Hey everyone, this is Tamika Mason. I am here to wish each and everyone of you a Happy New Year. We're going to be continuing our series on strategic planning and more specifically annual planning. And so annual planning is something that really takes into account this moment. We will keep our long term strategic plans and goals in mind, however, given our market, given our industry, given what we learned, worked and didn't work in the last fiscal year. Our as we're understanding this new administration, we want to keep all those things in mind and set new priorities and goals for the new year. As we think about doing this and kind of pivoting some of our strategies and our tactics, there are a couple of things that we can do to kind of get us started. One is make sure that we're just locating where we are in our emotions. Have we really processed 2024 and or the last fiscal year? Are we checking in with our self and our team around not those, not just those learnings and insights, but how do we feel about them? You know, what does at least one thing that we're thankful for and what is at least one thing that we're hopeful for as we approach the New Year 2? We want to make sure that we're anchored in our mission as an organization, our why, whatever products or resources that really are the core of who we are. We want to make sure that it's top of mind as we go into this process. And then three, as we consider what it would take to really pivot our strategies, we should spend some time brainstorming what is possible, what should we consider changing? What can we change given this environment and given who we want to serve, and use that brainstorming process to really inform the new priorities that you set. So during this series, we'll be sharing some best practices. Not only in setting some of those priorities and goals, but how do you do it in a way that really builds buy in and make sure that everyone on your team is truly on that cruise ship that we talked about before where everyone has an OAR and understands their part in their role. Versus being on a cruise ship where it just so big. We can't really steer and change directions when we need to as an organization and just some people are working way too hard and some people aren't working enough. So excited that you are here, we want to invite you to follow BFM in this next series and let's see what happens as we get started with this year.
