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Hello everybody and welcome to 30 minute Thrive, your go to podcast for anything

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and everything HR, powered by MRA, the Management Association.

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Looking to stay on top of the ever changing world of HR?

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MRA has got you covered. We'll be the first to tell you what's hot and what's not.

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I'm your host, Sophie Boler, and we are so glad you're here.

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Now it's time to thrive. Well, hello, everybody, and thank you for joining us and happy New Year.

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And welcome back, Susan. Hey.

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Well, Susan, since your New Year podcast from last year

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is actually in our top ten podcasts of all time,

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we thought it would be great to really bring you back this year

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and share your insights for the coming year of 2024.

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Yeah, I saw that, that it was in the top ten, but you know,

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sort of thing too much credit because I was one of the first podcasts.

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So it's top ten for a still call me season, right?

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Okay. But for those of you who may not know, Susan

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Fronk is MRA's president and CEO.

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And you're really here today to help you get your new year off

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to a great start, really help you and your business thrive.

1:08

So speaking of where to start, Susan, let's take a look at a recent national

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Business Trends survey from the Employers Association of America, the EAA.

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I know, Susan, you always talk about using data

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THRIVEn decisions and using those for results.

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So let's take a look at the results that we're seeing from the 2024

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National Business Trends Survey.

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We know that the economy impacts everything every day, life in work.

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So let's talk about the numbers for this year specifically.

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According to the survey, 67% of organizations

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say the economy will improve or stay the same.

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And that's an 18% increase from last year's report.

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So we're really seeing greater confidence in this year's economy.

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So my first question to you is, with business leaders

1:57

feeling more confident, how will that impact employers for this year?

2:02

Sure. Well, first, a word about the National Business

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Trends survey and how relevant it is for our members.

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The EAA, the Employer Associations of America.

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Organizations like us across the country.

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So employers of all sizes in all industries

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and tens of thousands of employers.

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So this survey is really reflective

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of kind of coast to coast thinking in how they're planning for the next year.

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And you're right, there is a greater confidence

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that business will at least stay the same

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or improve in the year ahead.

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And that's great because where confidence goes,

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usually production follows, sales follow and hiring follows.

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So I know we're going to get into that, but

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that's kind of a mixed blessing.

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So hiring is still really tough.

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When you look at the comfort index in production and sales

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and where companies are going, that means there will be investments, investments

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made in their companies, in mergers and acquisitions, plant expansions,

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maybe more experimentation and innovation

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as well as additional hiring.

3:18

Yeah, absolutely. And according to the business Trends survey, 52% of employers

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here in the Midwest are looking to hire permanent staff.

3:26

So when it comes to hiring and recruiting for 2024,

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what suggestions do you have for employers out there?

3:34

Really? Sure. Generally, when I'm talking with members, whether those are

3:39

our constituents or the C-suite,

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they are still having great difficulty

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finding qualified experience hires.

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So if you think of hiring as filling positions

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and not just hiring somebody from outside the organization

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and bringing them in, it may make a little more sense.

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And that's some of the creative D that I see.

4:02

Employers are not necessarily looking for that needle in a haystack.

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Well, they certainly are, but they're also saying,

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who in my organization

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may have the ambition and the skills and characteristics

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to move up and what kind of development

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most training and professional experiences would I need to give them

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to grow them into that position?

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If you can't buy it, meaning hire,

4:30

you've got to make it and that'll develop.

4:34

Yeah, absolutely. And we'll talk a little bit more later, especially on emerging leaders and

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from a CEO perspective, what qualities and characteristics

4:43

do you specifically look for in those emerging leaders?

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We'll talk more later. But Susan Talent acquisition TA has been a serious challenge

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for employer employers in the past year and this year looking ahead.

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So let's talk about what executives identified as some other top

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challenges of this year. Talent acquisition was top at 50 to 2%,

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but also making the top five list was cybersecurity at 44%.

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Talent retention also at 44%,

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inflation coming in at 41%.

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And then developing future leaders, as you've mentioned, at 34%.

5:19

Looking at that, cyber security is new on this list for this year

5:24

and really an issue top of mind for executives And,

5:27

you know, all employers.

5:30

What are you hearing from other organizations

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in business leaders overall on how

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what they are doing to increase cybersecurity?

5:39

Sure. And it's coming up in many business conversations.

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Before we move to that with your commission,

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Sophie, could I circle back to the talent, get perhaps a lesson?

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Because the survey did highlight some things

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that I think are worth underscoring in this conversation.

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One is that compensation, as a starting wage went up.

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No surprise there, but also that the ranges of the jobs

6:05

themselves have been adjusted upward

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in the majority of organizations.

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And again, no surprise with inflation

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being kind of break away in 2022

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and maybe moderating a bit in 2023,

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just that those are table stakes.

6:25

Right. We all know that compensation alone

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isn't a satisfying necessarily, but it's a dissatisfying.

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So what I mean by that is if you don't get it right, people will leave.

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But even if you have it right, meaning that you pay competitively

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and you know what the market pay is and your benefits are appropriate,

6:44

the right amount of paid time off, just the fact that you get that right, those are table stakes.

6:48

That doesn't mean people won't leave.

6:51

You have to have culture and environment and professional growth

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and development opportunities as well.

6:56

The innovation is just the doubling down on the fact that it is a total package

7:01

and human resources is right at the center of that and leadership

7:05

conversation to say, here's

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here's how we have to touch all those bases.

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So pay alone will get you there.

7:13

But you do have to know how your jobs stack up to off.

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And I think business leaders may say

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this job title and what does this job title pay?

7:26

That almost doesn't matter because titles are just that.

7:30

You have to really look at the responsibilities and the role itself and the job duties

7:35

to make sure that you're comparing apples to.

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Absolutely. Thank you for circling back. Sure. Yeah.

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I think that was an important point, and I neglected to say that originally.

7:44

Absolutely. If you asked me about cybersecurity. Yes.

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Well, I think it is a big question.

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It's like describing the you and I am no cybersecurity expert,

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but I do have the catbird seat, I guess I would say, and I always feel

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honored to have those conversations with so many business leaders.

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But our members do share confidential information with us,

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and cybersecurity is keeping people up at night.

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It can ruin a business in the blink of an eye.

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Before I get to a couple of recommendations that I would make

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as a layperson, not as a cybersecurity expert,

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but as a business leader, that that does have this advantage

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of talking with a lot of other smart business leaders.

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Anecdotally, I happen to be

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in Las Vegas last fall for my husband's birthday,

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and it was during the MGM

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data breach and Hurd worldwide, everybody was talking about it

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because they decided not to play ball with the threat actors.

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And there are a thousand decisions that businesses need

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to make about cybersecurity.

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But one of them is am I going to capitulate,

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potentially pay ransom, try to secure my data and hope and pray that

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that the bad right. You're going to honor their word, which is interesting all by itself mean

9:11

you trust in criminals to do what they say.

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That makes no sense. But then the other branch is to say, forget it.

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I'm going to take what comes right.

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And what was so unique about the MGM?

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Brett breach is that just prior to that, the whole Caesars

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Entertainment family worldwide was in it.

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They paid a seven figure ransom.

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Whether that was there's two huge

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hospitality, gaming, entertainment, playing in the same space,

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trying to attract the same customers in the same industry.

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And they went in it very different ways.

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So I guess an umbrella is you have to know your own company,

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your own culture, your appetite for risk, and

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that the subject matter experts you've got on hand and higher

10:03

tech to move you through any threat, hopefully to prevent a threat.

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And then what's the fallout?

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Can your company with stand whatever it is

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from your employees, from your customers, from your vendors who say,

10:20

maybe I don't trust you as much anymore,

10:22

So now two organizations, very similar,

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could have been brought to their knees,

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and I witnessed it staying at an MGM property.

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My husband and I saw it was basically shut down.

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They must have lost millions and millions every day.

10:42

So just having that kind of ringside seat

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and talking to who I could.

10:50

Dealers and Uber THRIVErs. Yeah, customer service people,

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they highlighted the fact that it was really only one employee

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who unintentionally who

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did a very bad and reckless thing against the training that he'd had,

11:06

which brought the company to its knees,

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and that because they were networked so thoroughly

11:13

at all of their properties worldwide for economy and efficiencies,

11:17

a scalability, knowledge and interest locking this out.

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It also was once somebody got in their room, they got in every.

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So how does that relate to our members

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here in the Midwest, wherever you happen to be?

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It's that employee training is an absolute

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again, just ticket to the show.

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If you're going to be in business today, you have to realize

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the threat really is everywhere and your employees,

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advertently or inadvertently are likely going to be the access point.

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So train your employees and keep training

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and keep training and can don't take no for an answer.

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You just have to have that level of

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knowledge of what the risk is out there

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and and how they could jeopardize your organization.

12:17

It's one thing. The second thing is

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I would really advocate for an independent outside

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audit of all of your systems.

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Yes, it takes time and yes, it costs money,

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but they will highlight

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areas of opportunity, areas of risk.

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Can I give you a report card and a game plan to say

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if this is your report card, where you're strong and where you're weak,

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here are some gaps. Here are some systems or practices

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that make you vulnerable.

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The devil you know is better than the devil you don't.

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And then you can address those gaps that an outside third party,

13:04

nothing in the game has identified to help make your company stronger.

13:10

And it isn't a one and done sort of thing.

13:12

I undertook one in 2020 and again in 2022.

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We plan to do it again next year.

13:19

So that's just like

13:22

maintenance review. You do what you can and that doesn't

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that, that doesn't ensure you're not going to have a problem, right?

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It just maybe reduces the likelihood.

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So those two things extensive of ongoing

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kind of black and white employee training must do it.

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And second and a regular practice of outside

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objective audits of your systems so that you can

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become stronger and less vulnerable.

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Absolutely. Those are great takeaways, Suzanne.

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And I appreciate the examples, too, that came with it

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was very interesting to watch in real time.

14:03

Cybersecurity has been one of our was highly requested

14:06

topics coming from our 30 minute Thrive listeners.

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So I'm glad we can address that today.

14:12

Well, I'm not a cybersecurity expert. I would suggest we get some for future podcasts.

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We will really dig into it. Absolutely.

14:21

Another topic that's been very highly requested is I

14:25

we have a couple episodes out there if you'd like to go in depth about A.I..

14:30

But Suzanne, I guess I'm curious from your perspective how you feel about a A.I.

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in HR overall,

14:39

MRA's first steps to kind of incorporate air in our company.

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I'm sure just kind of briefly touch on that.

14:45

I will. I wouldn't say that we're ahead of the game.

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I would say we're writing this tsunami with most of the organizations

14:55

out there and learning as best as we can so we understand not only do

15:00

we need to get it right and become more knowledgeable

15:03

about our own services and how we're going to offer,

15:09

connect with produce what we do,

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and that our members are 4000

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strong, are turning to us to say, What should I be concerned about?

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And specifically, I guess as it pertains to human resources.

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So my thought is there is no

15:27

there is no value in saying a AI is bad, more A.I.

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is dangerous. It can be in the wrong hands.

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And without a plan. But I just is it is coming on strong.

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So it's not it's not an argument to be debated.

15:46

It's a fact to be managed

15:49

and wrestled with and resolved.

15:53

And as best as each company can. So

15:58

what do I think the impact on each I would be, I think is going to be huge.

16:03

I'm making this big universal statement without a lot of detail under it.

16:07

But we're learning, as I said, as fast as we can.

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This practice might work for our members too.

16:13

We have developed last year we developed an AI task force

16:17

so people internal, aided

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by some external experts

16:24

that would just make us smarter, that would take a look at it

16:28

and study it regularly and carved out a bit in their time and their goals

16:33

to be help us elevate our skills with regard to artificial intelligence,

16:39

not necessarily deciding what our projects would be

16:42

because it's a small group of people, but elevating the knowledge

16:46

of our leader team, our employees in general, our senior leaders,

16:50

and to say, here's what we're learning and to keep that in front of us

16:54

so that we can make good decisions about both internal and external

16:59

offerings, program services and expertise we may do, I will say, one thing.

17:04

I strongly recommend that every company who is trying to get their arms around

17:09

AI and who isn't, that they start with something that sounds like

17:13

you're putting on the brakes before you even get in the car, which is

17:17

data governance policy,

17:21

because every company has employees, whether you know it or not,

17:26

who are already working with A.I., It could be in a side hustle.

17:31

It could be that they're using it for what they do for your organization

17:35

and you just don't know it. Or it could be that innocently.

17:39

They're just one of those early adopters that are saying,

17:43

Well, I'm just going to experiment through having listened to some outside experts

17:47

and some people in the legal realm who talk about copyright and

17:54

many other legal issues, I guess I would just say

17:57

help your employees be the best they can be

18:01

by having a data policy and guidelines

18:05

that give them the parameters.

18:08

So you want to make sure you know what's going on in your organization

18:13

so you can make sure you don't get in trouble.

18:16

But also you want to make sure that it's a conversation daily, weekly, ongoing,

18:21

so that you can harness whoever is an early adopter and excited about it

18:26

and use that to help further whatever you're trying to do.

18:30

So it's really going to impact and this is just fundamental,

18:34

you know, the basic knowledge of of things

18:36

I've seen, it's really going to impact the employment world,

18:40

how you hire and attract source, bring on board employees.

18:45

Absolutely. So HR needs to get its arms around that

18:49

second thought. When you think about marketing production and content production

18:55

communications, it's really going to impact that as well.

19:01

I would never put something out there

19:05

written by a guy who. What is that and who is that?

19:08

You know, the the very old adage garbage in, garbage out applies might

19:13

be more garbage, might be digital garbage, but it could still be art.

19:17

So that

19:19

I almost think artificial intelligence, I'm never going to change the title.

19:24

That is what it is universally,

19:26

but it's almost like it should be called augmented in time.

19:29

Just plainly put a computer brain is helping humans do their job better.

19:34

So you augment how you do your job with artificial intelligence.

19:40

So artificial always kind of gives me the creeps,

19:43

but neither it's real or it's not right and it's real.

19:47

So I would I would say you want to use augmented

19:51

and I like the do your job from the heard it here first.

19:55

All right. We're changing artificial intelligence.

19:58

Right. It's just you know, it's not even 9 a.m..

20:02

We're getting things done. Get things that I would just add to that, too, from the conversations

20:07

that I've had with some subject matter experts

20:10

specifically on AI and how it will affect the workforce.

20:13

And each are specifically

20:16

I feel like they're seeing that A.I.

20:18

is going to help with operational and more routine tasks.

20:23

And that's going to leave HR Professionals and professionals in general

20:28

more room to focus on the strategic planning tasks

20:31

that maybe they don't have enough time on right now.

20:35

That's well said. And i think HR People should be excited about that.

20:39

But first, it's scary. Before you get excited about said you first have to get your arms around it

20:45

and know how i'm going to harness it and you don't left behind and and and and

20:50

though I do think it could help

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HR People focus on the more strategic conceptual things

20:58

and getting more routine tasks out of the way.

21:02

It won't stop there, though. I think that's a bridge to to something even bigger.

21:06

Yeah, absolutely. Well, thank you for those recommendations.

21:08

In fact, we have a hot topic survey coming out

21:13

very soon on ai in the workplace, so stay tuned for that.

21:18

And if you want to learn more about how I will affect

21:21

your workplace in HR specifically,

21:24

that hot topic survey is going to be coming out

21:26

next week, actually, so the week of January 7th.

21:31

And we will also have a podcast covering

21:34

those results of survey results.

21:37

But so, Susan, let's talk more about some other business

21:41

trends, survey results here to our attention was among the top business

21:45

challenges for 2023 and heading into 2024.

21:49

So what are organizations doing now to really retain top talent once hired?

21:55

There's very little like earth shaking and VR and tremendously different.

22:01

But I can say again with the confidence

22:04

of thousands of employers weighing in,

22:08

that some fundamentals that again

22:10

put it, are right in the middle of that business conversation session.

22:15

You need to be an employer of choice.

22:17

You need to be an employer that competes not just on

22:20

being in the top of the range

22:23

you need to pay competitively, as we've determined.

22:26

But there are so many other things.

22:29

And one of those other things that is trending more strongly

22:34

isn't new, but trending much more along strongly is learning in growth.

22:38

How how are you going to take a new employee,

22:42

an existing employee, a long service employee, and continue

22:46

to give them opportunities to learn and to grow in your organization,

22:53

that that deserves

22:56

more time and attention on a regular basis?

23:00

Then then most of us either

23:03

devote to because you're there's a crush of other things to do,

23:06

or maybe we don't realize just how important it has become and

23:13

the talent shortage and the fact that employers are looking

23:18

to hire more in a stronger economy

23:21

and those people just don't always exist.

23:25

And so for self-preservation as well as for growth,

23:31

you really need to keenly focus on career

23:35

paths and opportunities to develop your current team.

23:39

That doesn't mean you all have to create a university.

23:43

That doesn't mean you need to have a ladder, a and a ladder being a ladder.

23:48

I guess it would be the other way around. Let's see. Matter be ladder.

23:51

But in some organizations that makes sense.

23:55

Maybe more of a manufacturing organization, but it does mean the quality

24:00

of supervision and management, the quality of those conversations

24:05

are really important so that that employee knows.

24:09

All right. The job to which I aspire

24:12

or the pay that I'd like to earn someday

24:17

is achievable with these steps.

24:20

My employer is going to do these three things and I'm going to do these

24:24

five things and we're going to arrive at this happy destination together.

24:28

So spending more time

24:31

and thoughtful consideration of each employee's

24:35

career path, no matter the job, is really trending strongly.

24:41

And that's not going to change as the talent

24:44

market stays really challenging,

24:48

challenging in that there just aren't

24:51

enough experienced, qualified candidates out there.

24:55

And even at the very entry level

24:59

or new to the job market

25:02

range, I'm not letting

25:05

those great employees get away and happy somewhere else.

25:08

Absolutely. And I have a follow up question for that.

25:11

Then, in addition to,

25:14

like you said, table stakes, the competitive wages we've seen variable

25:19

pay has also come into play to overcome these

25:23

recruiting and retention challenges.

25:26

Are you seeing

25:28

any incentives used by our members or other organizations, employers

25:33

with variable pay to kind of overcome the retention challenge?

25:38

Sure. I'll give you what we've learned from our survey

25:44

and then I'll give you a little Susan Twist, because, well,

25:49

my opinion doesn't always carry the day, but we want to hear it.

25:54

Well, it is what it is.

25:57

What I think would work if you had an organization that you started from scratch

26:02

with people that you were able to select

26:05

carefully and grow the way you wanted to.

26:08

You would treat everybody in a very custom way.

26:13

Your best employees would get 10% raises

26:16

and you, your average steady,

26:20

at ease would get far less than that, and you wouldn't have

26:26

poor quality employees. And in real world that doesn't exist.

26:31

But I do see to sell them

26:36

that employers use whatever matrix they have for

26:40

pay and benefits, they use it to

26:43

too much the same year.

26:46

At the end of the day, what is the difference

26:49

to you or to me or to anyone?

26:54

You know the difference between a 2.7 raise and a 3% raise.

26:59

It just isn't meaningful.

27:01

So if you really want to keep that better employee,

27:04

what is meaningful for great performance.

27:08

So again, that's the real trend with my twist using

27:15

HR Being very nimble

27:17

and able to

27:21

layer on its policies and practices

27:23

not as consistently maybe as a lifetime has taught us.

27:27

You need to treat everybody the same. Not necessarily.

27:30

You need to have business justified reasons for doing that.

27:34

You need to make sure it's tied to documented

27:36

perform means but achievement of goals.

27:40

Those employees who truly are head and shoulders above, they're going

27:43

to go elsewhere in this market unless you do treat them differently.

27:47

Ways that you can do that.

27:50

Variable variable pay tied to performance,

27:55

not universal bonuses, but those that say

27:59

if the company achieves this, then we all get that.

28:02

That means gain sharing, Whatever you call it, it's gain sharing.

28:06

Second would be if you in this role achieve this, you're going to get this.

28:11

Those things benefit the organization and they will lift all boats instead of

28:18

variable pay that isn't as tightly tied for goal achievement.

28:22

And again, that brings the spotlight right down

28:26

on the quality of management in supervision.

28:29

Are your managers and supervisors

28:32

savvy, trained and strong enough to say,

28:38

Sophie, here's where you hit your goals.

28:41

Here's where you missed your goal.

28:43

Here's what that earned in our variable pay plan

28:46

and here's what you going to do next year. That should be a dialog.

28:50

Usually saying that's achievable might be a stretch goal, but I can do it.

28:54

Not pie in the sky. What are you talking about? I could never do that.

28:58

So it should feel like a partnership,

29:02

but it should also feel like a stretch

29:04

and your manager has to be able

29:08

anyone's manager has to be able to say, Great job or here's the gap.

29:15

And that's saying a lot. If you're not going to use things very consistently

29:21

which can water down performance if you treat everybody the same,

29:25

the great performers say, What the heck?

29:29

Why should I tie on my son Jr's every day and run at 100 miles an hour

29:33

when he is and she is and they are running at 50 miles an hour?

29:37

No, you know, why would I do that? It tends to it tends to breed mediocrity instead of excellence.

29:44

So the key to that

29:48

is high quality management and supervision and the ability to have conversations

29:53

in a partnership way so that people understand,

29:57

here's how I can excel, here's how I can earn that variable pay,

30:01

and here's, you know, what caring what I do to improve.

30:05

If that was Susan's twist, that makes sense.

30:08

Yeah, but it doesn't exist.

30:11

It doesn't reflect. Well, Susan kind of rounding out the top five challenges

30:16

from this year's survey is developing future leaders.

30:19

So I know we touched on this briefly, but what recommendations do you have

30:24

for developing an organization's up and coming leaders or emerging leaders?

30:28

I would say, well, one of them, I think, is what I just touched on

30:33

with regard to variable pay. People work for intrinsic feeling of accomplishment.

30:38

That's true. I think if you hire good employees, they want they come in saying,

30:43

I want to do a good job because that's just how I'm wound.

30:46

That's my theory. But let's not make the mistake that

30:51

an achievement is an important and compensation isn't important.

30:55

And recognition and rewards are an important and

31:01

I'm probably wound a little differently that way.

31:04

I'm not saying intergenerational, but it tends to be in that

31:11

newer workers in the workplace

31:13

just need more care and development and to feel a part of the team.

31:18

And I think sometimes longer service workers missed that.

31:23

By missed that, I mean don't recognize that enough.

31:26

Don't think about it often enough.

31:29

Not out of bad intention, but because that's not what they experienced.

31:33

So so you don't want to allow that disconnect to become pervasive

31:38

in your company. You want to make sure it's fluid and organic is a word I like to use there,

31:43

meaning it's growing and changing all the time and it's an in an into flow

31:49

of information going back and forth, people communicating about what they need

31:53

and what they want and what they have and they like and what they don't like.

31:57

I mean, then you can respond to it back to the career passing.

32:01

Just make sure that's part of your performance system.

32:04

Whatever your performance system is, it isn't just about goals, it's

32:08

about what's next and where you want to go and what you want to achieve

32:14

and and help with how you get there.

32:17

So if any employee is willing to say, I want to grow my job

32:21

and I'm willing to put in these things, room

32:25

managers should want to work with them all day long.

32:28

It's great advice. Well, common sense, right?

32:33

Well, Susan, unfortunately, we're running out of time here.

32:36

But I know we asked this question a lot to our members,

32:40

but now I'm curious to know what keeps you up at night, Susan,

32:44

looking forward into the future, 2024 for business?

32:47

Well, thanks, Sophia. You you actually gave me some nightmares

32:51

during this conversation because most things.

32:54

Yeah, this is what I'm you.

32:56

You you touched on two of them

33:00

because they're so external to an organization.

33:06

I think many leaders and I like to feel that I really know

33:10

how to run this business and that I communicate with this team

33:15

really well that you that you know where we are financially.

33:19

You know what our goals are. Our strategic placement is tucked up in your cubicle, whatever,

33:25

you know, where we're going. But cybersecurity and artificial intelligence

33:32

that are tiger by the tail, both of those things,

33:36

you can do everything right

33:38

and not see the train coming on the track.

33:41

So again, business people are paid to square their shoulders

33:46

and say, how do I how do I capitalize on those opportunities?

33:51

Not how do I run afraid from them?

33:53

What your question was, what keeps me up at night?

33:55

I would say it's those two things, among others,

33:59

because they are so external to minimization.

34:02

They are so foreign and fast

34:06

moving and in the hands of other people

34:09

and things and technology that today

34:13

a few of us are expert in.

34:17

So so that's what keeps me up at night.

34:19

And that's why through our conversation I highlighted

34:23

just the fundamentals of policy governance practice.

34:27

Outside audits, you do what you can and then hopefully you can just

34:32

put your head down on the pillow and sleep because you've done what you can.

34:36

That doesn't mean it will protect or be perfect

34:39

or optimize artificial intelligence the impact on your business.

34:43

But you can't be an ostrich either and stick your head in the sand

34:47

and just say, I hope it doesn't impact me for two years or five years.

34:51

It will come in my CEO roundtable.

34:54

We talked about cybersecurity and there were 14 really smart

34:59

business leaders, owners in the room,

35:02

and four of them had had data incidents,

35:06

let's call it threat actors

35:09

attack their business.

35:12

So four out of 14 just in the last year,

35:16

it's not if, but when.

35:19

So make yourself as bulletproof as possible.

35:23

Absolutely. And we have resources linked in the charts below.

35:26

You can also find them at MRA Talk.

35:31

But Susan, we wrap up here. Any last thoughts, any words of inspiration for the new year,

35:36

your mike drop moment here?

35:39

I'll tell you what I told my employees and my partner over the holidays.

35:43

Bring it on, We’re Ready! I love it. I need to.

35:46

I'm excited. Perfect. Well, thank you, Susan.

35:48

I really appreciate you coming on. And I appreciate your leadership here, too.

35:53

Like I mentioned, we have resources in the show

35:55

notes below, so make sure to refer back to those.

35:58

They are also found on our website, mranet.org.

36:03

And thank you so much for listening and tuning in today.

36:06

We hope you have a great New Year in a successful New Year

36:10

and we are always here to help. So thank you again, Susan. Happy New Year.

36:14

And that wraps up our content for this episode.

36:16

Be sure to reference the show notes where you can sign them to connect.

36:19

For more podcast updates, check out other Amari episodes on your favorite podcast platform.

36:25

And as always, make sure to follow MRA's 30 minutes THRIVE

36:29

so you don't miss out. Thanks for tuning in