Yeah, a lot of luck. I am currently the executive vice president and the Chief people Officer Franklin Covey. I've been with Franklin Covey for 25 years, and, you know, I'd love to tell you that I had a design my whole life to be in this position, but I didn't. What I did have a design of is that I knew for sure I wanted to work in the in a in a field where I was interacting with people all day long. That's where I get my energy from. And so I have been in I had been in sales positions. I was actually working for a bank when I was first in school. And, um, I just tended to always gravitate towards positions where I was working out differences between people. So I guess you could say I had a natural ability or strength as a mediator, um, to kind of understand the whole picture and then work out those differences. And so I had been in had been various roles. I worked in the medical industry for many years. I recruited physicians and medical personnel for large medical networks. On I had I would say, most of my experience was in recruiting, and then I started with some friends and organization Where we, Ah, small entrepreneurial organization where we did, um, outside recruiting for different companies here, where I live in the Salt Lake Valley. And one of those clients was what was then called the Covey Leadership Center, uh, Franklin Covey, who I worked for. Now they're a merger of two large companies, Franklin Quest and Covey Leadership Center. So I was doing recruiting for the Covey Leadership Center, finding themselves people finding them, deliver what we call delivery consultants, people that get up and give presentations. And they asked me if I would be interested in joining their organization. So I joined Covey Leadership Center 25 years ago, continued to head up their recruitment efforts. And then I just, um, I have found in my career that if you do your very best and exceed expectations and any role, your in, then different opportunities open up for you. And so what? Covey? We We then merged with Franklin Quest, and I have been recruiting for a long time. I was a little bit burned out on recruiting, and there was a new opportunity to go over and work in there What we call the innovations department. This is where we create all of our content and our solutions on our lessons. And so I worked in innovations for a long time really fascinating job, working with great teams to create our content. And then about 16 years ago, the CEO asked me if I would be interested in heading up the the chief people officer role, the human resource function. And I told him no, I had done recruiting before, but I had not done. Human resource is, and I really didn't have an interest Quite honestly, in human resource is because I was thinking of human resource is kind of in the old school way of thinking about that, you know, kind of the policy people and the people that you have tow have you don't really wanna have them. And we have a very different philosophy on that Franklin Covey, where the people services or human resource function really partners with the business to grow the business. And so the CEO and the president talked with me, um, about my abilities, I guess I say this with humility, but my abilities to work well with people to help bring out the best in people to resolve differences. And so, 16 years ago I took on the role of chief people officer and have been doing that ever since, where I lead, uh, really the culture of the company and oversee all the hiring, bringing on of talent, the talent development worldwide. We have several international offices, and so that's been my role. That was a very long answer. I hope that was helpful.

So my number one is, I said a minute ago. My number one responsibility is the chief people officer is to be what I call the quarterback to use a football metaphor. The quarterback for the company, the company's culture. We all contribute to the culture. Of course, we all, you know, contribute or detract from the culture. But there has to be someone who is kind of overseeing that, making sure that at the executive level, um, while we're talking about business plans were talking about strategy and all of those things. Do we have a voice at that table that is continually focused on the engagement of our employees? So So, my number one, it's a little bit theoretical. My number one responsibility is are all of our leaders and our our strategies focused on keeping our employees engaged as we, as we all know, the more engaged you are as an employee, the more productive and effective you are, you bring a much better version of yourself toe work. And so so my number one priority is is that my my week consists of gosh in a lot of meetings and a lot of you know, all of them on Zoom right now with the current pandemic. But in a lot of meetings with various leaders in our company coaching them on how to bring the best out in their teams many times they'll have an underperforming employees. And what is the best way to go about putting together a performance plan for that? Employees, uh, to really help her or him succeed in their role? I spent a lot of time interviewing, even though we have a director of recruitment and a whole recruiting team that reports to me when we have senior positions, including what we call client partners are ourselves. People are account executives. I interview all of the final candidates before we make them an offer just because there are face to the company and we want to make sure that we we are, are all in in line with who we bring on. So I spent a good chunk of time interviewing final candidates. I did that today coaching, like I said, coaching our leadership team, solving employee relations issues. I mean, we have an employee relations person, but sometimes there are, um, serious problems were more challenging problems that I get involved in before co vid before the pandemic, my travel, I would often go out to our associates around the world. We don't have a lot of brick and mortar offices. We do in Japan, China and Australia and the UK, But here in the U. S. And Canada, even before co vid we we most of our workforce works from home, but we would go out and meet at conference rooms or hotels where I would maybe do some coaching for one of our teams or work with an individual. I've also been fortunate to author a couple of books from Franklin Covey. Uh, several years ago, our publisher, Simon and Schuster, who published The Seven Habits of Highly Effective People they had a novel idea toe Have the chief people officer from the people company write a book on relationships because at the end of the day doesn't matter what industry you're business, you're in. Your success depends on the nature of the relationships that you have in that organization. And and so because I have a lot of experience, I'm no wiser than any of you. But like all of us, I have so many repetitions. You know so much time in my role. So I've seen a lot of our principles and practices that we teach at Franklin Covey at practice. I've seen them in the workplace. And so I wrote a book called Get Better. 15 Proven Practices to build effective relationships at Work and in a very short period of time, that book hit the Wall Street Journal bestseller list. Not because anybody knows who taught Davis's, but because the topic is so relevant and resonates with so many people. The only reason I bring that up is because with that, I was really fortunate to go on a lot of book tours and speak around the world, in Dubai and in Kenya and in Scott, Poland, and different places about this topic of relationships and representing Franklin Covey and how we improve help you to change human behavior. So so a lot of travel then Now post. You know, since Cove it I haven't traveled anywhere, uh, but it. But when things returned to normal, it's probably I probably have gone the the equivalent of a week per month, maybe two weeks on some months, but usually about a week per month on the road

well, the challenges in my job, our people, if we could just get rid of the people just because I'm joking, of course. But But, ah, it's the blessing and the curse. We all have different personalities. Certainly we all have different goals, different desires, different temperaments. And so the biggest challenge I find is helping people to understand what the goal is for the team or the company. Those of you who are familiar with the seven habits of highly effective People, which continues, you know, 30 years later to be a best selling book, one of the best selling business books of all time habit Number two is begin with the end in mind. And so one of my biggest challenges in my role is to help people who are angry or excited or have this level of passion help them to kind of calm that passion down So we can talk about as a group or a team or to people. What is it that we're really trying to accomplish here? So it's and and so that I'll tell you how to how I deal with that. Um, it's also one of the seven habits. It's habit number five, and that is seek first to understand, then to be understood. And I'll tell you, there's a reason why these principles are as effective today as they were 30 years ago, when Stephen Covey Dr Stephen Covey first wrote about them. And it's because they are principles. There is true as gravity, and there'll be a true you know, 100 years from now is they were 100 years ago, so taking time. So listen to people. And this will be true of any role that you are in any industry, any job you go into those people who seek first to understand who really take time to understand another person's point of view or perspective. You you gather so much information in that, and some people are hesitant to do that because if I sit and listen to you when we're disagreeing on something, if I just listen to you because I'm not talking, you might think that I'm agreeing with you. That's not true. You're not agreeing or disagreeing with the other person. You're simply suspending your opinion, your views long enough to really understand where the other person is coming from and when you do that. And I'm telling you, as you're starting your careers, when you do that in whatever job you're in, you will start to become invaluable for in valuable to your employer into your company because you are someone who will have as best as anyone can, an unfiltered perspective on what's really going on in this team or in this organization. And once you've done that, people feel respected. They feel heard. And it is. This is Dr Kevin used to say the deepest need of the human heart is to feel understood and you think about that. It's really true. We all have a lot of needs and a lot of things that we care about. But at the foundation of that, we want to be understood. So if you can do that for another person, you will become a very effective player in your organization. So taking time to understand people, and once they feel understood, then bringing them together to say okay, what is the end in mind here? What is it that we're really trying to accomplish? I know, Susan, you I want to go about it this way. And, Tom, you want to go about it this way. But let's do we agree that we all want the same and result. Okay, well, then let's be willing to put down our guard and explore different ways of getting to this solution. I hope that's I hope that's a helpful example.