Todd Davis

So they didn't give me the position, but they had me apply. And I applied with several candidates, and I was really honored to be selected. And so I surrounded myself with really talented HR people and for 18 years ran the human resource structure of the company.

So they didn't give me the position, but they had me apply. And I applied with several candidates, and I was really honored to be selected. And so I surrounded myself with really talented HR people and for 18 years ran the human resource structure of the company.

So they didn't give me the position, but they had me apply. And I applied with several candidates, and I was really honored to be selected. And so I surrounded myself with really talented HR people and for 18 years ran the human resource structure of the company.

And then the last couple of years now, I've been out teaching others how to implement all of these things that I had seen work so well for our clients and for our department and for other clients that I'd worked with.

And then the last couple of years now, I've been out teaching others how to implement all of these things that I had seen work so well for our clients and for our department and for other clients that I'd worked with.

And then the last couple of years now, I've been out teaching others how to implement all of these things that I had seen work so well for our clients and for our department and for other clients that I'd worked with.

Yeah, that is great. That's great context setting. You should do this for a living, Ryan. You're really good at this. No, it's your point. So a few years ago, when I was still in the chief people officer role, one of our... Our publisher, Simon & Schuster, who published Seven Habits, they thought it would be a really cool idea to have the chief people officer of the people company write a book.

Yeah, that is great. That's great context setting. You should do this for a living, Ryan. You're really good at this. No, it's your point. So a few years ago, when I was still in the chief people officer role, one of our... Our publisher, Simon & Schuster, who published Seven Habits, they thought it would be a really cool idea to have the chief people officer of the people company write a book.

Yeah, that is great. That's great context setting. You should do this for a living, Ryan. You're really good at this. No, it's your point. So a few years ago, when I was still in the chief people officer role, one of our... Our publisher, Simon & Schuster, who published Seven Habits, they thought it would be a really cool idea to have the chief people officer of the people company write a book.

So I wrote a book, became a bestseller, not because anybody knows who Todd Davis is, but because this topic was so profound, and it's the question you asked. The book is called Get Better, 15 Proven Practices to Build Effective Relationships at Work.

So I wrote a book, became a bestseller, not because anybody knows who Todd Davis is, but because this topic was so profound, and it's the question you asked. The book is called Get Better, 15 Proven Practices to Build Effective Relationships at Work.

So I wrote a book, became a bestseller, not because anybody knows who Todd Davis is, but because this topic was so profound, and it's the question you asked. The book is called Get Better, 15 Proven Practices to Build Effective Relationships at Work.

And my whole premise in the years that I had almost two decades experience as the chief people officer was that as Jim Collins, the leadership guru says, you got to have the right people on the bus. That's true. But it's actually, or and I should say not but, and it's actually the nature of the relationships between those people. that makes teams and organizations effective.

And my whole premise in the years that I had almost two decades experience as the chief people officer was that as Jim Collins, the leadership guru says, you got to have the right people on the bus. That's true. But it's actually, or and I should say not but, and it's actually the nature of the relationships between those people. that makes teams and organizations effective.

And my whole premise in the years that I had almost two decades experience as the chief people officer was that as Jim Collins, the leadership guru says, you got to have the right people on the bus. That's true. But it's actually, or and I should say not but, and it's actually the nature of the relationships between those people. that makes teams and organizations effective.

And so in my role as chief people officer and anybody who's head of their human resource function, I view this as you're more or less, sorry for the sports analogy, but you're more or less the quarterback of the culture. Everybody, it takes everyone to form the culture, but you're the person who really reminds people, helps to set the vision for where you want the culture to go.

And so in my role as chief people officer and anybody who's head of their human resource function, I view this as you're more or less, sorry for the sports analogy, but you're more or less the quarterback of the culture. Everybody, it takes everyone to form the culture, but you're the person who really reminds people, helps to set the vision for where you want the culture to go.

And so in my role as chief people officer and anybody who's head of their human resource function, I view this as you're more or less, sorry for the sports analogy, but you're more or less the quarterback of the culture. Everybody, it takes everyone to form the culture, but you're the person who really reminds people, helps to set the vision for where you want the culture to go.

including what we call things. Like you said, we can put a marketing spin on things, but I was adamant that we not call it human resources, that we call it people services, because I wanted the team that I led to be reminded every day as they came to work, they were in the business of serving people. the people at Franklin County. They're clients for all of our associates.

including what we call things. Like you said, we can put a marketing spin on things, but I was adamant that we not call it human resources, that we call it people services, because I wanted the team that I led to be reminded every day as they came to work, they were in the business of serving people. the people at Franklin County. They're clients for all of our associates.