RECOMBOBULATION...Well, I didn't find it in the dictionary,but I think we can all surmise what it means. I came across this word in the Milwaukee Airport on the return from my last sabbatical visit. The letters are printed in bold calligraphy on a sign that hangs just past the backside of the security check point in the terminal. Just past where the "discombobulation" happens...conveyor belt moving, belongings heaped and jumbled in gray tubs, people hopping on one foot, trying to put a shoe on the other. Jackets are half on, half off, laptops are hurredly stuffed into the wrong pocket of their owners' briefcases with everyone moving madly in an effort to get out of the way for the person next in line. As I grab the last (hopefully)of my belongings, I saw it about twenty feet down the hallway- a quiet area off to the side, a welcome respite after the tumult of the prototypical security checkpoints - the recombobulation area. Even then, as I stopped to take a photograph, I knew I was walking into my own metaphor. How perfect!
I've been back to my office and duties for a full month already, and recombobulating we are! Our board, residents,and staff have all had the opportunity to hear about my visits to other not-for-profit best practice organizations. Now comes the job of culling the mountains of information I brought home for those nuggets that are most relevant to our Campus. There are ideas to digest and more lessons to be mined as we discuss our learnings on a deeper level with those individuals charged with Campus governance and leadership.
Notice, please, that I said "our" learnings. One of the best things about my Piper Fellowship experience is the way our organization has embraced this study period as "ours." While I traveled, our leadership team reorganizaed themselves for the work at hand. Board and staff continued their work unimpeded, developing a level of trust that is deeper than ever. Everyone grew. My return,while a happy occasion, is a bit like a military father coming back from a long deployment...the family has learned to function differently in my absence. People have changed, adapting to new responsibilities and opportunities. So why revert to our old structure, why waste all that new energy and experience. Why not capitalize on this rich new growth? Why not just step aside for a moment and recombobulate?
Timing for this is perfect. In May, we elected a new board of directors. The majority of our trustees will be returning, joined by four new members. As we move forward into the life of a newly minted board, we're recombobulating anyway...why not do it in grand style?
I'd love to hear from those of you who have been through this kind of re-entry before. Lessons learned?
You will hear from me at least one more time as I finish my sabbatical experience on the personal development side of things. I leave late next week for a conference where I'll work with published authors to hone my writing skills. What a gift! There are stories waiting to be told about the people I've worked with for thirty years, stories of wisdom, courage, and humor. Stories of strong leaders that have affected our field forever - perhaps your story?
For now, my best to you all, and God bless,
Peggy
Tuesday, June 1, 2010
Thursday, May 6, 2010
Baker's Dozen
The purpose of my study was to examine how each of the organizations I visited had evolved – how did they grow their work from single sites like our Beatitudes Campus to more mature organizations that served seniors in a variety of ways, everything from residential services to home health to retreat services and telehealth. In particular, I wanted to understand the role of culture in helping them to grow and sustain their sense of ministry, mission, and identity as they grew. While every agency was unique, it did not take long for commonalities to surface. Here’s what I saw them hold in common:
1) Extremely competent boards that knew their role as guardians of the vision and future of each organization. The boards were effective and efficient, looking at broad policy issues and not at day to day operations. The relationship between the boards and senior management was based on trust.
2) Senior management teams were high functioning. They were competent business people that had a passion for quality, innovation, and customer service. The team members liked and respected each other, but they also felt free to challenge one another in order to examine issues fully and come to good decision. They did not allow “paralysis by analysis.”
3) Each organization learned how to let go of old, outmoded programs in order to embrace new ways of serving older people. They were committed enough to their missions to change with the time in order to stay relevant as the needs and wants of older people evolved.
4) Leadership, both board and management, was pragmatic and practical. They could turn on a dime when it was called for, and they had the courage required to make hard decisions for the benefit of their organizations. They did not shy away from conflict.
5) All five organizations used data instead of “gut feel” to drive their big decision. They put systems in place to monitor important programmatic, financial, and customer satisfaction outcomes…and they reviewed and acted upon that data regularly.
6) They marketed themselves, knowing that word of mouth is not enough in this day and age of competition. They took their light out from under the basket and set it on a hill for all to see – not because they were braggadocios, but because they want to serve more people.
7) They were all considered leaders in the field in their local communities, at the state level, and even at the national level. They were politically savvy and involved, knowing that they could affect public policy for elders only if they were actively engaged and organized.
8) They had no silver bullets – just lots of common sense, good practice, and elbow grease. They worked hard.
9) Each had a very effective fund development program so that they could fund start up enterprises and services that were important but might not ever pay for themselves.
10) They knew the importance of beauty in balance with functional design. Buildings, gardens, offices, green spaces, etc. were not extravagant, but they were comfortable, clean, and appealing. Pride in the appearance and upkeep of the facilities was evident.
11) All used their mission/vision/ values statements as tools to encourage the growth of a healthy environment for residents and staff. They were not simply marketing materials – each agency worked hard to live up to the spirit of these guiding documents.
12) Residents were highly engaged in the life of each and every community I visited. They chaired committees, served as community ambassadors, sponsored food drives, served on governing boards, and saw themselves as full partners in the success or the organizations.
13) As they organizations spawned new enterprizes, they created interdependent networks of systems and USED THE SYSTEMS RELIGIOUSLY. Knowing that the health of the whole was reliant upon each part nurturing the other, they rooted out turf issues and silo mentalities.
This "bakers dozen" of commonalities told me a lot about growth and success. Most of all,it reassured me. It told me that we are on the right track, paying attention to the right things. In learning that there was no silver bullet, no panacea for the trials and tribulations of not-for-profit growth, I came to a simple and sudden realization: Growth is about hard work, dedication, laser-like focus, commitment, and creativity. A little prayer and sacrifice never hurts either.
A bit more to come, and 'til then,
God bless.
Peggy
1) Extremely competent boards that knew their role as guardians of the vision and future of each organization. The boards were effective and efficient, looking at broad policy issues and not at day to day operations. The relationship between the boards and senior management was based on trust.
2) Senior management teams were high functioning. They were competent business people that had a passion for quality, innovation, and customer service. The team members liked and respected each other, but they also felt free to challenge one another in order to examine issues fully and come to good decision. They did not allow “paralysis by analysis.”
3) Each organization learned how to let go of old, outmoded programs in order to embrace new ways of serving older people. They were committed enough to their missions to change with the time in order to stay relevant as the needs and wants of older people evolved.
4) Leadership, both board and management, was pragmatic and practical. They could turn on a dime when it was called for, and they had the courage required to make hard decisions for the benefit of their organizations. They did not shy away from conflict.
5) All five organizations used data instead of “gut feel” to drive their big decision. They put systems in place to monitor important programmatic, financial, and customer satisfaction outcomes…and they reviewed and acted upon that data regularly.
6) They marketed themselves, knowing that word of mouth is not enough in this day and age of competition. They took their light out from under the basket and set it on a hill for all to see – not because they were braggadocios, but because they want to serve more people.
7) They were all considered leaders in the field in their local communities, at the state level, and even at the national level. They were politically savvy and involved, knowing that they could affect public policy for elders only if they were actively engaged and organized.
8) They had no silver bullets – just lots of common sense, good practice, and elbow grease. They worked hard.
9) Each had a very effective fund development program so that they could fund start up enterprises and services that were important but might not ever pay for themselves.
10) They knew the importance of beauty in balance with functional design. Buildings, gardens, offices, green spaces, etc. were not extravagant, but they were comfortable, clean, and appealing. Pride in the appearance and upkeep of the facilities was evident.
11) All used their mission/vision/ values statements as tools to encourage the growth of a healthy environment for residents and staff. They were not simply marketing materials – each agency worked hard to live up to the spirit of these guiding documents.
12) Residents were highly engaged in the life of each and every community I visited. They chaired committees, served as community ambassadors, sponsored food drives, served on governing boards, and saw themselves as full partners in the success or the organizations.
13) As they organizations spawned new enterprizes, they created interdependent networks of systems and USED THE SYSTEMS RELIGIOUSLY. Knowing that the health of the whole was reliant upon each part nurturing the other, they rooted out turf issues and silo mentalities.
This "bakers dozen" of commonalities told me a lot about growth and success. Most of all,it reassured me. It told me that we are on the right track, paying attention to the right things. In learning that there was no silver bullet, no panacea for the trials and tribulations of not-for-profit growth, I came to a simple and sudden realization: Growth is about hard work, dedication, laser-like focus, commitment, and creativity. A little prayer and sacrifice never hurts either.
A bit more to come, and 'til then,
God bless.
Peggy
Wednesday, April 21, 2010
All Good Things Must Come to an End...
But not quite yet.
My last sabbatical trip took me to America's heartland again, this time to Cedar Community in West Bend, Wisconsin, and then to Providence Life Services, Tinley Illinois, a village just outside of Chicago. (Providence Life Services is the new moniker for what has been known in our field as Resthaven Christian Services...my apologies to them for using the name Resthaven as they work to shift their brand to something that identifies more broadly the work they do.")
I had this sense going into this last trip that I had already seen it all. Wrong again. I came away impressed and spellbound with the creativity shown by Cedar Community and Providence, led by my long term colleagues Steve Jaberg and Rich Schutt, respectively. So what did I learn...
Steve and his crew understand culture as well as anyone I have ever met. While Steve is outfront of his organization, constantly looking to the future and bending the work of Cedar to meet it, he has created a culture where everyone - and I do mean everyone - feels recognized and knows that their work is valued. People know one another, residents, staff, volunteers. The sense of shared mission is palpable. There is an expectation that each person supports the work of the whole. A great example of this is the Workshop, a wonderful, well equipped and well run woodworking studio operated by the residents of Cedar Community. In order to use the woodshop, residents must pass an eleven module course that covers basic safe use of all the equipment in the studio. For newcomers to woodcrafting, courses are offered by facility maintenance staff to introduce them safely to the various tools. Once residents have passed the required curriculum, they are granted club privileges. They may use the woodshop as they wish, with one caveat: one half of their time must be used to support the work of Cedar Community. One gentleman I met was working on a cedar chest, using the carved headboard of an antique bed that had been donated as the front piece of the chest. His craftmanship was glorious, and he was proud to tell me that his work would be a grand prize raffle item at an upcoming fundraiser. As I walked throughout all the campuses that make up Cedar Community, I saw this same spirit of involvement everywhere - not to mention a lot of incredible woodworking. Residents have made mantel pieces, chairs, tables, book cases, bowls, candle sticks...I think I want to learn to woodcraft just so I can hangout at the club! (Pictures to come.)
Steve Jaberg was generous beyond belief with his time, and he had conscientiously prepared for my visit. He gave me an incredible gift when he asked me what my legacy for the Beatitudes Campus is. Hmmm...I was clear about that a few years ago as we set up to reposition the Campus in order to assure its future. The Senior Staff and I wanted to assure relevancy for the people we serve, and to leave the house in good order for the next generation of boards and managers. Well...I think we are there, so what is our next work about? Can't wait to ask this question of our leadership at the board and staff level. Thank you, Steve, for remind me that our work in the not-for-profit human services sector is about legacy.
My time with Providence Life Services was dazzling. There, too, I felt an incredibly strong sense of purpose and mission. Providence, as the name implies, looks to God for its strength. Then its managers roll up their shirtsleeves and get busy. Incredible sense of shared work and a work ethic that comes, no doubt, out of its Reformed Christian Church roots and its Dutch heritage. I was temped to introduce myself as Peggy VanMullan after a time...
Providence really inspired me...I got to meet their Executive Chef , Kevin Risner(forgive me if I got the title wrong), and he told me of a new program they have recently launched called "Feed Our Own." This program is an alternative to the Meals on Wheels that we find througout the country, and it was created in response to the needs of the local community. When I asked the Kevin why something different when they could have simply replicated the model of MoW, he said "Because we can do it better." Then he proceeded to tell me how...better nutrition, better presentation, less expensive, and packaging that is easier for the clients to open, heat, and cool. Meals follow the same menus as Village Woods (a Providence Community) but are one day behind. The economies of scale are terrific, and waste at Village Woods is now generally non-existent. And as Ken said, "Best of all, people in our community go to bed with full stomachs." Kevin reminded me of a common theme that has arisen throughout all my visits, our work should always follow community need. If not...what's the real point?
Technology is an important part of Providence's life, so much, in fact, that they have developed an entire for-profit enterprize called Provinet. Provinet exists to support all of the programs of Providence, and all things technological come under their programs. Everything from electronic medical records, to database management, to integration of data across disciplines, to telephone and television service. The revenues generated by this growing business are essential to the health of the other Provinet. While I learned a great deal, I suspect it will lose something in the translation as I take it back to the Technowizards at the Beatitudes Campus. We may just need to send Allen and Keith on a field trip.
These skeletal notes just do not do justice to what I experienced last week, but I feel if I write more here, you will just get "blogged down" and quit reading. (My daughter, Jessica, gets credit for that pun.) So...
'til next time,
God bless,
Peg
My last sabbatical trip took me to America's heartland again, this time to Cedar Community in West Bend, Wisconsin, and then to Providence Life Services, Tinley Illinois, a village just outside of Chicago. (Providence Life Services is the new moniker for what has been known in our field as Resthaven Christian Services...my apologies to them for using the name Resthaven as they work to shift their brand to something that identifies more broadly the work they do.")
I had this sense going into this last trip that I had already seen it all. Wrong again. I came away impressed and spellbound with the creativity shown by Cedar Community and Providence, led by my long term colleagues Steve Jaberg and Rich Schutt, respectively. So what did I learn...
Steve and his crew understand culture as well as anyone I have ever met. While Steve is outfront of his organization, constantly looking to the future and bending the work of Cedar to meet it, he has created a culture where everyone - and I do mean everyone - feels recognized and knows that their work is valued. People know one another, residents, staff, volunteers. The sense of shared mission is palpable. There is an expectation that each person supports the work of the whole. A great example of this is the Workshop, a wonderful, well equipped and well run woodworking studio operated by the residents of Cedar Community. In order to use the woodshop, residents must pass an eleven module course that covers basic safe use of all the equipment in the studio. For newcomers to woodcrafting, courses are offered by facility maintenance staff to introduce them safely to the various tools. Once residents have passed the required curriculum, they are granted club privileges. They may use the woodshop as they wish, with one caveat: one half of their time must be used to support the work of Cedar Community. One gentleman I met was working on a cedar chest, using the carved headboard of an antique bed that had been donated as the front piece of the chest. His craftmanship was glorious, and he was proud to tell me that his work would be a grand prize raffle item at an upcoming fundraiser. As I walked throughout all the campuses that make up Cedar Community, I saw this same spirit of involvement everywhere - not to mention a lot of incredible woodworking. Residents have made mantel pieces, chairs, tables, book cases, bowls, candle sticks...I think I want to learn to woodcraft just so I can hangout at the club! (Pictures to come.)
Steve Jaberg was generous beyond belief with his time, and he had conscientiously prepared for my visit. He gave me an incredible gift when he asked me what my legacy for the Beatitudes Campus is. Hmmm...I was clear about that a few years ago as we set up to reposition the Campus in order to assure its future. The Senior Staff and I wanted to assure relevancy for the people we serve, and to leave the house in good order for the next generation of boards and managers. Well...I think we are there, so what is our next work about? Can't wait to ask this question of our leadership at the board and staff level. Thank you, Steve, for remind me that our work in the not-for-profit human services sector is about legacy.
My time with Providence Life Services was dazzling. There, too, I felt an incredibly strong sense of purpose and mission. Providence, as the name implies, looks to God for its strength. Then its managers roll up their shirtsleeves and get busy. Incredible sense of shared work and a work ethic that comes, no doubt, out of its Reformed Christian Church roots and its Dutch heritage. I was temped to introduce myself as Peggy VanMullan after a time...
Providence really inspired me...I got to meet their Executive Chef , Kevin Risner(forgive me if I got the title wrong), and he told me of a new program they have recently launched called "Feed Our Own." This program is an alternative to the Meals on Wheels that we find througout the country, and it was created in response to the needs of the local community. When I asked the Kevin why something different when they could have simply replicated the model of MoW, he said "Because we can do it better." Then he proceeded to tell me how...better nutrition, better presentation, less expensive, and packaging that is easier for the clients to open, heat, and cool. Meals follow the same menus as Village Woods (a Providence Community) but are one day behind. The economies of scale are terrific, and waste at Village Woods is now generally non-existent. And as Ken said, "Best of all, people in our community go to bed with full stomachs." Kevin reminded me of a common theme that has arisen throughout all my visits, our work should always follow community need. If not...what's the real point?
Technology is an important part of Providence's life, so much, in fact, that they have developed an entire for-profit enterprize called Provinet. Provinet exists to support all of the programs of Providence, and all things technological come under their programs. Everything from electronic medical records, to database management, to integration of data across disciplines, to telephone and television service. The revenues generated by this growing business are essential to the health of the other Provinet. While I learned a great deal, I suspect it will lose something in the translation as I take it back to the Technowizards at the Beatitudes Campus. We may just need to send Allen and Keith on a field trip.
These skeletal notes just do not do justice to what I experienced last week, but I feel if I write more here, you will just get "blogged down" and quit reading. (My daughter, Jessica, gets credit for that pun.) So...
'til next time,
God bless,
Peg
Friday, April 9, 2010
Back to my homeland...
So those interesting food experiences I mentioned last week? The first was lunch in Goshen, with Rick. Cashew and green olive sandwich. Yep...you heard it right, and it was delicious. It will appear as an appetizer at our next gathering, if not the main dish at lunch. Greencroft Communities was kind enough to let me participate in their board meeting the following morning where continental breakfast was served. My first taste of baked oatmeal had me convinced, and I've made it twice since my return home. If Chuck and Gail have all the necessities we will probably enjoy it again tomorrow morning. Really nice with fresh yogurt and fruit.
I'm writing today from the home of my cousins, Chuck and Gail Belisle, where I am visiting along w/ my sister, Sr. Sara Marie Belisle, OSF (aka Patty.) Since this sabbatical experience is about rest and reflection as much as it is about study, I've tacked a little family time on the front of my last best practices visit. So glad I did...there is something about returning to one's roots that leaves us centered like nothing else. Patty picked me up yesterday afternoon in Fargo, ND, and we returned to her convent in Hankinson for the night. What a treat to see her sisters and her home...lots of renovation going on there which reminded me of our Campus, and like us the changes they are making are part of remaining relevant. They are remodeling what was a school, with classrooms, gym space, labs, etc. and converting it to retreat space. Lots of creative adaptations going in that will extend their ministry well beyond what their founding sisters imagined in the early 1900's. Talk about staying power.
Above I noted that I'm closing in on my last best practice trip. Next week I will visit colleagues at Rest Haven Christian Services and Cedar Campuses, located in the Chicago and Milwaukee areas respectively. Both organizations are known for innovation, and both have expanded their ministries well beyond the scope of their first missions. I know that they will round out my expeience nicely and I'll take home very practical information for the benefit of our community.
I'm very conscious this week that my sabbatical time is drawing to a close. It's time for me to begin synthesizing information and drawing conclusions about how organizations grow and maintain thier sense of identity and culture over time. I'm also finding myself thinking about "splash down," or how I re-enter my worklife in a way that is healthy and respectful of the growth that has happened there in my absence. Consider this an invitation to comment if you have had a similar experience and have advice to offer.
Off to check on the soup boiling on the stove in the next room, so 'til next time...
God Bless.
Peg
Wednesday, March 31, 2010
A temporary Hoosier I am!
What fun it has been to spend three days in the heart of American basketball as we make our way to the Final Four! Got in late Sunday evening, too late to watch the men's game, but did catch the Lady Irish with other fans right here in South Bend...unfortunately they lost in OT. Still...an enthusiastic crowd, to say the least, for the game.
In the past three days I have visited 3 incredibly different and vibrant not-for-profit entities, each lead by mature and capable leaders. Mennonite Health Services and Greencroft Communities are both located in Goshen, Indianda. MHS is a hybrid, sharing the attributes of both an association - it represents Mennonite Health and Human Services agencies around the country - and a well developed, effective consulting group. Greencroft Communities grew from a single site CCRC, like our Beatitudes Campus, to a hub of six communiters that they own or manage as part of a growing system over the past five years. From my colleagues at these two organizations I learned a great deal about culture formation...the Mennonites are known for this. It was fantastic to have conversations about how cultures are nurtured and even strengthened, during mergers and acquisitions. They become a tool in the arsenal of staff integration and training. I was also able to delve deeply into the changes that are part of growth and diversification at the Executive Staff and Board levels. Growth does not mean that there is just more work to do for these two leadership groups...the work they do is significantly different that at the single site level. So it's about both capacity (amount) and about competency (skillsets and attitudes.) I'm anxious to talk about this w/ the crew at home.
I also snuck in a short trip to a remarkable children's agency that is part of the CHHSM family (Council of Health and Human Service Ministries of the United Church of Chrst.) Fort Wayne Crossroad's Chilren's Home provides psychiatric services, both residential and day programs, to over 100 of Indiana's troubled children - those children that have been dealt really bad cards. Crossroads helps them to learn to cope and rise above the hand they were given with compassion, a spirit of love and respect, and solid, competent, state of the art psychiatric treatment. I met with both prior and current CEO, Imogene Nusbaum Snyder and Randy Rider, along with Kyle Zanker, Chief Development Officer. Though we did not have as much time as I would have wished to talk about transition work and culture, a culture of caring and compentency was palpable.
Darn, more to say, but my flight is being called. I will write again soon! ( You have to hear about the interesting food experiences I had in America's heartland. )
'Til then...God bless,
Peg
In the past three days I have visited 3 incredibly different and vibrant not-for-profit entities, each lead by mature and capable leaders. Mennonite Health Services and Greencroft Communities are both located in Goshen, Indianda. MHS is a hybrid, sharing the attributes of both an association - it represents Mennonite Health and Human Services agencies around the country - and a well developed, effective consulting group. Greencroft Communities grew from a single site CCRC, like our Beatitudes Campus, to a hub of six communiters that they own or manage as part of a growing system over the past five years. From my colleagues at these two organizations I learned a great deal about culture formation...the Mennonites are known for this. It was fantastic to have conversations about how cultures are nurtured and even strengthened, during mergers and acquisitions. They become a tool in the arsenal of staff integration and training. I was also able to delve deeply into the changes that are part of growth and diversification at the Executive Staff and Board levels. Growth does not mean that there is just more work to do for these two leadership groups...the work they do is significantly different that at the single site level. So it's about both capacity (amount) and about competency (skillsets and attitudes.) I'm anxious to talk about this w/ the crew at home.
I also snuck in a short trip to a remarkable children's agency that is part of the CHHSM family (Council of Health and Human Service Ministries of the United Church of Chrst.) Fort Wayne Crossroad's Chilren's Home provides psychiatric services, both residential and day programs, to over 100 of Indiana's troubled children - those children that have been dealt really bad cards. Crossroads helps them to learn to cope and rise above the hand they were given with compassion, a spirit of love and respect, and solid, competent, state of the art psychiatric treatment. I met with both prior and current CEO, Imogene Nusbaum Snyder and Randy Rider, along with Kyle Zanker, Chief Development Officer. Though we did not have as much time as I would have wished to talk about transition work and culture, a culture of caring and compentency was palpable.
Darn, more to say, but my flight is being called. I will write again soon! ( You have to hear about the interesting food experiences I had in America's heartland. )
'Til then...God bless,
Peg
Wednesday, March 24, 2010
Another outstanding visit - The Eddy
I returned home last night from a two day visit with my colleage, Jo-Ann Costatino, CEO of The Eddy. Located in and around Troy, New York (outside Albany) The Eddy is a progressive and impressive continuum of services. Programs include skilled nursing, which was the original mission and focus, assisted living, independent retirement apartments of several varieties, and dementia services. Additionally, over the past decade, The Eddy, through affiliations, mergers, and acquisitions, has added the following services: Home health (certified and non), acute and subacute rehab, skilled care via the greenhouse model, telehealth, pharmacy and infusion service, durable medical equipment, and crisis housing for abused elders. Wow!
I've been wanting to explore the cultural issues related to growth and change, and the Eddy team gave me all I could have asked for, and more. As I talk with colleagues old and new, I'm beginning to see trends in those organizations that have found the courage, psychic energy and commitment required to broaden their missions in order to serve a growing populations of seniors. Here are some of the commonalities that are emerging:
Strong individuals at the helm. Styles vary greatly, but the individuals leading these organizations are smart, committed, and interested in moving our field forward. Not a status-quo personality in the bunch. All have figured out how to move their organizations forward by keeping a foot in the world we know (regulations and all) and a foot in the world we are trying to create (regulations be damned.) They are about consumer service and preference. They are passionate about the role of not-for-profits in terms of creating the world we want to live in. Tey are involved in the political process locally and federally, knowing that it's in that arena that real change happens.
Exceptionally strong teams. The executive managers in place at my site visits are all high caliber. There is strong comraderie on the teams, lots of laugher while at work. And very high accountability. Individuals talk with candor, they challenge one another liberally and respectfully. And did I mention they laugh a lot? Executive staff all reported being stretched extremely thin, especially during periods of development and new program launchings. Any additional resources tend to be pushed to operational staff rather than executive leadership.
Bricks and mortar are important, but program quality is more important. Like our Campus, both The Eddy and Evangelical Homes of Michigan that I visited last week have a mix of old buildings and new. Dated buildings are not an excuse for dated or ineffective programs.
Boards are savvy, know their jobs, and trust their staff leadership. Board members understand the mission/margin balance. Expectations around accountability, transparency, metrics, and quality are givens. Boards "get" what the organizations do, and leadership speaks w/ passion about why they serve.
Financial and operational savvy are key. These organizations know how to leverage their assets - financial, physical, human, and psychic. And they run very tight ships.
Communication IS culture formation. Know how to communicate, communicate often and accurately, and communicate in as many mediums as you an find.
If you merge, aquire, affiliate...understand the culture you're joining. Remember, you're marrying the whole family! Expect and plan for the politics that are part of the process - at the operational, management, and governance levels.
I'm beginning to create my spreadsheets, which is how I best evaluate and analyse my experiences, so more to come!
On a personal note, I'm grateful to be on sabbatical at this time. As usual, the best laid plans of mice and men often go awry. Our family has been dealing with some health issues, so my time is being used differently than I expected. My mother-in-law, Denny, took a very bad fall last week...nothing broken, but a terrible gash with 12 stitches to her face and an afternoon in the ER have shaken her deeply. She is home with us until she is a little steadier. How difficult it would have been to manage the issue in a way that felt good to her and our family if I were working as usual, traveling as usual. The gift of time right now is a gift indeed.
I'm doing pretty well, fairly well, on the balance that I hoped to achieve while on my study leave. Must say...not getting the exercise I planned. So...today I begin again, and will work a walk into the afternoon. Am enjoying my family immensely. Hope to see my newest grandson, Maxwell, turn over by himself in the next few days!
God bless,
Peg
I've been wanting to explore the cultural issues related to growth and change, and the Eddy team gave me all I could have asked for, and more. As I talk with colleagues old and new, I'm beginning to see trends in those organizations that have found the courage, psychic energy and commitment required to broaden their missions in order to serve a growing populations of seniors. Here are some of the commonalities that are emerging:
Strong individuals at the helm. Styles vary greatly, but the individuals leading these organizations are smart, committed, and interested in moving our field forward. Not a status-quo personality in the bunch. All have figured out how to move their organizations forward by keeping a foot in the world we know (regulations and all) and a foot in the world we are trying to create (regulations be damned.) They are about consumer service and preference. They are passionate about the role of not-for-profits in terms of creating the world we want to live in. Tey are involved in the political process locally and federally, knowing that it's in that arena that real change happens.
Exceptionally strong teams. The executive managers in place at my site visits are all high caliber. There is strong comraderie on the teams, lots of laugher while at work. And very high accountability. Individuals talk with candor, they challenge one another liberally and respectfully. And did I mention they laugh a lot? Executive staff all reported being stretched extremely thin, especially during periods of development and new program launchings. Any additional resources tend to be pushed to operational staff rather than executive leadership.
Bricks and mortar are important, but program quality is more important. Like our Campus, both The Eddy and Evangelical Homes of Michigan that I visited last week have a mix of old buildings and new. Dated buildings are not an excuse for dated or ineffective programs.
Boards are savvy, know their jobs, and trust their staff leadership. Board members understand the mission/margin balance. Expectations around accountability, transparency, metrics, and quality are givens. Boards "get" what the organizations do, and leadership speaks w/ passion about why they serve.
Financial and operational savvy are key. These organizations know how to leverage their assets - financial, physical, human, and psychic. And they run very tight ships.
Communication IS culture formation. Know how to communicate, communicate often and accurately, and communicate in as many mediums as you an find.
If you merge, aquire, affiliate...understand the culture you're joining. Remember, you're marrying the whole family! Expect and plan for the politics that are part of the process - at the operational, management, and governance levels.
I'm beginning to create my spreadsheets, which is how I best evaluate and analyse my experiences, so more to come!
On a personal note, I'm grateful to be on sabbatical at this time. As usual, the best laid plans of mice and men often go awry. Our family has been dealing with some health issues, so my time is being used differently than I expected. My mother-in-law, Denny, took a very bad fall last week...nothing broken, but a terrible gash with 12 stitches to her face and an afternoon in the ER have shaken her deeply. She is home with us until she is a little steadier. How difficult it would have been to manage the issue in a way that felt good to her and our family if I were working as usual, traveling as usual. The gift of time right now is a gift indeed.
I'm doing pretty well, fairly well, on the balance that I hoped to achieve while on my study leave. Must say...not getting the exercise I planned. So...today I begin again, and will work a walk into the afternoon. Am enjoying my family immensely. Hope to see my newest grandson, Maxwell, turn over by himself in the next few days!
God bless,
Peg
Tuesday, March 16, 2010
Back at the ranch...the board keeps working.
The intent of this blog was to let interested parties, particularly the senior team and the board at the Beatitudes, weigh in on my experiences and observations from the various organizations I visited. Last week, I posted the questions that I'm exploring, and asked for feedback on them. (They are posted under "Research Questions" on the face page of the blog.) Two board members responded and posed some interesting fodder for discussion:
Dr. Neil Ward, Board member and Chair of our Ethic Committee asked about the political scene. He wondered if my colleagues are satisfied w/ AAHSA's public policy efforts. (AAHSA is the American Association of Homes and Services for the Aging, and represents over 5600 not-for-profit providers of senior services throughout the country. They do a great job!) Neil went on to ask "If all politics are local, are they focused enough?" Great question, and one that I will share not only on my study tour but with the staff of AAHSA as well. Boiling it down, I think Neil's wondering if our efforts in DC are mirrored back home with our 5600 organizations, at the community level where incremental change occurs, where Washington politics is really played out.
Brad Stouffer also responded to my last posting with this question for my hosts: "What do you envision the next growth in services in aging will be in the coming 5-10 years, and is your staff/board prepared for it?" This question probably cuts to the very heart of the work of all not-for-profit boards...Are we ready for the future? Are we going to drive it, manage it carefully and thoughtfully, or is it going to drag us along?
Great questions! Big questions, befitting of a great board that knows it's job is not just to perpetuate our mission, but to influence the world around us.
I'm also adding one question to my cadre of inquiries. It has to do with the qualities of the individual leaders at each organization on my tour. It was interesting to watch my good friend and colleague Denise Rabidoux "in action" with her team. The leaders I am visiting are all very different people, and I suspect they will have very different approaches to management and team work. We'll see!
For now, God bless.
Peggy
Dr. Neil Ward, Board member and Chair of our Ethic Committee asked about the political scene. He wondered if my colleagues are satisfied w/ AAHSA's public policy efforts. (AAHSA is the American Association of Homes and Services for the Aging, and represents over 5600 not-for-profit providers of senior services throughout the country. They do a great job!) Neil went on to ask "If all politics are local, are they focused enough?" Great question, and one that I will share not only on my study tour but with the staff of AAHSA as well. Boiling it down, I think Neil's wondering if our efforts in DC are mirrored back home with our 5600 organizations, at the community level where incremental change occurs, where Washington politics is really played out.
Brad Stouffer also responded to my last posting with this question for my hosts: "What do you envision the next growth in services in aging will be in the coming 5-10 years, and is your staff/board prepared for it?" This question probably cuts to the very heart of the work of all not-for-profit boards...Are we ready for the future? Are we going to drive it, manage it carefully and thoughtfully, or is it going to drag us along?
Great questions! Big questions, befitting of a great board that knows it's job is not just to perpetuate our mission, but to influence the world around us.
I'm also adding one question to my cadre of inquiries. It has to do with the qualities of the individual leaders at each organization on my tour. It was interesting to watch my good friend and colleague Denise Rabidoux "in action" with her team. The leaders I am visiting are all very different people, and I suspect they will have very different approaches to management and team work. We'll see!
For now, God bless.
Peggy
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