CASE All Districts Online 2023-Leading a High Performing Team in Times of Cultural Change

Leading a High Performing Team in Times of Cultural Change
Video Transcription
<b>Welcome to the session leading a high</b>  <b>performing team in times of cultural</b>  <b>change. On the right hand side of your</b>  <b>screen you will see a window with the</b>  <b>Chat, Q&A, Feedback and Notes</b>  <b>tab. You can use the chat box to chat</b>  <b>with other attendees, but please use the Q</b>  <b>&A box to send questions in for the</b>  <b>presenters. You can also upvote questions</b>  <b>in the Q&A panel if you would like to see</b>  <b>the question answered. At the end of the</b>  <b>session we will answer as many questions</b>  <b>as we can. The Notes tab is</b>  <b>there for you to keep your own notes</b>  <b>during the session if you would like to.</b>  <b>We also ask that you complete the brief</b>  <b>evaluation found in the Feedback tab at</b>  <b>the end of this session. We use</b>  <b>Session feedback to continue improving</b>  <b>what we offer, so we truly appreciate you</b>  <b>taking the time. And without further</b>  <b>ado, please join me in welcoming our</b>  <b>presenters Karen Engelbourg</b>  <b>and Amy Bronson.</b>  <b>Karen is going to introduce herself</b>  <b>first. Ray, good</b>  <b>morning, good afternoon or good evening</b>  <b>to all of you, wherever you may be. I am</b>  <b>Karen Ann Engelbourg. I'm the Senior Vice</b>  <b>President for Development and Alumni</b>  <b>Relations at Boston University. And you'll</b>  <b>also hear from my colleague, Amy Bronson,</b>  <b>Associate Vice President of Strategic</b>  <b>Town Management. So we want to share with</b>  <b>you some of our BU journey in the hopes</b>  <b>that it will be useful for you at your</b>  <b>institutional organization. Next slide,</b>  <b>please. And we also</b>  <b>have the privilege of talking</b>  <b>to you a bit about how we put people,</b>  <b>first building and sustaining and growing</b>  <b>a high performance team here at Boston</b>  <b>University. Next slide. So I'll</b>  <b>begin at the beginning. We're going to</b>  <b>cover, of course, our BU advancement</b>  <b>story, where we started and where we are</b>  <b>today, what we're looking forward to</b>  <b>doing in the future, the role of our</b>  <b>president. As many of you know, we're in</b>  <b>the midst of a presidential transition.</b>  <b>President Brown is stepping down after</b>  <b>18 years and BU is actively searching</b>  <b>for a new president led by a trustee</b>  <b>committee. Who we are today here at</b>  <b>Boston University, a very diverse group</b>  <b>of professionals in advancement and</b>  <b>across the university and then Amy will</b>  <b>address more specifically our BU</b>  <b>Strategic Talent Management program in</b>  <b>development and alumni relations.</b>  <b>So as I mentioned, President Brown is</b>  <b>stepping down and one of his favorite</b>  <b>sayings that he's repeated to us many</b>  <b>times is "a vision without a plan is</b>  <b>just a hallucination". It's one of my</b>  <b>personal favorites because I think it</b>  <b>says it all. It tells us that we need a</b>  <b>strategic plan, a strategic vision, but</b>  <b>we also need an action plan to implement</b>  <b>our program. And that's what we'll tell</b>  <b>you more about today. Next slide,</b>  <b>So here we are looking at Boston</b>  <b>University. And where we've come from, so</b>  <b>we began the last campaign in 2010.</b>  <b>We're in the quiet phase of our current</b>  <b>campaign and some of the metrics that we</b>  <b>measure to look at what our</b>  <b>success is and how we know that we've</b>  <b>achieved success. We look at both</b>  <b>the growth in annual cash</b>  <b>revenue and B was very cash focused.</b>  <b>And you can see that we've had a</b>  <b>wonderful trajectory of increasing</b>  <b>support for university priorities,</b>  <b>including scholarship. Our new computing</b>  <b>and data science building faculty</b>  <b>programs and other initiatives and the</b>  <b>university. He was a research powerhouse</b>  <b>with over $500 million in research a</b>  <b>year. We also of course keep a close</b>  <b>tab on our cost to raise a dollar</b>  <b>and actually think at $0.13 on the</b>  <b>dollar and I hope some of our trustees</b>  <b>and university leaders are listening</b>  <b>today. We think that $0.13 on the dollar</b>  <b>is a little low even as you've seen that</b>  <b>the number of staff. Has grown. Like</b>  <b>everyone, we paused during the pandemic,</b>  <b>but now we're seeing the view is actually</b>  <b>become an, excuse me, an employer of</b>  <b>choice. And that has made all the</b>  <b>difference. Next slide please.</b>  <b>So one of the priorities for the campaign</b>  <b>and for the university is to increase</b>  <b>the percent of financial aid</b>  <b>going to students in need. BU has</b>  <b>not historically been an institution that</b>  <b>was able to meet full need. However,</b>  <b>at the end of the last campaign and now</b>  <b>in the current campaign, we're really</b>  <b>proud of the impact that we've had in</b>  <b>recruiting A diverse student population.</b>  <b>Of course, we're all waiting to hear</b>  <b>what's going to happen. The Supreme Court</b>  <b>decision next week, but we think that</b>  <b>view is very well positioned to</b>  <b>continue to recruit and attract the</b>  <b>very brightest undergraduates and</b>  <b>graduate students. We have about 35,000</b>  <b>students altogether. Next slide, please.</b>  <b>So one area where the campaign</b>  <b>had an impact and where we hope to</b>  <b>continue to grow is building views.</b>  <b>Endowment view has an operating budget of</b>  <b>about 3 1/2 billiondollars. And</b>  <b>our endowment, as you see, is just</b>  <b>over $3 billion.</b>  <b>One of the huge</b>  <b>commitments that Doctor Brown of the</b>  <b>trustees made at the beginning of the</b>  <b>last campaign was to continue to build</b>  <b>our endowment. We want to have that</b>  <b>strong support in perpetuity that will</b>  <b>provide a legacy for future generations</b>  <b>To follow us next slide.</b>  <b>So when we look at the students who are</b>  <b>coming to beat you, you can see what a</b>  <b>sea change it's been. So at</b>  <b>2004, 2005 when President Brown first</b>  <b>came to the UBUS, admitting more</b>  <b>than half of its applicants. Today</b>  <b>we are admitting for the class that will</b>  <b>start in September, just a few months</b>  <b>from now, admitting only 10% of</b>  <b>the students. And you can see how the</b>  <b>quality of the incoming students and</b>  <b>their GPA has. Risen</b>  <b>dramatically and our faculty are</b>  <b>also continuing to get better and better.</b>  <b>Next slide.</b>  <b>So when we think about where we are with</b>  <b>BU, I'm going to</b>  <b>pass the baton to Amy</b>  <b>Bronson to tell you more about</b>  <b>our colleagues and where we are, what</b>  <b>we'd like to achieve in the future, and</b>  <b>answer any questions you may have. As I</b>  <b>mentioned at the beginning, it's my great</b>  <b>pleasure to be joined today with my</b>  <b>colleague, Amy Bronson, Associate Vice</b>  <b>President at BU of Strategic Talent</b>  <b>Management. Thank you so much, Karen.</b>  <b>And again, I'm delighted to be here with</b>  <b>my CASE colleagues and all of you</b>  <b>wherever you are around the world. So</b>  <b>we're a big shop now. We are staffing up</b>  <b>for campaign. We're centralized 17</b>  <b>schools and colleges. When I came here 13</b>  <b>years ago, there were many silos. So we</b>  <b>brought ourselves together. We think of</b>  <b>sort of our core ethos, collaboration,</b>  <b>entrepreneurism and you know this is a</b>  <b>place where you can take a risk. So we've</b>  <b>created a strong culture and I'm going to</b>  <b>tell you a little bit more on this story</b>  <b>about that. We were a shop when I first</b>  <b>came here where it was really tough to</b>  <b>attract talent, be was in a town with</b>  <b>some really heavy hitters. We all know</b>  <b>that, right?So we needed to get on the</b>  <b>map. We wanted to be a destination shop</b>  <b>and it didn't happen overnight. And one</b>  <b>thing, if you take away anything from</b>  <b>today, some of the things I'm going to</b>  <b>share with you can be done in any size</b>  <b>shop for little or no cost. And</b>  <b>again, this took some time to build. I am</b>  <b>going to share with you QR code at the</b>  <b>end of the presentation. It's also on the</b>  <b>PDF I sent to case and so a lot of the</b>  <b>docs and things going to show you, you</b>  <b>can grab later, OK. So we struggle to</b>  <b>attract talent. We're in a very different</b>  <b>place today. We are growing. We've had</b>  <b>tremendous support from President Brown</b>  <b>and certainly from Karen, who's been on</b>  <b>this journey with me for these thirteen</b>  <b>years. We're very proud about staff</b>  <b>growth. You can see some of the numbers</b>  <b>of positions that we filled just very</b>  <b>recently post pandemic. So it</b>  <b>recruitment and retention. If you look at</b>  <b>this slide, you can see over the</b>  <b>years as we think about retention because</b>  <b>everything falls under retention and</b>  <b>we've had very low retention until really</b>  <b>recently this year, I think the retention</b>  <b>is about 4%. So this is year to date. You</b>  <b>can see the dip during the pandemic and</b>  <b>then we promoted, got a lot of people up</b>  <b>there. We're studying out a little bit</b>  <b>here, but you can see our promotions are</b>  <b>still going up. So a</b>  <b>stats just for you to have some</b>  <b>comparison. Right now our turnover rate is</b>  <b>11% which beats industry average. My</b>  <b>goal most years has been to be below 10.</b>  <b>We had very little turnover after our</b>  <b>campaign. We're seeing a little bit of</b>  <b>that now. Our average tenure is, is</b>  <b>pretty high. I would say especially for</b>  <b>our fundraisers, 20% of our new hires are</b>  <b>by POC. We track all sorts of things. We</b>  <b>do a lot with data, so you can look at</b>  <b>you know some of these demographics here</b>  <b>because we think really hard about if</b>  <b>this is going to be a place people really</b>  <b>want to work. They need to be paying</b>  <b>attention. So how did we get</b>  <b>here? When I think of talent management,</b>  <b>I'm a former fundraiser. It it's really a</b>  <b>cycle, each piece connects to the other.</b>  <b>So if you want to focus on let's say</b>  <b>retention, you really need to start with</b>  <b>talent planning. And I'm not going to go</b>  <b>through all of this, but my team which is</b>  <b>about 4FT E because they oversee some</b>  <b>other areas as well and we're cross</b>  <b>trained. Each of us takes some ownership.</b>  <b>But the idea here is everything feeds</b>  <b>into everything else. If you're starting</b>  <b>to talent management program, really</b>  <b>start with that planning, think about</b>  <b>where you need to focus first. So</b>  <b>here I started with branding and</b>  <b>marketing. You know, this is sort of a</b>  <b>little bit of a continuum. I'm going to</b>  <b>talk through all of these, taking us</b>  <b>across the continuum to really addressing</b>  <b>some of the the issues we had here that</b>  <b>were really core issues, building a</b>  <b>culture, really addressing staff concerns</b>  <b>and then how we are using what I call</b>  <b>people analytics and benchmarking and KPI</b>  <b>'s. And you should know and I'm sure some</b>  <b>of my colleagues are in the audience.</b>  <b>When I started out 20 years ago in talent</b>  <b>management, there was a handful of us.</b>  <b>Now there are probably over 150 of us.</b>  <b>Many institutions, we have our own</b>  <b>conference and I'd encourage all of you</b>  <b>whether you can embed a talent management</b>  <b>person or or not to learn a lot more</b>  <b>about this because Case has a ton of</b>  <b>resources too. So branding and marketing,</b>  <b>what did they do? Very easily got my own</b>  <b>internal communications team to help me</b>  <b>build an internal website. You can</b>  <b>Google dark talent and this will come up.</b>  <b>We also put together a little recruiting</b>  <b>booth. You might have seen this at</b>  <b>conferences, but this is a way instead of</b>  <b>going to the huge institutional website</b>  <b>with 700 jobs. You can come here and you</b>  <b>can find our jobs and you can learn a lot</b>  <b>more about us. We redesigned our job</b>  <b>description. We say things like, hey,</b>  <b>even if you don't meet all of the</b>  <b>qualifications, please, we really want to</b>  <b>talk to you. That's my team and some of</b>  <b>the pictures. And again, I'm really lucky</b>  <b>to have a great team and this marketing</b>  <b>effort has paid off. And as I said, this</b>  <b>is something you can begin by doing very</b>  <b>low cost in house. Looking at</b>  <b>pay and recognition, I talked to a lot of</b>  <b>folks. They'll say, Oh my gosh, the</b>  <b>salaries, right? In Boston, the salaries</b>  <b>are crazy. There's many things that you</b>  <b>can do. We really focused a lot on. We</b>  <b>needed to look at equity and we need to</b>  <b>think about all those other pieces that</b>  <b>come in besides just salaries, right?</b>  <b>There's a lot of partnerships we have</b>  <b>with HR. The university, in fact, did an</b>  <b>equity review. They did a gender review.</b>  <b>And we work really hard on recognition.</b>  <b>Recognition is not just, hey, you did a</b>  <b>great job. It's specific recognition. And</b>  <b>its career growth and its promotions</b>  <b>which can come in separate formats. So</b>  <b>the key take away here is partnership</b>  <b>with your HR department, compensation</b>  <b>department and using your data to make</b>  <b>the case. And again, I think that we all</b>  <b>benchmark with with each other and I'm</b>  <b>feeling really, really good about where</b>  <b>BU is in this area at the moment.</b>  <b>Very easy thing you can do. This is a</b>  <b>little note that my team sends out to</b>  <b>people when they have an anniversary.</b>  <b>They don't have to wait for five years.</b>  <b>They get one every single year. We switch</b>  <b>it up. It's very small. We let them.</b>  <b>Manager. No. But this has a big impact</b>  <b>that even if you're here one year, you</b>  <b>feel that somebody has remanded,</b>  <b>remembered that and is congratulating</b>  <b>you on that. And again, I think this adds</b>  <b>to our long tenure that we have. This is</b>  <b>something very easy to do too. When</b>  <b>somebody starts here, I'll talk more</b>  <b>about onboarding. We have a little bit,</b>  <b>we call it a recognition profile. This is</b>  <b>a piece of it. We ask people, how do you</b>  <b>want to be recognized because recognition</b>  <b>needs to be personal. What I like may not</b>  <b>be with somebody else like. So there's</b>  <b>lots of questions. There as people come</b>  <b>on board and then we share this with</b>  <b>managers. So when there is that moment,</b>  <b>they can do the most important</b>  <b>recognition. And I heard a story recently</b>  <b>and somebody had wanted to recognize a</b>  <b>staff and they came in and they had a big</b>  <b>Starbucks coffee and they said thank you</b>  <b>and the person was gracious, but they</b>  <b>later said, gosh, don't they know that</b>  <b>every day I bring in my Dunkin' Donuts.</b>  <b>So it's a small example, but personal</b>  <b>recognition is something again that you</b>  <b>can do fairly easily. Hiring an</b>  <b>onboarding, When I came to BU, I want to</b>  <b>say there's like 50 positions open. I</b>  <b>call it the Wild West. We hired quickly.</b>  <b>One lesson I learned is I should have</b>  <b>built better onboarding earlier, but you</b>  <b>know it's sort of all hands on deck. I'm</b>  <b>going to share some resources with you.</b>  <b>What I would say is I can't emphasize</b>  <b>enough how important onboarding is. This</b>  <b>is where you make or break the person's</b>  <b>relationship with your culture and your</b>  <b>institution. So the first three months</b>  <b>are especially important. We sort of take</b>  <b>it over a whole. Year. Karen is very</b>  <b>involved. There's lots of pieces. She</b>  <b>meets every single new person as well. So</b>  <b>people do feel integrated. We get great</b>  <b>feedback on it. And I'm going to talk</b>  <b>about some of the training programs we've</b>  <b>incorporated as part of onboarding, both</b>  <b>for managers and both for fundraisers.</b>  <b>So this is an onboarding checklist. I</b>  <b>have one for the new employee, it's pre</b>  <b>populated. I have one for the manager,</b>  <b>one for my team. And so it's just really</b>  <b>clear about what you need to do in your</b>  <b>first few days. And again, we support,</b>  <b>there's a lot of communication around</b>  <b>this too and the managers especially</b>  <b>found it super helpful because they're so</b>  <b>busy and we reach out to candidates</b>  <b>before they start and they get lots of</b>  <b>things from us, that customized</b>  <b>itinerary, lots of information. So</b>  <b>they're coming here feeling like they're</b>  <b>starting off on the right foot and that</b>  <b>somebody's paying attention. This is</b>  <b>called DART. So we're development and</b>  <b>alumni relations are so DART is dark</b>  <b>training and we built this internal</b>  <b>program for fundraisers. We had great</b>  <b>partnership from our senior fundraisers.</b>  <b>This program is a, you can see their nine</b>  <b>month program, 17 hours, 16 sessions. It</b>  <b>is 100% internal presenters</b>  <b>and we pilot it during the pandemic. So</b>  <b>we had some time really to do</b>  <b>more building of programs</b>  <b>and we have kicked it off. This year and</b>  <b>it's really giving us, I think great</b>  <b>payback. We're actually seeing it in the</b>  <b>work the fundraisers are doing and we</b>  <b>bring in other teams sometimes, whether</b>  <b>it's research or stewardship who are also</b>  <b>connected to the development effort and</b>  <b>what it is. It's not just how to</b>  <b>solicit a gift. This is about how to be</b>  <b>successful here at Boston University as a</b>  <b>fundraiser and most especially who are</b>  <b>your colleagues and how do you work with</b>  <b>them. So again, this is a a program that</b>  <b>was built internally and we're seeing</b>  <b>great. They offer this it it takes time,</b>  <b>absolutely, and consensus, but we</b>  <b>found it is retaining people.</b>  <b>I talk a lot about, you know, when we</b>  <b>think about retention, you need to ask</b>  <b>yourself the question, what, why would</b>  <b>anybody come here, right. Do you know who</b>  <b>your competition is? You, you really</b>  <b>should have some handle on where you are</b>  <b>in the market. But what I think matters</b>  <b>to people the most is really the</b>  <b>culture, especially coming off, you know,</b>  <b>the last few difficult years we had with</b>  <b>Pandemic, whether it's people</b>  <b>really wanting a place where they feel</b>  <b>respected, where they feel seen, where</b>  <b>we're incorporating pieces of the whole</b>  <b>person. Right. Not just the person you</b>  <b>bring to work and the person you are at</b>  <b>home. So culture is hugely important and</b>  <b>it can seem like a really big fuzzy</b>  <b>thing. But when we break down the pieces</b>  <b>here at DAR, we sort of wanted to vision.</b>  <b>What should our culture be? Ties into our</b>  <b>mission, vision and values. So our</b>  <b>culture of respect and belonging is</b>  <b>really very individual. We coach</b>  <b>people. Anyone in this division can have</b>  <b>coaching. I have an internal coach and we</b>  <b>use external coach. My door is always</b>  <b>open. Anybody can set up time and talk to</b>  <b>me about their career or whatever. We</b>  <b>need we have monthly manager</b>  <b>meetings and you'll see we've designed a</b>  <b>bigger manager training program like the</b>  <b>fundraising program. We pay a lot of</b>  <b>attention to Wellness and mental health.</b>  <b>BU itself as a school has wonderful</b>  <b>resources that way. We we do mini</b>  <b>seminars, a lot of outreach, a lot of</b>  <b>supportive people. My team also handles</b>  <b>employee relations, so we we really try</b>  <b>to stay close with our HR partners there.</b>  <b>Burnout is a big topic. Some of you may</b>  <b>be feeling it. It's our fiscal end of the</b>  <b>year and everybody is running 100 miles</b>  <b>an hour. So we are really working,</b>  <b>whether it's with managers or with staff</b>  <b>to to make sure they are taking those</b>  <b>breaks. Learning to prioritize parent is</b>  <b>amazing about really telling people to</b>  <b>take vacations and and you can take a</b>  <b>break here and and not feel like, Oh my</b>  <b>gosh, I'm going to come back and just get</b>  <b>slammed with, you know, 1000 . emailsAnd</b>  <b>we do a lot of events, a lot of bringing</b>  <b>together. Again, BU is a huge university.</b>  <b>We're spread across this giant campus. So</b>  <b>how do you bring people together in ways,</b>  <b>you know, outside of their day-to-day</b>  <b>business?That builds that really warm</b>  <b>culture. So we have</b>  <b>check-ins and we did these all during the</b>  <b>pandemic and we're doing more of it. How</b>  <b>are you doing? How is your staff doing</b>  <b>sort of eliciting this very open, safe</b>  <b>space that we can talk about what we need</b>  <b>from each other and how we can support</b>  <b>each other?And then we built this</b>  <b>training for managers and similar to the</b>  <b>training for the fundraisers, it is an</b>  <b>ongoing 9 month program with 13</b>  <b>core sessions. It's a lunch and learn the</b>  <b>dart for fundraisers is zoom and that's</b>  <b>so when fundraisers on the road they can</b>  <b>still participate. And this is a program</b>  <b>that's live. It is required of all new</b>  <b>managers or new managers to our division,</b>  <b>but lots of our current managers came</b>  <b>through. We just graduated our first</b>  <b>class and it's building these chunks,</b>  <b>managing your. Environment yourself and</b>  <b>your team. And if you've been in this</b>  <b>profession for a while, I think you</b>  <b>probably know that a lot of times people</b>  <b>get promoted into a management position,</b>  <b>but they really are still an</b>  <b>individual contributor. But our</b>  <b>profession, that's the way to grow. I</b>  <b>think that's changing a little bit. So</b>  <b>after the pandemic, I said boy, next year</b>  <b>is going to be the year of the manager.</b>  <b>And we work very hard to build this</b>  <b>program and we're waiting for the final</b>  <b>feedback on it. We'll tweak it for next</b>  <b>year. But we saw actually through</b>  <b>data the effect that this had on</b>  <b>managers, through the staff and I'll talk</b>  <b>a little bit more about how we measure</b>  <b>that. So even in the first year it had</b>  <b>impacts, does it take time to do? Yes,</b>  <b>again, the cost was pretty much, you</b>  <b>know, we're paying for the catering right</b>  <b>now and some materials and we did use a</b>  <b>consultant part time for this, but we</b>  <b>will now run this more or less on our own.</b>  <b>So here are some of the fun events. This</b>  <b>is I think during the pandemic we had</b>  <b>Halloween, we do a lot of in person</b>  <b>stuff. We're going to have a year end</b>  <b>celebration next week and do some awards.</b>  <b>You can see me up there on the left hand</b>  <b>corner and my disco queen outfit.</b>  <b>And again this is the kind of team where</b>  <b>you can see people are having fun and we</b>  <b>tried really hard during the pandemic and</b>  <b>we're doing a lot more in person right</b>  <b>now. And I'll talk a little bit about</b>  <b>some of the affinity groups that we have</b>  <b>too. What's really important</b>  <b>here and we all know this and and I think</b>  <b>case deserves a shout out here for the</b>  <b>program and dedication they've built to</b>  <b>diversity, equity, inclusion and</b>  <b>belonging. And at BU</b>  <b>we are university has a history right</b>  <b>founded by abolitionists. Martin Luther</b>  <b>King was here so we want to live our</b>  <b>values. So during the pandemic we sort of</b>  <b>rethought everything and sort of bottom</b>  <b>up rewrite. Write that mission vision</b>  <b>values. We formed and strengthened a very</b>  <b>active DEI council and we've done a</b>  <b>number of things. But one of the things</b>  <b>we're doing right now is working to do a</b>  <b>cultural assessment and we're working</b>  <b>with Angelique Grant of the inclusion</b>  <b>firm who's been an amazing partner and</b>  <b>out of that will will reinforce our</b>  <b>strategic action plan. But this council</b>  <b>has been a key partner with us and a</b>  <b>lot of people are involved, we get senior</b>  <b>folks involved. So we're really looking</b>  <b>forward as we go into the next fiscal</b>  <b>year. To do more good work. But they</b>  <b>they've really just been heroes. And</b>  <b>again, Karen has supported a lot of this</b>  <b>and given us the resources. We have lots</b>  <b>of affinity groups. Again, I call these</b>  <b>title free zones. They're run by staff</b>  <b>low budget, right. For example, there's a</b>  <b>resource group that's for the</b>  <b>associates coordinators and executive</b>  <b>assistants called ACE will do you know</b>  <b>recognize them on certain ways. And again</b>  <b>it's sometimes, you know it's a small</b>  <b>things buying lunch for people, they have</b>  <b>meetings they have. Real development so</b>  <b>you can see some of the groups here. We</b>  <b>have a softball team, different ways for</b>  <b>people to connect. And I want to talk a</b>  <b>little bit about the Amplify Women and</b>  <b>Gender initiative and give a shout out to</b>  <b>my colleague Alexis Conda Olmsted from</b>  <b>Dartmouth During the pandemic, before we</b>  <b>knew it was going to happen, we wanted to</b>  <b>build a program for women to change this</b>  <b>profession, change how we work, change</b>  <b>our own institutions. So this is a 13</b>  <b>week program. Again, if you</b>  <b>haven't heard about it, please Google</b>  <b>this because it's open to all districts,</b>  <b>people across the country. Alexis is in</b>  <b>the fourth year. I've stepped off as a</b>  <b>facilitator, probably close to 80.</b>  <b>Imminent BU have gone through it and over</b>  <b>300 across the country. We've seen women</b>  <b>step up and jobs we've seen them</b>  <b>negotiate salary and we have all these</b>  <b>wonderful allies all all the other people</b>  <b>in our office the men and others. So it's</b>  <b>it's been really I think one of the</b>  <b>bright spots coming out of the pandemic.</b>  <b>So again a huge shout out to Alexis and</b>  <b>it's probably one of the best things I've</b>  <b>done in my career and again we partner a</b>  <b>lot with case. We have interns if you</b>  <b>haven't looked at that program it's a</b>  <b>huge huge benefit we've hired folks</b>  <b>and. We had a graduate trainee which is</b>  <b>really a focus on diversifying the</b>  <b>profession to bring more people in. And</b>  <b>the graduate trainee is now a major gift</b>  <b>officer. And we look, we're constantly</b>  <b>looking for ways to partner. We'll</b>  <b>partner with other institutions on this</b>  <b>as well. So we're very aggressively</b>  <b>really thinking about how can we make an</b>  <b>impact in our community and at Boston</b>  <b>University in this space because if I</b>  <b>hire somebody and and we've got a long</b>  <b>way to go like everybody else, I really</b>  <b>want that person to come here. And and</b>  <b>thrive and grow right and integrate into</b>  <b>the division. So these are just</b>  <b>some of our one of our values and every</b>  <b>time we have a all staff meeting, Karen</b>  <b>starts with one of the values and we</b>  <b>connect it to something. So here's one</b>  <b>here, Teamwork, transparency and mutual</b>  <b>respect. And again I said these were</b>  <b>really created bottomed up by staff</b>  <b>group. So you are</b>  <b>probably here at case getting</b>  <b>professional development and I'm sure you</b>  <b>would love to grow in your career. Don't</b>  <b>we all want to? Of course, one of</b>  <b>the things that we've tried to do is not</b>  <b>just give people more opportunity, but to</b>  <b>make the process transparent. So if you</b>  <b>know a colleague is moving ahead, it sort</b>  <b>of makes sense to you understand why and</b>  <b>you know you have your own. Own chance to</b>  <b>do so And so we do something</b>  <b>with Gallup and that's the Gallup who</b>  <b>does the you know the big polling and</b>  <b>there's a consortium of institutions</b>  <b>across the country and we started this</b>  <b>about eight years ago and it's just a</b>  <b>very simple 12 question survey. It</b>  <b>measures things like do you have the</b>  <b>right tools to do your work. Do you have</b>  <b>a best friend at work. It's a really</b>  <b>simple tool but it gives us an amazing</b>  <b>amount of data and we're able to</b>  <b>benchmark not only over the years but</b>  <b>across with other institutions. So we'll</b>  <b>be going into our. 8th year of that and</b>  <b>again this is something again I don't</b>  <b>it's it's there is a cost but it's not a</b>  <b>high cost. When we get the feedback on</b>  <b>teams from this engagement survey we then</b>  <b>do action planning with them as well and</b>  <b>we're bringing a lot of pieces in with</b>  <b>Gallup. We use a strength finders which</b>  <b>is an assessment piece. The old days</b>  <b>maybe there is Meyer Briggs, but this is</b>  <b>sort of a a much more different</b>  <b>type of research that fits in with the</b>  <b>Gallup engagement. We do a ton of</b>  <b>training. I have somebody who overseas</b>  <b>training. Development on my team and that</b>  <b>can be different cohorts, it can be the</b>  <b>entire division, it can be dei workshops.</b>  <b>We're always open to ideas and I would</b>  <b>say professional development. When I came</b>  <b>to be you, I would go to a conference in</b>  <b>Boston which has a ton of higher Ed</b>  <b>people, right, or other folks in</b>  <b>independent schools. And I I just</b>  <b>wouldn't seem any BU people. I would say</b>  <b>they're saying now I think we probably</b>  <b>have the most people at the district</b>  <b>conferences. I know we have folks here</b>  <b>today and again Karen and President Brown</b>  <b>have been really generous. Resources</b>  <b>because professional development is how</b>  <b>you grow and how you network and this is</b>  <b>such a rich industry. It's a piece I</b>  <b>think that really helps retain people. I</b>  <b>think I want to say we have 88 plus</b>  <b>people going to the summer institute this</b>  <b>summer and then again going back to this</b>  <b>individual coaching around career</b>  <b>development using the strengths. I have a</b>  <b>somebody who's certified in Clifton</b>  <b>strengths and the gallop on staff here</b>  <b>too. So everybody gets attention, doesn't</b>  <b>matter what level you are in. Training</b>  <b>managers is a huge piece of that because</b>  <b>it all starts with a supervisor. Right.</b>  <b>We've had great bosses who want to grow</b>  <b>us and others where we've really</b>  <b>struggled. So we want if you're going to</b>  <b>be a manager here in Darit BU, you need</b>  <b>to be excellent and you need to have a</b>  <b>plan for growing your staff. So here's</b>  <b>just a little bit more about the Gallup</b>  <b>engagement. These are the things that we</b>  <b>measure and that these are the things</b>  <b>that each team then works on a little bit</b>  <b>through guided discussion. And I'm</b>  <b>simplifying it, but there's a lot more</b>  <b>behind this that we found a very helpful</b>  <b>tool all the way up to President Brown</b>  <b>because he loves data so we can show how</b>  <b>this works and makes the team better and</b>  <b>perform more highly. He's he's very much</b>  <b>a supporter and thus we get resources.</b>  <b>We also are creating competency grids.</b>  <b>Well, what does that mean? We all have a</b>  <b>job description, right? And there's</b>  <b>qualifications, but competencies are</b>  <b>really those core skills that can be</b>  <b>quantitative, quantitative in a way,</b>  <b>right? You know, X amount of dollars</b>  <b>raised. But a lot of what we do in</b>  <b>development is relationship based, is</b>  <b>qualitative. So for every single</b>  <b>position, you know, there's a lot of us</b>  <b>here, we're creating these grids. So I</b>  <b>know if I'm going to go from assistant</b>  <b>Director of annual giving to an associate</b>  <b>director. Under the competency of</b>  <b>judgment, for example, here's here's the</b>  <b>next set that I need to accomplish. So,</b>  <b>So again, it contributes transparency. We</b>  <b>have something called an IDP and</b>  <b>individual development plan. I'm going to</b>  <b>show you a doc in just a moment. Every</b>  <b>single person here at DAR has this. They</b>  <b>own it, It's theirs. They can go to their</b>  <b>manager and say, Gee, I really like to</b>  <b>talk about my future. We require managers</b>  <b>to at least make sure people are working</b>  <b>through this at performance review time.</b>  <b>But this is again, something that you</b>  <b>own. I tell people you own your own</b>  <b>career, don't wait for somebody to come</b>  <b>tap you. And then again, the promotion</b>  <b>process, we put some very clear</b>  <b>guidelines in place. We promote</b>  <b>people 3 * ayear, March 1st, July</b>  <b>1st, October 1st, plus our merit</b>  <b>process. And I'd say I probably have</b>  <b>close to, like I want to say, 17 people</b>  <b>on the promotion list this year. And that</b>  <b>is, yes, promotion to a new title.</b>  <b>Sometimes it's it's a salary adjustment</b>  <b>as well. So you know, they come in in</b>  <b>varying forms, but I think again, I think</b>  <b>that's just people. Celebrate each other</b>  <b>here and it's a way of recognition. So</b>  <b>here's the IDP. Again, you'll</b>  <b>pick this up if you grab the QR code. And</b>  <b>again, it's a conversation the employee</b>  <b>has with the manager talking about</b>  <b>where am I, where do I need to go, what</b>  <b>do I need to get there? And again, you</b>  <b>can do this for free. It requires a</b>  <b>conversation, right, and a commitment.</b>  <b>But this gives people clarity and I think</b>  <b>especially for some people who who are</b>  <b>entry level and just sort of beginning in</b>  <b>the profession, this provides a really</b>  <b>wonderful road map. And again this</b>  <b>is just a little bit more process here,</b>  <b>but you know, we know higher Ed is</b>  <b>education is full of process, but it</b>  <b>helps managers and it helps teams and it</b>  <b>helps employees understand what they need</b>  <b>to do to get to that place to get</b>  <b>promoted. And of course we work with HR</b>  <b>and compensation and underpinning all of</b>  <b>this is always equity, right. No one gets</b>  <b>promoted here. Let's say I had to move</b>  <b>somebody up and you know the team member</b>  <b>underneath really needs to be adjusted.</b>  <b>We will do that too.</b>  <b>So I raced through that</b>  <b>and I know there's lots of pieces here.</b>  <b>We really wanted to give time for</b>  <b>questions because when I talk about</b>  <b>talent management at Dara, we usually get</b>  <b>a lot of questions, so we're more than</b>  <b>happy to answer them. I</b>  <b>guess I'm missing the QR code here. I</b>  <b>thought I had it, but it should be on the</b>  <b>PDF. If not, our emails are there.</b>  <b>I encourage you, please reach out to me.</b>  <b>I talk to people literally across the</b>  <b>country. When I came here 13 years ago,</b>  <b>it was a very different place. It did not</b>  <b>happen overnight. We had to build the</b>  <b>case and get the resources. But but I</b>  <b>think right now where we are in the team</b>  <b>we have, it's why we're having the</b>  <b>success we're having. And so even as we</b>  <b>go through a presidential transition,</b>  <b>people are really. Up here, right. It's</b>  <b>it's a strong culture and we're looking</b>  <b>forward to what is to come next. And I</b>  <b>guess with that we will be more than</b>  <b>happy to take some questions.</b>  <b>Wonderful. Thank you. First</b>  <b>question, have you found good strategies</b>  <b>for staff engagement with hybrid or</b>  <b>remote staff, such as events,</b>  <b>creative ways to connect, etcetera?</b>  <b>Do you want me to take that one, Karen?</b>  <b>Yes, we have. So one of the things I</b>  <b>think was a benefit here is unlike a lot</b>  <b>of institutions where each sort of area</b>  <b>decided what hybrid would look like, ours</b>  <b>came from the president, right. He</b>  <b>decided that we are front facing, We have</b>  <b>these students here. We're a community.</b>  <b>So all of us, everybody has the</b>  <b>three days on and two days off. And we do</b>  <b>come in on Monday so we can see each</b>  <b>other and we leave it up to departments.</b>  <b>There's flexible hours and they work out</b>  <b>which the days are right. And</b>  <b>the only thing that I think is negatively</b>  <b>impacting is we're running out of space.</b>  <b>So Mondays are are a little bit tight,</b>  <b>but through the management training</b>  <b>program and through training like meeting</b>  <b>facilitation and how to operate zoom and</b>  <b>teams and things like that and how to</b>  <b>engage staff, we have not</b>  <b>seen huge issues with engagement with our</b>  <b>hybrid staff. That said, I have most</b>  <b>people on here at least on campus three</b>  <b>days a week and I think that helps. I</b>  <b>mean, Karen, you might want to comment on</b>  <b>that too. Today I think we've just</b>  <b>because we're all here and it's all the</b>  <b>same, right and it's equitable. We just</b>  <b>we haven't had as that many, many issues</b>  <b>with it. Sure. And I would just say that</b>  <b>I think that now there were what,</b>  <b>entering year three of the pandemic,</b>  <b>we've been back on campus for over 2</b>  <b>years that, you know, our</b>  <b>colleagues are really invested in the</b>  <b>hybrid schedule and enjoy it and feel</b>  <b>that they're at their most productive.</b>  <b>Mondays are very popular because we're</b>  <b>all in on Mondays.</b>  <b>However, I don't think we would want</b>  <b>to give that up because it's made it. So</b>  <b>much easier for colleagues</b>  <b>to find each other. Everyone knows that</b>  <b>we're all here on Mondays. Yeah. And</b>  <b>we've been back since summer of 2021. So</b>  <b>we're two years, 2 plus almost two years</b>  <b>into this now.</b>  <b>OK, next question. Senior</b>  <b>leadership in my department is not</b>  <b>bought in to work life balance</b>  <b>or a culture of respect and belonging.</b>  <b>It seems they are always too busy</b>  <b>and I'm not convinced they see value in</b>  <b>work of developing staff.</b>  <b>How do you suggest moving forward with</b>  <b>this type of culture?</b>  <b>Sure. So I'll start in, Amy, of course</b>  <b>you'll share your thoughts. So</b>  <b>you know, the way I look at it that as</b>  <b>managers and leaders, we all want to</b>  <b>bring out the best in our colleagues and</b>  <b>for us to do our very best work, we need</b>  <b>to have the resources at work</b>  <b>to succeed as well as time</b>  <b>for work life balance.</b>  <b>There are a few thoughts I have and Amy</b>  <b>will have others. One perhaps might</b>  <b>be to work with senior</b>  <b>leadership on a</b>  <b>attending a consortium or a</b>  <b>conference like this where senior leaders</b>  <b>would hear from their peers. I think it's</b>  <b>really important for let's say it's a</b>  <b>another SVP to share how</b>  <b>it's worked for him or her and what the</b>  <b>benefits might be. I think that</b>  <b>gives. Other senior leaders</b>  <b>the confidence that investing</b>  <b>in staff will pay</b>  <b>dividends. Right</b>  <b>away, but most importantly down the road</b>  <b>as well, Amy. Yeah. Well, I think there's</b>  <b>a couple things. You know, it's</b>  <b>hard, right, especially if you are not on</b>  <b>the senior team to influence. When I took</b>  <b>this job, I insisted I have a seat on</b>  <b>that team. So, you know, that's so I have</b>  <b>a big voice, which is great and Karen</b>  <b>has, you know, she's all in. However,</b>  <b>it wasn't that way when it came here,</b>  <b>right? She wasn't in charge and we</b>  <b>then hired people who</b>  <b>would not look at work life, what I call</b>  <b>integration because I've never found</b>  <b>balance in my 30 years in this business.</b>  <b>So. So we sort of addressed the problem.</b>  <b>By insisting, insisting that senior</b>  <b>leaders sort of get it or it's just it</b>  <b>doesn't work here and and we also, you</b>  <b>know I didn't talk about it a lot. We do</b>  <b>have a situation, we have a process where</b>  <b>if you're not that way you this is not a</b>  <b>place where you can be a rainmaker and be</b>  <b>unkind to people and not care and stay</b>  <b>stay here. So. So that was part of the</b>  <b>building, the culture. What I would do is</b>  <b>take this presentation share it with</b>  <b>somebody look at those stats about the</b>  <b>fundraising, the turnover, the culture</b>  <b>and you know. May I heard this this</b>  <b>person at this conference and they really</b>  <b>talked about how invested their senior</b>  <b>leadership team and I'd like to explore</b>  <b>that. I mean you can reach out to me on</b>  <b>the side. It's something I hear a lot.</b>  <b>I'm really proud. For example, Karen is</b>  <b>at every DEI town hall as much as she can</b>  <b>and and sad want to hear so many people</b>  <b>say nobody's there they don't care. At</b>  <b>the end of the day it's going to be about</b>  <b>the bottom line. And also our president</b>  <b>gets this stuff right. He he knows</b>  <b>about Amplify, he knows about our</b>  <b>training programs and he sets the</b>  <b>standard. In a way, So, right. So. So</b>  <b>what I would say is it won't change</b>  <b>overnight, but what you need to do is tie</b>  <b>the business case to it. Because at the</b>  <b>end of the day, everything is about ROI,</b>  <b>right? And they'll lose people, right?</b>  <b>And and here's another thing I'll say to</b>  <b>people, if you're in a situation and it's</b>  <b>just untenable, I know it's hard to move</b>  <b>on. But sometimes you do need to move on,</b>  <b>right? You may not be able to change a</b>  <b>toxic culture or someplace where you're</b>  <b>not respected. And so again, this is my</b>  <b>recruiting shout out about BU too,</b>  <b>because that's something that is super</b>  <b>important. Of us here.</b>  <b>Great. Thank you. Next question.</b>  <b>How do you encourage staff participation</b>  <b>and engagement events?</b>  <b>Such as zoom, party gathering in person,</b>  <b>professional development training.</b>  <b>So you know what I have to always tell</b>  <b>when we hire like facilitators and they</b>  <b>say who's going to be here? Like we just</b>  <b>had a big workshop on women's</b>  <b>philanthropy and I said the problem isn't</b>  <b>the bodies in the room, it's the people.</b>  <b>Not everybody are SP's. I mean, it</b>  <b>probably had close</b>  <b>to 150 people there. People like to come together here. They just like each other because again, when I hire people friendly roll your sleeves up down to earth, right. So there's the toolkit, but there's The Who are you piece?</b>  <b>And</b>  <b>so</b>    <b>we actually have not had a lot</b>  <b>of. Issues with getting people to social</b>  <b>events really like</b>  <b>the celebration on Monday. We'll probably</b>  <b>have almost the entire staff there. When</b>  <b>we have all staff meetings, we we always</b>  <b>offer a nice lunch afterwards for</b>  <b>networking. My team works really hard to</b>  <b>make it fun too, you know. I think a lot</b>  <b>of it is about recognition at these</b>  <b>events. We recognize people and I think</b>  <b>people genuinely like each other. They</b>  <b>work across these 17 schools and colleges</b>  <b>and they like the opportunity to see</b>  <b>people training their eager for</b>  <b>training. Again I think it goes back to</b>  <b>finding the right people. Managers are</b>  <b>huge in this, right to make sure managers</b>  <b>are are encouraging people. But I Karen</b>  <b>you can comment on this. But I have to</b>  <b>say we we just even during the</b>  <b>pandemic I think again we sort of brought</b>  <b>everybody along. But I think the number</b>  <b>one reason is why is because we pay</b>  <b>attention, right And and again you don't</b>  <b>have to be a talent manager to to pay</b>  <b>attention. And the only thing I would add</b>  <b>there is that I think that many of the</b>  <b>groups are self initiated, so a</b>  <b>book club. We have a</b>  <b>baseball softball team that</b>  <b>participates in the BU Wide</b>  <b>Softball tournament and</b>  <b>so I think that having some of the</b>  <b>clubs or groups or affinities</b>  <b>come from our colleagues is</b>  <b>really important rather than just top</b>  <b>down. Yeah, I'll tell you one more thing.</b>  <b>If you don't have great training, people</b>  <b>won't come, especially people like</b>  <b>fundraisers. We're all busy, right? So it</b>  <b>has to be worth their time. So we did a</b>  <b>lot of work. I'd rather offer less</b>  <b>excellent training than a whole bunch of</b>  <b>okay training. I</b>  <b>think you've answered some of this</b>  <b>already, but we do have a question that</b>  <b>says what does BU do to keep remote</b>  <b>employees engaged and</b>  <b>accountable, that it's different from in</b>  <b>person employees. So we don't</b>  <b>really have remote employees</b>  <b>at DAR who are solely remote,</b>  <b>a few folks in IST,</b>  <b>but because we have the hybrid schedule</b>  <b>, 3 days on campus, two days working</b>  <b>remotely. Amy, you might want to</b>  <b>comment further. I think it's about</b>  <b>shared expectations and the understanding</b>  <b>that we are all</b>  <b>following the same schedule and have the</b>  <b>same understanding of what. Participating</b>  <b>in the EU Community is all about.</b>  <b>Yeah, you know, I think it goes to</b>  <b>supervisors. I'm one person, small</b>  <b>team, 255. Ican't carry the load.</b>  <b>Everybody's responsible, right, for that</b>  <b>culture. And when you have somebody</b>  <b>remote, even if it's only a couple days a</b>  <b>week, right, you, you really need to know</b>  <b>who your staff are, right? And get to</b>  <b>know them and manage to them</b>  <b>individually. And, you know, sometimes</b>  <b>people need tools for whatever reason.</b>  <b>Hybrid can be tough, but the management</b>  <b>training just helped with clarifying</b>  <b>expectations, prioritization,</b>  <b>strong, clear communication. And I would</b>  <b>say #1, buildingtrust because if I'm a</b>  <b>remote employee and I and I'm struggling</b>  <b>right and and we haven't had the issue</b>  <b>with like the remote people are somehow</b>  <b>different than the on site, but a really</b>  <b>good manager will surface that right and</b>  <b>maybe bring me into the conversation to</b>  <b>help engage that person again. And we</b>  <b>have a couple tools. We have this form,</b>  <b>our mission vision values form and we all</b>  <b>fill it out like what have I done to be</b>  <b>part of the culture this year. So</b>  <b>somebody is remote right and and again</b>  <b>for sort of forces all of us to think</b>  <b>about. Even though I'm not here all the</b>  <b>time. How am I adding to the culture. How</b>  <b>am I bringing myself whether it's in a</b>  <b>zoom meeting. But but again I'm not going</b>  <b>to say we're lucky because we built it</b>  <b>way back when and and yeah we had our way</b>  <b>back in the pandemic when I think the</b>  <b>president wanted to come come to work</b>  <b>right when Omicron hit or something. Yeah</b>  <b>there was there was a little panic but we</b>  <b>worked through that and so by the time</b>  <b>the sort of the the comeback.</b>  <b>I don't call the order when we decided</b>  <b>what to do, I think people had sort of we</b>  <b>worked through it fairly well and there</b>  <b>was some growing pains. But I I would say</b>  <b>our managers are a big piece of why that</b>  <b>works. OK. I think this is our</b>  <b>last question. I'm going to ask you to</b>  <b>keep your response to three minutes.</b>  <b>How do you disseminate your intangible</b>  <b>benefits in a way that people feel they</b>  <b>can value them? We compete with heavy</b>  <b>hitter check money in Seattle, but</b>  <b>tuition reimbursement and other benefits</b>  <b>only go so far. Our internal</b>  <b>survey shows that regardless of what</b>  <b>leaders say, money is always the</b>  <b>most important factor. And that's</b>  <b>OK.</b>  <b>Yeah, yeah, money is usually near the</b>  <b>top. So what I say is you need to take</b>  <b>the money off the table, right. Doesn't</b>  <b>mean you need to be in the 75th</b>  <b>percentile, but the value proposition for</b>  <b>what you're asking for and and again</b>  <b>whether that's making a case somehow to</b>  <b>get more resources. However, how we talk</b>  <b>about intangible, intangible benefits</b>  <b>really, you know, for me it starts with</b>  <b>even when I'm interviewing people, you</b>  <b>know, people are looking for different</b>  <b>things, right? Like I I know there's</b>  <b>people at someone in the office. Talking</b>  <b>about the graduate degree, right, it's a</b>  <b>huge way to recruit people. A lot</b>  <b>of people are going back to culture, are</b>  <b>looking for culture and a great boss and</b>  <b>a chance to be promoted and a chance to</b>  <b>be heard. And I just was reading some</b>  <b>stats the other day that two other huge</b>  <b>issues that again, you can control. I</b>  <b>want to work someplace where I'm not</b>  <b>going to be burned out or it's</b>  <b>unrealistic. Goals and metrics and</b>  <b>expectations. And two, I'm going to place</b>  <b>that does more than just talk about</b>  <b>inclusion and belonging. I want to be</b>  <b>someplace where I do feel I belong. So I</b>  <b>think those are really important. It's</b>  <b>not one-size-fits-all. There's always</b>  <b>going to be people and they're always</b>  <b>going to look for money 1st and and what</b>  <b>I find that's the only thing they're</b>  <b>interested in. They're not the ones who</b>  <b>stayed a long time. I think people stay</b>  <b>here. We pay them as much as we can.</b>  <b>We're competitive but there's times Karen</b>  <b>and I, we we can't go higher because it's</b>  <b>not fair to the people that are here. But</b>  <b>I can give you a really wonderful</b>  <b>experience where you come to work and you</b>  <b>you like it most every day and you like</b>  <b>the people you work with and you feel</b>  <b>what you're doing. Really counts. So we</b>  <b>spent a lot of time on impact and why</b>  <b>each person here what they contribute to</b>  <b>the whole. But yeah money in this</b>  <b>everywhere but in this town especially</b>  <b>it's it's it's a crazy race.</b>  <b>Yeah it it's tough but I think what you</b>  <b>can do is figure out figure it out and be</b>  <b>proud about it and and share it and again</b>  <b>selectively I know it's hard to find good</b>  <b>people but a lot of people are looking</b>  <b>for those intangible pieces. You just</b>  <b>have to to ask them really and for your</b>  <b>own team if you're not doing stay</b>  <b>interviews. You know, asking each person</b>  <b>what's the one thing that would lure you</b>  <b>away? You you need to know that do it</b>  <b>with your own team first, because that's</b>  <b>that's rather keep your people who are</b>  <b>producing than have to fill that slot</b>  <b>anyway, right?</b>  <b>Great. Well, thank you, Karen and Amy for</b>  <b>a great presentation and thank you to all</b>  <b>of our attendees for joining. Before you</b>  <b>go, if you haven't yet completed the</b>  <b>session evaluation, please do so</b>  <b>you can return to the agenda to find your</b>  <b>next session. Thank you.</b>  <b>Thank you all.</b>
Asset Caption
CASE Career Level: 4-6
CASE Competencies: Leadership, Global and Cultural Competence