How Healthcare Teams Hire Better Talent

Speaker A: I still feel it is an employee's market. And whether the employee or the candidates are working or they've been laid off or they've been looking for work, that doesn't mean that we should take any candidate for granted or that people should have a poor experience or that you should lowball someone because, oh, well, Bob's been out of work for three or six months. And so, you know, really, we'd offer 100 grand for this role, but let's throw 85 or 90 at Bob to see if he'll buy.

Speaker B: Don't conduct your analysis in isolation, because Data is so incredibly powerful.

Speaker A: Not defending just the tribe, but defending the organization. Those creative people that you really want to keep empowered, keep excited, keep motivated, keep thinking.

Speaker B: Good experience pays dividends down the line. Stereotypes tend to break down in proximity. Welcome to We're Only Human, a podcast about human resources, business, technology, and the workplace. My name is Ben Eubanks, your host, and I'm so glad you're here. This. Hey, everyone. Welcome to We're Only Human. I am so glad you're here today. Looking forward to a great conversation, as always. Today we're talking about talent, talking about AI, the importance of humanity, and connect with candidates, all those sorts of things with Ryan Henning. He's the director of talent acquisition for Highmark Health. Ryan, welcome to the show.

Speaker A: Yeah, Ben, thank you so much for having me. Thrilled to be here and really happy to talk about these topics today. I feel, you know, technology is. It's ever present, right? We need to embrace it. It's part of. Part of what we do. It's how we live both professionally and personally, but also, too, we are in human resources. And so I think it's, how do we keep that human, whether it be candidates, hiring managers, others that we work with, at the center of all of this. So really happy to be here today and talk about this topic and some of these things.

Speaker B: Well, I know the audience, they're probably already having that same reaction. I did the first time I heard you talk. I was like, hold on. This is guy's got a great radio voice. He's got to join the podcast. So I'm so grateful I got to meet you at the Health Leaders Exchange, um, this fall in Boston. And we're chatting. I was like, I would love to have this conversation on the show. So glad you said yes. So before we get into some of the fun things we're going to talk about today, would you take a minute, tell the audience more about who you are, what you do Please.

Speaker A: Yeah, absolutely, Ben. And thank you. Yes, I've heard throughout my lifetime about the radio voice, so maybe I picked the wrong career, but I will take it as a compliment. So, uh, as you mentioned, Ryan, uh, Henning of Director of Talent Acquisition for Highmark Health, um, for those unfamiliar with Highmark, we are the fifth largest Blue Cross Blue Shield affiliate in the United States. Um, we're also what you call a blended, um, healthcare agency. So our healthcare firm, uh, we own Allegheny Health Network, which is a 14 unit hospital system in Western PA. In my role, I am the director of Talent Acquisition for everything on the Highmark or the insurance side, um, anything from entry level through director, um, as well as for the enterprise. Both Highmark and ahn, I lead our early careers talent team. So all of your internships, your pathway programs for both the hospital and, and the insurance environment, and then also oversee the staffing for our environmental services and dietary groups within our age and hospital system.

Speaker B: I'm going to make a note here to come back to that early career piece potentially if we have some time at the end because.

Speaker A: Perfect.

Speaker B: An area I'm super curious about these days. I was actually had the privilege of coming back to my alma mater recently to talk to some of the students there about some of the things that I've learned. It's my experience like, listen, this is going to give you great foundation but the real world is going to teach you a lot of things too. And so don't walk out here thinking you got it all in place because you're going to be surprised the first time you show up in a conversation.

Speaker A: 100%, Ben. Yeah, and I feel too, we can talk about this later if we have time. But the early career space is just, it's evolving so much, especially in health care in some of the areas where now, you know, we're starting to dip into high schools and even junior high to get students thinking about a potential career in healthcare and just, you know, as it goes with, with some of the staffing shortages that we're seeing in healthcare and then outside of your traditional, I would say internships for those who are in your traditional four year colleges and universities. But definitely can uh, chat more about that if we have the time.

Speaker B: I'm not even. We're gonna stay here, we're gonna camp out for a little bit. So. You started it. I'll stay used to it.

Speaker A: Yeah, perfect.

Speaker B: You can say I, Ben didn't start this. Ryan started this.

Speaker A: Okay, so sounds like conversations I have with my family, right? My husband, my kids, you started this. You did this. Yes, exactly. All good. So.

Speaker B: But we're gonna have a fun conversation either way. So.

Speaker A: Yeah.

Speaker B: Uh, when you mentioned the high school thing, I'm picturing one of my daughters, One of my 15 year olds is actually, um, they call it their academy, whatever at school. But she's going through medical stuff, learning all these sorts of things that someone would, would start to learn later on again in the college and path. She's already picking us up in high school and she's got a four year plan to do that and then move into something beyond that. And it's been wild for me to see through that lens because I didn't have that sort of opportunity when I was in school. It was just your math, your history, all the fun things.

Speaker A: Yeah, maybe like a basic econ course or something like that.

Speaker B: Listen, economics is my jam. So that was the hook for me. I was this one learning the proper hand washing techniques and the uh, board passages and all like this is.

Speaker A: She loves it.

Speaker B: She's enjoying it so much. So talk about. You mentioned this and I don't know the audience all would understand or realize it. There are these shortages in the healthcare space and one of the answers certainly to that is you can't snap your fingers and create a new healthcare professional tomorrow. This is a long term thing. So talk about that a little bit, if you don't mind.

Speaker A: Yeah, absolutely Ben. Um, and really good jump off there. And I think, and sometimes I feel leaders want to strangle me as a talent acquisition leader. Right. Is like. Because part of my messaging, Ben, is you know, you could build the talent or you could buy the talent and it's not a one size fits all approach. There's no one silver bullet. You have to do both. And you know, to your point, in health care we know that there are shortages in nursing, obviously. Right. We've been hearing about that for the past several years, um, since COVID But also a lot of your other, um, I would say clinical support areas, your lab techs, your med techs, phlebotomists, medical assistants, rad techs, all of those types of things where maybe you don't necessarily have to go to a four year college or university. You can walk right out of high school and go into a program and at a junior college or vocational tech or training school. But the whole point of getting in front of these kids, if you will, in high school is to get them to start to think about that career, I think for so many years. Right. Ben, it's to your point it's like, okay, when you're done with high school, you either go to college, whether it be junior college, traditional four year university, or you go out there into the trades or you do something else. And so this is a way to get people to be like, you know, I think this might be cool, but I'm not quite sure what the hospital environment is like. And so it's really. And we're at the very, I would say forefront of that here at hn of of of how do we really start to do that work and what makes sense? Because it's a long game play. It is not. You snap your fingers. And I went to high school and recruited a class of seniors and now I have a bunch of uh, people working as med techs, lab techs. You have to have a different training approach, career paths that are built. You have to understand that some of those people aren't going to make it through the program. Right. They're going to get in there and be like, oh my gosh, I'm dealing with blood and yucky stuff and all those things throughout the day and this isn't what I want to do personally. I get a paper cut, I'm down for the count. Yeah.

Speaker B: I have two different things in my head. One is I had an amazing professor in college when I was getting my degree in HR that had worked for Healthcare Network and or a uh, health system. And he said, listen, we're there. One day there was, we had a whole like storm or something come in. So we had people that couldn't show up, the janitors. And we had patients we couldn't take care of because the operating rooms weren't clean.

Speaker A: Yeah.

Speaker B: He said, I took my tie off, I hung on my jacket and I rolled my sleeves up and said, somebody give me a mop, let's get going. And that picture in my head of this servant leader stepping in like I'm going to make it happen. That's that. And then as you said, I have my other side. My wife was going through one of these sort of things like thinking about nursing.

Speaker A: Yeah.

Speaker B: To get blood. She's like, oh gosh, yeah, yeah, yeah. And she changed to become a teacher. So like that exposure is a good thing. Not just to pull in the ones who are, who it's a fit for, but to help discourage the one that are. You don't want them to get a four year degree and find out I don't want to do this.

Speaker A: Let's tell them.

Speaker B: Exactly.

Speaker A: Yeah. I mean let's face it. Health or Education is expensive. Um, it's costly. Um, you know, there are things, you know, where some of these, these government repayment programs and things not to go down that whole rabbit hole, but some of those things are, you know, potentially going away or being downsized. And so I think this is an opportunity for those kids in high school or maybe right out of school to, to participate in some of these, these summer internship programs or rotational programs, um, and understand if this is really what they want. And then also from a talent perspective, from a staffing perspective, if we do get people into these programs to the example you just gave Ben. Right. Well, maybe they're not fully trained in particular discipline A, B and C. It's an extra set of hands that can help that nurse or help that tech or. When I led talent acquisition for Rush University Medical center here in Chicago during COVID what you just described with your boss was exactly that. We had, we were short staffed and so I had to redistribute some of my recruitment team and they were running blood bags, they were helping car, um, you know, patients around in wheelchairs. They were greeting people. And so we all had to take off our corporate, corporate hat or suits as they call us in the hospital, right, and be there side by side with, with some of our patient facing, um, employees and colleagues. And so it's, it's being able to do that work and to provide those opportunities.

Speaker B: Again, we can go down this whole rabbit hole here around the value that creates and the understanding, the respect that creates people like us. They're doing our work to step in just and see a glimpse of that, right? Put your hand on a page, help them out just that little bit, give you a healthier appreciation for what they're doing and the impact they have. Everything else and what they're seeing day to day like that, to me that just is so, so powerful. And every chance I've ever had when it was possible in my recruiting career, that's something I try to do, right? It's hard for me to jump up and oh, don't worry, I'll be the instructor pilot for the helicopters today. Like, I couldn't do those things. But to get close to that and just see and appreciate that, to me that's so powerful.

Speaker A: So again, I'm based in Chicago. Highmark is in Pittsburgh. I'm typically out there once a month or so. Um, but I had the opportunity, um, in one of my visits to go to our flagship and hospital, um, agh. Uh, it's also where they film part of the Pit. If people are fans of that new show with Noah Wiley, but had that opportunity to put on the suit, go into her surgical, sterile, um, area and see how they process all the tools and instruments for surgeries and walk through that or. And it's. And that stuff means a lot to those people who are doing that work, whether they're the leaders, the individual contributors. It really does mean a lot. And it was, uh, insightful for me as a TA leader to take that back to my team and to share that knowledge and to really help us. You know, let's face it, part of recruiting is sales. So to be able to sell that and talk about that as we're speaking with prospective candidates. And to your point, it gives us a little bit of that street cred, if you will, with the, uh, the folks that we're partnering with and serving within the business.

Speaker B: Yes. Okay. All right. Again, this is so much fun. We are, for the audience, like, listen, I sense, Ryan, some broad questions. We haven't even gotten to them yet. We're having so much fun over here. So.

Speaker A: Yeah, this is awesome. Thank you.

Speaker B: I want to kick over. I want to ask you this because I think this is a great tie in some of that. That other conversation we're just having. Think about what you and the team are doing, the value that they're bringing. From a TA perspective. What is something that you or your team have accomplished lately that you're. You're proud of and you can't wait to tell everybody about?

Speaker A: Yeah, absolutely, Ben. I think, for me. So I've been with Highmark now going on three and a half years, and this team has just done phenomenal work. I cannot be more proud of my team, um, the managers, the individual contributors in what is so. There are so many things I'm proud of. I think one of the biggest things that I'm proud of is we continue to do more work with less. Right. You know, no stranger, you know, we've had some reductions. We've had some shifting in business yet for the past three years. 23, 24 and coming into 25, um, in some total for both the hospital side of the business and the insurance side of the business. We're on track to hire about 10,000 people each one of those years. And we continuously increase our metrics. We've decreased our time to fill, um, by almost 20 days. Holistically, in the past three years. Like that is huge in the health care space. Um, we continue to maintain an average NPS score, so a net promoter score, a 78 our goal is 70 and so to be able to continue to do that work. Um, our corporate recruiters have anywhere from 40 to 50 to 60 recs. Are some of our healthcare recruiters, those who have like nursing and some of the clinical disciplines, well over 100 racks. And to be able to keep that work going, to be that true talent acquisition consultant, and to keep the candidates and hiring managers front and center in this process while embracing new technology, doing side project work off the side of their desk, being involved in other things, I couldn't be more proud. I couldn't ask for more. And so, you know, this time of year it's. I'm a numbers guy, love the data. Right. It helps tell the story. It helps me when I'm in the room with, with peers and business leaders and so be able to look at these numbers and show the great work that we've done over these past few years. Yes, I'll take a little bit of a pat on the back of helping to design and guide some of that. But it's the team who's doing the work and pulling it through. Ben. It's, it's, you know, Ryan's just giving a little bit of the direction, but it's the team that does the hard work and heavy lifting.

Speaker B: When you see those numbers, you know that it can't be all you. Right. Driving that time to feel down, never driving this amazing set of scores and satisfaction of people that they're serving those things. No matter how much hours you had in the day, you couldn't get to all those things without having an amazing team. So that's so incredible. That's.

Speaker A: Yeah.

Speaker B: That is wild to hear. Again, I keep hearing a little bit of pizza for you that I want to like golf all this direction.

Speaker A: Yeah, please. Yeah.

Speaker B: Over the numbers and the data. Anyone who's ever listen to the podcast knows that that's my love language.

Speaker A: So. I know. Yep.

Speaker B: You know this all too well. You saw me speak on this. So, um, one thing I want to ask you, if you don't mind, is we're doing some research in the coming year around the business value of people practices, and I want to understand how other business leaders. How does CFO. How does a CIO, how are your CEOs? How do those leaders talk about having the right person in the right spot or having high retention? They don't say engagement retention, but they don't. They're probably talking about time to fill. Specifically, they may talk about the importance of having the right person in the right spot at the Right. Time and things like that that we can translate over into our outcomes. Would you talk for just a minute about how this conversation goes? When you're talking to your leadership team about some of these results, these impacts, are you saying, hey, listen, we see this score and here's what that means for us, or we reduce this, that means we're able to service more patients. Do you have that translation sort of happening?

Speaker A: Yeah, absolutely, Ben. Very fair. And it's sometimes, you know, and it's. I. This is something I. I've taken throughout my career, is that, uh, you know, hey, Ryan, you know, sometimes we can speak HR within the HR tent, if you will, but when you go outside the HR tent, you need to take a different skin or a different way. And so when I'm speaking to my peers, you know, whether it's my HR business partners, other people in hr, they get the HR lingo. Right? Ben? Um, but when I'm out there doing quarterly or biannual business reviews with my. With my leaders in the different business areas that I support, it's kind of starting out with some of those. Those highlight of speeds and feeds of, you know, you filled X amount of roles your time to fill. Is this your time to start? Is that, um, you know, those types of things. But then it's really boiling it down to what does that mean for the business? And so how we measure time to fail is from the moment my recruiters get an approved requisition, until the person verbally accept, accepts the offer and says yes, and we start the offer process. Um, but with that is then I start to bifurcate it down between, like, let's say, external and internal hires and kind of one of my, I don't want to say pet peeves, but one of the things I guess I continuously scratch my head about is when it comes to internal hires, they're a known entity. We know them. We can see their, um, employee reviews. We have so much more data about them yet something that I've consistently seen. And not only my role here at Highmark, but in other organizations in which I've worked, it's. It often takes longer to hire the internal person than it does the external person. And so when I have that conversation with my business leaders, it's asking them to help me understand why, or if we know, you know, the call is coming from inside the house, if you will, or we know, Ben, we have access to all that information. It should be a relatively quick decision as to whether or not we want to hire Ben. Um, and I think Ben too, that gets to some of like the, the, the joint work that then we do with either HR business partners or talent management, um, and in talent organization and how do we, you know, have some of that better pull through? So you know, to your original question, it is kind of taking some of this HR facts and data and then boiling it down to the business and tweaking it as to this is what it means from an HR perspective. But here's how it impacts you and if we pull these different levers, here's how it can impact your business. The other caveat I always give is at the end of the day, this is a business decision. I'm here to consult, advise, maybe give my perspective should, you know, business leaders be interested. But at the end of the day, business leader xyz, this is your choice. I'm here to help. You know, kind of if you think of writer kids and the choose your own adventure books, I'm kind of the author of that book. And then helping them decide what path they'd like to go down.

Speaker B: They want to go down the deep dark woods versus going into the sunny path because that one always gets you like you survive ones you think is going to be deadly and dangerous when you read it. So that's, that's your life lesson for everybody out there that's going to do one of those books with your kids in the next few weeks. Uh, absolutely. Just a heads up.

Speaker A: Absolutely. Yep.

Speaker B: So I love the. I want to, I want to pick at the internal hiring thing like as, as a priority. There's a friend of mine, Brett Fisher, great healthcare HR leader, wonderful friend. He was telling me a story about an organization he worked for where they would come around like, we've got Ryan's name. Ryan's a great candidate. Ryan gets selected and hired and we go to put Ryan into the hr. And it gives us an error saying Ryan's socials already in system. And they're like, oh no, there's someone stolen identity. Like there's a problem. Yeah, no, it turns out that Ryan is working somewhere else, but he's going, he's. His real name is Mark, but he's going by his middle name Ryan to get in and so that no one knows he's actually an employee to get around some of the internal wiring and process that prevents him from expressing interest in other jobs inside the business. And so I've seen all these interesting sort of weird things lay on top of that where it seems like it's a process thing we can solve for that there's a lot of emotion. And like, if I'm a manager and Ryan's working with me, I don't want

Speaker A: to lose that because that's like, I need to finance. Exactly. Or another thing to pull on that, that tech thread really quick. Ben and I. This has happened more times than I care to count in my career. Again, not only here at iMark, but in other organizations is okay, I'm. I'm at work during the day. I'm in front of a computer. Or, you know, if I. If you think of the hospital environment, a lot of employees are not in front of a computer. They don't have one in front of them, so they're at home at night. You know, they're often using this for, you know, their phone or maybe their personal laptop to apply for something online internally. I don't know what it is with application tracking systems, but they're not sophisticated enough to link that. I, Ryan, am, um, you know, an employee. And so the person shows up as an external. Maybe the recruiter doesn't catch them in time, the hiring manager gets a little squirrely, the candidate or the employee is upset. To your point on that, you would think that here we are in 2026, AI, the robots are here.

Speaker B: Right.

Speaker A: They're running the world, and yet we still can't figure out some of those types of things. Right. And so it is. So if you take internal transfers or internal hiring down to almost that level, but then you load on all of the other things, like, what do we know about Ryan? Is he a fit for this role? What does he do? Well, where is his areas of opportunity? We realize that maybe Ryan is firing on only four or five of the six cylinders for the role. But you know what? As a leader, I know I need to work with Ryan on those one or two things. And you know, by gosh, I'm going to do that because that's my job as a leader. Right? Yeah.

Speaker B: Uh, there's this very weird. I don't know if it's a mindset shift or what, but you and I both know because we've coached hiring managers through this, where they, uh, post that requisition or they have us post that requisition thinking there's a perfect person out there that meets all of these things, that has no downsides, that is fully attentive, that doesn't. Doesn't have a life because this is their life.

Speaker A: Right.

Speaker B: And like. Well, you got someone right here, though, within. Yeah, like you said, 85% of the things that you need for this job.

Speaker A: Sure.

Speaker B: You know what? They've got this one thing that they're not perfect, but guess what? Nobody is. But they'll still go look for that person seeking the perfect person and step over someone who could get that done for them quicker, cheaper, less risky for the business. All those things.

Speaker A: Or in the time that we've had that rec posted and open and we continue to drag people through the process and it's not only the hiring managers and candidates and recruiters time that you're gobbling up, but if you have other people involved in the interview process. And so my husband is in finance, so I have to take off HR cap and put on finance cap of like if you amortize all that cost of everyone involved in the process, when you have the internal person here that you could have moved forward with and spent some of that time just training them and working with them, you'd be money ahead. And it's, it's a win win for the organization, for the employee, for the leader. You know, you're not having to start from square one and do all of that institutional knowledge and training in some of those things. But yeah, we can spend uh, probably a whole nother podcast on m internal mobility alone.

Speaker B: Yeah, I've already got, uh, bring Ryan back for a second trip in my actions over here on um, this one because I'm enjoying this so much. So before we finish, I wanted to ask you a question about connecting off that last bit there where I talked about talking to your leaders in the business. One of the things that it may be hard for some people who are in an accounting firm to see the impact and the value of their work, but in the world that you're in, you mentioned the example during the pandemic where your team was right alongside people being able to see that front and center. Talk for a minute about the experience that you and the team try to create around the talent you're bringing in and how that experience translates over into the experience that patients receive when they're showing up at the healthcare system.

Speaker A: Yeah, absolutely, Ben. I think it's. If we're. There's still. I guess I'll take this a couple different directions. One, you know, and we all hear the things that are going on in the economy and you know, in some of those things. But at the end of the day I still feel it is an employee's market. And whether the employee or the candidates are working or they've been laid off or they've been looking for work that doesn't mean that, that, that we should take any candidate for granted or that people should have a poor experience or that you should lowball someone because, oh well, Bob's been out of work for three or six months. And so, you know, really we'd offer 100 grand for this role, but let's throw 85 or 90 at Bob to see if he'll buy. Like that's just, you know, that's, that's. We're already starting off on the wrong foot there. And so I've, I've had those conversations throughout the years with hiring leaders. But um, you know, for us it's about delivering a positive experience for candidates and hiring managers. Because if people don't have that positive experience and when they're in their, their seat or in their role on day one, um, they're already starting off kind of feeling, well, geez, this wasn't so great. Or you know, maybe I felt a little weird coming out of an interview with a hiring manager or someone who was on the interview panel. And so my team really strives to be that true talent acquisition consultant. Really make sure that they're there for candidates and make sure that they have that positive experience. Because whether it's as a candidate or an employee, if one isn't having a positive experience, it naturally is going to impact their work and how they do their work. And uh, you know, and I think some people are better at it than others. Some people will take it onto the chin, take it on the chin until they just can't anymore. But we're only human and we all have good days and bad days. And so I think, you know, for us it's something that we really focus on. And I'll give an example, Ben, like interview scheduling right now within our organization, I feel like we still kind of schedule like it's 1995. Like I'm the recruiter and Ben, I talk to you. Great. Now let me check and see if uh, Bob Hiring Manager's calendar is open. Great, I'm going to do that. And then our interview, you know, for like the second or third round interviews when you have a broader panel. We're working on that. We're, we're on a very exciting journey right now with Paradox, um, to give them a little bit of a plug of uh, of implementing, you know, that into our high volume spaces and kind of the whole chat to apply and schedule feature. That's still not going to get to some of our corporate roles for quite some time. And so my recruiters will oftentimes and it's not a slide on our TA coordinators. They have a ton of work on their plates. There's a lot going on. But they'll sometimes take on that interview scheduling because they want that candidate and that hiring manager to have a positive experience. And so if we think of it back to the clinical, uh, space, we always say, you know, you want a nurse working at the top of her. His license. Well, I want the same for my recruiters. I want them working at the top of their license. And so interview scheduling, is it working at the top of their license? No. But is it something necessary to keep things moving? Yes. Excellent.

Speaker B: I was looking really quickly as you were sharing that we had a great conversation with Sarah Falpel from Enterprise Mobility Episode 180. I'll put that link in the show notes for everyone that's listening in because she talked about how they made some reductions in their interview cycle time as you were talking about here. Some of those process improvement things they did around that to cut that down, get it done faster. And some of the things they were doing I never, never even heard of before. Like it was just very creative. So I'll make sure to send it to you too, Ryan, because.

Speaker A: Awesome. Please. Thank you. Yes, we'll take, I'll give you homework.

Speaker B: You know, I mean at this point you're like, if someone else has solved this, I don't want to feel like I'm recreating the wheel for nothing.

Speaker A: And let's all knowledge share and transfer information. I'm always, you know, I'm always happy to do that as well as always happ to be a recipient of like, hey, what have you done? How have you changed this? What have you done differently in your org when it comes to this type of work?

Speaker B: Yes.

Speaker A: Excellent.

Speaker B: Okay. So this has been such a blast. I do. I meant what I said a minute ago. We're going to have to get you back for a second, please conversation at some point because we got through maybe half of what I planned to because I took a detour early on and it was the best, best decision I've made all day so far.

Speaker A: Well, thank you, man. Yeah, yeah.

Speaker B: Such a blast.

Speaker A: This has been so fun. Thank you. It was a pleasure meeting you. When we met last month, uh, at the, at the health leaders change and I just felt like we connected then and, and was so happy, uh, to, to be a part of this and look forward to doing future sessions as, as you best see fit. So thank you. Absolutely.

Speaker B: I'll make sure and get your LinkedIn into the show notes as well. Reach out that idea sharing, like you were saying a minute ago. We'll let them with you there on LinkedIn, please.

Speaker A: Absolutely.

Speaker B: And make, uh, sure that gets out there. Thank you again, Ryan, for your time. Appreciate you and your passion for the Beatles for bringing this together. And everybody else out there. Stay tuned for more HR Summer school. Oh, gosh.

Speaker A: Stay tuned. Wish it was summer. So let me tell you, I wish it was summer. Yeah.

Speaker B: Force of habit for everybody else out there. We'll get you next time on We Are Only Human.

Speaker A: Awesome.

Speaker B: Thank you so much for joining me on the show today. I'm honored to have you as a listener. If you enjoyed this episode, please take 10 seconds to read. Rate it at itunes, Stitcher, or wherever you listen to your podcast. Also, if you know a friend that could benefit from today's conversation, please pass it their way. After all, a rising tide lifts all ships. To see show notes, sponsor information and our full show archives, visit OnlyHumanShow.com.