106 rate support to the leadership of President and General Manager Susan McEldoon.” The sales team is now operating from a smaller office space and Account Executives must work remotely the majority of the time. One would expect that the loss of your office space due to a devastating hurricane and the need for sellers to work remotely might neg- atively impact employee retention, but the turnover rate for KHOU remains low. In fact, last year the turnover rate for the sales staff was 11.4%, lower than the national average of 17.8%. Clark attributes this to the culture that was already in place before the storm, one that allows for flexible hours and working remotely. Since the storm, managers have placed an even greater importance on week- ly sales meetings and one-on-one meetings. They have also made an effort to increase communication, transparency, inclusiveness and positivity, in order to promote teamwork and boost morale. Employee engagement and retention remain top priorities for mangers at KHOU. Here are some of the things the team is doing to positively impact engagement and retention: • Celebrate successes – managers highlight “the good” people are doing and “wins” in sales meetings and via email • Flexibility – managers provide flex hours for those team members not out in the field regularly • Transparency – manag- ers tell people what they know about the future be- cause they realize uncer- tainty can cause anxiety • Team building – manag- ers schedule team activi- ties and events regularly • Solicit Feedback – man- agers ask for suggestions on solutions so people feel a part of the transforma- tion process • One-on-one time – all levels of leadership spend one-on-one time with each team member • Open door – managers implemented an open door policy and are never too busy to hear concerns • Recognition – managers have renamed the AEs of the Quarter Award to Team Members of the Quarter and highlight 1-2 AEs and 1-2 other team members Team building event