June 26, 2025 • 30 mins
As a founder, it’s easy to become the bottleneck your team quietly works around. In this episode, I sit down with Spencer Whalen to explore how he used AI tools to free up over 10 hours a week — not by cutting corners, but by evolving how he leads internally.
We talk through the systems, mindset shifts, and intentional decisions that helped Spencer stop micromanaging, increase his team’s autonomy, and create more space for strategic thinking — the kind of space most agency owners are starving for. If you’ve ever felt like the only way to maintain control is to stay involved in every little task, this conversation will challenge that assumption and offer a smarter path forward.
Whether you're buried in fulfillment, managing a small team, or scaling toward seven figures, this episode will equip you with practical ideas to simplify operations and lead with clarity — all while keeping your best people empowered and engaged.
Connect with Spencer Whalen
Want to continue the conversation? You can find Spencer on LinkedIn or read his latest insights on the OneDigital blog.
Books Mentioned
- Getting Naked by Patrick Lencioni
- The Go-Giver by Bob Burg & John David Mann
Join Dr. William Attaway on the Catalytic Leadership podcast as he shares transformative insights to help high-performance entrepreneurs and agency owners achieve Clear-Minded Focus, Calm Control, and Confidence.
- Free 30-Minute Discovery Call:
Ready to elevate your business? Book a free 30-minute discovery call with Dr. William Attaway and start your journey to success.
- Special Offer:
Get your FREE copy of Catalytic Leadership: 12 Keys to Becoming an Intentional Leader Who Makes a Difference.
Connect with Dr. William Attaway:
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Dr. William Attaway (00:00):
I'm so excited today to have Spencer
Whalen on the podcast.
Spencer is a benefitsprofessional who truly
understands the nuances ofemployee benefits for a wide
range of organizations varyingin size, industry and overall
complexity.
With over a decade at OneDigital, spencer's honed his
expertise in supportingnonprofits, associations,
(00:24):
government contractors andreally all types of employers.
With an MBA from Georgetown andthe Certified Employee Benefits
Specialist designation fromIFEBP, spencer's dedication to
the HR community is evident inhis board work with DC SHRM and
HR Virginia over the pastseveral years, as well as his
(00:45):
superior work for his clients.
Spencer, I'm so glad you'rehere.
Thanks for being on the show.
Spencer Whalen (00:50):
Dr Attaway, it's a pleasure to be here.
Thanks for having me.
Intro / Outro (00:55):
Welcome to Catalytic Leadership, the
podcast designed to help leadersintentionally grow and thrive.
Here is your host author andleadership and executive coach,
dr William Attaway.
Dr. William Attaway (01:13):
Spencer, I would love to start with you
sharing a little bit of yourstory with our listeners,
particularly about your journeyand your development as a leader
.
How did you get started?
Spencer Whalen (01:24):
Sure, it's a great question.
I think, quite honestly, I haveto rewind the tape pretty far
back and I think that when Ireally look at how I've landed
where I am today, it's allthanks to family.
Family has been somethingthat's always been super
important to me.
One thing I would be remiss notto mention is we've had our
fair bit of struggles, but fromthat, you know, I think kind of
(01:47):
like the story of the Phoenix,like rising from the ashes, I
think you know, despite all thechallenges we had, there were
plenty to be had, trust me, andI don't think I need to go into
too much detail.
But the fact that I was raisedby a single mom and my
grandmother those two, alongwith my next door neighbor who
was like a second mom to me, Ithink that the three of them
(02:10):
really showed me what you knowleadership was like, you know,
from a very young age and youknow your character is really
defined by what you're doing,when nobody's looking, kind of
thing.
That was kind of what got me tohow I am, in terms of just
personality, I think, but interms of my actual career
trajectory, it's really funnybecause I never thought I'd be
(02:33):
doing what I'm doing today,working in benefits.
Going back to college, Istudied chemistry and Spanish,
so I have people constantly askme how I made the leap into what
I'm doing today and, to bequite honest, it was kind of by
luck and just a lot ofhappenstance.
I have been really lucky thatthe people that I've been
surrounded by have, in a lot ofinstances, seen a lot more of me
(02:57):
than I've seen of myself, andit's been an amazing evolution,
because I think that having goodpeople around you really sets
the stage for success movingforward.
And actually, as I mentioned alittle bit ago, I heard one of
your podcasts I'm reallydisappointed I can't remember
exactly who had said this thatwas guested on your podcast
(03:18):
earlier saying something to theeffect of show me your friends
today, I'll show you whereyou're going going future, going
going tomorrow.
And I think that is so truebecause you know, looking around
me today are all the peoplethat were with me yesterday and
they've got me to where I'm at.
And you know, I think that justtaking the mindset of
(03:38):
constantly being willing tolearn and take feedback, I think
is also just paramount when itcomes to being a good leader,
and one thing that I'll probablysay repeatedly today is my
biggest key to success inleadership has been the ability
to listen, and I think a lot ofus lose sight of the fact that.
You know, listening issomething that we all need to do
(03:58):
a little bit more of, becauseit's so much fun to talk, it's
great to be in the spotlight,but it's, you know, just equally
as important to take time tosit back, listen to what other
people have to say.
Dr. William Attaway (04:13):
That's so well said.
You know, I think listening isone of the most powerful tools
in a leader's tool bag, and Iwatch too many leaders who are,
frankly, so in love with thesound of their own voice.
They are always talking andit's interesting to read the
body language of their teambecause you can see it.
(04:35):
You can see in the bodylanguage their frustration.
You can see they're just sotired of not being heard.
You can see they're just sotired of not being heard.
Spencer Whalen (04:53):
You know, as you have seen this and you have
seen the power of listening.
Can you think of a time whereyou saw that just on full
display?
That is a great question.
Yeah, and sad to say, I think alot of instances where that's
played out you know we've losttalent as a result of it of
instances where that's playedout you know we've we've lost
talent as a result of it.
You know people like whenthey're not feeling heard, not
feeling seen, I think you knowyou're not bringing value to
them and I think that's that's abig thing when you're.
(05:14):
You know, a lot of my success Ialso should make mention of is,
once again, not not just beingsurrounded by good people that
are building me up, but alsoalso building the business up as
well.
And if you're not pushing thatas a team, yeah, the door's
right there, they're going towalk right out of it, and so I
(05:35):
think, unfortunately, a lot ofit.
It's hard to rectify or writethat ship if people aren't
feeling like they're being heard.
There was one instance inparticular where this person's
now at a different agencyknocking it out of the park.
They had said time and timeagain what they needed to
(05:56):
succeed and they just weren'tgetting heard, weren't getting
the tools they needed, and theyhit the door.
Dr. William Attaway (06:03):
It's so true Because they don't have to
put up with that.
You know, especially todaythere's so many opportunities
where they can go Right In yourwork with SHRM.
You know I've spoken in anumber of different SHRM groups.
Conversations that I have afterthe talk, after the meeting,
(06:24):
are so fascinating to me Becausepeople are talking about how
the world of HR has shifted somuch that the change in this
field has increased dramatically, particularly over the last
five, 10 years.
Has that been your experienceand where are some of those
changes that you have seen andyou maybe you've experienced?
Spencer Whalen (06:45):
That's a great question and I think, like a lot
of conversations, that goesback to COVID and I think that
has been, for like a betterwords, biggest catalyst of
change in recent years.
But you know, it's not, it'snot the first instance of it.
I mean, go back to greatrecession, go, go, go back even
further, 9-11.
So there have been what I guesswe call watershed moments where
(07:09):
there's been a lot of changeand it's tough.
And I actually think that itmight actually be in your book
talking about adaptability andjust the importance of that in
success and leadership, theimportance of that in success
and leadership, and with SHRMspecifically, I think it's been
(07:31):
proven that only those that areable to change are able to
survive, and I also see that alot too across the board,
whether it's sales, whether it'sHR, just business health,
overall Adaptability is reallyreally critical and it's
something that's been actuallyreally hard for me to learn.
(07:52):
You know people think, oh, it'sso great that you've been with
OneDigital for 12 years, but Iwould be lying if I didn't say a
lot of it's because of thestability and the comfort of you
know, the familiar of it'sbecause of the stability and the
comfort of you know thefamiliar, the familiar and I
think that you know, especiallyas I've kind of evolved I
started off as an accountmanager and now get into
business development and kind ofmaking more of a niche for
(08:14):
myself and, um, learning how tochange with the market is.
It's not easy, Uh, and it'ssomething that takes a lot of
practice, I think, and a lot ofyou know failing forward, if you
will.
Dr. William Attaway (08:28):
That's really true, you know.
I think the adaptabilityquotient is a significant
indicator of success and itsounds like you have surfed
those waves at One Digital.
One of the things that I'mhearing a lot of discussion
around with my clients, whetherit's people in the digital
marketing world or in thecorporate world, is AI.
(08:52):
I think AI has become for a lot.
Gallup some results that Gallupresearch had just posted,
saying that less than 10% ofpeople are using AI daily as
(09:12):
part of their job and that avery large portion of people are
not using it at all.
I'm curious in your perspective, working in benefits and in the
HR world, what are you seeingand how important do you think
AI is and is going to be in thedays to come?
Spencer Whalen (09:32):
You know, this is one of those things where I
think One Digital did a reallygood job of picking the name
that it has and I'll actuallyconfess, the shirt I have on
today is actually our dated nameOne Digital, health and
Benefits, because now we do somuch more than that and we
actually brand ourselves asworkforce solution advisors.
But going back to the onedigital name, with digital very
(09:55):
present there, I think, speakingto just once again,
adaptability, keeping up withtechnology, that's one of our
biggest differentiators in themarketplace and you know it's.
You know, I think.
10% today, yeah, it seems low,it's changing every day and I
think it's only increasing.
Like I can't even imagine whatthe actual rate of adoption is,
(10:19):
but I talked to my mom the otherday who, you know, she barely
knows how to use an iPhone, butnow she's already got the
ChatGPT app down.
That's fantastic, I saw.
So you're speaking of Gallup, Ithink it was.
I think it was.
The New York Times had anarticle about AI recently and it
was talking about AI also isbeing used differently across
(10:44):
generations, which isfascinating how for millennials
it's more of a search engine,whereas for Gen Zers it's more
of an interface that they'reusing to actually do tasks for
them.
So it's interesting how?
So we have the 10% that areadopting or using AI, but it's
(11:07):
how are they actually using?
It is another number that I'dbe curious to see.
Dr. William Attaway (11:14):
That's true .
Spencer Whalen (11:14):
I think that AI it's here to stay.
It's not going anywhere.
And I remember, and when itfirst came out, people said oh,
we got to stop AI, we got to getrid of it.
Like it's going to destroysociety, blah, blah, blah, blah,
blah.
You know that term somebodythrew out was like all right,
these are just the Ludditesspeaking, and I'm not going to
(11:35):
100% get the story right, butyou know the term Luddite, I
think came from around the timeof the advent of the Industrial
Revolution and people that werebasically running around town
destroying machines because theythought if they destroyed the
machines, they were going tostop continuing to be built.
But we all know how that turnedout.
Machines are more present thanever and a lot of them are run
(11:56):
by AI.
Sure, you can slow the trickle,but there's a big flow behind
it, so it's not a force that'sgoing to be easily contained.
But AI is something I'm reallyexcited about.
One digital actually is acompany.
I've really been an industryleader on that front too, and I
don't intend this to be acommercial by any means, but
(12:17):
it's something that we're doingthat is super cool and that AI
is not only powering ourstrategy that we're putting
forward with our clients, butit's also being something that
our the employees of our clientsare able to interface with.
So it's just there's so manydifferent facets to how AI can
be used.
I'm really excited about whereit can go.
(12:39):
That being said, too, I thinkthat we do have to be very
careful about how it'simplemented.
You know the edits that arearound it, the code that goes
into it, to make sure that youknow it is there to do good.
So I do want to have thatcaveat added on to the record as
well.
Dr. William Attaway (12:59):
I think that's well said.
You know, I watch so manyleaders who are wary of it,
sometimes companies who are waryof it.
I'm so glad to hear One Digitalis leaning into it.
I think that is adifferentiator for you guys and
definitely something to be proudof.
I think it was Kerry Newhoffthat said that companies that
(13:20):
refuse to change will becomemuseums to a bygone era.
That's good.
I don't know any company thatwants to be a museum to a bygone
era.
Nobody has that in theirmission statement, right.
And yet when we resist progress, when we resist change in the
(13:40):
Luddite way, that is exactlywhat we become.
I was talking to a recruiter afew weeks ago and this was
fascinating to me that's not theworld that I'm in and he was
telling me that he is watchingmore and more people in their
40s and 50s who are being laidoff from companies because they
(14:05):
are not staying abreast ofwhat's going on with AI.
They're being laid off andthey're being replaced with
people who have the skills, theprompting skills, the experience
with learning and just theirwillingness to learn it.
And these are not junior people, you know.
Some of these are seniorexecutives.
That, to me, is pretty tellingthat there is an indicator, an
(14:30):
early indicator light.
This is not a fad, this is notsomething we're going to see
fade away, and our job asleaders is to move toward it and
say how can we do it, as yousaid, ethically, how can we
utilize this in such a way thatis the right way to use it,
instead of what we have all seencan be some very unethical ways
(14:53):
to utilize it?
Spencer Whalen (14:55):
Oh, absolutely, and it's funny.
I'm not sure if you intended tosay, or if I took it to me,
that AI is not a world you'refamiliar with or part of, but
hey, we're, we're all in thisworld now.
Dr. William Attaway (15:09):
We're 100%.
Spencer Whalen (15:10):
Yeah, um, yeah, that is kind of scary.
I mean once again going back toyou know, adaptability and, um,
just constant willingness tolearn.
I think the the learning curvehas, you know, kind of steepened
its incline for all of us,steepened its incline for all of
(15:35):
us.
And I think that what can oftenbe difficult when that happens
is the piece of, you know, beingethical and, you know, having
laws keep up with AI, having,you know, not even just laws but
ethical policies that alignwhat's right by people, right by
society.
It becomes increasinglydifficult.
But what is interesting and Idon't remember which company
(15:57):
this was recently they laid offa very significant portion of
their workforce, only to comeback and realize that they
actually need a rehire.
I think it was actually almostthe same number of people that
they had laid off to recruitersfor their AI department.
I mean, I don't think that'sgoing to be the case for every
(16:17):
company.
I think, unfortunately, jobswill be lost, but I think jobs
will also change.
I'm hopeful for, but I do thinkthat there is going to be some
friction and it's going to hurtsome people, unfortunately.
Dr. William Attaway (16:32):
Let's say, I show up in your job.
How are you utilizing this?
You know I signed up for a ChadGPT account a year and a half
ago, right, and last year endedup springing for the team
account for the rest of my teamto join in, and so we are
building GPTs now.
You know we are doing thingsthat I two years ago couldn't
even have thought about.
You know it's become part ofour daily rhythm.
(16:55):
What does it look like for you?
Spencer Whalen (17:01):
And I'll keep it to just me, because OneDigital
well, I'll talk a little bitabout OneDigital as well, but
it'll be easier for me to focuson my day-to-day um where, yeah,
I've created my own, my owngbts that are able to help with
everything from responding toemails to making sure that my
schedule has like the rightbalance of you know, sitting
(17:21):
down, having my head down doingwork, versus like out out about
meeting with people, um, andit's it's fascinating because
I've been able to really almostlike reinvent my calendar to to
make sure that I have time to dothe things that are most
important to to bring value andmore dollars in the door, if you
(17:44):
will, yeah.
And so we've been also reallyfortunate at one digital, and
this is going back to what I wastalking about.
How we're leading the way isthat we have these in-house
tools that can help fromeverything from rfp writing to
um how to fine-tune strategywith our clients to optimize
spend for for employee benefitsprograms.
(18:04):
And then we do haveemployee-facing tools that are
essentially benefits counselors,people that back when I was an
account manager able to answerquestions that took me two or
three years to learn how torespond to, these chatbots were
able to do in real timeimmediately, once given the
right inputs.
So it's been great because Ihave more time back in my day.
(18:29):
And you know, even all the wayup to the highest rungs or
leadership, they've said what's?
You know, there's nothing wrongwith giving people more time
back in their day.
I mean, if we can make you workmore efficiently and get paid
the same like that's everybodyyeah 100%, 100%.
Dr. William Attaway (18:48):
It is such a game changer for me because it
Like, that's everybody, yeah, ahundred percent, a hundred
percent it.
It is such a game changer forme because it is an accelerator,
it's an amplifier.
A friend of mine says it's anamplifier of what you have
learned and what you know how todo.
This gives you the ability toamplify that and to increase
your efficiency in some waysthat I think we really could not
do before.
I love to hear how you'releveraging that.
(19:08):
I think we really could not dobefore.
I'd love to hear how you'releveraging that.
I think that's fascinating.
Spencer Whalen (19:13):
I think one of the coolest ways is just the
ability to kind of be everythingfor everyone all at once, which
before was not true and weheard the exact opposite for all
our lives, I think, until now.
And now there's a little bit ofand not to speak in absolutes,
(19:34):
but there's almost this, thisfeeling of being able to be
everything for everyone withwith ai, and the way that shows
up is, you know, using ai to beable to touch people, like in
multimodal fashion.
So, whether it's by email,whether it's over LinkedIn, or
it's over X or Twitter, beingable to use AI to help you do
(19:58):
things that previously you'donly think, oh, I only have the
energy to do email today, or oh,I only have the energy to do
LinkedIn today, and it's like,no, actually you can do all this
at the same time and you canchange the tone across the
platforms because, goodnessknows, there's a different tone
that you have to set for eachmode of communication.
So that's been great,especially, like all of us, I
(20:23):
have a very full calendar andbeing able to define the time to
do all those, and it takesenergy.
It the time to do all those, andit takes energy.
It takes time to think of acontent that you're pushing out.
So it's been.
It's been really refreshing tobe able to simplify things,
become more productive, andalmost more productive, with
less energy required.
I love that.
Dr. William Attaway (20:41):
Let's talk about that for a minute.
I love that.
Let's talk about that for aminute, about the rhythm that
you have as a leader.
You know your business.
Your clients need you to leadat a different level today than
they did five years ago, andthat same thing is going to be
true five years from now.
One Digital is going to demandmore of you.
(21:02):
Your clients are going to needmore from you.
So is your team.
How do you stay on top of yourgame?
How do you level up with thenew leadership skills that your
clients, your team, onedigital,are going to need you to have in
the years to come?
Spencer Whalen (21:18):
Oof.
See, I think you know, alwaysstaying humble is the big thing.
I think always staying humbleis the big thing.
Realize you need the peoplearound you to help build you up,
and I think that being able tobuild a team that can make your
(21:39):
operations scalable is alsocritical.
And learning how to delegatethat was one of the toughest
things I've learned inleadership.
And it's funny too, because likeI had to learn that lesson
through the way I've kind ofclimbed the ranks is, you know,
I do not function well if I'mbeing micromanaged and I and I
was realizing, like I was kindof doing that to people that
(22:01):
were supporting me is doing Iwas micromanaging that and it
was just it has evolution oflike one day sitting down and
I'm a big fan of journaling andjust realizing like the themes
that are kind of reappearing andyou know, oh whoa, like I
needed to step back and kind ofre-figure out how we can, how we
can make everybody work andwork to to the best of their
(22:24):
ability, and a lot of it is veryfar from being a micromanager,
but I think staying on top of mygame is just constantly working
on yourself.
I can't speak enough to justtrying to be better every day, I
think getting up, working out,making sure that you're eating
(22:46):
well, that you're maintaininggood relationships with your
family.
One big thing that I love aboutyour podcast is the concept.
There's a regular theme ofreligiosity and the role that
God can play, and I'll say I'mnot particularly religious
myself, but what I would like tosay is very spiritual and
(23:08):
working for something that'smuch bigger than yourself is
another thing.
I've heard a lot, too, and Ithink that also can can make
sure that you always have aguiding light in terms of where
you want to go, and I, I thinkthat you know, with that, it's
really hard to go astray.
Dr. William Attaway (23:28):
That's so well said.
I think the rhythms of theleaders that I respect, that I
look up to and that I learn somuch from as I look at their
rhythms, they're characterizedby healthy and sustainable.
Those are the two words that Iuse a lot and that's what I just
heard in your description there.
You know healthy, you'rethinking about your physical
(23:48):
body, you're thinking about yourhealth.
You know exercise, the diet,the food that you eat, you know
movement.
These things are importantbecause they have a dramatic
impact on your productivity as aleader and sustainability.
You know and that has been atheme that I've heard several
times in this conversation thatyou know you want to be able to
keep this going for the longhaul.
You want to operate in a highperformance level beyond just
(24:12):
today, and that requires acertain rhythm.
It requires, you know, focus,determination, drive, initiative
, intentionality, but it alsorequires downtime, you know, and
I think both are important.
Spencer Whalen (24:27):
I think one thing that actually really
sticks with me, that this kindof reminds me of, is very, very
early on in working Spencer'scareer and this was before I was
, you know, working a nine tofive as an intern I remember
just being in this positionwhere I felt like I had to just
constantly try to impress thesuperiors and hope that maybe
(24:48):
this would land me that 9 to 5job after graduating from
college.
And there was this lady and Iremember her name was Pamela and
I was staying until like no, itwasn't that late after 5
o'clock when I was supposed toclock out, it was like 6 or 6.30
.
And she walked over to me andshe saw me just like furiously
typing away I'd probably skiplunch that day.
(25:10):
And she's like you know,sponsor, you probably got 40
years of this left.
She's like work's always gonnabe there and yeah.
She's like, yeah, you're doingthis now.
She's like there's, there's noway that you're going to make it
that far and not burn out.
She's like go home, have dinner,watch a good show, decompress.
(25:34):
She's like come back, dotomorrow and you're going to do
your work better and honestly,that's kind of what I've taken
to heart and it's been very trueof my career.
Dr. William Attaway (25:44):
That's a gift and I love that she did
that, that she took theinitiative to come to you and
tell you that Because she wasthinking about you and your
long-term success.
And I imagine I'm just guessinghere this is something that you
have paid forward to otherpeople on your teams when you
have seen similar things thatyou have taken the initiative to
(26:05):
have that conversation becausesomebody first had it with you
oh, absolutely.
Spencer Whalen (26:09):
And you know, today, present day and I'll do a
shout out to my boss, her nameis nancy grasso she, she set the
entire trajectory of the rest,the remainder of my career, and
I think having a good leaderempowers you to be a good leader
yourself.
And it, you know, I think, isalso really nice too in our
(26:32):
relationship, because leadershipisn't going down, it's not
going up, it's going both ways.
That's right, and I think thatthat's what makes the best
businesses as successful as theyare.
Well said, the best businessesas successful as they are.
Dr. William Attaway (26:49):
Well said.
Is there a book that's made abig difference in your journey,
as you have continued to learnand grow from other people?
Spencer Whalen (26:54):
Oof, I think early on in my career.
One that really sticks out isI'm trying to blank on the
author right now, but GettingNaked.
It's about consulting and justyou know, vulnerability and how
to um be your authentic self,for how to work, um, but I'd say
(27:17):
, most recently, there's onecalled go giver.
Um, that I meant so good, yeah,that's yeah, that's a really,
really good one.
That one, I think it's um JohnBerg and I think you know Bob
Berg and John man, I think, ishis name.
Uh, and I think that one, thatbook, particularly because it
(27:40):
breaks it down into likebasically five different laws,
if you will, of how to besuccessful and the biggest
takeaway is the more you give,the more you get, mantra, and I
love that, especially becauseone of the most rewarding
aspects of my job is being aconnector and getting people to
(28:00):
other people.
That can make us all better,and I think that book speaks a
lot to that.
I love that, that a lot to that.
Dr. William Attaway (28:07):
I love that .
That's a fantastic book.
Definitely recommend that one.
We'll have a link to that inthe show notes.
Let me ask you one lastquestion, spencer Sure, thinking
about your job, your business,as it exists today.
If I could snap my fingers andsolve one problem, what would
you want that problem to be?
Spencer Whalen (28:29):
I have to ask a clarifying question.
So, for our clients or for meinternally Either one you get to
decide.
For our clients, um, becausethis is something that gets me
out of bed every day and willprobably get me out of bed for
(28:50):
the remainder of my career,unless something dramatic
happens is, you know, some sortof fix to this perpetual health
care crisis that we're dealingwith, where it's just increasing
costs, getting, you know, lessfor more money, and it's um,
it's tough, because I like, Ilike having a hypothetical of
(29:14):
being able to snap your fingersand there's a magic fix, and
keeping it in those very vagueterms, because I can't imagine
what fix we need to to to fixthis problem.
And, um, right now it kind offeels like playing whack-a-mole
with the, the solutions that webring forward to our clients,
(29:35):
and, you know, moving the needle, even a little bit, feels super
rewarding, but we need to toboil the needle off the browner,
to to really, uh, make the movethat we need to help do right,
what's best for people in thiscountry, so good.
Dr. William Attaway (29:55):
Spencer, I could talk to you for another
hour about this.
You have so much insight andwisdom in this area and I know
our listeners have benefitedgreatly from that today.
I want to thank you for yourgenerosity.
I know they're going to want tocontinue to learn from you and
learn more about what you'redoing over at One Digital.
What's the best way for them toconnect with you?
Spencer Whalen (30:15):
So hey, first of all, thank you, dr Attaway, for
having me.
I would love to stay in touchwith your listeners.
I think the best way would beto find me on LinkedIn, spencer
Whalen.
In touch with your listeners, Ithink the best way would be to
find me on LinkedIn, spencerWhalen Aren't too many folks
with that name?
But also too, if you just do asearch, spencer Whalen, one
Digital.
We have regular blogs out thatI've been fortunate enough to
(30:36):
write for, so you should be ableto find me there.
And then, of course, instagram.
Just look me up there as well,so I'd love to hear from anybody
.
It's always good to you know,make more friends.
Dr. William Attaway (30:47):
Perfect, we'll have all those links in
the show notes.
Spencer, thank you for yourtime today and your generosity
of insight and wisdom.
Spencer Whalen (30:56):
Okay, thank you, dr Attaway.
I'm so excited today to have Spencer
Whalen on the podcast.
Spencer is a benefitsprofessional who truly
understands the nuances ofemployee benefits for a wide
range of organizations varyingin size, industry and overall
complexity.
With over a decade at OneDigital, spencer's honed his
expertise in supportingnonprofits, associations,
(00:24):
government contractors andreally all types of employers.
With an MBA from Georgetown andthe Certified Employee Benefits
Specialist designation fromIFEBP, spencer's dedication to
the HR community is evident inhis board work with DC SHRM and
HR Virginia over the pastseveral years, as well as his
(00:45):
superior work for his clients.
Spencer, I'm so glad you'rehere.
Thanks for being on the show.
Spencer Whalen (00:50):
Dr Attaway, it's a pleasure to be here.
Thanks for having me.
Intro / Outro (00:55):
Welcome to Catalytic Leadership, the
podcast designed to help leadersintentionally grow and thrive.
Here is your host author andleadership and executive coach,
dr William Attaway.
Dr. William Attaway (01:13):
Spencer, I would love to start with you
sharing a little bit of yourstory with our listeners,
particularly about your journeyand your development as a leader
.
How did you get started?
Spencer Whalen (01:24):
Sure, it's a great question.
I think, quite honestly, I haveto rewind the tape pretty far
back and I think that when Ireally look at how I've landed
where I am today, it's allthanks to family.
Family has been somethingthat's always been super
important to me.
One thing I would be remiss notto mention is we've had our
fair bit of struggles, but fromthat, you know, I think kind of
(01:47):
like the story of the Phoenix,like rising from the ashes, I
think you know, despite all thechallenges we had, there were
plenty to be had, trust me, andI don't think I need to go into
too much detail.
But the fact that I was raisedby a single mom and my
grandmother those two, alongwith my next door neighbor who
was like a second mom to me, Ithink that the three of them
(02:10):
really showed me what you knowleadership was like, you know,
from a very young age and youknow your character is really
defined by what you're doing,when nobody's looking, kind of
thing.
That was kind of what got me tohow I am, in terms of just
personality, I think, but interms of my actual career
trajectory, it's really funnybecause I never thought I'd be
(02:33):
doing what I'm doing today,working in benefits.
Going back to college, Istudied chemistry and Spanish,
so I have people constantly askme how I made the leap into what
I'm doing today and, to bequite honest, it was kind of by
luck and just a lot ofhappenstance.
I have been really lucky thatthe people that I've been
surrounded by have, in a lot ofinstances, seen a lot more of me
(02:57):
than I've seen of myself, andit's been an amazing evolution,
because I think that having goodpeople around you really sets
the stage for success movingforward.
And actually, as I mentioned alittle bit ago, I heard one of
your podcasts I'm reallydisappointed I can't remember
exactly who had said this thatwas guested on your podcast
(03:18):
earlier saying something to theeffect of show me your friends
today, I'll show you whereyou're going going future, going
going tomorrow.
And I think that is so truebecause you know, looking around
me today are all the peoplethat were with me yesterday and
they've got me to where I'm at.
And you know, I think that justtaking the mindset of
(03:38):
constantly being willing tolearn and take feedback, I think
is also just paramount when itcomes to being a good leader,
and one thing that I'll probablysay repeatedly today is my
biggest key to success inleadership has been the ability
to listen, and I think a lot ofus lose sight of the fact that.
You know, listening issomething that we all need to do
(03:58):
a little bit more of, becauseit's so much fun to talk, it's
great to be in the spotlight,but it's, you know, just equally
as important to take time tosit back, listen to what other
people have to say.
Dr. William Attaway (04:13):
That's so well said.
You know, I think listening isone of the most powerful tools
in a leader's tool bag, and Iwatch too many leaders who are,
frankly, so in love with thesound of their own voice.
They are always talking andit's interesting to read the
body language of their teambecause you can see it.
(04:35):
You can see in the bodylanguage their frustration.
You can see they're just sotired of not being heard.
You can see they're just sotired of not being heard.
Spencer Whalen (04:53):
You know, as you have seen this and you have
seen the power of listening.
Can you think of a time whereyou saw that just on full
display?
That is a great question.
Yeah, and sad to say, I think alot of instances where that's
played out you know we've losttalent as a result of it of
instances where that's playedout you know we've we've lost
talent as a result of it.
You know people like whenthey're not feeling heard, not
feeling seen, I think you knowyou're not bringing value to
them and I think that's that's abig thing when you're.
(05:14):
You know, a lot of my success Ialso should make mention of is,
once again, not not just beingsurrounded by good people that
are building me up, but alsoalso building the business up as
well.
And if you're not pushing thatas a team, yeah, the door's
right there, they're going towalk right out of it, and so I
(05:35):
think, unfortunately, a lot ofit.
It's hard to rectify or writethat ship if people aren't
feeling like they're being heard.
There was one instance inparticular where this person's
now at a different agencyknocking it out of the park.
They had said time and timeagain what they needed to
(05:56):
succeed and they just weren'tgetting heard, weren't getting
the tools they needed, and theyhit the door.
Dr. William Attaway (06:03):
It's so true Because they don't have to
put up with that.
You know, especially todaythere's so many opportunities
where they can go Right In yourwork with SHRM.
You know I've spoken in anumber of different SHRM groups.
Conversations that I have afterthe talk, after the meeting,
(06:24):
are so fascinating to me Becausepeople are talking about how
the world of HR has shifted somuch that the change in this
field has increased dramatically, particularly over the last
five, 10 years.
Has that been your experienceand where are some of those
changes that you have seen andyou maybe you've experienced?
Spencer Whalen (06:45):
That's a great question and I think, like a lot
of conversations, that goesback to COVID and I think that
has been, for like a betterwords, biggest catalyst of
change in recent years.
But you know, it's not, it'snot the first instance of it.
I mean, go back to greatrecession, go, go, go back even
further, 9-11.
So there have been what I guesswe call watershed moments where
(07:09):
there's been a lot of changeand it's tough.
And I actually think that itmight actually be in your book
talking about adaptability andjust the importance of that in
success and leadership, theimportance of that in success
and leadership, and with SHRMspecifically, I think it's been
(07:31):
proven that only those that areable to change are able to
survive, and I also see that alot too across the board,
whether it's sales, whether it'sHR, just business health,
overall Adaptability is reallyreally critical and it's
something that's been actuallyreally hard for me to learn.
(07:52):
You know people think, oh, it'sso great that you've been with
OneDigital for 12 years, but Iwould be lying if I didn't say a
lot of it's because of thestability and the comfort of you
know, the familiar of it'sbecause of the stability and the
comfort of you know thefamiliar, the familiar and I
think that you know, especiallyas I've kind of evolved I
started off as an accountmanager and now get into
business development and kind ofmaking more of a niche for
(08:14):
myself and, um, learning how tochange with the market is.
It's not easy, Uh, and it'ssomething that takes a lot of
practice, I think, and a lot ofyou know failing forward, if you
will.
Dr. William Attaway (08:28):
That's really true, you know.
I think the adaptabilityquotient is a significant
indicator of success and itsounds like you have surfed
those waves at One Digital.
One of the things that I'mhearing a lot of discussion
around with my clients, whetherit's people in the digital
marketing world or in thecorporate world, is AI.
(08:52):
I think AI has become for a lot.
Gallup some results that Gallupresearch had just posted,
saying that less than 10% ofpeople are using AI daily as
(09:12):
part of their job and that avery large portion of people are
not using it at all.
I'm curious in your perspective, working in benefits and in the
HR world, what are you seeingand how important do you think
AI is and is going to be in thedays to come?
Spencer Whalen (09:32):
You know, this is one of those things where I
think One Digital did a reallygood job of picking the name
that it has and I'll actuallyconfess, the shirt I have on
today is actually our dated nameOne Digital, health and
Benefits, because now we do somuch more than that and we
actually brand ourselves asworkforce solution advisors.
But going back to the onedigital name, with digital very
(09:55):
present there, I think, speakingto just once again,
adaptability, keeping up withtechnology, that's one of our
biggest differentiators in themarketplace and you know it's.
You know, I think.
10% today, yeah, it seems low,it's changing every day and I
think it's only increasing.
Like I can't even imagine whatthe actual rate of adoption is,
(10:19):
but I talked to my mom the otherday who, you know, she barely
knows how to use an iPhone, butnow she's already got the
ChatGPT app down.
That's fantastic, I saw.
So you're speaking of Gallup, Ithink it was.
I think it was.
The New York Times had anarticle about AI recently and it
was talking about AI also isbeing used differently across
(10:44):
generations, which isfascinating how for millennials
it's more of a search engine,whereas for Gen Zers it's more
of an interface that they'reusing to actually do tasks for
them.
So it's interesting how?
So we have the 10% that areadopting or using AI, but it's
(11:07):
how are they actually using?
It is another number that I'dbe curious to see.
Dr. William Attaway (11:14):
That's true .
Spencer Whalen (11:14):
I think that AI it's here to stay.
It's not going anywhere.
And I remember, and when itfirst came out, people said oh,
we got to stop AI, we got to getrid of it.
Like it's going to destroysociety, blah, blah, blah, blah,
blah.
You know that term somebodythrew out was like all right,
these are just the Ludditesspeaking, and I'm not going to
(11:35):
100% get the story right, butyou know the term Luddite, I
think came from around the timeof the advent of the Industrial
Revolution and people that werebasically running around town
destroying machines because theythought if they destroyed the
machines, they were going tostop continuing to be built.
But we all know how that turnedout.
Machines are more present thanever and a lot of them are run
(11:56):
by AI.
Sure, you can slow the trickle,but there's a big flow behind
it, so it's not a force that'sgoing to be easily contained.
But AI is something I'm reallyexcited about.
One digital actually is acompany.
I've really been an industryleader on that front too, and I
don't intend this to be acommercial by any means, but
(12:17):
it's something that we're doingthat is super cool and that AI
is not only powering ourstrategy that we're putting
forward with our clients, butit's also being something that
our the employees of our clientsare able to interface with.
So it's just there's so manydifferent facets to how AI can
be used.
I'm really excited about whereit can go.
(12:39):
That being said, too, I thinkthat we do have to be very
careful about how it'simplemented.
You know the edits that arearound it, the code that goes
into it, to make sure that youknow it is there to do good.
So I do want to have thatcaveat added on to the record as
well.
Dr. William Attaway (12:59):
I think that's well said.
You know, I watch so manyleaders who are wary of it,
sometimes companies who are waryof it.
I'm so glad to hear One Digitalis leaning into it.
I think that is adifferentiator for you guys and
definitely something to be proudof.
I think it was Kerry Newhoffthat said that companies that
(13:20):
refuse to change will becomemuseums to a bygone era.
That's good.
I don't know any company thatwants to be a museum to a bygone
era.
Nobody has that in theirmission statement, right.
And yet when we resist progress, when we resist change in the
(13:40):
Luddite way, that is exactlywhat we become.
I was talking to a recruiter afew weeks ago and this was
fascinating to me that's not theworld that I'm in and he was
telling me that he is watchingmore and more people in their
40s and 50s who are being laidoff from companies because they
(14:05):
are not staying abreast ofwhat's going on with AI.
They're being laid off andthey're being replaced with
people who have the skills, theprompting skills, the experience
with learning and just theirwillingness to learn it.
And these are not junior people, you know.
Some of these are seniorexecutives.
That, to me, is pretty tellingthat there is an indicator, an
(14:30):
early indicator light.
This is not a fad, this is notsomething we're going to see
fade away, and our job asleaders is to move toward it and
say how can we do it, as yousaid, ethically, how can we
utilize this in such a way thatis the right way to use it,
instead of what we have all seencan be some very unethical ways
(14:53):
to utilize it?
Spencer Whalen (14:55):
Oh, absolutely, and it's funny.
I'm not sure if you intended tosay, or if I took it to me,
that AI is not a world you'refamiliar with or part of, but
hey, we're, we're all in thisworld now.
Dr. William Attaway (15:09):
We're 100%.
Spencer Whalen (15:10):
Yeah, um, yeah, that is kind of scary.
I mean once again going back toyou know, adaptability and, um,
just constant willingness tolearn.
I think the the learning curvehas, you know, kind of steepened
its incline for all of us,steepened its incline for all of
(15:35):
us.
And I think that what can oftenbe difficult when that happens
is the piece of, you know, beingethical and, you know, having
laws keep up with AI, having,you know, not even just laws but
ethical policies that alignwhat's right by people, right by
society.
It becomes increasinglydifficult.
But what is interesting and Idon't remember which company
(15:57):
this was recently they laid offa very significant portion of
their workforce, only to comeback and realize that they
actually need a rehire.
I think it was actually almostthe same number of people that
they had laid off to recruitersfor their AI department.
I mean, I don't think that'sgoing to be the case for every
(16:17):
company.
I think, unfortunately, jobswill be lost, but I think jobs
will also change.
I'm hopeful for, but I do thinkthat there is going to be some
friction and it's going to hurtsome people, unfortunately.
Dr. William Attaway (16:32):
Let's say, I show up in your job.
How are you utilizing this?
You know I signed up for a ChadGPT account a year and a half
ago, right, and last year endedup springing for the team
account for the rest of my teamto join in, and so we are
building GPTs now.
You know we are doing thingsthat I two years ago couldn't
even have thought about.
You know it's become part ofour daily rhythm.
(16:55):
What does it look like for you?
Spencer Whalen (17:01):
And I'll keep it to just me, because OneDigital
well, I'll talk a little bitabout OneDigital as well, but
it'll be easier for me to focuson my day-to-day um where, yeah,
I've created my own, my owngbts that are able to help with
everything from responding toemails to making sure that my
schedule has like the rightbalance of you know, sitting
(17:21):
down, having my head down doingwork, versus like out out about
meeting with people, um, andit's it's fascinating because
I've been able to really almostlike reinvent my calendar to to
make sure that I have time to dothe things that are most
important to to bring value andmore dollars in the door, if you
(17:44):
will, yeah.
And so we've been also reallyfortunate at one digital, and
this is going back to what I wastalking about.
How we're leading the way isthat we have these in-house
tools that can help fromeverything from rfp writing to
um how to fine-tune strategywith our clients to optimize
spend for for employee benefitsprograms.
(18:04):
And then we do haveemployee-facing tools that are
essentially benefits counselors,people that back when I was an
account manager able to answerquestions that took me two or
three years to learn how torespond to, these chatbots were
able to do in real timeimmediately, once given the
right inputs.
So it's been great because Ihave more time back in my day.
(18:29):
And you know, even all the wayup to the highest rungs or
leadership, they've said what's?
You know, there's nothing wrongwith giving people more time
back in their day.
I mean, if we can make you workmore efficiently and get paid
the same like that's everybodyyeah 100%, 100%.
Dr. William Attaway (18:48):
It is such a game changer for me because it
Like, that's everybody, yeah, ahundred percent, a hundred
percent it.
It is such a game changer forme because it is an accelerator,
it's an amplifier.
A friend of mine says it's anamplifier of what you have
learned and what you know how todo.
This gives you the ability toamplify that and to increase
your efficiency in some waysthat I think we really could not
do before.
I love to hear how you'releveraging that.
(19:08):
I think we really could not dobefore.
I'd love to hear how you'releveraging that.
I think that's fascinating.
Spencer Whalen (19:13):
I think one of the coolest ways is just the
ability to kind of be everythingfor everyone all at once, which
before was not true and weheard the exact opposite for all
our lives, I think, until now.
And now there's a little bit ofand not to speak in absolutes,
(19:34):
but there's almost this, thisfeeling of being able to be
everything for everyone withwith ai, and the way that shows
up is, you know, using ai to beable to touch people, like in
multimodal fashion.
So, whether it's by email,whether it's over LinkedIn, or
it's over X or Twitter, beingable to use AI to help you do
(19:58):
things that previously you'donly think, oh, I only have the
energy to do email today, or oh,I only have the energy to do
LinkedIn today, and it's like,no, actually you can do all this
at the same time and you canchange the tone across the
platforms because, goodnessknows, there's a different tone
that you have to set for eachmode of communication.
So that's been great,especially, like all of us, I
(20:23):
have a very full calendar andbeing able to define the time to
do all those, and it takesenergy.
It the time to do all those, andit takes energy.
It takes time to think of acontent that you're pushing out.
So it's been.
It's been really refreshing tobe able to simplify things,
become more productive, andalmost more productive, with
less energy required.
I love that.
Dr. William Attaway (20:41):
Let's talk about that for a minute.
I love that.
Let's talk about that for aminute, about the rhythm that
you have as a leader.
You know your business.
Your clients need you to leadat a different level today than
they did five years ago, andthat same thing is going to be
true five years from now.
One Digital is going to demandmore of you.
(21:02):
Your clients are going to needmore from you.
So is your team.
How do you stay on top of yourgame?
How do you level up with thenew leadership skills that your
clients, your team, onedigital,are going to need you to have in
the years to come?
Spencer Whalen (21:18):
Oof.
See, I think you know, alwaysstaying humble is the big thing.
I think always staying humbleis the big thing.
Realize you need the peoplearound you to help build you up,
and I think that being able tobuild a team that can make your
(21:39):
operations scalable is alsocritical.
And learning how to delegatethat was one of the toughest
things I've learned inleadership.
And it's funny too, because likeI had to learn that lesson
through the way I've kind ofclimbed the ranks is, you know,
I do not function well if I'mbeing micromanaged and I and I
was realizing, like I was kindof doing that to people that
(22:01):
were supporting me is doing Iwas micromanaging that and it
was just it has evolution oflike one day sitting down and
I'm a big fan of journaling andjust realizing like the themes
that are kind of reappearing andyou know, oh whoa, like I
needed to step back and kind ofre-figure out how we can, how we
can make everybody work andwork to to the best of their
(22:24):
ability, and a lot of it is veryfar from being a micromanager,
but I think staying on top of mygame is just constantly working
on yourself.
I can't speak enough to justtrying to be better every day, I
think getting up, working out,making sure that you're eating
(22:46):
well, that you're maintaininggood relationships with your
family.
One big thing that I love aboutyour podcast is the concept.
There's a regular theme ofreligiosity and the role that
God can play, and I'll say I'mnot particularly religious
myself, but what I would like tosay is very spiritual and
(23:08):
working for something that'smuch bigger than yourself is
another thing.
I've heard a lot, too, and Ithink that also can can make
sure that you always have aguiding light in terms of where
you want to go, and I, I thinkthat you know, with that, it's
really hard to go astray.
Dr. William Attaway (23:28):
That's so well said.
I think the rhythms of theleaders that I respect, that I
look up to and that I learn somuch from as I look at their
rhythms, they're characterizedby healthy and sustainable.
Those are the two words that Iuse a lot and that's what I just
heard in your description there.
You know healthy, you'rethinking about your physical
(23:48):
body, you're thinking about yourhealth.
You know exercise, the diet,the food that you eat, you know
movement.
These things are importantbecause they have a dramatic
impact on your productivity as aleader and sustainability.
You know and that has been atheme that I've heard several
times in this conversation thatyou know you want to be able to
keep this going for the longhaul.
You want to operate in a highperformance level beyond just
(24:12):
today, and that requires acertain rhythm.
It requires, you know, focus,determination, drive, initiative
, intentionality, but it alsorequires downtime, you know, and
I think both are important.
Spencer Whalen (24:27):
I think one thing that actually really
sticks with me, that this kindof reminds me of, is very, very
early on in working Spencer'scareer and this was before I was
, you know, working a nine tofive as an intern I remember
just being in this positionwhere I felt like I had to just
constantly try to impress thesuperiors and hope that maybe
(24:48):
this would land me that 9 to 5job after graduating from
college.
And there was this lady and Iremember her name was Pamela and
I was staying until like no, itwasn't that late after 5
o'clock when I was supposed toclock out, it was like 6 or 6.30
.
And she walked over to me andshe saw me just like furiously
typing away I'd probably skiplunch that day.
(25:10):
And she's like you know,sponsor, you probably got 40
years of this left.
She's like work's always gonnabe there and yeah.
She's like, yeah, you're doingthis now.
She's like there's, there's noway that you're going to make it
that far and not burn out.
She's like go home, have dinner,watch a good show, decompress.
(25:34):
She's like come back, dotomorrow and you're going to do
your work better and honestly,that's kind of what I've taken
to heart and it's been very trueof my career.
Dr. William Attaway (25:44):
That's a gift and I love that she did
that, that she took theinitiative to come to you and
tell you that Because she wasthinking about you and your
long-term success.
And I imagine I'm just guessinghere this is something that you
have paid forward to otherpeople on your teams when you
have seen similar things thatyou have taken the initiative to
(26:05):
have that conversation becausesomebody first had it with you
oh, absolutely.
Spencer Whalen (26:09):
And you know, today, present day and I'll do a
shout out to my boss, her nameis nancy grasso she, she set the
entire trajectory of the rest,the remainder of my career, and
I think having a good leaderempowers you to be a good leader
yourself.
And it, you know, I think, isalso really nice too in our
(26:32):
relationship, because leadershipisn't going down, it's not
going up, it's going both ways.
That's right, and I think thatthat's what makes the best
businesses as successful as theyare.
Well said, the best businessesas successful as they are.
Dr. William Attaway (26:49):
Well said.
Is there a book that's made abig difference in your journey,
as you have continued to learnand grow from other people?
Spencer Whalen (26:54):
Oof, I think early on in my career.
One that really sticks out isI'm trying to blank on the
author right now, but GettingNaked.
It's about consulting and justyou know, vulnerability and how
to um be your authentic self,for how to work, um, but I'd say
(27:17):
, most recently, there's onecalled go giver.
Um, that I meant so good, yeah,that's yeah, that's a really,
really good one.
That one, I think it's um JohnBerg and I think you know Bob
Berg and John man, I think, ishis name.
Uh, and I think that one, thatbook, particularly because it
(27:40):
breaks it down into likebasically five different laws,
if you will, of how to besuccessful and the biggest
takeaway is the more you give,the more you get, mantra, and I
love that, especially becauseone of the most rewarding
aspects of my job is being aconnector and getting people to
(28:00):
other people.
That can make us all better,and I think that book speaks a
lot to that.
I love that, that a lot to that.
Dr. William Attaway (28:07):
I love that .
That's a fantastic book.
Definitely recommend that one.
We'll have a link to that inthe show notes.
Let me ask you one lastquestion, spencer Sure, thinking
about your job, your business,as it exists today.
If I could snap my fingers andsolve one problem, what would
you want that problem to be?
Spencer Whalen (28:29):
I have to ask a clarifying question.
So, for our clients or for meinternally Either one you get to
decide.
For our clients, um, becausethis is something that gets me
out of bed every day and willprobably get me out of bed for
(28:50):
the remainder of my career,unless something dramatic
happens is, you know, some sortof fix to this perpetual health
care crisis that we're dealingwith, where it's just increasing
costs, getting, you know, lessfor more money, and it's um,
it's tough, because I like, Ilike having a hypothetical of
(29:14):
being able to snap your fingersand there's a magic fix, and
keeping it in those very vagueterms, because I can't imagine
what fix we need to to to fixthis problem.
And, um, right now it kind offeels like playing whack-a-mole
with the, the solutions that webring forward to our clients,
(29:35):
and, you know, moving the needle, even a little bit, feels super
rewarding, but we need to toboil the needle off the browner,
to to really, uh, make the movethat we need to help do right,
what's best for people in thiscountry, so good.
Dr. William Attaway (29:55):
Spencer, I could talk to you for another
hour about this.
You have so much insight andwisdom in this area and I know
our listeners have benefitedgreatly from that today.
I want to thank you for yourgenerosity.
I know they're going to want tocontinue to learn from you and
learn more about what you'redoing over at One Digital.
What's the best way for them toconnect with you?
Spencer Whalen (30:15):
So hey, first of all, thank you, dr Attaway, for
having me.
I would love to stay in touchwith your listeners.
I think the best way would beto find me on LinkedIn, spencer
Whalen.
In touch with your listeners, Ithink the best way would be to
find me on LinkedIn, spencerWhalen Aren't too many folks
with that name?
But also too, if you just do asearch, spencer Whalen, one
Digital.
We have regular blogs out thatI've been fortunate enough to
(30:36):
write for, so you should be ableto find me there.
And then, of course, instagram.
Just look me up there as well,so I'd love to hear from anybody
.
It's always good to you know,make more friends.
Dr. William Attaway (30:47):
Perfect, we'll have all those links in
the show notes.
Spencer, thank you for yourtime today and your generosity
of insight and wisdom.
Spencer Whalen (30:56):
Okay, thank you, dr Attaway.
Popular Podcasts
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.