Ep 35 with Julia Markish, Medallia
Julia Markish is the director of the employee practice at Medallia. Recently, Medallia published a study on the state of employee feedback systems. In this episode of ICology, listen to Julia talk about some of the key findings and what communicators can do to play a bigger role in collecting and reporting on employee feedback.
Looking at the responses on how likely employee generated ideas are to delight customers (61%), improve company processes & practices (56%), improve employee training & development (47%), and reduce company costs (43%), I'm sure these numbers are lower than they actually are. What Medallia found is that a third of frontline employees say that their company is "unlikely" or "very unlikely" to act on their feedback. This has to create a negative morale situation where even if employees have ideas, they aren't going to express them.
So where does internal communications fit into all of this? By inserting itself into the employee feedback model. When it comes to improving employee feedback, Medallia recommends:
- Soliciting feedback regularly
- Ask the right questions
- Communicate the purpose of surveys, results and actions to be taken
- Guarantee confidentiality of responses to maintain trust
- Take continuous action based on employee feedback
In addition, Julia shares her advice on why people should develop a professional mission statement for their own career.
Chuck Gose: This is ICology. It's a podcast about interesting people doing interesting things in the world of internal communications. In this episode I have Julia Markish from Medallia. If internal comms is your passion then this is your podcast. Listen in.
Now, this episode is going to be a little different than what we've done in the past. I'm going to split it up into two parts because I want the guest to talk about two district topics.
The first one is going to be employee feedback and the second one is going to be personal mission statements, those are not related, not even the same but they are linked by the guest Julia Markish.
First off though, I want to talk about feedback a bit and communicators know that providing channels or systems for employees to provide feedback is very important, or at least I hope they know that that's important. The problem is often what happens with the feedback.
It reminds me of this Seinfeld episode when Jerry goes to rent a car they don't have one for him and his point is that you can take a reservation but you just can't hold the reservation and that's the most important part, holding the reservation. Communicators can collect feedback all day long but if nothing is done with it then it's just noise or feedback in this case.
Also I hear communicators talk about this thing called survey fatigue. That might be real or this is what I think is often the case, it might just be that employees are tired of giving feedback and not hearing anything back so what's the point of taking the survey in the first place. We'll find out from our guest today. We have Julia Markish, the Director of the Employee Practice at Medallia. Julia, welcome to ICology.
Julia Markish: Thanks, Chuck. Glad to be here.
Chuck: For those who aren't familiar with Medallia, they probably used this service but just may not have recognized it so why don't you talk about what the company does?
Julia: Absolutely. Medallia is an enterprise SaaS company based in Silicon Valley. If you go to your inbox and you type in Medallia, I am almost positive that you'll be able to find a few emails from us because what we do is help companies collect feedback from their customers and their employees in order to become better company. Our mission statement which I really love is to help create a world where companies are loved by their customers and employees and that really speaks to me in a big, big way.
Chuck: One of the reasons I wanted to talk to you was this great study that Medallia came out with and I wrote about it on the ICology blog, which is why I have you here to talk at a deeper level. You did some research on the state of employee feedback systems, at a very high level what were some of the key findings that you discovered?
Julia: Medallia has a research group that goes out and does ton of really cool research and one of those was back if you say, a study, a front line panel study where we ask over a thousand employees on the frontline in number of different industries and companies what they thought about the feedback that's been collected from them or in some cases not being collected from them by their employers. The five really big take aways and actually what you could call pitfalls that were discovered by the Medallia Institute were as follows. That employees often have ideas but those ideas are not solicited regularly.
That often companies end up asking the wrong questions making employees wonder, "Why in the world we're being asked this in the first place." A third one is that confidentiality is often a concern. Employees either don't feel like the survey is confidential or even if they do, they don't quite trust it. Fourth is that companies don't take action based on the insight that the employees are providing, that's to your earlier point. Five is, companies don't close the loop with employees also to your earlier point that they collect all this feedback, they say they are going to do something with it but then they never actually tell the frontline what happened.
Chuck: Now, one of the big disconnects when I hear even communicators, even the study talk about feedback is between employees and, "management." Whereas you said employees feel like they have ideas but nothing at all happens with it so what are some of the data you had behind that?
Julia: This is the first finding of the research that our team did and it's one of the saddest parts about it, right? Your frontline has interactions with customers everyday. They notice what is right and what is wrong and they hear from the customers themselves, right? I mean, it's hard not to when let's say I don't know, you're in a hotel setting and the customer is checking out and is grumbling about the lack of hot water. You hear that and that customer may not at all be interested in filling out a survey later on, they are already disgruntled.
You as the employee who is checking them out you know everything there is to know about what went wrong and what could be fixed and companies in general know that the customer experience especially is a huge priority especially these days. We got social media, you got everybody talking about what's good, what's bad about all the companies out there. Customers are number one priority. For 78% of company executives, customer experience is the top priority. Then when you look at frontline employees, 61% of them based on our panel study, say they have idea about how to delight customers. That's great news.
The majority of companies want to delight customers. The majority of your frontline employees have ideas about how to do it but then we dig further and 60% of them say that their ideas for improving that experience actually go completely unheard. Companies don't ask for input. A third say that their employers ask for input once a year or less and 20% say they never asked about improving customer satisfaction. You have this huge disconnect between companies saying that they want to focus on this really important thing of customer experience and then don't ask the people that know the most about it about what to do about it.
Chuck: You're right and I think using the word sad is probably a great word for this because when you think that one out of five never get asked, never get told and I think about as you brought up hospitality I think that's a great area. There's retail, there's QSR, there's probably even healthcare where these are frontline employees who are in many cases the face of the brand for that company one out of five are saying they never get asked but then I also wonder about that 61% figure that say they have ideas how to delight customers. I wonder about that other 39% because my hunch is that they probably do too but they just may not feel comfortable even sharing the idea that they have, an idea about how to improve it. I'm sure if somebody took the time to really make them feel comfortable that in my mind that number should be a 100%.
Julia: You're absolutely right, Chuck because there's also in this conversation this undertone that we haven't brought up yet or a scene that we haven't brought up yet which is employee engagement, right? This ever elusive but also talks about concepts of what does an engaged employee look like and what are the behaviors of an engaged employee. One of those behaviors is actually having proactive ideas and action around going above and beyond, about trying new things, maybe a little risk taking for the betterment of the customer experience, right? One interesting thing is that when you look at the level of engagement of employees who companies don't ask for their feedback at all, if you normalize that to let's say one, all seem equal.
If you look at the level of engagement of employee whose companies ask for their feedback and then do something about it so react and take action and hopefully close the loop, their engagement is at 1.4 so 40% higher than the employees whose companies don't ask for their feedback. That's already an indicator that you should be asking and you should be doing something about it and the doing something about it piece comes into focus in a big way when you look at the level of engagement of the employee whose companies ask for their feedback but then don't react to it and don't do anything about it.
Those employees have a level of engagement that's 30% lower than your baseline which brings them to a 0.7 compared to a 1.4 of those where they are asked and action is taken. If you take that into the equation of do they have ideas, are they willing to submit those ideas depends on how engaged they are and that engagement level really also depends on what companies are willing to do.
Chuck: It's interesting you brought up engagement because on the previous episode the guest, Mike Klein, we focused on some of these six different forms of engagement where some of those might have even been labeled disengagement in the past. People that are willing to take risk and gamble and keep fighting to make change. As I'm saying, those statistics are it's good for people to know that's also viable than for leaders to understand that just collecting the feedback isn't enough that you've got to deliver on the back end.
When it comes to going back, another quote from my client, he described employee engagement as a double barrel disaster for internal communications. What I'm curious about is, if this feedback and it all plays into employee engagement, how can communicators then make an impact on these employee feedback systems?
Julia: I'm so curious about the double barrel, I'm going to have to go back and listen to that episode. Okay, great question. There are actually a lot of ways that internal communications and employee feedback are not only overlapping but sometimes one and the same. If you think about employee surveys, first of all, as communications tools, as a mechanism of communication, then you realize just how powerful they are, right? The questions that you're asking are a super strong indicator of what's important for your company and the case in some what you're asking about. Of course, on the back end what you do with that.
Really, look at the questions that your company is asking their employee because implicitly what your communicating to them is we care enough about this in order to take time out of your day out of sometimes tens of thousands of people's day in order to submit your thoughts on it. Often, I see surveys that are loaded with questions that nobody ever actually does anything with. I think about questions as being one of two types. One is I'm asking this because I wanted to do something about it. Let's say you're asking about training for example. It's because you are ready and willing as a company or as a training department to revamp your training or to put incremental investment into a certain module.
The other type of question is something that needs to be monitored for either regularities or changes over time. That could be something like your likelihood to recommend but your asking all of your employees about their likelihood to recommend your company and one of the departments in your company is lower than the others or one of them is higher than the others and that's something that you want to dig into and understand. Unless a question falls into one of this two categories and there are people in your organizations that are passionate and interested in the results of that question then it has no business being in your survey to begin with.
You as a communicator are maybe not formally responsible for that but should consider yourself responsible for it nonetheless. Putting that aside there's also a very direct communication plan that you should have around the survey to begin with. One is even before it comes out just to be very clear with employees, how are these results can be used. One is that they are going to come out how long you have to fill it out, all of that stuff, all of the logistics around it but most importantly what are we going to do with it after you fill it out. Think of it as an internal marketing campaign but then also follow through on those plans. Right?
You say that what we're going to do is take four weeks and we're going to dig through your responses and then we're going to put out a report or a newsletter on exactly what you said, we'll follow through on that. In fact, that newsletter or however you want to present it is incredibly important. Even if you're not going to do anything about it, at the very least, give the employees back what they've given you. Reiterate what they've said, tell them that you at least heard them and then of course the last part is taking action. You as the communicator may not be responsible for that action but you're certainly responsible for finding out about it and for distributing that knowledge and hopefully celebrating whatever action is taken in your communication back out to the employees. There's a lot.
Chuck: One of the things that I would like to see communicators do is hold the company responsible for delivering the answers back in a timely manner because I've even worked at places where people do a survey and you've taken the time and it's one of those really long 50, 60, 80, 100 question surveys that it ends up becoming so much data and people start dissecting and analyzing it that it's almost sometimes six months, nine months a year later when employees actually see it come back and by then the entire business is changed and the people have changed.
I would like to see where communicators start to act as that voice of the employee and say like, "No guys, we need to get this out in a timely manner because otherwise," and the feedback becomes in my opinion largely irrelevant.
Julia: Totally. Yes, that's actually what Medallia, one of the reasons why our clients have Medallia is because the platform itself is one where the analysis and the distribution of the results happens instantaneously. That's absolutely something that I would recommend that companies at least do for pulse surveys, if you will. If you think about employee surveys in general there's actually quite a few different types but two of the more popular or well-known ones are what ends up usually being an annual, deep employee survey exactly as you say 50, 60 questions. You're like so lost by the end of it, you don' even remember where you are but either way, that's something that does happen sometimes for good reason. Right? You can think about it as going to the doctor.
You go to the doctor, you got your annual check up. You run all of the test. You wait for your blood work to come back but this is assessing the overall health of the organization and that's fine. Imagine going to the doctor once a year and then not doing anything for your health in between. You go home and you sit on your couch for a year and then you come back to the doctor and you expect things to be different and that's just crazy. What we definitely recommend and this is where that instantaneous feedback or instantaneous results come in is we recommend that you stretch, that you go for a jog, that you have your fit bit or Apple watch connected to those activities so that you can actually monitor how's my heart rate doing today.
You step on a scale once in a while and you say, "I was supposed to lose so many pounds. Am I on the right track?" That kind of feedback isn't instantaneous. There is no waiting for your blood test to come back and there's a way for you to know once the next check up is coming up. You're not sitting there wondering what's going to happen. You've actually been on the regimen and you've been monitoring yourself, you've been monitoring your health in a way that you know what it's not that scary to go to the doctors anymore. You just want to make sure that everything is on the right track. No surprises. That's truly the best practice.
Chuck: That's a really good analogy I think for people that there is sort of the benefits for both but something else I'm really curious about is are there when it comes to accepting feedback in and responding to feedback and getting people understanding then the feedback being applied, are there specific channels or tactics that you've seen being effective at it or is it truly the manual effort of caring about it and following through on the promise.
Julia: Yeah, I mean, besides doing this regular and truly operationalized program of handing the reins over to the frontline managers who by the way are the ones that will be able to affect those small changes necessary for your employees to feel like they are constantly progressing, right, these pulses you can't expect to run them centrally and be able to make changes, the organization at the high level and allow that to filter down through the organization that's what the annual programs are for. For pulses it's got to be local or it's not going to happen. You can think about the phase of change for any given piece of your organization and think about how fast can this unit move or change.
When you think about the whole company, unless you have a start up which should be nimble, if you're thinking about a company as many thousands of people, the phase of change for that company probably is annual or semi-annual. The phase of change for a team should be pretty fast. If you as a team leader gets feedback that your communication style is not working for your team, you should be able to change that within if not a day then a couple of weeks by going through a course or going to a coach and then that's something that you do want to monitor and see if you're getting better and continue to change and continue to adjust based on your team's needs.
Empowering that frontline manager to listen to the feedback of his or her team and then continue to adjust based on it. That's the number one I don't know, if you want to call it a silver bullet because there's so many other things around that that needs to happen but it's the first step towards having a feedback system that actually does promote engagement change progress.
Chuck: Now, before we move on there's one question that popped in my head that I know gets debated a lot at communication conferences and I see even people asking on LinkedIn groups or association groups and it's around anonymous or non-anonymous feedback that communicators again, right or wrong, the perception is that if it's anonymous then there's no accountability to it that there's no name attached to it so therefore how valid is it versus when people are non-anonymous, are they really going to be honest because then they know who's giving the feedback so are they going to really tell, tell how it is so from your expertise which is better? Is there pros and cons and based on the type of feedback you want?
Julia: Yeah, I supposed the right way to answer this is that there are all sorts of shades of gray and it really depends on your company culture. My personal opinion is that anonymity is actually a really important tool, a really important tool and one that is important to get right as well in order to have feedback mechanisms that are really useful. I'm going to read of a stat for you here that part of our frontline study looked into this.
It turned out that I mentioned this before, confidentiality is a big concern for the frontline in that when they don't feel like the survey that they are getting or the results that they are reporting are confidential.
They are not going to be as open about their response but also they are not going to feel as good about their company in general even among employees who report being satisfied with their job, the probably of leaving their employer is twice as high when they are afraid to share their honest opinions in employee survey. That's the first point I'll make.
Then just stepping back and thinking about, if you've got a company that you got maybe two types of companies very broad strokes, one that says, "Hey, we are a very open and honest organization. There is no retribution for speaking freely." That's great, okay you can think about having non-anonymous surveys.
If you're not that kind of company and you better be thinking about having anonymous surveys, if you ever want to get there, right? Because otherwise if employees have fear of retribution it's going to be this viscous cycle. Okay. Let's say that you are a company that has all of this fantastic culture and a propensity to celebrate even the people that are most truthful, that's fine. Let's say you're a new employee at this company and you come into a team where everybody is speaking their mind and everyone is open and honest. You just came from a culture that's very different and so while everyone else is speaking up you actually have no place to do it because there's already so much of this overpowering volume of commentary going on.
I guess my example, what I'm trying to say is as companies change, there's always going to be individuals who are either introverts or have come from a different culture or who just maybe moved teams and are less comfortable with it. Those people and those are probably the people that you want to hear from the most are going to be less likely to speak up but finally if you just think about extroverts versus introverts or the guy that just got called out by the CEO for doing something brilliant. If that's the guy that came up with an idea and then you, the girl who just had really brilliant idea but maybe the CEO hadn't seen it ye but your idea is not going to be as prominent as the former guy because everybody knows his name, everybody knows that his brilliant. We're just going to go with that idea because it's the safe one in conclusion. Anonymity I think is not only safe but really smart for all of the reasons that I just listed.
Chuck: Yeah, it wasn't I guess a right or wrong answer but I agree with you because I think there's some strength in anonymity where I think some people view that as a weakness. I think it is a strength because for many of the reasons you shared to that, people are going to be open and honest and I think one of the challenges that leaders honestly have with feedback is sometimes dealing with the difficult feedback. The stuff that they maybe employees have said that they honestly, they don't want to hear it. I wonder if that's where some of that angst comes from where it's like, "No, if they say that, I want to find out who it is." I think you gave communicators a great lesson into value of providing that as an option for people.
Julia: One last thing I'll say is retribution is a tough thing to avoid because it's sound like only evil people would act out against employees who give them the tough feedback but so much of that stuff is subconscious. Right? Even as a person who wants the toughest of feedback, let's say someone on my team gives me really harsh criticism on the presentation that I just did. I will most likely be less inclined to bring that person back in for a presentation if the rest of my team is like, "Yeah, you did great. That was fantastic." Maybe that guy is going to not get as many invitations. That's not because I'm a vindictive person but because of human nature.
Chuck: Let's move on to the second part of the episode. When we met, you spoke in an event, it was in Scottsdale and whether you realize it or not you spoke early in the morning on the first day. I thought you really helped set the tone for what ended up being a really great and positive event.
Part of your presentation you talked about a personal mission statement that you had developed for yourself and I must admit to you Julia, when you started talking about this I was sitting right up front. I was ready to tune you out and it was because I'm not a big mission statement kind of guy even company mission statements and all that. They've never really resonated with me but it was how you talked about it that's important and how it helped guide you, that's what resonated with me. Why don't you describe to the listeners what in your mind this personal mission statement is?
Julia: My personal mission statement actually started with me looking for what my passion is in life which I know some people do to great success. I was not successful in finding a passion but what I ended up doing was figuring out how I wanted to affect the people around me. That's what my mission statement kind of ended up being is it is like a company's mission statement. It's something to get on board with and it also helps me discern who that I meet are going to be the ones that I should stay close with because they align to my mission statement like does this person resonate with what I'm trying to do in the world versus not and that's not a judgment by any means but it's a good way to discern whether a staff or a person or connection is a good one for me or one that doesn't help me make the mark I want to make.
Chuck: Would you mind sharing yours with the listeners?
Julia: Absolutely. My personal mission statement or professional one, I suppose, is to have a tangible positive effect on the way companies approach and manage the levels of their customers and employee's happiness, fulfillment, engagement and loyalty which is a big garbled word but if you distill it down it's basically to make people happier customers and happier employees.
Chuck: Now, do you think this is more just, I like professional mission statement I like when you said that. Do you think this is more for someone's overall career or do you think it's more about where they are now and how they grow from that point?
Julia: I think it's both because if you think about your career as a series of leaps from stone to stone or whatever it is, your perspective changes, your experiences lead you to new discoveries and so I think being narrow about deciding on this is going to be my mission statement for my career is probably a dangerous step because you're very liable to change your mind down the road and changing your mind is actually part of the excitement in the first place. Basically, what do you see until the next horizon comes up and then reassess.
Actually, I had a great conversation with retired professor about this a few months ago where we were talking about personal mission statements and he told me when he was a professor and I was like, "Okay, that's great but what is it now that you're retired?" He paused and he was like, "Shoot. I haven't figured that out yet." I was like, "How do you know what you want to do now?" He may be retired but he doesn't want to stop working. The direction that he wants his work to go in is fuzzy because he hasn't picked what his north star is.
Chuck: How do you, because I've thought about this more and more now sort of reinvigorated the thoughts of me because I wanted to create my own after hearing yours, what are some steps that somebody can take to begin crafting theirs? Because it's individual to who you are, that's also inclusive like you said, who you're going to surround yourself with. How do you recommend to get started?
Julia: Yeah, that's really a good way to do it and in fact it reminds me of how companies develop their mission statements, right? Especially as they reassess what they want their culture to be because at the very beginning it's like the founders putting down on paper here's what we want to do in the world. Then, as company got to be a certain size and they want to make sure that they really understand their own culture and what they do is they go out to their employee and they ask them, "What is it that makes you come into this office everyday?
What do you love about working here? What do you think we're doing for the world?" You could take stock of yourself in that way just by looking at what invigorates you at work, the type of people you're drawn to professionally, what kind of activities you really like. This is similar to what maybe a career coach would do with a person. I actually had a career coach that the activities with whom helped me figure this positioning out. It's really what you are drawn to in terms of activities and people that you can start honing in on how you want to impact the world.
Chuck: What you're saying is you should go get feedback on it?
Chuck: There's the link. There's the link between the two.
Julia: If you remember, Medallia's mission statement is to create a world where companies are loved by their customers and their employees. When I saw that this is way after I'd written mine and put it up on LinkedIn so it was there. When I saw that I was like, “Well, yeah, of course I need to work here,” because it’s so incredibly well aligned with what I wanted to do in the world. Now I just get to amplify it by having a company around me that wants to do the same thing versus just me and some of my professional contact.
Chuck: Julia, I want to thank you for going over the study that your company did because I think you’ve given communicators more legs to stand on and given them some guidance on not just to why you need to get feedback or why you need to deliver that feedback back and create that full circle from employees that it impact so many different areas. Then also around that mission statement that we did find that link over the feedback link between those two topics. I do think that’s also something that can help give whether you’re in communications internal/external in the business world. I just think that finding your north star helps always get you re-centered if you probably tend to wander a little bit. I just think that was your great advice.
Julia: I’m so glad.
Chuck: Now we’ll move on to the lightning round, this is the chance for listeners to learn more about you. The first question up is, “What was your first paying job?” Not like the job that’s sort of got you in your career path but the first job that somebody gave you money for it.
Julia: I don’t know if I’d call this paying because I got paid in quarters but there was a neighbor who needed her baby watched just for a couple of hours. It was my first babysitting foray and I was incredibly nervous but there I was getting quarters at the end those two hours and I felt pretty darn good about myself for not having drop the baby.
Chuck: What’s a book that you recommend every communicator should read?
Julia: This is a book that I love no matter who you are but I think it’s incredibly apt for communicators. It’s called The Secret Life of Pronouns by James Pennebaker. He is a social psychologist and a linguist and he has run or collected just myriad studies about how the language that you use specifically the pronouns that you use in your speech or in your writing can tell so much about you. Whether you use I or we or you and it’s the coolest, highly, highly, highly recommend it particularly if you want to sort of do a little bit of self-reflection. I have to warn people that it does really make you reread your emails, probably more, even more than you used to because you’re like counting how many times you use the word I and what does that mean about myself. That’s said, excellent book.
Chuck: Yeah, that’s not a bad thing I think if it’s causing people to make those kind of changes and reflect back on even in just a personal communication. I like that recommendation.
Chuck: What’s the tool that you rely on to make sense of your world? This could be an app, a site, a hammer, what do you use to make sense of your world?
Julia: I don’t know if this is cheating but I think my answer is probably yoga. Coming into my yoga class once a week hopefully more than that but at least once a week and just being reminded of the vastness of the world and what else you're here to do and how we're all interconnected that centers me right up until of course I take my next call or meeting that just uncenters me right down.
Chuck: You’re not the first person to recommend yoga and in fact there was the conference I was at once. It was one of the ladies that spoke was also a part time yoga instructor. Before she started she had everybody get up and do some different yoga activities and some different breathing exercises and it really did change the energy in the room. It was pretty amazing.
Julia: That's awesome. More people should do that, maybe I’ll do that.
Chuck: There you go.
Julia: I like it.
Chuck: What is the best piece of advice you’ve ever received and do you remember who gave it to you?
Julia: I am sure I've have gotten amazing advice over the years but my big problem is that I have a terrible memory. The best piece of advice I’ve probably ever gotten is to write it down whatever it is, journal, notes, anything and given me aforementioned affliction that I don’t remember who gave it to me.
Chuck: What is a final piece of advice you want to share with listeners? Now, obviously there’s a lot of communicators to list and we also have just some small business owners and people that want to get better at communicating. What’s the piece of advice you want to share with them?
Julia: Man, my piece of advice has absolutely nothing to do with communications unless you think of it as personal communications. My piece of advice is to take anything too seriously and I’ll tell you why that resonates with me so much and it’s because my personal style is very casual. When I was at Bain, I started as a consultant at Bain and consistently in the first, I don’t know how many years of working there. My number one piece of constructive criticism that I got was your presence in meetings and in board room if you’re ever there it’s just way too casual and people just aren’t going to take you seriously.
As much as I wanted to be taken seriously it just went exactly against who I was. I like cracking jokes, I like having a good time. It doesn’t matter if you’re talking about serious business issues, why not have fun doing it? There’s still serious business issues. Anyway, my advice is don’t take any of it too seriously and be yourself and that will work out however it works out to your advantage because at least you're yourself.
Chuck: I’m living proof that that happens because when we were at lunch in Scottsdale that one day at the event I think half of our lunch conversation was around who would survive the zombie apocalypse. Which I’m always down for those conversation so that was good.
Julia: Those are the types of people that I want to hang out with anyways, I mean who wouldn’t want to talk about that.
Chuck: Julia, again I want to thank you for coming on ICology and sharing the information not just about the feedback systems because that is also valuable to communicators but also about your belief and these professional mission statements and then also a little bit more about you. Now I know I need to get started on mine and when I start working on it I’m going to come to you for a feedback on that.
Julia: I hope so.
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