Blueprint for Better Teams: Safety, Trust, and Team Wins
In this episode of the ThinkingCAAP podcast, host Beck Moore is joined by Ashley Bulley (Executive Director of ECHOS) and Amanda Hoprich (Growth Marketing Manager at WIPFLI) for a powerful conversation on leadership, team dynamics, and the human side of mission-driven work.
Together, they explore what it takes to build strong, collaborative, mission-driven teams—sharing lessons on managing conflict, creating psychological safety, and embracing vulnerability as a catalyst for growth. From navigating leadership transitions to busting myths about confidence and imposter syndrome, Amanda and Ashley reflect on their own evolving styles and how intentional communication, shared purpose, and inclusive leadership have shaped their careers.
They also dive into what it means to invest in people—not just programs—offering practical strategies for celebrating wins, supporting self-care, and creating spaces where failure leads to learning.
Whether you're a new leader or a seasoned changemaker, this episode is a heart-centered blueprint for building resilient, connected teams that drive meaningful impact.
Thinking CAAP Talking Points
[00:00] Introduction to Team Leadership in Community Action
Beck Moore introduces the podcast episode focused on the power of teams in mission-driven work.
Guests Ashley Bulley and Amanda Hoprich highlight their shared history and the importance of collaboration in community impact.
[03:18] Overview of Echoes and Ashley Bulley’s Leadership Journey
Ashley Bulley shares about Echoes’ mission addressing housing insecurity in Lancaster County.
She discusses her direct connection to the work and the impact of seeing client success, emphasizing the importance of mission alignment in leadership.
[05:24] Amanda Hoprich’s Transition to Growth Marketing at WIPFLI
Amanda Hoprich discusses her move from nonprofit leadership to a for-profit role at WIPFLI.
She reflects on using marketing and storytelling to support mission-driven organizations and balancing for-profit resources with nonprofit impact.
[10:18] Building Strong Teams through Shared Purpose and Small Gestures
Ashley and Amanda discuss key elements of effective teams, including alignment around purpose, open communication, and innovation.
They emphasize the importance of small, deliberate actions like celebrating individuals and fostering connection.
[13:34] Creating Space for Celebration and Difficult Conversations in Teams
Amanda highlights the necessity of intentionally creating time and space for both celebrations and challenging discussions.
She explains how this practice strengthens team resilience and keeps the focus on mission-critical work.
[14:30] Building Strong Teams Through Difficult Conversations and Thought Partnership
Beck Moore, Ashley Bulley, and Amanda Hoprich discuss the importance of difficult conversations and celebrating wins.
They emphasize creating space for thought partnership and how their different roles elevated team outcomes through cross-functional collaboration.
[17:00] Mutual Influence and Strengths-Based Leadership in Team Dynamics
The hosts explore how their diverse thinking styles have influenced each other and improved weaknesses.
They highlight the value of strengths-based leadership and how collaboration fosters natural team growth.
[21:15] Personal Passions and Self-Care for Organizational Leaders
Ashley and Amanda share their favorite free-time activities—cooking and self-pampering.
They stress the importance of self-care for leaders balancing heavy responsibilities and maintaining well-being.
[25:00] Creating Psychological Safety and Addressing Workplace Trauma
The group emphasizes psychological safety as a priority for modern workplaces.
They discuss how upfront contracts and leader vulnerability create trust and support open expression without fear of penalty.
[27:10] Leadership Vulnerability as a Catalyst for Team Trust and Growth
Ashley shares how leaders being transparent about missteps helps teams accept failure as part of learning.
This builds team confidence and psychological safety, enabling innovation and resilience.
[28:12] Embracing Leadership Vulnerability to Build Trust
Ashley Bulley discusses how authentic leadership, including admitting mistakes, fosters trust and psychological safety.
She encourages open communication and growth through learning from failures rather than striving for perfectionism.
[29:13] Strategies for Inclusive Leadership and Team Engagement
Amanda Hoprich and Ashley Bulley share ways to identify and include team members who may feel excluded.
They emphasize emotional awareness, purposeful engagement, and creating meaningful roles to foster belonging and connection.
[35:24] Evolving Conflict Styles and Building Stronger Team Dynamics
Ashley Bulley reflects on her shift from a competing conflict style to a more compromising approach.
She highlights how embracing complexity and empathy in conflict strengthens relationships and team cohesion.
[39:18] Leadership Realities: Loneliness, Responsibility, and Managing Up
Amanda Hoprich and Ashley Bulley explore the often misunderstood challenges of leadership.
They discuss the loneliness at the top, the burden of responsibility, and the importance of managing upward communication to support their teams.
[42:35] Redefining Leadership: Connection Over Authority
Ashley Bulley shares her evolving perspective on leadership, emphasizing being deeply connected with the team rather than set apart.
She discusses the importance of honesty, vulnerability, and walking alongside the team to achieve shared goals while balancing transparency and discretion.
[44:38] Busting Leadership Myths and Embracing Vulnerability
Amanda Hoprich talks about the common misconception of leaders as always confident, revealing the prevalence of imposter syndrome.
Both guests highlight the human side of leadership, encouraging vulnerability, humility, and recognizing that even CEOs face fears and doubts.
[47:50] Leadership Styles and Personal Branding Insights
The conversation turns to leadership styles with Amanda describing hers as “go bigger,” while Ashley’s team calls her transformational.
Amanda suggests using AI tools like ChatGPT to explore personal leadership descriptions and gain perspective on one’s leadership identity.
[49:03] Investing in Teams: Servant Leadership and Development
The guests discuss the value of servant leadership, focusing on investing in people rather than titles.
They highlight the need for funding and opportunities like retreats and ongoing professional development to strengthen nonprofit teams and human connection.
[52:35] Creating Safe Spaces to Fail and Grow in Leadership
Amanda Hoprich and Ashley Bulley reflect on the importance of creating environments where failure is safe and seen as a learning opportunity.
They underline the value of giving grace to oneself and others as part of growth.
[56:37] Contact Information and Background on WIPFLI and CAAP
Amanda Hoprich shares how to connect with her on LinkedIn and explains the correct spelling and pronunciation of WIPFLI.
She mentions WIPFLI’s upcoming 100-year milestone and that CAAP just turned 50.
[57:03] Addressing Myths About Community Action Agencies Today
Amanda discusses common misconceptions about Community Action agencies.
She emphasizes their creative efforts to provide equitable community solutions and their adaptability amidst complex funding challenges.
[58:04] The Importance of Partnerships in Community Change
Amanda stresses that Community Action agencies cannot create impactful change alone.
She highlights that strong partnerships are essential, especially as not all nonprofits have the capacity to pivot quickly like community action agencies do.
[58:30] Encouragement for Listeners and Community Building Support
Host Beck Moore thanks listeners and encourages topic suggestions via email.
The episode reinforces the podcast’s mission to support collaborative and caring teams in community leadership and nonprofit work.
[58:56] Closing Remarks and Invitation for Future Questions
The episode concludes with thanks to guests Ashley Bulley and Amanda Hoprich.
Beck invites listeners to check the show notes, subscribe for updates, and send Community Action questions to info@thecaap.org.
Transcript of Episode 19 - Blueprint for Better Teams: Safety, Trust, and Team Wins
00:00:00
What's up, everybody? Welcome back to the Thinking CAAP podcast where we explore what works, what's next, and what matters most in Community Action. I'm Beck Moore, CEO here at CAAP and today we're diving into one of the most powerful forces behind any mission driven work, the team. The humans who show up, collaborate and create impact together. We know that at Community Action, nobody does that better.
00:00:22
But today we have two incredible leaders who might know a thing or two about building strong teams. Really happy to have our next two guests to near and dear besties of mine. Ashley Bulley, Executive director of Elizabethtown Community Housing and Outreach Services, also known as ECHOS. And some of you may remember someone who continues to join the podcast from time to time. Amanda Hoprich, a former COO of CAAP.
00:00:49
Can't escape us, friend, but now is the growth marketing manager at WIPFLI. And you know, fun fact about all of us, we used to work together once upon a time. We've known each other for a long time. And so I'm really, really excited to have all of us here together on the podcast.
00:01:05
Also want to say out loud that and recognize that Ashley's also my wife, so surprise. Happy to have her on to talk about some of the things that we've done together. But what's up, y'all? Great to see you.
00:01:19
Hello. Happy to be here. Amanda, welcome back. I'm so excited. Pennsylvania's darling in the south.
00:01:29
With a fresh lash fill for our listeners. You know, in case you can't, if. You're on audio only, you're missing out, but still, love you. Check it out on YouTube. So I'm so pumped to have two of my besties here shed some light on what has made us an amazing team together.
00:01:46
I think probably perhaps a challenged team at times, but ultimately, right. Talking a little bit about some of the lessons that we've learned and want to share some stories, talk about some strategies, get a little real. The truth, I think, about what it really takes to lead an effective and collaborative team. And just again, I'm really excited that you all decided to join me in this epiphany that I had about an episode. So without further ado, I know that Ash, I'm going to recognize you're a little nervous.
00:02:16
That's okay. Always. But I'm going to jump in, we'll. Warm you up real quick. Thank you.
00:02:21
Don't worry. I won't do this for anyone else but you too. All right, so let's start in the very beginning. Ash, you know I'm going to share this story because I can't help myself. I know.
00:02:35
But we, right. Very, very beginning of our work together. I interviewed you following the interview. You did not shake my hand, which I was very disappointed about, but decided to hire you anyway. And you're welcome.
00:02:52
Love. Have loved always working with you and now being able to share more of my life with you. But can you share a little bit? Now you guys are building the ultimate team. I know.
00:03:00
I mean, I hope the team our children. It is. I don't. We'll see. Those are the receipts. 20 years we can
00:03:07
bring our children back and they can tell you about how successful we are as leaders. Exactly. And either they'll take over the world or cure cancer or I don't know what. We'll see. You're all in for it.
00:03:18
Good luck to everyone who has to interact with them. But what I'd love to do is to start a little bit with the work that you do at ECHOS and just give an overview a little bit about the work that you do there and really what led you into that work. Yeah, sure. So ECHOS is a nonprofit organization. We're based out of Elizabethtown, Pennsylvania.
00:03:36
We're serving really the northwestern part of Lancaster County. And our mission is to address the holistic needs of our neighbors. And we do that through focusing on those who are experiencing housing insecurity and insufficient income. And so our goals are really to mobilize our community, to connect the people with resources from our community and really just provide support that promotes stability. We have a number of housing programs, from crisis housing to transitional to our permanent supportive housing.
00:04:04
We run an emergency shelter that opens in December, runs through early April, have an enrichment center that's going year round. And so we try to be a support a community resource out in the more rural part of Lancaster County. And so, you know, I love the work that we're doing. I've been here for just over a year. I don't come by social work honestly.
00:04:25
And so, you know, there's a lot of imposter syndrome that comes with this work. But I am so glad that I did this. And so I think one of the missing pieces for me in my previous work was I was feeling so disconnected from the mission. I didn't get to see the success of how our work was impacting lives. And ECHOS provides that for me.
00:04:44
I see our mission in action every single day. Whether that's coming from a staff member who's so excited about the success that they had with a client, honestly, sometimes even as simple as getting them on the phone, and they haven't heard from them in a few weeks to really being able myself to connect with clients and hear their stories and how we're able to impact them in small ways, in big ways. And so, you know, most of the reason that I'm here at ECHOS is because I wanted that direct connection to mission in my everyday work. I love that. And so in a lot of ways, I think for our listeners, ECHOS is not a Community Action agency, but very much mission aligned, an organization that does very similar work to the members that we support on a day to day basis.
00:05:24
So Amanda, you're at WIPFLI now, who is an amazing partner in all things Community Action across the country, but also in Pennsylvania. Great partner and supporter of CAAP and the work that we do here at the association. Talk to us a little bit about your new role, what you're doing there and how, how you got there. Yes. So I and you know, hold on
00:05:47
a second. For our listeners, I'm just going to give another fun fact before you, before you start, sorry to interrupt, but also fun fact about Amanda's and my journey together. I interviewed Amanda for a job and she turned me down and I was like, well, that sucks. And then she came back to the dark side and then came to work for me not once, not twice, but three times. Thank you very much. I’m a three time repeat offender.
00:06:16
That is true. That is all true. And it's funny you say the dark side because when I took my new position at WIPFLI, I believe it was one of our CAAP board members that said I was going to the dark side of for-profit, which I think, I think that's been the biggest transition to me is going back to for-profit. I've been in and out of for-profit and nonprofit my entire career. And it's as we just said, I'm a three time repeat offender.
00:06:43
So this is quite some time since I've been in the for-profit world. And I have always described myself as a little bit of like Jack of all trades, master of none. I, opposite of Ashley, have a hard time. I mean, I love mission driven work and I need to be in mission driven work. And I know that sometimes direct mission impact is too emotional for me to handle.
00:07:08
And so I like to think about where is the place that a former leader of mine showed me how I can be impactful through marketing, storytelling and getting the message out. And I'm so excited in my new role because I have loved helping organizations be able to do that and be connected to the mission that way. And now at WIPFLI, I get to do that for so many more organizations that we have an internal mantra that is create positive, lasting impact in the nonprofit government education practice of WIPFLI. And it's been exciting to be part of for-profit solutions with for-profit resources. A much, much larger team that I work with that's been a challenge to balance from what the opportunities and resources and how scrappy we were.
00:08:05
So we were able to move quickly because we did all the work right. Working with now a larger team. This conversation comes at a really great aha moment time for me in a lot of ways. So I was very excited to jump in. But so yeah, it's been exciting and a little bit of a roller coaster because what brought me to Whiffley is my family moved, so we no longer reside in Pennsylvania and we are currently in North Carolina and love Southern living.
00:08:38
Really. I've always said I was built for a warmer climate and it could not be more true. It matches, I think the person having grown up in the South, I think there's definitely an alignment there for, for sure. Monograms and lashes all over. These are my people.
00:08:52
When you start getting, when you start getting your hair bigger and bigger, then I know you've really transitioned to Southern living. You're not there yet. You're not there yet.
00:09:02
So yeah, Pennsylvania still mourns. It's lost every day. Just to say so. Also, another fun fact for our listeners, I will also call out the fact that, and I've said this on prior leadership episodes that we've done and talking about, right. Like my own journey of discovering myself and figuring out what I'm good at.
00:09:20
What I'm not so good at is that, you know, we worked together at a time that I was not the best version of myself and you know, might have been, you know, not not a well liked leader. And so we worked together during that time and you all have been alongside of me in my journey. So I just also want to make sure to say thank you for putting up with me and I think being willing to forgive from some of those moments of not so great leadership and continuing to work together and growing in all kinds of ways. So just want to say thank you for that. I won't speak for Ashley, but also you've seen at least myself at minus the greatest version of myself.
00:10:02
So also thank you. We all have to go through an evolution, correct? So let's get into some more questions. So I know that we, I think all kind of see eye to eye on this. We go through phases of business Books and, you know, leaning into business books.
00:10:18
And sometimes, you know, I think we're better about honing our skills than we are at other times. I know, Ash, you probably read probably more than Amanda and I on a regular basis from a business book perspective and sort of leadership perspective. And I know that I've repeated, you know, a lot of my favorites on the thinking CAAP over and over again. And I know that we share some of some faves in common here. And from those books, from some of the themes of those books, we've talked about checking ego.
00:10:45
We've talked about sort of the science of what makes teams click. We've talked about strengths finder. Right. And really discovering strengths in teams and finding that thing right. About what creates excellent teams and celebrating individuals, what makes folks unique.
00:11:03
Right. And creating space for everybody to shine is an important piece of our formula, I think, individually, when we work together as we've evolved into our own leadership spaces. And so, Ashley, this question's for you. When you really think about the best teams that you've worked with, how's that really shown up for you? And then how are you now embodying that over at Echoes as the executive director and a relatively new executive director?
00:11:25
Yeah, I think the best teams that I have ever worked on are those that are aligned around a shared purpose and they show up, they support one another, they create space for open discussion, and they're not afraid to be innovative. I think those are all key elements of a team that is aligned. And at Echoes, I try to build that same sort of kind of environment, one where we're all moving in the same direction and everyone feels heard and valued. And so coming into this role as a first time Ed, all of those pieces were so instrumental in to just a year in being able to have a really strong team culture. And I think I've learned that creating that team culture also means showing up in the small ways.
00:12:14
And something that you both know that I am not good at, it doesn't come naturally to me. I have to be really deliberate about saying good morning sometimes, about asking how someone really is doing, shaking hands, shaking hands, seriously, around remembering the important things. And I think when I think about you two, Beck and Amanda, you have modeled this so well for me. And it has been one of those strengths that I've been able to cultivate as being a member of a team because you guys celebrate people and the present everyday things in such a great way that it's something that I continue to work on because I know that those small things matter just as big as the big vision, strategic pieces where I just naturally sort of lean to. Yeah.
00:13:02
And I don't. I appreciate you saying that. I mean, I think it's. For me, it's not. It's not easy to do either.
00:13:07
I have to be really intentional and thoughtful about it because I can be very focused when I need to be on task and I'll forget and sort of like run people over in the process, particularly when it comes to large change. And it's one of the areas of growth that I've had to be. I think it comes more naturally now than it did 10 years ago because I've had to be so intentional about it. So, Amanda, similar question to you. How has that really resonated with you and the teams that you've worked on?
00:13:34
You know, Shameless plug here worked with me for a while, so hopefully one of those examples are here. But also.
00:13:45
I couldn't be more blessed. No, I think, you know, obviously a lot of what you both said truly resonates and I think to add on to that, one of the biggest pieces is, you know, creating the time and the space and creating the time and the space to celebrate and to have difficult conversations. And I think one of the things that was a huge fast forward in my career and we, you know, all shared this experience together is being a little dramatic. But sometimes, especially in youth serving organizations that it is like life or death or emergency situation. So having very difficult conversations and having to strategize around those very quickly in crisis situations and.
00:14:33
Or in non crisis situations, but having the opportunity to have difficult conversations and being forced to do that in my career and past experience, it's like a band aid, right. You learn to rip it off. But have that thoughtful piece is the more you have to do that and having some of those fire drill experiences make it more available for me to have on a regular basis. And I think building strong teams is creating that space to celebrate and creating the space to have some of those difficult conversations. I also just read Five Dysfunctions of a Team.
00:15:10
So I'm all about.
00:15:15
All about the balance and what it takes. And I think that that's something we've all experienced together in the past. Yeah, for sure. One of the things I always really appreciated about the three of us and frankly the group of people that we worked with at different points, because it wasn't just the three of us. Right.
00:15:33
There were other folks that were on that team too, was the thought partnership that we created. And so one of us might lift up an idea. And somebody else would say, okay, well, what about this way? Or what about that way? We would always take the time to understand what existed at that point in time already and see the gaps.
00:15:50
And then we would take an idea and elevate, elevate, elevate, elevate. And then ultimately work Cross functionally to make those things happen. But we made each other better. Absolutely. Yeah.
00:16:05
Jinx. And I think that that shared goal and creating the time and space to poke holes in it to say, here's what I need to accomplish, or here's the end goal. And then, you know, we all had played very different roles, but really then, Beck, you were a big idea. Then I was like, how do we break the news? And then Ashley was like, how does it work?
00:16:32
Create the process. Create the process and the data and. Create the process and document it with a perfect naming convention so that we can ensure to repliCAAPe it. She. And that is, I now think I'm like, what was my naming convention for that?
00:16:48
And I. Something that is just such a natural process for me now. Thank you, Ashley. And I think that that opportunity to poke holes is how we were able to consistently elevate it. Well, and it's interesting, and I know that I'm going off script a little bit Ash, so I'm apologizing for that because I know that that makes you uncomfortable.
00:17:06
We're only like 25 minutes in. You promised her you weren't going to go off script. I know, I know. Sorry. You can.
00:17:12
You can talk about it later when you come home from work. I think the other thing here that is interesting to me is that we've also. I can see in small ways and in big ways how we've influenced each other. So, like. Right.
00:17:25
You know, both, you know, you and I think very similarly, Ash about certain things. And Amanda, you and I think similarly about certain things. But then there's also. Right, like, clash of. Of other ways that we think.
00:17:37
And I think ultimately, you know, we've rubbed off and so on one another about the way that we look at issues and challenges. So like I just said the other day to Ashley, she started to talk about something and she's like. And let me give you an example. And I. Something that I know used to annoy the heck out of her was me saying, like, she would come with a challenge and I'd be like, let me give you an example.
00:17:59
Or even just the way that I evaluate process. I know that that's influenced, you know, Ashes influenced the way that I think about process. Mapping gap analysis, trying to figure out a problem. And Amanda. Right.
00:18:10
Like the number of times that I say customer journey, you know, custom experience. Right. We could probably have a bingo card for just the ways that we've influenced each other. And I. So I also think that that's really an interesting thing because typically, you know, from a strengths based leadership perspective, we don't, we don't focus on weaknesses.
00:18:31
Right. We grow strengths. But what's great is when you work with a really strong team, naturally my weaknesses have improved because you all have rubbed off on me. And that's a beautiful thing to be able to point to. Yeah, I think about this a lot.
00:18:48
And you know, we just had this conversation about how there were things that when we all work together at our previous organization, I just didn't step up to do. Right. Like if we were at an event, Beck was taking the lead and being the speaker and rousing the crowd. And then when you left, I stepped into that role and there were things that Amanda did. And then when Amanda left, I stepped into that role.
00:19:13
And there are times now I don't have a traditional marketing team. And I think to myself in moments like, I'll be talking to our part time staff members, saying something about marketing, saying something about telling our story. And like, where did this come from? And it came from Amanda. Right?
00:19:27
It came from Amanda telling me and talking to the team and helping me do a skill development that I didn't even know I was doing in the moment until I actually had it in practice. And sometimes I'm like, I didn't even know that lived in my brain. Yeah, no, I love that. Look at you finding an example right now. I think that that is give them.
00:19:48
A template like, so when we create. So again, I, you know, I want to reiterate for our listeners that when you really look at strengths based leadership, this is part of the beauty that is created. And again, you're naturally growing your team and you in ways you don't even recognize. So being really thoughtful about how you put your team together and ensuring that there is an ability to really, you know, my sort of laughingly say this, but like, we create a whole brain, we create a whole person. The only.
00:20:17
And I think it again goes back to the, the poking holes and being able to say, okay, why? And you know, I. The only reason I even became Salesforce Marketing Cloud certified is because Ashley would always take the time to show me the why or you know, like to understand and I'd be like, okay. But the customer journey is they're going to get a dupliCAAPe email and we know that that will confuse them or being able to find, you know, from a volunteer saying, you know, I made this registration but I got two emails and I don't know which one or you know, those simple things that you can hit the easy button by having a whole brain and together we had a whole brain. That's great.
00:21:02
I miss it. Yes. But taking that time to understand one another's why and then recognizing those strengths and leaning in on one another's strengths to be able to have that and now it lives in our brain. It's amazing.
00:21:20
So let's break up our questions a little bit here. Would love to know what something that you all love to do in your free time. And the reason I'm asking this question is because I think right now as organizational leaders in particular, so for Ashley and I, right, sort of holding the whole on our backs, the responsibility of leading the full organization. And Amanda, for you, right, you're not just supporting, you know, one organization, you're supporting multitude of organizations and the wide range of tasks that you have on a day to day basis. Making sure that we actually still take the time to do these things is important.
00:21:52
So I just want to remind our listeners also. Right. Making sure to take care of ourselves. I know it doesn't feel like we have time, but we've got to make sure to do it particularly right now. And again, one of my strengths is always trying to understand why in something.
00:22:06
You're welcome, Amanda, but we'd love to know what's something that each of you really loves to do and why do you love to do it? So Ash, if you want to start and kick us off and then Amanda, I'll switch over to you. Sure. When I do have spare time. I love cooking.
00:22:21
I think for me preparing food is a creative outlet because I am so process oriented. There's not a lot of creativity happening inside here. But cooking to me is a creative outlet. It's a way to unwind. And my love language is acts of service.
00:22:39
And so cooking allows me to express my love and my care for other people. And so for me, there's nothing better than sharing a home cooked meal with my family, with my friends. It's a great way to connect. And you better believe I'm going to be sitting at that table watching you eat, waiting for you to tell me how delicious it is. Every once in a while she's like, do you really like this?
00:22:59
Because you didn't, you didn't, you didn't Say anything. You didn't make a noise. You didn't look at me when you took the first bite. Do you like it? No.
00:23:07
And to be clear, clear, folks, she's an excellent cook. Just want to say that. And, you know, it's interesting because I. Ashley's a really great baker also, and we talked about this one night when we were talking about why, like, why she likes to cook, why she likes to bake. And I hate baking. It's too specific for me.
00:23:22
I'm like, no, there's too many details. I will literally look at a recipe 85 times. Even if it's just like, crack egg in bowl. I'm like, oh, my God. I'm overwhelmed.
00:23:29
What do I need to do? I can't. Like, it's just. It's not true. I can't.
00:23:34
It's just overwhelming to me. The process overwhelms me. So, Amanda, what about you? I couldn't be more the opposite. So I love to pamper myself.
00:23:43
That is shocking to me. I am shocked. I love. I always make time to get my lashes filled and my nails done.
00:23:53
But that time is sacred to me, and I love it. And especially now, being. I'm used to being in an area where I couldn't throw a stone and not know someone. So it is also my way of connecting with the community a little bit. But, you know, spilling the tea outlets and.
00:24:15
But I love to go out on the lake. So we're now near a lake and just swimming and being in. On, near around water. And we make time to do that almost every weekend.
00:24:29
And I'm, you know, I've known you for long enough to know that a lash fill is important to your life. So. Always loved seeing on a man. We're very transparent about our calendars. We've talked about on prior episodes, and it's one of the things that, you know, everybody has access to everybody's calendars.
00:24:44
And you can be as, you know, as transparent as you want. If you want to keep your lash fill private, you can, you know, you don't have to tell everybody all your. Dirty details, But Friday at 9:30 every. Three weeks, Amanda's Lash. Oh, can't bother Amanda.
00:24:57
She's getting.
00:25:01
I want to talk a little bit about psychological safety. And right now for folks to just. I think it's important for people to remember that this is something that people overwhelmingly right now and looking for for jobs. Psychological safety is the number one most desired trait out of job seekers right now. I don't see that changing anytime soon.
00:25:18
And so how we create that psychological safety and the, the parameters around it is such a huge part of team success. People need to feel safe, to speak up, be themselves, contribute. And I think on a future episode we're going to dig into this topic a little bit. Work, work ptsd, I think in a lot of ways can impact us just as much as trauma as children. Trauma as adults that are outside of the workplace.
00:25:43
And we do a really good job often of. Well, not everybody, but. Right. AdvoCAAPe for unpacking those types of traumas. But workplace trauma is something I don't think we've as people we've not explored enough about and how that shows up and how I interact with my co workers, with a supervisor.
00:26:01
And so when we all worked together in former organizations for you all. What, what some of the key pieces that helped that create that sense of belonging. So either one of you wants to start, I'm happy to upfront contracts. And I know we've talked about that on prior episodes, but uh, you know, it came out of a shared sales methodology training that we all had Sandler shout out to Sandler training. But something in that shared experience that we could come to any meeting and give an upfront contract of, you know, I'm at low CAAPacity because and didn't get to XYZ or just I'm in low energy because my child was up all night.
00:26:40
So like being able to set that to set the stage on the days and not have to fake it when you are not at your best and that not being a penalty but being then something the whole team will rally around to help, you know, carry the weight in a lot of ways was something that I think was game changing in me. Being able to have a very clear terminology and outlet to always say why I'm not feeling safe necessarily or at my best or what that looks like and everyone understanding. Yeah. So shout out to Sandler sales training. It's a great training.
00:27:24
You know, Sandler, if you're listening, feel free to sponsor the podcast, but I. Think there's a sponsorship packet. It's the CAAPcaap.org There you go. Thanks. Thanks for that, Amanda.
00:27:38
Ashley, what about for you? Yeah, I mean, I think for me what created in all experiences was having a powerful leader that showed up and was vulnerable and was authentic in who they were. I think there's nothing more powerful than a leader being honest about their own missteps. Whether they implemented something that didn't work, they failed to communiCAAPe clearly. It sends a message to everyone that it's okay to try, it's okay to fail, and it's okay to learn.
00:28:12
And I think just in the period of time that I've grown in my career, there's been such a focus on being perfect and doing everything the right way and that there's so much pressure on you. And what they don't tell you is that you learn from your failures. And so I think when you have a leader who shows up authentically, who's willing to say, hey, I messed up, or hey, I didn't communiCAAPe this clearly, it allows the team to feel okay in their own misgivings and their own missteps. And you have that door in which you provided an example of saying, I made a mistake. So they're more willing to come to you and say, hey, I made a mistake.
00:28:52
And that builds trust, safety, and confidence, really, from the bottom of the organization up. Yeah. Yeah, for sure. It's one of the things that I feel really is important in people's growth is giving people the opportunity to try something new and know that it may not work. It's okay.
00:29:10
Right.
00:29:13
So when you think about your current roles, you know, I think, you know, Ash, you. You've inherited a team, and you've continued to grow that team since stepping into your role. And, Amanda, for you, you know, think about something either at Whiply or at CAAP or former organization that we've worked together. But when you. How do you recognize when you see someone that might not feel fully included, and what do you.
00:29:34
What do you do to pull them in? So you might have an example of something you've done now, but something that. That you can think of that kind of fits in that perspective. Because I think that's. It's one thing to identify it and see it happening, and it's another thing to actually take action and take the step.
00:29:49
So anything in particular that you want to call out?
00:29:54
Yeah, I know. I think for me, I tend to pick up on feelings almost immediately. I'd say it's either my superpower or my kryptonite, but I get a strong sense for the emotional dynamics in any given room. And so when I'm in with my team or I'm out at an event, I can immediately feel. And for whatever reason, I gravitate to individuals that clearly feel engaged or feel uncomfortable.
00:30:19
And, you know, every. Every response or interaction that I have really depends on the situation. And so I think sometimes it's as simple as asking in a meeting for feedback to say, hey, I'm giving you this space. I'm giving you the opportunity to give your perspective or your opinion on what is happening so that they feel like they have a voice. And in other situations.
00:30:43
Right. Less, I would say formal situations like events, providing someone with a task gives them a purpose and a way to feel connected. And so sometimes it's as simple as saying, hey, can you be the greeter or can you do this? That it naturally is going to engage them and bring them to the forefront of the work that you're doing because they didn't feel like they had a purpose or they weren't connected. And so now you've naturally created that for them in a way that then is going to continue to drive them feeling like they belong.
00:31:13
Yeah, like. Like that very much. Thank you for that example. Amanda, anything you want to add about experiences that you've been a part of? I mean, icebreakers.
00:31:21
No, I'm just teasing, but I feel. Like let's all get together and do the human knot. Don't do that to your team listeners. It's a bad idea.
00:31:32
No, but I feel like, you know, one of the things that when you think about it and Ashley, you know, started giving very good examples when you have the large dynamic at events at, on sites especially, we live in a more remote world in every CAAPacity. And I think that one of the things that I have worked remotely almost my whole career but that would be in a remote office or, you know, or in my home. So I, I do like to think I have this strange, almost like Ashley, but even through the screen of just being able to know when people aren't included, then just chat them offline or check in on them in remote communities, like just picking up on small things that they say or something that, you know, is happening in their lives and having the opportunity to support them without them having to say it out loud. So just even sometimes just canceling a meeting, like, hey, you need the time back and making sure to use that as a touch point and creating additional touch points that you can wrap them and find out the support that they may need. Whether that's in a process or identifying a process or something at home or, you know, could be a breath of anything.
00:32:54
Yeah. So Amanda, here's a really hard hitting question for you. Are you ready? It's not the huggy heart of the matter to be clear, but close to. I can't wait if your team had a theme song currently.
00:33:06
So your current team. Right. What, what would the song be? Anything in particular? What's the, what's the vibe?
00:33:12
So we are, I mean, I Know that this will be airing down the road, but we are hot off Stronger to serve here at Wesley. And we actually just did all of our walk up music and all of our team themes for our big conference. And I would say in this moment, we were the greatest show on Earth. I love it. No, it's very exciting and it's, you know, it's a little different that I'm not in leadership now to be able to be a part of some of those functions that I haven't been in a long.
00:33:41
And it was fun to pick out our theme song. So I'm gonna have to shout out George Presikian. I'll make sure to send him this episode that we are the greatest show on Earth. And when you think about the CAAP team, what would you say is a song that sort of resonates for the CAAP team? When you were still here, what would the song be?
00:33:59
I'm bad at this. Like, I'm curious what your thoughts are. Well, I have to keep a clean version. Well, as long as it doesn't have a bad word in the title. Clean version.
00:34:13
I mean, I, I feel like our time at CAAP, I may have to circle back around to that, but I feel like our time at CAAP and I was just reflecting on this with Erica Carpin, Shout Out Director of Operations at CAAP, that we, it felt like a startup when we first we had zero infrastructure. And so, you know, I would have to pick. I have to circle. I have to think on that. It may have to put it in the show notes, but it was just something very fast paced.
00:34:42
I'll. I'll come up. Something good. Yeah, it's interesting. We were just talking about this as a leadership team today about sort of like refining some things.
00:34:49
And I felt, I said to the team, I was like, it feels like it's slow right now. It's not slow to be clear, but it's because we're not going through any huge changes. And so that is a little. It's just very different than the pace that we've had in prior. We implemented like a system a year for three years.
00:35:05
I would say multiple systems a year. That's true. That's true. So a couple of last questions that I have and I make sure to try to keep you all on schedule because, you know, Ash, you've got to come home and Amanda, you've got, I think, packing to do based on what I heard. So when the heart.
00:35:24
Let's talk about the hard stuff. Right? When. When a team member approaches, you disengages when. When tensions bubble up.
00:35:31
I know. Ashley, you and I have talked about rebuilding trust on teams. Amanda, you and I have had this conversation. I think, for you, Ash, I know that we've talked a lot about your style, and dealing with conflict has evolved quite a bit. What do you.
00:35:45
What do you attribute that to? And, you know, what are some of the important things for you in dealing with conflict? Yeah, so I think my. I was reflecting on this a lot, and I recently just redid my conflict style. So I have a lot of data to share, but absolutely.
00:36:04
When I started my career, my conflict style was competing. Like, I felt a strong need to defend my position at all costs. And I saw things in black and white, like gray didn't exist. I still struggle with gray, but I'm living in it. And I think that served me so well through surviving personal trauma.
00:36:27
But I learned in the professional atmosphere that having that conflict style was going to really do more harm than good. And so I've had to really fall on my face many times and hurt others in the process to really reflect and change. And so, you know, I think back now, and we've had this conversation. I've had this conversation with Amanda. I've had this conversation with you.
00:36:52
There are a few pivotal moments or experiences that I went really hard out of the gate because I was so sure that I was right and what happened, happened. And so with, you know, years of reflection, of conversation with people that were a part of that, you know, I didn't really understand the personal professional dynamics at play. And had I understood what to look for, how to navigate those things, I think I probably would have showed up with more empathy and providing probably a better perspective on what my feedback was as opposed to, like, you know, come out of the gate. And I think all of that reflection has pushed me to a more compromising style. It's still not the best style, but, you know, definitely more compromising.
00:37:42
And I think now I seek to understand and hold space for complexity, which before I didn't. I thought things were simple. And that has taken a lot of humility, a lot of growth, a lot of opportunity to just listen and to hear and to let it in and let it out. And, you know, I think my approach has changed drastically, and I now feel like conflict doesn't have to be bad. And I think for the three of us, we've had a lot of moments of conflict and what we've all learned, and maybe I'm speaking for you, but that conflict allowed us to develop deeper relationships and strengthen Our team dynamic in a way that, you know, Ashley at 23, 24 had zero concept of.
00:38:28
Yeah. Yeah. I think I remember very specifically a moment of coaching when you had first started where I think I gave you that feedback. I said, right. Like you say things very black and white and that just isn't the world that we work in.
00:38:42
And I know it makes you uncomfortable. And you were not happy with me about. No, I wasn't until you met me. And everything you said made me smile. So I.
00:38:55
I know Amanda came into my life at like all of the perfect moments. I agree. There, there's been something very kismet about all of our, our collective individual relationships and it's been pretty magical to be able to work together at different points that I think we needed each other. Yeah, absolutely. Yeah.
00:39:18
So you kind of touched on this a little bit, Ash. And I, you know, I'll ask, I'll ask you the question if you have anything you want to add, but anything that either one of you wants to touch on in terms of something that you believed about leadership that you now know isn't true. I have a good. I'm ready. I'm so excited.
00:39:39
What's. She's pumped about it. No, and I'm talking about like from like way back, you know, like college entry before, even before that came into my life. Like college entry is. I always just, you know, you think leadership is not working because it would take so long for delayed responses.
00:39:58
You know, it'd be like it took six days to get. Or 67 days to get this email. There's been two versions in all of our lives. Right. But that you realize it is CAAPacity and that, you know, you, you think making your way up gives you more time and space and you know, coming out of like starry eyed college kid, like more cushiness in your job.
00:40:23
And that is not the truth. And that is why I will always say I make the best number two. Could never, never take that leap in leading the organization entirely because it is more. You're taking on so much more stress. You're taking on so much more.
00:40:40
And I think that that aspirational, you know, gap of what you think and, and what you realize as, as you move into leadership roles was. Is like the biggest thing. Yeah, no, I think that that's. People used to say all the time it's lonely at the top. And you'd be like, yeah, it's thousand times.
00:41:02
But now, you know, it's. My perspective is. And has been different for a long time about that because it is lonely. You, there's certain things that you try to protect the team from. Transparency, yes, it matters.
00:41:17
Vulnerability matters, being honest. But it's also really like, I don't. I am the responsible one that carries the baggage of all of the decision making right at the end of the day. And if you make a mistake, that's my mistake and I'm going to own that mistake on behalf of the team and I want to protect my team. About all of the things you don't need to know about all the dirty details, right?
00:41:39
Yes, some of them, but not all of it. And that comes with a burden of responsibility and exhaustion that you can't quite explain to people that haven't sat in an executive leadership position. Yeah, I think it has made me much more empathetic to reach up to the top, to be able to say it is lonely at the top and for, I hope maybe it'll be confirmed being able to manage up in a way of like, here are the. I had a list of 20 things, but three things just happened that this is the thing you need to know right now. Because having that understanding of CAAPacity and time and that big 180 of what you think and what you know as we get older, I mean, I know I look frozen in time, but it's something that I hope has.
00:42:35
Has resonated. And I think that comes from a lot of the opportunities that you have given me in my career, Beck, so. Well, you've earned every one of them. Ash. Anything from you that you want to point out?
00:42:49
Yeah, I mean, I think for me, I had this idea, delic version of what it meant to be a leader. I thought like when you're a leader, you're set apart. You're like, not in the day to day, you're more evolved, you're more polished, you're more in control. You know, you have the CEO spot and you know, I look in the mirror now and I'm like, that's not true. None of that is true.
00:43:12
Right. And so I think I've had leaders who have tried to project that and so that has made it feel like it's something to obtain. And now that I'm like living in this world, I think it's not about being separate from your team, it's about being deep in connection with your team. And you learn as you go. Right.
00:43:34
We talked a lot about being able to say that I did something wrong, being honest, making mistakes. You know, even as leaders, we're all still growing, learning. I am far from perfect. I learn Something every single day. And so I think the biggest piece that changed about my idea of what a leader was is that it's not about being above, but it's about walking alongside of your team and making sure that you're all right, moving towards the same goals, and that there are times that, as the leader, you both know this, right?
00:44:04
You have to maintain knowledge that you can't share. You can't be as transparent as you want, but as long as it's purposeful, you still get to be the kind, caring leader that walks alongside of people. Yeah. Yeah. I think the other thing for me that I know that both of you know about me is that I think my perspective of people that really I saw on stage or saw as leaders at different points in my career is that you just see a certain amount of confidence from the person standing on stage.
00:44:38
And the reality is that there are very few people that are actually confident on that stage. Right. You know, I may look cool, calm, and comfortable standing in front of a CAAP conference or at a speaking engagement, but there's a reason I can only wear my suits two or three times, you know, before they start dealing with Melly, because I sweat so bad when I'm on stage and I'm nervous. And that, you know, comes with, I think, a healthy amount of just, you know, humbleness, but also the imposter syndrome that so many leaders that I talk to on a regular basis. I was just at a speaking engagement not that long ago, and it was somebody who had a very high, affluent job sitting next to me, and I was like, you know, I don't know if you ever feel this way, but there are times that I will be talking about something, and I'm like, what is even coming out of my mouth?
00:45:25
Like, in my head, right? I'm having a conversation with myself while I'm talking. Thank you, ADD for my superpower. But it's like, why is anyone even listening to the words that are coming out of my mouth? I don't even know what I'm saying.
00:45:38
Why is anybody listening to me? Who am I? I'm just some, like, guy who got lucky in this job. And I think this person that I was telling this to, she's like, oh, yeah, I feel that all day, every day. And so I still have that little bit of myth busting that, you know, there have been people that I put on these big pedestals that, like, they are just the epitome of what a leader looks like and should be.
00:46:01
And then you find out, right? Like, oh, no, they're just as nervous as I am. And so I think part of what. And I just had a conversation with, with a friend of mine about this. I think as professionals, we need to recognize that even our CEOs, right, even the people that we look up to the most, there's.
00:46:21
They're just humans, Right. They're going to make mistakes and we put them up on these pedestals. There's a lot further for them to fall when they make a mistake. And they're just humans too, right, that are nervous and scared and trying to keep it all together for the team. So just humanizing leadership, I think is part of what has been a difficult journey.
00:46:46
Yeah. And it's easier when you have somebody who's a human in front of you, you know, on a day to day basis. But.
00:46:54
So I asked Chachi PT what our theme song would be. Oh, yeah. Okay, I'm ready. There's a couple options. Dog Days are Over by Florence and the Machine.
00:47:03
All right. Yeah. Okay, Good is Heck by Lizzo and Power by Kanye West. I don't know if I agree with that one. That's not one of my faves.
00:47:15
The other two would make my playlist. Ash is not a fan of pop culture, so I'm not asking her that question because what's jumble on us? What is music? I don't know. She listens to Hootie and the Blowfish, Amanda radio.
00:47:29
Yes. That is everything. I love that you know that. Give me a good cloudy rainy day. Pop it, pop in my car, Put on my hoodie and the Blowfish, Amanda and I'm happy as a clam.
00:47:40
I love that you know that about her, Amanda. All right, so a couple last minute questions here. Rapid fire. We're almost done, I promise. And then can stop sweating.
00:47:50
Take a deep breath. What's the. So each question for each of you, what's the one word your team would use to describe your leadership style or prior teams? Well, I asked my team today because, you know, again, I'm not good at these things and transformational is what rose to the top, so I'll take it. I love that.
00:48:13
What about you, Amanda? Mine's going to be two words that I'm. I'm the go bigger. We go bigger. That's fair.
00:48:21
100%. Also something really fun that if you do use AI to tweak work that you're doing, you fun thing to do is to ask chatgpt who you are. Describe. Describe yourself. Right.
00:48:37
Like ask chatgpt to describe who you think I am. And don't hold back. It's a really fun, interesting thing to see what they will say about you. So just, you know, to listeners and to the both of you, I would encourage you to do that. Next question.
00:48:50
What's the best advice you've ever received by leading people? I think mine is, you know, reflected in all of the answers that I have given. But it's to lead with a servant's heart. Right. True leadership isn't about power.
00:49:03
It's not about titles. It's about showing up and investing in your people. Love that. Well, I can't top that, so pass. No, that's fine.
00:49:11
That's fair. She says, jinx. Jinx. If you had a magic wand. So in the big wide world of if, if money, time, resources were no object, what would you gift every CAAP member or and or non profit in general to help build better teams besides a pile of money?
00:49:32
You can't. That can't be the answer. That's my answer. That's a given pile of money. This is Amanda's question.
00:49:40
I, I would say if I could gift them, it would be a, like a leadership retreat, a team retreat. I think that spending time together in close quarters, eating together, talking about Ashley's love language. But I would give them the opportunity to spend informal time together because that is very important for understanding that they are human, to create that time and space that really, I think those are the moments where you come back to the mission and it is, that's where you have the opportunity to understand one another, to feel more confident, to give feedback, to have difficult conversations because it humanizes one another. Yeah, I love that. Ashley, anything else that you want to add about that?
00:50:36
No, I want to give everyone money. Okay. A big house money. So what? So what my answer was, I would gift every nonprofit a perpetual bucket of funding committed just to staff development that grows based on the size of their staff.
00:50:50
Okay, that is, that is a great answer. I'm glad you shared. I think everyone listening would be like, yes, Queen, I want that. So money does solve some problems, to be clear. Oh, yes.
00:51:04
I mean it's hard to create a retention plan if you can't have any money to invest back in that bucket. You want to create growth for your team, but you have no money for professional development. You know, there are a few trainers, myself included, who might come and do something for you for free, reach out. But a lot of times, right, that, that, that takes resources and we're particularly non profit world, we're working in a very finite budget and Particularly in those organizations like yourself, Ashley. Right.
00:51:37
Who are federally funded, state funded, county funded, with very specific parameters around funding that comes with little administrative support or little professional development opportunity. And, you know, the communities that we serve rely on us to do really big things. And if we want to continue to serve our community in the best way possible, we need to reinvest in our. And so if you're out there and you're listening and you're somebody who is a funder, think about how to weave that into your giving. I think it's really an important thing to.
00:52:05
To be thoughtful about. All right, so for both of you, thank you for joining me again today on this journey of discussion. Is there anything else that either one of you wants to lift up about leadership in general or creation of effective teams, anything you want to call me out for that I've done in a past life that I need to redeem myself from so my karma is alleviated? This is not the time to do that, Amanda.
00:52:35
We'll go to counseling for that one, Ash. But the question is really for you, Amanda. But anything else that either one of you general wants to share?
00:52:43
No, I think that I would just love to add that I, you know, we, we touched on this, but I would like to thank you for always creating this safe space to fail. And as Ashley said, I'm going to put the bow on it. As Ashley said, those failures, I know it for me are the biggest learning experiences. And for most, when you fall on your face, you hit that rock bottom. When you let your team down is what makes you change in a lot of ways and is just, you know, that, that turning point where you're like, well, you know, what I'm doing isn't working or what I've done or what I thought.
00:53:19
And I think that you have always created that space with the opportunity when we came, when we had to change, also giving us the helping hand to create that change or make the plan for change. And so I just would love to say that. And then, I mean, my final question is, what myths are you busting in Community Action recently? Let's get to the huggy heart of the matter. Well, hold on a second.
00:53:47
So, Ash, anything else you want to add before, before we go there? No, I would just say, speaking to what Amanda just shared, when we failed, we were our own worst critics. And so to have someone come to you and give you grace, it also taught us to give ourselves grace. And I think that with the teams that I work with, and Amanda can speak for herself, that is where so much of my team's growth is happening over the past year is that I am now showing up to give them grace because I've been taught how to give grace as a leader, but I've also been taught how to give myself grace because I was allowed to fail and someone told me that it was okay. Yeah.
00:54:30
Well, I appreciate you both lifting that up. I will say that having worked with both of you at two different organizations, Amanda, you know, you were lucky to join me for a third, but then Ashley joined me in another way.
00:54:46
I think leaving you both, you know, you don't get the opportunity to work with really phenomenal people very often. And so I was fortunate enough to have to be able to work with both of you across multiple organizations. I'm totally going to get teary eyed, but I think leaving you both at those organizations after creating something really phenomenal was each time it got harder because it's just so rare to find people that you create amazing things with. And so I appreciate you all because I think leading a really great team, I'm inspired by the people that I work with and being able to do phenomenal things together. So I appreciate you both for all of the great things that you've done and now continuing to do in different organizations.
00:55:29
You're phenomenal leaders who deserve amazing things. So take that and give it back to you. I know. Virtual hugs. We need to see each other all again soon, Ash.
00:55:41
I think we need to have a road trip to North Carolina sometime soon. Oh my gosh. As long as there's a boat, I'll be there. And a moderator machine and a go.
00:55:51
So before we hang up officially, Ash, if folks want to support Echoes with time, money, talent, resources, how do they do that? What's your website? Yeah, sure. So our website is echoes link, echoes lancaster.org. we also can connect with us on LinkedIn, Facebook, Instagram.
00:56:10
There's a lot of great opportunities. Right. We have ways to give in kind, connect with our shelter. Would love to have you come in, give you a tour of all the work that we're doing here. Thank you for that.
00:56:19
And Amanda, if folks want to connect with you with Whipfly with a wide range of services, of course, if you're a CAAP member, know that you're connected with WIPFLI. You just need to let us know. But if you're not a CAAP member and you're just a listener in the nonprofit space, Amanda, how do we get in touch with you? Yes. So we would love to help solve all the world's problems.
00:56:37
And you can reach me on LinkedIn @AmandaHoprich or you can visit Wifli's website at whiffly. And that's w I p f l I dot com. Which it's not wipfly. It's not wip a flea. It's Whiply.
00:56:53
Thank you. I learned it is our founder's last name and our firm is about to turn 100 years old. So. Yeah, that's amazing. CAAP just turned 50.
00:57:03
Fun fact. Yes. All right, so then to get back to your final question, Amanda, about huggy heart of the matter, what myths am I busting about Community Action right now? I think that ultimately we're still here. We're continuing to try to figure out creative solutions for our communities, making sure that those, those community solutions are deeply equitable, creating change.
00:57:24
And that, you know, while the state of funding is is difficult and lots of potholes right now, that when you work across federally, the number of federal funds, number of state, county funds that our organizations do and have for a long time, they know how to pivot. Doesn't mean that it comes without hardship. Right. And I think we're trying to figure out what that that looks like and still doing really remarkable work. And I think the other thing is that it's about, right.
00:58:04
Community Action’s solely can't create change by itself. I mean, it's about the partnerships and the relationships that we grow. And so, so making sure to continue to create those connections is really super critical right now because not every nonprofit has the ability to pivot like a Community Action agency does. So just trying to continue to grow those relationships all day, every day. So thank you for the question.
00:58:30
Always. All right, everybody, thank you so much for listening and subscribing. If you have a topic you want us to cover, please remember to email us at infotheCAAP. Remember, if you're building teams that care, collaborate and connect, you're not alone. We're here to support you along the way.
00:58:45
Anything you need, reach out to CAAP and we'll see you the next time on the Thinking CAAP. Thank you to Ashley and Amanda for joining. Thank you.
00:58:56
Thank you for being a part of this episode of the Thinking CAAP. Check the show notes for resources and links to other episodes and don't forget to subscribe and follow to be notified when new episodes are released. If you have any Community Action questions you'd like Beck or one of our local experts to answer in a future episode, please email your questions about Community Action to infotheCAAP.org thinking CAAP.
If you have any Community Action questions you’d like Beck or one of our local experts to answer in a future episode, please email your questions about Community Action to info@thecaap.org—subject line: Thinking CAAP.