AT&T is the world's largest telecommunications company and it is in the midst of a major business and organisational transformation. As part of this AT&T is evolving its performance culture towards a more agile approach based on the notion of Kind Candor. My guest on this week's episode, Melissa Corwin, is the Vice President for Employee Experience and she is overseeing the development of the new performance culture. As you will hear, this is an impressive, well coordinated strategy that is supported across the organisation and tied closely to improving outcomes for the business, employees and AT&T’s customers.

You can listen to this week’s episode below, or by using your podcast app of choice, just click the corresponding image to get access via the podcast website here.

In our conversation, Melissa and I discuss:

• The impact of AT&T's business transformation on culture and behaviours

• The key components of the new performance culture

• The importance of Kind Candor and we look at the expected outcomes of the new performance culture.

This episode is a must listen for anyone interested in or involved in the role of performance culture and performance management in business transformation.

So that is Business Leaders, Chief HR Officers and anyone in a Strategy, People Analytics, Culture, Employee Experience or HR Business Partner role.

Support for this podcast is brought to you by Quantum Workplace. To learn more, visit www.quantumworkplace.com/digitalhr.

Interview Transcript

David Green: Today, I am delighted to welcome Melissa Corwin, Vice President for Employee Experience at AT&T to The Digital HR Leaders Podcast. Welcome to the show Melissa, it is great to have you on as a guest, can you provide listeners with a brief introduction to your background and your role at AT&T?

Melissa Corwin: Thanks for having me. I am really excited to be here and share some of the work that AT&T is doing. So by way of background, employee experience, many might be wondering what exactly does that entail. So I have got a couple of things in my area of responsibility. I lead our Talent Acquisition Organisation that includes high volume staffing, so think of our call centres and our retail stores, international staffing and college recruiting. I have also got our Organisational Development and Assessment Team, that includes things like performance development, our active listening strategy around surveys and then how we assess incoming talent and talent as it moves across the business. And then also have Culture, Employee Experience and Employee Value Proposition.

David Green: So a lot more than the title would suggest, but quite good because I suppose that kind of links together all the areas of employee experience across the life cycle.

Melissa Corwin: Yeah, so I think there is some great synergy, particularly with talent attraction, as we think about the experience that we provide employees and how we attract in demand talent, really important that that works together. But I could argue you could sit employee experience and culture in a lot of different places. Really important that there is strong connective tissue across the HR organisation, as well as the operational team culture is as much about how you operate day to day, as it is the people practices.

David Green: Yeah, completely agree. Let's start by setting the scene of business transformation at AT&T, how is the business evolving? And what is the impact on the company's culture model?

Melissa Corwin: Great question. I think the important piece of our culture transformation is that it was considered integral to our overall business transformation. About two years ago, we embarked on a transformation activity holistically and that was really rooted in a couple of things. First we are in an industry, in particular within our communications company, full of disruption and saturation. So if you think about broadband fibre or you think about the mobility space, we had a need to be able to differentiate ourselves and to get really crisp in how we go to market. So this was born about a larger business transformation. We also knew that we needed to grow and strengthen our customer relationship and to be successful in transforming the business and being competitive in the market and growing these customer relationships, we knew that we needed to change how we worked together internally.

David Green: As you said, the two are related, you can't change the business without the employees, because ultimately the business transformation won't be successful if your people aren't ready to deliver on that.

Melissa Corwin: And I think fundamentally, when we go back to talk about culture, it is interesting that when we first started talking about culture across the business, it feels like a really squishy thing like you are talking about baristas and dry cleaning. We are not talking about perks, so to fundamentally think about how we work together and what our behavioural expectations are and then how do we reset those. We are a 140 year old company, we are deeply ingrained into how we behave. So we need to really affect what behaviours really served us well and what has gotten in the way of our success. For any business transformation to be successful and to be sustainable, we can't continue to operate the exact same way and you can't have this be a top-down driven approach where only the leaders are behaving differently, but we have 200,000 other employees behaving under historical norms. So we had the opportunity to go out and explicitly state what we expected around behaviour and acknowledge that it was aspirational.

As our CEO of the Communications Company, Jeff McElfresh said, we are planting a tree, not a flower that doesn't bear immediate fruit. This is going to take sustained work.

David Green: You said, this can't be a top-down approach. How did you involve employees in this transformation around cultural and behaviours?

Melissa Corwin: Great question. We begin by looking at a lot of the survey data that we had historically. We have run all employee surveys, almost annually for several years and we had a lot of data from that. Now in all transparency, we haven't always been the best at acting on the data that we received. So we start by going through that data and looking at what are the behaviours that employees are saying, make us a place that is great to work and that is productive? And what are the behaviours that are getting in our way? Then we took that, filtered it down and then conducted a series of focus groups across the business all the way from our executive leadership team through first line employees that are customer facing in the business, whether that is retail sales consultants or call centre agents and got feedback from them as well. Then we distill all those behaviours down into pillars and then supporting behaviours underneath. Thematically this is what we are hearing and this is what we are hearing around behaviours. What was most successful for us as we went through this process, is that it was easier to engage with employees on stating what needed to stop being done versus what the behaviour looks like in success. So things like, we are going to put customers first and this means we do not serve internal constituencies first or we are going to be accountable and it means we do not push decisions up, down or across the organisation to share accountability, we are going to own it individually. So stating what it means from a positive long-term perspective, from an aspirational perspective and then explicitly stating what it means that we stopped doing, was really key to us as we have developed the model.

David Green: It makes it real for people, I guess, which ultimately is you need to do if you want to change behaviours or reinforce the behaviours that lead to success.

Melissa Corwin: Yeah, I also think it is kind of inherent human nature. You know what you don't like or what is getting in your way, but you are not sure how to express what that means from the positive lens of what you would like to see. So we kind of backed into the positive behaviours from knowing what we wanted to stop.

David Green: And of course the great thing about that by analysing that survey data, looking at the focus groups, obviously you have got people that are close to customers interacting with them every day, they have probably got a better understanding of the behaviours that lead to success than the people sitting in a headquarter office or senior leaders, frankly.

Melissa Corwin: Absolutely. What is important to us, as we went through this process, is to listen to the voice of those closest to the customer. We have maintained that focus and so how do we break down silos, barriers, hierarchy and bureaucracy so that we can truly enable and empower those that are closest to our customers to serve our customers first.

David Green: And obviously being able to look at the data and analyse that data is so important, thinking from a people analytics perspective but then as you said, making that real for people so they can act on it.

So really good example, we may come back to people analytics at some point. You might have noticed it is a bit of a favourite topic. So how is the culture change impacting the performance culture at AT&T? I think that there has been a bit of a shift around there as well, hasn’t there?

Melissa Corwin: Let me start by kind of setting the stage for how we took the model, that I just mentioned and articulated it to employees. We took the 16 behaviours that we identified through that exercise and the data that you just mentioned and we broke those down to four pillars. Serve customers first, move faster, act boldly and win as one. To be straight forward, to serve customers first means that we don't put internal constituents in front of the customer, we put their needs first, we serve them first in everything we do. Moving faster, that was really about stepping up to speed up. Owning our decision and accelerating our action, being bold, being willing to take risks and smart risks to move the business forward. And then finally for winning as one, it was important to us to address internal competition and that it was important that we succeed holistically as a team, not as separate business units or individuals. So step one, we put that forward and we put the 16 behaviours forward, which included things like customer centricity, empathy, empowerment, really important to our discussion today, candor and challenging that employees knew exactly what was expected. Then we took our HR practices and married it up to this, where were we supporting these behaviours in our practices and where did we have an opportunity to reinforce, bed and enable in our practices? One of the practices that we identified that we needed to update was performance development. So historically, like many companies, we have been evaluating what is the right performance development model and there are tons out there, all the way from abandoning the performance development model and no longer doing annual reviews. And in the name of simplicity, about three or four years ago, that is exactly what we did. We started to remove elements of performance development with the intention that we simplify it. I think our lesson learned is moving from expected behaviour to recommended behaviour didn't lead to the results we had hoped and that it didn't simplify it for employees. They burned a lot of calories trying to figure out, well what is expected of me? And how am I doing? And what is going on? So we might have simplified it for supervisors, but we didn't simplify it for the employee base at large.

Part of it was recognising that we got it wrong and that we needed to go back and instill some rigour in the process. Particularly in our world, we know what gets measured gets managed. So if you are not measuring performance development, unless you have really robust, deeply steeped culture of candor and feedback, you are likely missing the mark. So we went back and reset expectations for what development looks like and in our world that included, we set explicit expectations on how frequently supervisors should be meeting with their employees and having coaching and development conversations. We set that as a minimum of monthly which we think is a bar that we can raise over time. We also set clear expectations about career development and how often those conversations should be occurring and we said that needs to happen at a minimum on an annual basis. We shifted our rating process to capture two ratings and this is some of going back to the future because historically, prior to what we thought was simplification, we had to measure both the what and the how. Results and behaviours. And historically though we have blended those to arrive in an overall rating to inform things like talent review and compensation. We think that with that, we diluted a lot of the how, because if two of those things are tied, then the tie went to results instead of behaviours. And in that environment, you can recognise some pretty talented tyrants, if that is what you choose to do. So we can now keep two separate ratings, one for results, one for behaviours, both individually informed compensation and talent development practices.

Really key to change in our culture was around feedback and we implemented expectations around those peer feedback and supervisor feedback. So no less than twice a year, employees are expected to reach out to at least five colleagues and get feedback and then that feedback is shared with both the peer and with the leader to inform development conversations. So we have a more holistic view of how we are developing employees and if we are meeting these commitments around conversations and development. We also have a supervisor feedback session, those occur twice a year, where all direct reports are invited to provide feedback about their supervisor's effectiveness and guided through prompts, that is how we are inspecting if these behaviours are happening.

David Green: Great, it was pretty great to get into some of the details as I know listeners love to hear some of that. A couple of things I want to ask firstly, what has been the reaction from the workforce? And then how important has it been to that shift towards this new performance culture is supported across the organisation? And how do you ensure that support?

Melissa Corwin: Yeah, good question. I think and no surprise, it was met with some concern by supervisors who said, wait, you want me to have 12 one-on-one conversations a year and a mid-year check-in and an end of year review? And give this feedback and then respond to it. I'm busy, I have got all these operational objectives that I need to achieve. Is this realistic? If you break it all down, we think it is probably about 8 hours to 12 hours of activity per employee and we think that that is absolutely realistic.

And to speak to your point about leadership support, that very question was asked to our CEO. He met with the entire organisation, company-wide and shared this change along with other HR practices that were changing. He was asked that question from the audience, is this really realistic? His answer was an unqualified yes. It is not only realistic, it is your job. I think for anyone else undergoing this change it is really important that the leadership team appreciates and believes that this is critical to elevating performance of the enterprise and that it is an operational imperative, it is not a HR practice.

David Green: Yeah, I guess if it comes from HR, as much as we are becoming far more important as a function and that has definitely been shown over the last 12 to 15 months, it has to come from leadership to actually land doesn't it?

Melissa Corwin: It really does. I think otherwise we don't talk to employees about any other operational objectives in a silo. It is not just the finance organisation that talks about financial commitments that need to be made, it is the leadership team collectively that is talking about why those financial commitments are important.

So it is equally important on people initiatives that it can't just be HR that is the mouthpiece of why something is important because then it feels disconnected from the other operational objectives.

David Green: And actually when you break it down, it is about 8 to 12 hours of activity per employee.

That is probably helpful because that hopefully helps people realise it is not as much as they thought and actually raising the performance of the organisation is actually really important, both from a financial perspective but also for employee development as well.

Melissa Corwin: I also think it helps supervisors shift their mindset on where they spend their time. I don't think AT&T is unique in that most of our supervisors are employees who are promoted from individual contributor roles. That is a hard break to make. It is really comforting when you look at the end of the day and you have checked these boxes, or you have sent these things, or you have written these documents, or you have posed these sales, it feels nice and tangible. Amplifying others performance is a less tangible work product at the end of the workday, so it is important to reset that your job is not just to move things down the line, then we are only as strong as your individual capability. Your job is to amplify the capability of others so that the 12 people reporting to you achieve more and that is far greater than what you could achieve by leaning in harder to individual work today.

David Green: That makes sense. Can you tell us a bit more about some of the key components of the new performance culture?

Melissa Corwin: So one of the things that we did was we moved to a tool that enables all of this work to be done together, so that supervisors and employees can collaborate on one-on-one agendas within the tool.

They can also solicit peer feedback in the tool, you can do that either in an attributed model where, David, you and I worked together on a project and immediately following it in that context, I can send you a template seeking feedback on how I contributed in the project. And what one thing I could do better or what one thing I could do that would make me even more effective. I can also freeform the questions if there is something unique that I want to know and then when you respond it comes back in the tool, it comes directly to me and also goes with a notification to my supervisor. I can then attach that feedback to an upcoming one-on-one for discussion as well. Also within the tool, that is where we do the mid-year check-ins, the interview reviews and the supervisor feedback so that all of it is a connected ecosystem. Now with that though, we heard from employees and supervisors who said, Hey, wait, I already used X tool for my one-on-one. The tooling wasn't as important, the mandatory components of the tooling list you need to do your mid year check in here, you need to do your end of year review here. You need to establish your initial commitment here, but if you want to go seek feedback the old fashioned way, pick up the phone and call David and find out how you did and note it and attach those notes to a one-on-one. Great. What we care about is the activity is happening, we are less concerned with which tool it is happening in. The way we will know if it is happening is, are you attaching this to your mid-year? Is your supervisor talking with you about the feedback that you received from your peers?

Where we have made supervisor expectations around one-on-one’s, we are asking that directly in the supervisor effectiveness feedback prompt, how frequent are your one-on-one’s?

So, we are measuring outcomes versus measuring tool utilisation. Now, of course, as an HR organisation we are watching tool utilisation so we can understand effectiveness, but that is not what we draw on as the most important thing. Tool compliance is not what is important here, behaviour change is what we are inspecting.

David Green: I guess you can also test that in your employee surveys, you can ask the questions that are related to the performance culture and the feedback and then the great thing obviously is you have got that data within those tools that you can bring together and get some aggregate insights and start linking supervisors that regularly check in with their employees to performance, for example. 

Melissa Corwin: Yeah, absolutely. So once a year we have a complete survey, a census survey, on all of our culture behaviours and how that has been demonstrated across. Those results go down to the supervisor level, so to your point, we are going to have data coming on supervisor effectiveness, out of our performance development tool. We have an annual survey that tells us how our teams are performing. My suspicion is as we get through year one, we are going to find a strong correlation between high-performing teams that feel engaged in culture, are enabled and empowered to demonstrate those behaviours and have supervisors that check in and coach frequently.

David Green: And I guess, if that hypothesis is proven and I tend to agree with you that it possibly will, then the way you communicate those insights will hopefully help the laggards, if there are laggards there may not be any of course, to actually realise that this isn't just the right thing to do by employees it is actually the right thing to do by the business.

Melissa Corwin: Yeah, absolutely. And you are right, there are certainly those that doubt the correlation between frequent coaching discussions. I think academically, everyone gets it, but staying disciplined to it is another thing and so I think this will help build the rigour and discipline. Then along the way we are pulse checking, not all the way down to the supervisor level, but also once a year we do a short survey and we check in with employees on the 12 behaviours that they have identified that we have the greatest gap to close. Then that goes to our executive team so that we can monitor results. We have also infused opportunities to pulse check through natural interaction points, so as we have company-wide town halls, more training sessions, we are building in those post event surveys. We have always had them around how was the experience and how was the learning and development some related culture questions, so that we can be pulsing on how we are doing along the way. Creating that connective tissue so that A, we are mindful as we are developing these events that we need to connect to culture because we are going to ask people about that and, B, we are getting a sense of moving the needle and making that connection with employees, like this is a culture related activity.

David Green: And of course with the town halls, depending on how digitised they are at AT&T, you have got that opportunity to potentially look at some of the passive data that is coming in at an aggregate level. Some of the questions that are being asked, some of the comments that are being made and feed all that in as well.

There is a lot of data to to bring together that can give you those insights, that can ultimately drive a behaviour change and reinforce it.

Melissa Corwin: Yes, absolutely. I think it identifies a couple of different populations for us, what we are noticing is that those that tend to engage in town hall and supplemental activities tend to score higher on culture questions and engagement. I don't think that that is surprising, right, because they have opted into these activities. But then that gives us a sense of who are the change agents that we can tap into to amplify change. And then also through detailed analysis of our annual surveys and at our pulse checkpoints, we get a feel for where are there communities or populations that we need to engage with differently, whether that is tenure based or business unit based. So, do we have an opportunity with new hires and on-boarding or do we have an opportunity with more tenured employees so that we can target solution and communication directly within populations.

David Green: What are some of the biggest challenges that you faced from both an individual and a manager perspective with moving to this different way of doing things?

Melissa Corwin: I see one of the largest things that we have had, as we moved to this new development process and tool, is that feedback is transparent. So, when you give me feedback and if it is constructive, my boss is seeing it at the same time. We have a culture and one of our strengths is being very, very nice, we are an incredibly nice place to work, which has tons of benefits and is one of our key differentiators in the talent marketplace is that you can come here and work with a great group of supportive colleagues. It is not a cutthroat world, it is a competitive group, but they are incredibly nice. Now what we have had to recondition and what we are in the process of addressing is, nice is not kind. You can ask me for feedback and I can be incredibly nice and not share with you the one thing that you could have actually done better and I can just go for the cop out don't change a thing, it’s great. That doesn't help you and so being nice is not kind. It doesn't further your development and so we have got to shift the mindset that to give constructive feedback is the kind thing to do.

It is truly helpful to your colleague, letting them continue to stumble and not know why or not achieve the greatness that they could achieve is unkind. So shifting that mindset and what that also takes around transparency, because we are so nice we are very much worried that David is going to give me this constructive feedback and my boss is going to see it right away. What does that mean for me?

So there has been a great deal of concern about, should it be transparent? And we have held back too it should and this won't become a deal, unless we make it a deal. So what is equally important to giving that feedback is the supervisor's reaction to that feedback and how they use it. If the supervisor freaks out and makes it an uncomfortable moment, it will absolutely train our employees not to give constructive feedback. It can't be punitive and it can't be overreaction. Certainly if there is a theme of a feedback that needs to be addressed that is one thing, but it is very important that as supervisors are getting that feedback and we are equipping them to respond constructively so that we can train the workforce that this is a safe space and that psychological safety is really important to changing the culture.

David Green: And it is interesting because you mentioned the word Kind Candor and I guess that is what it is. It is honest, but it is framed in the right way. Are you helping the workforce and supervisors with training around that, if they need that?

Melissa Corwin: Yes, so we have got a series of development opportunities that, right now, we are targeting our general management population which is our first level of executive leadership, around candor and challenging. So that they are equipped to not only model this behaviour, but accelerate it within their organisation.

So these are some of the things we are tackling. Holistically more broadly about that behaviour and what it looks like demonstrated and also specifically within our processes and what that means and how they should engage. Shameless plug and no connection between me and this author, but I don't know if you have read the book Radical Candor by Kim Scott, which is very much about challenge directly and care personally. I think that that is an interesting framework to consider. Folks think about how candor to be kind, it all depends on the place from which you come and the spirit in which it is intended and how it is presented versus, Hey, just be nice and say everything is good and nothing can be done better here.

David Green: With the transparency comes questions around privacy, ethics, all those sorts of things. How do you address those topics?

Melissa Corwin: Well, so first we are very transparent with employees about data governance, what we use their data for. So for employee survey, for example, employee responses are confidential. Not anonymous because behind the scenes the HR organisation uses them to do the deep dive analysis. Right at the front end of the survey is a global log on, to help us connect to the employee's response, so that we can analyse things like tenure etc and understand how we can engage different employee populations. We are very candid with that upfront, it is included in the survey, prompts, etc. Also, as we step forward with this new tool and this transparency that it creates up the chain, we are transparent about the visibility within. The other is optionality, if you David, you want to give me feedback but you don't want my supervisor to see it, even though we would love to create this culture where that is okay, just pick up the phone. This isn’t your only method of communication with me.

I think number one rule is be transparent on how you use the data and the same rule is stick to exactly how you told employees you will use it and don't deviate because all of these tools have rich data and you will have other organisations that will want to tap into it. But if you share with employees that it will not be shared outside of HR, then you don't share it outside of HR. The minute you do, then you can expect to impact your credibility and your results moving forward.

David Green: You will lose the trust and people won't use the system. If you want to keep something confidential, as you said, pick up the phone, have a conversation with someone. So yeah, very good.

This has been a big shift, what are some of the outcomes that you have achieved or are expecting to achieve with the new approach? How do you tie that back to the organisational objectives?

Melissa Corwin: What we hope to achieve is a more candid feedback driven organisation that enables us to move faster. That is the primary pillar that we are trying to impact. Annual review cycles that only provides feedback once a year, do not enable people to course correct and be agile and move at the speed in which we need to move to be competitive in the marketplace. We will know if we are achieving this, based on our business results. We launched our culture model mid last year, we have seen strong business results over the past three quarters. I don't think that that is disconnected. We have got business transformation activities going on. We have got culture transformation activities going on. They work hand in hand and it accelerates the performance of the company. Bottom line, we have been clear in our articulation that culture is not about getting a feel good environment, this isn't about all being happy when we come to work, this is about accelerating business performance. This is a business imperative. So we will know if we are achieving it by are we continuing to accelerate business performance?

David Green: So the longer you do it you can actually test some of those hypotheses and by bringing some of the business data together with the survey data, with the data coming from the performance development system and other data sources as well together. You have a people analytics team I know, within HR, I guess that helps you to do that.

Melissa Corwin: Absolutely. We are looking across, and then to your point earlier, understanding where people didn't engage in behaviours and understanding that we are actually seeing this in micro areas of the business, accelerate a performance with groups that tend to engage this way. And I think that continues to strengthen the business case. No doubt, we are early in this venture and we are going to have course corrections along the way as well. And I think another thing that I would offer up for listeners thinking about embarking on this themselves is, particularly on employee survey data, a challenge that we have had to overcome is you can get lost in data analysis. You can get paralysed by it, so encouraging leaders to take immediate action on the things that are evident that need to change versus continuing to slice and dice and seek understanding. Act. The number one thing that you can do to ensure that employees feel that they heard is act on what they tell you and don't over analyse it. If they are telling you this system, this process, this behaviour is a problem, it is a problem. Go address it. Don't seek to go around the edges and find the rare problem, go after the glaringly obvious one.

David Green: That is the key thing with surveys, if you ask people for their opinion then act on what they are telling you. Tell them that you are acting or what they are telling you as well and then people don't mind completing surveys. So it is not rocket science, is it.

Melissa Corwin: Often you hear about survey fatigue, I don't think that people get fatigued on surveying I do think they get fatigue on in action.

David Green: I would agree with that. Melissa, I was going to ask you to summarise but you just did it without me asking, which is fantastic. If we move to the last question, which we are asking everyone on the series. Many companies have done away with their annual performance management cycle, we talked about that earlier in our conversation, but we haven't seen a new consistent model replace it as quickly as everyone expected. Probably summarising some of the things that you have mentioned in our conversation so far, how do you think companies should approach performance management in the future?

Melissa Corwin: I think that there have been a lot of quests to go find a perfect performance development model. My theory is after years of search, if none of us have found it, perfection does not exist. I don't think it is going to be uniform across all businesses. I think HR practitioners and companies need to look at what are the behaviours they are trying to instil? Where are they at in their company culture? What do they need to do? I think that getting rid of processes in the name of simplification is a fool appearance. You have made it incredibly simple for the enterprise, you have made it incredibly simple for your supervisor, you have not made it incredibly simple for your employees who consistently, unless AT&T is anomaly, say they want feedback. They want coaching. They want development. And we don't sit on the sidelines and expect sales to occur without measurement or rigour. We don't expect the employee experience to improve without measure. We don't expect the customer experience to improve without measure. Performance will not improve without measure. Even if you don't measure it, I think you are really measuring it behind the scenes. When we looked at models that don't put forward an annual rating so feedback about overall contribution is being captured to inform things like talent development processes, compensation, you are capturing it but you are not being transparent.

I don't think that is the right answer and I know it is certainly not the right answer for us.

David Green: Yes and I think as you said, you can learn from what others are doing but ultimately you have got to apply anything like that to your own organisation and then link it to where you are going as a business. What is the business strategy? What were you trying to achieve as a business? What are the outcomes we are trying to effect? And then what are the processes that we need from a people perspective to help drive that and let’s measure it.

Melissa Corwin: Yes and I think when I said earlier that you have got a company that is deeply seeped in feedback and candor, particularly in a smaller organisation where that organically happens. I think for many large companies that is particularly challenging.

David Green:  Melissa, it has been wonderful to have you on the show and particularly in your first week back in the office, for those of you that aren’t watching the video, Melissa is sitting in her AT&T office in Dallas which is great.

Can you let listeners know how they can stay in touch with you and follow you on social media?

Melissa Corwin:  Sure, absolutely. I am on LinkedIn and would welcome the opportunity to connect there.

David Green: Great, Melissa, it has been fantastic to have you on the show. Thanks very much for sharing the great work you and the team are doing at AT&T.

Melissa Corwin: My pleasure. I appreciate the opportunity.