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Slide deck for assist 2016
The document discusses planning and leading the creation of an assistant's handbook across multiple global locations and time zones, including determining what to cover, delegating tasks to the wider assistant team based on their skills, and the positive outcomes achieved such as standardizing processes, developing new skills, and raising the team's profile within the organization.
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Slide deck for assist 2016
- 2. Assist 2016 KeyThemes 1. Benchmarking 2. Preparing for the future 3. Dealing with change 4. Adding value
- 3. The Office isDead Sam Sahni Morgan Lovell
- 4. THE ‘OFFICE’ ISDEAD!THE SHOCKING TRUTH ABOUT WORKPLACES THE ASSIST CONFERENCE
- 5. THIS IS ATRUE STORY THE EVENTS DEPICTED IN THIS PRESENTATION TOOK PLACE IN THE UK. AT THE REQUEST OF SURVIVORS, SOME CLIENT NAMES MAY HAVE BEEN CHANGED. OUT OF RESPECT FOR THE DEAD, THE REST HAS BEEN TOLD EXACTLY AS IT OCCURRED.
- 6. THE ASSIST CONFERENCE@SAM_SAHNI SO, WHO AM I? We are the UK’s leading office design, fit out and workplace strategy specialists. And I am are here to change the way you think about your office.
- 7. THE ASSIST CONFERENCE@SAM_SAHNI SOME OF OUR CLIENTS
- 8. THE ASSIST CONFERENCE@SAM_SAHNI What is the biggest cost centre of your business? QUESTION
- 9. THE ASSIST CONFERENCE@SAM_SAHNI COST CENTRES PEOPLE AND PROPERTY ARE THE BIGGEST COST CENTRES FOR ANY BUSINESS PEOPLE FACTORS PROPERTY FACTORS ATTRACTION AND RETENTION BETTER TEAM COLLABORATIO N MODEL BEHAVIOURS AND PRACTICES BUSINESS CHANGES FASTER THAN SPACE PHYSICAL ENVIRONMENT EFFICIENCY DRIVEN
- 10. THE ASSIST CONFERENCE@SAM_SAHNI YET, THERE IS A BIG DISCONNECT ££££££££ ££ COMMUNICATION PERFORMANCE CO-WORKERS CUSTOMER CENTRICITY IMMEDIATE MANAGER INFLUENCE INNOVATION RATE DRIVEN BASIC ONE SIZE FITS ALL INFLEXIBLE NON-EXPRESSIVE
- 11. THE ASSIST CONFERENCE@SAM_SAHNI COMMON THEMES LOW UTILIZATION OF DESKS: THE DESK IS CONSIDERED THE ONLY PLACE TO DO INDIVIDUAL WORK MAJORITY OF SPACE IS JUST DESKS AND MEETING ROOMS: THIS BINARY VIEW OF SPACE PLANNING DOES NOT MEET THE NEEDS OF THE WORKFORCE
- 12. THE ASSIST CONFERENCE@SAM_SAHNI CONCENTRATIO N IS AN ISSUE! INFORMAL CULTURE IS IMPORTANT, BUT WE ALSO NEED PRIVACY SOMETIMES, TO CONCENTRATE AND GET SOME WORK DONE COMMON THEMES
- 13. THE ASSIST CONFERENCE@SAM_SAHNI Number of employees Annual employment cost (London average no senior managers or directors) 18% of time lost to distractions (Morgan Lovell's survey benchmarking) Business saving if distractions reduced by 50% 50 £2,076,470 £373,765 £186,882 150 £6,229,411 £1,121,294 £560,647 350 £14,535,292 £2,616,353 £1,308,176 1000 £41,529,408 £7,475,293 £3,737,647 2000 £83,058,816 £14,950,587 £7,475,293 WHERE DOES YOUR ORGANISATION SIT?
- 14. THE ASSIST CONFERENCE@SAM_SAHNI >10% observed meetings had only one person Meeting Room and Seat Utilization Detail %Observed 0 10 20 30 40 50 60 Meeting Room GA0301F (8) GA0701H (6) GA0703H (4) GA1805P (4) GA2005Q (4) Ground Meeting room utilization per day <5% of space allocated to informal & unscheduled collaboration Time/Day %Observed 0 10 20 30 40 50 60 27% utilisation MORE MEETING ROOMS?
- 15. THE ASSIST CONFERENCE@SAM_SAHNI SUPPLY DOES NOT MEET COLLABORATION DEMAND • Open • Enclosed • Formal • Informal • Scheduled • Ad-hoc DEMAND SUPPLY
- 16. THE ASSIST CONFERENCE@SAM_SAHNI C-Suite or IT whizkid Workplace mobility Employee TECHNOLOGY • Workstreams not aligned • Mobile technology rolled out top down • Internal mobility ignored • Gimmicky & costly technology has made you risk averse Residents = 20% i.e. at desk >80% of time Internally Mobile = 60% i.e. at desk 20 – 80% of time Externally Mobile = 20% i.e. at desk < 20% of time1. 2. 3.
- 17. THE ASSIST CONFERENCE@SAM_SAHNI Have you experienced some of these issues? QUESTION
- 18. THE ASSIST CONFERENCE@SAM_SAHNI ‘WORKPLACE’ IS AN EXPERIENCE
- 19. THE ASSIST CONFERENCE@SAM_SAHNI Newsflash: Technology is evolving FAST!!
- 21. THE ASSIST CONFERENCE@SAM_SAHNI HEALTH & WELLBEING
- 22. THE ASSIST CONFERENCE@SAM_SAHNI WEAPONS OF MASS DISTRACTION
- 23. The organisation wants me! Engagement:I want to bring the whole of me to work I want: recognition & work/life balance I want: choice in when, where & how to work We want: A unique, casual and collaborative workspace Rise of the Individual
- 24. THE ASSIST CONFERENCE@SAM_SAHNI ENGAGEMENT AND OWNERSHIP – GOOD TO GREAT Communication Feeling connected to news and information Co-workers Places to connect and celebrate Customer centricity Space aligned with brand Immediate manager Inviting and accessible Influence Control over your environment Innovation Environments that support inspiration
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- 26. THE ASSIST CONFERENCE@SAM_SAHNI 1960’s 1980’s 2010’s …THE PHYSICAL OFFICE HAS NOT EVOLVED MUCH “Offices and their interiors still speak more about the past than the future”
- 27. THE ASSIST CONFERENCE@SAM_SAHNI GROWING AWARENESS IN A MATURE MARKET
- 28. THE ASSIST CONFERENCE@SAM_SAHNI IT IS IMPORTANT FOR WORKPLACES TO BALANCE MEASURES EFFECTIVENESS EFFICENCY EXPRESSION EFFECTIVENESS EFFICENCY EXPRESSION
- 29. THE ASSIST CONFERENCE@SAM_SAHNI 1 Cellular space workstation individual Full non- territorial environment NEW WORKPLACE MODELS ARE EMERGING Model Government DCSF, GSA, BBC, Enfield Council Consulting Accenture, IBM, E+Y, Delloite, Blue Rubicon Technology Microsoft, Nokia, Cisco, Autodesk, ThoughtworksFinancial Services Citigroup, Capital One, Deutsche Bank, Prudential, JP Morgan, Barclays Pharma and Industry GSK, Pfizer, Unilever, Lindt, Costa Coffee Most workplaces still sit here! Activity-Based Working 2 Open plan 3 + communal support spaces 4 Breaking the link between workstation and individual 5 Full non-territorial environment
- 30. THE ASSIST CONFERENCE@SAM_SAHNI AUTODESK
- 31. THE ASSIST CONFERENCE@SAM_SAHNI Better support our employees wherever they work Continue to attract and retain top talent Improve collaboration and productivity Reduce carbon footprint More efficient use of our real estate portfolio Increase workplace buzz VISION TO REALITY JOURNEY
- 32. THE ASSIST CONFERENCE@SAM_SAHNI PROCESS
- 33. THE ASSIST CONFERENCE@SAM_SAHNI Activities/Tasks Brainstorming Project meetings Informal discussions Analysing data Video conferencing Problem solving 1:1’s Exchanging ideas Advising team Talking on the phone Co-ordinating people Scheduled meetings Reviewing/ reading Teleconferencing WHAT DID WE DO DIFFERENTLY? Settings/Spaces Landscapes/Environment Workstations Tea point Offices Meeting rooms Touchdowns Phone booths Informal seating Project spaces Quiet rooms Gallery lounge Cafeteria
- 34. THE ASSIST CONFERENCE@SAM_SAHNI POST OCCUPANCY EVALUATION RESULTS 88% Felt the new office expressed the culture of Autodesk (up from 35%) Satisfaction with access to colleagues (up from 49%) 92% Over saved in real estate costs with 9,000 sqft space reduction £1.7m +88%Satisfaction with ability to have a private conversation (88% vs. 45%) 78% agreed the ability to concentrate improved from 44%
- 35. THE ASSIST CONFERENCE@SAM_SAHNI Support workstylesSUPPORT WORKSTYLES & CULTURES VARIETY OF STAKEHOLDER GROUPS: WITH DIFFERENT NEEDS AND ENVIRONMENTAL REQUIREMENTS VARIATION IN SUB TEAM CULTURES: TEAMS ARE MANAGED VERY DIFFERENTLY
- 36. THE ASSIST CONFERENCE@SAM_SAHNI TO PROVIDE THE RIGHT WORKPLACE EXPERIENCE Individual Work zone Buffer zone Team zones Dynamic zone, full collaborationTeam zones OpenTeaming Touchdown spaces Emailing Open workspaces Emails, phone calls, exchanging ideas, training, reading Enclosed quiet rooms Reading, analysing data, report writing, private phone calls Open team tables Emailing, phone calls, Informal breakout areas casual meetings, brainstorming, Semi-enclosed project space Discussions, informal meetings, explaining, presenting, incident management, Advising team, co- ordinating people, brainstorming, Breakout spaces Informal discussions, brainstorming Enclosed meeting rooms Presenting, teleconferencing, video conferencing
- 37. THE ASSIST CONFERENCE@SAM_SAHNI HOW TO THINK ABOUT WORKPLACE TRANSFORMATION? Challenge! And always connect to broader organizational initiatives Important to gain senior leadership endorsement and support Why not create staff excitement through engagement? Apply tools & a communications campaign Creativity is supposed to make you uncomfortable! Experimentation is powerful approach! Remember, not everything good is expensive
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- 39. What are yougood at? Heather White Smarter Networking
- 40. Case Studies: Futureproofing your career Amy Smith, Skyscanner Amy Marsden, Earthport
- 41. Friday 26 February2016 Creating an Assistant’s Handbook
- 42. 42 Outline Background Systematicallyplanning the creation of an assistants handbook; what should it cover? Utilising the skills of a wider team; how taking ownership can help you grow Working successfully across global locations/time zones Outcomes Takeaway points What will be covered
- 43. 43 Background About me: Over9 years’ experience; from Postgrad in Law to administrator, and now EA to CEO of Earthport, Hank Uberoi. Earthport are an international cross border payments company headquartered in London, with offices in New York, Miami, Dubai and Singapore. How I became involved: Led the development of a handbook at my last Global Company, which was rolled out. Small admin/assistant team at Earthport with different reporting lines. Need for standardisation & clarity. Lack of user guides – volunteered! Add value. Challenges: 1. Time - lack of hours & time zones 2. Lack of resources – handful of staff involved in creation 3. Gaining support from other departments Motivations: 1. Support others – varying experience levels within team 2. Standardise processes & procedures to benefit bosses and assistants 3. Clarity on systems - one place for all user guides 4. Clarity over expectations ?
- 44. A B CD 44 Policy & procedure: User Guides: Planning the Handbook: what should be covered? HR issues Absence/holiday Health & Safety T&E policy AML Reporting Expenses “Salesforce” “People” “AMEX” Microsoft tips/shortcuts Best Practice: Minutes & agendas Business development support Travel schedules Presentations Relationship management Other: Templates Networking guide List of associations Contact lists Brand Guidelines Country etiquette guide Who will use the guide? Audience? Completion date/time frame? How will we delegate? How will we obtain the information? Who should proof read the document? Will information differ per location? Will HR need to sign off? Will the project content affect our review process & objective setting? Can other departments use this information? Should we disseminate? Should we share with our Executives? Who will update the guide? How often? Key Questions:
- 45. 45 Devise projecttimeline, circulate Gantt chart Schedule progress/status calls Liaise with HR Final proof & edit the document Best practice/other sections Contact list HR policy User Guides Tips/tricks Co. overview LDN EA: Utilising the skills of a wider team: Delegation & Management Amy’s strengths: leadership, experience, creative Strengths: HR experience, contacts, free time, methodical Brand Guidelines Events/travel Associations list Strengths: Marketing, travel, knowledge Best practice Templates Salesforce T&E Policy Strengths: Publishing, new starter, experience LDN Admin: Strengths: Longevity, knowledge, analytical, practical London EA Project lead (Amy): NY EA: Dubai EA: Use your team’s skills/strengths! Motivating Development Focuses on achievement
- 46. 46 Time zones:Bi-weekly progress calls at 09:00 EST/14:00 GMT/18:00 GST. Set aside 1-2 hours a week for working on the project Respect local holidays and plan accordingly Writing style: all guides checked and edited to local spelling/language convention (US English for USA, UK English for all other locations) Consult main admin contact in each office for local etiquette guide Individual responsibility for updating Gantt chart with progress in shared folder Working across borders
- 47. 47 Great feedback from Executive Team Opportunity to review& improve our methods & practices Benchmark for standards & annual reviews Other departments utilised user/program guides 7 Chapter Guide with 123 pages Better understanding of individual needs & strengths New expense & travel providers following review Bosses now have oversight of the volume & type of work we do! Leaner working; fewer questions, less waste, better understanding Team profile raised within the organisation Outcomes: just some of the positives!
- 48. 48 Chance to improveskills outside of everyday remit such as; editing, proof reading, delegation, leadership, management, design, creative writing, decision making, teamwork, mentoring, Microsoft packages, project management, networking etc. Better understanding of Earthport, inside & out of a support function. Able to contribute ideas, offer feedback. Increased understanding of the financial sector, improved business acumen. Gained knowledge of various department functions & larger company goals. Development of gravitas, raised profile, strengthened relationships; likely to be involved in higher level projects as a result. Feature in company newsletter. Attend company events. Standard setting for & leadership of Global team – now a manager with a direct report! Outcomes: Career Development
- 49. 49 A joint projectto consolidate standards & information will not only assist new starters, it will help your existing team work in a leaner, more unified manner Sharing a completed guide with your bosses/executives will provide them with a solid overview of the service you provide, and can raise the profile of the team within your organisation Handbooks are an evolving document from which you can drive change – Earthport now have a new T&E policy & expense tool following our project Leading or contributing to a Handbook Project can help refine & improve your skills, whilst developing your career Takeaway points: What I hope you’ve gained! Thank you!
- 50.
- 53. Identify Request Source Flights Submit Source HotelProposal Book Report Add to Calendar Create Itinerary Check In Approve
- 54.
- 55. 40 40 4040 160 Trips x 4.5 hours per trip = 96 days booking travel a year
- 60. Edinburgh • Glasgow• Singapore • Beijing • Miami • Barcelona • Shenzhen • Sofia • Budapest • London Thank you
- 61.
- 62. Roundatable: Using social mediato empower assistants
- 63. The Fascinating science behindhuman interaction Jonathan Bradshaw The Meetology Group
- 64.
- 65. Preparing for thefuture: What are the key qualifications, skills and objectives?
- 66. Virtual reality: Willwe all become virtual assistants in the end? Andrea Osborne, Cushion the Impact
- 67. Panel session: Thework / life balance of a successful assistant
- 68.
- 69. Case Studies: Futureproofing your career Karen Glenn, Britvic Soft Drinks Claudia Ferreres,EA to Albert Adrià
- 70.
- 71. What will Italk about ….. About me … The project/event … What happened next … Key learning points …
- 72.
- 73.
- 74. What happened next… Fantastic meeting, great location, endless food and loved the games Another great event Karen – when you are involved I know its going to be great Another brilliant meeting Karen – how are you going to better this one ? Thoroughly enjoyed the event Karen, loved the photo booth, going to use that idea for a family party coming up – can I borrow the props please?
- 75. Award night …14thOctober 2015
- 76. What has happenedsince ? #The ProudAssistant
- 77. Key Learnings …. 1.Don’t be afraid to use you imagination … 2. Negotiate 3. Believe in your abilities – Don’t sit in the shadows
- 78. Contact me … Email:karen.glenn@britvic.com Linkedin: Karen Glenn Twitter: @ksmglenn
- 79. Creating an effective partnershipwith your Executive Bonnie Cookson Andrew Pinnington Hailo Cab
Editor's Notes
- #2 Hello and welcome to the second Assist Conference. As you can imagine I am very excited to have you all here and finally get to say hello! I have been totally blown away by the popularity of this year’s conference. We hoped we would get 100 of you here but I can’t believe we have actually sold out. We literally can not fit any more of you in here! When I chose the space I wanted to make sure that it was informal and would help ensure the atmosphere was nice and relaxed. I think we have achieved that with the Forge. We want you to learn from the content but we also want you to learn from each other so please do make use of the refreshment space to chat and get to know each other a little more. We can teach you guys a lot but you can teach other a lot too!
- #5 Clark Kent, wakes up in the morning, with an S on his chest. Flies to work and what comes out of the other end of revolving door is a man with grey boring suit, who sits on desk all day and cannot bring the whole of himself to work. What I am going to talk about in the next few minutes is – what can workplaces do to help superheroes, shed their skin and bring all of themselves to a productive working environment.
- #10 Thinking about it…people and property are the biggest cost centres of any organisation. People much more than property in fairness. They say that in London, people factors such as productivity, attracting and retaining the right talent, absenteeism, average salary levels etc can be upto 80% of the cost of a successful business
- #11 Yet when it comes to the workplace, we are seeing a big disconnect between people and property. After all, people make workplaces to house people. But what drives the workforce – factors such as communication, performance, co-working etc are not as much, prime drivers of a physical office project. In lack of a better metaphor, we are seeing the expectation of a business from people is to be able to perform like a smartphone. Yet the property model is efficiency/rate driven, one size fits all and somewhat binary.
- #15 In fact, more that often we see meeting rooms being actively utilised less than 30% of the time. And for a good proportion of that time, we see one person using a medium to large meeting room space by themselves. That poor Clark Kent who is trying to concentrate or conduct a conference call with no other option.
- #16 The reality is that collaboration is different shades – open, enclosed, ad-hoc, scheduled, formal, informal. And meetings are shifting from rooms into social settings - within and outside buildings. People often say lets grab a quick coffee, spend 5-10 mins, make a decision and get on with things. So the demand looks a bit like this. Yet the supply is binary…….
- #17 And finally, technology is a little bane of your organisation. Roll out of mobile devices is hierarchical rather than by the needs of the workstyle. The reality is that we see high internal mobility, i.e. people in the office but not at their desks, yet their tech allocation is a fixed PC. So one may ask, why build a highly expressive … i.e. cool workspace, when people aren’t supported by technology in every single space?? Are we creating more Clark Kents this way?
- #19 …we see workplace as the intersection of the physical, the virtual and the psychological. These are the enablers to connect people and property. Let me give you an example – we worked on a POE for a client who did not go through this process and jumped straight to design. They provided brilliant looking, yet expensive high back sofas. In the 2 weeks we were there, not a single person used that setting…lack of culture and relevant technology. And talking about technology, here’s some news…..
- #20 In fact we are under predicting what the future may look like. In 1954, they said the home computer of 2000 would look like this. 10 years later they suggested this, and we have this out in market mid 2005….
- #21 We thought that technology was gonna do this to us. If you have seen wall-e, you know what I am talking about…but the picture is appearing to be quite the opposite..
- #22 Thanks to media, we are now questioning our sedentary lifestyles. You must have heard about ‘Sitting is the new smoking’ conundrum. I am not saying whether the concept is right or wrong. What I am saying is it is making the society think and question certain aspects which were taken for granted all this time…
- #23 Whilst we are seeing a rise in disruptive tech. The apple watch went on sale last week with pre-orders in the region of 2m just in UK. What I am saying is that things such as ‘sit less…put some distance’ etc are the worst nightmares of a presenteeism led manager!
- #24 There has been huge rise of the individual. We are seeing less 9-5 mentality as individuals are interested to bring the whole of themselves to work. They want choice, autonomy, feel integrated, feel the sense of purpose, balance work/life and play….
- #25 In 2004, Hewitt associates, management consultants from the US studied 2000 most successful organisations in their sectors to understand what made them go from good to greatest – other than pay, strategy, career and benefits, they found out that these organisations were driven by a different set of intangible factors. The staff felt they were more connected news and info, worked with colleagues where they could celebrate success & early failures, customer centricity was at the heart of thinking, progressive innovation was there in everything they did and people felt they had a relationship with the immediate managers. Last year itself, a famous recruitment consultancy surveyed those who had contacted them for a possible change of job – 77% reported ‘lack of access to immediate manager’ as the main reason for their new search!
- #27 The physical office has not evolved much. Other than some change on what goes on the desk, the physical office pretty much looks the same…..
- #28 The challenging aspect is the growing awareness about the world of work. We live and work in a very mature market in the UK. Thanks to mainstream media – the awareness is rising rapidly. Its great but also poses an interesting challenge….
- #29 That is because all businesses are committed to make most out of their cost centres. And have common denominators such as ensuring staff are given productive environments, they are connected to the vision and values, are agile and offcourse contribute to the bottom line of the business. You want supermen to behave like supermen rather than house a number of Clark Kents. And let me in you on another secret from a workplace consultant….
- #30 They challenged the notion of binary open-plan to progressively shift towards other workplace models that supported the needs of their people – individual working, concentrated working, collaboration, contemplation etc.
- #34 What they did differently was to very early on identify what activities their superheroes undertake, what are the best settings that support those and how could we accommodate those activities in a landscape that was measured on efficiency, effectiveness and expression.
- #36 And you can start today. All you need to do is to gather relevant data to identify who are your real customers, what are their barriers and opportunities and what do they need to be able to perform.
- #37 Once you have done that, create environments that provide you with a wholesome workplace experience. It isn’t about that boring binary one size fits all approach anymore…
- #52 My name is amy smith and I am an executive PA at Skyscanner.
- #53 Sky scanner is a global travel search site. Not only do we source the best travel options for our users, but we also use the tool internally to plan our business travel. Despite having a great tool… > BOOKING TRAVEL SUCKED But why did it suck? Let’s take a look
- #54 While Skyscanner is a great tool, the problem was our booking and approval process. It was complicated. It involved a lot of back and forth and cross platform data entry. It was time consuming and there were too many opportunities for mistakes. >CLICK THROUGH
- #55 Clearly our process was flawed. The process I’ve just shown you, from the moment started the travel request to booking took a massive > 4.5 hours. That’s per person, per trip! But this is just the tip of the iceberg, let me add some context to this…
- #56 PAs at Skyscanner support 4 execs each. Here are my lot > Now, our exec team will do an average of 40 business trips per year. > 4 people, doing 40 trips a year is 160 travel requests for each PA. But what does that mean in terms of time…well > 160 trips >At 4.5 hours a trip >Is 96 days a year booking travel Something had to be done
- #57 The developer team started looking into building an in-house solution to corporate travel, but they needed key stakeholders on board – Like the PAs I met with the team individually, and as a group to discuss pain points, what was working, and what we wanted the process to look like. As one of the busiest travel bookers, I was asked to test and provide feedback on the tool, and was available for the developers to bounce ideas off throughout the project. I was thrilled to be involved in something that was not only going to make my life easier, but other people’s within the business too. I quickly became a brand ambassador for the team and the tool they were building, travelpro.
- #58 The tool is being used in Skyscanner and in many other businesses across Europe too. The Skyscanner PAs continue to provide feedback on the tool, and we seek feedback from our external PA users too, to truly make it a collaborative PA tool. This is something built by PAs, for PAs and it’s amazing that PAs from different countries and companies continue to influence and shape TravelPro to improve it further, it really is an outstanding example or PA Power.
- #59 So, how has my role changed? I’ve had the chance to work with another team within the business, and I’ve gained new skills, and learned a lot about corporate travel. I’ve had more “free time” to focus on driving other initiatives and projects for Skyscanner, which has lead to public speaking opportunities. I have also been able to focus on personal development, and have been able to spend some time working on gaining a Microsoft master certification I wouldn’t have been able to do any of this without the changes we made to the travel process.
- #60 What was the biggest lesson I learned? I am learning that if you experience issues or pain in doing a task, others probably are too, and talking about it is the first step to fixing it. Often PAs underestimate themselves and what they can contribute, but we have something of value to offer. Not only to our execs, but to the business too. This project has allowed me to expand my horizons and lead exciting new initiatives at Skyscanner, and I’m more valuable to the business as a resut. I’d like to leave you with just one thought today… we have valuable insights to offer, we know our subject areas and can absolutely contribute to make a difference. So, remember; “If you change nothing, nothing will change”
- #61 I’m Amy Smith, thank you for listening.