Feb. 3, 2026

How Leaders Mobilize People Around a Cause

How Leaders Mobilize People Around a Cause

In this episode, you’ll learn: -How leading with authenticity builds trust at every level of an organization -Why heart and hustle must coexist in children’s health and nonprofit leadership -How resilience learned in healthcare translates to long-term...

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In this episode, you’ll learn:
-How leading with authenticity builds trust at every level of an organization
-Why heart and hustle must coexist in children’s health and nonprofit leadership
-How resilience learned in healthcare translates to long-term organizational strength
-Why strategic communication and storytelling are critical to mobilizing donors and partners

Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).

Beyond Confidence Podcast is also available on Talk 4 Media (www.talk4media.com), Talk 4 Podcasting (www.talk4podcasting.com), iHeartRadio, Amazon Music, Pandora, Spotify, Audible, and over 100 other podcast outlets.

Become a supporter of this podcast: https://www.spreaker.com/podcast/beyond-confidence--1885197/support.

WEBVTT

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The topics and opinions expressed on the following show are

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solely those of the hosts and their guests, and not

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those of W four WN Radio It's employees or affiliates.

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be directed to those show hosts. Thank you for choosing

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W four WN Radio.

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This is Beyond Confidence with your host d W Park.

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Do you want to live a more fulfilling life? Do

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you want to live your legacy and achieve your personal, professional,

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and financial goals? Well? Coming up on dvoparks Beyond Confidence,

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you will hear real stories of leaders, entrepreneurs, and achievers

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who have stepped into discomfort, shattered their status quo, and

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are living the life they want. You will learn how

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relationships are the key to achieving your aspirations and financial goals.

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Moving your career business forward does not have to happen

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at the expense of your personal or family life or

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vice versa. Learn more www dot Dvpork dot com and

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you can connect with vants contact danced wpark dot com.

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This is beyond confidence and now here's your host w Park.

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Good Morning Listeners at Tuesday. And of course I'm here

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with you, so I'm thrilled and I want to share

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that today we have a very special guest, doctor Amy Daily.

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Welcome, Aby, Thank you so much for having me. I'm

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delighted to be here.

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Yeah, delighted to have you. And we usually start at

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the beginning. Do you recall a moment or a person

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who left a positive mark on you when you were

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a child or a young girl.

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Oh goodness, Yeah. I would have to say that some

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of the biggest impressions that I had as a young

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child would have been my teachers, right, And one particular

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teacher that I had, his name was mister c and

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he was a wonderful teacher that I had. I believe

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it would have been about fourth or fifth grade, and

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he was one of the first people who I think

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kind of helped me see that you can do anything,

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you can be anything, you can try things, you can fail,

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you can succeed. And I felt like he was one

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of the first people that helped me really understand the

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idea that there's like this infinite world of possibilities out there,

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and that I was the author of that, if you will.

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And I don't know that I could tell you, you know,

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anything in particular, Like there wasn't like this one moment

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or this one story. I think it was more the

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time that he spent with us and trying to find

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the individuality in every student that he had and found

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ways to bring that out and let us know that

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things that we were gifted in and how we could

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help others, and that other people might be gifted in

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other things, and that was okay, and that wasn't something

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to be sad that you didn't have, but instead relish

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in what you could bring and celebrate in what others

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could bring as well. And I just remember learning that

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at an early age from him, and it's something that's

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always kind of stuck with me.

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It was an experience. It was the culmination of those moments. Yeah,

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that's we forget that these role models that we have

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played such an important part. And that's one of the

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things that's important to know that regardless wherever you are,

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you are that leader because you are impacting someone's lives.

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So as you grew with your career direction did your

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life take?

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Oh? So I started out with a focus on wanting

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to teach, and so started out in the kindergarten classroom

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and realized that wasn't my forte but it was enjoyable.

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I liked the kids, but I think I'm such a

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completionist that I needed to see things through. So then

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I moved into high school and I taught computers for

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kids in high school and did that for a few years,

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and then someone came to me with an opportunity to

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teach adults, and I thought, now that sounds really interesting

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because then you can see it, you can teach it,

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they can turn around and go do it. It can

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have an impact in their organization. And I could see

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like the full cycle of that, right instead of waiting

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thirteen years for someone to go from kindergarten to high

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school and then wait to see what they did in

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college and so on. So I started teaching in some

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different companies like State Farm and Country companies and grow

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Mark and some really big companies in Illinois where I

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was at, and it really helped me to be able

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to understand that things that you can do in the

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workplace can have a direct impact on the business outcomes

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of the organization. And that's what really got me interested

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in learning and development from an organization standpoint. And then

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from there I moved into the healthcare side of things,

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doing the same thing teaching but within a health system,

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and was an educator there and was given an opportunity

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after a few years there, asked if I wanted to

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try and lead that function, the education function, and you know,

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like a lot of people, I thought, Wow, somebody sees

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something in me that I don't even see.

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Right.

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It wasn't I didn't have on my radar. I wanted

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to be a leader, but I really felt a sense

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of responsibility that if I was going to do this,

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I needed to have the background, the education, the expertise.

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So that's when I went back to school to get

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my master's degree and focused in on I got a

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master's in organization behavior again because I was just really

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in true by what the people in the ORG do

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to make the org be what it is, right, because

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organizations are really just a culmination of a bunch of

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people's talents brought together, you know, for a common reason.

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And so I did that and just had opportunities to

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learn and grow, went back and got my PhD in

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organization development after that, again really just honing in on

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how organizations work together, how the people, the processes, the systems,

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how everything comes together to either be effective or ineffective,

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efficient or inefficient. And learned a lot about that and

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over time in my almost twenty five year career within

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that health system. When I left there a few years

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ago to come to Children's Medical Network, I was a

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senior VP and a chief transformation officer, so really focused

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on where's the organization current state, where's the organization want

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to be in the future, figuring out the gaps between

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those two, and then figuring out what are the things

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we need to do to get from here to there?

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And that's really what or behavior in org development is right,

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whether it's the people or the systems, or the mechanisms

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or the mission. Where do you want to be? Where

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are you now? And what are you going to do

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to get there? And so I've brought all that with

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me into the role that I'm in now.

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And it's remarkable how your journey has evolved. Where you

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went for something and it comes back to that you're

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innate passion about teaching and seeing people grow and seeing

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that will impact And definitely I see that because being

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in pharmaceuticals myself, and then of course you know you

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are this part of this beautiful machine where you're bringing

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that medicine to life and saving so many lives, and

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yet is that complishness, Like when you're talking about that

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touched a chord in my heart. I want to see

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the impact immediately, and transferring to the consulting, definitely see that.

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Yeah, And that's a big you know, there's a lot

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of people who like that I went to school with

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when I was doing my PhD, who are consulting now

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and they're incredible at it, and they go out into

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these organizations and they consult and they help the organizations

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do these like quick turnarounds or massive change initiatives or

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project management rollouts. And for me, what I know is

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I think I would be a really bad consultant because

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there's a bit of a kind of a steam drawble

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out and die right that they say like, you go in,

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you do your thing, and you leave, and I'm like,

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I need I got to see it through. I want

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to see the impact. I want to see the downstream.

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That's why I love going and visiting, going into our

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member hospitals or going to our corporate partners and talking

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to the employees, because I get to see it in action,

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and that seeing that in it allows me, it just

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it fuels me to keep it going. And I often

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tell my team that instead of that be like the

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steam draw blood and died, now I'm like, I go

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in and I pick up the pollen, like off the flowers.

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Like so I'll go into a hospital and I'll see

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the things that they're doing with the money that we're

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raising for them, and I pick all of that up

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and I take it with me when I go to

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the next corporate partner or to the next big event,

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and then I can share with the donors and the

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fundraisers and the people that are supporting the programs to say, like, here,

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let me, let me give you a little bit of

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this of what I saw recently when I was over here.

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And so I love I love that, and I think

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you know you said, it's kind of important to know

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what things drive you and what motivates you and what

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matters to you. And that was one of the things

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that I learned early on about myself in my career

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is that I need to see the impact of the

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work that we're doing, and this job affords such an

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opportunity to do that on a daily basis.

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Absolutely, And that talks about bringing authenticity in your leadership,

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bringing authenticity in your life. So there's so many times

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what happens is that, especially as you're rising in the ranks,

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it can be along arduous road. Yeah, and so many

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of our women professionals will say that there is still

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that ceiling that they face sometimes. So can you share

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with us how you've maintained your authenticity and how you

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have experienced any adversities along the way, and how did

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you overcome them?

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Yeah, So the second part of the question I'll go

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to first. I feel like I have been incredibly fortunate

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in my career where I don't know that I've seen

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that as much as I've heard from other people in

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terms of feeling like there were limitations. You know, maybe

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maybe there were times where pay was a little different,

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but I don't know that I would have known that, right.

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I mean, I feel like I had so many opportunities

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open to me, whether it was going back to school,

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you know, becoming a mom, being able to still do

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all the things with the school and the PTA and

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the baseball and the cheerleading, and you know, do all

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those things while also having a very robust career at

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the same time. And I think that I know that

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it happens to people because I see it and I

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talk to friends and I hear stories. But I think

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I was fortunate that for almost twenty five years of

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my career I worked in an organization. You know, healthcare

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has a lot of women in it, like a lot,

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and so maybe I just chose the right field, but

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I worked with so many individuals where it was about

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the talent that you brought to the table, not about

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whether or not you were male or female. And I

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worked in teams that were just really great blends of people,

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and it wasn't just you know, female clinicians and male

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non clinicians. It was a mix of both. And that

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I think has been really helpful for me, because I

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think there are enough challenges in the world that we

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go through of course, that whether we're male or female,

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shouldn't you know, have to contribute to that. So I

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feel very blessed by that. So I'll say that I'll

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say that first. Secondly, I would say, when you think

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about the concept of authenticity to me, you know, I

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think sometimes you'll see people say authenticity is like a

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leadership trait or even in some of the competency models

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it's considered a competency. I don't. I don't look at

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like people say like, well, are you you a servant leader?

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Are you a transformational leader? Are you an authentic leader?

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And to me, I can't differentiate those right. To me,

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authenticity isn't a style leadership. It's it's the foundation for

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all leadership, right, whatever whatever style that is. And you

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know what I you know, as a senior vice president

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and organization when there were nine other senior vps all

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reporting to the CEO, and you kind of had your

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camaraderie of people and peers that you could work with

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and bounce things off of. And then you move into

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a CEO role for the first time, and you know,

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there's a quote out there that being the CEO is

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the loneliest job in the world, right because you're you

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You can't you don't have the peers in the same

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way you have a board in a lot of times,

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but that is, you know, a different relationship. And so

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when I became CEO, I had to there were a

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couple of things that I kept repeating to myself. One is,

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this is a marathon and not a sprint, right, And

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that was something I said a lot during my PhD

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work because I was working full time, raising two kids

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that were in junior high at the time, trying to

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finish my coursework, right, my dissertation, do my research, you

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know everything. And I kept saying, this is a marathon

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and not a sprint, because if I tried to sprint

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that whole thing, I would run out, right. So that's

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kind of what I did when I got here. I

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was like, this is a marathon and not a sprint.

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Like this, this is this is what I'm going to

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do for my career, right. And so while there's so

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much I want to do, I need to take the

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time to do it right and do it well. And

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so the Peter Singe quote of go slow to go fast, right,

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there's a lot of stuff that we needed to do

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a little slowly at the beginning to prepare ourselves for

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where we go next. And so the other thing that

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I told myself as I got in here is what

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people don't need for me is perfection, right. What they

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need is presence. They need someone who's going to be here,

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who's going to be rooted in empathy for this work

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that we're doing, while also being focused on outcomes of

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what it is that we need to accomplish. And so

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I think sometimes when you go into a new role,

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I firmly believe that no one is ever fully ready

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for their next job. Right it's do you have the

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transferable skills to do it? But I had to come

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into it and think, how do I show up in

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a way that isn't about like being the best CEO

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or the perfect CEO, but being the CEO that this

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organization needs right now? And then let me grow and

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develop with the organization into what we need to be

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together for the future. And that allowed me to give

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myself some grace. It allowed me to ask the questions

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to be like, I'm new here, you know, let me

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do this. But I think doing all of that, I

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think it helped to create some trust among the team help.

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I think it created momentum because it was a snowball

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instead of a shotgun, right. And then I think it

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created some clarity because I really felt it was important

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for me to get to know the org and the

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people in it and for them to get to know

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me before we tried to dive in and do the

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really hard work together. And so I I didn't see

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any other way to be able to do this job

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then to come at it from an authentic leadership standpoint

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right and just be me, because that's all I got,

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That's all I can bring to the amy.

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You It's it's almost like you hit the nail on

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the head because think about it. You didn't just kind

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of go there then oh I'm the CEO. No, you do.

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Three things that stood out for me was that I

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wanted to be the CEO that organization needs. Yeah, you

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did not bring your agenda. You did not bring you

294
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didn't have one.

295
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Yeah.

296
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Yeah, you didn't bring your ego. There you in your

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authenticity and like as you mentioned, you know it's the foundation.

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You were there to support other people. Another thing that

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definitely resonated with me was that you will the trust.

300
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Yeah.

301
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The trust is the first thing you're bringing the team along.

302
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Yeah.

303
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Then it's not a lonely journey, it's a together journey.

304
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Yeah. And I think you know, all organizations when a

305
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new CEO comes in, has have their own kind of

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backstories or you know, things if you will, and you

307
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know I would, I would say for Children's Miracle Network.

308
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It was in a bit of a challenging time as

309
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you can imagine. You know, in February of twenty twenty,

310
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the previous CEO passed away following a bicycle accident. So young, charismatic,

311
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well loved, you know, renowned leader who one day was

312
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here and the next was gone. Right, So talking about

313
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an organization just oof, you know, just everything just turned

314
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upside down. And they were very fortunate that there was

315
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a leader who had been in the organization. Terry Nestelle

316
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had been here for I think at that point over

317
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thirty five years, so a good portion of the organization's history.

318
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Terry's retirement was on the horizon, like she knew when

319
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she was going to retire, but they asked her if

320
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she would be willing to step in as an interim.

321
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They tried to, you know, start a search. But you

322
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know what happened in March of twenty twenty, then the

323
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pandemic came, right and you've got an organization that is

324
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raising money through all these retail relationships and through hundreds

325
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of colleges and universities and radio stations and golf programs

326
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and all these things, and all that shuts down, right,

327
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and so now you're dealing with you know, just essential

328
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services are open, and then you're high hospitals can't focus

329
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on fundraising because they've really regarded all their resources to

330
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you know, take temperatures at the front door of the er,

331
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you know, those kinds of things. So talk about turmoil, right,

332
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that happened in the ORG. So when they started in

333
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early twenty three the search for the CEO, it was

334
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an organization that really people were just kind of hanging on,

335
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you know, just being like, oh, tough times, I mean

336
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really challenging times, right, and then you know, so many

337
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things to change during the pandemic. Everyone used to be

338
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in one building here, the one I'm in in Salt

339
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Lake City. Now about seventy percent of the people are

340
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spread out around the country because when they said everyone

341
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go home, people were like bye, just kind of you

342
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know when you went in different places and you know,

343
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you saw a lot of those things happen. So it

344
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was an organization that there was just a lot to

345
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recover from. And the former CEO then she's doing her

346
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best and she's making all this things happen to keep

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the organization going, and then she got a cancer diagnosis

348
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and not Yeah. So I mean I think the team,

349
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like the way they explained it to me is it

350
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just felt like a not a one to two punch,

351
00:20:14.160 --> 00:20:16.799
but like a one two, three four, you know, and

352
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they just kind of wanted like, can we just stop

353
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and catch our breath and get back to who we

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are and what we're doing. So I think when I

355
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came in, there was a little bit of like a Okay,

356
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this is some stabilization that's going to get us on

357
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some stable ground, but we also know this means change

358
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because they hired someone who's a chief transformation officer and

359
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is all about change. So now what is this right

360
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for us? Right? So it was a time of there

361
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was still a little bit of an organization in mourning,

362
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an organization and transition and organization in repair, but then

363
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also an organization that was like very hopeful, excited and

364
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ready for what was going to be next. So you know,

365
00:21:03.960 --> 00:21:07.720
I had to come in and assess that I can

366
00:21:07.720 --> 00:21:09.920
tell you. I remember, you know, the interview process was

367
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probably about six months long, and in one of the

368
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last rounds of interviews, there were a couple of questions

369
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that got asked of me by board members that when

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I went to go answer them, I had the moment.

371
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And you've had these moments I'm sure a lot of

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your listeners have where I'm like, I can either give them, like,

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what is probably the right answer, you know that someone

374
00:21:32.680 --> 00:21:35.039
would tell you in an interview guide, or I can

375
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just give them the authentic answer, and if they don't

376
00:21:40.400 --> 00:21:44.400
like that answer, then I'm probably not right for this job. Right.

377
00:21:44.519 --> 00:21:47.400
So it became very clear to me, I'm just going

378
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to be authentically me because in the end, if I'm

379
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going to take this job and move across the country

380
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and change everything I've known for the last twenty five years,

381
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it better be a right fit. And so I have

382
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to show up with me. So there are two questions

383
00:21:59.880 --> 00:22:01.559
I'd love to share with you that we're just kind

384
00:22:01.599 --> 00:22:04.720
of amusing that really helped me say this is what

385
00:22:04.759 --> 00:22:07.799
my first one hundred days need to look like. The

386
00:22:07.839 --> 00:22:10.920
first question was someone said, you know, you've not been

387
00:22:10.960 --> 00:22:13.880
in a CEO role yet a lot of things about

388
00:22:13.920 --> 00:22:16.519
your background and experience tell us that you're ready for one.

389
00:22:17.160 --> 00:22:19.599
But if we gave you this job and we met

390
00:22:19.640 --> 00:22:23.599
with you after one hundred days, what kind of deliverables

391
00:22:23.960 --> 00:22:25.720
would you have for us? What are you going to

392
00:22:25.720 --> 00:22:28.880
get done in your first one hundred days? Right, And

393
00:22:28.960 --> 00:22:32.240
the chat GPT answer is probably going to be like no, no, no,

394
00:22:32.440 --> 00:22:36.200
you know, give them this list of all these things.

395
00:22:36.240 --> 00:22:38.400
And I sat there for a moment and I said,

396
00:22:38.480 --> 00:22:42.319
you know, honestly, I think what I'd give you in

397
00:22:42.359 --> 00:22:45.119
the first hundred days is my assessment of the org,

398
00:22:45.759 --> 00:22:47.599
because what I really need to do in that first

399
00:22:47.720 --> 00:22:50.400
hundred days is just get to know it and understand

400
00:22:50.440 --> 00:22:54.039
it and tell you where I think some of the challenges,

401
00:22:54.079 --> 00:22:57.240
the opportunities, the missed you know, kind of the things

402
00:22:57.359 --> 00:23:01.599
left on the table are. But I'm not going to deliver.

403
00:23:01.680 --> 00:23:03.160
I'm not going to be done. I'm not going to

404
00:23:03.200 --> 00:23:05.799
change anything. And I you know, in healthcare, we subscribe

405
00:23:05.839 --> 00:23:08.680
to the deming healthcare theory, and one of those theories

406
00:23:08.759 --> 00:23:12.279
is that if you go into something and you interfere

407
00:23:12.279 --> 00:23:16.680
in it without information, that is tampering. And so I

408
00:23:16.720 --> 00:23:18.559
was like, I don't want to go in and interfere.

409
00:23:18.599 --> 00:23:19.799
So I said, what you're going to get from me

410
00:23:19.799 --> 00:23:21.960
in the first one hundred days is a really valuable

411
00:23:21.960 --> 00:23:25.079
assessment of this organization where it's at today. Who it

412
00:23:25.079 --> 00:23:27.680
could be in the future, and a starting point of

413
00:23:27.680 --> 00:23:29.440
what do we need to do to get there, and

414
00:23:29.480 --> 00:23:32.039
then we'll develop a strategic plan and figure that out.

415
00:23:32.920 --> 00:23:35.240
I like that answer, right, So that was a good one.

416
00:23:35.880 --> 00:23:38.920
The second one was they said, well, since you haven't

417
00:23:38.920 --> 00:23:42.079
been a CEO at all before, it's a really big transition,

418
00:23:42.599 --> 00:23:45.160
and have you thought it all about how you would

419
00:23:45.200 --> 00:23:49.960
make that transition? And I sat there for a minute

420
00:23:49.960 --> 00:23:52.240
and then I kind of tongue in cheek, I said, well,

421
00:23:52.759 --> 00:23:55.039
I wrote a book on it. And you were like what.

422
00:23:55.720 --> 00:23:57.759
And I was like, well, my dissertation, you know, my

423
00:23:57.839 --> 00:24:00.799
PhD's in ORG development, but by dissertation and is in

424
00:24:00.920 --> 00:24:06.720
healthcare CEOs in transition. And it was a qualitative study

425
00:24:06.759 --> 00:24:09.799
of you know, healthcare CEOs and what they needed to

426
00:24:09.799 --> 00:24:12.519
do to transition. And I developed a model for how

427
00:24:12.519 --> 00:24:14.119
to transition and what do you do and you know,

428
00:24:14.160 --> 00:24:17.279
your first eighteen months and so yeah, I thought about

429
00:24:17.319 --> 00:24:20.799
it a little bit, like I have a book about it.

430
00:24:20.880 --> 00:24:23.279
So it was really funny because both like I was like, gosh,

431
00:24:23.359 --> 00:24:25.039
is that going to sound arrogant, But then at the

432
00:24:25.079 --> 00:24:27.319
same time, I was like, these are the things they

433
00:24:27.359 --> 00:24:30.039
need to know, you know, But what you're being genuine,

434
00:24:30.839 --> 00:24:33.400
I just yeah. But here's one of the things I did.

435
00:24:33.480 --> 00:24:38.559
I I I that model that I developed for healthcare CEOs.

436
00:24:39.440 --> 00:24:42.440
I used that model in my transition, but I told

437
00:24:42.519 --> 00:24:45.000
no one, so like, not even my exec team, my

438
00:24:45.079 --> 00:24:47.319
senior leadership team. But I used it to a t.

439
00:24:47.880 --> 00:24:52.480
So there were there's some operating behaviors, and then there

440
00:24:52.559 --> 00:24:55.799
are some kind of tenets right of things that you

441
00:24:55.880 --> 00:24:59.119
need to be doing or thinking about. And I went

442
00:24:59.240 --> 00:25:03.200
through that mode over the first fifteen months in the ORG.

443
00:25:03.279 --> 00:25:05.400
So the listening and learning tour I did my first

444
00:25:05.559 --> 00:25:09.240
hundred days came straight out of my dissertation. I would

445
00:25:09.359 --> 00:25:11.759
edit that to say listening, learning, and leading, because you

446
00:25:11.880 --> 00:25:13.759
do have to lead in the first one hundred days.

447
00:25:13.799 --> 00:25:15.880
And in my model, I was like, oh, you listen

448
00:25:15.920 --> 00:25:18.000
and you'll learn. You still have to make some decisions

449
00:25:18.000 --> 00:25:20.440
and lead. But so I used a lot of that.

450
00:25:20.759 --> 00:25:23.759
And then about fifteen months later, I was with my

451
00:25:23.839 --> 00:25:26.680
senior leadership team at a retreat that's all the VPS

452
00:25:26.720 --> 00:25:30.200
and above, and we talked through here's what we've done

453
00:25:30.200 --> 00:25:32.480
in the last twelve months, here's how we've built this team,

454
00:25:32.519 --> 00:25:34.920
here's the work we've done together. Here's how I've realigned

455
00:25:35.000 --> 00:25:38.400
your roles. Here's how we've handled some of the people

456
00:25:38.440 --> 00:25:41.599
who weren't right for the organization and our long term success.

457
00:25:41.799 --> 00:25:43.759
So we went through all of it, and then I

458
00:25:43.799 --> 00:25:46.319
pulled up my model on the screen and I said,

459
00:25:46.519 --> 00:25:50.279
this is what we just did, right, Like it works right.

460
00:25:50.559 --> 00:25:52.920
So I was kind of like the guinea pig for it.

461
00:25:53.279 --> 00:25:55.839
But I didn't want to come in and be like,

462
00:25:56.680 --> 00:25:58.480
here's my model, this is what we're going to do.

463
00:25:58.559 --> 00:26:02.160
Everyone get behind it, you know. I just it was quiet,

464
00:26:02.920 --> 00:26:07.640
and it was intentional, and it was impactful, and it

465
00:26:07.839 --> 00:26:10.559
moved us forward and is still to this day continuing

466
00:26:10.759 --> 00:26:12.799
to move us forward. But I think that would have

467
00:26:12.799 --> 00:26:14.440
been very different had I come in and be like,

468
00:26:14.440 --> 00:26:16.279
here's a copy of my dissertation. I'd like you guys

469
00:26:16.319 --> 00:26:19.200
to all read pages one, forty two ten, and this

470
00:26:19.240 --> 00:26:22.599
is what we're going to do in the next fifteen months. Again,

471
00:26:22.720 --> 00:26:23.480
I think it's just.

472
00:26:23.480 --> 00:26:25.160
That being.

473
00:26:27.759 --> 00:26:31.720
Authentic and being who you are and showing up and

474
00:26:31.759 --> 00:26:34.359
doing the things that you think will help move the

475
00:26:34.480 --> 00:26:38.160
team forward, because moving that team forward then helps move

476
00:26:38.200 --> 00:26:41.960
the ORG forward. Moving the ORG forward drives that mission,

477
00:26:42.759 --> 00:26:44.640
and then that's what we're here to do, right, is

478
00:26:44.680 --> 00:26:45.400
to help the kids.

479
00:26:45.519 --> 00:26:49.000
Absolutely, And I love how you said that. I just

480
00:26:49.039 --> 00:26:52.559
didn't come in and say, hey, eat these pages.

481
00:26:53.279 --> 00:26:54.039
Yeah, you.

482
00:26:55.680 --> 00:27:02.799
Demonstrated respect as you were unpacking bringing in the philosophy.

483
00:27:04.720 --> 00:27:07.880
You pulled everyone and then you shed, which is like

484
00:27:08.000 --> 00:27:10.640
you build a trust and then you're giving them model

485
00:27:10.680 --> 00:27:12.640
like hey, now it's tried and true.

486
00:27:12.799 --> 00:27:16.200
Yeah, because you can imagine, right as a new leader

487
00:27:16.240 --> 00:27:18.440
coming in if someone like drops this thing on your

488
00:27:18.519 --> 00:27:21.400
desk and like this is our playbook, then they're kind

489
00:27:21.400 --> 00:27:23.000
of like, well, how do you write? And so for

490
00:27:23.119 --> 00:27:27.000
me it was it was such a learning experience, right

491
00:27:27.039 --> 00:27:29.440
because as I went through I in my listening and

492
00:27:29.519 --> 00:27:32.680
learning tour, I interviewed about one hundred and eighty people,

493
00:27:33.039 --> 00:27:37.799
So everything from frontline employees I did thirty five percent

494
00:27:37.839 --> 00:27:39.400
of in the first hundred days. I'm now up to

495
00:27:39.480 --> 00:27:42.000
like eighty five percent. I'm almost through the entire org

496
00:27:42.079 --> 00:27:46.279
meeting one on one with all of them. Interviewed board members,

497
00:27:46.319 --> 00:27:49.720
CEOs of you know, our major corporations like you know,

498
00:27:49.799 --> 00:27:54.920
Costcos CEO and Marriott's CEO, and people that have been

499
00:27:54.960 --> 00:27:58.880
partners of ours for a long time, golfers and gamers

500
00:27:58.960 --> 00:28:02.039
and dancers, people who money for US frontline employees at

501
00:28:02.079 --> 00:28:06.400
a Walmart or a ACE Hardware. And in doing that

502
00:28:06.640 --> 00:28:10.160
and talking with the hospital leaders, the CEOs, the chief

503
00:28:10.160 --> 00:28:12.920
development officers, the program directors who are out there being

504
00:28:12.920 --> 00:28:15.599
the boots on the ground with our partners, I learned

505
00:28:15.799 --> 00:28:19.799
so much about the organization and it kind of became

506
00:28:19.880 --> 00:28:23.319
like another little like mini dissertation, right. I started capturing

507
00:28:23.359 --> 00:28:26.599
all this information and even now, you know, almost two

508
00:28:26.680 --> 00:28:29.000
years later, we'll be in a meeting and we were

509
00:28:29.039 --> 00:28:30.599
just in a meeting last week and they're talking about

510
00:28:30.640 --> 00:28:32.799
a rollout of a new product that we're going to

511
00:28:32.839 --> 00:28:35.039
be doing, and I said, Hey, I've got a couple

512
00:28:35.119 --> 00:28:38.039
of questions. Do we know if it syncs in and

513
00:28:38.119 --> 00:28:40.920
integrates with the black Bod system? Yeah? Do we know

514
00:28:40.960 --> 00:28:43.119
if it has a mobile? But yeah? And I was like, Okay,

515
00:28:43.119 --> 00:28:44.880
those are things that I heard in my listening and

516
00:28:44.960 --> 00:28:48.880
learning tour two years ago, and now we're solving for them. Right.

517
00:28:48.960 --> 00:28:52.279
So it's like you're taking all this data and all

518
00:28:52.319 --> 00:28:57.119
these things you're learning to say, like, this organization has

519
00:28:57.160 --> 00:29:01.759
been really, really successful, but also much potential in front

520
00:29:01.799 --> 00:29:04.759
of it, and so how do you ball that up?

521
00:29:04.839 --> 00:29:07.359
So to speak? Right, so you can do something with it.

522
00:29:07.920 --> 00:29:11.759
And that's where I think then that momentum I talked about, right,

523
00:29:12.079 --> 00:29:15.160
that's where that snowball just starts getting bigger and bigger

524
00:29:15.160 --> 00:29:18.000
and bigger, because then you just create this momentum that

525
00:29:18.039 --> 00:29:21.519
people want to get behind, yeah, because they believe in

526
00:29:21.559 --> 00:29:23.880
the mission. Not they want to get behind because like

527
00:29:23.880 --> 00:29:25.799
I need to make the new CEO happy and get

528
00:29:25.799 --> 00:29:28.480
on our good side. I didn't need any of that.

529
00:29:29.359 --> 00:29:32.559
You added meaning to people's work, and there's nothing more

530
00:29:32.599 --> 00:29:36.880
powerful than that. Especially with our new generations gen Z

531
00:29:37.279 --> 00:29:38.160
and Malley.

532
00:29:38.400 --> 00:29:43.799
They want that so bad, right, They're so intrinsically motivated,

533
00:29:44.480 --> 00:29:47.079
right that they want to know Like one of the

534
00:29:47.160 --> 00:29:49.400
questions I would ask them, I had the same six

535
00:29:49.519 --> 00:29:53.160
questions I asked during my interviews, had some variations for

536
00:29:53.319 --> 00:29:56.880
different types, but same six. It went across and one

537
00:29:56.920 --> 00:30:00.680
of them was related to what they saw as a challenge.

538
00:30:00.759 --> 00:30:02.559
And one of the things I heard from a lot

539
00:30:02.559 --> 00:30:05.200
of our employees here is like, I'm really busy. I'm

540
00:30:05.240 --> 00:30:08.680
doing a lot of stuff. I think I'm doing the

541
00:30:08.759 --> 00:30:11.839
right things, but I'm not one hundred percent sure if

542
00:30:11.839 --> 00:30:14.960
it's connected to what we're trying to achieve. And I

543
00:30:15.599 --> 00:30:17.839
don't know how to measure that and make sure that

544
00:30:17.920 --> 00:30:19.599
I'm making a difference, and I want to do that.

545
00:30:20.200 --> 00:30:23.720
So we've implemented we're actually right now in the second

546
00:30:23.880 --> 00:30:28.160
year of every employee in the organization having individual personal

547
00:30:28.200 --> 00:30:30.599
goals that roll up to their department goals, that roll

548
00:30:30.680 --> 00:30:33.519
up to their leader goals, to the org goals. And

549
00:30:33.599 --> 00:30:36.319
it is so incredible to watch people get behind that,

550
00:30:36.359 --> 00:30:38.519
and it's all visible, Like I can click into the

551
00:30:38.599 --> 00:30:41.240
system and I can go click on one employee and

552
00:30:41.319 --> 00:30:43.319
track that goal all the way up and see who

553
00:30:43.319 --> 00:30:46.680
else it links up to and may and the energy

554
00:30:46.839 --> 00:30:49.240
that they are getting out of that. Or they can

555
00:30:49.279 --> 00:30:51.440
go in and like type in the word social media

556
00:30:51.799 --> 00:30:54.279
and see anyone in the organization's whose goals have the

557
00:30:54.279 --> 00:30:56.880
word social media in it, So they make sure they're connected, right,

558
00:30:57.799 --> 00:31:00.880
they want to be a part of something, Yeah, And

559
00:31:00.920 --> 00:31:04.519
we have the tools and mechanism to help that happen.

560
00:31:05.200 --> 00:31:08.519
And so all his great work was going on before

561
00:31:08.519 --> 00:31:11.240
I got here. I'm just I'm coming in and putting

562
00:31:11.240 --> 00:31:14.880
some systems and some processes and approaches around it to

563
00:31:15.079 --> 00:31:18.359
help make it that much more valuable or that much

564
00:31:18.400 --> 00:31:19.200
more impactful.

565
00:31:19.880 --> 00:31:23.079
And it's the alignment and interconnectivity.

566
00:31:22.279 --> 00:31:24.319
At your building. So it's that's what people want.

567
00:31:24.680 --> 00:31:28.960
Yeah, yes, absolutely, and if you're open to sharing, this

568
00:31:29.039 --> 00:31:31.720
would be so helpful for our audience. Like one, are

569
00:31:31.799 --> 00:31:36.279
those six questions that you useful them?

570
00:31:36.319 --> 00:31:37.759
Well, then I will tell you. Let me open my

571
00:31:37.799 --> 00:31:40.160
one note and so I'll tell them to you. I

572
00:31:40.200 --> 00:31:42.559
mostly have them memorized because I do them so often.

573
00:31:42.599 --> 00:31:48.319
So the first one is related to So I'm from

574
00:31:48.319 --> 00:31:50.720
the school's David Cooper Writer. He was one of my professors.

575
00:31:50.720 --> 00:31:55.279
He's the person who invented appreciative inquiry as an inquiry topic.

576
00:31:55.680 --> 00:31:58.759
And so David's approaches you always start from an appreciative

577
00:31:58.799 --> 00:32:01.720
inquiry and start people on the positive. So shout out

578
00:32:01.720 --> 00:32:06.240
to David Cooper Writer and Benedictine University. So I start

579
00:32:06.240 --> 00:32:10.319
out very appreciatively, which what is one area of our organization?

580
00:32:10.799 --> 00:32:13.519
Can be area you're in, an area somewhere else in

581
00:32:13.559 --> 00:32:17.359
the org that you think is working exceptionally well and

582
00:32:17.480 --> 00:32:20.200
is getting the results that we need. I love that

583
00:32:20.279 --> 00:32:22.720
question because people they get so much pride, they get

584
00:32:22.720 --> 00:32:25.079
so much energy, they get excitement. It also helps me

585
00:32:25.119 --> 00:32:28.160
know like, oh, don't touch that, that's that's going good.

586
00:32:28.519 --> 00:32:30.680
And then we do the Okay, let's flip the coin over,

587
00:32:31.000 --> 00:32:33.480
and what's an area where you see something that's in

588
00:32:33.559 --> 00:32:37.559
need of improvement or change within the organization? And then

589
00:32:37.599 --> 00:32:41.160
we move into what I call my untapped potential question.

590
00:32:41.599 --> 00:32:44.200
So I it's actually the same question, but I ask

591
00:32:44.279 --> 00:32:46.680
it to them in three different ways, and I say, you, like,

592
00:32:46.759 --> 00:32:48.960
their lenses are different, right, depending on how long they've

593
00:32:49.000 --> 00:32:53.119
been here. So I ask them, is there anything that

594
00:32:53.160 --> 00:32:55.839
we used to do in the organization during your tenure

595
00:32:56.160 --> 00:32:59.519
that we stopped doing? And you wonder why and should

596
00:32:59.519 --> 00:33:01.680
we consider doing it again? Right? Like we used to

597
00:33:01.680 --> 00:33:03.839
take our champions to the White House every year and

598
00:33:03.839 --> 00:33:06.480
we stopped to Right, So they wanted, like it's their

599
00:33:06.559 --> 00:33:10.359
idea to like that sacred cow that they remember that

600
00:33:10.400 --> 00:33:12.519
they loved and make sure they can tell me about it.

601
00:33:12.880 --> 00:33:15.079
So anything that we used to do we stopped doing.

602
00:33:15.119 --> 00:33:19.079
The second one is something that we talk about all

603
00:33:19.119 --> 00:33:22.240
the time, and the idea is like always on the table,

604
00:33:22.319 --> 00:33:24.359
but we've just never kind of pulled the trigger and

605
00:33:24.400 --> 00:33:27.119
executed on it, right, But we talk about it a lot.

606
00:33:27.799 --> 00:33:30.799
So that's the second one. And then the third is

607
00:33:30.799 --> 00:33:34.880
is there something that you see other charitable organizations doing.

608
00:33:35.720 --> 00:33:38.079
I don't call them competitors. I call them cause partners

609
00:33:38.079 --> 00:33:40.440
because I think anyone who's raising money for other people

610
00:33:40.559 --> 00:33:42.920
or we all care about the same thing, particularly when

611
00:33:42.920 --> 00:33:45.279
it comes to kids' health. So is there anything that

612
00:33:45.319 --> 00:33:48.440
someone another charity is doing that you wonder why we

613
00:33:48.519 --> 00:33:48.920
don't do?

614
00:33:49.880 --> 00:33:50.160
Right?

615
00:33:50.200 --> 00:33:52.839
And so that has been really helpful. So that's that

616
00:33:52.960 --> 00:33:55.680
question is my untapped potential. But if you've only been

617
00:33:55.680 --> 00:33:59.000
here for six months, you can probably answer the third

618
00:33:59.079 --> 00:34:01.119
question a lot easier than you can in the first two, right,

619
00:34:01.200 --> 00:34:03.759
So I want to make sure it's inclusive enough of everyone.

620
00:34:04.440 --> 00:34:07.480
Then I ask them a question to pretend like they

621
00:34:07.480 --> 00:34:10.360
got a phone call from a friend. It could be

622
00:34:10.360 --> 00:34:13.320
a professional colleague, you know, someone that goes to you know,

623
00:34:13.840 --> 00:34:16.960
parent from their kids' school and they say, hey, I

624
00:34:17.000 --> 00:34:20.920
saw on LinkedIn indeed whatever that CMN has a job

625
00:34:20.960 --> 00:34:23.599
opening for X y Z that aligns with my background

626
00:34:23.639 --> 00:34:27.480
and experience. I'm thinking about applying. What's it like to

627
00:34:27.519 --> 00:34:31.239
work there? So I say, how do you describe us

628
00:34:31.639 --> 00:34:36.199
to someone who isn't us? And what's so great is

629
00:34:36.199 --> 00:34:37.719
people be like, oh, I do this all the time,

630
00:34:37.920 --> 00:34:40.079
like they're you know, they're like it happens to them.

631
00:34:40.440 --> 00:34:43.079
And then I follow up with that of is there

632
00:34:43.119 --> 00:34:47.079
one thing that you'd like to see us change before

633
00:34:47.119 --> 00:34:50.599
you'd want us to bring someone that you know, trust

634
00:34:50.679 --> 00:34:54.239
and care about into the ORG? Right, And then I

635
00:34:54.400 --> 00:34:59.519
ask them, and this question is a little less relevant now.

636
00:34:59.559 --> 00:35:01.480
It was more irrelevant in the first one hundred days.

637
00:35:01.480 --> 00:35:02.880
But I ask them, I say, you know, a CEO

638
00:35:02.920 --> 00:35:05.760
transition is a big change for any organization. It can

639
00:35:05.800 --> 00:35:08.440
bring up a lot of emotions. So if you had

640
00:35:08.519 --> 00:35:11.519
one word about how you're feeling right now about the

641
00:35:11.559 --> 00:35:15.519
future of the ORG, what would that word be? What

642
00:35:15.599 --> 00:35:19.039
was really great is with about like a ninety percent

643
00:35:19.559 --> 00:35:24.159
confidence variable, I got hopeful, energetic, excited, like I got

644
00:35:24.159 --> 00:35:27.000
these words, you know, cautiously optimistic. They would want to

645
00:35:27.199 --> 00:35:31.719
hyphenate a word, so that word, and then after they

646
00:35:31.719 --> 00:35:33.360
give me the word, then I say why that word?

647
00:35:33.599 --> 00:35:35.920
And then they explain it. And then the last question

648
00:35:35.960 --> 00:35:37.920
and this is my favorite question, And I asked this question.

649
00:35:37.960 --> 00:35:40.840
You probably do this as well, but I just say,

650
00:35:41.480 --> 00:35:43.239
you know, you knew and you and I were going

651
00:35:43.320 --> 00:35:44.960
to be able to talk today. We've had this on

652
00:35:45.000 --> 00:35:48.719
the schedule, and as you were thinking about our conversation today,

653
00:35:49.559 --> 00:35:51.960
now that we're done, is there anything that you were

654
00:35:51.960 --> 00:35:53.679
hoping would come up that you would have a chance

655
00:35:53.719 --> 00:35:56.000
to share with me that we haven't already talked about.

656
00:35:57.519 --> 00:36:00.639
And that is like the ultimate is not door opener,

657
00:36:00.639 --> 00:36:03.760
It's like a double door opener, right, because it lets

658
00:36:03.800 --> 00:36:07.840
them share with me anything that's kind of on their mind,

659
00:36:07.960 --> 00:36:11.119
anything that they you know, it might be I really

660
00:36:11.199 --> 00:36:14.039
like our benefit package, or have we considered a different

661
00:36:14.079 --> 00:36:17.000
intro Like, it could be anything at all. It could

662
00:36:17.039 --> 00:36:18.599
be they want to tell me how much they love

663
00:36:18.639 --> 00:36:21.000
their leader, or how much they like being able to

664
00:36:21.000 --> 00:36:22.920
work remote, Like I never know what it's going to be,

665
00:36:23.280 --> 00:36:26.280
but it just opens the door. And so I love

666
00:36:26.400 --> 00:36:28.960
I love that question and I use that actually quite

667
00:36:28.960 --> 00:36:31.360
a bit in other scenarios. But so those are the

668
00:36:31.480 --> 00:36:33.679
questions that I go through that are for everyone. There's

669
00:36:33.719 --> 00:36:36.840
different ones for board members and you know, different audiences,

670
00:36:36.920 --> 00:36:39.880
but for everybody, that's what I did, and I asked

671
00:36:39.880 --> 00:36:43.320
those questions hundreds of times in my first hundred days.

672
00:36:43.320 --> 00:36:45.840
I kept a one note on every person. I would

673
00:36:45.880 --> 00:36:48.039
take notes and I would tell them that I and

674
00:36:48.079 --> 00:36:52.719
I always said, you know, it's confidential, it's anonymous, but

675
00:36:52.800 --> 00:36:54.679
don't be surprised if you hear me, you know, I

676
00:36:54.760 --> 00:36:56.880
might be on stage or in a group and say well,

677
00:36:56.880 --> 00:36:59.320
in my listening and learning tour, I heard, and that

678
00:36:59.400 --> 00:37:01.880
means it's a thing, right if you're like, yeah, I

679
00:37:01.920 --> 00:37:05.480
said that to her, So did other people, right, And

680
00:37:05.559 --> 00:37:09.679
so it was really helpful as a way to get

681
00:37:09.719 --> 00:37:12.880
to know the org. And I enjoyed doing it so much.

682
00:37:13.400 --> 00:37:15.559
I did my kind of hundred day report out to

683
00:37:15.599 --> 00:37:19.199
the board in April of twenty four we started developing

684
00:37:19.199 --> 00:37:23.079
the strategic plan, and by August I was missing them.

685
00:37:23.400 --> 00:37:26.199
It was like, I want to keep doing those. So

686
00:37:26.320 --> 00:37:29.159
now I do them every Friday. I do two every Friday,

687
00:37:29.480 --> 00:37:33.239
and I still continue to do them and connect with

688
00:37:33.280 --> 00:37:37.119
people because for me, it's another lens of which I

689
00:37:37.159 --> 00:37:39.639
can see the organization that I don't get to see

690
00:37:39.679 --> 00:37:43.239
it through as the CEO. And so it's been incredibly

691
00:37:43.320 --> 00:37:47.719
valuable for me and very protected time right that I

692
00:37:47.719 --> 00:37:50.039
want to make sure I can do Amy.

693
00:37:50.079 --> 00:37:53.079
You have touched my heart and I could keep on

694
00:37:53.159 --> 00:37:59.199
talking to you. This is about Children's Miracle Network and

695
00:37:59.320 --> 00:38:02.079
how you are And do you know if people wanted

696
00:38:02.119 --> 00:38:04.559
to kind of be part of your journey help, could they?

697
00:38:05.159 --> 00:38:08.880
Yeah? So for people who don't know Children's Miracle Network.

698
00:38:08.920 --> 00:38:13.159
We are a national not for profit organization and what

699
00:38:13.239 --> 00:38:17.280
we do is we help raise money for children's health care.

700
00:38:18.039 --> 00:38:20.360
And the way that we do that is pretty unique.

701
00:38:20.480 --> 00:38:25.199
So we raise money through both corporate partnerships and through programs.

702
00:38:25.280 --> 00:38:27.320
And so I've alluded a little bit to some of

703
00:38:27.320 --> 00:38:30.719
those corporate partnerships. It's companies that you know and love

704
00:38:30.840 --> 00:38:34.920
and shop at and go to, and those corporate partners

705
00:38:35.000 --> 00:38:37.880
whether they do round up for change or we have

706
00:38:38.840 --> 00:38:41.559
we have over one hundred corporate partners. Most of them

707
00:38:41.599 --> 00:38:43.800
people know about are the ones that like, you know,

708
00:38:43.840 --> 00:38:45.199
you're in the store and they want you to round

709
00:38:45.239 --> 00:38:47.480
up their change. But we have things like night Swift

710
00:38:47.519 --> 00:38:50.920
Transportation and McClain Distribution who we get a penny per

711
00:38:50.960 --> 00:38:53.400
mile that they drive or you know. So there's there's

712
00:38:53.480 --> 00:38:57.119
other kind of hidden behind the scenes partners as well

713
00:38:57.119 --> 00:39:00.119
that help raise money for us through different events and

714
00:39:00.119 --> 00:39:03.559
and partnerships. And so we raise money through our corporate

715
00:39:03.639 --> 00:39:06.320
programs and then we shoose me through our corporate partnerships,

716
00:39:06.360 --> 00:39:09.159
and then we raise money through our programs and our programs.

717
00:39:09.199 --> 00:39:11.599
One of those is a golfing program which was is

718
00:39:11.639 --> 00:39:14.920
with Jack and Barbara Nicholas. That's called Play Yellow. That

719
00:39:15.039 --> 00:39:17.880
is hundreds of thousands of golfers coming together to raise

720
00:39:17.880 --> 00:39:21.360
money in various ways through tournaments, events, Birdie bashes things

721
00:39:21.400 --> 00:39:24.320
like that. We have a radiothon program where we kind

722
00:39:24.320 --> 00:39:27.360
of take over the airways, if you will, for days

723
00:39:27.360 --> 00:39:30.039
at a time to help raise money for the hospitals

724
00:39:30.079 --> 00:39:35.079
in those radio markets. We also then have a dance

725
00:39:35.199 --> 00:39:38.400
program which is for our college students. So this is

726
00:39:38.440 --> 00:39:41.239
a it's really a campus program that happened to on

727
00:39:41.320 --> 00:39:44.039
over four hundred college campuses. But they do what's called

728
00:39:44.039 --> 00:39:47.760
a dance marathon where they dance for twelve, fourteen, thirty six,

729
00:39:47.840 --> 00:39:51.639
twenty eight hours, and these kids raise almost twenty five

730
00:39:51.719 --> 00:39:55.000
million dollars a year at these four hundred schools. Right.

731
00:39:55.440 --> 00:39:58.400
I get so frustrated when people get down on this

732
00:39:58.480 --> 00:40:00.519
next generation, because I'm like you, you need to go

733
00:40:00.559 --> 00:40:02.400
meet the kids that I meet when I go to

734
00:40:02.480 --> 00:40:05.559
dance marathons and see these kids who are just given it.

735
00:40:05.599 --> 00:40:09.320
They're all for the generation behind them. So we've got that,

736
00:40:09.519 --> 00:40:11.519
and then we've got a direct mail program where we

737
00:40:11.559 --> 00:40:14.480
directly reach out to people on behalf of our hospitals.

738
00:40:14.920 --> 00:40:18.320
And then we have a gaming program, which is people

739
00:40:18.360 --> 00:40:21.960
who video game or play board games. Almost thirty five

740
00:40:22.119 --> 00:40:28.159
thousand participants who raise money. They've raised almost ten million

741
00:40:28.199 --> 00:40:30.280
dollars this year. I think today we're going to hit

742
00:40:30.320 --> 00:40:34.079
ten million dollars that they've raised all through peer to

743
00:40:34.119 --> 00:40:37.199
peer fundraising where they play video games and people support them.

744
00:40:37.519 --> 00:40:39.920
So I mean people raising money in the most unique ways.

745
00:40:39.920 --> 00:40:41.719
But there's a couple of things that make this really

746
00:40:41.800 --> 00:40:44.639
unique about who we are as an organization. So we

747
00:40:44.719 --> 00:40:48.079
spearhead all those relationships, all those partnerships, all those programs,

748
00:40:48.559 --> 00:40:53.199
and then we divide that money back out to the hospitals.

749
00:40:53.199 --> 00:40:56.360
And they're one hundred and seventy children's hospitals that are

750
00:40:56.400 --> 00:41:00.960
part of Children's Miracle Network. And so those hospitals or

751
00:41:01.000 --> 00:41:04.480
in the United States, Canada, and Puerto Rico, and they

752
00:41:04.519 --> 00:41:08.159
get money dispersed back out to them. And what we

753
00:41:08.199 --> 00:41:11.360
do is money raise local stays local. So you said

754
00:41:11.360 --> 00:41:14.440
you're in North Carolina. So if you go to a

755
00:41:14.599 --> 00:41:19.000
dairy queen in North Carolina and you donate money there,

756
00:41:19.079 --> 00:41:20.719
you round up your change, or you do a dip

757
00:41:20.800 --> 00:41:22.719
it for Kids Day and paid aller to dip your

758
00:41:22.760 --> 00:41:24.760
ice cream cone that is going to go to your

759
00:41:24.920 --> 00:41:28.760
hospital in your local community, to your member hospital. It

760
00:41:28.800 --> 00:41:31.239
doesn't come back to Salt, Like one hundred percent of

761
00:41:31.239 --> 00:41:33.559
that money stays local, comes back to us, so we

762
00:41:33.599 --> 00:41:35.639
can redistribute it and get it back out to the

763
00:41:35.719 --> 00:41:38.559
right people on behalf of those partners. And so people

764
00:41:38.599 --> 00:41:41.679
often say, well, why why wouldn't the local hospital just

765
00:41:41.719 --> 00:41:44.880
work with them? Well, Walmart largest employer in the world.

766
00:41:45.519 --> 00:41:47.719
They need a charity, right, they need someone that they

767
00:41:47.760 --> 00:41:50.239
can connect with it can coordinate and do this across

768
00:41:50.280 --> 00:41:53.559
their thousands of Walmart Sam's Club stores. Same thing with

769
00:41:53.639 --> 00:41:57.400
Costco and those. So we're the person who coordinates all

770
00:41:57.480 --> 00:42:01.480
of that fundraising and then distribute money. It goes back

771
00:42:01.519 --> 00:42:03.519
out locally. And then here's the beauty of it, And

772
00:42:03.519 --> 00:42:06.119
this is the thing I love is the money gets

773
00:42:06.280 --> 00:42:10.880
used based on that hospital leadership's decision of how they

774
00:42:11.000 --> 00:42:15.159
use the money. So it's not for one diagnosis, it's

775
00:42:15.199 --> 00:42:19.000
not for one particular type of illness. It is for

776
00:42:19.280 --> 00:42:22.159
how the hospital see fit. So some of them use

777
00:42:22.199 --> 00:42:24.679
it on charity care, some of them will use it

778
00:42:24.760 --> 00:42:27.440
on education, some of them will use it on new facilities.

779
00:42:27.440 --> 00:42:29.719
Some of them use it on research. Some of them

780
00:42:29.800 --> 00:42:31.639
use it to support family, so they have a hotel

781
00:42:31.679 --> 00:42:34.119
to stay and when their kids here having surgery or

782
00:42:34.159 --> 00:42:38.559
whatever it may be. The hospitals decide their highest and

783
00:42:38.639 --> 00:42:42.079
best need of that money, and then they report back

784
00:42:42.119 --> 00:42:44.280
to us so that we make sure that money is

785
00:42:44.320 --> 00:42:48.360
being used appropriately. So proud to tell you that last

786
00:42:48.440 --> 00:42:52.559
year we raised in twenty twenty four, we raised four

787
00:42:52.679 --> 00:42:57.760
hundred and sixty four million dollars. Wow, one year, Yeah,

788
00:42:57.800 --> 00:43:01.880
in one year, and that we are just over nine

789
00:43:01.920 --> 00:43:05.360
and a half billion dollars that we've raised in the

790
00:43:05.400 --> 00:43:08.840
forty three year history of the ORG. But I'm pretty

791
00:43:08.840 --> 00:43:11.079
confident we can get We're going to get to ten

792
00:43:11.119 --> 00:43:15.159
billion here soon. It's probably going to be about forty

793
00:43:15.159 --> 00:43:16.760
five years that it will take us to get to

794
00:43:16.840 --> 00:43:18.880
the first ten billion. I think we can get to

795
00:43:18.880 --> 00:43:23.079
the next ten billion in twelve to fifteen years. Right,

796
00:43:23.119 --> 00:43:27.639
it's going to grow faster because we're scaling, we're growing,

797
00:43:28.400 --> 00:43:34.000
and we're expanding, and quite frankly, our children's hospitals need

798
00:43:34.119 --> 00:43:37.440
us now more than ever. Right, there's so much going

799
00:43:37.480 --> 00:43:42.599
on with reimbursement with you know, it doesn't matter who's

800
00:43:42.639 --> 00:43:45.599
in office, whatever political landscape you have, going on. There's

801
00:43:45.679 --> 00:43:49.320
always changes that impact the funding for health care, sometimes

802
00:43:49.400 --> 00:43:52.559
to the benefit, sometimes to the negative. But for the

803
00:43:52.599 --> 00:43:55.880
most part, people don't even know that children's health care

804
00:43:55.920 --> 00:43:59.679
needs money. So when we did our research, fifty percent

805
00:43:59.719 --> 00:44:02.199
of the people research said, well, yeah, i'd give to

806
00:44:02.280 --> 00:44:05.559
children's health care, but do they need it? Aren't the hospitals? Fine,

807
00:44:05.840 --> 00:44:08.440
doesn't the government pay for that? And doesn't insurance pay

808
00:44:08.440 --> 00:44:10.920
for that? And it actually doesn't. There's a lot of

809
00:44:11.119 --> 00:44:14.920
unreimbursed care. If you've ever had a kid in the hospital,

810
00:44:14.960 --> 00:44:16.679
or your listeners have had a childhood you go to

811
00:44:16.760 --> 00:44:20.480
the hospital, emergency department, surgery, any of those types of things.

812
00:44:20.480 --> 00:44:23.239
There's a role in children's hospitals. It's unique to children.

813
00:44:23.519 --> 00:44:27.199
It's called child life specialist, and those are individuals who

814
00:44:27.440 --> 00:44:35.840
are educated and certified to provide not care for children

815
00:44:35.960 --> 00:44:41.519
in terms of clinical care, but they provide the emotional, educational,

816
00:44:42.000 --> 00:44:45.360
and cognitive support that kids need to get through that experience.

817
00:44:45.800 --> 00:44:48.119
So let's say that they're going to have a surgery

818
00:44:48.239 --> 00:44:51.280
and they're scared about all the things, or we need

819
00:44:51.320 --> 00:44:53.079
to deliver bad news to them, and we want to

820
00:44:53.079 --> 00:44:56.920
make sure that that's done in an appropriate way. Maybe

821
00:44:56.960 --> 00:44:59.000
they're going through. They're going to get intubated, and so

822
00:44:59.039 --> 00:45:01.280
they're going to wake up with this tube down their

823
00:45:01.599 --> 00:45:03.760
throat and because it needs to breathe for them, or

824
00:45:03.800 --> 00:45:05.519
you know, they're going to have different things going on.

825
00:45:06.000 --> 00:45:10.079
These childlife specialists are educated and informed of how to

826
00:45:10.159 --> 00:45:14.199
prepare kids. They have little fake MRI machines made out

827
00:45:14.199 --> 00:45:16.559
of legos, so they can tell a kid, you know

828
00:45:16.639 --> 00:45:18.719
that you're not going to feel an MRI, but it's

829
00:45:18.760 --> 00:45:20.719
going to be noisy or you know whatever. Those may be.

830
00:45:21.320 --> 00:45:25.639
Childlife specialists do art therapy, music therapy, they do all

831
00:45:25.679 --> 00:45:29.320
of the different all We have the pet therapy programs

832
00:45:29.440 --> 00:45:33.519
or facility dogs, which are actually dogs that under doctors'

833
00:45:33.599 --> 00:45:36.679
orders go visit kids to help them maybe walk or

834
00:45:36.840 --> 00:45:39.920
get outboard in or things like that. It's some of

835
00:45:40.039 --> 00:45:42.719
the most incredible work that happens in children's hospitals and

836
00:45:42.760 --> 00:45:49.360
it's not reimbursable. Ah, so hospitals can't do it wow

837
00:45:49.599 --> 00:45:53.480
without philanthropic dollars. And so that is a big part

838
00:45:53.519 --> 00:45:56.679
of where we come in is we provide the funding

839
00:45:56.760 --> 00:46:00.719
that the hospitals then utilize for their staffing to run

840
00:46:00.760 --> 00:46:03.519
those programs and all the equipment the playrooms, the things

841
00:46:03.559 --> 00:46:05.960
that they need to do that in and what it

842
00:46:06.000 --> 00:46:08.519
does is within the hospitals, it creates theves we call

843
00:46:08.519 --> 00:46:13.519
them safe spaces, meaning that the doctor or nurse can

844
00:46:13.599 --> 00:46:15.719
walk by and say hi to a kid if they're

845
00:46:15.719 --> 00:46:18.639
in there in the playroom, but no procedures can happen

846
00:46:18.679 --> 00:46:22.039
in there, no news can be delivered in there. Right,

847
00:46:22.440 --> 00:46:24.360
that's where the kid gets to go and play, and

848
00:46:24.400 --> 00:46:26.559
then we have a space where we do the procedures

849
00:46:26.559 --> 00:46:29.920
and the other things those can't afford that.

850
00:46:30.519 --> 00:46:33.679
Right, that is so powerful. Thank you, Thank you for

851
00:46:33.760 --> 00:46:37.840
all the work your organization is doing. Thank you aiming

852
00:46:37.960 --> 00:46:39.280
for what you are doing.

853
00:46:39.440 --> 00:46:41.039
So wonderful.

854
00:46:41.079 --> 00:46:45.559
Listeners, I'm sure as I'm going to be doing. Go

855
00:46:45.599 --> 00:46:52.239
to Children's Miracle Network Hospitals dot org and donate what

856
00:46:52.320 --> 00:46:56.000
you can. And also the round up thing.

857
00:46:56.760 --> 00:47:00.440
Yeah, it's so easy to do, just so easy, I know,

858
00:47:00.679 --> 00:47:01.039
I know.

859
00:47:01.039 --> 00:47:04.239
Whatever works for you, just do that, because.

860
00:47:04.760 --> 00:47:08.519
That's what we tell people is every single dollar counts. Right.

861
00:47:08.559 --> 00:47:11.440
If it's seventy cents, it's seventy cents, it's going to

862
00:47:11.440 --> 00:47:13.159
add up to the person in line in front of

863
00:47:13.199 --> 00:47:15.159
you and the person in line and behind you, and

864
00:47:15.840 --> 00:47:17.880
you know, Walmart doesn't get to write that off on

865
00:47:17.920 --> 00:47:21.719
their taxes. That's coming directly from you. It is truly

866
00:47:21.800 --> 00:47:23.760
a donation that is going to go back to the

867
00:47:23.840 --> 00:47:27.960
Children's Miracle Network member hospital in your community and make

868
00:47:28.000 --> 00:47:30.559
a difference. And you know, I'm the mother of two

869
00:47:30.639 --> 00:47:33.119
children who were served by a Children's Miracle Network hospital.

870
00:47:33.119 --> 00:47:35.719
They're now twenty eight and thirty, and they are healthy

871
00:47:35.760 --> 00:47:39.000
and they are happy. But I spent the most challenging

872
00:47:39.039 --> 00:47:42.280
seven months of my life combined in the hospital with

873
00:47:42.360 --> 00:47:46.559
those two, trying every day to not make it another day.

874
00:47:46.639 --> 00:47:50.360
You know, they put us through the ringer as premature infants,

875
00:47:50.840 --> 00:47:53.320
and so I know as a mother what it meant.

876
00:47:53.480 --> 00:47:56.039
And I have taken what I would submit to you

877
00:47:56.079 --> 00:47:57.679
as the hardest thing I've ever gone through in my

878
00:47:57.960 --> 00:48:01.320
entire life and turned it into my life's passion and

879
00:48:01.360 --> 00:48:04.360
calling to be able to make sure that we can

880
00:48:04.400 --> 00:48:07.719
be there. We see seventy two kids a minute, right,

881
00:48:07.800 --> 00:48:09.760
seventy two kids a minute comes through the doors of

882
00:48:09.800 --> 00:48:12.639
our hospitals. So just in the time we've been talking,

883
00:48:13.360 --> 00:48:15.280
you know, every minute, seventy two kids are coming through

884
00:48:15.280 --> 00:48:16.760
the door. But I'm just as proud to say we

885
00:48:16.840 --> 00:48:19.519
raise eight hundred and thirty three dollars a minute, and

886
00:48:19.639 --> 00:48:21.480
we just want to see that number keep going up.

887
00:48:21.519 --> 00:48:27.119
And so any support if your listeners can put behind

888
00:48:27.119 --> 00:48:30.079
that is absolutely appreciated. And as you said, they can

889
00:48:30.119 --> 00:48:34.079
go to our website and not only can they donate there,

890
00:48:34.119 --> 00:48:36.440
they can donate to help support the whole cause, the

891
00:48:36.480 --> 00:48:40.159
mission of CMN, or they can donate and pick it

892
00:48:40.320 --> 00:48:43.239
to go directly to the hospital in their community if

893
00:48:43.239 --> 00:48:45.719
they have a calling that's you know, feels really specific

894
00:48:45.719 --> 00:48:47.960
to the one in their hometown as well, because we

895
00:48:48.039 --> 00:48:49.559
know that healthcare is local and we want to be

896
00:48:49.599 --> 00:48:51.199
there for everyone no matter where they live.

897
00:48:52.840 --> 00:48:56.159
Absolutely, thank you so much for all the work you're doing.

898
00:48:56.239 --> 00:49:01.679
We need, we need, and thank you audience for being

899
00:49:01.760 --> 00:49:03.840
part of a journey because without you, we would not

900
00:49:03.880 --> 00:49:05.760
be able to do it. So I'm sure that you're

901
00:49:05.800 --> 00:49:10.599
going to go head over or as Amy mentioned, you know,

902
00:49:12.000 --> 00:49:14.639
pick a hospital that's close to you and then do that.

903
00:49:15.079 --> 00:49:17.000
Yeah, if they go to our website, they can just

904
00:49:17.000 --> 00:49:18.840
put in their zip code or their city and it

905
00:49:18.840 --> 00:49:22.079
will be the CMN hospital. They can make their donation

906
00:49:22.280 --> 00:49:24.800
right there. It's all secure and we will get it

907
00:49:24.840 --> 00:49:27.960
directly to that hospital for them, one hundred percent of

908
00:49:28.039 --> 00:49:30.599
it will go to them. But also, you know, it

909
00:49:31.280 --> 00:49:34.320
lets people be abart part of something bigger than themselves

910
00:49:34.440 --> 00:49:36.639
because we either all were a kid at one time,

911
00:49:36.760 --> 00:49:39.719
we have kids, We know kids. When people say, oh,

912
00:49:39.760 --> 00:49:42.679
I haven't experienced a children's hospital, I'm like, you will,

913
00:49:43.079 --> 00:49:45.960
right like. It's always it's your neighbor, your friend, your

914
00:49:46.000 --> 00:49:50.760
co worker, and they're a future, right like when our

915
00:49:50.880 --> 00:49:55.119
kids thrive, our communities thrive, our economies thrive like they

916
00:49:55.719 --> 00:49:58.760
It sounds cliche to say change kids, health, change the future,

917
00:49:58.800 --> 00:50:01.679
but it's more than a tagline for us. It's true.

918
00:50:02.039 --> 00:50:04.039
Right we can make a difference in the world of

919
00:50:04.079 --> 00:50:06.519
what comes next by making a difference in the healthcare

920
00:50:06.559 --> 00:50:08.760
of the kids that need it today, and so we

921
00:50:08.840 --> 00:50:11.199
just appreciate the opportunity to be able to share about

922
00:50:11.199 --> 00:50:12.480
that with your listeners.

923
00:50:13.039 --> 00:50:16.440
Absolutely. Thank you again, and thank you Ononder for listeners

924
00:50:17.159 --> 00:50:20.599
for supporting us, because you know that we are here

925
00:50:20.639 --> 00:50:23.800
to support you and together we are here to support

926
00:50:23.840 --> 00:50:27.960
our children. So I invite you to do that and

927
00:50:28.519 --> 00:50:32.760
share anyway we can support you. And thank you on

928
00:50:33.000 --> 00:50:35.760
for making the show technically possible and we'll see you

929
00:50:35.800 --> 00:50:36.280
next time.

930
00:50:37.639 --> 00:50:40.239
Thank you for being part of Beyond Confidence with your host,

931
00:50:40.360 --> 00:50:42.880
v Park, we hope you have learned more about how

932
00:50:42.880 --> 00:50:45.400
to start living the life you want. Each week on

933
00:50:45.559 --> 00:50:48.360
Beyond Confidence, you hear stories of real people who have

934
00:50:48.480 --> 00:50:52.639
experienced growth by overcoming their fears and building meaningful relationships.

935
00:50:53.000 --> 00:50:56.400
During Beyond Confidence, Vapark shares what happened to her when

936
00:50:56.400 --> 00:50:58.840
she stepped out of her comfort zone to work directly

937
00:50:58.880 --> 00:51:01.920
with people across the glode. She not only coaches people

938
00:51:01.960 --> 00:51:05.440
how to form hard connections, but also transform relationships to

939
00:51:05.519 --> 00:51:08.920
mutually beneficial partnerships as they strive to live the life

940
00:51:08.920 --> 00:51:11.280
they want. If you are ready to live the life

941
00:51:11.320 --> 00:51:15.039
you want and leverage your strengths, learn more at www

942
00:51:15.119 --> 00:51:18.760
dot wpark dot com and you can connect with vat

943
00:51:19.039 --> 00:51:22.559
contact at dvpark dot com. We look forward to you

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joining us next week.