or what that looks like? So

every organization is thinking about turnover and retention, right? It's our biggest pain point.

And so, you know, we spent time looking at how do we, well, first we track turnover, but we lean into retention.

And that was a switch for us.

Like, yes, the turnover number is important, but the retention piece, if we're thinking of it in the positive, that really helps us.

How do we get people to stay? And so we actually participated with a Gallup survey.

So we put out the investment of bringing Gallup in and doing employee engagement surveys with us and teaching us in the process about why they ask the questions they ask and what leads to really strong retention and appreciation, people feeling valued.

in

If you're, yeah, if you're responsible for people and for decisions that are going to affect a lot of people, there's a lot of weight that comes with that.

Yeah.

And I will say, too, that I have a personal sort of investment in hiring replacements and building leaders that I can tell you really quickly.

Sure.

Because one of the things that you said is, you know, you should always be doing it.

And everybody says, yes, we need to develop leaders.

But If you don't have a system and a plan for that, it can really sneak up on you.

Tell us about what is dream culture? Where's the idea come from? What's that look like at Compass?

Awesome.

And my role as director of innovation and expansion is really just looking at, how do we keep doing the next best thing? And, um, all of our services, all of our folks really dive into excellence, and they work very hard.

We have people that are working in the field directly with people in their homes, and then we have a large layer of leadership that are then doing all of the behind the scenes.

And of course, engagement and retention are the two most important things to making sure that those services are excellent.

So part of my role is looking at where we can find some pilots and the space to keep doing that better, and finding out really what the keys are to being here another 30 years.

So, uh, that's, uh, the fun part of my job.

And the way we got connected with Languages of Appreciation is that when I first came to the organization about 11 years ago, the owners of Compass, uh, were using some language that I just wasn't familiar with at the time, and it was really around love languages.

Good advice.