Friday Convos with Young Pros: What To Do In The First 30 Days of Your New Job - Jonathan McCoy, CFRE, Becky Endicott, CFRE, and Julie Confer

4:49PM Sep 23, 2021

Speakers:

Julie Confer

Becky Endicott

Jonathan McCoy

Keywords:

day

organization

nonprofit

people

job

julie

manager

becky

team

relationships

set

boss

conversation

feel

friends

habit

important

community

donors

showing

Hey, I'm john.

And I'm Becky.

And this is the we are for good podcast.

nonprofits are faced with more challenges to accomplish their missions and the growing pressure to do more, raise more and be more for the causes that improve our world.

We're here to learn with you from some of the best in the industry, bringing the most innovative ideas, inspirational stories, all to create an impact uprising.

So welcome to the good community, where nonprofit professionals, philanthropist, world changers and rabid fans who are striving to bring a little more goodness into the world.

So let's get started. Hey, Becky, Happy Friday. Hey, what's up, man? So we're back. And it's young, professional series on the podcast. We're just like eating this up. And we got a lot of good feedback that I think this is resonating.

Yeah. And I mean, we've already walked through how to land the job. And so today, we're going to be diving into what do you do in your first 30 days on the job. And I think one of the great cuss words of nonprofit is onboarding. Yeah, who's ever had a really incredible onboarding experience, because I don't think I have ever. And so we're, we're trying to just kind of get you teed up so that even if there is absolutely no onboarding plan for you, there are things you can do to take initiative to make sure that your first month on the job is one that is completely immersive into the culture of the organization, it's allowing you to sit back and listen. And it's really about taking stock of what what are all the things who are all the players, what are the structures, and that's really going to set the tone for this position.

Yeah, with last week, we did a kind of a deep dive into getting that first job and really just how to approach it and to really set yourself apart as a, you know, essential person on the team, even if you're the youngest person on the team. And so I want to start with some of those kind of core things that we think should be true. And just the way that you really approach this, this could be for any buddy coming to the table. One is to be hungry, you know, like really excited to do the work being positive and humble and enthusiastic. I'm telling y'all, this is like a secret sauce. And we talked, we broke down How did Julie Confer rise to, you know, quick heights at our previous organization and become our first hire at we're for good is because she lived out those things she didn't even if she didn't technically know all the things she could figure them out. And that's really the posture that we're really suggesting you come at this, and I think doing that in the first 30 days is gonna set you apart and make you really essential to the team. So say, you know, that's just kind of the lens that we want to look through this whole conversation. So let's start there. And we've got a few things we want to unpack today with you.

So keep in mind, as we're starting to unpack some of these pieces, these mindsets that we're trying to get you in the in the correct head headspace for it's having a commitment to learn, being committed to growing and showing up with humility all along the way. I think that there is a ton of imposter syndrome. When you come into a new job. And you don't know the organization, you don't know the players. And it's like, this is your time to not necessarily be a wallflower. But it's a time to listen, it's not a time to be showing off and showing all that you know, but it's really about coming in with a heart of humility and asking people for their assistance asking for them to kind of illuminate pain points. And there are things you can do, we're going to break them down for you. And we're going to start with things that you should do just and work into your process.

And we're not going to stop at just the things you should do. But really, what about the relationships with your boss with your team and one of the habits that you really want to instill that's going to set you up for a lot of success in your first job. So thank

you for saying those nice things about me. But also just know that you can do this scared because I had so much imposter syndrome didn't know what I was doing. So all these things that we're talking about. They may seem intimidating, but just show up and do it scared and it will pay off.

So good. Yeah, that was great advice. Julie ism.

Some wise counsel probably.

Okay, so let's jump into some things that you should do.

So number one, travel with a notebook, wherever you go for 30 days, take your notes, write down the names and titles of people. So you can refer back to it later. Jot down your questions, you're going to hear words and definitions and acronyms that you have no idea what they mean, gather all of those in one place. And then when you're having your time to sit down with your, your manager, or maybe your team, you can kind of just tick through some of those. And This to me is going to be a growing book an anthology of how to understand the organization.

And you know, I think you know, you've already teased getting in time with your manager, hopefully that's going to be within the first day or two days that you're on site. But thinking about what that initial meeting looks like. I think it's really important to realize you want to come in as an asset to the team. Not like that. You have all The answers, like Julie said, but how can you immediately plug in and start serving? So coming in with the right type of questions and showing support but not loitering. You don't want to be the barnacle that isn't, you know, like you want to be present and supportive, but not that person. So yeah, I

can honestly think of people that I've hired in my career and they would pop in every 20 seconds. And every time they had a question, and it just and I appreciated the enthusiasm, but it's like, Gather, Gather all of your questions, hit them, whether it's once a day or twice a week, figure out that cadence and work it out with your manager,

shout out to Mary Kay Tolan, she taught us in our internship at St. Jude, it was called complete total staff work, I think. And we had to come to her after we had like exhausted all avenues to get our question answered. So we would hit up Google hit up our co workers around us before we went to our boss, and that really stuck with me,

Mary Kate, so wise, and I like to like the questions that are asked on Facebook that can easily be googled, just totally.

So if you're going to sit down with your manager, ask them questions like, Where should I place my energy over the next 30 to 90 days? What are the main priorities for our organization this fiscal year, who should I meet with outside of our department, help me understand the politics, the key players, these are all really important questions that you're going to want to have a heart to heart with your manager about.

And something that's helped me a ton is putting myself out there and volunteering to help partner and just learn and listen from all the people around me. I am like a natural helper, I'm an enneagram, too. So I just kind of feel my best self when I'm tag teaming with someone, but just put yourself out there and ask how you can volunteer and help those around you because you'll start building trust and learning a ton about the organization in the process.

So good. I think, you know, for me, this my first job, and Becky was my first real boss, you know, with a real career is that you want to figure out what can be some early wins in your career. And I think to do that is to not be afraid, but take quick action. I mean, as you start to understand, what are the pain points? What are the things that value, you know, in the organization that our team is really focused on? How can you go back into your quiet corner, and like take ridiculous action and do some work to show some progress, because everybody's going to respect the fact that you're getting in there and doing that. And I think I was bringing you comps for the new website within just a few days, because I was so like your to make progress. You remember that? It was a very No,

I don't remember it at all. But I can totally see that being something that you would do. And I, I just think this whole concept around initiative is something that can help you stand out and shine. And I think our next one is managing your expectations. And it's in and I have kind of a segue that I want to tether to this showing initiative piece. Because if this is your first time in nonprofit, you know, I want to be incredibly real with you about what's going to go down in most shops. Yes, we are working on the front lines of the most important missions and causes in the world. But it's gonna really require you to juggle a lot of balls, where a ton of hats, you know, you're going to have high reward on the impact side, but it's going to require you to have a vast set of skill sets to go around. And you may not know the bulk of those but nonprofit is really about how lean in are you? How much initiative Are you going to take I can think of many times in my career where we were all I may have been on the annual giving side or the major giving side, but events needed hands to do certain things. And I remember seeing certain gift officers who thought that that was beneath them. There is nothing beneath anyone reach in nonprofit, I'm gonna say it one more time. There is nothing that goes on within our shops that is beneath anyone, not even your ad, nonprofit is an all hands on deck approach. And you the beauty to me is you get a variety of work. This is not like a bean counter, you're there with your slide rule and your 10 key, you know, counting numbers all day long, your day is going to look different all the time. So raise your hand say hey, I'm happy to help you stuff those gala boxes or build centerpieces or haul something you know. And the more you can do that, the more you're going to be relied upon by your co workers. And you're just going to show yourself as someone who's incredibly versatile.

I think one of the other most important things on top of just getting to know your team, getting to know everything going on the ins and outs is learn the history of the organization. I remember when I first started my first job, it almost felt like college syllabus week when you're just overwhelmed with all the tasks in front of you all the projects and I didn't even know like context behind some of the projects. So it's super important to go back and look at two to three years worth of maybe old newsletters or stewardship reports, magazines, annual reports, whatever you can find to help give you context around some of these projects. That you may be working on. Or even if you have like a strategic plan or development plan available to you, maybe look through those and then come up with a couple questions and ideas for your boss before your next meeting, just to help give you context around some of the things you'll be in charge of. I just felt like I was learning as I was going kind of like syllabus week.

Yeah, well, I mean, we just had an episode with Cindy wagman. This week, and one of her good one good thing was to be curious. And that is going to serve you so well in this profession, because you do want to just get in there and learn at all the different levels. So I love that you brought that up, Jay, because I feel the same is true and just observing, observing how the dynamics work observing, especially if you're a part of a bigger organization, it takes a long time to really break down and understand these things. But with a journal in hand, and truly with the right attitude, and just observing, you're going to be able to understand things and come with solutions that make sense. And that's going to position you to be a really reliable and credible young pro on the team.

And you need to bring a pin. Does everybody know this is a running joke about john, everywhere we go, he never has a pin? Well, the whole

thing is you want to leave your job better than you found it and you can't do that if you don't take the time to figure out what is going on around you. That's your

gonna say if you don't bring a pen. I mean, that's you

that is like step one.

I think the last one that we need to talk about in terms of things that you should just be doing is building community outside of your workplace. Are you involved in other organizations? Or do you participate in a local alum club? Do you volunteer somewhere you active in your church or your synagogue, it's really important that you find joy and community wherever you are. And those honestly will be extensions of your nonprofit position, wherever you are, I can assure you, those things will intersect. And you're also growing your network you're growing, who you know, especially if you have friends that are another nonprofit jobs, it's so nice to be able to call up a friend and say, Hey, I'm looking for a sample of x. Do you have you guys done that? Have you gone through it? And they can talk about Oh, yeah, we did. And this was the problem. It just makes all of us sharper. So really look at building community outside the workplace. Because at the end of the day, starting a new job is super overwhelming. There's so many unknowns. And community is so important to help you feel supported through that transition.

And I think it's important to also ask your friends how they're feeling withdrawn job transitions, because I, I'm in the season of a lot of friends starting their first jobs out of college. And I think everyone feels very overwhelmed. They're scared to ask their boss certain things, or they kind of feel like they're on an island. So look out for each other, look out for your friends around you. Because I think a lot of people feel pretty overwhelmed.

So good.

I know I'm feeling Kumbaya coming out, but I will, I will tamp it down. And I will not sing. But that was an awesome segue into how do you interface with your boss and your manager? And how should you in the first 30 days?

So I think first is just being really direct about this. But how does your manager like to be communicated with? Is there a weekly meeting? Or is there a daily touch point? Do they like you popping in throughout the day? Probably not. But if they do, that's great. And you want to understand what their style is. So you can meet that and be a really good team player for them.

Okay, so one of the next super important things is just establishing your priorities. And I think this kind of goes along with just really focusing on this relationship with your boss, it's so important in these first 30 days to just really be intentional about developing this relationship. And so I think in front of you, you're just gonna have your job description, a ton of long term projects, performance measurements, that may just feel like numbers or projects in front of you and feel very overwhelming. So I think establish your priorities, work with your manager, even on your own and just reflect your key priorities, just to keep you from feeling overwhelmed and work with them about what you should focus on first, maybe some 30 day 60 day, 90 day goals and plans and just kind of get your marching orders in order.

And if I can riff on that, I mean, I will bring this up later. And habits because I think it's one of the most important things you can do is figure out how to get work done. I feel like that's really what we all learn in our first job. But like you can't, you have to figure out how to break down something big and turn it into a final product. So doing the work to do that. And maybe we do an episode about this at some point. But truly just if you need to turn it into 20 to do list to get the one thing done, like do that. So you can always take action and always be able to talk about the action that's taken to understand where your blocks are. And that's the kind of conversations you want to have with your manager. I

wish I could go back and look at my Google searches because they were probably all like, how to do X and they were like very broad how to

set up an hour. We were like, I need to buy the dummies book that was like, that was like I just

remember that years I still do it. I just know that overwhelming feeling of there's a huge project in front of you and you don't even know where to start. And I love

these conversations around priorities because I do think that there's a sense of setting your boundaries early is really going to be helpful. So if you need if you're someone who likes to get Your email, you know, first thing every single day, protect that time on your calendar. Let everybody know that that is your priority at the beginning of the day, go into your voicemails if you need to be getting contact reports in set some time on your calendar and, and let people know how easy it is to work with you and what points you're available. And when you're not. The next thing I wanted to go into is learn the chain of command. This is massively important in nonprofits. So if you want a starting point on that, get an org chart, start with an org chart. And just start to understand who the key players are, your boss is going to give you a little wry smile. And they're as they're going to be talking about these individuals. And you're going to find out so much nuance about these individuals, they're going to say things like, yes, this person is over this, but never asked them for this, or always go through their assistant and never text them, we're going to learn all of these things that honestly will help us navigate and cultivate those relationships more strongly.

And you know, we're gonna say relationship building is the most important part of your job. And so talking to your manager about that you want to shadow with them going to meetings getting to meet influential people in your organization, or around your organization. And so maybe shadowing is the best way to do that is just say I'd love to meet some people, would you be open to me tagging along on this upcoming meeting, I saw that it's something I'm really interested in learning more about. And I think you can learn so much about the organization just getting to be a fly on the wall. And having those kind of subtle introductions, which to me make it a lot less awkward The next time you meet that person or that chance that you get to work on them with a project in the future.

And I will also say just if you're someone who is not a young Pro, and you're someone who's been working in the industry for a while, this is something really great that you can do for not only a young professional, an intern, a new employee, is invite them to come along and shadow you to meetings I can think of a couple times like I took Julie or one of our interns to something that was really joyful. And I can think of one specific instance, Caitlin Carter, if you're listening Cancun, with Ronald McDonald House now in Dallas, I mean, she was one of our interns years ago, and I knew that she had a very special connection to pediatrics through her family. And so I took her on a day where we bring all of these muscle cars to the hospital, and the kids get to come down from the pediatric wing, and they get to sit in all the cars and they get to play with all the buttons. And all of these car guys are out there and they are loving every single second. It wasn't like we had anything practical to do while we were doing there. We were just, you know, managing the relationships with the donors who had showed up. And the physicians but it's something that kind of gets the flavor and the organization's culture into the vibe of of who you are and how you're interacting in this position. So look for those opportunities bring people along,

I was grateful even when I was new. When people if they see see me on an email, they would introduce me via email to like, Hi, this is Julie, our new stewardship coordinator. I can't wait for you guys to meet. So just find opportunities to extend your hand and help the new hire because I felt immediately more comfortable when someone did that. For me, even if it was just simply on an email.

Taking a quick pause to share some exciting news from our friends over at give butter, they just launched an even better way to give with an end to end fundraising solution. They've paired their beloved virtual events and online fundraising platform with an integrated CRM and built in tools to engage your supporters through custom emails, texts, and more. And the best part, it's completely free. It's easy to see why give butter is loved by more than 35,000 nonprofits and other good causes just like yours, MPs. They're also loved by the three of us who are super fans ready to get started with give butter, check them out at give butter calm? Well, to you know, Julie, you talked about learning the history of the organization, I would also say learn about the history of the position. If this is not a new position, you've got to understand what happened was it a positive, or a negative ending to the last person that was there, but understanding what's been done and what hasn't been done yet? Because that's gonna help you observe what are the pain points, and just kind of threading conversations together today, as you start to identify the pain points. If you can put a plan around solving those, you are going to have some rabid fans of you in the office because you're going to start showing that you are there to take care of that and to move things along and not just add to the pain.

So we're going to transition out of boss and we're going to talk about what do you do to sort of get to know your team. Now this could be one of the most critical relationships that you have in your new job is how you interface with your colleagues. So the first one we would say is get to know each person and their work one by one. Sit down individually make an appointment with every person in your department. Now I say that loosely because if you're an organization of 300 perhaps you don't need to go with everyone

challenge except

Julie is a first go getter, she might actually do it. But it's like find those individuals that you're going to work really closely with, I'd say if you're a shop of 15 or less meet with everybody, it could be 30 minutes, it could be an hour, I would say probably no more than an hour because you're going to overwhelm your colleague, but share this as a goal with your boss and something that you want to do. So you kind of get permissions from them, and that they can kind of cast this to the to the staff is something that's going to happen. And I would say don't just get to know what they do on a day by day basis, get to know them, they are human beings, learn about the personal side of their life, know, their family, their pets, their hobbies, things that are passionate, they're passionate about where do they like to volunteer, and that is going to build so much color in your relationship. So when you meet at the water cooler, it's much less about, Hey, did you get my email about that thing that we're trying to launch? And it's more about, Oh, my gosh, did you see that Kelly got the final rose on The Bachelor last night. Totally not helpful at all, in any sense to the job. But I really believe that those kind of personal moments, Bond us to our colleagues, and it creates a deeper and richer relationship where we feel trusted, and we feel seen by one another. And you have

to do this within the first 30 days, because it is so awkward if you go much past that. And I felt like kids names Yes, really make this a priority. Even when you're feeling overwhelmed by the job, this is probably one of the most important things to do. Because post 30 days, it could get awkward. So I would definitely embrace social hour, don't just eat lunch at your desk, get to know your co workers. Even if it's not your direct team, maybe you had a meeting with someone the week prior. And you want to get to know them better put yourself out there, this is coming from the introvert, embrace social hour, because it will just help you do your job so much better as you build the relationships around you.

So I think as you do that, it's really critical not to get sucked into the office drama. And it's so easy to do that. Thank you for staying also, I mean, I think we talked about this a little bit and how you interview I mean, you're not gonna want to show up and just start trashed, I can't know where you're coming from. But the same thing is like, don't get sucked into that, especially young professionals coming in, you were trying to build trust. And this is a moment in time when you're trying to build trust with your colleagues. And for all the future steps of your career. what it boils down to, if you're building trust is if you say you're going to do something, you do it, if you somebody anticipates you to take action, and you have to take that action. And doing this over a long period of time, your word becomes your bond and you become such a critical player. And I feel like that's the thread of this, the first 30 days sets the entire tone. And by doing that having small wins becoming incredibly trustworthy, sets you up for that

we want to kind of switch out of you visited a little bit with your boss, you have figured out how to onboard with your team. Now, how are you going to connect with all of those donors, volunteers, internal stakeholders, there's going to be a lot of people that fall into those buckets. And the reality is in the first 30 days, you don't need to meet them all. So you can just take that right off of your list of what you need to be getting done. But onboarding relationships with partners is a really critical endeavor. And I really think that it could awaken some of the heart, and the spirit of why people want to connect with your mission. So I think you could get in partnership with your manager and just make some lists. Make a list of internal and external audiences. know who your target audiences are know, if you have customer avatars, if you have people that you're trying to target, let's figure out who those people are. We need to know how to speak to them, we need to know where they're hanging out. We need to know the cadence of communication that they're receiving. And then from that list, you need to start breaking down who are a list of two to three beloved volunteers, employees for the organizations, maybe donors could also be something like employees or board members. And it's really about are there people that you could send a quick little email to at some point, maybe it's the first 30 days, maybe it's the first 90 days, and say, You know what, I'm really trying to get ingrained into this organization. I would love to just have coffee with you for 45 minutes and talk about why you love this organization. Can you imagine what a board member would think if a new employee reached out to them and said, I really want to understand your heart for this organization and why you continue to show up and give of your time and give your gifts. I just think it would be really interesting and to me, you go you meet them. You hear that story and you bring it back to the team. And that could almost be I mean something that you could profile in a newsletter with their permission. Of course, it could be the basis of so many incredible campaigns we talk about employee giving campaigns really need to have the heartbeat of the employee story within it. But I think if it does nothing more for you, it's really going to give you an understanding of why people find your mission so special. And it's going to allow you to kind of see things from a different lens than what's actually in the office day to day.

I think that is key because trying to understand like the case for support, which of your young professional that overwhelms you, it's just kind of the rationale, or the storyline of why somebody would give and prioritize that giving in their own world. And so I think if you can get a perspective of that, whether whether through meeting people, or through your research and observing like, you're going to be so much more of a, you know, critical person on the team, because you're helping to craft a stronger case for support, you realize the connection points that make the aha moments of like, of course, somebody would want to contribute to this or this campaign. So I love that advice, Becky.

And you may not be a young professional listening to this right now. But if you are tuned in, you may be a new manager, you may manage a team, just reflect on your onboarding experience, I guess, would be advice. I'm talking and I've literally never been a manager. But I just will always remember starting that first job. And I hope when I do become a manager, I replicate some of the great experiences I had with my onboarding. So I would just say, reflect on your experience, whether great or bad, and then help set your teammates up for success around you. Whether that be the first to invite them to lunch with the team or see seeing them on an email. Like I said, just put yourself out there and help your team out.

Oh my gosh, I'm just seeing like PE back in elementary school and people are dividing, and they're picking teams. If you see someone sitting on the wall, like go over reach out of hand. I mean, I know we joke about taking it back kindergarten style a lot on this podcast. But when you feel safe and sane, you want to show up more easily. There is an easy way that you can get an ally in just making sure that someone feels included love that idea. And

I think the first 30 days is the perfect time to prove to them that you're in it with them. So

Julie, she's so wise.

I know. And don't say you're not a manager because you manage john and i every day, that's probably part of the other duties as assigned.

podcast, yes. Oh my god.

Okay, so I want to hear y'all do some like rapid fire instilling habits that you have found over your careers that would be super helpful for people my age starting their job,

this is good, but it may be a little redundant. But I think some of this is so key is that you want to figure out how you work in such a way that you're always solving problems. So I guess the habit for me there would be having a bias toward taking action, you know, not sitting on the sidelines, not waiting for your manager to answer all those questions. Like take action. I always love working from editing something than like looking at a blank piece of paper with somebody staring asking what to do. Like it's so much more empowering for you to take action. So just do that. If that's your habit like it's going to serve you really well.

I'm going to give you all another habit that I am awful at. And I'm coming up here and I am showing up and I'm being incredibly Rob and saying you need to input your data into a CRM. Can we all agree that Becky was the absolute worst? We didn't like it, I'm telling you, if you have a database within your, your organization, the only way that it can be flexed to its full potential. And the way that everybody can be on the same page all the time, is by putting data into your CRM. Take your notes from whatever meeting URLs specifically, if you're with a donor or an influencer, get those antidotes down, download those notes, even if you have to transcribe them into your phone and get those into your database. And then once you've done that, share some of those high level insights with your team if you have a time where the team all gets together in a staff meeting or a huddle, or you're checking in, put some of those antidotes in there because you never know when they could be incredibly helpful. The other

one I would say is get really great at creating goals. If this isn't something you've had to do. coming out of college, we all get the syllabus, we know when the due dates are going to be get really used to setting your own deadlines on things because you may have a boss that is going to give you some of those deadlines, or you may have a little bit more freedom to chart a path. And if that's the case, either way, you need to back into those goals. So getting into this habit of being able to do it, you're also gonna be able to talk really clearly about what you've accomplished. And so I'm going to thread this in as a second habit here, but track what you have accomplished in this first year. It's going to come back to serve you whenever you sit down for your annual review. And just talk confidently wherever you are about the things that you're working on. Like you kind of have this running list of the things that you accomplished in your first year on the job,

one that I would throw in and I guess it's kind of a mindset is the most successful nonprofits treat their donors like their friends and family. And I think I was 23 fresh out of graduating college, I was an intimidated by so many conversations with our board chair, our campaign committees, all of the things. So just treat them as people treat them as friends get to know their families, and you're going to be great. But that was kind of a mindset shift, I had to make probably my imposter syndrome. Just treat them like friends treat them like normal people. And even if you are a brand new fresh out of college, professional, you're going to kill it.

Absolutely. So are you ready for my next one? Bring it be on time. Don't be on your phone.

Becky is very punctual. Can we just say she is like the most likely

value for me. And then I sort of beat myself up internally when I'm late for things. Okay. I know. And that's what the world says to me, which is probably some information I could take in because clearly this is a personal issue because I walk in the door when I'm late. And I immediately start apologizing.

This is true, I wish we could replay this. It's always on time. I will say that

thank you guys. But I really wanted it to be that simple. And that clear. Be on time. Don't be on your phone. final one, probably my favorite one. If you are going to instill any habit right now, I would say this is a good one specifically in this season of life that we are all in in a pandemic, practice self care. Use your vacation days, ask for help set boundaries around your personal time and your professional time. Don't answer work email, or your phone when you're at home. Unless there's an extreme emergency, I have to tell you there are so many times I would have been at home and you just get into these cycles. And I think even now that little red trigger notification on our phones, that tells us something is there. It's almost like we can't ignore it when it's red apple knew what it was doing. And just take care of yourself. The more you take care of yourself, the job will shine, your personal life at home will shine. And everybody wins.

so brilliant. So that's kind of like wrapping up this conversation. But I'm excited for the couple of weeks ahead of us to really round out the young pro conversation. Next week. We're talking about difficult conversations. So amazing. conversation, john and I are going to be absent for that. Where's john? He's not at his house. And yeah, it'll be good. I

need to listen to that. Yeah, it'd

be good. We're gonna talk about money, promotions, etc. And then we're going to round out the series talking to the leaders in organizations, how do we better attract and connect with and leverage the amazing people that you are as young professionals.

So you have maybe have had a great experience with onboarding and maybe not, but we would just love the key to keep the conversation going inside. We are for good community comm or inside Pro, we'll be dropping different workshops to continue these types of conversations and help set you and your teams up for success. So come join us. We'd love to hear about your experiences, or maybe something that someone did that totally made your onboarding experience great, because we all need to replicate that and do it everywhere. So yeah, come join us.

I'm loving this conversation with our young probes. I just think that the world is your oyster right now. We are coming into a digital age of connection and of community. We need your heart, we need your hustle. And we really think that if you can come into the nonprofit space with some intentionality show up well have an incredible first 30 days, it's just going to set your career path on fire in a way that builds relationships more authentically. And it brings out the best of what you can bring to this job in the most luminary kind of way.

Okay, I want to point to one other resource that I actually tapped into probably 15 years ago when I first got my job with you Becky at the OSU foundation. Oh, Angie, it's from caveolar room Miller, who runs the nonprofit marketing guide. And she put together this awesome first 100 days of your new nonprofit marketing job resource. And I remember printing this thing off and it's like 20 plus pages. But it is good is really a framework of especially through the marketing lens, but there's something that everybody can take so get to connect with her and download that resource.

Young pros. We are here for you. We are going to resource you throughout this entire Friday series. So come back, we're going to be diving into more topics and know that we're always rooting for you.

You got the threads. Hey, friends, thanks so much for being here. Did you know we create a landing page for each podcast episode with helpful links, freebies and even shareable graphics. Be sure to check it out at the link in this episode's description. You probably hear it in our voices but we love connecting you with the most innovative people to help you achieve more for your mission than ever before. We'd love for you to join our good community. It's free and you can think of it as the after party to each podcast episode. You can sign up today at we're for good comm backslash Hello. One more thing. If you loved what you heard Would you mind leaving us a podcast rating and review? It means the world to us and Your support helps more people find our community. Thanks friends. I'm our producer Julie Confer and our theme song is sunray by Remy Boris boom