Lancaster Thriving!

SPRING 2022

The Underrepresented Business Partnership: Words into Action pg. 14

Refresh and Belong pg. 6

Lessons in Leadership: Managing & Developing Employees pg. 24

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14

Underrepresented Business Partnership: Words into Action

The Lancaster Chamber has elevated the Diversity, Equity, and Inclusion conversation to a new level in our 22-24 Strategic Priorities. As part of our role in supporting a diverse workforce, we have launched the Underrepresented Business Partnership. Meet the cohort of businesses!

contents

6

Refresh and Belong

Use these simple, but important, steps to engage staff and create a welcoming work environment. Help promote a sense of belonging for all staff members and improve employee retention.

COVER PHOTO

12

15 in 15: Strategies for Employee Feedback

Discover 15 strategies for creating effective employee feedback loops, cultivating an organizational culture that invites feedback and insight, and developing actionable plans to implement changes based on employee input.

18

Relationships Drive Community and Progress

Learn how the SoWe Neighborhood initiative fosters and builds relationships to further promote the importance of engagement and collaboration to establish a healthy and thriving community.

Team members of Benjamin Roberts Ltd Office Interiors, located at 240 N. Prince Street, gather in Pennsylvania College of Art & Design’s Art Garden to brainstorm on their next project using the surrounding city elements and outdoor environment to inspire refreshing and innovative concepts for business interiors. Pictured on Cover: (left to right) Neal Sensenig, Denise Kattau, Jim Brown, & Gary Martin

24

Lessons in Leadership

Genise Wade, Chief Human Resources Officer of The Wenger Group, shares how to apply Bruce Tuckerman’s stages of group development (Forming, Storming, Norming, & Performing) to build an effective team.

28 // Lancaster Chamber Upcoming Events 30 // Lancaster Chamber Member Anniversaries

View Past Issues at LT.HoffmannPublishing.com Spread the Word #LCThriving #LancasterThriving #HoffPubs #LancChamber

FIND US ON: LancasterChamber.com

3

A Letter from Tom Baldrige

A

fter two-plus years of more twists and turns than some people have in their lifetimes, I am thrilled to (cautiously) celebrate the ability to look ahead. And plan.

In so many ways, the phrase “We’re back!” finally seems to be taking hold and the ability to effectively plan for the future seems much more real.

I must say, it feels pretty good! And I hope the same is the case for you and your business.

From the Chamber’s perspective, we have used the past year of “transition” (or, perhaps more appropriately, of “the unknown”) to revisit and revise our Strategic Plan as we set a course for the next three years – a course designed to build on the 150-year history of the Lancaster Chamber and ensure we are meeting today’s business needs in our quest to create a “thriving community for all.”

Our year-long process involved input from a committee of volunteers, chaired by Carrie Willets of Wellspan Health; our Board of Directors, staff and volunteers; and member surveys and interviews.

The process led us to create a new plan, with a new Vision and Mission for the Chamber, Core Values that we want to be held accountable to, and five Strategic Priority areas that will guide our future work. The results of the process are located on the next page.

As you will note, we hear you! We know that Public Policy is a critical element of creating a vibrant economic climate; we fully understand that Workforce is the dominant issue of the day; we get that our role in providing Business Solutions is a key part of our value to members; we’re committed to the role Diversity, Equity & Inclusion plays as a key component of our future economic success; and, we pledge to ensure Operational Excellence in our delivery of services and our responsible use of our resources.

We are confident this new plan will provide you with the resources, information, networking and learning you need

4 | LANCASTERTHRIVING! | Spring2022

to ensure your future success. And, we invite you to find a way to help us further execute on the plan. Let us learn about your “best practices,” let us hear about the businessbased resources you need to succeed and, in the spirit of our 150th Anniversary, let us know about your history.

After all, our history is only made possible by your history.

As it relates to this issue of Thriving!, please know that many of the tenants of our new Plan are demonstrated in articles that follow as we showcase ways to renew, re-evaluate, reconnect and repurpose your business – all aimed toward achieving our Vision (Lancaster County.

A thriving community for all.). Together.

In many ways, Welcome Back. Now... Onward!

Sincerely,

Tom Baldrige, President & CEO Lancaster Chamber

Strategic Plan We have launched our new 2022-2024 Strategic Plan for the Lancaster Chamber. Explore our plan to see how we intend to continue our mission and help continue the sustainability and prosperity of Lancaster County business and community.

Vision

Core Values

Serve. We commit to a culture of service.

Lancaster County.

A thriving community for all.

Connect. We maximize connections that grow networks and accelerate business success.

Mission

Create the environment, facilitate partnerships, and lead on issues that elevate business success.

Strategic Priority #1

PUBLIC POLICY

WORKFORCE

Lead. We pledge to lead on behalf of the business community.

We inform and advocate, on behalf of our members, for policies which support business, people, and places.

Leverage the Pro-Business Agenda to guide our advocacy work at all levels of government and align with our mission and impact area priorities.

Strategic Priority #2

Solve. We approach all issues with a solution-oriented mindset.

Ensure that the Chamber has the resources to deliver on key components of the Pro-Business Agenda.

We partner, support, and/or lead opportunities and solutions to address workforce challenges.

Seek grants and build capacity for unique programs and partnerships to meet immediate and emerging workforce needs.

Deliver training and resources relevant to current workforce challenges.

Strategic Priority #3

Provide products and services responsive to the needs of the business community.

Source relevant content and expertise to deliver events, programs, and professional development.

Strategic Priority #4

DIVERSITY, EQUITY, & INCLUSION Advance awareness of and commitment to the Chamber’s Diversity, Equity, & Inclusion Guiding Statement.

CHAMBER EXCELLENCE Execute the CEO search process and transition.

Identify the business role and develop collaborative strategies to address barriers to workforce participation.

We analyze, assess, and navigate the business landscape to provide timely resources and forward-focused solutions.

BUSINESS SOLUTIONS

Strategic Priority #5

Build strong relationships with public officials to ensure they are aware of the realworld impacts of legislation and policies that facilitate the growth of our local community.

Create opportunities for networking and connections.

We contribute to a more inclusive and equitable workplace, workforce, and community.

Execute DEI Task Force framework focused on operations, business and the broader community.

We foster a culture of continuous improvement to achieve operational excellence and long-term sustainability.

Promote a culture of fiscal & operational excellence to ensure sustainability.

Fully leverage the 150th Anniversary to create momentum for the future.

5

WORKPLACE: REFRESH

Refresh and Belong

W

e are approaching a new season; spring is in the air. This is a good time to stop, examine your workplace culture and ask, “Am I creating an environment where people feel like they belong?” Belonging doesn’t mean everyone will see eye to eye, nor does it mean everyone will be best friends. It simply means a place where a person can be their true authentic self.

Why is belonging important? When employees can be authentic, feel valued, and heard, they are less likely to search for and ultimately find other employment. Again, this is not utopia, but it is a place where employees can thrive and succeed.

That sense of belonging can be created by fostering an environment that is grounded in diversity, equity & inclusion (DE&I). DE&I is embracing and incorporating the uniqueness of different cultures, ages, abilities, races, and viewpoints. That welcoming is created from the top of the organization. It’s critical that your leaders demonstrate they understand and value DE&I and create a place where all employees can thrive.

Below are a few simple but important steps your company can take to engage with your staff and create a welcoming environment.

1. Have meaningful yet difficult conversations.

Part of having those conversations means acknowledging you may not have all the answers but are willing to learn and grow.

2. Be proactive. Consider starting a DE&I focus group with the goal of making recommendations for you to implement.

3. Evaluate your hiring and performance practices. Are there any hidden biases?

4. Have a mentoring program. Many new hires of color state it is a challenge understanding their new corporate culture and having a mentor would help the process.

5. When person of color expresses their thoughts and experiences, believe them.

Remember, they risk being alienated by their co-workers for speaking up and need to know they are supported by the company.

These steps can be utilized in any workplace from a manufacturing plant to a customer service site to a large warehouse. The goal is to have an open and welcoming workplace. LT

BY JINADA ROCHELLE, CEO, Jinada Rochelle LLC Contact Jinada at jinrochelle@comcast.net

6 | LANCASTERTHRIVING! | Spring2022

EDITOR & CONTENT MANAGER: Justin W. Johnson Communications and Marketing Director, Lancaster Chamber jjohnson@lancasterchamber.com ASSISTANT EDITOR: Ashley Glensor Programs & Marketing Specialist, Lancaster Chamber aglensor@lancasterchamber.com

Questions about COVID-19 vaccines and other workplace safeguards?

With COVID-19 vaccines becoming available, many employers are starting to plan for the physical return of their workers to their buildings.

For help with your planning, turn to the Returning Workforces and COVID-19 Vaccines toolkit as your go to resource and guide. This comprehensive toolkit explores COVID-19 vaccines and other workplace safeguards to help HR professionals and employers decide what policies, communications, considerations, and plans are best for their organizations.

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The opinions expressed in this material are for general information only and are not intended to provide specific advice or recommendations for any individual.

Thriving! Editorial Advisory Group Adam Aurand School District of Lancaster Sherry Bolinger Hoffmann Publishing Group, Inc. Carol Gifford, VisionCorps Scott Fiore, TriStarr Staffing Larry Guengerich, Landis Communities Alexandra Henry, LNP Media Group Tracy Hoffmann Hoffmann Publishing Group, Inc. Alison van Harskamp Armstrong Flooring ©2022 All rights reserved.

No portion of this publication may be reproduced electronically or in print without the expressed written permission of the publisher.

Lancaster Thriving!

is published quarterly by Hoffmann Publishing Group, Reading, PA • 610.685.0914 HoffmannPublishing.com

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For Advertising Opportunities: Sherry@Hoffpubs.com 717-979-2858 or Alicia@Hoffpubs.com 610-685-0914 x210 or Sales@Hoffpubs.com 610.685.0914 x1 Lancaster Thriving!

Magazine Online at LancasterChamber.com Graphic Designer: Jeni Rathman Photo Credits: PhotOle’ Photography LancasterChamber.com

7

WORKPLACE: REFRESH

H

as your workspace been in a holding pattern since May 2020? Perhaps you hastily threw together a desk and chair for your at-home set up or you have leased a building that no longer fits your needs. Spring is a great time to refresh your space!

When evaluating a home office there is even more room for autonomy and creating an environment that is uniquely yours. Find a flow that works for you and adjust items around that. Maybe you have a ritual to start working. I usually light a candle, start my music, and put my headphones on to signal to my brain that it’s time to focus. I place the things that I need within easy reach so that I can sit down and smoothly transition into the tasks that I want to accomplish.

Organizing my space in this way allows for a re-energized routine. Design is about more than the colors and textures, it’s about thinking through how you function and how your space can support that.

A refresh doesn’t have to be expensive or stressful. You can use many of the items that you already have! It is easy for our brains to become lax when everything stays in the same place for a long time. For example, we might stop noticing that piece of artwork that makes us smile. By moving it to a different location, it becomes this ‘new’ discovery that disrupts the normal pattern and again is a source of joy.

This is an example of creative reuse, one of the tenants of sustainable design, meaning that you can feel good while saving money!

Investments in design are great for business. Bringing a fresh mindset into designing your place can maximize efficiency, lower employee turnover, and attract new customers or employees.

I wish the days of working in drab environments were gone, but now is the time to refresh the way we think about our workspaces! As we move through the world with an increased focus on health and inclusivity, our built environments need to reflect that shift in values. Using a human-centric design strategy focuses on implementing changes to promote well-being and productivity. If employees are being asked to come to an office, it should be a vibrant destination with thoughtful consideration of their needs.

Size-inclusive design is a great way to ensure accessibility and comfort for different body sizes. Often, chairs are selected with thinness as the default, excluding over a third of the American population. Inclusive design also means considering neurodivergence, gender, culture, disabilities, sensitivities, traumas, etc.

Workplace

Refresh

8 | LANCASTERTHRIVING! | Spring2022

Americans spend an estimated 90% of their time indoors.

There has been a disconnect in our relationship to nature and an increase in stress, anxiety, and blood pressure. This creates a strain on the healthcare system and employers’ wallets. To counter these negative effects, designers have started using biophilic design, the art of connecting people to nature. It can be incredibly disorienting for our circadian rhythms to enter a building when it is dark outside and leave the building when it is again dark outside. Windows shouldn’t just be reserved for the coveted corner office; as many people as possible should have access to a view of the outside.

Plants in the workplace are another great way to bring life into your environment. It can seem high maintenance to have plants, but there are apps that can give you reminders or you can hire people to come and help take care of them.

The presence of plants communicates that life can thrive in this location. An even better solution, no matter the location, is allowing a flexible schedule so that employees can go outside for breaks.

When it comes to acquiring clients, the impression of your business can happen before someone even steps foot in the location. Having clear signs to help people find you and any relevant details about the location on your website can increase foot traffic. I have occasionally picked restaurants based on how clear their parking instructions were or based on a picture of the interior.

Job seekers are thinking more about the types of workplaces that they want to work in and adding intriguing elements can help sell your company. If you are considering a hybrid work option, it is important to create an office that offers the needed flexibility and still allow for a sense of ownership. You may want to emphasize the types of areas that cannot be found at home, such as ones geared towards collaboration.

If you want assistance in refreshing your space, feel free to reach out to me at ebyler@edenenvironments.org. Your comfort is important and you should have the optimal experience, even on a Monday! LT

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WORKPLACE: REFRESH

REFRESH YOUR

CONNECTION with employees

I

t does not matter what type of business or organization you are in, or what purpose you fulfill, you have undoubtedly experienced change in the recent years.

Perhaps you have operated everyday throughout the pandemic, and you are thinking you have not really changed as a business, but your employees most likely have. Each person, each family, each organization has gone through change. As leaders, it is critical to acknowledge the change and acknowledge the need to adapt on a personal and leadership level.

Leaders and managers always have vast responsibilities of accountabilities, and yet they cannot lose sight of connecting with employees and engaging in the fulfillment of the organization’s mission. The culture of your organization should be supportive of this connection and engagement. The difference between the right culture and the wrong one is the intention, deliberation, and enthusiasm put into it.

• If your culture was not clearly defined previously, it is time to invest in doing it now.

• If you had a clearly defined culture and it has changed, it is time to check in, learn what has changed, and adjust accordingly.

• If you are not sure whose responsibility culture is, it is time to determine it.

To ensure your culture is aligned with your mission, values, and the direction of your organization, conduct an assessment. Utilize focus groups, ask employees, survey employees, share results, conduct focus groups again, develop and implement an action plan, and then check-in again. This process should help set your foundation for having open communication with employees. It will also ensure alignment around your mission and values.

There has been much focus on the challenge of recruiting employees and yet it is just as critical to retain the employees you have. One of the key reasons that employees stay is the relationship and connection with their manager. With remote and hybrid working environments, the relationship between a manager and employee is the primary connection source to the organization. Are your managers equipped and prioritizing connecting with employees? Are your managers equipped to share your mission and values and lead with purpose?

10 | LANCASTERTHRIVING! | Spring 2022

Once you have the alignment with your mission and values and culture, it is key to continue to communicate it. Not only communicate to say you are doing it, but you want to communicate with connection and engagement. How can you do that?

• Get creative.

• Ask employees.

• Match your messages to your culture.

• Share employee stories.

The beauty of today is there are so many ways to connect with people. Gone are the days of sending out a memo or having only one annual opportunity to gather all employees. Technology enables that to happen regularly, and you should leverage it. One of the greatest ways to communicate is through storytelling. What better way than to have employees share their own story? Have photos and quotes from employees. Record videos of employees.

Share employee journeys of career paths. Share employees who connect with the mission and why they work for you.

Utilize whatever mediums and platforms that you have, and again ask employees where they want to see this information. Key communication channels include company intranets, emails, Slack channels, Microsoft Teams, and social media. When messages include employees, they are more likely to leverage their own networks too. They will be proud of the feature and want to share it socially too.

more critical in hybrid work that the opportunity to connect is facilitated. Create a reason for employees to report to the office on the same day with one of the additional reasons being creating connection. When employees are remote or hybrid, the lack of friendships at work makes it easier for them to quit their job. Creating connection has a direct correlation to retaining your employees.

Leaders must prioritize connection with employees.

Connection is not a metric to be measured, but it is a valuable component of your organization. Time and space for connection must be intentionally created. It will influence the business, it will influence retention, it will influence your ability to recruit employees and it will influence your overall success. LT

Do not overlook the opportunity to share the messages internally too. Leaders should include reminders in team meetings, ensure that the work they are doing is connected to your purpose, share the why. Employees are seeking connection. Create the opportunity for it within the course of doing business. If you are remote, that may be having time at the beginning of virtual meetings to check-in and PWM_LancThriving.qxp_Layout 1 3/15/22 4:32 PM opportunities Page 1 to share. Or perhaps you create other social virtually to facilitate the opportunity to connect. It is even

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15 1 15

IDEAS MINS IN

ENHANCING THE EMPLOYEE FEEDBACK LOOP

1. “Encourage managers to utilize coaching conversations within the organization. The process

begins by embedding it into your organizational culture, then empowering leadership to have coaching conversations, and helping them learn how to have conversations. Coaching conversations are part of goal setting, performance management, and learning and development.”

3

4

build cultures where true conflict of ideas and thoughts can exist and, when hurtful conflict occurs, there is a mechanism for restoration.”

Chris Wenden, ADVOZ: Mediation and Restorative Practice

Leslie Wireback, Wireback Consulting

3. “Cultivate a culture where employees feel they can give honest feedback and also receive honest feedback. It is critical for employees to

feel safe, supported, and heard in their jobs.

If employees and employers can operate from a place of sincerity and honesty, it reduces a tremendous amount of stress and cultivates a healthier, more sincere organization.”

5 7

2

2. “Apply Pat Lencioni's ‘Five Dysfunctions of a Team’ to

4. “Effectively use monthly one-on-one meetings between individuals and managers. Monthly one-on-

ones allow employees and managers to discuss engagement with the company, concerns with role responsibilities or position growth, and create or build on company culture.”

LuAnn Billett, Mental Health America Lancaster

5. “Have managers use a tool like an ACE (Alignment, Capability, & Engagement) template. This allows employees to list their

6

aspirations, capabilities and engagement level so managers can understand what they want to do, what they can do, and what they enjoy doing as well as provide a development plan based on employee feedback on the ACE form.”

Karen Snyder, Ultra

Alex Myers, Traditions Bank

6. “Understand the importance of being present for your employees. Oftentimes, employees don't feel heard because there isn't someone present, physically or virtually, to listen. This is the first step in cultivating a culture that invites feedback but it is one of the most critical steps. Make yourself visible and let it be known that you are there to listen, not to criticize, to whatever your employees have to say. Allow the time for this practice to be welcomed. This tip applies to leaders across all levels. ”

Amanda Manning, Lancaster County Solid Waste Management Authority

7. “Build rapport with your teams. Ensure that you are providing the opportunity to engage with your workforce through check-ins with your employees and adequately communicating recognition of good work in the organization. Employees may feel uncomfortable approaching managers if they associate those conversations with mistakes and criticism. Building rapport with your team makes difficult conversations easier. ” 12 | LANCASTERTHRIVING! | Spring2022

1

Maly Kongsynonh, City of Lancaster

1

8

8. “Develop a performance management model allowing employees to be the ones driving the collection and processing of their feedback from peers, leaders, partners, and direct reports. With the feedback gathered, the employees are empowered to identify themes and growth opportunities and bring them to their manager to create or adjust their development plan.”

9

David Myers, Sight & Sound Theatres

10 11 12 9. “Use improv as a change agent. Leaders who leverage

improvisational skills are able to engage their teams as active listeners and are more willing to being moved by what their team has to say with actual, tangible results. Improv opens the door for the culture to encourage feedback that is appreciated, implemented, and recognized, while developing employee engagement and ownership. In this case, improv is not about 'comedy' but being able to develop innovative and creative solutions when unanticipated change occurs, like COVID!”

Scott Snyder, Samaritan Consulting Group

11. “Use ‘I statements’ as a way to decrease defensiveness. When

used properly, these statements give the person offering feedback an opportunity to express their feelings about whatever the issue is. Although this can be difficult because expressing feelings make us feel vulnerable, it is quite effective.”

13

Heather Uczynski, Leading Edge Business Consulting

10. “Use focus groups effectively. Focus groups rely

on the organization's leaders identifying the purpose, creating questions, ensuring the safety of participants, pre-planned logistics, and the potential use of a third party facilitator to generate a deeper level of feedback.”

Becky Becker, Herbein-Mosteller HR Solutions

12. “Create and implement employee surveys.

Organizational leadership must answer questions around delivery, topics, anonymity, trust, and relationship-building in order to craft an effective survey. Employees will provide feedback if they find their managers approachable, trustworthy, and effective. Utilize Glassdoor as a tool for employee feedback.”

Sarah Bedsaul, Zephyr Strategic Services

13. “Utitlize an employee engagement survey to measure employee engagement over time. The anonymous survey is typically conducted during a team meeting via an online

platform, where employees see the results in real-time. This setting indicates a level of trust in the organization and generates authentic, vulnerable discussion over the results provided.”

14 15 14. “Conduct continuous reviews. Both positive

and negative feedback is responded to continually. This allows you to identify gaps in services and provide an ongoing training resource for continuous improvement.”

Tasha D’Orazio, Tristarr

Ashley Glensor, Lancaster Chamber

15. “Employ a third party platform such as Fastest Feedback, which allows any organization to gain real world, real time, totally anonymous feedback from any targeted group.

The Fastest Feedback difference is response rates. Most surveys have response rates of less than 3 percent. Fastest Feedback response rates are typically over 50%.The organization determines the questions and can have up to 4 surveys running simultaneously. Questions may be changed at any time and report summaries are delivered daily and monthly. There is no need for the organization to utilize any special software.”

Jay Barry, Fastest Feedback

The Lancaster Chamber’s 15 in 15 series provides a platform for business professionals to share ideas on a topic relevant and vital to the business community. Attendees learn best practices, strategies, and recommendations from 15 peers.

After a rapid 15-minute exchange of ideas, speakers, and listeners alike transition to breakout sessions for further discussions. These 15 ideas came from our most recent 15 in 15 event. We are grateful to all of our speakers for their time and willingness in sharing recommendations on strategies for creating effective employee feedback loops. If you are interested in 13 LancasterChamber.com participating in our nextto15our in 15 series, contact Ashleyideas Glensor aglensor@lancasterchamber.com or (717) 696-6240.

Thank you 15ideas speakers for sharing ofat return-to-work strategies!

FEATURE The Lancaster Chamber has elevated the Diversity, Equity, and Inclusion conversation to a new level as part of our 2022-2024 Strategic Priorities. There are three broad areas of focus: recognizing our own challenges with team diversity, supporting our business’ needs for creating intentional DEI plans and our role in the community’s advancement toward a more equitable culture. As part of our role in supporting a diverse workforce and their engagement in our work, the Lancaster Chamber has launched a program titled, the UNDERREPRESENTED BUSINESS PARTNERSHIP.

To learn more, we answered the most asked questions and we’ll share with you the incredible business leaders that have joined us in this journey!

WHAT IS THE PHILOSOPHY FOR THE UNDERREPRESENTED BUSINESS PARTNERSHIP?

Our Lancaster Chamber has launched an initiative, Words Into Action: Underrepresented Business Partnership, as part of our Diversity, Equity & Inclusion strategy, to deliver on two main goals.

Underrepresented Business Partnership

Words into

Action

Let’s meet the Cohort!

•G oal one: Support engagement and network development for business owners traditionally underrepresented in the Chamber.

•G oal two: Gain feedback from this partnership to identify gaps in our offerings and determine how we can better meet the needs of underrepresented businesses.

CAN YOU EXPLAIN HOW WE ENGAGED BUSINESSES FOR THE COHORT?

In order to partner with 10 underrepresented businesses, we utilized ASSETS’ “Lancaster’s Diverse & Inclusive Business Directory,” as well as recommendations from the Lancaster Chamber staff, in addition to a recommendation from a business participating in this partnership. The Diverse & Inclusive Business Directory created on ASSETS’ website includes tags to signify if a business is womanowned, BIPOC-owned, etc.

We also met with each business to ensure that the time commitment would be reasonable for each business owner, in addition to ensuring that each business owner was interested in helping us launch this initiative. Lastly, our new member orientation provided us with the opportunity to further discuss expectations, as well as recommendations from the businesses on how to achieve our objectives together.

HOW DOES THE IMPLEMENTATION OF THIS COHORT ALIGN WITH THE CHAMBER’S DEI GUIDING STATEMENT?

The Lancaster Chamber recognizes the strengths diversity provides communities, and we value new perspectives as we seek to foster trust as well as mutual respect throughout our entire business community.

14 | LANCASTERTHRIVING! | Spring2022

BEAUTY BY JUDELYNE WELLNESS SPA Judelyne Bataille, Owner

What do you do? Beauty by Judelyne offers a professional & unparalleled service and inspiration to all her clients – with a modern approach to cosmetology and as a Licensed esthetician & lash extensions specialist.

ELUME

Melisa Baez, CEO What is ELUME? ELUME exists to inspire entrepreneurs by creating practical, simple, and high-quality sustainable products.

WALLER TAX AND FINANCIAL SERVICES Frederick Waller, Owner

What do you do? Full-Service Tax and Financial Planning business with over 800 Individual and Small business clients and over $25 million in assets under management.

EDEN ENVIRONMENTS LLC

Elizabeth Byler (they/them), Creative Image Director Describe your business: Eden Environments designs inclusive and sustainable workplace interiors so that everybody can flourish.

ALIGNED FOR LIFE CHIROPRACTIC

Dr. Sekora Wallace-Henderson (she/her), Owner

Describe your business: Aligned for Life Chiropractic helps the community live a more well balanced quality life by removing nervous system interference.

LancasterChamber.com

15

DISRUPT THEATRE COMPANY Starleisha Michelle Gingrich, Founder

What is Disrupt Theatre Company? Brings plays

by BIPOC (Black and Indigenous People of Color) playwrights to the BIPOC community of Lancaster, at accessible venues and affordable prices.

MONARCH ENTERPRISE INC. Aaron Camara, Owner & President

What is Monarch Enterprise Inc.? Monarch Enterprise, Inc. specializes in the complete construction and maintenance of commercial, retail and restaurant structures. Our services include: Design build, project management, tenant fit out, vanilla box and remodels.

LANCASTER COUNTY DECK PRESERVERS Martin Wayman, aka Marty, Owner

What do you do? Lancaster County Deck Preservers is an exterior Deck and Fence Care weatherproofing company.

NATURAL INCLINATION LLC

Dr. Amber Sessoms (she/her), Principal and Founderr Describe your business: Natural Inclination LLC supports courageous leaders in cultivating liberatory spaces for individuals to be their full, authentic selves by facilitating courageous conversations about justice, equity, diversity, and inclusion (JEDI) to help individuals identify how their lived experiences inform their communication skills, emotional responses, coping skills, and perspective-taking.

16 | LANCASTERTHRIVING! | Spring2022

Underrepresented Business Partnership The Lancaster Chamber recognizes the complexities of confronting our history, improving our present, and leading a more unified future for our Lancaster County business community. This partnership is not an attempt to reach a final solution, but rather, the start of building a foundation which stands strong with our Chamber for the next 150 years, and beyond.

There is work to be done to intentionally improve the diversity, equity and inclusiveness of our Chamber, and we are committed to engaging in this work with the support of our Board of Trustees, our staff members, our DE&I Committee, and most importantly, our valued members as well as traditionally underrepresented businesses/business leaders throughout Lancaster County. You have heard enough of our words, please be part of this journey as we begin to consistently take action!

If you want to learn more about the Underrepresented Business Partnership, you can contact Javar Colon (jcolon@lancasterchamber.com) or Tom Wallace (twallace@lancasterchamber.com). LT

CHYATEE

(FORMERLY LUSH BAZAAR) Timbrel Chyatee Describe your business: Lush Bazaar is a sustainable, ethical retail brand, that focuses on hand crafted pieces and fair wage employment. Lush Bazaar has a staff of 15 people in India, and over 30 contracted artisans that work with Lush Bazaar to create handmade, unique fashion and lifestyle products. Lush Bazaar was started in Lancaster, Pa. and now works globally.

BY JAVAR COLON, Business Development Specialist, Lancaster Chamber Contact Javar at jcolon@lancasterchamber.com

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Relationships Drive Community and Progress

I

t is hard to believe we are already celebrating the fiveyear anniversary of SoWe, an initiative of Tenfold (formerly Tabor/LHOP). Since 2016, our partner organizations and community members have worked together to stem the tide of disinvestment in the Southwest neighborhood of Lancaster City by implementing a five-year revitalization strategy. We are now in the process of planning the next phase of resident-driven strategies so we can continue to increase affordable housing, reduce crime, create safe and welcoming green spaces, connect residents to each other, advocate for education for our kids and much more.

We continue to make significant progress, because none of this work is done in a silo; it is accomplished by building coalitions of residents and partners to build programs, connect those programs to residents, and navigate lifechanging events as they arise.

Speaking of life-changing events, during the start of the pandemic, like many of you, we held tight to our relationships. We checked in with family, friends, and neighbors to ensure they were safe and secure. We leaned into the relationships that we had as individuals, as neighbors and as an organization. We made sure our partners were safe and supported, we developed coalitions of organizations to respond to neighborhood needs, we checked in with neighbors and encouraged neighbors

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to check-in with each other. As these relationships were tested throughout the pandemic, they reinforced a few foundational truths that continue to define us as a neighborhood: Building relationships is essential to community progress

Our community thrives on relationships and trust, and we all know trust is often hard to gain, yet very easy to lose. At the height of the pandemic, fostering these relationships was key, as SoWe relied on our solid network of relationships while we grappled with the impact on jobs, income, family, and our overall security. As a collaborative initiative, we were able to provide support to our neighbors by working together to navigate a vulnerable situation, and offer an elevated level of service, connecting residents to safe solutions that could meet their needs during a time of uncertainty.

Staying connected establishes a strong support system Ubuntu, the African Philosophy, states, “I am because we are.” In a community, our lives are interconnected.

In the Cabbage Hill neighborhood of SoWe, we literally share walls, smells, sounds, and limited parking with each other. While many of our neighbors were struggling with income, housing, and a variety of other issues, it was

s

comforting to know we were all in this together. Our neighborhood is so much stronger and healthier when we show compassion to one another and strengthened connections to ensure our neighbors had a solid support system in place.

Listening is the foundation for support

As a community, it is essential that we listen to one another so we can understand the best way to provide support. Every single neighborhood is unique, which means the residents are the experts on what they need and their engagement is essential to improve their community.

The SoWe initiative is a perfect example, as it was developed by residents, who continue to lead the initiative with the support of local organizations who can serve as the backbone. Resident perspective and lived experiences continue to drive program development and help the SoWe initiative prioritize investments. Our 25-person resident board of directors sets the priorities for the initiative, while community engagement drives neighborhood activities and fundraising.

While we rely on the skills, capabilities, and perspectives of our SoWe residents to help our neighborhood thrive, these same lessons apply in our personal lives, the workplace and our community at large. My hope is that the SoWe initiative can serve as a model to inspire all of us to spend more time listening to one another, capitalizing on one another’s strengths, and building relationships so we can continue to grow and evolve together to support a thriving community for generations to come. LT

BY JAKE THORSEN, Chief Impact Officer, Tenfold (formerly Tabor/LHOP) Contact Jake at jthorsen@wearetenfold.org

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INSPIRE LANCASTER:

CONNECTING BUSINESS AND EDUCATION

An initiative of the Lancaster County STEM Alliance & the Lancaster Chamber

PREPARING STUDENTS FOR AN EVER-CHANGING WORKFORCE The Lancaster County STEM Alliance and the Lancaster Chamber have teamed up to create and implement a work-based learning platform for employers, schools, students, and families in Lancaster County. This innovative project addresses one of the greatest challenges related to business and education partnerships: efficiently and effectively matching employers with schools and students who are interested in specific work-based learning experiences such as apprenticeships, internships, job shadowing, company tours, and mentoring opportunities.

By integrating with Inspire Lancaster’s platform, employers can list work-based learning opportunities for students and school district career planners to choose from.

Through this exciting technology, inquisitive students can find out about your company via their fingertips!

CREATE YOUR ACCOUNT HERE: HTTPS://WWW.INSPIRELANCASTER.ORG/

Scan to Watch Video and Learn More!

With the current workforce challenges in Lancaster County, we are proud to provide this innovative resource for businesses to meet their emerging workforce needs.

If you have questions about Inspire Lancaster, please reach out to Juliane Flood at Jflood@Lancasterchamber.com 20 | LANCASTERTHRIVING! | Spring2022

LEADERSHIP

A Higher Standard T

here are an increasing number of voices telling us “the world has changed!” And indeed, it has. The last two years have been the most eventful in my leadership career. Yours also?

Our firm works almost exclusively in the world of “organizational health.” We assist our clients with issues of leadership, culture, employee engagement and transition planning. For almost all of our clients, their world has certainly changed – in all of these areas. This fact got me to thinking: “How must we change to lead well?”

Many leaders have read with interest the 2022 letter to CEOs written by BlackRock CEO Larry Fink. Each year, Mr. Fink writes to the CEOs of the companies that his firm invests in on behalf of BlackRock shareholders. The themes of Mr. Fink’s 2022 letter caught the attention of many of us. Not surprisingly, he adroitly points out many areas of change swirling around us – changes that all of us as company leaders must thoughtfully consider. At the same time, his letter reminded me that there are certain fundamentals that remain. Some excerpts: • “Over the past three decades, I’ve had the opportunity to talk with countless CEOs to learn what distinguishes truly great companies. Time and again, what they all share is that they have a clear sense of purpose; consistent values; and crucially, they recognize the importance of engaging with and delivering for their key stakeholders.”

• “Employees are increasingly looking to their employer as the most trusted, competent and ethical source of information.”

• “Employees need to understand and connect with your purpose; and when they do, they can be your staunchest advocates.”

• “Our research shows that companies who forged strong bonds with their employees have seen lower levels of turnover and higher returns through the pandemic.”

• “Turnover drives up expenses, drives down productivity, and erodes culture.”

• “Our conviction at BlackRock is that companies perform better when they are deliberate about their role in society and act in the interests of their employees, customers, communities and their shareholders.”

As I read (and reread) Mr. Fink’s letter, I was reminded of the number of his insights that are not so much about a changing world as they are about the fundamentals by which we must lead. The last two years have confirmed

LancasterChamber.com

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many timeless organizational truths, while at the same time intensifying the responsibilities of organizational leaders.

Employees will no longer be attracted to organizations who are not clear about their purpose. They will no longer be attracted to companies who are not serious about articulating and living out behavioral values. Whether they work in an office, at their home, or in another state or country, they will no longer choose to work for leaders who do not care about them as people or solicit their input on how to make their organization better.

Our economic system – capitalism – thrives on innovation, creativity, and the infusion of intellectual and fiduciary capital. Investors and employees will no longer give their money or their talent to organizations that do not serve the needs of their stakeholders.

“Authenticity” has become a very popular concept in leadership literature. And, for good reason. We want to work “for and with” real people – people who are deliberate about their role in society and act as servant leaders. We are no longer willing to work “for and with” leaders who put their own interests ahead of their employees, customers, communities and shareholders.

Mr. Fink writes to the CEOs of public companies. All of our clients are privately held. Public companies are exposed to scrutiny not generally applicable to those of us that are privately held. Paradoxically, I believe that in order to act on the advice and insight embedded in Mr. Fink’s letter, owners and leaders of privately held companies should be held to an even higher standard. It is unlikely that we can “win the war for talent” competing for software engineers with Google and Meta if our tools are limited to compensation, benefits, and geography. We must win with purpose, with clear behavioral values, with listening, with care, with authenticity and with transparency.

Indeed, the road to the successful future of our organizations goes through “organizational health.” In 2012 my favorite author, Patrick Lencioni, wrote The Advantage.

The subtitle of the book Why Organizational Health Trumps Everything Else in Business was true 10 years ago. It is even more true today.

Recently I was privileged to be part of a strategic planning meeting conducted by one of our clients. The CEO opened the planning session by stating, “The sole purpose of this strategic plan will be to provide growth opportunities for our employees.” Two days later, that same CEO closed the planning session by stating, “The sole purpose of this strategic plan is to provide growth opportunities for our employees.”

That is clarity. That is leadership. That is an organization people want to work for! LT

BY ROGER NORTH, Founder and CEO of North Group Consultants Contact Rodger at rnorth@northgroupconsultants.com

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Our Lancaster Legacy and our continued commitment to the community Our nation’s most celebrated chocolatier, Milton S. Hershey, began his career in Lancaster when he launched the Lancaster Caramel Company in 1886. His wife Catherine’s lifelong philanthropy also started here, with the Lancaster Charity Society.

This year, we’re expanding access to expert primary and specialty care in the county. Penn State Health Children’s Lancaster Pediatric Center will provide high-level pediatric care in an environment designed for children, teens and families. And when the new Penn State Health Lancaster Medical Center opens, Lancaster County residents will have easier access to Penn State Health’s expertise, where they want it — close to home.

Penn State Health Children’s Lancaster Pediatric Center Opening Summer 2022 Milton and Catherine Hershey, 1905

To further the Hersheys’ legacy of education, in 1963, The M.S. Hershey Foundation helped to create the Milton S. Hershey Medical Center and Penn State College of Medicine in Derry Township.

Today, university-affiliated Penn State Health has four medical centers and the region’s only children’s hospital.

And our providers have been keeping families healthy since 1974 at primary and specialty practices throughout Lancaster County, including Penn State Health Lime Spring Outpatient Center, offering expert care in 26 specialties.

Penn State Health Lancaster Medical Center Opening later this year Penn State Health’s health care providers aren’t just your partners in medical care — we’re your friends and neighbors. We’re here to listen and care for you, so we all can have the health we need to live the way we want. Right here in Lancaster County.

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LESSONS IN LEADERSHIP

MANAGING & DEVELOPING EMPLOYEES #3 –

BUILDING AN EFFECTIVE TEAM Effective leaders know they are only as

good as the people they have around them.

While leaders have the responsibility to develop each team member’s unique skills, it is also the leader’s role to cultivate their team as a whole. Teams are constantly in various stages of transformation and adjustment, and they don’t often develop naturally or easily on their own. Intentional effort and strategy is generally required to turn a group of individuals into a functioning and performing team.

“ The way a team plays as a whole determines its success.

You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.”

Stage

Teams rarely go through these stages in a linear fashion. Rather, teams will move through some of the phases only to be forced back to the beginning when a new leader or team member has been introduced or new expectations have been presented requiring a team to behave or operate differently. In any case, a leader plays an integral part of helping a team progress from one stage to another.

24 | LANCASTERTHRIVING! | Spring2022

How the leader can help

Forming

Learning new people, new roles, new expectations. Hope and excitement over new team or new situation. This is the generally the “honeymoon period” where most people are nice to each other. However, it can also be filled with anxiety or caution if team members have had bad past experiences.

Allow opportunities for team members to spend time together and get to know each other. Share vision for team. Provide clarity on roles, expectations, and objectives.

Storming

This is the most difficult stage where team members are often jockeying for status and respect and proving their value to the leader and each other.

Team and individual boundaries are tested. Conflict and competition, if not handled well, may create factions.

Sadly, some teams stay in this stage far too long when conflict resolution methods are not developed or deployed. If that happens, individuals can be frustrated and become disengaged, and business outcomes can be challenged or negatively impacted.

Establish processes and structure. Teach team members how to provide and receive constructive criticism with positive intent.

Positive reinforcement of good behaviors and performance is important as is quick correction of poor behaviors and performance. Use transparency and authenticity to reinforce the culture.

Roles and responsibilities are established. Individuals are better at resolving their differences, and they appreciate what other team members offer. As team members become more committed to the team’s goals, this stage can be truly exciting. The energy that used to be expended in defining and building relationships can now be centered on moving priorities and projects forward.

A team at this stage probably requires more coaching than managing. The leader can appropriately empower team members to make decisions and solve problems together within parameters. An empowered and engaged team means the leader can spend more time focusing on overall strategy and longerterm planning.

The team is operating at full potential, and goal achievement seems to come easier. Healthy conflict and passionate debate lead to improved outcomes.

Team members are engaged and appreciate each other.

Celebrate individual contributions and the team’s achievements. Help the team manage through risks and failures as necessary (after all, not every endeavor will be a terrific success).

— Babe Ruth A commonly known team framework is Bruce Tuckman’s stages of group development, otherwise known as Forming-Storming-Norming-Performing.

Though there have been variations and enhancements to Tuckman’s work, the original stages he proposed in the mid60s are still useful in understanding team development today.

What the team members experience

Norming

Performing

“ Coming together is a beginning. Keeping together is progress.

Working together is success.” — Henry Ford As a team effectively moves through these stages, you should see some of the characteristics that allow them to achieve success such as shared vision, good communication, accountability to each other, and high trust and commitment.

you to be vulnerable as a leader because bringing team members into the process of team development means you need to be open to their opinions and ideas as well as their feedback about you and what they need from you as a leader.

When a team does not operate effectively, it is not always obvious why, and it is the leader’s role to identify and remove the obstacles that challenge a team’s performance. Leaders often make the mistake of thinking this is something they have to do on their own when it can be quite effective to include the team in this exploration. In other words, it is one thing for the leader to understand these stages of development and to help a team navigate through them. It is even more powerful for the leader to openly discuss the stages with the team and assess the team’s progress together.

Second, use a team assessment tool to get a baseline measure which will help determine progress in the coming months. There are many consulting or coaching organizations that can help you and your team through this process. If you are on a limited budget, however, there are also simple assessment tools you can use yourself. Here are just a few of the free assessments found through a quick internet search.

How do you get started?

First, decide to take an intentional step in developing your team. Discuss your intentions with your team and why you believe it is necessary (e.g. is it a newlyformed team? Do you want to improve team performance?). This discussion may require

https://www.mindtools.com/pages/ article/newTMM_84.htm https://alonso-cadenas.github.io/teamdysfunctions-assessment/ https://www.cu.edu/sites/default/files/ Team_effectiveness_questionnaire.pdf

Third, discuss the assessment outcomes with your team. Try to understand the feedback as a group and identify one or two areas to focus on first. Create an action plan in which the whole team can participate, and then determine the next steps for team meetings and further discussion on progress.

Keep in mind team development takes time and that no team goes from forming to performing without intentional effort by everyone on the team. Also understand that moving back and forth through team development stages can be completely normal and is still considered progress, especially if the team can experience constructive dialogue about how to move forward. LT

“ Building a strong team is both possible and remarkably simple.

But is painfully difficult.”

— Patrick Lencioni

BY GENISE WADE, Chief Human Resources Officer, The Wenger Group Contact Genise at Genise.Wade@thewengergroup.com

LancasterChamber.com

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CAREER REFRESH

Navigating Career Transitions T

here is something about spring that brings hope and renewed energy to our lives. Aside from warmer days and blooming flowers, it is a time of year for cleaning and refreshing. We deep-clean our homes, remove neglected items from our closets and garages, and bring new life to our lawns and gardens; but we only seem to refresh external things. During a time when so many of us are feeling burnt out, stuck, and ready for a career change, it is important to focus our refreshing efforts inward and ask how we can take care of ourselves.

career. There were a few things I did that turned my unease into confidence:

In 2020, I did what most people were doing with their professional lives: I started taking steps to refresh my career.

I had been feeling restless in my career for several years, so I took the extra downtime I had during lockdown to start exploring what I wanted to change. There were a few parts of my job that I loved, so I decided to lean into those areas and see if I could turn them into a career path. With the help of a career consultant, I identified and researched jobs that aligned with my goals and values. In the end, I decided that my long-term career goal was to work in management consulting or performance coaching. I started working on my Master’s degree in Industrial and Organizational Psychology, and a year later I changed careers from advertising to human resources. Like Marie Kondo tidying up a home, I looked at every aspect of my job, asked myself which ones brought me joy, and got rid of the ones that did not.

helped me learn what career paths people took to get the types of jobs I was interested in. I had two to three networking meetings per week for several months. I met dozens of professionals who offered advice and asked how they could support me in my career change. I now consider many of these people to be my mentors and have learned and grown so much from the knowledge they continue to share with me.

If you are thinking about refreshing your career or changing jobs, you might be overwhelmed by the possibilities, uncertain about the future, or afraid to take a leap. I felt all of these things and more when I started making changes to my

26 | LANCASTERTHRIVING! | Spring2022

I IDENTIFIED MY VALUES AND PASSIONS

and searched for careers that aligned with them. It is common for people considering a career change to skip this step and find careers that involve tasks or projects they enjoy doing. While this may bring satisfaction, it will not be as sustainable as finding a career that matches your values.

NETWORKING AND CAREER EXPLORATION

GOING BACK TO SCHOOL allowed me to start

pursuing my new career while still working at my advertising job. I knew that I wouldn’t go straight from an advertising manager to a management consultant, but I was eager to move forward, so I started taking classes in my field of interest.

I UPDATED MY RESUME to highlight the parts of

my job that were more transferrable to a human resourcesrelated position. It can be difficult finding a job in a new career field with little to no experience. A little creativity goes a long way in showcasing how your experience fits with the types of jobs you want.

Although I started making these changes a year and a half ago, I still feel refreshed in my work. It comes down to a healthy balance between keeping an eye on the end goal, while still remaining present. Whether tidying up a home or changing careers, a refresh can be an exciting challenge.

You will give something up, discover something, and make space for something new. LT

BY GINA MELASECCA, Employee Experience Manager Contact Gina at ginamelasecca@gmail.com

Pyfer Reese Straub Gray & Farhat pc ATTORNEYS AT LAW Ephrata | Lancaster | Willow Street | York www.pyferreese.com | 717.299.7342

Are you a member of the Lancaster Chamber?

Being part of the Chamber is being part of something bigger – a network of businesses and organizations looking to make a difference in Lancaster County, connect with each other, gain resources, and share knowledge. Members not only make sustainable impact on the future of our County, they also receive access to exclusive resources and cost-savings programs to ensure growth and success.

$150 for 150 Years: Membership Special As part of our 150th anniversary celebration at the Lancaster Chamber, if you become a Member now, you will receive an exclusive 150th Anniversary New Member Starter Package.

You will have the option to choose a variety of resources and/or programs for free—up to $150 in value!

Learn more at lancasterchamber.com/150thspecial To learn more about the benefits of Membership reach out to Tom Wallace, Business Development Director, twallace@lancasterchamber.com, LancasterChamber.com

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Upcoming Lancaster Chamber Events Mark your calendars and register for these upcoming Chamber events!

MAY2022 3 WIB: Women’s Roundtable: Importance of Mentorship 4 Leadercast – The One Thing 5 Planning and Goal Setting for Small Business [Virtual] 10 New Member Orientation [Virtual] 10 Women in Business (WIB): Connect 12 Selling Series: Overcoming the Stigma of Sales 12 YPN: Cocktails + Connections 17 Human Capital Management (HCM) Series: 19

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Hybrid Engagement

NEW! – Energy, Environment, Health, and Safety Roundtable: EHS

YPN Peer Leaders Forum

JUNE 2022 14 New Member Orientation [Virtual] 15 Mixer: Rhoads Energy 16 WIB: Lattes and Leadership: Personal Branding 23 150th Lancaster Chamber Annual Dinner 28 Get Connected!

JULY 2022 14 Selling Series: 5 Keys to Selling Success 14 YPN Leadership Accelerator: Effective Use of LinkedIn 19 HCM Series 20 Women in Business (WIB): Connect AUGUST 2022 4 YPN Mixer - Spooky Nook 16 17 18 26

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Excellence Exchange Symposium: A Culture of Inclusion Mixer - Walz Group WIB: Lattes and Leadership New Manager Academy

THURSDAY, JUNE 23, 2022

WE CAN’T WAIT TO CELEBRATE WITH YOU! Join us at the Lancaster County Convention Center on June 23rd for this historic event that supports the Lancaster Chamber’s ongoing vision to create a thriving community for all!

The night will be jam packed with your favorite Annual Dinner moments: Network with Lancaster’s business and community leaders, hear from an exceptional keynote speaker, John Meacham, and honor four outstanding Lancaster changemakers!

THURSDAY, JUNE 23RD, 2022 LANCASTER COUNTY CONVENTION CENTER 4:00-9:00PM Check out the 150th Annual Dinner website for more information and purchase your dinner tickets today!

WWW.LANCASTERCHAMBERANNUALDINNER.COM

MEET THE KEYNOTE SPEAKER

Jon Meacham

Presidential historian and Pulitzer Prize-winning author Jon Meacham is one of America's most prominent public intellectuals. With a depth of knowledge about politics, religion, and current affairs, Meacham has the unique ability to bring historical context to the issues and events impacting our daily lives.

Named a “Global Leader for Tomorrow” by the World Economic Forum, he is a member of the Council on Foreign Relations, a fellow of the Society of American Historians, and chairs the National Advisory Board of the John C. Danforth Center on Religion and Politics at Washington University. Meacham is a Distinguished Visiting Professor of History at The University of the South and a Visiting Distinguished Professor at Vanderbilt. He is currently at work on a biography of James and Dolley Madison LancasterChamber.com

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We are so grateful for the support of these Lancaster Chamber Members, especially during this challenging business landscape. Please take note of our Members who are celebrating special milestone anniversaries with us in February, March, and April!

MEMBER ANNIVERSARIES 5 YEARS East Lampeter Township Medtrition, Inc. Tiny Town NameSpark DESCCO Design and Construction Inc. 10 YEARS Filling’s Susquehanna Chrysler Dodge Jeep Ram JG Environmental, LLC MAROTTA/MAIN ARCHITECTS ABC Lancaster Auto Auction Donegal School District Town & Country Electric & Plumbing LLC Otolaryngology Physicians of Lancaster Lititz Springs Inn and Spa Pine Hill Trailer Sales Compass Real Estate, LLC Stone Gables Estate/ Ironstone Ranch/The Star Barn

15 YEARS Woodcrest Villa JLD Systems, Ltd. Central PA Tuxedo Canteen Vending Services Cloister Group Accountants + Advisors + Taxes High Associates Ltd. Exelon Nuclear Flow Consulting, Inc 20 YEARS Scenic Ridge Company SWARTZ Kitchens and Baths Cynthia Boyer Blakeslee Attorney At Law Compass Network Group, Inc. Staples Inc. #690 Mr. Bill’s Seafood The Quilt Shop At Miller’s Plain & Fancy Farm Restaurant & Country Store Wiley’s Pharmacy Montessori Academy of Lancaster Herr Foods, Inc. Lancaster County Convention Center Authority Badorf Shoe Company, Inc.

25 YEARS Professional Design & Construction, LLC Lancaster County Conservancy DavCo Advertising, Inc. Eastern Mennonite University at Lancaster North Group Consultants Garden Spot Communities 30 YEARS Mount Joy Wire Corporation Ephrata Area Rehab Services 35 YEARS Conestoga Fuels, Inc. Rohrer’s Incorporated Stratix Systems Simeral Construction Company 40 YEARS

Hempfield School District Yellow Cab / Hertz Rent-A-Car 45 YEARS

Y&S Candies 50 YEARS

Lift-All Company, Inc. 70 YEARS

AAA Central Penn

30 | LANCASTERTHRIVING! | Spring2022

LANCASTER CHAMBER

Celebrating 150 years of impact!

We wouldn't exist without the continued support of our business community. We hope you will engage in our celebration this year!

VISIT OUR 150TH ANNIVERSARY CELEBRATION PAGE AND CHECK OUT THE HISTORY TIMELINE Scan the QR code to view our 150th Anniversary page and to explore the full interactive history timeline or visit:

www.lancasterchamber.com/150th

ATTEND AN EVENT & PROGRAM Scan the QR to check out our calendar!

READ OUR THRIVING MAGAZINE

Scan the QR code to check out our 150th Anniversary: Special Edition of Thriving Magazine!

TELL US YOUR STORY

Our history, is your history - tell us about your company! Scan the QR code to take a short survey and to be spotlighted on Chamber social media!

...and don't forget to connect with us on social!

Thank you to our Presenting Sponsor of the 150th Anniversary, High Companies!

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