April 27, 2025 • 14 mins
In this episode, Arianne Dowdell, VP and Chief Culture & Engagement Officer at Houston Methodist, shares insights into fostering a high-performing workplace, advancing health equity, and leveraging technology to enhance care. She also discusses her leadership journey and what’s ahead for the growing health system.
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Episode Transcript
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(00:00):
This is Laura Dirda with the Becker's Healthcare
podcast. I'm thrilled today to be joined by
Ariane Dowdell, vice president and chief culture and
engagement officer at Houston Methodist. Ariane, it's a
pleasure to have you on the podcast today.
It's so nice to be here, Laura. Thanks
for inviting me to join you for a
bit.
Absolutely. Well, I'm excited for our conversation because
I know Houston Methodist is such a innovative
(00:21):
health system, and you're certainly doing some really
cool things down there with the teams and
people you're working with. But before we dive
in, can you tell us a little bit
more about yourself and Houston Methodist and what
makes it unique?
Sure. I'll start off telling you a little
bit about Houston Methodist. So we're over 100
years old. We're pushing just about 34,000
employees. And for those of you that haven't
(00:42):
had an opportunity to come to Houston, I
invite you. We have our,
our flagship hospital located right in the heart
of the Texas Medical Center. But in addition
to that, we actually have seven network hospitals
throughout the Houston Metropolitan area,
with our seventh actually just opening up in
the Cypress
region area of Houston just last month. So,
(01:03):
we are an organization that's growing. We live
off of what are called our eye care
values. And so it's really an exceptional,
place to work. And, we are the number
one hospital in Texas, and that really comes
from the the care and engagement that we
have with our employees. It really bleeds over,
to our patients wonderfully.
And a little bit about myself, I actually
have been in my current role since
(01:25):
2020. I joined Houston Methodist in 2019.
So it's been a fun ride since the
day that I got here. But prior to
coming here, I actually worked,
in higher education for many years at Syracuse
University, Virginia Commonwealth University, and also Rockefeller
University.
But I started my career in television,
and then went on to become a labor
(01:46):
and employment inter attorney. So I've had a
couple of different careers. It's nice to have
settled into
doing the work that I'm doing now and
kind of bringing everything I've learned throughout my
career to Houston Methodist these past six years.
It's been
fun.
Absolutely. And, you know, having a different perspective
from higher education, from TV, some of the
other things that you've done, I can imagine
(02:06):
just really strengthens your ability to
move in the health care space, which is
so unique and complex in many different ways.
Absolutely.
Yes.
So
thinking about where we're at today, what are
some of the trends that you're currently watching?
What are you spending most of your time
on?
Sure. So, you know, in my role, I'm
on the people side truly. But,
(02:27):
when I think about the people side, there's
also a lot of different facets from our
department. So,
from the employee side,
really paying attention to employee engagement. So for
us, at Houston Methodist, Methodist, we score very
high
on our annual employee opinion surveys, and so
that's something that we're proud of. We put
a large focus,
on
(02:48):
on employee engagement and everything that we do.
But I do pay attention to what's going
on nationally because I do like to look
at, you know, national and then see how
does that,
transcend and change and how do we fare
in that area. So, you know, it's been
shown that,
over the past couple of years, employee engagement
has actually declined. Even
the number of disengaged, that percentage disengaged employees
(03:10):
has actually gone up. And with all the
changes that are happening and people moving around
and leaving jobs and shifting, it will be
interesting to see how engaged we can keep
our employees. So I'm really paying attention to
that and making sure that, you know, as
I work with, our colleagues, our HR business
partners, spiritual care, etcetera,
making sure people are happy with the work
(03:31):
they're doing, that they continue to find it
to be meaningful,
that we're making sure there's those interpersonal connections.
We all spend more time at work, right,
than we do outside of work, and setting
those clear expectations are really important.
From the patient side, because I like to
always learn about the other things that are
going on even though I'm not clinical facing,
Really paying attention to,
(03:52):
technology,
as well as AI. And so there's a
lot of, fun things that we're doing here,
including looking at our remote monitoring and wearable
technology
and things that we can do to improve
our care,
for our patients. So I'm paying close attention
to that because we also focus on our
community in the department. And so looking at
health outcomes, part of, what my department oversees
(04:15):
has to do with, health equity and access.
And so I'm gonna be really interested to
see how technology can potentially
improve,
access and outcomes for our patients.
And, you know, finally and I say finally
because it's felt like a long time. I
feel like people are really starting to understand,
health equity a bit more,
and what it means by talking about access
(04:37):
and the impacts it has on mental health.
So from that patient side, community side, and
employee side, there's really three different areas, as
I mentioned, that I've been paying attention to
and I'll continue to look at over the
course of the next year with all of
the changes that are taking place, throughout the
country and the world.
Absolutely. I I think that makes a lot
of sense. And, you know, it is really
(04:58):
the three pronged approach as you talked about
in how you can bring some of that
access, that engagement,
into
the
team that you have, the employees, the community,
as well as patients. And, you know, when
you say that people are finally starting to
understand health equity and then the mental health
access aspect of that as well,
what does that mean for you? How are
(05:19):
you seeing things, meaningfully evolve in that conversation
both within the health system as well as
outside of it knowing, you know, some of
the,
lightning rod that, I guess, some of the
these this work is, at the national level.
Yeah. I think, you know, people understanding
what equity means versus equality has been a
big thing that we focused on and I
(05:40):
think was a stumbling block for quite a
while.
You know, when we think about the eighty
twenty rule, which is really your health outcomes,
80% of that has to do with things
are non medically related to who you are
as a person. So that is something that
actually
impacts all of us in some way, shape,
or form, whether it's, you know, transportation, access
to medication. It's not just about how much
(06:02):
money you make. There are so many other
factors,
distance to your emergency room department and to
doctors. All of these things are really important.
And so I think, you know, after COVID,
when we realized that was truly the great
equalizer for many of us, all of us
were susceptible, right, to,
to getting COVID,
understanding that health care access
(06:23):
can be looked at at a different way.
And it's not just one thing, right, that
we say is that key pill to solving
this. It's it's kind of like putting pieces
of a puzzle together, and I think finally
people are starting to see that that takes
everyone that works within the health care system.
And then in addition to that, that takes
our community partners, that takes government. And so
(06:44):
everyone has to own a piece of that
puzzle. I years ago, people weren't talking about
it as much in that sense.
They were just trying to fix it and
solve it where, really, it's a partnership that
has to be done to get there to
make those changes.
So, I think that's really been the difference
that I've seen personally over the past couple
years and how people are not just looking
at health equity and access, but actually understanding
(07:06):
it. That piece has changed a lot.
That's great to hear and and really encouraging
for health care institutions as they're trying to
navigate, you know, what that means to expand
access to care, what it means to care
for communities in a in a broader sense,
and how they're planning to move forward.
From your perspective, what are you most focused
on and excited about right now?
(07:27):
Oh, goodness. I'm most excited about a lot.
If you can't tell, I tend to be
just a pretty happy person overall.
As I mentioned, I'm very excited about our
newest hospital,
in Cypress. And so what's so neat about
our Cypress hospital is we're pulling together all
the amazing things we've done at our other
seven hospitals, and it's kind of all in
one location.
So from technology to our onboarding experiences,
(07:49):
etcetera, we get to see all of that
come together in one place and just see
it grow. Right? So you're taking the best
of the best from everything that we do
and have it housed in one location. So
I'm super excited about this next year as
we bring in new employees to Houston Methodist
to see how they evolve and grow and
to grow this hospital.
I'm super excited to also see,
(08:11):
how our amazing leadership is doing and continuing
to stay committed to excellence and engagement of
our employees. As I mentioned, with all the
different headwinds that we face, I always am
amazed by both formal leaders and informal leaders,
I should say, with the grace and integrity
and dignity by which we go about doing
that and really thinking about, what's important to
(08:31):
our employees and listening to them and giving
them the tools and resources they need.
I look forward to seeing how that's going
to transform through our employee resource groups, through
what we have, which is called our eye
care recharge
and different programs that we do throughout the
year here at Houston Methodist. I'm really excited
to see how we continue to evolve as
an organization. I think it's gonna be a
(08:52):
a fun rest of the year.
Absolutely. Wow. That's great to hear. And, you
know, I'm curious. You've talked a little bit
about technology,
and touched on it in a few of
your responses already, but could you dig a
little bit deeper there? What type of technology,
is really making a difference for you at
Houston Methodist, and how do you see that
continuing to grow and evolve?
Yeah. So, you know, for our technology, there's
(09:14):
some there's a couple different things that we've
been doing. So,
we have we've been doing remote monitoring of
in our patients' rooms, right, allowing our nursing
staff and other clinical staff to focus on
that work that they do. How do we
pay attention to when we're going in patients'
rooms, at what times of day? We're looking
at those types of things. Wearable technologies,
(09:34):
making sure that they're not disturbing our patients
but enhancing their experience,
and really personalizing that care,
and streaming our workflow. Everybody's always trying to
figure out what's the best way to reduce
our hospital stays and costs. Right? And so
we always try to stay ahead of that
and remain unparalleled in the work that we
do. And so we have a team,
that works on this type of stuff, and
(09:55):
I love just watching and learning the work
that they do. But those are just some
of the, technology in addition to AI, helping
with charting for our physicians,
so they really can be, quote, unquote, present,
right,
with our patients,
when they're in the room with them. So
all of these things, which may seem small
individually,
make a difference in the care that our
patients are receiving. And and we're hearing great
(10:17):
feedback from our patients as well as our
physicians and other clinical staff on how this
is helping to advance patient care overall. So
for me, you know, I'm learning a lot
just as much as I know what I'm
an expert in. For me, I'm learning stuff
every day. And,
I think it's important in my role, even
if you're not clinical facing, to really stay
abreast of what your organization is doing as
(10:38):
a whole because our employees span the gamut
of their roles. And so understanding that piece
is very, very important.
That's helpful to hear. Thank you for laying
that out for us and certainly exciting to
have those capabilities, especially some of the
AI driven technology,
to really make a difference
for the clinicians as well as, patients.
(10:58):
Yes. Now absolutely. Is there anything else that
you're really proud of from the last six
to eighteen months or so?
Yes. You know, we've, we've continued to grow
our employee resource groups, which has been absolutely
wonderful. So we have more than 10% of
our employee population which are part of these
groups. And so,
one of the things that I've been very
impressed by is the dedication of the the
(11:20):
people that have joined these ERGs,
not only to, making sure that they're doing
work within our community and within the hospital,
but watching a lot of the people that
were informal leaders in our employee resource groups
actually become leaders within the organization. You know?
That is our goal, and there are a
tremendous number of ways that,
people can get involved and can get into
(11:41):
leadership. And so seeing that happen over the
past, you know, year and a half or
so has been
wonderful
for us, and I'm proud of that. I'm
also very excited that
all of our departments are collaborating with each
other a lot more, thinking about how do
we take this, whatever project we're working on,
one step further. So whether it's from our
(12:01):
training and educational offerings
to events taking place, that engagement piece that
I talked about earlier. There's been a great
focus by many of our leaders and staff
on how do we continuously engage, and they're
coming up with,
some wonderful ideas. And we're seeing the results
again, as I said, through our employee opinion
surveys in other places. So on the people
(12:21):
side of things in house, I've been very
excited to see despite, again, all the things
that are going on external to our hospital.
When you're in the walls of Houston Methodist,
that piece of family and working together
remains really steady and strong. So I'm happy
about that.
That's great to hear. And, you know, really
cool to have that opportunity to bring those,
(12:42):
resource groups to life. Now before we wrap
up here, I'm curious. What advice would you
give to evolving leaders today?
Oh, there's I mean, I can give tips
from my mistakes or things that I know
you should just do. Right? So maybe I
combine it a little bit.
I think it's really important if you're an
emerging and evolving leader, as much as you
(13:02):
know your strengths, I think it's really important
to,
know where your weaknesses lie, especially if you
have an opportunity
to build a team, as you're evolving as
a leader so that you know who to
surround yourself with. You need to have people
that balance your strengths and weaknesses.
You know, you don't wanna have a team
where everybody's really good at the same thing.
It's not gonna help you as a leader.
(13:24):
So that probably would be one of the
first thing. And I would also
say, if you're a younger evolving leader, young
in your career, not so much age, but
if you've changed careers and you're new to
it,
getting to that point of becoming a quote
unquote leader, I wouldn't put a time stamp
and a deadline on yourself for getting there.
I would suggest, you know, setting many,
(13:46):
attainable goals,
not many, m a n y, but mini,
m I n I, goals so that that's
not only a really strong resume builder to
show what you've accomplished, but then it doesn't
make you feel like you're chasing a dream
that is harder to reach, you know, if
you look too far out. And so I
would say, you know, just make sure that
those goals that you're setting for yourself are
truly attainable. And, also, I always say,
(14:09):
make sure you have a mentor. I think
that's very important and
underestimated quite a bit, but a mentor that
really can give you the feedback that you
need to hear to help you evolve. Because
even if you've been in leadership for many
years, you should still always be evolving. I
think it is extremely important to have that
person that can tell you those areas you
need to work on. So those are just
(14:30):
a couple of suggestions I would give.
I love that. Thank you so much for
joining us on the podcast today. This has
been such a a fantastic conversation. I look
forward to connecting with you again soon.
Thanks so much for having me. I appreciate
it.
This is Laura Dirda with the Becker's Healthcare
podcast. I'm thrilled today to be joined by
Ariane Dowdell, vice president and chief culture and
engagement officer at Houston Methodist. Ariane, it's a
pleasure to have you on the podcast today.
It's so nice to be here, Laura. Thanks
for inviting me to join you for a
bit.
Absolutely. Well, I'm excited for our conversation because
I know Houston Methodist is such a innovative
(00:21):
health system, and you're certainly doing some really
cool things down there with the teams and
people you're working with. But before we dive
in, can you tell us a little bit
more about yourself and Houston Methodist and what
makes it unique?
Sure. I'll start off telling you a little
bit about Houston Methodist. So we're over 100
years old. We're pushing just about 34,000
employees. And for those of you that haven't
(00:42):
had an opportunity to come to Houston, I
invite you. We have our,
our flagship hospital located right in the heart
of the Texas Medical Center. But in addition
to that, we actually have seven network hospitals
throughout the Houston Metropolitan area,
with our seventh actually just opening up in
the Cypress
region area of Houston just last month. So,
(01:03):
we are an organization that's growing. We live
off of what are called our eye care
values. And so it's really an exceptional,
place to work. And, we are the number
one hospital in Texas, and that really comes
from the the care and engagement that we
have with our employees. It really bleeds over,
to our patients wonderfully.
And a little bit about myself, I actually
have been in my current role since
(01:25):
2020. I joined Houston Methodist in 2019.
So it's been a fun ride since the
day that I got here. But prior to
coming here, I actually worked,
in higher education for many years at Syracuse
University, Virginia Commonwealth University, and also Rockefeller
University.
But I started my career in television,
and then went on to become a labor
(01:46):
and employment inter attorney. So I've had a
couple of different careers. It's nice to have
settled into
doing the work that I'm doing now and
kind of bringing everything I've learned throughout my
career to Houston Methodist these past six years.
It's been
fun.
Absolutely. And, you know, having a different perspective
from higher education, from TV, some of the
other things that you've done, I can imagine
(02:06):
just really strengthens your ability to
move in the health care space, which is
so unique and complex in many different ways.
Absolutely.
Yes.
So
thinking about where we're at today, what are
some of the trends that you're currently watching?
What are you spending most of your time
on?
Sure. So, you know, in my role, I'm
on the people side truly. But,
(02:27):
when I think about the people side, there's
also a lot of different facets from our
department. So,
from the employee side,
really paying attention to employee engagement. So for
us, at Houston Methodist, Methodist, we score very
high
on our annual employee opinion surveys, and so
that's something that we're proud of. We put
a large focus,
on
(02:48):
on employee engagement and everything that we do.
But I do pay attention to what's going
on nationally because I do like to look
at, you know, national and then see how
does that,
transcend and change and how do we fare
in that area. So, you know, it's been
shown that,
over the past couple of years, employee engagement
has actually declined. Even
the number of disengaged, that percentage disengaged employees
(03:10):
has actually gone up. And with all the
changes that are happening and people moving around
and leaving jobs and shifting, it will be
interesting to see how engaged we can keep
our employees. So I'm really paying attention to
that and making sure that, you know, as
I work with, our colleagues, our HR business
partners, spiritual care, etcetera,
making sure people are happy with the work
(03:31):
they're doing, that they continue to find it
to be meaningful,
that we're making sure there's those interpersonal connections.
We all spend more time at work, right,
than we do outside of work, and setting
those clear expectations are really important.
From the patient side, because I like to
always learn about the other things that are
going on even though I'm not clinical facing,
Really paying attention to,
(03:52):
technology,
as well as AI. And so there's a
lot of, fun things that we're doing here,
including looking at our remote monitoring and wearable
technology
and things that we can do to improve
our care,
for our patients. So I'm paying close attention
to that because we also focus on our
community in the department. And so looking at
health outcomes, part of, what my department oversees
(04:15):
has to do with, health equity and access.
And so I'm gonna be really interested to
see how technology can potentially
improve,
access and outcomes for our patients.
And, you know, finally and I say finally
because it's felt like a long time. I
feel like people are really starting to understand,
health equity a bit more,
and what it means by talking about access
(04:37):
and the impacts it has on mental health.
So from that patient side, community side, and
employee side, there's really three different areas, as
I mentioned, that I've been paying attention to
and I'll continue to look at over the
course of the next year with all of
the changes that are taking place, throughout the
country and the world.
Absolutely. I I think that makes a lot
of sense. And, you know, it is really
(04:58):
the three pronged approach as you talked about
in how you can bring some of that
access, that engagement,
into
the
team that you have, the employees, the community,
as well as patients. And, you know, when
you say that people are finally starting to
understand health equity and then the mental health
access aspect of that as well,
what does that mean for you? How are
(05:19):
you seeing things, meaningfully evolve in that conversation
both within the health system as well as
outside of it knowing, you know, some of
the,
lightning rod that, I guess, some of the
these this work is, at the national level.
Yeah. I think, you know, people understanding
what equity means versus equality has been a
big thing that we focused on and I
(05:40):
think was a stumbling block for quite a
while.
You know, when we think about the eighty
twenty rule, which is really your health outcomes,
80% of that has to do with things
are non medically related to who you are
as a person. So that is something that
actually
impacts all of us in some way, shape,
or form, whether it's, you know, transportation, access
to medication. It's not just about how much
(06:02):
money you make. There are so many other
factors,
distance to your emergency room department and to
doctors. All of these things are really important.
And so I think, you know, after COVID,
when we realized that was truly the great
equalizer for many of us, all of us
were susceptible, right, to,
to getting COVID,
understanding that health care access
(06:23):
can be looked at at a different way.
And it's not just one thing, right, that
we say is that key pill to solving
this. It's it's kind of like putting pieces
of a puzzle together, and I think finally
people are starting to see that that takes
everyone that works within the health care system.
And then in addition to that, that takes
our community partners, that takes government. And so
(06:44):
everyone has to own a piece of that
puzzle. I years ago, people weren't talking about
it as much in that sense.
They were just trying to fix it and
solve it where, really, it's a partnership that
has to be done to get there to
make those changes.
So, I think that's really been the difference
that I've seen personally over the past couple
years and how people are not just looking
at health equity and access, but actually understanding
(07:06):
it. That piece has changed a lot.
That's great to hear and and really encouraging
for health care institutions as they're trying to
navigate, you know, what that means to expand
access to care, what it means to care
for communities in a in a broader sense,
and how they're planning to move forward.
From your perspective, what are you most focused
on and excited about right now?
(07:27):
Oh, goodness. I'm most excited about a lot.
If you can't tell, I tend to be
just a pretty happy person overall.
As I mentioned, I'm very excited about our
newest hospital,
in Cypress. And so what's so neat about
our Cypress hospital is we're pulling together all
the amazing things we've done at our other
seven hospitals, and it's kind of all in
one location.
So from technology to our onboarding experiences,
(07:49):
etcetera, we get to see all of that
come together in one place and just see
it grow. Right? So you're taking the best
of the best from everything that we do
and have it housed in one location. So
I'm super excited about this next year as
we bring in new employees to Houston Methodist
to see how they evolve and grow and
to grow this hospital.
I'm super excited to also see,
(08:11):
how our amazing leadership is doing and continuing
to stay committed to excellence and engagement of
our employees. As I mentioned, with all the
different headwinds that we face, I always am
amazed by both formal leaders and informal leaders,
I should say, with the grace and integrity
and dignity by which we go about doing
that and really thinking about, what's important to
(08:31):
our employees and listening to them and giving
them the tools and resources they need.
I look forward to seeing how that's going
to transform through our employee resource groups, through
what we have, which is called our eye
care recharge
and different programs that we do throughout the
year here at Houston Methodist. I'm really excited
to see how we continue to evolve as
an organization. I think it's gonna be a
(08:52):
a fun rest of the year.
Absolutely. Wow. That's great to hear. And, you
know, I'm curious. You've talked a little bit
about technology,
and touched on it in a few of
your responses already, but could you dig a
little bit deeper there? What type of technology,
is really making a difference for you at
Houston Methodist, and how do you see that
continuing to grow and evolve?
Yeah. So, you know, for our technology, there's
(09:14):
some there's a couple different things that we've
been doing. So,
we have we've been doing remote monitoring of
in our patients' rooms, right, allowing our nursing
staff and other clinical staff to focus on
that work that they do. How do we
pay attention to when we're going in patients'
rooms, at what times of day? We're looking
at those types of things. Wearable technologies,
(09:34):
making sure that they're not disturbing our patients
but enhancing their experience,
and really personalizing that care,
and streaming our workflow. Everybody's always trying to
figure out what's the best way to reduce
our hospital stays and costs. Right? And so
we always try to stay ahead of that
and remain unparalleled in the work that we
do. And so we have a team,
that works on this type of stuff, and
(09:55):
I love just watching and learning the work
that they do. But those are just some
of the, technology in addition to AI, helping
with charting for our physicians,
so they really can be, quote, unquote, present,
right,
with our patients,
when they're in the room with them. So
all of these things, which may seem small
individually,
make a difference in the care that our
patients are receiving. And and we're hearing great
(10:17):
feedback from our patients as well as our
physicians and other clinical staff on how this
is helping to advance patient care overall. So
for me, you know, I'm learning a lot
just as much as I know what I'm
an expert in. For me, I'm learning stuff
every day. And,
I think it's important in my role, even
if you're not clinical facing, to really stay
abreast of what your organization is doing as
(10:38):
a whole because our employees span the gamut
of their roles. And so understanding that piece
is very, very important.
That's helpful to hear. Thank you for laying
that out for us and certainly exciting to
have those capabilities, especially some of the
AI driven technology,
to really make a difference
for the clinicians as well as, patients.
(10:58):
Yes. Now absolutely. Is there anything else that
you're really proud of from the last six
to eighteen months or so?
Yes. You know, we've, we've continued to grow
our employee resource groups, which has been absolutely
wonderful. So we have more than 10% of
our employee population which are part of these
groups. And so,
one of the things that I've been very
impressed by is the dedication of the the
(11:20):
people that have joined these ERGs,
not only to, making sure that they're doing
work within our community and within the hospital,
but watching a lot of the people that
were informal leaders in our employee resource groups
actually become leaders within the organization. You know?
That is our goal, and there are a
tremendous number of ways that,
people can get involved and can get into
(11:41):
leadership. And so seeing that happen over the
past, you know, year and a half or
so has been
wonderful
for us, and I'm proud of that. I'm
also very excited that
all of our departments are collaborating with each
other a lot more, thinking about how do
we take this, whatever project we're working on,
one step further. So whether it's from our
(12:01):
training and educational offerings
to events taking place, that engagement piece that
I talked about earlier. There's been a great
focus by many of our leaders and staff
on how do we continuously engage, and they're
coming up with,
some wonderful ideas. And we're seeing the results
again, as I said, through our employee opinion
surveys in other places. So on the people
(12:21):
side of things in house, I've been very
excited to see despite, again, all the things
that are going on external to our hospital.
When you're in the walls of Houston Methodist,
that piece of family and working together
remains really steady and strong. So I'm happy
about that.
That's great to hear. And, you know, really
cool to have that opportunity to bring those,
(12:42):
resource groups to life. Now before we wrap
up here, I'm curious. What advice would you
give to evolving leaders today?
Oh, there's I mean, I can give tips
from my mistakes or things that I know
you should just do. Right? So maybe I
combine it a little bit.
I think it's really important if you're an
emerging and evolving leader, as much as you
(13:02):
know your strengths, I think it's really important
to,
know where your weaknesses lie, especially if you
have an opportunity
to build a team, as you're evolving as
a leader so that you know who to
surround yourself with. You need to have people
that balance your strengths and weaknesses.
You know, you don't wanna have a team
where everybody's really good at the same thing.
It's not gonna help you as a leader.
(13:24):
So that probably would be one of the
first thing. And I would also
say, if you're a younger evolving leader, young
in your career, not so much age, but
if you've changed careers and you're new to
it,
getting to that point of becoming a quote
unquote leader, I wouldn't put a time stamp
and a deadline on yourself for getting there.
I would suggest, you know, setting many,
(13:46):
attainable goals,
not many, m a n y, but mini,
m I n I, goals so that that's
not only a really strong resume builder to
show what you've accomplished, but then it doesn't
make you feel like you're chasing a dream
that is harder to reach, you know, if
you look too far out. And so I
would say, you know, just make sure that
those goals that you're setting for yourself are
truly attainable. And, also, I always say,
(14:09):
make sure you have a mentor. I think
that's very important and
underestimated quite a bit, but a mentor that
really can give you the feedback that you
need to hear to help you evolve. Because
even if you've been in leadership for many
years, you should still always be evolving. I
think it is extremely important to have that
person that can tell you those areas you
need to work on. So those are just
(14:30):
a couple of suggestions I would give.
I love that. Thank you so much for
joining us on the podcast today. This has
been such a a fantastic conversation. I look
forward to connecting with you again soon.
Thanks so much for having me. I appreciate
it.
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