Breaking the Cycle of Poverty - Interview with Cathe Dykstra, CEO of Family Scholar House

Chapters

• 00:00 - Introduction to the Blueprint Strategy Podcast and Cathe Dykstra
• 01:37 – Cathe’s Diverse Professional Background and Service Philosophy
• 03:27 - The Transformative Growth of Family Scholar House
• 06:16 - The Two-Generational Approach to Breaking the Cycle of Poverty
• 08:40 - Responsive Program Development Through Active Listening
• 11:48 - The Simple Brilliance of Different-Colored Doors
• 14:39 - Leadership Principles: Fostering a Blame-Free, Accountable Environment
• 16:39 - Entrepreneurial Spirit and Innovative Initiatives
• 21:37 - The Power of Data and Return on Investment
• 25:55 - Family Scholar House as a Unifying Force and Personal Interests
• 29:34 - Conclusion
  

[H2] Introduction to the Blueprint Strategy Podcast and Cathe Dykstra

Todd Schmiedeler: Welcome to the Blueprint Strategy Podcast, your premier destination for insights and innovations in healthcare and nonprofit leadership. I'm your host, Todd Schmiedeler, and together we'll explore the strategies and stories that are transforming these vital sectors. Get ready to be inspired, informed, and invited to the conversation. Now, let's dive into to today's episode.

Welcome to our very first podcast. And I could not be more excited because I not only get to introduce one of the best leaders I've ever known in my entire life, but she is also one of the best people I've known in my entire life. And with all transparency, she is my best friend in this world. And I'm honored to have her as our first guest, because I know that she is going to do something that is going to transform what you learn about leadership in the next 20 minutes.

And so without further ado, I'd like to introduce Cathe Dykstra, the CEO of Family Scholar House. And more than anything else, I want to start by talking about you, Cathe, you know, because, you know, we've known each other now for 25 plus years. you've been at Family Scholar House for 20 years, you know, and you know, you came into this work with a very diverse background, and I I'd love for you to share your background because I found it f fascinating when I first learned and I still do because it brought it brings so much daily value into your work.

[H2] Cathe Diverse Professional Background and Service Philosophy

Cathe Dykstra: Thank you and thank you for having me. I'm so honored to be the first very first guest. I do have a very diverse background and I taught my daughter when she was very young that not to say what do you want to be when you grow up because I didn't want her to think that I was any of the things that I've done because those kept changing and I didn't want the very nature of who her mother was to be constantly in flux.

So, I'm a person who can do lots of different things as the rest of us are as well. But along the way, I did a lot of things. I was the circulation assistant in a library managing international students. I could shelf read like nobody's business. I'm really good at it. and I also had a background in serving folks that had experienced domestic violence and folks that wanted to start a business or buy a home. I'd worked in a bank, found myself on the wrong side of the desk, wanted to give all the money away. That's not really so cool in banking. But all of those things contributed to really what I wanted to do and that was to make a real difference.

And if you go all the way back, when I was very, very little, I grew up in the church and I've always, the church has always been part of my life. But in my tradition, three to five year olds were sunbeams. And we even had a little song about how Jesus wants me for a sunbeam to shine for Him each day.  In every way, try to please Him at home, at work, at play.  Honestly the seeds of surface were planted so very early and I watched it in my parents and I watched it in the women and men around me. And so it was never really a matter of would I serve.  It was how would I serve others and make a life of it?

[H2] The Transformative Growth of Family Scholar House

Todd Schmiedeler: You know, for those of the few people who might be listening to this that have never heard of Family Scholar House, can you give kind of a history of Family Scholar House and where it was when you started 20 years ago and where it is today? And you know, I know that we can't go into the entire scope of Family Scholar House, but I'd love for people to get a really good idea about the overview of it.

Cathe Dykstra: Yeah, I'd glad to. Family Scholar House actually started in 1995 as Project Women, founded by representatives of six orders of nuns, not by the Catholic Church, not by the orders, but by individual women, all of whom had been educators. And they kept it intentionally small because they had other duties in the church and so they could only manage so much.

So I got there in 2005 and they were serving four people and they had four staff.  I had never worked anywhere with a one-to-one staff ratio and that was neither sustainable nor scalable. The bigger challenge was the budget at that time a $289,900 a year budget to help four people, which I don't know how to fund raise for that. That's hard. So the board really wanted somebody who would take it to scale and make it sustainable and I have an economics background. I'm not a social worker. Love my social workers, but I'm not one.

I could see the potential, so I dug in, found the outcomes, started new programs, was told I couldn't, and did it anyway. We changed the name because Project Women sounded like we thought women were broken and needed to be fixed or that we were going to make them out of, I don't know, spare parts. And that wasn't that. So, we embraced the Family Scholar House model.

And then in 2022, we birthed our own parent company. So, Family is the parent company with Family Scholar House as the really foundational subsidiary, but also six others. And so, I get to lead all of that. Last year we served 106,004 households, across 48 states.

Todd Schmiedeler: Wow. From 4 to 106,000 plus, you know, in 20 years.

Cathe Dykstra: Uh-huh. And a budget that went from $289,900 to $25 million.z

Todd Schmiedeler: $25 million.

Cathe Dykstra: Uh-huh. In the beginning, money was in very short supply and I've just never worried about money. I just don't. That's not me. If you know, if you're somebody who worries about money, I don't know how to help you. But I don't worry about money because I don't believe worried people get more money.

Todd Schmiedeler:  Right. I actually believe that they don't get more money. You know.

Cathe Dykstra:  Who wants to give money to a worried person? They look like they don't know what they're doing. So, we've just always served and then the money comes and that's been a real blessing because it's just not something I have to think about.

[H2] The Two-Generational Approach to Breaking the Cycle of Poverty

Todd Schmiedeler: Yeah. Well, you know, it's one of the reasons that I was always attracted to Family Scholar House outside of the fact that, you know, you and I were friends and I value leadership over even an organization's mission. The mission itself was so intimate to me because of the commitment and the fortune that I had with having a single mom most of my life and the value that Family Scholar House offers about breaking the cycle of poverty, you know, especially early on that was meaningful to me.

Talk to me a little bit about that.  The breaking the cycle and how impactful that can be not only for the mothers but for generations to come.

Cathe Dykstra: For generations to come. So, in the beginning, the sisters who founded us were only focused on really on single mothers. Really, that's the majority of who we've served all along in Family Scholar House in that signature subsidiary. And that work is has always been, since I got there, two generational.

I had a mother early on say, "If you're not helping me with my children, don't fool yourself. You're not breaking the cycle of anything". That really resonated with me because helping her was great, but she didn't know how to help her children because nobody had helped her. And so really bringing together both the adult services and the children's services and meshing them so that the whole family is on a path for success has been a part of what we have done. Now that's the smallest piece of what we do but it's the deepest and most intensive services.

What I see is that when people have an opportunity to get the education that they need for the careers of their choice, they invest themselves fully into it. They embrace the opportunities of it and then they serve. They give back to the community in meaningful ways, whether that's being part of PTA or being a nurse. We have 62% go into healthcare.

So, they're doing those things, but also raising amazing children who are doing those things, too. And we get to see that on a daily basis. I'm still very close to our all of our families and particularly to our children, the little kids that grew up living with us ear in those early days that are not little kids anymore, that are taller than me and bigger than me and, you know, tell me that they're going to take care of me. Those kids are just a real blessing.

[H2] Responsive Program Development Through Active Listening

Todd Schmiedeler: Yeah. Well, you do so much. I'd love it for you to talk a little bit about the barriers that that those participants encounter and some of the programs that you help them with, because I think it's important to understand the context of that.

Cathe Dykstra: Yeah. I would say one of the biggest things that we do is we're really good listeners. So, we hear what people say and understand the need that they have that they may not even be able to communicate.

Let me give you a really good example. Early on, we were doing an annual report and we wanted our adults to say something about a children's book that they loved when they were kids and what the message was in it that they would really want their kids to get out of this book that meant so much to them.

And you know, we had enough participants, but not so many that everybody could participate. And when we got all those back, we could make two stacks. There was this whole stack of stuff that was The Cat in the Hat, some other Dr. Seuss stuff, Bible stories, and the box car children because they were the first homeless people that most of my family's ever encountered in stories. And then there was this much larger pile of people who say, "I was never read to as a child".

Todd Schmiedeler: Wow.

Cathe Dykstra: I was never read to as a child, but a story that I would want my kids to read resonate with is or something like that. And it really hit me like, you know, I always read to my daughter. People always read to me. The stories weren't just about literacy. It was about communicating values and having conversation around a story.

So we launched from that toddler book club, which was helping our parents and our kids bond over books, bringing in community folks to do the reading and having a snack and a craft and all the things that made book come to life, as a way to say we overlooked this, but you we heard you and you want this. And so there that's just one example.

Healthy Me, which is about family health and wellness, leading an active lifestyle. All of these things came about because we listened to things that they didn't know or wanted to know or had a hunger for knowing more about and we could provide the programming for it. Financial education, we've always has done that for adults. But we created our own financial education program for little kids.

Todd Schmiedeler: Oh, that's amazing.

Cathe Dykstra: Called Children for Change. Our kids don't have any much money. Most kids don't. But they have exactly the same amount of time that you and I have, Todd. And so we taught them how to budget their time. The same principles that you would use to budget your money.

Todd Schmiedeler: That's brilliant.

Cathe Dykstra: It's been fun.

Todd Schmiedeler: Well, you know, I know that you have several facilities in the kind of the Louisville, Kentucky area. Uh, is it five, six?

Cathe Dykstra: We have five already built active facilities in Louisville. We're building sixth in Louisville, one in Sellersburg, Indiana, one in Elizabethtown, Kentucky, and then we have a partnership with Brinshore Development for Houston, Texas, and another one for Phoenix, Arizona.

[H2] The Simple Brilliance of Different-Colored Doors

Todd Schmiedeler: Wow, that's amazing. And, you know, I've always been fascinated. There's this one thing that you did in in the buildings that just totally caught me off-guard. I think you know what it is - your doors. I mean, it just is so remarkable. I always talk in terms of simple brilliance, and that had amazing simple brilliance. Can you share that?

Cathe Dykstra: Yeah. Because it's just paint, right?

Todd Schmiedeler: Yeah. Yeah.

Cathe Dykstra: So, early on with the first campus, I asked our architects to come up with the pallets so that we would paint the doors different colors. There would be no repeat of color in any one floor, in any one building. And he said, "It's going to look hokey. And I said, "Well, you're the architect. I'm counting on you to make sure it doesn't look hokey."

But it has nothing to do with that. It's not about the aesthetic. It's about the fact that all of our kids have been homeless. Our children have in some cases moved five, six, seven times in the year before they live with us and they don't have a sense of belonging. And if every door is the same color and it looks like a hotel complex, right?

Todd Schmiedeler: Yeah.

Cathe Dykstra: Where do they live? So, by giving each family like the doors are different colors. They identify with the color of the doors. And we have little kids say, "Miss Cathe, I'm the blue door on the second floor. I'm the red door on the first floor." And their adults do, too. It becomes part of their identity. And one of the most awesome things that's happened from that is that we've had 134 of our participants graduate. 944 graduated, but 134 graduate and buy homes.

Todd Schmiedeler: Wow.

Cathe Dykstra: And in many, many cases, they call back and say, "I need to know the exact name of the color that was on my door at Family Scholar House, because that means home to my family and we want our front door to be that same color. And so I've gotten really good at Porter Paint colors because we have different colors for every canvas. But if we've given them a sense of belonging, a sense of groundedness through a little bit of paint, which you got to paint anyway, you just pick a different color, then that's probably been one of our greatest blessings.

Todd Schmiedeler: Well, there's just so much depth in the work that you've done and not just you've done, because I know that you're the first to say that it take a takes a village to raise a family and you're raising literally hundreds of families, at any given time.

Talk to me a little bit about how about how you lead your team because I've always felt like that you had a very small but very mighty team and I know except when you started when it was four for, you know, one-on-one.

Cathe Dykstra: Well, they all had to go except for me.

Todd Schmiedeler: Yeah.

Cathe Dykstra: People who had gotten used to helping just four people weren't going to like what was coming.

[H2] Leadership Principles: Fostering a Blame-Free, Accountable Environment

Todd Schmiedeler: That's right. Tell me about how you lead a team and what are the fundamental values that you bring that enable your team to really be the success that you've created.

Cathe Dykstra: Okay. So, one of the things I've seen in the course of my career, doing a lot of different things, is people often hired me to do something because I'd previously done it.

Todd Schmiedeler: Yeah. Yeah.

Cathe Dykstra: And I don't choose to do that. I hire people because they have the potential to do something because I want them to grow and stretch.  But in order to do so, they're going to make mistakes. I make mistakes. We all make mistakes. And so, one of the core values we have is a blame-free environment. And by that, I don't mean not accountability. We have accountability, but I won't blame you for making a mistake because the best way for you to never get blamed again is to never do anything creative. Just shut it down. Because if you do everything exactly the same always, then you never got in trouble for it before. You're not going to get in trouble for it again. And we'll never get where we need to go that way.

So, it gets to be a real challenge when you hire somebody from a big corporation where they've spent a lot of time trying to figure out how something wasn't their fault before they even tell you that there's a problem and then they come to you and they tell you and you go, I don't care. I don't care. Did you fix it? Did you learn something from it? Have you set it up so that it won't happen again? And they're just stunned because they're so busy trying figure out I got to make sure that I blame Todd. I've got Todd's fault. Todd did it and I don't care.

Todd Schmiedeler: Occasionally, sometimes it probably was, you know.

Cathe Dykstra: Well, the cool thing is when they when they do get past that, and if they don't, they usually probably don't make it. Yeah. But if they once they get past that, they're so much more creative and innovative and collaborative with each other. Because they're not trying to figure out how it's not their fault. They're trying to figure out how we do something meaningful together.

And so, we do a lot of creative things. They don't all work out. They do not all work out. But the ones that work out work out really well. And as long as we fail fast and quick and inexpensively, I'm good with it.

[H2] Entrepreneurial Spirit and Innovative Initiatives

Todd Schmiedeler: Outside of a culture of trust, I think the other thing that's been remarkable that I've seen is your spirit of entrepreneurism. You know, I mean, to a level that I don't think that very many entrepreneurs in the public sector would even think that a nonprofit from a social sector would do.

Can you highlight maybe one or two of those that you think that, hey, they just came up and you said, we got to commit to this because this is the right thing to do and it's going to make an impact?

Cathe Dykstra: Right. Everybody thinks nonprofits are a chili supper, right? The fellowship hall, and that's not true.

Todd Schmiedeler: That's right.

Cathe Dykstra: We've done some really creative things. Some of those things have been so far ahead of their time that people really did think we could do them.  Kind of following that blame free thing, we have to hold ourselves blame-free, too. We we're going to try things and they may not work out, right? But we're going to learn from it and then move forward.

One of the most recent ones is our foray into modular housing. We've fully embraced modular construction and I got told how stupid it was and that I was risking my business and all that.

Todd Schmiedeler: You know, I think modular housing and I think mobile homes.

Cathe Dykstra:  They think trailer at the at the lake. Walk down the hall and all the cabinet doors open. No, it's not that.

Todd Schmiedeler: Yeah. I can't imagine you having I've seen your facilities and I know how nice they are and they're top of the line. I mean, they're really worthy of giving people hope and courage and strength. You know, what do you mean by modular?

Cathe Dykstra: Yeah. So, imagine that you build out in the wild. Now, you bring that inside a factory and you build 85% of it inside the factory exactly the same way you would out in the wild.

Todd Schmiedeler: Okay.

Cathe Dykstra: And then you finish 15% % on site. Okay. So, you have the benefit of a climate controlled environment. We have the benefit of steel frame construction, which means no mold, less organic material. So, obviously that reduces mold. Encapsulated, so if your neighbor leaves their sink on, they flood, you don't.

Todd Schmiedeler: Okay.

Cathe Dykstra: Even though you're below them, because it flows out.  All of those things. It's the nicest housing I've ever built. I mean, it's way nice.

The benefit of for the construction team is that during this really crazy winter we had where it was so cold and so wet, they had one day they missed because the roads were too bad to get there. The rest of the time they were in a climate controlled environment building housing. So they weren't in a hurry because they weren't cold. Now they're not in a hurry because they're not hot. They're doing their work exactly the way they're supposed to every day in the same spot.

Also, one of the cool things is it makes it easier for women to be a part of the construction team because you're going to the same place every day. So your child care can be in the same place. Everything is the same. You have a shift. So you're not looking for a construction site out in the world. So that's a really good example of something we've done very recently that's very been very entrepreneurial.

But other things we've done is we embraced our response center. In January of 2020, I came to our team and said, you know, I love the ITM at Republic Bank. I just freaking love the thing. Little people in a box. We're going to do that. And they were so nice to me and they listened and then they said, "Cathe, we're just not really sure anybody wants to work with us virtually".

That was January of 2020. So, we started it.  Two months later, it's all the world had. And we had two months of practice. So, that has allowed us to help employers for a fee, Medicaid companies for a fee, other property owners for a fee. So, we've been able to bring in revenue whereas we don't charge any of our educational partners.  That allow us to do it for free for the folks that really need it for free. And charge the people who have a budget for it.

Todd Schmiedeler: Well, diversify your revenue stream while increasing the number of people you serve on an ongoing basis.

Cathe Dykstra: Yes.

Todd Schmiedeler: And meet them where they're at as opposed to always them having to come to you.

Cathe Dykstra: Right. And that's upstream from Family Scholar House. It's how do we help people so that they won't need to live with us? Because I'll never be able to build as much housing as we need.

Todd Schmiedeler: Yeah. So, that's a thought, you know, because I understand this and you understand this, but really Family Scholar House has one fundamental quality to it or element to it around housing. You know, and your other services, these other entities that are feed off of your parent company don't necessarily have, but they become a feeder or a service to those to that population, plus adding additional services to people.

Cathe Dykstra: Or the after part because we're now building single family homes modular.

Todd Schmiedeler: Okay.

Cathe Dykstra: So that's home ownership. We’ve got the work to keep you from needing to live with us, the work when you need to live with us if you do, and then the work after you've lived with us when you want to own a home of your own.

[H2] The Power of Data and Return on Investment

Todd Schmiedeler: So I know how committed you are to data.

Cathe Dykstra: Oh my gosh.

Todd Schmiedeler: Okay. I mean we talk about this all the time. Can you talk a little bit about the data that you're committed to and then the why?  Why did you get so passionate about data?

Cathe Dykstra: Yeah. So, in the beginning, I often heard at our organization and others we’re nice people who do things that matter, for folks who need it. Fantastic. How many? What's the outcome? Not what's the output, not how many cans of goods did you give out, but what difference did that make?

I think what really has been lacking in our industry, for a very long time, is the connection to the donors who support you and the outcomes that you get because of that support. And the only way I know how to get there is data.

We currently track 250 fields of information for every household that we serve; deep data. And we can show how families better off, what worked, what didn't, how they come off of government benefits, and what the return on investment is to the community.  I love numbers.

Todd Schmiedeler: Wow. So, and how does that impact, you know, you went from a $200 and something thousand budget to $25 million budget? Does data play into that?

Cathe Dykstra:  Absolutely.

Todd Schmiedeler:  How does that play into that so that you know other organizations whether you're a nonprofit or whether you're healthcare or anything, you know, data becomes more important, and healthcare is kind of used to it because there's been electronic medical record or electronic health record for a while.  It sounds like you have a very similar kind of approach to things. How is it helping you with your expansion of that budget?

Cathe Dykstra: Yeah, so we describe ourselves as electronic medical records for human services.  It’s very much like electronic medical records. Your doctor types while she's talking to you. Our folks type while they're talking to you and they're recording all that information. But the way that's helped is that somebody will give you an amount of money, often a smaller one, but they'll invest in you a much larger amount when they understand what the return on investment is. So, bigger grants.

Todd Schmiedeler: Yeah. That makes total sense.

Cathe Dykstra: Deeper relationships, ongoing relationships, because we want all of our donors to be proud of the work that we've done together and to feel like they contributed meaningfully to it because they did.

Todd Schmiedeler: Right. Right.

Cathe Dykstra: So then they get to own those outcomes, too, not the outputs the outcomes.  That matters.

Todd Schmiedeler: So when you think about that, do you think about that in terms of more immediate, short-term or long-term? Do you do stuff that are long-term output? Okay. And what would that look like? Take me through an example of somebody whom you might be providing services for, where does that start?

Cathe Dykstra: It starts at intake. We get their basics, but we also get their self-sufficiency matrix using the Arizona self-sufficiency matrix, which is a validated survey used nationwide by human services.

Todd Schmiedeler:  So you're not just making up your own questions?

Cathe Dykstra:  It’s objective. It's not how do you feel about your food security, right? It's which of these definitions is accurate?

And so we're getting that baseline and then we're doing that again when they're they they're working with us all the time and then they're we're doing it when they're moving in. And then we're doing it regularly thereafter, every six to nine months.  Then we're doing it when they graduate. And so we're able to see that somebody who had, it's on a scale of one to five, that maybe had a two now has a five. And that is huge.

That means they're independent. We get to watch them come off of government benefits. But we also get to see the health of their kids, participation in school both in their attendance, their grades and their test scores, their MAP scores, measurement of academic progress. All those things together show us how much better-off the family is. Because they had this stabilizing experience.

Todd Schmiedeler: Yeah. It sounds like a very comprehensive view, a holistic of view, because you've already mentioned food, financial services, housing, transportation, you know, healthcare for that matter.

Cathe Dykstra: Mental health, Physical health, all that.

[H2] Family Scholar House as a Unifying Force and Personal Interests

Todd Schmiedeler: Okay. You know, this has been great and I know we been just jetting through this timeframe. So, I want to be cognizant of your time. I know how busy you are. One of the things that I want to end with is this feeling, in our world today, there there's a lot of divisiveness.  There's a lot of pointing fingers and a lot of tearing down of things. And, you know, some of that is political, some of that's organizational, some of that just people in general.

I want to take just one second and because what one of the things I found over the years with Family Scholar House is that it's been a unifier you know and even a unifier of frankly, political adversaries.  I'd love for you to share just a minute about that because I think it's so important as we introduce other nonprofits and even healthcare organizations that there are ways that organizations can help bridge a gap that might be political in nature but we can do that. How has Family Scholar House been able to do that?

Cathe Dykstra: We have support across the full spectrum, politically, faiths, everything. And part of that is because the one thing that unites everybody around Family Scholar House is we want families to be able to do better.

Todd Schmiedeler: Yeah.

Cathe Dykstra: Some people want them to need to do better or to be motivated to do better. I've never seen a lack of motivation. I think my participants are the bravest. They're doing hard things every day. They're doing things they've never seen anybody else do.

Todd Schmiedeler: Yeah. Yeah.

Cathe Dykstra: But when you want the best for the people in your community, or in your nation, or in your state or whatever, when you want the best for them and you're willing to invest in a way for them to do it for themselves - not have it done for them - then everybody comes together in all that.

Todd Schmiedeler: Yeah. And I got to think that the other thing is that you're not just helping people be the best versions of themselves, and frankly inter-generationally, but you're also creating people who take pride in their community, who all of a sudden, you know, are giving back and they're working hard. They've got a perspective that might add value to any company.  They also are taxpayers and they're doing those things that make us all proud to be part of this country. And when we do that, everybody seems to get along a little bit better.

Cathe Dykstra: Absolutely.

Todd Schmiedeler: I've noticed that over the years with you guys. I think the only other thing that I wanted to mention is I know how passionate you are about the mission and how much time you spend on your work. Tell us a little bit about what you like to do outside of work.

Cathe Dykstra: Baseball.  I love baseball.  We love baseball.

Todd Schmiedeler: So, right now it's baseball season when we're doing this. So, you know, when you say you love baseball, how do you find time to actually still do baseball?

Cathe Dykstra: Oh, I watch baseball on television and I go to games and I go to stadiums and I love baseball. But I love the strategy of baseball. I care much less about who wins and the fact that they get to play and seeing that they learn as they play. There are very few things you can do where if 3 times out of 10 you're successful, you'll be in the Hall of Fame. You can fail 70% of the time and still be in the Hall of Fame. So, they are innovating. creating, learning, strategizing, communicating, all of that on the field and I love that.

[H2] Conclusion

Todd Schmiedeler: Yeah. Well, this has been absolutely fascinating as always. Thank you, Cathe for being here and thanks for being my first guest.

I want to thank everybody for coming and taking their time out of their busy schedule. I know how many things that you can take you away and how many priorities you have. I just want to say thank you.

Hopefully, this has had some enlightenment. I’m not sure how you could walk away from a conversation with Cathe and not be enlightened. Come back in two weeks and hopefully I'll have guests almost as good as Cathe, but we'll always bring you value to what you do. So thanks so much for your time and thank you again, Cathe.

Cathe Dykstra: Absolutely. Thank you.

Todd Schmiedeler: Hey, thanks for joining us on the Blueprint Strategy Podcast. We hope today's conversation sparked new ideas and inspired you to take action in your own organization.

To stay connected and never miss an episode, be sure to subscribe and follow us on our socials. And remember, you can find more resources and information at www.thumprint.consulting. Again, that's www.thumprint.consulting. Until next time, keep finding ways to innovate and to leave your mark.

[H3] To Learn More about Cathe Dykstra and Family Scholar House:

• Website:  https://familyscholarhouse.org/
• Website:  https://www.familybrands.family
  

If you’d like to learn more about Thumbprint Consulting and the services we offer, click here.  You can also call us at (502) 365-1791.  We’ll be happy to speak with you.