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LEARN with Marie Potter, S. Director of Culture & Development, Getty Images

Life has a funny way of leading us down unexpected paths. For Marie Potter, Senior Director of Culture & Development at Getty Images, entering the world of HR was a fortunate accident that transformed her career and ignited her passion.

In our latest episode of LEARN's Expert Series, Marie takes us on a captivating journey, sharing her insights on transitioning into HR, managing Culture & Development for a global organization, and the essential ingredients for cultivating a thriving and engaging company culture.

Marie Potter, Getty Images

“We look at moments of an employee experience, a moment is they're onboarding. A moment is, I just got promoted to leader. And so, let's do some leadership development. And these are really important. They're real-time relevant, upskilling, and support moments that matter. Also, movement matters.” 

Tune in to hear Marie share her expertise and valuable guidance on:

  • Building a strong sense of community when teams are globally remote and hybrid. Discover how Getty Images embraces the challenge and creates a unified culture.
  • The three pillars that drive a continuous learning culture at Getty Images. Find out how they foster an environment where curiosity and growth are celebrated.
  • Her secret sauce to hiring and developing exceptional talent. Marie shares her invaluable strategies for identifying and nurturing individuals contributing to the organization's success.

Show Timestamps

00:00 - Intro

02:44 - About Getty Images

05:06 - Managing a global team

10:48 - Team structure

12:13 -  Building a team and measuring performance

16:33 - Community of connectivity & three pillars 

22:46 - Hiring and developing talent

27:55 - Rapid-fire round


Marie Potter: We look at moments of an employee experience, a moment is they're onboarding. A moment is, I just got promoted to leader. And so let's do some leadership development. And these are really important. They're real-time relevant, upskilling and support moments matter. Also, movement matters.

Ted Blosser: Hi, I'm Ted Blosser, CEO and Co-Founder of Work Ramp, where we're redefining the corporate learning space with the world's first all-in-one learning cloud for employee and customer learning. Welcome to the Learn podcast, where we learn from the biggest leaders in SaaS and hear what makes them successful. Hope you enjoy the show. Have everyone welcome to the show. Today we are delighted to have our guest, Marie Potter, senior Director of Culture and Development at Getty Images. This is an expert series conversation, so a little bit different. We'll do a deeper dive into the day-to-day of great learning professionals like Marie. And so we have so much great stuff to talk about today. Marie, welcome to the show. Before we get started, why don't you give a quick elevator pitch about yourself, anything you wanna say, where you're located, a little background on yourself, and anything you want to give the audience?

Marie Potter: Right, thanks, Ted. It is so great to be here with you today. Talk a little bit about myself and the work we do, but really talk about the great things we do at Getty, images around our visual content, and learning and development, which I'll tend to go hand in hand, which we'll talk about. So, Marie Potter, senior director of Culture and Development at Getty Images. I've been with Getty Images since 2017. I have a little bit of an interesting background story where I am an accidental HR person. I used to work in higher education for 15 years out of the Seattle area at the University of Washington, which is also my alma mater. And made the transition over to working in the corporate world, not just corporate America. We have a global company, but the corporate world. And a couple of years ago transitioned physical locations, and I moved from Seattle down to Arizona in the Phoenix area with my family because we have embraced a hybrid work model, and my family has greatly benefited from the flexibility and trust that Getty Images offers its employees. It's really great to be here. I can't wait to dive into talking about all things learning and development.

Ted Blosser: You're, you're in my hometown where I grew up. I am jealous. Would love to move back there one day. So, well, let's, let's jump into it. So many of us have heard of Getty Images, but probably don't know much about the business. We have probably all seen them on our Google image searches. Probably people are using copyrighted images when they shouldn't be. But tell us a little about Getty, the organization. I think people underestimate its scale, its size, and its impact on the whole world. Give us a little background on the business itself before we get into it.

Marie Potter: Happy to do that. And hey, we want you all to use our images. Come to us, will help you through that. So at Getty Images, we believe in the power of imagery and that the perfect image or video can you make you think or feel or act. It drives home your message, is your brand, and fits your budget. So we help businesses of all types and sizes connect and engage with their audiences in an increasingly digital and visual world. So Getty Images is the world leader in visual content. You may recognize us through one of our three brands, Getty Images, iStock, and Unsplash. And these three brands, we all share one mission, and that it, it's a pretty beautiful one. It's moving the world and we serve over a million customers around the globe through our depth and breadth and coverage of news, sports, and entertainment events. And we also offer exclusive, highly differentiated, conceptual creative imagery. You know, we're partners in custom content. We serve as a distribution partner for hundreds of brands and organizations, and we maintain one of the largest and best privately owned photographic archives in the world. And by the way, in terms of an elevator pitch, Ted, this is gonna be a long elevator ride because I can't just talk about, I can't just talk

Ted Blosser: About the poker pitch, conversation know, pitch.

Marie Potter: I know who you're working for, right? You gotta know that brand. And I'm a very mission-driven kind of individual. And so coming to a place like Getty has been awesome. But I will say a few more floors of that elevator. It's also important to talk about what we do as a company and how we do it with the people in our walls, right? At Getty Images. So we have over seven, 1700 employees, and our goal is to be one of the best places to work globally. So our foundation rests, and our values, and those are our leadership principles, which are how we come together to do our work. And those are woven into everything we do. So if you hear me drop a leadership principle into a conversation later today, there's a reason why it's so ingrained with us. And that's how we are customer focused, and we're inclusive, and we're supportive, and we're always striving for improvement. So you have to know Getty Images, both the product we deliver to our customers every day and how we embody our move the world mission and our values with our employees. And I can't wait to talk with you more about that employee experience,

Ted Blosser: 1700 employees, and was it always remote, or was it pandemic driven? And are there any major hubs or locations, or is everyone spread out everywhere?

Marie Potter: That's a great question. So global company, really important to understand that there are over 30 markets in which we have staff in our present, London, New York, Sydney, Tokyo, Seattle, la, Chicago, and Calgary. We have a lot of different kinds of major offices. And when I joined in 2017, it was definitely a go-to-the-office experience, but with a lot of kind of flexibility and trust, right? If you need to work from home for the day, do it. We have event staff traveling and covering news, sports, and entertainment events. The pandemic shifted a lot of it. And the pandemic, we found that productivity stayed high when everyone went home and work, and trust and transparency were so high. And so it really forced forward-thinking kind of momentum across our leadership around what is the future of work.

In fact, we had teams of folks that came like future of work steering committees and all these conversations that were cross-functional and really looking at all the aspects of what it looks like to have a hybrid working workforce. And that's where we are today. Hybrid working work, which is why in 2021, my family was able to benefit from this. We had a personal family need to get us down to Arizona, and work said, you know what? We trust you, and you know how to log in. In fact, I was thankful for not having a three-hour round trip commute anymore every day, and it's a global team. So we were really positioned well for disruption, I guess. And we launched some flexible work principles in the 2019 pre-pandemic that emphasized trust life first, transparency, communication, and collaboration. So we were able to ride that pandemic wave pretty well and come out to this kind of future-thinking workspace that serves our customers and employees well. And then when you could do both of those, that's a great chemistry mix for our company.

Ted Blosser: That's awesome. So let's, let's jump into your role specifically, too. And I think from a title perspective, you lead up culture and development, and I think at every company, that means something different. So I'm curious about you and Getty, tell us a little about your role responsibilities, and we'll dive into the team structure and organization. But I wanna help the audience understand, all right, what culture and development mean for Getty. And then let's do a breakdown, and we might even go roll by roll or team; my team and I love to understand at a high level how it's broken down within Getty.

Marie Potter: Yeah, I love it because when I say, oh, I'm head of culture and development, people pause, and they say, what does that mean? And then we get a, we get to dig deep, and we get into the conversation. So let's do that. So I started at Getty, I mentioned in 2017, and I joined as, a manager in learning and development. And that was the space. Having worked in higher education before and working with adult learners and doing leadership and learning programming, I was able to do the transferable skill, kind of impact work and come into Getty Images with a fresh perspective, non-traditional, not an HR-trained person, but very much a fan of HR, right? There are many symbiotic relationships between what we do to serve folks and serve people. And I had some experience working in diversity and inclusion back in higher education.

So got here in 2017 super jazzed about learning and development in the corporate world. And Getty was also at the start of looking at this journey in diversity and inclusion, which I had had some experience in. And so fast forward to 2020, kind of the, the layers of the team started to form. So when we talk about culture and development, we're talking at three verticals, and one is learning and development. Again, the classic one I was hired into to support diversity and inclusion is the one we have been growing and evolving and making impactful since 2017. The work started then, and people analytics, which is around 2019, we introduced people analytics as like an actual role and substitute part of the HR function to serve the business with our representative data and employee data. So three verticals there, and really collectively, we champion the experience, engagement, connection, and development of our employees enterprise-wide.

We align to business strategy, we align to those leadership principles I mentioned. And we're responsible for making sure we meet the commitments that enhance our culture. Whether that again is learning in our inclusion work and understanding the data around our people. And so, we often use the tagline We shape and tell the story of our people. But Ted, you also ask like specifics, right? So let's get down to some specifics of what is a culture and development team. We sit in the HR function, and we focus on those three intersecting verticals of l and d and D N I and people analytics and our structure in total, there are nine of us, and we're located across AMEA and am mayor, but we stretch our working hours across these region regions. So we actually have some real-time interaction with our APAC colleagues during their mornings and later afternoons. So it's a pretty good, nice global spread and reach within the team. Three of my folks focus on DEI, four on learning and development, and then one on people analytics. And I'll have to tell you more of that story a little bit later too, because one is, is not enough. But we have a rockstar in that role, and that's an area that I would grow is our people analytics. I would make it a proper team and, and get him some support in the future.

Ted Blosser: From a team structure, all rolling into the head of HR or VP of people yeah. Or chief people officer.

Marie Potter: So the nine of us roll into our chief people officer Lizanne Vaughn, who's a fantastic leader, has been really someone who's given us the autonomy, the creativity, the trust to do our work and is like a really good, like in the weeds partner too, when you need your chief people officer to be like, let's brainstorm about this learning concept. She'll roll up her sleeves and do that with us. So, that's something that you'll hear me talk about too. I think buy-in and trust from senior leadership, from your c e o, from your chief people officer, from your executive team is the make or break it point when it comes to L and d and d and I work especially because when you have buy-in and trust in from those leaders, people follow that, right? That, encourages followership towards learning and growth mindset and inclusion. And I'm so fortunate that at Getty Images, I have that, and we could talk a little bit more about that as well.

Ted Blosser: What, what we'll do for this conversation, I want to break down each of those three pillars here in a second. Absolutely. Maybe a, a quick tidbit on each. But my question for you is what's your overall, when you're, when you're building a group around development and culture, do you have an overall k p North Star that's your, let's call measured on, is it NPS, I've seen some of our, our customers use that at work rep for example. Any, top-line KPI that your team measures themselves on?

Marie Potter: Definitely, there's a whole suite of things that we'll look at. We do use nps, so we use a net promoter score when we are looking at our training programs and we immediately after that training, we ask people to fill out a survey, let us know what worked, what didn't work, their ideas for the future and then do the, would you recommend this to someone else? We get our net promoter score two prongs seeking out data, right? And we do that through things like our engagement survey, programmatic surveys that NPS score, and training like I mentioned. And then also just feedback, right?

How did that land with your team? And those are the, I think those are the relational feedback moments, the conversations with employees and with leaders and making sure that there's that open door of feedback always anytime just Slack or email or find me on Zoom and we'll we can talk it out.

So we do seek it out, but then we also, we monitor the data, right? That data that we're not having to send a survey out about but we can watch. So we use SharePoint and so we have internal SharePoint site visits so we can look at how many people are viewing pages. We try to funnel a lot of communication through SharePoint too because we can track who's actually read it versus like an email where you can't, we also look at usage stats on our platform. So we, I haven't said it yet, but we are a customer of yours. We're we utilize Thank you very much WorkRamp. You're welcome. We're, we've just celebrated our one year work ramp Getty anniversary about a month ago. It's been an amazing move for us because we looked at platforms, and we were like, we need strong reporting data drives decision making.

And so it was nice. We can look at those uses stats on work ramp as again one example of monitoring data. We also look at course completion data and we look at external data trends. So data as a leverage tool is such a powerful thing. Not just for the person who sits in the people analytics role. So I'll say that it is for every single member of my team, every single member of HR, it is how we do business and we, what it does is it helps us not jump to assumptions. It helps us fact-check and validate that the data is showing whether or not someone's engaged, whether or not they're learning. And so when you talk about kind of North Star KPI, I would say it's that data soup that we're looking at. Yes, I to help us understand things.

Ted Blosser: I love it. We'll jump into the, I wanna understand this people analytics pillar here in a second. Let's dive into, you mentioned l and d a little bit, obviously we have a lot of l and d people in the audience. Give us, give us maybe a, a big learning or even success you've had in the l and d function so far, let's say over the last 12 months. Like, and it could be anything, tell us about how you've built this and maybe, maybe a big win for you lately on the l and d front.

Marie Potter: So one of the things you learn about me, Ted, is I always have to define things, right? So we have, and it's probably cuz I worked at the information school at the University of Washington for 12 years and I learned about controlled vocabulary and the importance of making sure that when we talk about l and d or D N I or any of these things, we're talking about the same thing. So when I say L learning and development or L and d, this is where we are creatively designing and facilitating on trainings and programming that's relevant and grows our talent. So that is my North Star definition on that. And that's the full employee experience. And so that's onboarding, leadership development, high potential programming, mentoring, the employee engagement survey, that's what our team runs. Connectivity and also training and upskilling. And so a lot of that, whether it's synchronous or asynchronous.

So one of the things we’ve been looking at over the last 12 months is engagement and connection. And so I mentioned earlier we've moved to this hybrid work model and so we have some folks that go into office, create a community there and create connection there. That's usually our traditional way of doing it. We have folks like me who work fully remote. And so my connectivity portals are things like the, the technology that I have. It's emails, it's Zoom. It's Slack. It's not as much face-to-face though I will say I live in Arizona and it's sunny here. And so I've had like a dozen colleagues come visit me since I've moved down here., I would say visit me.

Ted Blosser: The fence, that guest house

Marie Potter: Now. Yeah, I know they, they technically come to hang out in the sun and go to baseball games and you know, resorts, they happen to squeeze in the coffee visit or or a dinner date with me. So, but I appreciate it and still connected that way. But we have people all around the globe, different time zones and how do we foster connectivity so that people are engaged, that they feel seen, they feel valued, they feel like they have a friend at work. And I use a friend that's a pretty broad term, but just someone they trust, right? So I can talk with you about what's going on and talk with you about work and how we, how we come together in community. And so we've been really focused on employee connectivity. So much so that we've added it in as what we call an employee all company commitment.

So things that we'll work on together to elevate our experience for our employees. And so connectivity looks like things like random coffee dates for folks and coffee dates doesn't mean literally we're in a coffee shop together. It may mean, you know, I have my mug, you have your mug. We're connected over here on a, an online platform like Zoom. And we're just taking 30 minutes to say, how's your day going? What's you working on? What are you learning about the business? Our senior leaders, our executives, they participate these like kind of 30-minute informal chats. So we have those informal things set up. We've also seen our employees rise up to say, you know what, when we talk about wanting connectivity, we're gonna do it ourselves too. So there are these communities of practice, we call 'em guilds, but these communities of practice that are starting to emerge around information science around project management. And these folks who have, I mean they might have complete, they might never have a reason to interact because they're in different functions, different locations, they work on different work, but because they're project managers, they've found each other and they're sharing good learning and skills to sharpen each other. And also kind of that community to just be like, what should we be learning about? How should we be upskilling and what are our woes, what are our, what are our pros, right? So they're, they're building their own connections.

Ted Blosser: You know, what I really like about what you're explaining is I think when I, when I work with a lot of customers and people in the industry, they think of l and d as kinda this isolated thing. Actually more with a training be right? Like, hey, I want to train, we're upscale and let's go do that. Yeah. What you're describing is almost l and d and almost culture slash communication. It's kinda wrapped in this culture sounds like where you care a lot about connectivity in the context of, of L and d or using l and d as enabler of that as well. So that's actually really unique. I haven't heard that as much from L and D leaders, but I love how you almost have a mini pillar within l and d, which is all around connection. I don't know where else that would sit in an org to tell you the truth. Like where else would that sit?

Marie Potter: We're also gonna sit, it's pretty cool that it gets to sit with us. Yeah. And if you think about that L and d and d and I people analytics pillars, they're totally interwoven, right? Yeah. And you can see that connectivity as like a, a, a nice bind. Engagement as a nice bind, transparency as a nice bind. It's bringing it all together. And I mean if, if anything that tells you at Getty Images, we give creative space to play, to evolve, right? And I think training as a whole is often transactional. We train you on this, you, you do the training, you take a survey on the training, we'll get your NPS score outta that thing and then you move on. I was thinking the other day cause I was prepping for, you know, our conversation. I was very excited to talk with you and I've been thinking about the l and d function.

It's a series of moments and movement. So I'll tell you what that means. We look at moments of an employee experience. A moment is they're onboarding a moment is, I just got promoted to leader, and so let's do some leadership development. And these are really important. They're real-time relevant. Upskilling and support moments matter also. Movement matters, but movement. Some, some people might say like, well Marie, when you say movement, do you mean like movement out of role or out of business? I'm not talking movement in a very one-dimensional way. I'm talking movement in a fully encompassing way. So I mean movement as stretching, growing, evolving, developing, testing things out, driving engagement. And I think movement goes across learning and well-being and inclusion. And I believe that as learning and development professionals, we should be really actively, strongly creating those moments, of, of need.

And we should also be creating the movement of inflections that people are constantly pivoting, trying things out, getting curious, stretching. So I, I equate it too. Maybe I need a vacation cause I'm gonna equate it to the beach, right? Your moments are, are those islands you gotta go visit them, right? Yeah. Yes. Stay on them for a moment. Movement is the waves and we should be creating a culture where people are constantly surfing those waves, riding those waves, get to the moments when they need to, but also having that experience throughout, that's a lot more fun too for them and it helps them grow.

Ted Blosser: I love that concept. Let's go to speaking of movement and, and, probably measuring the movement. Want to go into the people analytics pillar, which I actually think is you, you said it might be understaffed as an example. I actually see not even staffed at many companies I work with. Tell us about this pillar. How's this structured? What do they work on day-to-day? Are they special tools? I know there are a few tools in the, on market that, actually work on People analytics, specifically give us the rundown on the people analytics pillar.

Marie Potter: I think one of the things you'll, you'll get to know about us at Getty Images we're, we're lean, we're scrappy, and we roll up our sleeves. And so the whole team does end-to-end, you know, instructional design, building out PowerPoints and sites facilitating a, an analysis. And so we have a very much if, I mean I would say if anyone ever wants to just be like fully engaged in all aspects of a role and work, that's what my team does. And people analytics is also scrappy, lean, and creative. So our people analytics role, his name is Tim, I'm just gonna tell you his name because he's again a rockstar. I don't know if, I don't think we'd be as far as we are without him. Recruiters

Ted Blosser: Don't recruit. Tim don’t.

Marie Potter: Recruit. I'm not telling you his last name for a reason,. But what we do in the people analytics space, again, one person operates with about the knowledge and expertise of five people. But this one person is looking at our full employee experience in terms of lifecycle and performance analytics supporting the full of hr. So the people analytics role may sit in culture and development, but that's in a, we have a managerial relationship, we work very well. I used to work again at the information school at the University of Washington. I love folks who work with data. I think they're the coolest. And so we have a great working relationship. But really, Tim is working across all of hr. He's working with benefits with compensation, he's working with the HR VPs and so it's a, it's a role that A needs someone and we have it who can work with across stakeholders including outside of HR such as financial planning and analysis.

So what this role does is really look at the reporting aspects. So it's not the data in part of it. We have an HR operations team and they're helping make sure we have data integrity and data quality of data going in. What his role is really doing in people analytics is being able to go into Workday, which is our people management system. So go into Workday, be able to create the reports, customize reports. He had a learned workday from scratch. So came in, I, I love folks who have different backgrounds from the traditional roles. I love transferable skills. That's the hallmark I think of my team is we we, we use skills and strengths. We don't use the traditional roots all the time. So he learned Workday in 2019 and is now an an expert pools that workforce demographic or workforce data for us and then helps garner insights.

I think a very specific project I'll tell you about, which I think is, I've heard people say this is pretty unique, other companies are starting to do this more. But back in 2020 we kicked off a workforce demographics project and that project was designed to legally collect demographic data in regions outside of the US. So most companies, especially if you have a US presence, will collect data around race and ethnicity. For example, US only. And that's due to legal limitations around collecting the data in other jurisdictions around the globe. We're a global company, we've got global employees, we have to represent them well in our story and data tells our story. And so what we did is looked at all the legal requirements, we partnered with the legal team, the HR systems team, and then our people analytics side looked at all those requirements, figured out what was legal, what we needed to avoid, and created a process and, and protocols around safely collecting demographic data across the globe.

We brought that into place in 2020. And what that has done is allows us to look at true global data around our employee population. We do an internal culture diversity and inclusion report annually. And so we've been taking that representation data, reporting it back to our employees so they can see us representing them. And we look at intersectional data now too. And so we're looking at different slices around, well if we're looking at gender and we, we can always do that, right? You can take one, one aspect, look at it. But if we looked at gender sliced by race and ethnicity, are people being promoted with equal opportunity? Are they being represented across the business with equal opportunity? Are they being hired with that equal opportunity? So it helps us be incredibly discerning with understanding who we're serving so that we can actually hold ourselves accountable towards making sure we have a representative workforce. IT data again will tell you the full story. You just have to make sure you collect it, use it, and play with it, right? So it can help you get there.

Ted Blosser: You know, when you brought the pillar originally, I totally had the wrong perception when you mentioned it; I was thinking of it; if I had to give an analogy, I was thinking of it more as HR ops with a, with a data. Then, almost analogy would be like the accountants of a finance org. But what you're describing is more of like an fp and a group who's taking that data and doing the planning analysis, chopping it up, and drawing insights. And I was totally, I had the wrong assumption there. I thought this role was more literally crunching data and, and working on the backend systems to feed to the team. But no, it's a person who's actually looking at the data. The data's already there because you have a HR ops team and, drawing the right conclusions for probably the programming across L and D, DEI and culture, and other investments you're making. That's so smart.

Marie Potter: I love the way you put that because again, it's, it's one thing to have that data, it's important to have that data that but then the garnering of the insights to help us make programmatic and people shifts to help us be again, a more inclusive company, a representative company, and a company that serves our employees really well. It's almost like detective work. It's really fun. It's really cool, and it's humbling, right? And you think, I thought we were doing a good job on that, but the data shows us that we gotta keep doing some more work. Yeah, and I think that's good. That's keeping it, keeping it honest, and keeping it true to what our goals are.

Ted Blosser: Well Maria, I think we could do another three hours on this deep dive next; next time, we'll do this offline cause I wanna learn more, but we're coming towards absolutely the end of, our recording. So I wanna actually end with one of my favorite sections called the Learn Rapid-Fire Round. This is where I will ask you a few general questions about learning. Love to get one to two-line answers for each of these. First, I'll start with, who you have learned the most from in life.

Marie Potter: Ted? Asking me one person. It's really rough. So I'm gonna call, I'm gonna call an audible on this one because it is really hard to say one person cuz I'm a sponge. I'm like a, in the moment when we meet, we're gonna be best friends unless you tell me to go away. But I am constantly observing those around me, from my leaders to my peers, to my team members, to the people in my community. And so my tip for others, I guess if you're having trouble like me defining one person, is just surround yourself with really smart people, with great energy who are different from you and do that. And I think you'll, you'll always be learning. So I know I didn't answer your question, but it's a hard one

Ted Blosser: For me. There are a lot of people surrounding you. I love it. All right, how about one, let's say, podcast, book, or blog? What is the top thing on your learning list right now?

Marie Potter: Okay, I'm not, it's not right now, but I'll tell you. So, I said I made that transition, right? Big Corp, late leap from higher ed to corporate in 2017 when I was hired, I was given the Strengths finder book, and I took that, I, I read the book, but really there's an assessment with it where you get to identify your top five strengths. And I remember like huge transition in my life, a big change. Will I make it in corporate, or will I not? And I took the strengths finder assessment, and I found out my top five strengths, strategic achiever, learner, communication, positivity. And I had this like moment, the moment where I was like, you know what? I can make this change because my strengths are what the l and d community is calling for. And I was like, I'm glad I'm coming to this job. So that I would say would be an impactful moment in my career and a book that helped me understand myself to do the job I do today. And we do, we do the strengths finder analysis across all our leaders, and we open it up for teens to do workshops and stuff. So, it's one we see in action every day at Get Images.

Ted Blosser: That's amazing. Okay, second to last one, if you had all the time in the world, let's say when you're retired or taking a long, long vacation, what's the one topic you want to learn more about during that time off?

Marie Potter: I don't know if I would do this on vacation. I'd probably just sleep or hang out on a beach somewhere. But I have recently been reading a lot more about technology in the learning space. Metaverse ai, it's absolutely scary, challenging, confusing, mesmerizing, and everything. And I did; I grew up in like the Terminator Skynet generation. And so technology is beautiful and scary, but I don't wanna be left behind as a professional. And so even though I'm like, I don't know what I don't know, and I don't know what I'm supposed to be learning yet, I feel like I have to lean into that challenge of learning around technology in this learning space so that I can help my team grow and then also help my business grow, right? So that we're not left behind, but we are advancing in a way that works for us and best honors the learning and development and DEI strategies.

Ted Blosser: Company. Yeah, I just bookmarked chatGPT. Because I’m trying to use it daily now just to train myself. I was like, I need to stay ahead.

Marie Potter: Talk, we should talk more about, again, the scary and beautiful things.

Ted Blosser: Yeah. I'm the same generation. I remember Terminator One and Two. It's, it can be scary. So, all right, last question I'll ask you. Okay. It's a career question. Okay. If you could give one big piece of career advice, you've had an amazing career, what would you give to the audience in terms of career advice?

Marie Potter: I am, a huge fan of having a growth mindset. And when you're prepared for growth, you're prepared for change. So growth mindset allows you to reframe opportunities or reframe challenges as opportunities, missteps as lessons and change as something to be open to versus scared of. It helps with intimidation and insecurity. It helps you go to that job or try out that new learning environment you never thought you would need to be a part of. But now you want to because you have a growth mindset. So be curious, raise the bar on what you expect of yourself, apply a growth mindset to your life personally and professionally, and then have fun and find joy in the work you do every day. I think that goes hand in hand with having a growth mindset.

Ted Blosser: Well, Marie, thanks for closing out. The Learn Rapid Fire is so cool to hear all those answers, and for joining us today and sharing your wisdom, current role, and previous life. So, Marie, we hope you enjoy Arizona here. We're jealous of the weather and will talk to you soon.

Marie Potter: Thanks, Ted.

Ted Blosser: Thank you, everyone, for joining. We hope you enjoyed the episode. And remember, always be learning.