Inspiring the Next Generation鈥擬eet a member of the High School Explorers Program

Kim Morgan

Talent Acquisition Specialist, Imaging Sciences
Human Resources

What is your role and how long have you worked at the 天美传媒?

I have been in recruiting for over 20 years, including five years at 天美传媒 Medicine.

How did you become involved with the High School Explorers Program?

One of our strategic goals is to raise awareness among high school students about what we do.听Many students want to enter the medical field, but don鈥檛 know about the options beyond being a nurse or a doctor. As part of high school career exploration, we invite students to our Imaging department to learn about imaging science professions and get a tour. Four years ago, we began with two schools, and last year we had 17 schools participate!听 Additionally, we offer students the opportunity to shadow the department individually to gain hands-on experience across all modalities.

What does the program give students an opportunity to experience?

In addition to learning about imaging, touring the facility, and shadowing staff, we explain a career pathway to them, including beginning as an Ambulatory Technician at 天美传媒 Medicine. We outline the career pathways program with MCC, which has been very successful in exposing the imaging field in our area.

Complete this sentence: This work matters to me because鈥�

I was the first in my family to attend college.听I have made it my career goal to help young people, and I love recruiting for the Imaging department.听There is a nationwide shortage of radiologic technologists, and it is gratifying to know we are helping promote the field.

What do you enjoy most about working with high school students?

I enjoy seeing their excitement and hearing their questions. It鈥檚 also rewarding to learn that some graduates are headed to college to become radiologic technologists. It makes it all worthwhile.

What have you learned from students who have participated in the program?

Students have shown us how much this program is needed. They often tell us they had no idea how many opportunities were available and thank us for helping them see what鈥檚 possible. They leave with a clearer understanding of a career in radiologic technology and the steps to get there.

What advice would you give to students exploring imaging career paths?

Never stop learning and asking questions. Also, students are encouraged to contact us to schedule a shadowing experience with our department.

The post Living Our Values: A spotlight on 天美传媒 Medicine鈥檚 High School Explorers Program appeared first on Office of Human Resources.

Over the past few months, we鈥檝e been focused on one of the most important parts of the Employee Experience Survey鈥攖urning your feedback into action. Across the University, leaders and managers have been sharing results, talking with their teams, and identifying priorities together. Now, we鈥檙e moving into the next phase: putting those plans into motion, tracking our progress, and making adjustments along the way. This is a shared effort, and everyone has a role in helping to improve the workplace environment.

Action planning progress across the University

We checked in with some of our managers to hear how action planning is taking shape in their areas鈥攁nd what they鈥檙e learning along the way. Here is what they told us.

鈥淚n sharing the results with my team, I found that the heatmap and analytics pages offered a more robust review of the data and provided additional opportunities for feedback. As a manager, I asked questions, took questions, and provided my team with space to provide open and honest input.鈥� 鈥擲helley Zoeke, manager of academic finance and operations in Computer Science at Hajim

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“When we reviewed the survey results together鈥攆irst as a full team, then in smaller groups鈥攚hat stood out was how engaged the team was in the conversation. We heard confirmation that work already underway is on the right track. It also surfaced thoughtful ideas for where we can do more. Now, team members have stepped up to help turn those ideas into action through a pilot program.鈥� 鈥擬aren Powell, business operations manager, University Marketing and Communications

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鈥淥ur team shared a lot of ideas for improving how we recognize people on the unit鈥攁nd making sure that recognition actually feels meaningful. I鈥檓 not sure we would have gotten this level of input without the survey. The great thing is, many of the suggestions are pretty straightforward and feel very doable for our leadership team.鈥� 鈥擜lexa Consul, nurse manager

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“People worry about change when they feel like it鈥檚 going to leave them behind or compromise their values. That鈥檚 why it was important for us to survey our staff鈥攖o understand what they value and what鈥檚 important to them. You鈥檝e got to have the people in it. They have to be in it.” 鈥擩ohn Blackshear, vice president for student life

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鈥淎 lot of what we heard on 6 South wasn鈥檛 surprising鈥攊t lined up with what we鈥檝e been hearing in regular staff check-ins. But the survey really helped reinforce and sharpen our focus. It confirmed that some of the work already underway should continue, while also pointing us to a few areas where we need to do more.鈥� 鈥擩essica Milnikiewicz, nurse manager, Golisano Children鈥檚 Hospital

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鈥淔acilities & Services shared its survey results in stages. Supervisors and above reviewed a presentation of the findings first; the same content was then shared with all staff. Smaller group sessions were held in September, using a prepared list of questions, to gather more detailed feedback across a workforce of over 800 people.鈥� 鈥擜lan McNiff, senior AVP Facilities and Services

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鈥淭he survey gives us a chance to pause and reflect on the past year. It鈥檚 easy to get caught up in the day-to-day and miss how much has changed鈥攐r the impact of those changes. It鈥檚 also a great opportunity to recognize and appreciate the team.鈥� 鈥擜my Keller, senior nurse manager

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“I think it was really nice to see the survey results and be able to break it down by different groups. We really started to dissect that and then work with our group within the department to pick out the things that we think we can make a difference in. And then we鈥檝e messaged that back out to the staff, because the one thing I wanted everybody to realize was that you did this survey, and now we鈥檙e actually looking at the results and taking it seriously.鈥� 鈥擱yan Fields, MD, FACS, Seymour I. Schwartz Professor of Surgery and chair

If you would like to share your team鈥檚 action planning story and progress, please email听HRConnect@rochester.edu听and our editor will reach out to learn more.

Employee Experience: Next Conversation with Leaders

The next Employee Experience Conversation with Leaders will take place this fall and focus on one of our strategic priority areas, safety. Leaders will share the initiatives planned and underway to drive improvement. More information will be available soon.

The post Your voice. New conversations. Meaningful progress. appeared first on Office of Human Resources.

The post See who鈥檚 shining: UR Stars highlights year in review appeared first on Office of Human Resources.

The Employee Experience Survey gave faculty and staff across the University an opportunity to share what helps them feel connected to their work鈥攁nd where there are opportunities to strengthen their experience.

For John Blackshear, Ph.D., vice president for student life, responding to that feedback starts with something fundamental: creating an environment where people know where their organization is going, have a voice in shaping how it gets there, and feel trusted to contribute their talents along the way.

His philosophy can be pictured as an inverted triangle. Rather than seeing himself at the top of the organization, Blackshear sees his role at the听bottom鈥攕upporting and empowering the people around him.

鈥淢y job is to be under them as a strong pillar of support, to make sure that they can all rise to the occasion of serving this University at this moment.鈥�

It鈥檚听a philosophy that reflects several themes heard through the Employee Experience Survey, including employees鈥� desire to feel connected to the University鈥檚 direction, involved in decisions that affect their work, supported by their leaders, and recognized for their contributions.

And Blackshear鈥檚 approach offers practical ideas any leader can put into action.

Bring people into the vision

Rather than developing a strategic plan behind closed doors and presenting it to employees, Blackshear and his team spent a year听defining together听who they are, what matters to them and where they want to go.

鈥淵ou鈥檝e got to have the people in it,鈥� Blackshear said. 鈥淭hey have to believe in it, and it has to represent values that matter to them.鈥�

That shared ownership continues through his leadership team. Blackshear makes sure leaders understand the broader听vision, but听then trusts them to bring it to life in ways that resonate with their own teams.

鈥淭hey add brilliant flourishes to it in how they present and talk to their teams,鈥� he said.

What other leaders can do:听Look for opportunities to involve employees before decisions or plans are听finalized. Ask what they see, what may be听missing听and what would help make the work successful.

Support people instead of solving everything for them

Blackshear鈥檚 inverted-triangle philosophy also shapes how he approaches problems.听His job isn鈥檛 to have every answer; it鈥檚 to create the conditions for others to find them.

鈥淚 guide them. I听deliberate with听them. I听don鈥檛听give them the answers,鈥� he said. 鈥淚 don鈥檛 want to be the smartest person in the room.鈥�

That means giving people room to think, contribute and sometimes听bring听a different perspective.

鈥淚t鈥檚 beautiful to watch them talking to their teams, thinking things through, talking through it with me,鈥� he said. 鈥淲e don鈥檛 always have to agree.鈥�

Blackshear learned the value of that kind of trust from leaders who recognized his own potential earlier in his career.

鈥淭hey recognized my capacity, and they gave me a lot of room to practice it,鈥� he said.

Sometimes that led to advancement. More often, he said, 鈥渋t turned into an opportunity to do something that I was proud of.鈥�

What other leaders can do:听The next time someone brings you a problem, resist the urge to听immediately听provide听the answer. Ask what they think should happen and what support they need from you to move forward.

Make appreciation visible鈥攁nd meaningful

Recognition is another important part of Blackshear鈥檚 leadership approach. But for him, recognition听isn’t听limited to awards or formal programs. It begins with ensuring people know that their ideas,听expertise,听time听and effort matter.

鈥淭hey want their human intelligence, time and effort to be seen and appreciated,鈥� Blackshear said. 鈥淭hey want to be part of the ultimate calculus of what鈥檚 important to this institution.鈥�

He encourages his leadership team to recognize employees openly and share their successes.

鈥淚鈥檓 really encouraging my leadership core around me to recognize openly鈥攚ith appreciation and thanks鈥攁nd share the good news across our team,鈥� he said.

Blackshear听practices that听himself. When he听hears about听someone doing exceptional work, he makes sure others hear about it,听too鈥攊ncluding senior University leaders.

鈥淭here鈥檚 not a time听that听an accolade or word of appreciation comes to me that I don鈥檛 share it,鈥� he said. 鈥淓very time, the president sees it, the provost sees it. I share it with them听to say, 鈥楾his is what your people are doing.鈥欌��

What other leaders can do:听Don鈥檛听wait for a formal recognition opportunity. When someone does听great work, tell them鈥攁nd look for opportunities to tell others about their contribution.

Give people room to be great

If there is one lesson at the center of Blackshear鈥檚 approach, it may be this: leadership听isn鈥檛听about听demonstrating听how much the leader can do.听It鈥檚听about creating听the conditions听for other people to do their best work.

His description of himself as a 鈥渄rum major鈥� captures that idea.

鈥淚听don鈥檛听have to know how to play all the instruments. I听don鈥檛听have to be able to read all the charts.听I鈥檝e听got to keep the time,鈥� Blackshear said. 鈥淚t is truly, truly about these marvelous people.鈥�

As teams across the University continue turning Employee Experience Survey feedback into action, Blackshear鈥檚 approach is a reminder that meaningful change听doesn鈥檛听always require a new initiative. It can begin with the everyday听choices听leaders听make:听listen, involve, trust, support and recognize.听

Try it with your team:听Instead of asking,听鈥淗ow do I fix this?鈥澨齛sk,听鈥淲hat can I do as a leader to help my team solve it?鈥�

The post Seen,听valued听and empowered: John Blackshear on creating a culture of engagement听 appeared first on Office of Human Resources.

Ryan Fields, M.D., shares how communication,听recognition听and staff involvement can help create a workplace where people feel connected听and like they belong.

When Fields thinks about employee engagement, he starts with a simple goal: create a workplace people want to be part of.

鈥淚 want people, when they get up and they鈥檙e on their commute, to be excited to go to work that day,鈥� Fields said. 鈥淚 realize听nobody鈥檚听happy to go to work every single day. But overall,听I鈥檇听like people to look at听this as听more than a job.听It鈥檚听a passion.听It鈥檚听a听calling.听I鈥檓听here for a reason.鈥�

As leader of a department of听nearly 500听people鈥攊ncluding faculty, trainees,听staff听and even remote听workers鈥擣ields knows creating that experience requires intentional communication, recognition,听and connection.

Keep people connected

One of Fields鈥� most visible practices is also one of the simplest: every Friday, he personally writes and sends an update to his department.

The informal newsletter might celebrate a new publication or grant, recognize someone鈥檚 25th anniversary, share an听award听or simply remind employees to get their flu shot.

鈥淭he purpose was twofold: to put things out there to the department every Friday about the week鈥檚 happenings, but it also holds my feet to the fire,鈥� Fields said. 鈥淚 write those. I听don鈥檛听have anybody do it for me.鈥�

Employees can听submit听news and recognition through a Microsoft Form, helping Fields surface accomplishments he otherwise might never hear about.

鈥淚t might be, 鈥楬ey, such-and-such just got this award.听They鈥檙e听not going to tell you, and you may not听hear,鈥欌�澨齢e said. 鈥淪o听it鈥檚 a great mechanism to call out things.鈥�

Make sure staff have a voice

Fields听is听particularly intentional about making sure staff feel included鈥攏ot only in recognition, but also in decisions.

鈥淭he biggest component of our department听is听the staff, but oftentimes they鈥檙e the ones that don鈥檛 get recognized or included in a lot of planning as much as they should,鈥� he said. 鈥淚鈥檝e tried to be very cognizant about including the staff as听the听largest听component of what we do.鈥�

Show employees their feedback matters

That commitment to listening has听carried听into the department鈥檚 response to the Employee Experience Survey.

Fields and his leadership team have been reviewing their results and听identifying听areas where they can make a difference, including communication, recognition,听and opportunities for employees to connect.

The work is still underway, but Fields believes one step is particularly important: closing the loop with employees.

鈥淚 wanted everybody to realize: You did this survey, and now we鈥檙e actually looking at the results and taking it seriously,鈥� Fields said. 鈥淲e do read them, and we are trying to use them.鈥�

Make time听for connection

Fields鈥� department has also created more opportunities for employees to spend time together, including social gatherings and its first staff recognition awards event.

鈥淧hysically getting people together outside of the normal business听environment听is nice for people to get to know each other and just relax and reflect and recognize each other,鈥� he said.

And Fields听believes听many of the practices that build engagement听don鈥檛听have to be complicated.

鈥淐ome up with some form that is听right-sized听to your department of effectively communicating news and updates and wins and areas of emphasis,鈥� he said. 鈥淚 think those things are really helpful.鈥�

The format may look different from team to team. The important part is making communication, recognition,听and employee voice part of how the work gets done.

The post Connection starts with communication听 appeared first on Office of Human Resources.

Fall is听a great time听to reset your routines and听make time听for what helps you feel your best. Whether that means getting more active, learning how to navigate stressful situations, or setting yourself up for a healthier year ahead,听Well-U has resources to support your well-being.*

Well-U鈥檚 Tips for听Healthier, Less-Stressful Fall听听

1: Move more to manage stress听

• Check out Well-U programs and other fitness opportunities:
  • : Get your FREE all access pass to this virtual fitness and well-being platform with a library of over 2,000 classes and growing.鈥�
  • : If听you鈥檙e听enrolled in the University health plan through Excellus, you can access discounted memberships at popular fitness centers, including LA Fitness, Planet Fitness, Club Pilates, Pure Barre, Orangetheory, and more.
  • : Even if you鈥檙e not enrolled in the University health plan, you can take advantage of discounted YMCA memberships at locations throughout the Greater Rochester area.

2: Take the stress out of tough conversations

• Difficult conversations are part of work and life, but avoiding them can create even more stress.听Crucial Conversations: Mastering Dialogue听gives you practical tools to navigate challenging conversations with candor and respect, manage emotions under pressure, and address issues instead of letting them build. Learning how to have these conversations effectively can help protect your well-being, strengthen relationships, and reduce the stress that comes from unresolved conflict.

3: Bring a Stress-free Zone to your department听听

• Need a quick reset? Bring a little calm to your department with a Stress-free Zone from Well-U. Any department can reach out and get these no-cost kits for your听workplace. These kits include fun ways to pause and recharge, like stress balls, fidget tools, tea, puzzles, coloring materials, mini planters, mindfulness activities, and more. Request kits for your department by听submitting听the听Well-U department request form听or email well-u-info@rochester.edu.

4: Eligible health plan participants can earn up to a $450 incentive, or up to $900 for you and your spouse

• There鈥檚 still time to earn听your听2026 wellness incentives!听Not only can you put extra money in your paycheck, but听you鈥檒l听also build healthy habits along the way.
  Start with your听Personal Health Assessment (PHA) and biometric screening to earn $150 and get a better understanding of your current health. From there, choose from a variety of eligible Lifestyle Management and/or听Condition Management programs听to earn听another听$150 for each听completed program.
• Whether听you鈥檙e听looking to improve your fitness, manage a health condition, or simply build healthier habits,听there鈥檚听a program to help you reach your goals and earn money.听Incentives can be earned once per calendar year for each of the following categories: PHA, Lifestyle Management, and Condition Management. (All incentives are provided as taxable cash incentives)

5: Start planning for a healthier 2027 now

• The new year will be here before you know it. Why听wait until January to start setting goals?听Well-U offers monthly sessions on topics such as goal setting, mental health, stress management, fitness,听and more to help you build healthy habits and stay on track. Use the fall as a chance to think about what you want more of in the year ahead and start taking small steps now.

Meet Your Well-U Team

Behind every program, challenge, and resource is a team dedicated to supporting your well-being.

Want to add a little more wellness to your workplace?听Well-U is here to help!听Reach out to the Well-U team听to听explore听ways听they can partner with your department and bring wellness activities and resources to your team.

*Eligibility rules apply to all programs and resources

The post Take care of you this fall appeared first on Office of Human Resources.

These听everyday听interactions听go beyond our formal Employee Experience Action Planning process and can听influence how connected people feel to their work, their teams, and the University. They build trust, strengthen engagement, and help create an environment where employees can do their best work.听

Over the course of his career, Senior Associate Vice President of Human Resources, Dan Salamone has led many efforts that support the employee experience at the University. We recently spoke with Dan about the impact recognition can have on听the employee听experience and our overall University culture.听

Dan, you oversee our recognition team at the University. Can you tell us about the importance of recognition on听the employee听experience?听

Yes, thank you. Recognition is an important part of creating听a positive听work experience. It makes people feel valued by not only celebrating and acknowledging their effort but also bringing visibility to their听great work鈥攏ot just the results. The most meaningful recognition often comes from听timely, genuine acknowledgment and appreciation for contributions that might otherwise not be talked about. Those moments 鈥� repeated over time 鈥� create听a more听satisfying work experience.听

Consistent recognition of听good work听promotes relationships among peers and managers while reinforcing behaviors that lead to success. Recognition encourages people to bring their best because it is valued.听

What role does the employee experience have in helping to shape our organizational culture?听

Employee experience influences everything we do.听It’s听essential that we create an environment where people feel supported, connected, and able to do their best work. It includes things like listening to our team members, encouraging career growth and development opportunities, enabling workplace flexibility, and rewarding and recognizing performance. We want to make sure people have what they need to succeed. When done well, people feel valued, have听a strong sense听of听belonging听and feel good about the effort that they give every day.听听

How can both managers and staff better integrate recognition into everyday work?鈥�听

It really comes down to making it part of how we work, rather than something extra.鈥�听

For managers, that might mean taking a minute in team meetings to share recent UR Stars, highlighting听a recent contribution, or being more intentional in one-on-one conversations. For staff, it can be as simple as acknowledging a colleague who stepped in, helped solve a problem, or made the work easier for others.鈥�听

These听moments add up. When recognition becomes routine, it helps build鈥痗ulture.鈥�听

The post Important moments that make a big difference: Tips from Dan Salamone, Senior Associate VP of HR appeared first on Office of Human Resources.

Step 1: Evaluate your current benefits

The benefits that are available for enrollment or change during this period are health care, dental care, flexible spending accounts (FSA), health savings accounts (HSA), vision care, legal plans, and life insurance. Review your coverage choices, savings amounts, and discuss future needs with your family.

Step 2: Check out the 2027 Benefit Highlights

Visit the鈥�痶o see what is new and different for 2027.

Step 3: Review rates and FAQs

As part of your Total Rewards package, the 天美传媒 offers two health care plans: the YOUR HSA-Eligible Plan and the YOUR PPO Plan. These plans are administered through Excellus BlueCross BlueShield.鈥�Compare them side-by-side鈥痑nd read through answers to鈥�frequently asked questions鈥痶o help you figure out what options might be best for you.

Step 4: Be ready to enroll

The 2027 Open Enrollment website breaks down the process to enroll in benefits by benefit type to find out which benefits require you to take action and where to enroll.
Resources and tools are also available on the鈥�,鈥痠ncluding registration for鈥�, help choosing benefits with鈥�, and Life Insurance options with鈥�Benefit Scout鈩�. We will send additional reminders, but make sure to mark your calendars for Open Enrollment, October 26鈥揘ovember 9, 2026.

The post 2027 Open Enrollment Planning Steps appeared first on Office of Human Resources.

Building Hope, Inspiring Change鈥擬eet members of the Strong Recovery Team

Leah Hill

Substance Use Disorder Counselor 2
Adolescent & Young Adult Program at Strong Recovery

What is one lesson you’ve learned from your patients?

Don’t quit five minutes before the miracle.

People will surprise you! They evolve. They change. They’ll make decisions you never expected. Witnessing the growth process unfold is extraordinary. I continue to be pleasantly surprised and inspired by my patients and their families.

What inspired you to pursue a career in substance use treatment and recovery?

As a person in long-term recovery from substance use disorder myself, it was a very natural progression to pursue my CASAC (Credentialed Alcohol and Substance Abuse Counselor) after first becoming a CRPA (Certified Recovery Peer Advocate). It offered me an opportunity to pay forward the hope and support that was and is so freely given to me in my personal recovery. This career allows me to combine my passion for the recovery process with my natural inclination toward clinical work.

How long have you been a therapist/counselor with the 天美传媒, and what does a typical day look like for you?

I started at the 天美传媒 in January 2021, so five years.

A typical day as a therapist is always changing and incredibly dynamic. I spend my days meeting with patients, conducting intake assessments, coordinating with schools and other mental health providers, making outreach calls, collaborating with parents and guardians, and facilitating family or conjoint sessions as needed. I also work as an on-site consultant for a local school district (Fairport) one day each week. There is certainly never a dull moment in this line of work!

What are some common misconceptions about addiction and recovery?

Oh my, I could host a week-long seminar talking about this!

#1 Misconception 鈥� 鈥�Addiction is a moral failing.鈥� 鈥� Society often reduces those with substance use disorder (SUD) to “bad people” due to objectively harmful behaviors symptomatic of active addiction. SUD is a profound moral injury. To have an active SUD is, itself, traumatic.

#2 Misconception 鈥� 鈥�People can’t recover.鈥� 鈥� I categorically and emphatically reject this notion. I’ve seen people in my own life, in recovery communities, and among my patients literally return from the brink of death and go on to build extraordinary lives, families, and communities.

#3 Misconception 鈥� 鈥淐utting them off is just tough love.鈥� 鈥� Tough love does not mean cruelty. It means healthy boundaries for yourself and the person struggling, as an act of love. I would not be here today without those who loved me unconditionally, even during the pain and chaos of my active use. They believed in who I was and loved me until I could believe it, too.

How do you help patients navigate challenges on their recovery journey?

I focus on helping people build self-efficacy. I’ve worked with some folks for years, and because we’ve built that trust, we can have very candid conversations about their lives. They trust me to give honest feedback, and then they decide what to do with it. I simply walk beside them as a supportive guide and sounding board.

What makes the Strong Recovery team unique?

We鈥檙e constantly exploring innovative approaches to improve care. Our Adolescent and Young Adult (AYA) team is particularly extraordinary. We specialize in working with 14 to 24-year-olds with SUD. Our collective passion for our work, our folks, and families, and the recovery process is second to none! It is a genuine privilege to work with teammates who are ever ready to advocate for and champion those we serve鈥攁nd who embody Meliora.

How do different disciplines and Strong Recovery鈥檚 innovative programs work together to support patient recovery?

Recovery is far too complex for any one clinician to address, interdisciplinary collaboration is essential. Every patient brings unique strengths, challenges, family dynamics, medical needs, and recovery goals. This approach allows us to support the whole person鈥攏ot just their substance use.

How does the University and leadership support your professional growth?

The tuition benefits program allowed me to complete my Master of Social Work in 2025. Within Strong Recovery, my leadership, and especially my direct supervisor, have consistently encouraged my curiosity and desire to keep learning. Because of that encouragement, I’ve been able to draw on another part of my professional background: education. Before becoming a therapist, I was a teacher, and I’ve combined that experience with my passion for clinical work through community education, outreach, and relationship-building. It’s been incredibly fulfilling.

Damaris Felix

Rehabilitation Therapist
Strong Recovery

What does compassion look like in your role?

Listening, giving respect, giving a smile, and passing no judgment.

How long have you been a therapist/counselor with the 天美传媒, and what does a typical day look like for you?

I’ve been a counselor for over 29 years and have worked at Strong for almost 11 years as of October 2026. When people ask me what I do for a living, I say, I help people recover their lives. There is never a dull moment. Every day is different. It could be connecting a patient with medical care or providing basic needs, such as food or hygiene products, to help them feel clean, proud, and normal. In my case, I’m bilingual, so I assist a lot of our Hispanic patients by connecting them with services available in our community.

What inspired you to pursue a career in substance use treatment and recovery?

What inspired me to pursue a career in substance use treatment and recovery was a combination of personal experiences and a deep desire to help others. Ever since I was a teenager, I have often found myself in positions where friends and classmates would seek me out for advice, support, or simply someone to listen to them. I realized early on the importance of being present for others during difficult times.

What do you enjoy most about working with patients and families?

I would say witnessing the transformation of our patients when they start making that commitment to their lives and being able to see how those around them are positively impacted as well. Seeing how their self-esteem gets stronger, and they feel empowered to achieve many of their dreams that at one point seemed impossible.

How do you help patients navigate challenges on their recovery journey?

I help patients by meeting them where they are on their journey while encouraging them to see the possibilities ahead. Recovery is not a one-size-fits-all process, and every individual comes with unique strengths, challenges, and experiences.

How has your approach to counseling evolved?

My approach to counseling has evolved through experience, continued learning, and collaboration with colleagues from different disciplines. I would describe my style as a blend of traditional counseling principles and modern, evidence-based approaches. It includes elements of holistic care, patient-centered treatment, and harm reduction, recognizing that each person’s recovery journey is unique. Working alongside mental health professionals and other members of our treatment team has broadened my perspective and strengthened my ability to support patients in meaningful ways.

How does the University and leadership support your professional growth?

The University has given me the opportunities to participate in a wide variety of trainings that have helped me develop new skills, expand my knowledge, and learn innovative techniques to better serve our patients. One of the things I appreciate most is the encouragement I have received from my supervisors and leadership team. They have often challenged me to step outside of my comfort zone and take on new responsibilities or opportunities for growth. There were times when they saw potential in me that I did not yet see in myself, and their confidence encouraged me to keep growing both personally and professionally.

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