Four Social Media Trends to Watch & Adopt in 2019
By Patrick Seidl Each year, Hootsuite releases an annual report on the global trends in social media. Their latest edition incorporates feedback from 3,255 of its customers (from large enterprises to small agencies), interviews with industry analysts and exhaustive research that helps businesses and organizations frame their social media activity and alignment toward achieving key business goals. Here are four of the key social media trends Hootsuite identifies for brands to watch and adopt in 2019: Rebuilding Trust – Social crises in 2018 have diminished the public’s trust; 60% of people no longer trust social media companies and front-runners like Facebook have witnessed a shocking 66% drop in consumers’ trust. According to the report, trust on social media has reverted back to immediate friends, family members and acquaintances on social media. The takeaway? It’s important to leverage your brand’s PEOPLE to help establish trust in your brand. If you’re not humanizing your business by promoting your staff and leaders, now is the time to start. Pro tip: Consider hosting a Facebook Live event where you can position your brand’s experts in front of your followers to answer questions and talk about future endeavors. Storifying Social – Stories across all social platforms (Snapchat, Facebook and Instagram) are growing 15 times faster than feed-based sharing. According to Hootsuite, brands can no longer rely on page updates to connect with your followers; it’s imperative to incorporate stories into your social media strategy. Relatively new to the story market is Facebook; currently only 9% of brands surveyed post stories to the platform. Pro tip: If you’re not utilizing Facebook stories, now is the time to start – the company continues to push the feature and adopting early can get you ahead of the curve in terms of reach/engagement. Pro tip #2: less polished, organic and “in the moment” stories perform better than produced ones. Closing the Ads Gap – It’s no secret that platforms like Facebook and Twitter have become increasingly more “pay to play” – meaning if you want to connect with your audience, you need to incorporate paid ads and boosts into your social media strategy. This is evidenced in the death of organic reach, especially across Facebook. Did you know the average organic reach on Facebook today is roughly 6.4% in terms of page reach vs. page likes? But, what about smaller brands that don’t have the budget to put dollars behind each and every post? Pro tip: Hootsuite recommends taking organic content that breaks the 6.4% barrier and begin boosting those posts first. It’s important to test, test, test! Messaging Eats the World – Hootsuite’s study found that users are spending more time on messaging apps like WhatsApp and Facebook messenger and less time sharing personal updates on social media. This is important to consider because the study also found 9/10 consumers would like to use messaging to communicate with businesses. In fact, messaging on social media is the single most preferred channel for customer service. So long, emails and phone calls! Pro tip: if you’re not replying to your brand’s messages on social media, now is the time to start and the key is to be PROMPT. Nothing’s worse than receiving an answer to your question a week after it was initially asked, am I right? If you need help with your social media marketing and adaptation of best-practices to build your brand and move your business needle, give us a call at Fallston Group today at 410.420.2001. You may also drop us a line HERE. We look forward to hearing from you!
Four Simple Steps Tiger Took to Rebuild His Rep
When initially hearing about Tiger Woods’ major life and addiction struggles in 2009, winning a Masters green jacket a decade later was far from realistic, in everyone’s mind. In fact, Woods said at the time he would be taking an ‘indefinite break’ from golf. How did Woods achieve one of the most talked-about come-back stories? How did he regain public and corporate support while effectively nurturing a positive reputation? It wasn’t easy – but through guided steps in taking responsibility and implementing affirmative life changes, Woods was able to, again, win the Masters. Woods’ troubles began in November 2009, driving into a fire hydrant while under the influence. Sponsors such as Gatorade and AT&T immediately dropped the golfing legend due to his misbehavior off the green. Following his poor choices, he then tore his Achilles and didn’t play a full tournament until December 2016 at the Hero World Challenge. Woods’ first step towards his eventual 2019 green jacket was apologizing to fellow players and the public via US Weekly for his embarrassing decisions – step one: recognition and public apology. Through apologizing and announcing his remorse for his wrong-doings, it allowed the public to see he acknowledged his actions, and that he recognized was a dramatic need for change. Regardless of a company’s or individual’s position in the spotlight, mistakes do happen, bad choices are made and apologies can be accepted – as long as the person is truly remorseful and doesn’t repeat the bad behavior. Step two: taking action. As we all heard when we were young, actions speak louder than words. Woods apologized, and immediately completed a rehabilitation program which prompted the progress toward becoming the pro golfer we all love. This allowed fans to applaud Woods changing his moral outlook, correcting his mistakes and creating movement toward positive change. Step three: patience and persistence. Woods did not walk out of rehab and play his best 18 rounds of golf – it took time, a long time. Tiger Woods began playing in tournaments and losing – everyone thought he was finished. Effectively laying low, apologizing publicly, making efforts towards positive and sincere change and absorbing the heat of playing bad golf all enabled his eventual rebirth – adversity is advantage. This low point allowed Woods time for regrouping and confidence building as a private person and professional golfer. Step four: learn from mistakes. Woods is now coming off of his best week of golf – winning the 2019 Masters. He used his struggles as a building block in his career. He publicly discussed his come-back story and lessons learned. This created a sense of comfort and trust for fans and sponsors. Crisis isn’t easy – but if handled correctly, can be an opportunity for long-term, sustainable growth. There is no question, Tiger’s 2019 green jacket symbolized more than simply winning the Masters.
The Lost Art of Storytelling
Earlier this week someone told me, “Andrea, at times you’re quiet, but when you speak, it’s always a story.” Unbeknownst to them, that was a huge compliment, because at Fallston Group, telling our clients’ stories is part of what we do each and every day. When it comes to public relations and content writing, storytelling is truly an art – and in recent years, I’ve witnessed it fading. Ironically, my colleague sent me a sponsored LinkedIn post earlier this week, noting, “this isn’t how it works…” The opener was: GET MORE CLIENTS! Build credibility, authority & stand out from the competition… We guarantee that your story (custom-written by us) will appear on 300+ media websites across the United States. You’ll be able to legally use all their logos on your website and in your marketing in just a few days! Out of respect for the company, I won’t share the actual post, but my first gut reaction was, “Gross! How incredibly misleading!” Anyone with a computer can type up an article, and anyone willing to spend the money can capitalize on a variety of new “pay to play” media opportunities. Here’s the problem – it’s not storytelling/earned media – it’s paid ADVERTISING. To truly build reputational equity, you must go beyond paid media…and, work harder than simply distributing a press release. The real art in storytelling involves building meaningful relationships with news outlets, pitching a story, securing print, radio or TV interviews, and (every PR storyteller’s dream) in the best of scenarios securing a significant feature in a publication that is targeted and important to a client. This is news which can also be repurposed and shared across many digital platforms. Fallston Group is not a typical PR firm! I say with full confidence that we work to secure meaningful and scalable stories for clients. What is “meaningful” varies by company and what their unique goals happen to be. Some may only raise the awareness they need via a story in the local news – others need international coverage to make an impact and move the business needle. I am proud to pitch our clients’ stories, because they have news to share that truly makes a difference for their customers…and if something isn’t newsworthy, we have an honest conversation about it while continuing to farm within the “good news factory” we’ve established. If you’d like to discuss storytelling for your company, feel free to email me at andrea.lynn@fallstongroup.com, call 410.420.2001 or visit our website. Remember our mantra – “If you don’t tell your story, someone else will. And, if someone else tells your story, it certainly won’t be the story you want told.” Rings true for us every day!
The Lasting Effects of Shots Fired
By Leah Fertig Active and mass shooting events have been filling our news feeds recently both nationally, such as the New Zealand shooting at two mosques on March 15, and locally, including the most recent school shooting at Frederick Douglas High School in Baltimore, MD on February 8. According to published crime statistics, there were 340 mass shooting incidents in our nation last year; a total of 373 people were killed and 1,347 were injured. One would like to think that once the shock of the tragedy is over and loved ones are laid to rest or those injured are released from hospitals that the effects of mass shootings end there. Sadly, that’s not the case; there are long-lasting, negative emotional effects that continue for weeks, months and lifetimes. When it comes to mass shootings, it’s important to realize it’s not only those directly connected to a tragedy who feel the long-lasting effects. For example, the Frederick Douglas High School shooting in Baltimore did not only affect the victim who was injured, but also the entire student body and the institution’s staff, faculty and administrators. Trauma comes in many forms and is unique to each individual and how they, and their families, cope. The National Center for PTSD explains there are four phases following mass violence: Impact, Rescue, Recovery and Reconstruction (Long-Term). They state, “While the majority of affected individuals will see a lessening of distress over time in the long-term phase, vulnerable populations such as those with injury, severe disaster exposure or ongoing adversities, may continue to suffer for years after a large-scale disaster or mass violence event.” This March, we lost 3 lives to suicide that were all connected to school massacres and post-traumatic stress. Some may wear their pain on their sleeves while others may bottle it up and outwardly project that they’re not struggling inside – a struggle that has the potential to evolve into a future tragedy. There seems to be no limit to the location in which an active-shooter tragedy can occur; they happen in places we should feel the safest, such as places of worship, malls, movie theaters, concerts and schools. It is imperative for businesses and institutions to understand that although not all crises can be prevented, you can certainly prepare for those worst-case scenarios, such as an active shooter. Have you done all you can to protect your people, secure your assets and strengthen your brand? Call or email today to start building the organizational muscle memory you need to give employees the tools and confidence to survive a very high stress, sudden and volatile event. There is no question, lockdowns save lives; you must be prepared as the first order of leadership is to provide a safe place to live, work and raise a family.
Top Business Reputation Tips
Whether or not you had the chance to attend our most recent Business Reputation Panel in person, every leader can benefit from our expert panelists’ top tips to preserve and protect your company’s reputation. James “Jef” Fagan, Principal Attorney at Offit Kurman advises businesses to not only pick a primary spokesperson – but to make certain your employees know who that spokesperson is. Legally, employees need to understand if the media calls, they should not answer any questions. If a crisis occurs, employees should be given a script for answering the phone, and direct callers to the primary spokesperson. Scott Canuel, Executive Director and Market Team Lead at J.P. Morgan explains employees must know what to expect in terms of protocol BEFORE a crisis occurs. Employees should be updated on your company’s crisis plan on a regular basis, and training must be consistent. (Fallston Group tip: this establishes organizational muscle memory and reduces stress when a crisis does occur!). Rachael Lighty, Public Relations Manager for Amazon Operations stresses that “your reputation is not a shot in time.” Your reputation must be worked on alongside your relationships with your customers and trusted advisors every single day. Think about your reputation during your everyday business decisions – it is an active ongoing process. Kai Jackson, Co-anchor at WBFF-TV Fox45 News tells us from the media’s perspective, “please know I have a job to do just like you do.” When a crisis occurs, it is extremely helpful for your company to have a point person to go to for information who can speak MEANINGFULLY about the issue. The media’s job is to report professionally and respectfully. The more substance your business can provide, the better the media will be able to represent your story. Ed Norris, radio personality and actor gives personal advice from the heart: build your relationships TODAY. And not just with your company and board’s executives, but with all of your employees. Every person matters. These relationships will benefit you in the long-term, and those people will have your back not if, but when things go sideways. Rob Weinhold, chief executive at Fallston Group, urges leaders to understand reputation leads to trust, and trust leads to valuation. And, not all currency is financial. Your reputational equity must be built BEFORE crisis strikes; your business must always be ready to make a withdrawal from your reputational piggy bank. For more information about crisis leadership strategies, how to understand your risk and how to better prepare for a crisis, contact Fallston Group at info@fallstongroup.com, call 410.420.2001 or visit our website.
When the world relies on you, how do you manage crises and continuity of care?
By Leah Fertig From birth to our final day, there may never come a time we aren’t dependent on a compassionate healthcare provider. Like the fragility of our lives, healthcare institutions are challenged with many risks that may take their focus off of critical patient care. This is unacceptable, mainly if you or your loved one is reliant on critical attention during the distraction. According to The Joint Commission, the top reported sentinel event of 2017 was unintended retention of a foreign object (URFOs), with a total of 116 cases reported. In April 2017, a California woman had abdominal surgery that resulted in an emergency return approximately two weeks later after experiencing extreme pain. During the emergency visit, doctors found the 8-inch surgical forceps inside her abdomen from the previous surgical procedure, and her small intestine looped through the surgical forceps handle. The woman had to have 18 inches of her small intestine removed. While stunning to most people, not entirely new news to those who work in the healthcare profession. As a result, a lawsuit requesting medical and incidental expenses, loss of past and future earnings, and more claims were filed by the patient. It’s not just the isolated, event-specific financial impact that’s concerning, the long-term reputation of the institution and the healthcare providers are at stake. Not only are lawsuits public record, but named parties may also eventually reach the court of public opinion where judgment is rendered on a moment’s notice. Crisis isn’t a matter of “if,” but “when.” There are thousands of law firms that focus exclusively on medical malpractice because it is considered a preventable mistake, which can ultimately lead to a wrongful death suit. While tragic on many levels, the posture of the healthcare institution and its legal counsels will impact reputation. The stakes are high as the decisions leaders make today will be judged by many for years to come. To learn more about how healthcare organizations can reduce their points of exposure and effectively lead during life’s most critical times, email info@fallstongroup.com and one of our experts will connect with you. Remember, if you don’t tell your story, someone else will. And, when someone else tells your story, it certainly won’t be the story you want told!
Organizational Muscle Memory – Why It’s Imperative!
By Rob Weinhold, Chief Executive On the cold afternoon of January 15, 2009, Capt. Chesley “Sully” Sullenberger nosed US Airways Flight 1549 into the clear skies above New York’s LaGuardia Airport. Less than four minutes later, after a “bird strike” from a flock of Canadian geese knocked out two of the jet’s engines, he coolly and skillfully made an emergency landing in the frigid Hudson River that saved the lives of all 150 passengers and five crew members, earning him international acclaim and admiration. “Within eight seconds of the bird strike,” Sullenberger wrote in his book “Highest Duty,” “realizing that we were without engines, I knew this was the worst aviation challenge I’d ever faced. It was the most sickening, pit-of-your-stomach, falling-through-the-floor feeling I had ever experienced.” As to how he was able to focus and execute his duties during one of the most compelling dramas in modern airline history, the answer—personal heroism aside—was surprisingly simple. “My life is all about routine. It’s about checklists and procedures,” he said in a training video not long after his ordeal. “Be prepared for the unexpected by doing the little things day in and day out. You ready yourself for the big things…” Clearly, what Capt. Sullenberger relied on heavily during his ordeal is a concept that I teach and call organizational muscle memory. This applies to corporations and businesses as much as it does to everyday citizens in all walks of life. In the context of preparing for, navigating through or recovering from issues of sensitivity, adversity or crisis, there’s no question that—to use the old cliché—people play how they practice. And what Capt. Sullenberger and his co-pilot did in those nerve-wracking moments in the sky high above New York, was begin working their way down the checklist of airline emergency response procedures put in place for just such an event. They were doing what they’d been trained to do and followed the protocol as it was laid out to them and drilled into their heads for decades. Immediately after Flight 1549’s engines failed, Capt. Sullenberger took over the controls of the crippled aircraft from First Officer Jeff Skiles, who began handling the emergency checklist. Sullenberger quickly focused on the three general rules of any aircraft emergency: maintain aircraft control, analyze the situation and take proper action, land as soon as conditions permit. As detailed in his book, there is also a variation on those rules that pilots find easy to remember: “Aviate, navigate, communicate.” “Aviate: fly the plane,” he wrote. “Navigate: make sure your flight path is appropriate and that you’re not flying off course. Communicate: Let those on the ground help you, and let those on the plane know what might be necessary to save their lives.” Also aiding him was this: as a young pilot in the Air Force, he had studied aircraft accidents to learn from the experiences of the pilots involved. “Why did pilots wait too long before ejecting from planes that were about to crash?” he wrote in “Highest Duty.” “Why did they spend extra seconds trying to fix the unfixable?” Sullenberger’s many flights from LaGuardia in the past had also given him an encyclopedic knowledge of the terrain he was flying over, as well as the distances to the nearest airports should he attempt an emergency landing at one. In the end, his training, military experience and geographical knowledge would help him conclude that all four nearby airports (LaGuardia, JFK, Teterboro and Newark) were unreachable by the damaged aircraft. Not to be discounted in any re-telling of what happened to Flight 1549 that day is that Capt. Sullenberger had the perfect demeanor to handle the stress of the moment. When you think about leadership, you think about composure. This was a case study in pilot composure if ever there was one. As the aircraft flight lurched and dropped through the skies, Sullenberger would write in his book, the badly shaken passengers in the quiet cabin reacted in a variety of ways. Some prayed. Some texted loved ones. A U.S. Army captain and his fiancé kissed and told each other “I love you” and “accepted death together.” A management consultant from Charlotte, North Carolina thought about how he was his mother’s only surviving son, and that his death would no doubt kill his mom, too. A man who had survived a near-deadly incident on a plane some 20 years earlier took out a business card and wrote “I love you” to his parents and his sister and thought: “This could be the end of my life. In 10 or 20 seconds, I could be on the other side, whatever the other side will be.” But Capt. Sullenberger remained calm and focused on the task at hand, which was to avert a catastrophe either above or in one of the busiest cities in the world. In any crisis, people look for direction. Absent that direction, presented in a composed manner, chaos will ensue. But there was no sense of that on Flight 1549. As he continued to struggle with the damaged plane, Sullenberger radioed air traffic control and said, in a remarkably even voice: “We may end up in the Hudson.” In fact, the aircraft was already descending below the tops of Manhattan’s skyscrapers toward the wide, sparkling river. Too busy in the early moments of the emergency to fill in the passengers on what was happening, he now intoned: “This is the captain. Brace for impact!” Attempting to control the aircraft without critical engine thrust, he nevertheless guided it to a hard, slightly nose-up landing. After that, he supervised the emergency evacuation of shivering passengers out onto the wings of the sinking plane, where they were quickly helped into a flotilla of rescue boats. Perhaps as much as any pilot in history, “Sully” Sullenberger had proven to be prepared for the ultimate crisis of his career. “One way of looking at this might be that for 42 years, I’ve been making small regular deposits in
It’s All in the Subject Line!
By Patrick Seidl, Strategic Communications Coordinator New Year, New You? Who’s to say that same mantra can’t be applied to your organization’s email subject lines? With email marketing flooding inboxes day in, day out and at ALL times of the day (even at 11 p.m. – yes, that happened, and yes, I had to order that new kitchen gadget before it ran out of stock) it’s becoming increasingly important for your business to stand out. A great place to start is with your email subject line. Here are a few tips to help ensure your email subject lines open doors, rather than close them: Be short and to the point. It’s important to consider that a large percentage of your constituents are opening their emails on their mobile devices, meaning that you have even less space to draw in your audience. The sweet spot among many of the leading email platforms today is about 40 characters, or five to seven words. Use those merge tags! Ever received an email that was personalized to you by including your first or last name? Have you wondered how it’s done? They’re called merge tags, and many email platforms have the capability of utilizing them. Simply, the email platform pulls data directly from your database and drops it into your subject line. If your contacts are entered correctly into your database, you’ll avoid any potential snafus. When an email subject line incorporates a personal touch, we’re all a little more inclined to click, right? Ask a question. When I was in school, I always had a hard time starting writing assignments. A trick I was taught is to begin your story or writing piece with a question. Why? Because it draws in your reader (thanks, Mrs. Kirschner!). Next time you’re planning a company email, try opening with a question and see how it affects your open rates. Establish a sense of urgency. We’ve all received email invites to upcoming events where you have weeks and sometimes months to purchase tickets. If your event has sold out in the past, be sure to let your audience know! Incorporate video. At Fallston Group, ever since we began incorporating videos into our email updates a few years ago we’ve experienced a dramatic increase in open and click through rates. If you have a video you’re looking to promote, let your audience know in the subject line! We all get a little tired of reading these days, so why not let your people watch a quick video and give their minds a break? If you need help with your email marketing, give us a call at Fallston Group today at 410.420.2001. We look forward to hearing from you! To learn more about our Strategic Marketing & PR vertical, click here.
Crisis Expert Rob Weinhold Launches National Keynote
Rob Weinhold, author and chief executive of Fallston Group, the Baltimore-based, global reputation agency, today announced a new national keynote speaking campaign, “Crisis is a Growth Strategy,” including the launch of Weinhold’s brand-new website, robweinhold.com. Over time, Weinhold has been relied upon to lead, manage, coach, teach, interview, keynote, conduct workshops and train a variety of organizations and individuals in the field of crisis leadership. After working with so many clients, his “crisis is a growth strategy” approach has not only driven dramatic results, it is the reason many engage. This is why Weinhold developed his new keynote presentation and workshop. In today’s turbulent world, the issue isn’t if crisis will occur, but when. Weinhold addresses how to prepare for, navigate through and recover from sensitivity, adversity and crisis. Through proper crisis leadership tactics, Weinhold teaches the importance of turning short-term adversity into long-term advantage. “Reputation leads to trust, and trust leads to valuation,” explains Weinhold. “By successfully leading an organization through life’s most difficult times, one can not only positively impact a company’s reputation, the organization will emerge bigger, faster, stronger than it was before that defining moment. Ultimately, more value is created.” Throughout his career, Weinhold has been recognized for his unique ability to lead by creating vision and building consensus across diverse stakeholder bases, even during the most sensitive of times. He is routinely called upon by members of the national and local news media to provide perspective on crisis leadership, public safety and strategic communications. After several decades of private and public sector leadership service, Weinhold launched Fallston Group nearly a decade ago to build, strengthen and defend reputations. “Rob is a captivating speaker who genuinely connects with his audience through practicality and humanness,” says Ragina Cooper Averella, Public and Government Affairs Manager for AAA Mid-Atlantic. “For a living, Rob helps leaders snatch victory from the jaws of defeat. His experience and instinct is simply invaluable.” Weinhold was recently elected to the Johns Hopkins Carey Business School’s Dean’s Advisory Council to support the School’s pursuit of innovation in business knowledge and learning while educating business leaders as citizens. Weinhold was also recognized as a 2017 Most Admired CEO by The Daily Record. He holds a graduate degree (MSM) from The Johns Hopkins University Carey School of Business and undergraduate degree from the University of Baltimore. A nationally published author, Weinhold’s book (The Art of Crisis Leadership, 2016) skyrocketed to become a #1 new release in Amazon’s PR and Crisis Management categories and top 100 in Leadership. He has also trained and lectured in many professional and academic settings. For additional information about Weinhold, to schedule an interview or book a workshop, contact Fallston Group’s Marketing Communications Manager Andrea Lynn at 410.420.2001 or by email at andrea.lynn@fallstongroup.com.
Rob’s Reflections
Admittedly, taking our first mission trip to Haiti created a strong sense of excitement and nervousness. However, the invigoration we felt before traveling abroad to help the poorest of poor children far outweighed any personal concerns, health or physical safety. Yes, we had to take a preventative approach to healthcare and embrace safety precautions while in the country, but within a few hours we were comfortable with our environment and our ability to maintain a strong sense of safety, both emotionally and physically. When people asked us about our Haiti experience, there were no words to adequately capture this transformational time in our lives. It was an awakening, like no other, where the visible level and volume of poverty was trumped by the beauty of the human spirit. We continue to be in awe of a people that had so little materially, but gave so much of their essence. During our trip, the heat was oppressive, and we didn’t have the comforts of home, or even the basics in many respects. What we did have was a wonderful, diverse travel party who gelled quickly for a singular purpose. There was something we absolutely loved about the simplicity of life without the many distractions of home, or today’s electronics. A new world opened-up and we experienced and witnessed, first hand, an unfamiliar, yet very appealing terrain. We wish every privileged person could take this trip to truly humanize the real struggle to survive and the human beauty that exists among the most desperate and dire of circumstances. The children and staff at St. Marc School is our collective happy thought. To wade among the morning sea of children who simply want to hug, smile and connect with you is surreal. Their hearts are big and smiles captivating – and, we marvel at their desire to learn. You see, school is the most stable force in many of their young lives and interacting with them was more than fulfilling. St. Marc School is a privilege to Haitian children, not a chore. Candidly, they can’t wait to come to school in the morning and don’t want to leave when the afterschool activities end. We understand why. During the school day, we found a disciplined approach within a chaotic country. The laughter, singing and playful nature of this population’s young people are magnetic. You see, the beauty and innocence of these children transcended any barometer of poverty, race or stature – the life lesson was loud and clear, we are all human beings who are in place on this earth together for a very short period of time. And, we have an inherent responsibility to help one another. The High Hopes for Haiti organization is amazing; their work is God’s work, made possible through the conviction of many to provide hope and opportunity. Our admiration for Dr. Mortel is deep as his life experience, vision and drive for results is unrelenting. He, and his team, fight for Haiti’s most vulnerable children so they, too, may one day realize their dreams, just as St. Marc native, Dr. Mortel, was able. We can think of no higher calling. There is a question we often ask of ourselves – When all is said and done, what do we want to have said and done? Since our trip to Haiti, while personally observing the essential work of the Foundation, our life’s calling is even more clear. We couldn’t be more grateful for the opportunity to serve and support our world’s young people. They are our future.
