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Brandon Burton 0:00
This is the Chamber Chat Podcast, the show dedicated to chamber professionals to spark ideas and to get actionable tips and strategies to better serve your members and community.
Hello, Chamber Champions. Welcome to Chamber Chat Podcast. I’m your hosts Brandon Burton. And it’s my goal here on the podcast to introduce you to people and ideas to better help you serve your Chamber members and your community.
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Our guest for this episode is Candace Carnahan. Candace is a relationship driven, solution oriented leader with a passion for putting strategy into action. As the President and CEO of the Grand Junction Area of Chamber of Commerce. She is committed to fostering a thriving business climate in western Colorado through advocacy innovation, innovative partnerships and forward thinking initiatives that benefit the local businesses. The chamber serves. Candace is a board member of W. A.C.E. and a graduate of the US Chamber of Commerce Business Leads Fellowship, which focuses on the critical connection between K through 12 education and workforce development. A Grand Junction native and graduate of Central High School, Candace is enjoys golfing, hiking with her dog, Harlow, and spending time with her husband of 20 years. Candace, I’m excited to have you with us today, here on Chamber Chat Podcast. I’d love to give you a moment to say hello to all the Chamber Champions who are out there listening, and to share something interesting about yourself so we can all get to know you a little better.
Candace Carnahan 2:11
Yes. Brandon, thank you so much for having me. I think that it alluded to it a little bit in my bio there. But, you know, I think something that I a lot of people find interesting is that I’m able to act in this leadership role in a community that I was born and raised in, and so went out and and had my adventures growing up, but to come back and serve the community that my family continues to have deep roots in is such an honor, and, quite frankly, makes the work just that much more rewarding to know that this is a place that I’ve called home for a very long time.
Brandon Burton 2:50
You are like a poster child for workforce development, right? You grow up in the community, you leave, get your education, but you come back, right? That’s what we want them all to do. Yeah, exactly. That’s awesome. Well, tell us a little bit about the Grand Junction area Chamber, just to give us an idea of size, staff, scope of work, budget to kind of set the stage for our discussion today, absolutely.
Candace Carnahan 3:11
So our chamber is located, it’s about the last thing you hit between Denver and Utah. So we’re on that western edge of Colorado. We are honored to represent nearly 800 businesses here locally as investors in our chamber that represent almost 45,000 employees. But we also make sure to support the region in a number of different efforts, whether it’s workforce development and policy as well. So we currently have a full time team of six here at our chamber, and our budget is just over $800,000 annually.
Brandon Burton 3:49
All right, that’s perfect. That’s the stage for our discussion today, and I’m excited to dive into our discussion. It’s not the typical type of conversation that we have on the podcast, but it’s something that I think is important for every chamber staff to listen to and to really lean into, and that’s the art of curiosity. And we’ll dive in deeper on that. I’m curious to learn your approach on this as soon as we get back from this quick break.
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Brandon Burton 8:23
All right, Candace, we’re back. So as I mentioned before the break today, we’re talking about the art of curiosity. And I understand you’ve presented on this before at W A C E, and granted, not everybody listening is a member of W A C E, and like I mentioned before, we hit record, to be honest, even going to conferences, we only really retain a percentage of whatever is presented. So it’ll be great to have this documented and have it be shareable for chamber leaders throughout the country and really anywhere they are. So I’m going to hand the mic over to you and let us, you know, give us an idea as you approach your work, how does curiosity come into it? Has it benefited you? What are some of those key things to think of and just, you know, start where you want to start from.
Candace Carnahan 9:09
Yeah, Brandon. You know, I think this is something that leaders in all industries could really lean on, especially with the climate that we find ourselves in as leaders these days, but as chamber executives, being curious is, in my mind, the only way to make sure that you are always focused on the right solutions and the right problems. It is so easy to get caught up in complex community issues, workforce challenges, policy debates, and if you aren’t crystal clear on the work that needs to be done and why it needs to be done, well it’s going to make our job that much harder, and it’s already hard enough. And so I actually got advice. Oh. Really early on in my role here as CEO, and it was always lead with curiosity. There should always be a question as your first thought, and oftentimes the first thing out of your mouth when you’re approaching things, because there’s typically are different layers than just the one that you’re seeing at face value. And so it’s so important as chambers and chamber executives, when we are faced with a never ending parade of challenges and issues and needs from those that we serve to make sure that we’re we’re staying as effective and intentional as possible.
Brandon Burton 10:41
It seems like just throughout the world that there’s a lot more tension than there used to be, whether it’s politically or just how one sees the world. So I think that’s so important to be curious and learn. You know, what makes somebody see the you know, from their perspective on whatever the topic is, and you can learn a lot, you know, by asking those questions. And I think there really is an art to it, because you can ask questions, and you know, the recipient of the questions might think, well, she’s kind of dense, you know, for not knowing that answer, or, you know, this person’s naive for asking this question. So how do you lean into the curiosity in that art form? What are some of those things that you’ve learned in leaning into the curiosity? I
Candace Carnahan 11:30
really love this question, and I first want to just clarify that I feel there, there’s internal curiosity and external curiosity, and it’s a careful balance of this. I want to make sure that we as chamber executives are internally being as curious as possible. When you think you’ve asked all the questions, ask yourself one more time. Okay, but what is the true issue here? Or what? What person is missing from this table? What is the true resource that would move the needle on this, and then, if I don’t have it, who is the best person to help leverage in this, in this question? So I think those are the internal things that you’re constantly trying to address. But when you externally, sometimes just the simple, can you help me better understand this, or what I’m hearing is can, is that correct? Just getting Clara clarity of things, because not only are we looking at a large volume of issues that we’re trying to face as chambers, but the speed is very quickly picking up as well. And so slowing down the conversations to take the time to get to the root of things is so critical, and I have found myself when I say what I’m hearing is, Can Is that correct? They’ll say, oh, that’s that’s not quite what I meant. But let me help clarify in your because just think of how many times we assume we understood what was said, or we think we know where this is going, and that can not be the case. So by taking just a little bit of time with your questions, to slow down the conversation and be really intentional with the information that alone is going to drive you in the right place. And you know, this is not asking questions for the sake of asking questions. I want to make sure that’s really clear. It’s using questions to help you dig a little deeper, right? And fine tune your efforts and initiatives. Is really, really the goal here.
Brandon Burton 13:38
Yeah, I think the key, like you started off with, is that internal curiosity that’s going to keep things authentic. If you’re really trying to get to the root of what’s causing, you know, a situation or an individual’s thinking or perspective or whatever, if you are internally curious, it’ll be authentic and getting to the right questions, getting to the root of what that that causes?
Candace Carnahan 14:01
Brandon, I can’t, I can’t emphasize that enough. I think that, you know, it’s so easy for us to take things at face value, or take the information that we’re being handed or read a newspaper headline or whatever it is, I think we have to take a moment to say, Okay, but what else? What else am I not seeing in this first contact here or this first interaction? What else should I be looking for or knowing or thinking about? Because as chamber executives, that’s that’s really critical we we represent such a diverse group, even within the business industry, and then you pepper and community dynamics, policy, it gets messy, really, really fast. And I love that you used the word authentic, because anytime you stop being curious, that is typically when you veer off your path of authenticity, and that’s usually when you become less effective and less. Impactful as a chamber of commerce and in the toughest of moments, and you can’t see the light, I think your curiosity is that beacon of, okay, what this is my little step forward. This is how I can continue to move forward in this situation. Because if you’re so far off that path by just being reactive and and not really getting to the root of things that not only are you less effective, I think you can be damaging within your organization and community, if you aren’t really clear on what it is you should be doing instead of what it is you are doing. Absolutely,
Brandon Burton 15:36
I was thinking, you know, as as far as how somebody views the world, it’s interesting how people, just in general, will identify with certain things, whether it be, it could be something, you know, drastic, like political alignment. You know, I identify as this, and because of that, I’m going to make the stance no matter what, you know, hell or high water, I’m making the stance. It could be something as simple as even a diet structure, you know, somebody follows, and they believe this is the only way to do, to eat, you know, to be healthy, because this is what I do, and that’s their worldview. And to understand that there’s always multiple perspectives. There’s always reasonings for both sides of whatever it and sometimes there’s multiple sides. So being able to lean in authentically is huge. It’s
Candace Carnahan 16:29
huge. I mean, when you compare it to let’s compare building a community to building a house. If everybody showed up on the job site and they all had the same perspective as the plumbers, that was their that’s what they did. They agreed on great plumbing and what type of piping and what type of faucets, the plumbing is going to be outstanding. The rest of the house is going to be very questionable. And we as a community need to make sure that we are also realizing that we’re all coming together to a table to build something. And what we need to be doing is working together to create the best structure and outcome possible. You know, the painters and the plumbers are going to disagree sometimes, and timing might be a challenge, and there’s all these different things, but at the end of the day, they’ve worked together to create a really great product and a really great home. And I think we need to make sure as a community, to be able to step back and make sure that we’re having disagreements of tasks and not of relationships. And that comes to really asking the questions both of ourselves and of our partners. Of First of all, here’s a really important question I ask all the time, is, what is my role in this conversation, but also, I say, what is their role in the conversation? I can’t be holding them to an accountability level of the role of a role that’s not appropriate for their seat at the table. And it’s funny how often we will do that and say, well, we we’re disagreeing. You should think differently. Well, that’s their role. Is that perspective, and we have to honor it and move forward with it, and it does bring you to better solutions, or at least better understanding of where everyone lies in the conversation. So, yeah, it’s so important for us to take a step back and just really understand not just our own why, but everyone else’s why, because the motives in the conversation are really going to be where everyone is operating out
Brandon Burton 18:32
of yeah, that is huge. And that’s not something that I had considered before. Is understanding what their why. I think a lot of people will understand what’s my why, you know, why am I engaging in this conversation, or whatever it may be, but to understand the other person’s Why, what their point of view is, what, what’s bringing them to the table? And I don’t know, for me to make sense of it, I think of, you know, in a TV show, when you see a courtroom, right? You’ve got the prosecutor and you got the defense, and somewhere in the middle is the truth, right? And but both sides have their role that they’re they’re working towards, and it’s important to understand what that role is, so you can come to some sort of agreement
Candace Carnahan 19:12
Absolutely you you would not want to be in a position where they were expecting you to shift off of your mission, your why? Your unwavering advocacy for the business community. That’s not something that you would want them to ask of you, and oftentimes we shouldn’t be asking that of them. We have to recognize that, you know, we each have parts to play, and they’re very different sometimes and sometimes they’re not. But it’s really important to keep that in mind. Absolutely,
Brandon Burton 19:39
I love the analogy you gave of building a house and you’ve got the different contractors building a house. It reminds I’d seen a reel a while back where this person is impersonating different tradesmen as they come to a construction site, and how they approach things, from the plumber to the electrician to the drywall guy and the painters and. Everything and and obviously it’s coming from a skewed perspective of, you know, a certain contractor not understanding the why for why the plumber is doing things the way they are, or the electrician doing things the way they are. And it’s kind of poking fun at them. But if you could get to the root of why they do what they do the way they do, it changes everything. And you could build a better house, or you could build a stronger community. It’s
Candace Carnahan 20:23
so important, and I find myself often saying, what, where? Where am I most living in the uncomfortable because that tends to be where I either haven’t been curious enough or haven’t gotten to know that area enough so there’s clearly unanswered questions. And what’s exciting is that gives me opportunity to say, You know what to be great at what I do. I need to go explore that perspective. I need to either go spend time with them. I need to go witness firsthand what it is they’re trying to communicate to me, I just need to have a better understanding and opportunity to ask questions outside of the heat of the moment, often outside of when we’re trying to hash out solutions. But just tell me more about your perspective, and that way, when we are in the next conversation, you are that Curiosity has led you to a more informed place. It it could reinforce where you’re at. It could shed light on where opportunities for collaboration are. It can also create opportunity for how you can leverage partnerships and work together. Because I now, I didn’t know you had that tool in your toolbox, and I have, you have the hammer, I have the nails. Hey, why are we not working together? And so it’s very rarely does anything bad come from being curious. I think that’s just i I’ve challenged when I, I thought about this conversation today, I was trying to say, Are there any pitfalls of being curious? And I’m sure there are, but it’s very few and far between. I would say, yeah.
Brandon Burton 22:10
I think the pitfall would be as if you’re not internally curious, if you’re not focusing on that, that would be the big pitfall when
Candace Carnahan 22:17
you aren’t that’s where it starts to get dicey. Yeah. So
Brandon Burton 22:21
I was thinking of it from the standpoint too, of as you have a new business member, investor in your organization, to be able to just be curious about what they offer. Like you said, they’ve got the hammer, you’ve got the nails. What connections can we make? So it doesn’t even have to come from a point of where there’s tension at all. It can just be, I want to learn more about what you have to offer. How can we help you? And again, knowing what their role is and what your role is, and trying to align those to, you know, build the perfect community, right? To build a stronger, better community and and make those connections. That’s what a chamber is all about.
Candace Carnahan 22:55
I love there’s no boundaries to how you can use this tool. That’s what’s exciting. You know, it’s, it’s a free tool. It’s, it’s something that you can create as an asset. And I keep saying, as a CEO or in chamber leaders, this should be something that you are including your whole team on in the journey. If your entire team is operating with this premise of being curiosity, to go back to your invest investor membership conversation, we regularly say that our those conversations are more about us getting to know them than it is about them getting to know us. And if we walk away without having any conversation about what tier levels or opportunities are, that’s okay, because what we’ve done is we’ve been curious about their business and shown them that they matter, and we want to know about how they fit into this really important piece within the business community. We’re already building a strong relationship with them, and that can be used on board, members, volunteers. If you are the more you get curious about what people what they need, what motivates them, you’re much better positioned to serve that person or support that person. If you are operating off of what you think they need or think motivates them, you have a really good shot of missing the mark. And so, yeah, this is something that can be used all the time community partners. There’s, you know, use your use your survey tools. That’s the one of the biggest things you can do by just It’s funny how often I hear people say, Huh, I wonder what our members would feel about this. Ask them five question flash bowl, hey, how do you feel about this? I think sometimes we just discount the ability to just ask,
Brandon Burton 24:52
yeah, I love that. So the idea of including your whole team, that just really resonates with. With me, it really doesn’t move the needle. If only the chamber executive is the one on board with curiosity. If your team’s not doing it again, it goes back to authenticity. Doesn’t seem real, and you’re not going to have all the touch points that the rest of your team has. How do we integrate that within staff, within the board, maybe even ambassadors? How do we integrate that curiosity and generate that movement? Is how I see it.
Candace Carnahan 25:26
I am so glad you asked that. I think first of all, you have to normalize it. There can be stigma about asking questions, and somehow it makes you seem like you’re not paying attention or not skilled enough to handle the situation. We really have created a culture around the fact that the problem only comes if you’re not asking questions. Are you asking for help? Are you asking how this connects with another teammates work? Are you asking how our members could be benefiting from this or who else might be interested in this resource, we try to ask ourselves, which is funny that I say that, but anytime we’re doing something it, we kind of say, Okay, but what else you think it’s you think it’s done or you think that you’ve explored it? Yes, but what else like if you could push just a little further into that curiosity zone, what? And then it’s funny, how often say, Oh, well, actually, you know, I could explore something a little bit differently. Or it’s amazing what just that little nudge over the edge will do. It also, by doing this as a team. I think it shows to our members in our board what our motives are, and it has created an atmosphere where they feel comfortable to come bring us information as well. So maybe we haven’t outwardly asked for it, but because of how we have integrated this as a culture, they know that we’re open to feedback and differing perspectives even when we’re not asking for it. So I think it’s it’s simply about incorporating it naturally into everything you do, and making sure that everyone understands that the only time there should be concerns is when we as a group stop asking questions. And if someone is not asking questions, we need to kind of turn to them and say, Is there something we could be doing to help support you in opening up this communication? Yeah, we always end and start and end every staff meeting with questions to each other as well. It’s not just me, you know, it’s, do you have any team? Do you have any questions for our marketing director team? Do you have any questions marketing director? Is there anything that the team could be helping or supporting you with instead of just waiting for it to happen? It’s, I’m opening the door, jump in and and it’s really exciting to see that take off, because they are and they they do it naturally, and it makes us all better, because our organizations are not just the CEO. I think that’s we know that, but it’s really easy to get into that mode. The organizations are every single person, volunteers, board members, your investors, and that’s got to be something that everyone does. Yeah, I love that.
Brandon Burton 28:22
What else are we missing out of the art of curiosity, I feel like there’s questions that I haven’t asked. What are what are the things that are on the top of your mind? You
Candace Carnahan 28:33
know, the only thing that comes to mind is that a question asked once is not necessarily a question answered, and so don’t be afraid to go back and ask again. And I’m just going to give this example our chamber. I’m very lucky to have inherited a chamber that is very strongly positioned. We had a CEO who was very well respected, and she was here for 35 years. And so I learned from one of the best in the industries. But being able to say, even though we know who we are as an organization and we really excel, who is it we do we want to be today? And that is actually something that at every strategic planning session, we say, okay, we know who we are now. Who do we want to be tomorrow? And I think that’s something that can also be brought into other conversations. We know this workforce development strategy is working now, but what is it that our businesses need tomorrow? And so as long as you’re continuing to evolve your questions and go back and just check in on them. I think that’s really important, because answers can get stagnant, and I that’s again, you have now as an organization, stopped being curious about how to be the best version of yourself, and we have to continue to do that.
Brandon Burton 29:53
So maybe a 2.0 episode would be the art of asking the question, right? So you can. You’re curious, but then there’s a way of asking the question to where you can get the answer instead of, you know, how are you doing? I’m good. You know, there’s a better question to be asked,
Candace Carnahan 30:08
right? Oh, yes, absolutely. I love that.
Brandon Burton 30:11
Well, Candace for a chamber listening who’s wanting to take their organization up to the next level. What kind of tip or action item or piece of advice would you share with them and trying to accomplish this goal?
Candace Carnahan 30:28
I would say that you have to lean into the uncomfortable oftentimes, there can also be a fear about asking questions, because they’re like, oh, that means more work. Like, I don’t want to
Brandon Burton 30:40
know. I am not doing that, right?
Candace Carnahan 30:44
I would say this, you know, we’re not asking you to turn over all the rocks right right away. I’m just saying when that this is actually meant to be a tool to help lead you towards a more efficient level of effectiveness, right? So start small. Find a couple things that you can just get comfortable and see that Okay, two more questions actually didn’t make it worse. It actually streamlined my path to a productive solution. Or, holy moly, I was completely going down the wrong path. Or I had an answer that was actually in search of a problem. There really is no problem here. I can pivot and now divert resources. So start small. Find some things that you can just say, Hmm, what if I just thought one layer deeper, and go from there? Yeah, you’ll find it will start to integrate itself into your life. More and more
Brandon Burton 31:38
I like that. So I like asking everyone I have on the podcast, as we look to the future of chambers of commerce, how do you see the future of chambers and their purpose going forward?
Candace Carnahan 31:50
Well, you know, it’s funny. I do tie it, actually, to this topic. I have felt, and I see it more and more and more about our role as being that convening agent in our communities being our most important role that we play, especially with how divided everything seems to have a hard line drawn, and people are picking sides. And what’s unfortunate about that is it, it really does keep us away from true solutions for many of the challenges that we’re facing as communities. And so I think it is important for us, if we are, if we’re not saying who’s missing from this conversation, or what is the true problem that we’re trying to tackle here, to make sure we’re all aligned. Because, gosh, if, if you think you’re solving this problem and I’m solving this problem and we actually are in the same table trying to solve the same problem, we’re not going to get very far. And so I think as chambers, we have to really, I would say, if you do nothing, do that be the person that’s able to come to the table, bring people to the table. And if you’re operating from that curiosity standpoint, you’re curious on how we as a group can get to the best solution, and that’s your motivating factor to be there, not to be the person that has a feather in their hat. Because I brought everyone to the table, it’s I’m curious on how we can bring our ability to get everyone at the table and truly walk away making an impact. I think that’s going to be something that we have to lean into, because there there are other resources for a lot of the other things that we’re doing. But if we’re not bringing people together to to solve and navigate the barriers and burdens facing our businesses, we’re not going to be effective. Yeah,
Brandon Burton 33:39
I like that. That’s a great tip in how we look and navigate into the future. Candice, I wanted to give you an opportunity to share any contact information for listeners who might want to reach out and connect with you. Maybe learn more about your approach to curiosity. What would be the best way for them to reach out and connect with you?
Candace Carnahan 33:59
I always welcome anyone to email me. It’s very easy to find me. It’s just candace@gjchamber.org We do have a great website as well where you can find me, which is GJChamber.org. But I’m always happy to talk to anyone. And you know, this is, this is hard work that we all do as chambers, and the more we can lean on each other and share information and opportunities, I think we’re better for it.
Brandon Burton 34:35
Yeah, absolutely. Well, I appreciate you spending time with us today and letting us, you know, be a little curious about your approach and how you how you approach things there at the Grand Junction area, chamber and and just your work in general. I think it’s a great way, a great way, to have a perspective, to learn more, and to really allow you to serve your business community in a much better and elevated way. So. Thank you for sharing that with us today.
Candace Carnahan 35:02
I really appreciate the opportunity and and thank you for all that you do to to keep us all tapped in on the important things facing our industry.
Brandon Burton 35:10
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