Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
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Welcome to WAHNcast, the official podcast of the Women's Affordable Housing Network.
This is our space to connect, get real, and talk about what's really happening in housing.
From bold leadership to resident stories that ground us in purpose.
We're here to amplify voices, strengthen each other, and share the kind of conversations you'd have with a friend who gets it.
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Because when our voices are amplified, our communities grow stronger, and so do we.
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In this episode, we're joined by four incredible women from Indiana, Juan, Janine, Betsy, Scarlet Andrews, Jennifer Green, and Danielle Smith who brought the house down at our 2025 summit with their session on building your personal board of directors.
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It was so good we had to hit replay for Juan Cast.
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You'll hear how they've surrounded themselves with the right mix of mentors, sponsors, and truth tellers, and how those relationships have shaped both their careers and their lives.
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It's a conversation full of practical advice and the kind of connection that reminds us in housing and in life.
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The right people in your corner make all the difference.
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welcome to the Indiana Ladies of the Women in Affordable Housing Network.
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This is a rehash of a session that was at this year's National Summit.
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Danielle Smith, Scarlett Andrews and Jennifer Green are each going to introduce themselves, tell you a little bit about themselves, and then we'll start with today's session, which is about building a personal board of directors.
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Danny, would you like to start us all? Definitely.
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My name is Danielle Smith.
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I am the CEO of First Phase Strategies.
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We are a uniform relocation act compliant consultancy that works primarily in the multifamily housing market.
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Scarlett, you're up.
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Scarlett Andrews.
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I work for Hageman Capital.
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We're part of a family office based in Carmel, Indiana.
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We invest in real estate in a variety of different ways.
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When I first was part of this conversation, I was with one of our other verticals, TNH Investments, which poses on building and managing affordable housing.
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Hello everybody.
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Jennifer Green retired Executive Director of Partners in Housing Current board president of the Indiana WAHN chapter.
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And just excited to talk with these ladies today.
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I was trying to think the other day how long combined we've all known each other and I decided not to.
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It's a lot of years.
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It's a lot of years.
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Okay.
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All right.
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For today we're gonna talk about a number of items.
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We're gonna talk about encouraging women to build a network of women and ally advisors.
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What kind of action steps it might take to build your own personal board of direct.
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And what are some long-term impacts from building your own board of directors? So we're gonna start off with Danny.
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Can you talk to us about how you first started this idea of personal board of directors, what it means and why it's valuable? Sure.
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So I had noticed some patterns as I was.
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Sort of midstream in my career as opposed to where I am now.
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I guess it's not really the advanced.
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End of my career.
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I had my first couple jobs and I was seeking mentorship and trying to find really my place in the industry.
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And I was having, I continued having conversations with the same people.
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Jennifer, you were one of them.
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Janine, you were certainly one of them.
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And over time these relationships really solidified to the point where I would have.
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Small groups together and we just started having continued conversation that merited a regularly scheduled program.
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And so at some point we called this our personal board of directors.
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We now have a monthly meeting.
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And we, this is just a way for us to continue to push each other continue to build in our careers and support each other in not just our professional realm, but it has really spilled over into general life which has been a real pleasure.
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I love that.
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All right.
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How about Jennifer, will you talk a little bit about your personal board of directors and how you've worked it in your career at Partners in Housing? Yeah.
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And as I talked before, that.
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Your personal board of directors can change.
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You can add people, you can it just depends on where you are in your career.
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At Partners in Housing because we were a supportive housing provider.
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One day a few of us woke up and just figured out that all of the major supportive housing agencies in Indianapolis were led by women.
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Which, we figured we, we were great.
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And so we started doing a monthly meeting called VIM, which on your calendar so people wouldn't know what it was.
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It means very important meeting and we would all get together and at different places.
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Drinks were always involved that had to be involved.
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And we would just talk about, the landscape that we were in we always would bring a story, which I really liked about an employee that was out of control and everyone always had those stories and we gave each other advice on how to deal with that and what to do.
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And the great thing about that is that personal board of directors is.
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Still a part of my life.
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They've still continued to include me even though I've retired.
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And so it's, it was just a great experience and having those other five women in a room, you would be surprised at how much we could get done and be on the same page so that when it came to.
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Bigger things in a wider ran landscape, and maybe one of us was in the room and the rest of us weren't.
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We were able to, s speak for each other and say, here's what we need and here's what we want.
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And just like Danny said, it became, personal too.
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Weddings and births and divorces and deaths and all those things, and it's just.
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And a wonderful part for me.
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I love that.
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How about you, Scarlett? You worked up the mayor's office into a deputy mayor role.
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How did the board of directors help you before and after some of your key leadership roles? I I started in the mayor's office in early 2017.
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This was first term.
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He is now in his third term.
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A little while ago, but I started out in a project management role.
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I had early career experience in community development.
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Not a lot of experience and really a lot of anything.
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And and not really a community of people around me at that time to turn to, to figure out how to do the work that I was doing.
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And.
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As I became more and more interested in development, in affordable housing, in real estate and as I started to be interested in leadership roles and have those opportunities the woman, the women that are represented here in many ways.
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Came alongside me and saw that I needed mentorship and support and community outside of my specific role or outside of the chain of command that I was part of at the city.
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And I think it has been.
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So helpful in my career to have, to be able to see women out in the affordable housing sector who are really thriving in a way, give back and come alongside people who are still learning which I very much was.
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As I rose to leadership roles at the City of Indianapolis.
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I needed some additional support outside and that became more structural.
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That's when Danny and Janine in particular started meeting with me on a regular basis.
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It became personal and professional, and they supported me.
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Through some personal growth and personal changes that I was experiencing at the same time as taking on more and more leadership responsibilities, both in management and making big decisions in a COVID context for how we were utilizing federal funds and local incentives to support affordable housing.
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Great.
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Awesome.
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Okay.
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How about how do you figure out your people on your board of directors? How do you recruit them? So I'm gonna jump in.
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I think a lot of this happens pretty naturally.
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It's easy to see, who you want to be in your career if you're somewhere in the midpoint.
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It's nice to start there.
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It's always helpful to seek advice from those that have already accomplished what you're looking to accomplish.
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But I think along the way.
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Particularly as women, we forge these relationships that become friendships quite easily.
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We enjoy communicating.
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It's so much fun.
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I hate that to cut that we just hang out.
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No, that is not the way to say that, but we forge these relationships in our professional lives, and our industry does a really good job of creating excuses to get together outside of the office hours.
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WAHN is one of those avenues that you can make connections easily.
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So in addition to just starting with maybe a mentor figure, also identifying your cheerleaders at those events.
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The people that are going to push you a little bit harder.
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I also find seeking advisors to be really important.
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As I was starting my business, it's really hard to figure out what a pricing structure and business model that makes sense, looks like, and so to have.
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People that you can consult, that you can call to help determine some of those things was really impactful for me.
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And so I think those are the lenses that I was examining my board of directors through.
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Yeah, I think also for me I was fortunate enough to be invited to some.
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When I worked in the public sector where I really wasn't the main contributor, I wasn't the one that was critical to be as part of the conversation, but I learned so much.
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So we we started the city of Indianapolis and several nonprofit leaders in the city that were involved in housing, started a group called Think Housing, and Jennifer and Janine were part of that.
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As leaders in the community and I was invited to the table and I remember taking just like copious notes of all the things that they were talking about and really had no idea what they were talking about.
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At the same time, I didn't even know how tax credits worked but I was just making these little graphs and designs of, I think the money goes this way and then it comes back that way.
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But it was so helpful for me to just be in a room of people who were a little bit ahead of me in my career.
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I, now, I'm at a point where I probably need to start looking the other direction and see who I could invite to the room.
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But I was really fortunate to be invited to those spaces.
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And then just starting to gravitate towards those people, as Danny said, gravitate towards those people who were doing things that I felt were really interesting or way beyond my comprehension, or growing in an area that I wanted to grow in.
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Nice.
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I think that's right.
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I think you meet people in different spaces and time depending on where you are in your career.
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And you observe people.
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My whole thing was not necessarily where that person was in.
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Their career, but just how they treated other people.
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And you watch people to see how do they interact with other people and how do they treat other people? And you start to think those are the people that I wanna be around because I want to be that same kind of person.
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And also you also like Scarlett said you start to meet people in these different.
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Communities and groups and adversaries come councils and all of this board of, other boards and you really are just like, wow, this is, these people know way more than I do and I need to get involved with them.
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And and so I think that was part of mine was just.
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Forging those relationships and watching people in different situations and just, seeing what kind of human they were.
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Those are the kind of people I wanna be around.
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I love that.
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I love good humans.
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Okay.
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Tell me a little bit more about your meeting setups.
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I'll start with Scarlett this time.
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So at this point we have a regular meeting that Danny and Jan and I do monthly.
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And so we get together and as they've said, it turns personal as well as professional.
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We do have a notebook.
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Janine is the keeper of the notebook where we put down goals.
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Professional personal.
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I think we have a house goal because all of us have house things that we need to work on.
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And, it just, the conversation really naturally flows.
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We come back to the notebook sometimes and away from it, but it, but really it's about prioritizing.
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I think that meeting on a monthly basis, we, we will reschedule if we need to, but for the most part, we really try to maintain that and I think all of us prioritize that in a way that is really special.
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And that, that I think is key for me is remembering how important that, that time is for us.
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And as I said, I think I'm at the point where I'd like to be a part of other groups too and see what I could foster among other women that are in the general community and economic developments here in Indianapolis.
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I'm part of another group with the women in Public Finance of Indiana.
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And and exploring what we could do in smaller group structures of those women as well.
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Nice.
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Yeah.
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How about you, Jennifer? Tell me about your meeting set up.
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Like I said we were meeting really on a monthly basis and we would give everybody an assignment when it was your month to decide where we wanted to meet.
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Usually it starts about four 30.
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And again, it's somewhere that involves alcohol.
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And usually we always would try to go somewhere new where, none of us had been before or where we thought, and we did this just like a regular board, there were six of us.
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Our quorum was three.
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So if at least three people.
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We're able to come, we'd can, we would go ahead and meet.
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We wouldn't cancel.
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And so we would do it that way.
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But normally it was, someplace like that where we could just talk and laugh and communicate and talk through things and get advice and, hear what other people were going on.
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It was funny because you could.
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Start to see each other's personality based on where they picked to go, places that I probably wouldn't have picked on my own, but I was glad that, they took me there.
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And so it was just those kind of things were fun.
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And we gave people opportunities too.
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If somebody would pick somewhere and somebody said, Hey, I gotta.
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Another meeting after this, can we make it closer to there so I don't have to do this, or I gotta pick kids up or things like that.
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So it was, pretty interactive.
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But and usually we, we would plan from four 30 to six and sometimes it'd go till six 30, sometimes it'd go till seven, and some of us might be there till eight.
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It just depended on, what was going on in life.
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The other thing I would say about, as we talked in the group at the summit, that, Janine is the glue in, in, in all of this because Janine would always meet with me 'cause she was my board chair at one time, and we'd go over things.
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But I never had to say, where are we meeting? 'cause it would always be Upland Brewery.
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I just never, that would never have to be a situation where are we meeting today, Janine? We still do that.
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We've done that, since I've been gone and it's just been, invaluable to have those type of conversations and mentors and friendships.
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I love that you guys have a quorum rule.
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That is amazing.
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That's a nice touch.
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I think one of the things that Scarlett has alluded to, which was.
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It, which is very important to all of us, is bringing up that next generation of women leaders.
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So do you guys have any recommendations for folks on how they might build their own kind of personal board of directors if they're early in their career? I think if you're early in your career, start paying attention.
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Again, maybe a mentor figure and see if you can identify a mentor that's going to push you, but also pay attention to those around you that might be in a similar situation.
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In those meetings, you can always tell who's asking the right questions, even if you don't know the answers, but maybe they ask with a little bit of bravery or, they're bringing interesting perspectives to a conversation.
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I think those are the people that you want.
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To have on your side and in your corner, and like Jennifer alluded to, do they have a great energy? You're gonna need that, particularly when you're early in your career, you're going to need somebody that's going to support you and say, yeah, today was a terrible day, we can figure this out and be in your corner as you figure that out.
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I also think for those that are later in their careers, I put myself in that bucket.
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Now same thing.
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Pay attention to who's asking good questions.
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Who is.
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The one taking notes and quiet, maybe quietly observing, but you can tell by the one question that they ask that there's the wheels are turning and it's in the right direction, and maybe a little bit of clarity can offer that person new opportunities and new understanding.
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I think the other thing is that when you're looking for people you don't want it, you want your group to be pretty diverse.
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You don't want it to be just people that are gonna continue to pump you up 'cause that's okay.
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But you need people that are gonna say.
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You know what? You're having a really bad day today.
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Get your act together.
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Here's what you know you probably need to do.
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And you need to have, disagreement sometimes because that makes all of us better.
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So you're looking for that kind of people and you want that group to be diverse and e and even in our group, the diversity came from not all of us.
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Had been in that supportive housing sector, we all were coming from different, we had people that were coming from corporate positions, other people from, some social services, but just a, just a wide variety of where everybody was coming from.
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And that's what you want.
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'cause you want those different opinions.
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You want those different.
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Views of things that are going on.
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And don't be afraid to ask somebody.
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People are gonna be honored that you ask them to be part of your personal board of directors.
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Look at that and just think, who can make me more well-rounded, in what I do.
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Yeah, I think just to piggyback off of Jennifer, I think not being afraid to be an advocate for the kind of spaces that you wanna be in and to seek out people.
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And if you're early in your career.
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I think you have a lot of room, whether you feel that or not, to ask people to go get coffee, to express to them that you find what they're doing really interesting and you wanna learn more about it.
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I think you have.
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You have the freedom to do that.
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And the worst that people could say is no, or I don't have time.
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And you can take that as not personal and take and move on to the next person.
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But I think you're gonna find that enough people are really willing to be a part of that.
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As I said, that's something that I want right now is to be part of a group of other young women who are.
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I guess I'm not part of the young part anymore, but I'd be a part of women who are coming up in, in these spaces and be talking about how the next step of affordable housing, the next step of housing in general, the next step of economic development in our city and state goes and so yeah, I would have those conversations.
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I, I think the other thing that I really appreciated about this group is also that when you make these connections, they could also lead to other career points in your job because people start to know, what you're interested in.
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If they're not interested, they might connect somebody who's better.
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But also the other thing that I've really seen is that what happens is these same folks are advocating for you in spaces where you're not.
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I remember a particular example where somebody that Danny was talking to had a not so nice analysis of, the critique that Scarlett gave from the mayor's office, and Danny put that guy right in check and he, she was like, excuse me.
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You would've not said that about a man.
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You only said that about a woman, so I'm gonna need you to change the way that you had that, and Scarlett wasn't there.
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She didn't know about it, but, or she knew about it later, but the whole purpose is that then you, people know more who you are and they're advocating for you in spaces where you're not.
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So yeah I think that's great too.
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And I'm gonna do another Danny example.
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Just having that relationship with her and.
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Having situations that I've been in before where we had a situation not earlier this year where she had a client that and she had put me down as a reference and I talked to this client and I explained to them, who they were and what they do.
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But I also explained, if that's not what you're looking for, you need to be able to tell her, don't keep this.
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Stringing her on and saying things like this, like that.
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And so I think when you know a person you know what to say in those situations so that you know that person doesn't get led.
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Astray or just, go down a path that, they don't need to go down.
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And so as soon as I got off the phone, I called Danny and I said, here's what I said.
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And and she was like, I was thinking the same thing, so I'm so glad you said it, but sometimes you can't say that to a prospective client, but as a person, that I'm a room reference.
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I said it nicely, but I also was saying.
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I felt like I was giving her a way out if she wanted one.
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So I think, if things like that it's beneficial to have those type of people in your corner.
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Nice.
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Okay.
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As we approach the end of our topics, I wanna give each one of you a chance to maybe close with a closing thought.
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And I'll start with Jennifer on this one.
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'cause I don't think she's gone first yet, oh, wow.
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Thank you.
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Again, I just wanna say I didn't know that I had a personal board of directors until, we put that name to it, so it's a good thing.
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But I also think the other thing for me has been.
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As I was getting close to ending my career, was being there for people that are up and coming.
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As Janine knows, I'm not a let's have coffee, let you know.
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I'm not that kind of person, but I made myself available.
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To people, especially to women that were, that wanted to know about this industry.
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That had questions.
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I just made myself available and it made me better too, to have those conversations.
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'cause you're talking about an industry, I'm talking about an industry that I had been in for, 30 years of my life.
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So it's, this is an industry I love.
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So when you hear yourself talking about it, you go, okay, this is why.
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I do this, so this is why I did this.
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And so I think that helped.
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And then being able to put them on a path to create their, personal board of directors.
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I think that's where I've got the most satisfaction is in that way of, having my own, but being able to put other people on that path and just being there.
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To, ask answer questions and see what they have on their mind and and just making yourself available.
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All right.
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Danny Scarlett, which one of you wants to go next? I can jump in.
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I think.
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What it can sound that like we're talking about here is mentorship and that's a piece of it.
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But I guess to distinguish personal board of directors, I think there's a lot of value in having a group and a structure to it that creates accountability and creates community.
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And I think that is something distinct that is worth.
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Creating for yourself or trying to be a part of? Because I think so much of this standing up for each other holding people accountable sharing ideas and getting feedback is created in a group structure at least for a few people and over time and over commitment to that.
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Yes, seek out one-on-one mentorships.
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And I think those are valuable for other reasons, but I think this personal board of directors concept is really powerful for that accountability and community.
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And I'm recalling, when I first used the term personal board of directors, I read it in a business book.
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But something else I read in a business book, and I said this at the conference as well, was that you, I had read, you are the average of the five people you spend the most time with.
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And I was really looking to.
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Beef up those people I was investing my time with which sounds very self-serving.
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And to be clear, it certainly is.
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These have been transformative relationships in my life.
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All three of you have seen me through crazy Life chapters and career chapters and starting a business and staff, starting a family, and we've seen each other through a lot of life I feel that my life has made, has been made so much more rich by these relationships and the way that you both support and challenge me.
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So I'm just really grateful and would.
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Be happy to share my contact information.
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I hope it's in the show notes.
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So anybody that has questions about, forging their own personal board of directors, I'd be happy to help facilitate and make connections.
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I love that.
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I would say the other thing that I really got out of the board of directors, especially during critical career transitions, is that it creates a safe space where you can talk about things that you may not be able to talk to other people about yet.
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So it's very nice just to have people that are gonna give you feedback.
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That you may or may not wanna hear, because that's what really makes it work is having a group of people that are willing to say things to you that.
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It may not make you feel good, but they're gonna make you better.
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And every person here has been that to me as well.
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So I'm very thankful for the networks and the people and the women that stick together in Indiana.
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And as I watch the field grow I think we've heard from all of us that we're all willing to help.
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Other women grow in this field.
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And for myself, it's also women and people of color, people that don't usually have access to the same rooms and frames and opportunities.
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It's many of our goals to help open those doors for everybody else.
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So yes, please reach out to us and let us know how we can help you, and we really appreciate your time today.
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Thank you.
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Thank you.
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Thanks for being here with us on WAHNcast, the official podcast of the Women's Affordable Housing Network.
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Every guest, every story, every listen, helps us keep this space real rooted and resonant, and we're so glad you're a part of it.
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Big thanks to our guests for sharing their time and knowledge with us.
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