Dr. Kortni (00:00)
Welcome to the Compassionate Newsroom podcast. I'm Dr. Courtney Alston-Lemon. I'm a former television reporter and news director turned happiness scholar. I train news leaders and journalists internationally to foster workplace well-being, resilience, and a positive culture in their newsrooms.
Every week I'll bring you evidence-based strategies and inspiring interviews from news leaders, journalists, and experts worldwide who prioritize the mental health of their teams and themselves. Let's redefine what it means to lead with compassion in journalism, one episode at a time.
Dr. Kortni (00:33)
Happy Wellbeing Wednesday. I'm so, so happy that you're here. Let's go back. And I mean back into my television news days. When I was a television reporter many moons ago and I was always, always on a lookout for training to help me grow. And there was one place that was the gold standard for journalists. And it's still the gold standard. And that's Poynter. Now this was back.
When their training was on your are you ready for it? When their training was on VHS tapes. Yes, I said it. It's that long ago. And I believe if I went to my parents' home, start going through their garage, I might just find a tape or two or three. And I will tell you that today I'm so thrilled to welcome someone very special from pointer.
Someone that I'm lucky to call a friend. Kerwin Spate is an Emmy and Edward R. Murrow award-winning journalist with more than 20 years of experience in the industry. He has led teams at Revolt, Black News, and Spectrum News in Charlotte, North Carolina, and his reputation as an empathetic leader. It's truly inspiring. Kerwin joins us in the Compassionate Newsroom studio
to share his approach to leading with empathy and how he maintains his own wellbeing while supporting his team when he worked in news. And he also tells us a little bit more about what we can do to leverage Poynter when it comes down to our wellbeing as well. I can't wait for you to hear from him. So let me get out of the way. Let's dive in.
Dr. Kortni (02:22)
Wow, I can't believe this. I'm talking to Kerwin. The one and only, I'm so super excited. And plus Kerwin is one of the first news leaders I am interviewing as it relates to the Compassionate Newsroom podcast. And you know what, for me, it's sweet because of the fact that the history that you and I have, you we worked together at North Carolina A &T.
Kerwin Speight (02:27)
winning only, right?
Yes.
Dr. Kortni (02:51)
And guys, the day he left, I was so sad. Because he's just that incredible and just really treasure your work in the industry and various markets from, you know, from all over, from New York to DC. I mean, the list goes on and on. And now you are at Poynter.
Kerwin Speight (02:57)
Thank
DC.
Yes.
Dr. Kortni (03:16)
And Poynter is one lucky institution to have Kerwin there and so grateful that you're on the podcast to talk about compassionate newsroom and really leadership and the value of it.
Kerwin Speight (03:30)
Thank you, thank you, very happy to be here.
Dr. Kortni (03:32)
Excellent. let's talk about, before I kind of dive into your style as a leader, some advice that you can give to news leaders. And then of course, talk about all things Poynter and some initiatives that Poynter may be having as relates to this topic. I'm so curious, Kerwin, tell me about a news leader that was really influential for you.
as a leader.
Kerwin Speight (04:03)
Hmm. I would probably say it was one of my first news directors, Michelle Butt. At the time she was news director at WBAL TV in Baltimore. I was a producer there. Currently she is the general manager of WXII TV in Winston-Salem, North Carolina.
and she just spoke my language. you know, we, we, had this connection to North Carolina. my mom's family from North Carolina, she was born and raised in North Carolina and had worked there before. I was a producer, she was a former producer. so we, spoke the same language in terms of, understanding journalism, understanding TV news, understanding strategy, and then also understanding the room and understanding the people.
Dr. Kortni (04:44)
you
Kerwin Speight (04:47)
Who you work with you know and and what motivates them and understanding what the room needs and she was very very good about that and that was one of the critical things that I learned from her even as we talked shop and as we talked shows and as we talked ratings and as we talked, viewer retention, we also talked about Her ability to kind of reach everybody in the room
Dr. Kortni (05:11)
Wow, how did she do that? How did she go about reaching everyone, especially in a newsroom?
Kerwin Speight (05:19)
well, it's interesting. She talked to people, you know, and so whether it was folks who stopped by her office or whether she came out to the newsroom and sat in the producer pod, and as people were walking by, she would say, Hey, John, come talk to me. she was a field producer at one point, so she had been out in the field early in her career. so it could also relate to people who didn't sit in the newsroom all day. photographers, she just, just has this knack for people.
and an act for talking and an act for stories. And I think that in part is what helped make her successful as a leader, news leader.
Dr. Kortni (05:53)
That's interesting that you say that because when I worked as a news director, one of the things that really helped me with connecting with my team was the more conversations we had and outside of the typical meetings, right? In terms of that, just having those conversations, being able to connect. And I'm also curious as it relates to how she supported the wellbeing.
Kerwin Speight (06:13)
Yeah.
Dr. Kortni (06:21)
of your newsroom. What did that look like?
Kerwin Speight (06:24)
Sure. So I think there were a number of things that I recall at that time.
families who had children. She would send a meal home to them, you know, be it the mom employee or dad employee didn't matter. and there was always this little onesie, WLTV onesie, you know, that kind of made it nice and sweet. You know, there were oftentimes when, we would just take a beat, at the time in Baltimore, we were,
Dr. Kortni (06:36)
Wow.
Yeah
Kerwin Speight (06:54)
really kind of hitting spot news hard. And it would come often, it would come fast, it would come furious. Some days we felt we were drowning just in spot news that we needed to cover. And she was very good about saying, let's take a break. Let's step back from it all. Let's process it all. And this was in the early 2000s. So this was well before we really, really, really, really started talking about mental health, empathy, and compassion in newsrooms.
on a large scale.
Dr. Kortni (07:26)
Excellent. Well, that says a lot of the fact that, at that stage, right, because I feel like workplace well-being is something that we're talking more about now in news, but for a long time we were silent. That was something that we didn't really hit on too much. So it sounds like to me, I mean, on so many different levels, how she was so progressive.
and obviously operated with a level of care, authentic care. Tell us about your style as a leader. What does that look like to you?
Kerwin Speight (07:58)
Yeah.
I think it's changed over time. and, and, and it has changed, you know, based on where I've been. you know, I, and I don't know if this is a real term, but I'm a situational leader.
you know, who does what, what we do, why we do it, what the mission is, and everybody kind of knows their place in it. And then I've been in somewhere, it's just kind of been, do whatever.
You know, a lot of times as a leader, you kind of know what's your job, what's your role, what's the mission, you what am I here to do, you know, and how do I get the folks in the room to do the same, right? How do I get the folks in the room to understand, you know, what the goals are, what the mission is and what success looks like? So it's really situational. I mean, you know, one of my roles when I was the managing director of the Spectrum Newsroom in Charlotte, there was a format change.
Dr. Kortni (08:29)
Mm.
Kerwin Speight (08:52)
And I walked into that where there was just a lot of stuff that had to be done pretty quickly. You know, we were hiring a lot of people. You know, we were really changing the model away from, covering a lot of spot news, if you will, and really kind of telling more character-driven centric stories. if there was a spot news, you know, crime of the day, if you will, we really had to think about, okay, you know, why are we going to cover this?
this, are we going to cover car crash? What's the reason? And it was very hard. And a lot of people kind of didn't understand that. They wanted to be live on the scene every day. And it's like, well, that's kind what we do. We've got five other TV stations in the market that are doing that. We've really got to carve out our niche and establish ourselves. So back to your original question, it really is a situational leader. And some folks,
can do it and they just need the encouragement and the pat on the back and the other folks need you to kind of spell it out for them, and help them along the
Dr. Kortni (09:48)
interesting because a couple of things stood out, but first question I'm gonna ask you as it relates to what you shared concerning your time at Spectrum and then talking about situational leadership, which I love, I love that. Tell me about a situation that you've had in a newsroom that has been the most challenging, but yet when you look back at it now, how...
rewarding it was once you've met it.
Kerwin Speight (10:20)
You know, I would say by far, you when I managed the spectrum newsroom, was probably the most challenging role. One, was in the middle, I started in the middle of the pandemic. So the pandemic started, I guess, in March of 2020. I started in November right after the election. We didn't even officially have a president. And so I started at that time. And so everybody was, you know, on edge, if you will, with pandemic concerns. And then you have this new leader.
coming into the newsroom, and then you have a new format, and you have new roles. So that was by far the most challenging. Some of the successes there when I look back on it, local stations measure ratings, if you will, and Spectrum has engagement, which is a formula that they come up with based on how many people are watching cable, and how many people stream, and how many people.
few content online, and they come up with a score. And for the first time in station history, we were number one. And that had never happened before, right? And that happened within the first year. But looking back on it, there were so many other things and so many other trying things that happened that I didn't really celebrate it. I we celebrated with the team, but I look back on that success.
Dr. Kortni (11:23)
Wow.
Kerwin Speight (11:38)
I look back on really having the right people in the room.
and really helping people understand like, like this is the vision. Here's where we're going. and here's why we're doing it, and there was resistance. some of the other things, that I look back on, I think I look back on my growth as a leader, where I come from, newsrooms where it was pretty much here's the deal. Let's do it right. where it took a little bit more empathy, a little bit more understanding, a little bit more conversation.
or conversations with people to really help them understand, this is our mission, this is why we're here, this is what we're doing.
Dr. Kortni (12:16)
Wow. Well, being a change agent and I can relate to that. Yeah. It is very challenging, you know, and you talked about empathy as relates to your team. And I'm going to talk about that in a moment, but before I do, I want to know, especially as a person who has, was hired in news serving as a change agent, how did you take care of you?
Kerwin Speight (12:19)
Very hard. Very hard. Yes.
Dr. Kortni (12:45)
How did you take care of yourself?
Kerwin Speight (12:47)
It's interesting. Looking back on it, I probably could have done a much better job of it. But some of it is the things that we know that we can do, like go to the gym. I found the true love for hot yoga, where you can just sit in a space and let it all come out peacefully, if you will. Really found a love for that. I also got into journaling.
Dr. Kortni (13:04)
Ooh.
Yes.
Kerwin Speight (13:15)
you know, really at the end of the day or in the morning, you know, writing down my feelings. So not writing down, here's what I did today, you know, here's what I did today, here's what we accomplished, here's the conversations that I had, but you know, really taking the time to journal, to...
just reflect on here are the things that I'm thankful for, here are the things that I wish that I did differently. I'm happy about this, I'm excited because so and so's birthday is this weekend and we're going to hang out. And then I think the other part is doing something that you love and I like to shop. And not that I have the money to shop, but you know how to bargain shop, but really taking that and finding deals and finding bargains, all of that combined.
really helped me mentally, my well-being and such.
Dr. Kortni (14:01)
I love it. First off, it's nothing like retail therapy. So I certainly agree in terms of that. And one of the things I really love that you shared, another thing that we have in common happens to be the practice of gratitude. I mean, it's so much great research as relates to how we can help with our stress levels. And it can even help with our sleep. When I'm training news leaders, I often share.
Kerwin Speight (14:20)
Yeah.
Dr. Kortni (14:26)
the value of what it can do not only for themselves, but also for their team. So it's wonderful to see what you've constructed for yourself in regards to your self-care strategy in terms of your wellbeing. So I'm curious, when you mentioned earlier, you talked about empathy and being able to be empathetic towards your team. What does that look like?
Kerwin Speight (14:42)
Yeah.
Dr. Kortni (14:54)
in regards to your leadership style.
Kerwin Speight (14:57)
Sure. I look back at some situations where, we've had, when I was the management director of Spectrum, we had folks who weren't quite performing at the level of what was expected. And, it involved, having a conversation with them.
generally, how are things going? you are struggling to meet the, and I think at the time that we did the requirement with three stories for our multimedia journalists, it's like, okay, so what's happening, that you can't get this done. And a little bit of it is peeling back the layers of just listening, right, to what's happening and what's going on.
And then looking for opportunities to say, you using the resources that are available to you? Have you thought about this? Have you thought about that? And then at the end of that, understanding, helping them understand that you are having said issues, be it personal, be it you're new to the market and don't really know people.
And I understand that. But here's what we wanted to. Here's where you need to be, and how can we help you get there? And so that is an example of being empathetic versus you're not meeting the weekly requirement. If you don't do it, we have another conversation.
Dr. Kortni (16:18)
Mm hmm. Yeah, absolutely. I love that. I love that you as a leader really operate on a level of care, right? It's making sure that your members of your team are well. And what another thing that I really value that is also very important to remember is how can I support you? And then you mentioned the importance of
Kerwin Speight (16:28)
Yeah.
Dr. Kortni (16:47)
the resources that you have. And that's something that is very instrumental. And I think it's also important for news organizations, especially leaders, to also make sure that they understand the value of that, right? And knowing what those resources are so you're able to share it with your team. So, so many great things that you've done as it to a compassionate leader.
Kerwin Speight (17:08)
Right. Yeah. Yeah, and I think I'll add to that, too. You know, when I was at Spectrum and it was during the pandemic, our multimedia journals were remote. They were all remote. And they could come into the building to get to get things to the newsroom to get supplies, you know, to have a conversation with somebody, but they weren't working out of the newsroom every day. And some of the feedback that we heard from them is that they didn't feel connected.
Dr. Kortni (17:32)
Mmm.
Kerwin Speight (17:33)
is that they didn't feel connected. And we were kind of like, OK, what does that mean? So the leadership team and I developed monthly gatherings, get-togethers, if you will, where
literally our MMJs, some of them first jobs out of college, some of them on their second jobs, where they could meet each other and hang out, you know, work time.
And so the first one that we did was crocs and coffee. And so apparently, crocs are big or were big at the time. And so we had coffee and donuts in the newsroom, and we tell people to wear your crocs. And so it was like a thing where we were six feet apart, and we had our masks on, if you will. But they liked the idea of being able to connect and have touch points, physical.
with colleagues outside of just being on a Zoom call for the daily editorial meeting. And then every month we kind of did some other things, pumpkins and painting, or we painted pumpkins in October. And there were a couple other things that we did to...
to not only increase the engagement, but to hear from them, like many of them, stay at home in their apartment all day, except for when they go out to interview somebody. So they really needed the touch point, the... I do think there was a mental piece to that. There was definitely a mental health piece to them needing to be with people, with colleagues, and not necessarily with them.
Dr. Kortni (18:52)
Absolutely.
Kerwin Speight (19:13)
covering breaking news, or with them in a pressure cooker, deadline driven environment.
Dr. Kortni (19:18)
Absolutely, I love that. I mean, it's so much. Well, first off, our well-being is so central in terms of those connection and having those relationships. And it sounds that you and your team, your leadership team in terms of being very instrumental and being very thoughtful in regards to these mindful practices. I was like, because some of them, I actually remember you posting, I believe.
Kerwin Speight (19:44)
Yes. Yes. Yes. Yes.
Dr. Kortni (19:45)
on on LinkedIn and I'm like wait I remember that one I'm like but I'm like I didn't know about the pumpkins like I did.
Kerwin Speight (19:52)
Yes, yes. So, I you know, I had a creative team and it was, you know, October and Halloween and the Dollar Tree, you know, had these foam pumpkins that you could decorate, like you could stick.
You could stick a note, almost like a Mr. Potato Head, but the Dollar Tree Head is on version. And so we bought a ton of those and paint and supplies and glue and just let them really come in at their leisure. We had pizza for lunch. And it was a great way to engage them and let them take some steam off, have some fun, be creative.
Dr. Kortni (20:08)
Yeah!
Kerwin Speight (20:29)
And they liked it, they enjoyed it, and they asked for more. I think we did something with stockings in December. So being creative and kind of listening to the room and helping them through some of the challenges, I think those things were very successful for us.
Dr. Kortni (20:36)
wow.
Absolutely, I love the fact that it was just not one initiative or just even two initiatives. It sounds like something that it was very routine within your organization to be able to provide these services, which is really phenomenal.
Kerwin Speight (20:57)
Yes.
Right, and I don't want to cut you off, but I think it's also important to listen to the feedback and also recognize, right? Because a lot of times, know, newsrooms, just work, we work and we work and we work, and I think it's important for leaders to kind of recognize that so-and-so has been working all the time, heading the computer, very rarely gets up, you know, that at some point he or she will reach a breaking point, right? Or...
Dr. Kortni (21:07)
No, no, no, you're not.
Kerwin Speight (21:30)
they need to take a break. I remember when I was in New York when the pandemic first started and my news director, we were just working, right? Because we couldn't go anywhere. Everything was on lockdown. And she finally said, you all need to take a break, right? Like you need to take a couple of days. You need to take a week. We will figure out, we will adjust. know, she recognized that, you know, because of what was happening in the pandemic and specifically in New York City,
in New York that we couldn't keep just working all the time, 24 7 Without like taking a break and unplugging so, So it's also important for leaders to just kind of recognize that either something's off or something's have missed or something's odd with somebody Or just recognize, you know The way that they are working they're going to burn themselves out
or they're going to not be well if they continue to go at the same pace that they're going.
Dr. Kortni (22:25)
Absolutely.
Yeah, that's very, first is really important, right? To really be observant as it relates to your team. I'm curious. when you mentioned feedback, how did you gather that feedback? Was some of that, was the feedback of things that you've heard on the ground? Was it something that you and your organization put out and collected a survey? What did that look like?
Kerwin Speight (22:58)
So early on, you know, it came from one-on-one conversations. And so I had two managing editors who managed the multimedia journalist group, which was the largest group. There were about 18 to 20 of them. And that was a lot of feedback that came from.
the managing editors one-on-ones with each of the folks who were assigned to them, is that they didn't feel engaged. Because we were in a point where we were working in COVID, we had a new format.
there were lots of conversations about how are things going. So a new news format, MMJs were shooting differently. So no longer were they carrying a camera or working with a photographer. They were shooting on their phone. So there was a lot of conversation throughout about various things, but that often came up. One of the things that came out of that is our chief photographer.
would often do trainings of how to use the phone and the kit and all the equipment to effectively get what we needed. So that also kind of came from feedback. So later on in the process, there was a survey where we got some additional feedback. But some of these early things came really from conversations. Excuse me.
Dr. Kortni (24:18)
Wow, that's fantastic. It sounds like there was like really this range in terms of the team being on the ground, being able to make sure they're listening and observing in terms of those needs and the fact that information, right, in terms of surveys were collected to be able able to greater serve the team. I will say one of the things that was very interesting to me
when I trained a public relations company and they had these very detailed surveys on wellbeing. So unlike me asking all these different questions, they literally came in with concrete information. So it was wonderful to hear about the experiences that you had in regards to being able to gather that type of data, which is really important to understand, you know, your team, but then also you cannot beat.
the one-on-ones and an observation, because you get to know the behavior of your team as well. So let's talk about resources. And it's interesting. I remember the days at A &T when we would talk all about Teach-A-Palooza. I've never had a chance to go to one. But I think it's fantastic. for those who may not know Teach-A-Palooza,
Kerwin Speight (25:17)
Right.
Right.
Yes.
Dr. Kortni (25:40)
is an event that is hosted by Poynter. And one of the things I value so much about Poynter is the training and the support that it provides. What is Poynter looking at at this stage concerning mental health and the wellbeing of newsrooms?
Kerwin Speight (26:02)
Sure. So the Poynter Institute is nonprofit. We teach journalists around the world leadership, ethics, and then the craft of journalism, i.e. storytelling, producing, photography, and the like. And a number of things that we've heard from people, be it news leaders.
be it journalists on the ground, is that there, how do we address our mental health? How do we help our people who might be dealing with things that are or are not work related?
And so one of the things, probably one of the most popular right now, is an online course called Work-Life Chemistry. And it was put together by my colleague, Kristin Hare, who actually taught it as a class, a workshop, and has now adapted it to an online module where we hear about work-life balance. And this course is like, that doesn't exist. There really is no work-life balance. It's work-life chemistry.
And it's a formula that you come up with where sometimes you might give one thing a little more than the other.
And so I've taken the course and part of it is you write down the things that are important to you and you come up with a score, if you will. And the score changes over time based on what's important to you. So it's probably very hard for people to give 50 % work and 50 % outside of work. Sometimes you give a little bit more to work, sometimes you give a little bit more to personal life. So this kind of takes away that you have to have this
Dr. Kortni (27:26)
Absolutely.
Kerwin Speight (27:41)
balanced myth and it is a formula, right, that based on the things that are important to you, you know, it's how you kind of prioritize that work-life chemistry.
Dr. Kortni (27:53)
Wow, so how can newsrooms take part in this?
Kerwin Speight (27:57)
So it is that it's actually a so there are two ways so one they can request You know that that Kristen here my colleague come and present it and walk you through workshop But it's also now an online course so people can go to pointer org Search work work life chemistry And they can enroll and I think it's like 50 bucks And there are six pieces of it. I believe To come up with your your your work life chemistry Yeah
Dr. Kortni (28:25)
That is fantastic. I love that because it really gives, first off, I'll often tell leaders it starts with you, right? And so what I love about this course is that it gives the tools to be able to kind of be able to, I love the fact that you mentioned, know, work-life balance and giving ourselves permission where it may not be balanced and what that can look like over time and how it changes over time. So I, this,
really phenomenal in terms of levels of support for not just just the newsrooms in general, but also for leaders to really take advantage of and then also be able to be ambassadors to share that with their team. You know, one of the things I will admit that I love also about Poynter is the mental health section on the Poynter site. And it shares so many different
Kerwin Speight (29:03)
Yes.
Yes.
Dr. Kortni (29:20)
stories in regards to well-being and things to keep in mind. How should leaders leverage that in terms of being able to really serve their newsrooms?
Kerwin Speight (29:24)
Burnout.
Sure. Well, I think, you know, obviously we want folks to sign up for our newsletters, right, because a lot of that information comes in the form of newsletters. And then go to the site. And then I think it's important to kind of assess, you know, your newsroom and your workforce and the situation there and how can some of those things apply.
You know, we talk about burnout, you know, in one of the articles written by one of my colleagues, you know, it talks about the signs of burnout, right? And so if you are a manager and you're a leader and you notice, you know, these signs, maybe it's worth a conversation, you know, with said employee, how are things going? You know, how's the work going? And then from there, you can, you know, assess, okay.
Do I recommend that this person seek their professional medical provider or maybe this person needs to change a pace, right? And so instead of them being a producer on the show, in the pressure cooker, you will, every day, let's give them a special assignment.
Let's take them out of that and give them room to really flex some muscles, use some creativity, and do another project, and then allow them to go back to work. So those are some of the things that news leaders can do from literally reading the stuff that's there to actually implementing something that hopefully helps employees' well-being.
Dr. Kortni (30:57)
Excellent. Wow. I really value that well-being strategy to kind of help serve them and their teams. Because the more resources you gather, the better you are in terms of being able to provide that information to your news organizations. I'm curious, since I have you here, Kerwin, is there anything new that's coming up for pointer around the corner? I had to ask.
Kerwin Speight (31:15)
Okay. Yes. Absolutely. Yes, yes, yes. So, you know, this news will be publicly announced soon, but the Poynter Institute and the Carter Center are partnering on a groundbreaking partnership, if you will, where we are one, creating
an online course that will be free to journalists on covering mental health. So we are currently in the throes of putting that together. And we're working with several journalists who have covered mental health, who have covered well-being to put together a pretty robust.
online course that journalists can go to at any time if they have to cover trauma, for example, or if they have to cover suicide. So that's the first piece. And then the second piece is, you know, we are going to actually do some live training around mental health for journalists. So one component of that is, you know, how do we cover said issue? And then there's this piece of, you know, how do we protect our own mental health?
You know, and how do we take care of ourselves? So we couldn't do just the, we couldn't just train journalists on covering mental health without addressing, you know, you should also be aware of your mental health and protect yourself. So we're very excited about that. I was at the Carter Center where I saw you a couple of weeks ago.
Dr. Kortni (32:48)
It's my favorite place.
Kerwin Speight (32:52)
Yes, to teach the fellows there about covering vulnerable populations and we talked a little bit about solutions journalism. So we are really excited. You know, this work is very timely and topical. And so, you know, really kind of everything that happens, you know, there's this conversation about mental health, right? His or her mental health, their mental health. So that's coming soon. So we're excited about that.
Dr. Kortni (33:19)
I am very, very excited. In full disclosure, I am on the advisory board of the Rosalynn Carter Mental Health Journalism Fellowship. And Kerwin and I had a chance to see each other. I was so excited when I knew who was coming. I was like, yes! At the Carter Center just a few months ago. And I am super excited about this real.
Kerwin Speight (33:35)
Yes.
Dr. Kortni (33:46)
really impactful and meaningful partnership. So thank you for sharing levels of Since we're at the end of the show, I wanna ask you this question. And I'm gonna start asking every guest this question.
Kerwin Speight (33:53)
Absolutely.
Dr. Kortni (34:02)
What does compassionate leadership mean to you?
Kerwin Speight (34:05)
I think compassionate leadership means a leader who understands, a leader who cares.
and a leader who motivates regardless of the situation.
Dr. Kortni (34:19)
Wow, very powerful. And you certainly are an incredible, compassionate leader. Kerwin, thank you so much for being here today. you.
Kerwin Speight (34:21)
Thank you.
Thank you very much. My pleasure.
Dr. Kortni (34:33)
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