into property as joint tenants with the right of survivorship, which gives a party the right to inherit the entire property upon the other party's death. They can also enter into a property as tenants in common, which gives each party a 50% interest in the property. In addition to buying real property, parties can be intentional about how they rent property by ensuring that both parties are on the lease or including in their cohabitation agreement a clause that addresses rental property if the parties break up.

Finally, Property is just one aspect of sharing a life together.

There are other things that unmarried partners may consider to give them peace of mind. For example, many married couples discuss and plan for incapacity and endof-life care. These are things that non-married partners should consider as well. This may involve contacting an attorney to update or draft a will as well as power of attorney paperwork, healthcare directives, and healthcare

power of attorney paperwork. This not only ensures that the incapacitated person's wishes are honored if anything should happen to them, but it also gives the other party the authority to act on their partner's behalf.

Ultimately, people choose to cohabitate without getting married for a multitude of reasons, but this does not mean that those people need to live with uncertainty about what to do if the relationship does not work out. There are legal procedures in place that are designed to give unmarried cohabitants a sense of security. These processes can take the pressure off of the parties and allow these couples to focus on building their lives together without worrying about what happens if things fall apart.

If you have any questions about how these processes can help you, contact a Family Law Attorney. Remember, if you are not married, many of the benefits that are automatically applied to spouses may not apply to you.

Speaking to an attorney about what legal mechanisms exist to protect you can put you in the best position to deal with anything that life may throw at you.

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Can "No-Poach" Agreements Be Enforced? Probably Not. JOSHUA A. GILDEA, SHAREHOLDER FITZPATRICK LENTZ & BUBBA, P.C. Pennsylvania's Supreme Court recently ruled that contracts between businesses agreeing not to hire each other's employees of the other are not enforceable. Pennsylvania's highest Court, speaking on this legal issue for the first time, held that even where one company expressly agreed in writing not to hire employees of the other in what is often called "no-poach" or "no-hire" agreements, such a contract would not be enforceable. Instead, going forward,

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courts in Pennsylvania will block such agreements.

The decision provides some guidance to employers and employees going forward.

In support of this ruling, the Court reasoned that nohire provisions impair the employment opportunities and job mobility of employees who are not party to those agreements. The employees get nothing in return for the arrangement and may not even be aware that it has been made, yet they are restricted MyNetworkMag.com

from employment opportunities. The Court had a concern that these arrangements undermine free competition in the labor market. Therefore, the Court blocked the no-hire provision as against public policy. In reaching this decision, the Pennsylvania Supreme Court cited similar decisions in Texas and Wisconsin. It quoted the Texas court as saying, "It is one thing for an employee voluntarily to surrender his known rights; it is vastly different when an employee is placed under servitude by a contract to which he is not a party and about which he may know nothing."

The Pennsylvania Supreme Court made this decision in the context of a lawsuit brought by Pittsburgh Logistics Systems Inc. v. Beemac Trucking, LLC. As the Court recounted the facts, Pittsburgh Logistics Systems (PLS) is a third-party logistics provider which had a written contract with Beemac, a shipping company. That contract purported to prohibit Beemac from directly or indirectly hiring, soliciting for employment, inducing, or attempting to induce any employee of PLS or any of its affiliates to leave their employment with PLS during the duration of the contract and for two years thereafter. However, despite this agreement, four individual employees of PLS left their jobs and took employment with Beemac. The trial court refused to enter an injunction preventing the former employees from their new employment with Beemac.

No-hire agreements are not uncommon in some fields.

They are particularly likely where a business places a critical employee with one of its clients or enters into a joint venture with another employer. Going forward, businesses will need to carefully construct their arrangements to protect their legitimate interests while not running afoul of an unacceptable restriction of trade. For example, the PLS-Beemac agreement also contained provisions seeking to prevent Beemac from soliciting PLS's customers.

The Court enforced those provisions, allowing an injunction prohibiting Beemac from soliciting PLS's customers for one year.

Courts in Pennsylvania and other states have frequently addressed non-compete agreements between employers and employees. Along with non-disclosure and non-disparagement provisions, non-compete agreements are now a familiar part of many business arrangements. While some states, such as California, have invalidated all non-compete MyNetworkMag.com

agreements, in Pennsylvania, they are enforceable in certain circumstances. Broadly speaking, Pennsylvania courts will enforce a non-compete provision in an agreement between an employer and a new employee if it is a condition of hire at the time of initial employment. The restriction must also be reasonable in terms of scope and duration and be reasonably related to a legitimate interest of the employer and not just to restrain competition.

In order to bind an existing employee to a noncompete agreement, an employer must offer that employee some additional consideration such as a raise or promotion, and the restriction must also meet reasonableness requirements. However, the courts treat these agreements between employers and employees differently than no-hire or no-poach provisions between two different employers. If an employer wishes to limit its employees from future employment, it must address this concern directly with the employees using an appropriate non-compete agreement. Whether to use restrictive covenants is an important decision for both employer and employee and requires careful consideration of many business and legal factors. This relatively clear statement from the Pennsylvania Supreme Court should help guide employers in selecting legally enforceable methods to attract and retain key employees. To put it succinctly, a "no-poaching" agreement will not serve to protect a business if a competitor seeks to hire away its current employees.

Employees who are considering leaving a job, and employers seeking to protect their investment in key employees, should both carefully consider the terms and enforceability of any agreement they have signed. However, in Pennsylvania, an employee does not need to be concerned that an employer may have ruled out potential future employers without their knowledge in a "secret" agreement with another potential employer. In this way, the Court has protected the freedom of individuals to pursue employment without regard to a "no hire" or "no-poaching" agreement to which the employee was not a party.

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How Can We Handle Returning to "Normalcy"?

VANCE P. FARRELL, CPS SUPERVISOR, PENNSYLVANIA MENTOR

At the beginning of the pandemic and throughout the shutdown, there have been constant, sometimes instantaneous, changes that have caused confusion, fear, dismay, and various other strong emotions to be present.

A majority of these changes caused the unfortunate upheaval of what was considered routine and normal and replaced it with questions and uncertainty. Living in an environment such as this has been shown to have disastrous impacts on an individual's mental strength and ability to cope with various situations, but that was the "new normal."

It has now been 16 months since many locations implemented the "two weeks" shut down in order to flatten the curve of the COVID-19 global pandemic. As the government, businesses, and individuals are looking towards the future and getting things back in order, there 24

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are a number of factors that need to be considered and a lot of questions that need to be asked. One such question includes: How will the transition back affect people's mental health? This is an important question to ask as there was a sudden and sharp decline in people's mental health when the shutdown started and throughout the pandemic. However, many people and companies have termed this existence the "new normal." They have made adjustments necessary to survive in this environment because they have had to.

When planning the return to "normalcy," one thing that needs to be kept in mind is a slow return to previous ways of doing things that then hard, abrupt changes. Slowly changing things back to how they were before allows everybody to readjust to these changes and get used to them without forcing people to completely uproot www.MyNetworkMag.com

their "new normal" that was developed throughout the pandemic. While the beginning of the shutdown seems like the distant past, it is not, and it can be easy to forget the widespread struggle that occurred when making the necessary changes to keep people safe. Giving people a slowed transition back allows them the chance to not only adjust physically but psychologically and emotionally as well, which will make the change smoother and allow for proper coping.

The other vital tenet to be utilized is embracing the positive changes that have come about because of the change caused by the pandemic. These changes will look differently depending on the profession, but some positives have come about that were thought to be impossible before. For most, this is the ability to work remotely or from home and be more available for their families or their lives without the hustle and bustle of commuting to and from an office daily with thousands of others. Proper planning can help to keep benefits such as or like this a viable option for many organizations, which could save money as well as improve the mental wellbeing of their employees.

Additionally, there are things that each of us can do on an individual basis that will help not only ourselves but others in our lives with the transition back. Maintaining a positive mindset, utilizing coping skills, taking care of yourself, and reaching out to your supports will be key facets that each person can do to make this transition smooth and successful. Seeking the assistance of others for mental health is a very difficult task with the stigma associated with mental health issues, but the importance of seeking help and the benefits that it can have on one's life can be life changing. In conjunction with seeking help, all the aforementioned items above have been shown to help individuals cope with the situation(s) that they may find themselves in that can be overwhelming. The added benefit to all of these skills or tools as well is that they can all involve others which can help with those feelings of loneliness that are often present when one is going through a troubling time.

The transition back will be difficult for a lot of people for varying reasons, with its impact differing from person to person without uniformity. Make sure that you are aware of the impact the transition may be having on you and seek the proper help to manage that impact.

Hindsight 2020: The Pandemic

Impact on Training Delivery PAT D'AMICO, EXECUTIVE COACH FOUNDER AND CEO, ABOUT-FACE DEVELOPMENT, LLC "To say that the COVID Pandemic has had a significant impact in the area of training delivery would be a gross understatement. Ultimately, what would have taken years, or even decades to realize, were compressed into one unforgettable year – 2020. It was an interesting progression that provides invaluable insight and direction for the future.

The First Months In the first couple months of the pandemic, our experience was that most organizations initially opted to simply postpone already planned in-person training 26

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programs in the hopes that the delay would be shortterm. When it became evident the situation would extend, those same organizations shifted to requesting the programs be delivered remotely.

Remote Delivery Remote delivery began with great apprehension.

Questions and concerns included: would the technology available provide an engaging experience for learners; what were learner time limits for remote delivery fatigue; was practical application and practice possible; and many others. One of the quickest learnings was that MyNetworkMag.com

(Zoom and Microsoft teams) had advanced to a place most had not realized. Organizations and participants were surprised at the functionality of these technologies and the better-than-expected engagement that was possible. At the same time, that engagement was significantly impacted by two distinct factors.

First was the need to have all learners on video. In sessions where learners were not required to have their video on, there was a clear and noticeable lack of engagement and interaction. As a training provider, we began requesting clients require participants to be on video as, without that, we saw a domino effect. If some didn't have their video on, most others would choose to follow suit, and engagement and participation were decreased.

The second was the training provider's expertise and comfort with delivering training through this modality.

End of program evaluations provided organizations a clear indicator of which providers lacked expertise in remote delivery and/or had not effectively altered their content and delivery for maximum impact in a remote setting. Providers who effectively leveraged remote tools such as breakout rooms, polling, etc., were clearly viewed as more impactful and successful by participants.

In these first couple months, the excitement around remote training delivery led to opinions and comments from organizations that it would fully replace in-person training in the future post-pandemic world. This was easy to understand as cost and logistics benefits were so large and apparent that other potential issues were overshadowed. At least initially.

Learnings and the Future As the pandemic fades, numerous high-value learnings regarding training delivery would not have been realized had we not lived through it. Forward-thinking organizations are already beginning to leverage these learnings as they plan for the future. Including: • Training programs of more than a couple hours have greater value, impact, attendance, and engagement when delivered in-person.

• The remote technologies available to deliver training were largely unknown/appreciated until now. They can be very effectively leveraged for pull-through, reinforcement, and practice.

(Note that this was one of the pandemics' greatest discoveries. The revelation that remote technology can address one of training's biggest challenges, reinforcement of skills, is a gamechanging benefit).

• A successful combination of in-person and remote training presents an opportunity for far greater skill adoption and behavior change than seen in the past, in-person only model.

• Not all training providers/organizations have the experience and expertise to deliver impactful remote training.

Ultimately, for those of us in the learning and development field, we will likely look back on the pandemic as a major milestone in our function, a time when we advanced further and quicker than would have happened without it.

Concerns Arise As some organizations began making adjustments to get back to offices, even minimally, challenges with remote delivery began to reveal themselves. First, the captiveaudience factor of the early pandemic months began to fade. Remote programs attendance started to drop as some employees were not as available as they had been early on.

Second, hybrid attendance (some in-person and some remote) received harsh feedback from both parties.

In multiple hybrid examples, when training evaluations were reviewed, every remote participant commented that the program should either be all in-person or all remote, but not hybrid. Also, when comparing evaluation scores for in-person versus remote delivery, the following were noted; 1) program value scores for remote delivery were always slightly lower than in-person and, 2) participant feedback suggested anything over 90-120 minutes was viewed as "too long" to spend in remote training sessions.

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Pat D'Amico has more than 30 years of leadership and management development experience, including combat tours in the US Army and over 25 years in the life sciences (medical device and pharmaceutical). He holds a Master's in Education and is a Certified Executive Coach from the UC Berkeley Executive Coaching Institute. He can be reached at pat@aboutfacedev.com.

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How the pandemic drove creativity and innovation.

WILLIAM CHILDS, CREATIVE DIRECTOR, KITCHEN MAGIC

Innovation is a messy business. Most companies already know that they need it to survive; many keep plugging along, hoping that the challenges they face will solve themselves. That's not a sustainable strategy. Another challenge with innovation is that it doesn't always follow a predictable pattern, making it hard to replicate. It's also inherently risky in that the results are often hard to track.

Last year, we all got to experience what can happen when your world suddenly gets turned upside down.

The pandemic forced all of us out of our comfort zones and required us to think differently. Both people and businesses had to rapidly deploy new approaches and strategies while trying to maintain a sense of normalcy, and last year was anything but normal.

New York Times Best-Selling Author Steven Johnson, who penned the book, 'Where Good Ideas Come From,' wrote, " If you look at history, innovation doesn't come from giving people incentives; it comes from creating environments where their ideas can connect."

Whenever you find yourself facing a challenge where you need to reinvent yourself or the way you do business, you can expect to feel a certain amount of anxiety and frustration. Interestingly, those are the same ingredients needed to spark a creative mindset, which is what you'll 28

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need to solve a challenge when the odds are stacked against you. Visionary leaders know that the solution to these challenging times often can be found by setting up an environment for people to feel comfortable sharing new ideas. Sir Richard Branson, no stranger to creativity and innovation, having started more than 400 companies worldwide, said, "Innovation happens when people are given the freedom to ask questions and the resources and power to find the answers."

For any idea to have a chance of surviving, a couple of steps need to happen. First, somebody needs to have the courage to share the idea or thought. Second, there needs to be a clearly defined path on how to bring the idea to life. Third, and probably most important, the team understands that there's a chance the idea may not work. That last step is essential because if the concept fails to generate a result, and remember, most don't, the person that had the original idea should not be made to feel marginalized. The worst thing any leader can do in that situation is to stigmatize a mistake. That's the best way to shut down any future innovation. Instead, you regroup, you learn from it, and you move on.

David Kidder, CEO of Bionic, a company that works with other companies to unlock growth mindsets, MyNetworkMag.com

agrees, "You can't say to someone, 'I want you to think differently, work differently, behave differently—and then say, 'Go back to your desk.' It doesn't square with the idea that we want you to create growth. As founders and as leaders, we need to alter people's environments to change the way people think and create."

British Soap Company LUSH created '30-Second Soap’; a self-timing soap designed to dissolve away after 30 seconds of vigorous use. The idea is that the soap tells you how long you should wash your hands. Rather brilliant when you think about it, and yet it took the pandemic to bring this idea into the light. So simple, yet so perfect in every way.

Albert Einstein captures the essence of innovation perfectly in this quote, "Innovation is not the product of rational thought, even though the final product is tied to a logical structure. Transformative ideas come in all shapes and sizes and often through trial and error. I hope that the innovation the pandemic inspired continues. My wish is that even though last year was not what any of us ever expected could happen, that you were able to use the downtime to your advantage by adopting new approaches and strategies to both your business and personal life. After all, life isn't going to get any easier, but your ability to move through the adversity when it arrives is the one guaranteed way that I know of to drive real change and innovation.

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Discipline & Leadership BRAD A. MODRICH, SERIAL ENTREPRENEUR CO-FOUNDER OF TRIFECTA CREDIT SOLUTIONS CFO OF JUST AESTHETIC NURSING MED SPA

The difference between a good and great leader comes down to discipline. When you look at all successful people and try to find the one common trait they share, you will quickly realize that their self-discipline and the standard of how they operate defines their success.

Leaders will use self-discipline to sharpen their willpower and decision-making skills to command respect from others and lead by example to achieve their goals regardless of their feelings.

Self-discipline is simply the ability to do the things that you know you MUST do consistently, even when you do not feel like doing them.

Think about it; most of us are the same. One day you can be super motivated, and the next day you don't feel like doing anything at all. Leaders who have developed the "self-discipline muscle" can push themselves through any distractions, negative thoughts, self-doubts, or fears, but most importantly, they can get the job done. No excuses!

Leaders are required to juggle responsibilities. These responsibilities can include managing others, delegating work, project management, engaging in solving daily problems. With competing priorities, it can be difficult for Leaders to find an unbroken block of time to focus their attention on any given task. Self-discipline is the ability to resist impulses, maintain focus and see projects through 30

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to completion. Leaders who are high on self-discipline are not easily distracted. They can maintain complete concentration despite any challenges that are put in front of them.

Self-discipline at work allows leaders to give their full attention to the task at hand. Research has shown that leaders with a strong sense of self-control and persistence are more likely to be diligent and engaged in their work. In short, they make things happen.

Most leaders think of discipline as a negative. In reality, discipline is what you do for someone, not to someone.

Discipline allows you to set high standards for what is expected and will hold people accountable for the choices they decide to make every day. As Former US Navy Seal Jocko Willink says, "Discipline Equals Freedom."

At the end of the day, your discipline as a leader has such a major ripple effect on how you can effectively manage your team and accomplish. Discipline is the foundation of what standards you represent. You must be willing to do the things that others can't or won't.

Weak disciplines will give you weak leadership. Strong disciplines will give you strong leaders. It is that simple.

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What Should You Expect in HR Trends for 2021?

RICHARD LIVELY RAI RESOURCES Companies were faced with unprecedented challenges in 2020. From embracing change, increased remote work, and unforeseen shutdowns and layoffs, companies had to quickly adapt and roll out new policies and protocols to keep workers safe and operations in motion.

As a result, 2021 may also see heightened challenges and opportunities. Based on the expert human resources projections for the year ahead, these are our roll-up of the HR challenges that are front and center for the upcoming year.

children with virtual or hybrid learning or not having full-time childcare.

Now may be the time to update employee time-off policies to address scenarios for employees who have various school schedules for their children. You may also need to consider employee concerns of special treatment and accommodations for working parents needing time off to non-parent employees and develop a policy that makes all employees feel valued.

Remote Working Continues

Waning Mental Health & Boosting Employee Morale

Just like businesses, employees had to quickly adapt to the changing workplace this last year. As the pandemic continues, many employers are deciding to extend remote work for the foreseeable future, while others are considering a hybrid work-from-home approach.

Ongoing shutdowns in 2020 caused many companies to furlough, lay off, or let go of staff members. For the employees who are retained, it often creates a decrease in morale and increased fears about layoffs and outplacement.

If your company continues remote work into 2021, employees may be looking to you for continued support as they juggle home-life challenges such as assisting

According to the Center for Workplace Mental Health, many people are experiencing anxiety, stress, and physical and mental strain caused by disruptions to

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their daily lives, fears of job loss, financial hardships, and isolation from co-workers, friends, and family.

Now more than ever, it is important for your HR team to support employees to connect online and encourage team communication. It's also important to keep your eyes open for signs of depression in team members.

Here are a few other tips from the Center for Workplace Mental Health:

"

• Show empathy • Be available to talk • Stay connected virtually & encourage team members to do the same • Recognize the impact of isolation and loneliness • Ensure employees take advantage of their health plan

While many companies have used some facet of video interviewing, the pandemic has brought a need for a start-to-finish virtual recruiting process. In fact, according to LinkedIn, 81% of talent professionals agree virtual recruiting will continue in the post-COVID workplace, and 70% say it will become the new standard.

Although it may take some work upfront, virtual recruiting brings with it a larger candidacy pool and a savings of both time and money.

Is 2021 The Year You Consider HR Consulting?

As businesses downsize or consolidate their organizational structure, it may be the perfect time to look towards human resources consulting support outside of an in-house HR department.

The professional experts at RAI Resources offer bolt-on human resource consulting solutions for all your workforce needs. Our team is 81% of talent professionals agree virtual recruiting will experienced across industries such as continue in the post-COVID workplace, and 70% say it will manufacturing, distribution, engineering, construction, and professional services. become the new standard Our cost-effective, practical solutions and relevant perspective may be just what you're looking for Virtual Recruitment to solve your unique HR challenges.

Due to the COVID-19 pandemic, technological To find out if RAI is the Lehigh Valley consulting firm advancements are happening quickly, and people are you've been looking for, schedule a free consultation or adapting to telework and virtual communication. As contact us today at (215) 230-5555! companies regain their footing and look towards growth, this may mean having to interview and hire employees virtually.

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Real Estate Market Making You Lose Hope?

JENNIFER SCHIMMEL, ASSOCIATE BROKER/OWNER KELLER WILLIAMS REAL ESTATE

It is a Tough Market; no one can deny that! Not only are buyers exhausted & losing hope when their offer is not accepted, but their real estate agents are also right alongside them, sharing in the defeat. You must keep trying! Why do I say that? Well, I want to share a different perspective with you.

Some seller situations that I have come across can be completely surprising. I am sure you have seen or heard that saying, "You never know what someone is going through, so treat everyone with kindness"?

Once upon a time in the current 2020-2021 real estate market…. I received a call from a past client whose neighbor needed to sell her home; let's call her Blanche.

When I met Blanche, she was a vibrant, beautiful person & had a heart of gold. Blanche was diagnosed with a rare form of cancer, and she needed to sell her home so that she could live out the rest of her days with her family and receive the care that she needed.

She shared her decades of stories and how she poured her heart & soul into this home. She also said that she would love to see someone else fill the home with the same love and laughter! We discussed how I would market the property, what type of offers she could expect, and how quickly they would come in. She was amazed to hear that buyers were waiving inspections, paying over the asking price, and bringing the difference in cash if the home were to not appraise.

We listed her home, and without a doubt, we had about 10 to 15 offers within the first 48 hours, and it was a very tough decision for her. We went over every aspect of each offer, financing, down payment, deposit, inspections, any 34

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contingencies. She read through ALL the letters that were also submitted with almost every offer. She came to her own decision, which was extremely important to her. Now, these buyers may not have been the highest and may not have been paying cash, but she fell in love with this family from the pictures each of the 6 children colored for her and the notes they sent her. Keep in mind, no-one knew her personal situation.

Blanche chose an offer within about 3 hours of reviewing them all. Remember, at the end of the day, it is the seller's decision and may not always mean that they pick the highest and best offer. It meant the world to her to be in control of selling her home and picking the family she wanted to see there.

Is it timing? Is it luck? Is it patience? It is all three! Keep your head up and keep trying!

Most agents like myself that have been Brokers/Realtors® for over 20 years have not seen a market like this, and we may never see it again.

Each seller client & buyer client is different, and their needs are as well. As Realtors®, we are here to bring a buyer and a seller together and deliver them a successful transaction. We have to rise to the occasion and guide our clients to make the best decisions possible and to discuss any risk with them.

Residential real estate is, in most cases, an emotional journey, and not always will you find a Blanche but let's always be reminded that if you have your health and your family, all is good today! There is a house out there that you WILL call Home one day!

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Realtors® Group Launches Grant for Non-Profits to Honor 100th Anniversary JUSTIN POREMBO, CHIEF EXECUTIVE OFFICER GREATER LEHIGH VALLEY REALTORS®

Real estate in the Lehigh Valley is 100 years old.

The Greater Lehigh Valley REALTORS®, a trade association that represents over 3,000 real estate professionals throughout Lehigh, Northampton and Carbon counties, is celebrating its centennial in 2021.

GLVR Launches Grant Program to Celebrate 100 Years In celebration of the milestone birthday, the association's Board of Directors has created a grant program to support non-profit organizations in Lehigh, Northampton, and Carbon counties.

Coming out of a pandemic year, the ramifications of which continue to be felt, the Board decided that instead of spending its 100th-anniversary money on gifts and internal recognition, they wanted it to be forwardfacing and to go into our community.

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REALTORS® have been a cornerstone of this community since 1921. We have never been here just for the transaction. We are here – and have always been here, for the last 100 years – to help build the community.

These grants will allow our organization to aid non-profits and community organizations that have been hit hard by the pandemic. We look forward to hearing from them and helping our community exactly where it's needed.

What to know about the grant application process: Organizations applying must be non-profit.

Each organization must highlight the community impact of their project and the financial investment into the program that they are requesting funding.

Grant applications will be reviewed on a rolling basis until the application deadline of November 30, 2021.

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If a grant is awarded to an organization, the proceeds of that grant cannot be distributed to or be used to benefit any organization or individual supporting or engaged in violations of private property rights or used for any other unlawful purpose.

The grant application is available at http://bit.ly/ GLVRAnniversaryGrant for viewing, downloading, and printing.

History of Becoming the Greater Lehigh Valley REALTORS® Multiple puzzle pieces have fallen into place over the last 100 years to form today's association, which is based at 10 S. Commerce Way in Hanover Township, Northampton County.

April 27, 1921, is the official birthday of the association, which traces its roots back to that date and the opening of the Allentown-Lehigh County Association of REALTORS®.

Two years after the creation of the AllentownLehigh County Board, the Bethlehem Association of REALTORS® opened its doors in April of 1924, followed by the Eastern Northampton County Association of REALTORS® on June 22, 1925.

The association prides itself on being the first organization in the area to recognize we are better together – the Lehigh Valley should be thought of as a whole instead of as a separate municipality or as one county on its own. The Lehigh Valley Association of REALTORS® was established in 1996 by the merger of the Allentown-Lehigh County Association, Bethlehem Association, and Eastern Northampton County Association of REALTORS®.

In 2014, the Greater Lehigh Valley REALTORS®, the association as it is known today, was established by the merger of the Lehigh Valley Association of REALTORS® and the Carbon County Association of REALTORS®. The Carbon Association was first established on November 15, 1979.

REALTORS® are Worth it!

The term REALTOR® is a registered collective membership mark that identifies a real estate professional who is a member of the National Association of REALTORS® and subscribes to its strict Code of Ethics. Need a REALTOR®? You can research and find a local REALTOR® at www.GLVR.org.

Should that be

leaking?

You finally found your dream house. There’s some moisture here and there, but you’re not worried.

After all, what are the chances that tree roots have strangled an aging sewer line just outside the basement wall?

Even the dreamiest house can turn into a nightmare. Don’t risk making an ill-informed offer when you could be getting expert advice.

Work with a real, live, local Realtor®. It’s worth it.

GREATER LEHIGH VALLEY REALTORS®

www.greaterlehighvalleyrealtors.com

Tri Outdoor, Inc. is a locally owned and operated outdoor company specializing in static & digital billboard advertising. Nothing generates more buzz than a creatively executed outdoor campaign. It takes risk and trust in going places that may feel a bit uncomfortable.

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Video to the Rescue: Getting your Message out During a Pandemic MARTA COUNTESS, PRESIDENT COUNTESS COMMUNICATIONS

As the coronavirus pandemic closed down offices around the world, it also put a stop to in-person business gatherings. Networking meant opening your laptop and logging onto Zoom. Events also had to be reimagined.

As video producers, we never imagined being in the events business. Suddenly, video became imperative for organizations to share their messages. As the pandemic took hold, organizations like ArtsQuest had to reimagine Musikfest 2020. As a longtime partner, we were ready when the call came to help them go virtual. Service Electric provided the platform, we provided some 50 videos of supporters sharing their Musikfest memories, and the musicians came and played. Some were pre-recorded, some were live. The music played on, and virtual Musikfest made a splash, reaching 2.2 million people in all 50 states and beyond. Artsquest Director of Marketing Jon Lunger led the effort, "As an organization that typically presents thousands of in-person events a year, pivoting to a virtual platform for our biggest event, Musikfest, was a gigantic task… to say the least! How do you capture even a small part of the energy of Musikfest on a screen? Well, the videos we created with Countess Communications helped us tell the stories behind what is truly the heart of the festival – the people of our community. Those videos are what helped us elevate a bunch of virtual performances into something much more meaningful and impactful."

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The team at ArtsQuest was onto something. The hybrid combination of live and highly produced video elements resonated with their audience and set the standard for many other events. This Spring, Lehigh Valley Economic Development Corporation needed to keep an eye on the pandemic economy and share the news that we had weathered the storm fairly well. As Liz Martin, LVEDC's Marketing Director, says, "Lehigh Valley Economic Development Corporation decided to make the shift from in-person to virtual events to share important, regional information. In doing so, LVEDC has reached thousands more via livestreams and virtual premiers. Although we miss gathering in public, we are grateful to be expanding our audience in such a huge way during this unusual time. We now know what videography can do for our organization and will most definitely incorporate virtual elements to events and initiatives moving forward.'"

Fundraising goals also needed to be met during the pandemic. For organizations like the Boys and Girls Club of Allentown, their Fall Showcase became a 30-minute show spotlighting club alum Buffalo Bills Hall of Famer Andre Reed. It premiered simultaneously on RCN cable, online, and on social media. It was such an enormous success; they're planning to do a video event again this Fall. Deb Fries-Jackson, the longtime CEO of the Boys and Girls Club of Allentown, admits it was a tough call, "Deciding to cancel our Annual Great Futures Gala was such a difficult

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decision! We love having the chance to celebrate our Club kids and honoree in person. Still, we felt it was necessary to go virtual with everyone's safety in mind in 2020. As it turned out, our Virtual Fall Showcase allowed our supporters an even better inside look at our Clubhouses than our Gala! Thanks to Countess Communications, our Club kids had fun getting involved with the project. We're looking forward to another successful Virtual Fall Showcase in 2021!"

The best part of these online events is that the video can be shared in part or in its entirety well after the event is over.

We've seen pieces of these successful events being used across social channels before, during, and after an event. It's an asset that keeps on giving! Post-event content posts allow you to stay in touch with attendees and potential donors.

While networking opportunities are naturally reduced, these virtual gatherings have surprised many by attracting a wider audience range than an in-person event could ever have generated. It also costs organizers less to host. There is something special about being together. Networking is not the same on Zoom. A virtual event will never replace in-person networking, but it has kept us connected and engaged throughout this difficult time. We predict video will be a centerpiece of events moving forward, whether online or in person.

EVENT VENUES THAT MAKE HISTORY

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DIGITAL CONNECTIONS: DONOR TO MISSION TINA HASSELBUSCH, SOCIAL T MARKETING & PR As we reach new pandemic milestones, it's clear that Covid-19 impacted almost everything. From new vocabulary to fashionable face masks, it's touched every aspect of life, especially how we communicate, interact and do business digitally.

What's suitable (or not) on social media has shifted dramatically. One hard truth we learned this year is that, in order to reunite safely, vaccines or social distancing are a reality. The "new normal" altered digital interactions, as social media platforms and virtual experiences, morphed into social lifelines, a way to gather and amass information about a global crisis that upended life as we knew it.

More than ever, social media serves as a vital source of information, public influence, marketing, and a fountain of support. Twitter now notably behaves as a real-time news source with fact-checkers at the ready. The written online word holds more power than ever before, and almost every business, regardless of industry, is hardpressed to deny the value of a single tweet. To remain relevant, nonprofits quickly embraced the growing significance of digital marketing as an essential resource for success.

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With sudden closures and unemployment skyrocketing during the pandemic, traditional nonprofit funds began drying up. By the end of 2020, the top three concerns for generating organizational revenue dried up: fundraising events, funders or corporate partners, and grants/contracts with government agencies (Nonprofit Leadership Center).

Digital marketing and social media transformed from a nonprofit nice-to-have to an irreplaceable form of engagement, enabling organizations to swap in virtual events and network with potential donors at limited to no cost. The tools available that measure digital performance and offer actionable data is a natural appeal for the industry. For many of Social T's clients, the transition from traditional and print marketing occurred swiftly to reduce costs and continue to reach as many audiences as possible. Over time, growth presented itself in followings and impressions, and in less than oneyear nonprofit clients significantly increased engagement across their platforms. The organizations we support reported a direct correlation between social media posts, digital communication, and essential donations that helped keep doors open.

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From virtual events to refreshed campaigns and increased awareness, social media presents an opportunity to address audiences with relevance, encouragement, ideas, and essential information that support raising the funds necessary to operate and thrive. Digital communications kept nonprofits connected to their base. Clients held annual fundraising events, raising record-breaking donations through virtual events with messaging amplified via social media and email marketing.

Done well, nonprofits can stir the emotions of their target audience with the click of a button. Emails that speak directly to a client's passion can be customized per recipient and reactions measured. It makes sense that nonprofits are reaching goals despite pandemic speed bumps. Their shared mission is to assist and serve through difficulty, making now the perfect time to optimize communications and reach more people.

Now that we are well into 2021, it's clear that digital marketing and social media will continue to be best friends to nonprofits. Even with vaccine and treatment progressions, people will continue to heavily rely on

Facebook, Twitter, Instagram, and other social media platforms to stay connected to news and trends and receive updates from friends and businesses. Online transactions continue to surge (Statista) and email marketing that feels personal for each user offers a competitive advantage (litmus).

There are 3.78 billion social media users in the world right now - a 5 percent growth from last year (Statista).

The average annual growth rate from 2022 to 2025 is forecast to be 3.9 percent. Nonprofits also understand the importance of young adults joining their donor base.

This demographic in particular demands digestible information and emotional connections (NonProfitPro).

A reliance on all things digital will only rise in value for nonprofits as potential reach, content customization, and the benefit of data continues to increase.

If Covid-19 taught us only one thing, it's that communication is key to unifying and mobilizing audiences in accessible ways. Nonprofits will not soon forget digital marketing's impact on their bottom line and mission as a whole.

3 Must Haves To Maximize Your Advertising & Marketing Campaigns ERIN DIMITRIOU SMITH, OWNER OF TRIOU MARKETING, LLC For many businesses, establishing an advertising and marketing strategy can be an overwhelming task. If this isn’t your area of expertise, it can feel like you’re working through a maze with a blindfold on. Developing the best roadmap to deliver results and maximize your resources is a critical piece of growing your business immediately and in the long-term, so let’s talk about three must haves that can have a significant impact on the success of a business’ advertising and marketing campaigns.

#1 Communicating something interesting.

Even the most well thought out and well-funded advertising and marketing campaigns won’t deliver topnotch results if the messaging is off. Great messaging is essentially storytelling, a combination of describing your innovative and differentiated product and forming an emotional connection with the consumer. If a strategy is weak in either of these components, you may not receive the desired results.

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If we are honest, sometimes we have unique products that people just don’t know they need! So, the message we want to communicate with a potential customer is essential – to raise awareness of amazing products and services that fulfill a need and enhance the success of a business. Therefore, the key to communicating something interesting is to pay attention to how you’re crafting the message and focus on connecting with your audience.

This applies to every advertising and marketing plan you deploy. Carefully identify the “pain points” of your target audience, tell them the “why” – why they need this new product - and how it can offer solutions to these pain points. Do they want convenience, luxury, security, or something entirely different? Addressing pain points for consumers will immediately grab your target customers’ attention.

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#2 Meeting your audience where they are.

Here's a critical fact that so many businesses overlook.

When creating their advertising and marketing strategy - people, even those within the same demographic and geographic market, consume information and media very differently. It is important to remember this fact when thinking through a marketing and advertising campaign.

You don't want to put all your eggs in one basket. Your strategy should use research and data to ensure you're reaching your audience where they are. This all really comes down to knowing who your target audience is and what motivates them to take action. Where do they live, work, and play? And when is the best time for you to reach them with your messaging? Be mindful that you may not represent your own target audience, so what works for you may not work for them! This is where having the perspective of an outside professional and relying on marketing gurus can really help.

#3 Taking a “multimedia” approach.

One of the best things you can do for your advertising and marketing strategy is to take a "multimedia" approach. Not only in literal media terms but in overall marketing concepts as well. Too often, companies will focus on one or two aspects of marketing or media and not think about the whole picture and putting together a comprehensive strategy. Another critical factor in a comprehensive strategy is repetition. Consumers need

to be exposed to a message numerous times before making a decision. It can be a costly mistake to focus too heavily on one type of marketing or advertising tactic or medium and ignore other opportunities that could increase message exposure and yield additional results.

For example, incorporating a combination of print, digital, and outdoor media instead of focusing on just one of these channels will reach more customers on more occasions and raise awareness! Incorporating variety and using an integrated approach allows you to reach multiple customers through multiple channels, optimizing exposure and campaign results.

Bonus! Constantly learning and evolving.

A bonus tip, because this is an important one - be sure that your business is constantly learning and evolving!

Learn from what the data and results are telling you and adapt your campaign to improve performance.

And often, the best way to do this is by utilizing the perspective of a trusted and experienced professional who understands the intricacies of marketing and advertising. You don't know what you don't know, and blind spots can feel more like black holes when it comes to getting the strategies right the first time and maximizing resources. With an outside perspective to help you make sense of what data is saying and to strengthen your overall strategy, you will have the knowledge to make sure every action is designed to deliver the best results for your business.

EVENTS ARE BACK!

Event Success Without The Stress

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Vaccinated and Ready to Travel!

JENNIFER DONCSECZ, CTIE PRESIDENT, VIP VACATIONS INC CERTIFIED TRAVEL INDUSTRY EXECUTIVE

As the world begins to reopen post the Covid-19 pandemic, more and more countries require that visitors show proof of being fully vaccinated against Covid-19. Requiring vaccination status is not unusual. Many countries have had policies in place listing essential vaccinations as requisite for entry. Typhoid and Yellow Fever Vaccinations are often required for travel to several countries in Africa and Southeast Asia.

If you are fully vaccinated for Covid-19 and are ready to travel, here are my top 5 destinations that make entry easy for those who are vaccinated.

1: Barbados. In May 2021, Barbados eased quarantine requirements for those who are vaccinated, thus paving the way for this destination to realistically reopen and start attracting tourism. If you are looking to travel to Barbados, my resort recommendation is Sandals Barbados as it is one of only 4 places on the entire island that offers covid testing (for free), which is a necessary requirement to return back to the USA.

2: Iceland. On April 6, 2021, Iceland broke away from

the European Union's closed borders declaration.

It announced that fully vaccinated individuals could now arrive without quarantines in place. This announcement sparked a surge in hotel reservations and has made Iceland one of the most popular places to travel to in 2021. Fun fact, the population of the entire country of Iceland is roughly the same as the Lehigh Valley!

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3: Tahiti. Last July, Tahiti reopened with multiple

Covid test requirements in place for those visiting French Polynesia. Following an increase in Covid cases, this country opted to again close its borders in February 2021. Because tourism fuels the economy of Tahiti, the government decided to reopen on May 1, 2021, but in doing so, they mandated that all visitors arriving need to show proof of being fully vaccinated for Covid.

4: Greece. On April 19th, following 14 months of

border closures, Greece announced that they are reopening. Those who are fully vaccinated will not have to test for Covid prior to arrival, nor will quarantine requirements be in place. This move came as the majority of Europe has been dealing with the second wave of Covid cases, and many European countries have put lockdowns in place again. TIP: if you are planning to go to Greece, many of the national monuments and museums have implemented reduced operating times. They have capped the amount of people they will let in daily. I suggest you skip Athens and go to the beach areas in the Greek Isles instead.

5: The Bahamas. Traveling to the Bahamas just got

easier for those who are vaccinated. On May 1st, the Bahamian government removed the required pre-arrival Covid test for fully vaccinated individuals.

Unlike Barbados, the Bahamas is not requiring those who are unvaccinated to quarantine for 5-7 days. Unvaccinated visitors to the Bahamas still need to show proof of a negative Covid test prior to arrival, but they do not need to quarantine. The mega Atlantis resort in Nassau lobbied for the government to not require the vaccine for all visitors so that families with young children, who are not yet approved to get the Covid Vaccine, can still travel to the Bahamas this summer.

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Understanding Reality After COVID! RAY BRIDGEMAN BRIDGEMAN STRATEGIC CONCEPTS & NETWORK MAGAZINE We are all ready to get back out there and do regular things, movies, concerts, vacation, hell just going out to eat without temperature checks, hand sanitizer at every corner along the way, and being able to sit at a bar without the bank teller sneeze guard in front of you. Can we all please try to remember how we should act when going out in this new "Normal World"? I mean, come on, airlines are having to stop serving alcohol because apparently, we forgot we can't get blitzed out of our mind during our flight and abuse the staff? Remember, our favorite restaurants and bars have been just as anxious for us to come back as well. I thought this may be a good time to remind the public of some things. This comes from someone with over 20 plus years of experience in the restaurant and hospitality industry.

I absolutely cringe when I hear someone make the comment, I don't tip for bad service. Especially when the reason for the bad service is the steak was over or underdone, I didn't like the cocktail, or the food took too long. Most people won't even inform their server of these issues, oh, and guess what, the waiter or waitress didn't prepare your food or mix your drink. Nine times out of ten, customers won't complain, so their server 50

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has the opportunity to fix the issue. They will just stiff them! Server wages across the country are about $2.85 or so an hour on average. Standard practice is a 10% tip for subpar service, not $0. Come on, $2.85 an hour, and we turn into the professional restaurant critic.

This industry has been really impacted especially hard during the pandemic. You are going to experience a shortage of staff now, so can we all turn off the expected perfection meter. If you are happy with your service, 15% is the minimum tip, and nothing wrong with a 25% plus tip for outstanding service. Please, please, please, notify your server if something isn't to your liking and let them make it better. Don't be that person that takes out their frustration when the bill comes, and you didn't say anything. If you have never been in the service industry, it's not as easy as it looks, and if you have experience and you are stiffing servers, not cool. There is no excuse for being cheap, so if you don't want to tip appropriately, go to your nearest fast-food establishment.

Can we all not be so quick to be the online food critic too. There is a saying with the social media electronic world, think before you press send. Our local favorite drinking establishments are trying to get back on their www.MyNetworkMag.com

feet. Some are having difficulty finding enough staff, some of these places had to lay people off for a long time, and those employees found other jobs. So, before you are so quick to go out there and bash someone on Yelp or wherever about how long it took your favorite umbrella drink to come, just remember they are doing the best they can with what they have to currently work with. Please, no matter which way you lean politically or on vaccines or mask-wearing if an establishment is still working off seating restrictions, don't flip out about the "we are at 100% capacity now". It may just be that they don't have the assets in place yet to pack the restaurant.

Again, think before pressing send, commenting, or flipping out.

Traveling is another hot topic now. Should I do it? Am I comfortable? Plan etiquette. It is customary to wait until it's your rows turn to disembark. Airlines always make the accommodation if you are running late for your connection, let the flight attendant know, and they will have you exit first. If you are landing in paradise and just can't wait to get there, relax; the island isn't going anywhere. Don't be that person who waits to hear their name actually called at the airport warning the doors will be closing, and you are finishing up your beer at the

bar, then make the mad dash to the plan just in time. We could have left early! On that topic, if you are traveling internationally, especially to one of those countries where you make more in a week than your bartender, server, or cab driver makes in a year, don't stiff them.

Come on, really, principal means more to you than them putting food on their table? Do yourself a favor, take notice of the local surroundings while you are on your excursions. The living conditions are not usually what we are used to and definitely nothing in comparison to that 5-Star Resort you are staying at. Don't be that guy, tip!

Ok, last pet peeve. Movies are back! I know we have all been living on our phones over the last year-plus of the shutdown, but I go to the movies for a good time too. I am not there to listen to your phone conversation about what your likes and dislikes are. There is nothing worse than when you are at the best part of the movie, and someone's ringer goes off, or you think now is the best time to check your Facebook or reply to a message or email. Come on, no one is that important that you can't turn your phone off for a couple of hours.

So, we are coming back to normal; let's all just try to make it a better normal!

STEVE ROWBOTTOM, CIGAR AFICIONADO CIGARS INTERNATIONAL

Buffalo Trace Churchill Dominican Republic

7.0” x 49

Medium-Full

93-Rated

Caldwell Hit & Run Super Toro Dominican Republic

6.0” x 54

Medium-Full

93-Rated

Diesel Crucible Toro Box-Pressed Nicaragua

6.0” x 52

94-Rated

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Full

Bourbon, good. Cigars, good. Buffalo Trace cigars, good. Real good, in fact. I love this cigar’s complexity. Oily Sumatra wrappers from Ecuador blanket a Nicaraguan and Dominican long-leaf recipe inside a Brazilian Arapiraca binder. I get rich tobacco and toast, with a definitive nutty note. The wrapper offers a touch of sweetness on the finish. But the highlight is the aroma – an oily, charcoal-like scent, like the result of barrel-aging the Dominican Piloto Cubano leaves. This cigar is no gimmick, and is destined for bourbon pairings.

Everything about this cigar had me at hello. From the glossy, milk chocolate brown Ecuador Habano wrapper, to the beautifully printed wine stock band. But, most importantly, the cigar tastes and burns as good as it looks. I note a mid-range strength, with silky hints of caramel and roasted cashew, complemented by rich tobacco and a creamy sweetness on the finish. I find this cigar to be a truckload of savory flavors inside a smooth, luxuriously soothing 60-minute break from reality.

In most things – beer, coffee, scotch, wings etc. – I prefer flavor over power. Cigars are no different. Crucible, however, marries bold flavors with enhanced power while maintaining perfect balance. This makes it an extraordinary experience that most cigar enthusiasts can enjoy despite its strength. All Habano tobaccos from Nicaragua create this well-pressed Toro, and deliver big notes of leather and coffee bean. Midway through I note toasted peanut, and a subtle dash of pepper closes the occasional puff. Consider this your perfect post-ribeye cigar.

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Partagas Legend Toro Leyenda DominicanRepublic 92-Rated

6.25”x54

Sweet, rich and earthy. That’s Partagas Legend, every time I light it up. But what’s most pleasing about this cigar is the burn time. Every size burns slow and cool, allowing subtle flavors like leather and white pepper to work their way into the fray from time to time. The smoke is medium to full in body and layered with satisfying flavors. A testament to Medium-Full the superior Connecticut Broadleaf wrappers and vintage Piloto Cubano long-fillers employed.

Perdomo cigars always hit my sweet spot in preference… especially those featuring a Connecticut wrapper. Rich, bold, Nicaraguan flavors delivered in smooth, creamy fashion. This Double Aged 12 Year is no different. The smoke is complex, offering softer notes of cream and Perdomo Double Aged 12 Year Vintage caramel with richer notes of black tobacco and espresso.

Connecticut Robusto Throughout the burn I pick up sweet cedar, adding yet Nicaragua 5.0” x 56 Mellow-Medium another layer of flavor. The strength is perfect to pair with that morning coffee, while the flavor profile can stand up to 93-Rated your bourbon nightcap. Enjoyable.

JOHN BROWN THE HATCHETS a n d

tim Harakal • Thomas Ostrow • Rebecca Connelly • Zach Jones Pennsylvania based Folk band formed in 2018. The bands musical style consists of funk, rock, country, and soul elements with an emphasis on the folk genre.

Bookingg 610.428.0987

• johnbrownandthehatchets@gmail.com

MARKETING + WEB + CREATIVE

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Whether you are looking to increase overall sales or starting a new business, Punch Garage is here to help.

We specialize in driving more traffic to your business, increasing brand awareness and providing world-class marketing support.

We take a custom approach to each and every project to ensure that our strategies meet your unique business goals and objectives.

Contact us today for a no-cost marketing evaluation. We will discuss your business goals and provide recommendations on how to get there.

Phone 484-686-0699 Email cdamrose@punchgarage.com Together, we’ll make your brand stand out.

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